HomeMy WebLinkAbout2011-06-02 Board of Selectmen Agenda Packet TOWN OF NORTH ANDOVER
BOARD OF SELECTMEN
120 MAIN STREET
NORTH ANDOVER, MASSACHUSETTS 01845
f ,40RTH
Daniel P. Lanen, Chairman
William F. Gordon 0 = "" A TEL. (978)688-9510
Rosemary Connelly Smedile * FAX (978)688-9556
Donald B. Stewart
Tracy M. Watson SS�cNUS�i
BOARD OF SELECTMEN & LICENSING COMMISSIONERS
AGENDA
JUNE 2,2011—7:30 PM
TOWN HALL, 1S` FLOOR CONFERENCE ROOM, 120 MAIN STREET
I. CALL TO ORDER
II. EXECUTIVE SESSION
A. Non Union Personnel Negotiations
III. RECONVENE AND PLEDGE OF ALLEGIANCE
IX. NEW BUSINESS
A. Recruitment of Town Manager
X. ADJOURNMENT
An Employment Agreement Between
The Town of'North Andover
And
The Town Manager
Preamble
This AGREEMENT is made pursuant to M.G.L. Chapter 41, Section 108N as of
_2009 by and between the Board of Selectmen, hereinafter referred to as the `Board' of
the' own of North Andover, Massachusetts, hereinafter referred to as the `Town' and Mark H.
Rees,hereinafter referred to as the `Manager';
WHEREAS the Board, by an affirmative vote on August 7, 2000, appointed the Manager
for an indefinite term pursuant to the provisions of the Town Charter;
WHEREAS the Board and the Town Manager entered into an employment agreement the
purpose of which was to define the terms of employment,benefits and compensation for the
period of September 5, 2000 to September 4,2003;
WHEREAS the employment agreement was modified by vote of the Board of Selectmen
on June 24, 2002 , March 24, 2003, August,25, 2003 and July 24, 2006;
WHEREAS the Board and the Town Manager desire to enter into a new employment
agreement that will replace and supersede the existing employment agreement as modified;
Now in consideration of the promises contained, the parties hereto mutually agree as
follows:
Article 1: Functions and Duties of the Manager
The Manager shall perform faithfully, the best of his ability, the functions and duties of the Town
Manager as enumerated in the North Andover Town Charter.
Article II Tenn
This Agreement shall be retroactive to September 5, 2009, and shall be in full force and effect
until September 4,2012. The Agreement shall be for a term of three years, subject to Article IX.
Article III Vacation and Other Leaves;
A. Vacation: The Manager shall be granted 20 days paid vacation leave per year in the
first year of this Agreement and 25 days paid vacation per year in the 2nd and 3rd year of this
agreement. Not withstanding any provisions in the Town's personnel by-law or rules and
regulations unused vacation days may be carried over from one year to another, (including
accumulated vacation from the previous employment agreement), however, the maximum
accumulation of unused (carried over) vacation days shall be 60 days. The Manager may also at
his sole discretion receive cash payment of up to five days vacation per year from accumulated
vacation time with a corresponding reduction in accumulated vacation time.
B. Sick Disability: The Manager shall carry over all accumulated sick leave from the
previous agreement and thereafter shall accrue sick leave pursuant to the provisions of the
Town's personnel by-law and/or rules and regulations. The sick leave benefit shall be
administered in conformance with the Town's personnel by law and/or rules and regulations.
C. Other Leave: The Manager shall be afforded all other leaves, as detailed in the Town's
personnel by-law and/or rules and regulations, that do not conflict with any provision included in
this agreement. In addition, attendance at conferences or other professional seminars shall be not
deducted from the Manager's vacation leave. The Board may also grant other leave with or
without compensation upon request by the Manager.
Article IV: Other Benefits:
A. Automobile Allowance: The Manager shall receive an automotive allowance of
$450 per month.
B. Insurance: Health Insurance will be provided in accordance with eligibility
requirements, as provided under Town plans. In addition,the manager shall be provided with an
allowance of up to $2,500 for Life and Disability Insurance.
C. Professional Membership,Development, Conferences:
1) The Town agrees to pay for the professional dues and subscriptions of the
Manager necessary for his membership in the following professional organizations:
International City Management Association (ICMA), and the Massachusetts Municipal
Management Association (MMMA).
2) The Town agrees to pay for the registration,travel and subsistence expenses of
the manager for short courses, institutes and seminars that are necessary for his
professional development.
3) The Town shall pay the Manager's registration fees, travel and subsistence
expenses to and from the ICMA annual conference,the Massachusetts Municipal
Association Annual Conference, and the MMMA Annual Spring Conference.
5) However, the maximum amount of money that the Town will pay per year for the
total expenses associated with Section IV-C shall be$3,500.,
D_ Other: The Manager shall be afforded all other benefits, as detailed in the Town
personnel by-law and/or rules and regulations that do not conflict with any provisions included in
this agreement.
i
Article V: Professional Liability
A. The Board agrees that it shall defend, hold harmless, and indemnify the Manager from
any and all demands, claims, suits, actions, and legal proceedings brought against the Manager in
his official capacity as Town Manager provided the incident arose while the Manger was acting
within the scope of his employment and in good faith. Except that in no case will individual
Board members be considered personally liable for indemnifying the Manager against such
demands, claims, suits, actions, and legal proceedings.
B. The Board shall not, however, be required to pay any costs of any legal proceedings in
the case of any allegations brought by the Board under the removal provisions of Section 9 of the
Town Charter,
Article VI: Renewal of Employment Agreement
A. In the event either party hereto desires not to renew this agreement, such party shall
provide the other with notice of such intention at least forty-five(45)working days prior to the
expiration of this agreement. In the event that the Board so elects not to renew this agreement,
the Manager shall be paid severance pay for either the period which the Manager remains
unemployed as a town manager or three months, which ever is less,provided, however, that in
the event this agreement is not renewed due to gross misconduct in office by the Manager, the
Town shall have no obligation to pay the severance sum provided for in this paragraph. This
article shall survive the termination of this agreement.
Article VII: Manager Evaluation
A. Annually the Board and Manager shall define the goals and objectives which they
determine necessary for the proper operation of the Town and the attainment of the Board's
policy objectives, and shall further establish a general priority among those various goals and
objectives, said goals and objectives to be reduced to writing. They shall generally be obtainable
within the time limits specified and within the annual operating and capital budgets and
appropriations provided by the Town and the events that have occurred during the year.
B. The Board shall review and evaluate the Manager every year from the date of
appointment. Said review and evaluation shall be based on the goals and objectives developed
jointly by the Board and the Manager. Further,the Chair of the Board shall provide the Manager
with a summary written statement of the evaluation findings of the Board and shall provide an
adequate opportunity for the Manger to discuss his evaluation with the Board.
Article VIII: Performance
The Manager shall fulfill all aspects of this Agreement. Any exceptions thereto shall be by
mutual agreement between the parties, in writing.
Article IX: Termination of Employment
I
A. Termination by the Manager: The Manager, may, at his option and by a minimum of
ninety (90) days written notice to the Board unilaterally terminate this agreement. The Board
may, at its discretion, shorten or waive such requirement.
B. Termination by the Board: As detailed in the Town Charter, Chapter Four, Section 9, the
Board may, by the affirmative vote of at least three members,terminate this agreement and
initiate the removal process. The salary of the Manger shall continue to be paid for a period of
sixty days after the vote effecting removal from office. This article shall survive the termination
of this agreement.
Article X Compensation:
It is recognized by the Town that the Manager voluntarily waived a minimum 3% raise that was
provided for in the third year of the preceding employment agreement.
A. Base Salary: The Town shall pay the manager the following salary:
First Year: $124,523 per year(the current annual salary paid to the Town Manager)provided
that no raises(except for customary step increases, reclassifications or end of probation raises)
are provided to other municipal employees during the year. If such raises are provided, the
Town and the Manager agree to enter into negotiations to provide a similar salary adjustment for
the Manager.
Second and Third Year: At least forty five days prior to the second and third anniversary date of
this agreement,the Board and the Manager shall meet to discuss additional increases, if any,to
the Manager's Salary, including but not limited to, base pay, vacation buy backs, automobile
allowance, deferred compensation, insurance and professional development. In considering
additional adjustments,the Board and the Manager shall undertake a review of the salaries of
managers in comparable communities to insure equity and parity, the performance of die
manager,the financial condition of the town,raises granted to other union and non-union
employees and other such factors that parties may determine.
The Manager's Salary shall not be reduced during the life of this agreement without his consent.
B. Deferred Compensation: The Town will pay, in addition to Base Salary, an amount
equal to 3.8%of Base Salary into a Section 457 Deferred Compensation Plan
Article XII: General Provisions:
A. Expenses: The Manager shall be reimbursed for any expenses incurred in the
performance of his duties or as an official representative of the Town, including attendance at
civic or social events.
B. Entire Agreement: This agreement embodies the whole agreement between the parties
and there are no inducements,promises,terms, conditions, or obligations made or entered into by
i
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either party other than those contained herein. The Agreement may not be changed except by a
writing signed by the parties,
C. Invalidity: If any paragraph or part of this agreement is judged to be invalid, it shall
not affect the remainder of said agreement, but said remainder shall be binding and effective
against all parties.
D. This Agreement shall be governed by the laws of the Commonwealth of Massachusetts
and the terms of the Town Charter of the Town of North Andover.
Agreed to by:
t orth AUfvver B.v/roof Selectmen Mark Rees
/F�G!Gy /,2`2�t� - cat` cam!
W
,y
1
I, Mar H. Rees, hereby certify under pain and penalties of perjury pursuant to M.G,L. Chapter
fi2C, ction 49A that I have complied with all laws of the Commonwealth relating to taxes,
Ie i g of e :and contractors, and withholding and remitting child support.
Mart H. Rees
CHAPTER
THE TOWN MANAGER
Section 1 Appointment
4-1-1 The Board of Selectmen, by an affirmative vote of at least four members,
shall appoint a Town Manager for an indefinite term to serve at its pleasure.
4-1-2 The Board of Selectmen shall appoint a search committee of at least three
people, not to include any member of the Board of Selectmen, for the purpose of
recommending candidates for the position of Town Manager.
4-2-1 The Town Manager shall be appointed on the basis of education, executive
and administrative qualifications and experience.
Section 3 Duties
4-3-1 The Town Manager shall be the chief administrative officer of the town
and shall be responsible for administering and coordinating all employees, activities and
departments placed by general law, this charter or by-law under the control of the Board
of Selectmen and of the Town Manager.
4-3-2 He shall devote his full working time to the duties of his office; he shall
not become a candidate for, or hold, any elective office during his term of appointment;
and he shall not engage in any business activity during his term, except with the written
consent of Board of Selectmen. He shall:
(a) Attend all meetings of the Board of Selectmen, except when
excused, and he shall have the right to speak but not to vote.
(b) Assemble, prepare, and present to the Board of Selectmen all
annual operating and capital budgets of the town and be responsible for the development
and annual revision of the capital improvements program.
(c) Be responsible for seeing that the budget is administered and
expended as adopted by the town meeting and in accordance with general law, this
charter, and by-law.
(d) Keep the Board of Selectmen informed regarding all departmental
operations, fiscal affairs, general problems, and administrative actions, and to this end
shall submit quarterly reports to the board.
9
(e) Keep the board informed regarding the availability of state and
federal funds and how such funds might relate to unmet short-range and long-range
needs.
(f) Solicit and prepare applications for grants.
(g) Be responsible for the day-to-day administration of the town's
personnel system.
(h) Be responsible for the purchasing of all town services and
departments, except those of the school department.
(I) Make recommendations to the Board of Selectmen regarding
vacancies in town offices and boards to be filled by the Board of Selectmen.
(j) Be responsible for the administrative functions of recreation,
historical preservation, services for the elderly, and veteran's services.
(k) Develop, keep, and annually update a full and complete inventory
of all property of the town, except school property, both real and personal.
(1) Distribute, or cause to be distributed, copies of the warrant and
Finance Committee report for all town meetings to the r-esidenees of all Fegistefed vetefs
as prescribed in Chapter 9-6-1 of the Town Charter as amended. (Amended by Chapter
465 of the Acts of 2010)
(m) Negotiate collective bargaining contracts on behalf of the Board of
Selectmen, unless the board shall have designated another negotiator.
(n) Perform such other duties as may be required by this charter, by-
law, or vote of the Board of Selectmen.
Section 4 Responsibilities for Appointments
4-4-1 Subject to the approval of the Board of Selectmen, the Town Manager
shall have the power to appoint and, on the basis of merit and fitness alone, and except as
may otherwise be provided by general law, this charter, or personnel by-laws, may
suspend or remove: (a) a Town Clerk, (b) division and department heads, (c) a planning
board (d) an industrial development financing authority , (e) an industrial commission,
and (f) a board of health and/or a health agent.
10
4-4-2 The Town Manager shall also appoint, on the basis of merit and fitness
alone, and except as may otherwise be provided by the General Laws, this charter,
personnel by-law, or collective bargaining agreements, may suspend or remove all full-
time, part-time or seasonal employees, except those of the library trustees, the police and
fire departments and the School Committee. All such appointments and removals shall
be subject to disapproval by an affirmative vote of the Board of Selectmen taken within
fourteen days, provided the vote is first taken at a Board of Selectmen's meeting at which
five members are present and voting; otherwise, if less than five members are present and
voting, such disapproval shall only require three votes.
Section 5 Responsibilities in Personnel Administration
4-5-1 The Town Manager shall administer and enforce collective bargaining
contracts,personnel rules, regulations, and by-laws adopted by the town.
4-5-2 After consultation with the Board of Selectmen, the Town Manager shall
from time to time propose, and the town meeting may adopt, with or without amendment,
personnel by-laws and rules relating to all town positions, except those covered by
collective bargaining contracts and those of the school department. Such by-laws shall
provide for:
(fa The nlassif;na ion of positions based „n duties
responsibilities, and a„ther-it y of earsh p sition,
itL
Ud prevision for- nla ifnatio „f n an), nsi
whenever-war-ranted by ehanged n mntanees
(b) Salary and r plan fer all r sitienn
(c) Methods of determining the merit and fitness of
candidates for appointment and promotion.
(d) Policies and procedures regulating reduction in force and
removal of employees.
(e) Hours of work, attendance regulations, and provisions
for sick, vacation, military and other leave.
(f) Policies and procedures governing persons holding
provisional appointments.
(g) Policies and procedures governing relationships with
employee organizations.
(h) Policies regarding in service training programs.
11
(i) Grievance procedures for the hearing of grievances.
(j) Such other practices and procedures as may be necessary
for the administration of the personnel system.
(Amended by Chapter 70 of the Acts of 1997. Approved August 13, 1997)
Section 6 Responsibilities for Administrative Reorganization
4-6-1 The Town Manager may, with the approval of the Board of Selectmen,
establish, reorganize, consolidate or abolish any department or position placed by this
charter under his direction and supervision, except as otherwise provided by general law
or this charter.
4-6-2 The creation of any new full-time, compensated position shall require the
approval of the affirmative vote of four members of the Board of Selectmen, and shall not
become effective until the position has been funded by a vote of the Town Meeting.
Section 7 Responsibilities for Disbursements
4-7-1 Warrants for the payment of town funds, prepared and signed by the town
accountant in accordance with general law procedures, shall be submitted to the Town
Manager, and his approval thereof shall be sufficient authorization for payment by the
director of the division of finance or his designee; provided, however, that at least three
selectmen shall approve all warrants in the manager's absence or in the event of a
vacancy in his office.
Section 8 Evaluation
4-8-1 The Board of Selectmen shall annually evaluate the performance of the
Town Manager. The board shall adopt a written set of procedures and criteria which shall
form the basis for the evaluation.
4-8-2 A copy of the evaluation shall be provided to the manager.
Section 9 Removal
4-9-1 The Board of Selectmen, by the affirmative vote of at least three members,
may initiate the removal of the Town Manager by adopting a resolution to that effect,
stating the reasons therefor, provided that no such resolution shall be adopted within
sixty days following any town election that has resulted in a change in the incumbents on
the board. The vote initiating removal shall be taken at a regular scheduled public
meeting and in open session.
12
4-9-2 The adoption of said resolution shall serve to suspend the Town Manager
for a period of not more than forty-five days, during which the salary shall continue to be
paid. A copy of such resolution shall be delivered forthwith to the Town Manager in
person, or sent by registered mail to his place of residence.
4-9-3 Within five days following the receipt of such resolution, the Town
Manager may file a written request for a public hearing. If such a hearing is requested,
the board shall schedule it within two weeks and it shall be held in public place. At least
seven days prior to the public hearing, the board shall advertise the hearing in a
newspaper of local circulation and shall cause identical notices citing the purpose,
location, time, and date to be posted in the town hall and in three other places of public
access within the town.
4-9-4 The moderator shall preside at such hearing.
4-9-5 At any such hearing, the reasons for the removal shall first be read aloud.
The Town Manager shall then have the right to respond, either personally or through
counsel. The Board of Selectmen and the Town Manager shall have the right to call
witnesses and to subpoena any and all town records.
4-9-6 Final removal of any Town Manager shall be effected by the affirmative
vote of at least three members of the Board of Selectmen at a public meeting of the board
held within seven days of such public hearing, if requested. If no hearing has been
requested, final removal may be effected by an affirmative vote of at least three members,
at a meeting of the board held not earlier than fourteen days after the vote initiating the
removal. The salary of the Town Manager shall continue to be paid for a period of sixty
days after the vote effecting removal from office.
4-9-7 The Town Manager shall provide the Board of Selectmen with at least
ninety days notice of an intended resignation, provided, however, that the board may, at
its discretion, shorten or waive such requirement.
Section 10 Filling Vacancy
4-10-1 When a vacancy arises in the office of the Town Manager, the Board of
Selectmen shall advertise the vacancy as soon as possible. The board shall fill the
vacancy as soon as possible but in any case, within six months.
Section 11 Acting Town Manager
13
4-11-1 The Board of Selectmen shall designate, within 10 days, a town employee
or other person to exercise the rights and perform the duties of Town Manager during any
vacancy caused by the temporary absence or suspension, or removal, resignation, or death
of the Town Manager. The appointment shall be for a period not to exceed ninety days,
and it may be renewed, in the case of suspension, removal, resignation, or death only once
for an additional period not to exceed ninety days. The appointee shall be ineligible for
appointment as Town Manager.
14
Mass ach usetts R e c ruitment GuIda1Ines Ha n d b o o k
Amr-
NVE a a %. h mums le' tts
R e'dm- c r mum 'It m5miml e n t
I
Gui* del *ines
Handbook
2008
I
Massachusetts Municipal Management Association
One Winthrop Square
Boston, MA, 02110 M`M n,l n
(617) 426-7272
M a s s a c h u s e t i s R e c r u i t m e n t G u I d e I I n e s H a n d b o o k 2
Table of Contents
Introduction........................................................................................................................................................ 2
ResourcesAvailable.........................................................................................................................................4
RecruitmentProcess........................................................................................................................................ 7
Conductingthe Recruitment.................................................................................................................... 7
Scope and Parameters of the Recruitment Process............................................................................9
RecruitingApplicants.............................................................................................................................. 11
Applications and Relations with Applicants....................................................................................... 12
SelectionProcess........................................................................................................................................... 16
ReviewingApplications .......................................................................................................................... 16
ScreeningCommittees............................................................................................................................ 17
Interviewing Candidates and Determining Finalists.......................................................................... 18
InterviewingFinalists.............................................................................................................................. 18
BackgroundChecks................................................................................................................................ 18
Post-Interview Activities.........................................................................................................................20
FinalizingArrangements................................................................................................................................22
NegotiatingCompensation..................................................................................................................... 22
TransitionActivities.................................................................................................................................24
Conclusion.......................................................................................................................................................27
ResourceGroups............................................................................................................................................28
Suggested Interview Questions...................................................................................................................30
Suggested Interviewing Techniques...........................................................................................................31
SummaryChecklist and Timetable..............................................................................................................32
Suggested Administrator Profile..................................................................................................................33
Format for an Administrator Profil e......................................................................................................33
Sample Administrator Profile................................................................................................................. 34
M a s s a c h u s e t t s R e c r u I t m e n t G u t d e 1 I n e s H a n d b o o k 3
Introduction
The term "local government', as used in this report, refers to any local government of general
jurisdiction legally constituted under state law—a town, city, county, or a legally constituted
council of governments.
The terms "administrator" and "manager" refer to the chief administrative or executive officer of
any local government who has been appointed by its governing body.
The term "governing body" refers to the elected body governing any local government, including
city councils, town councils, and boards of selectmen. The term "governing body" used in this
document refers to all types of governing bodies.
Recruiting and selecting a local government administrator is one of the most important
responsibilities of a local governing body. It requires careful planning, astute evaluation of
candidates, and a clear understanding of the relationship between the local government and the
administrator.
To a great extent, a local government administrator serves as a resource to the elected body.
Whereas the governing body provides policy and political leadership for the community, the
administrator brings policy problems to the elected body, develops alternatives, helps the
elected body as it is making policy choices, and then implements policy and provides the
administrative leadership necessary for continued progress and high morale. His or her input
makes the difference as to whether or not the objectives and priorities of the governing body—
and indirectly the community—are refined, considered, and implemented.
How are public officials to proceed, then, when the chief administrative position is vacant? Who
governs in the interim period until a successor is selected? How is recruitment actually
conducted? What selection process should be used? What should be the criteria for the
position? What resources are available to assist in recruitment and selection? These are only
some of the questions that will concern elected officials.
Members of the governing body will have to deal with a variety of other issues as well. Potential
candidates, for example, will begin "campaigning" for appointment. They may contact some or
all members of the governing body to express interest and advance their cause. Members of the
community, too, will propose their own preferences and viewpoints. And, of course, the press
will pose questions, ranging from why the vacancy exists to what the new administrator is going
to be paid.
All of this activity, pressure, uncertainty, and even confusion can result in premature
commitments and impulsive action—neither good for the community nor conducive to recruiting
and selecting a top-notch administrator. For the recruitment process to be successful, local gov-
ernment leaders must provide the following:
Strong, consistent political leadership.
A well organized and coordinated recruitment process.
A plan for administering the affairs of the local government while the recruitment process is
under way.
A timetable that ensures prompt, comprehensive recruitment and guards against impulsive and
premature action.
An organized approach and strong, consistent leadership from the local governing body are
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e l i n e s H a n d b o o k `-F
essential to the recruitment process. Without them, recruitment can damage the image of the
local government; divide the local government and the community; weaken the authority of the
government; erode the responsibilities associated with the position; and hurt the ability of the
local government to attract and retain good candidates for this and other administrative
positions.
To help members of the governing body conduct a successful recruitment and avoid a negative
experience, this handbook presents guidelines for recruiting and selecting a local government
manager. While no two jurisdictions require precisely the same qualifications and
responsibilities from their administrator, the guidelines outlined here provide the basis for
determining priorities. These guidelines will enable local government officials to go about
recruiting and selecting the best possible administrator for their needs.
This handbook includes a discussion of the following key issues:
resources available to assist in the process
interim management; applications
relations with applicants, and interviews
compensation
transition
The exhibits present resources and publications available, suggested interview questions, and a
summary checklist and timetable. Using these guidelines can make recruiting and selecting a
new administrator a positive, enjoyable, and unifying experience for local government officials.
M a s e a c h u s e t t s R e c r u i t m e n t G u t d e 1 1 n e s H a n d b o o k 5
Resources Available
Elected officials in search of an administrator will find a variety of resources available to assist in
the recruitment process. These include:
ICMA (International City/County Management Association), the professional
association of appointed administrators serving cities, counties, regional councils, and other
local governments. ICMA staff can suggest advertising sources and individuals and agencies
that may be available to assist: help pass the word when a vacancy exists by placing a printed
advertisement in the ICMA Newsletter; and provide information on such issues as compensation
and how other local governments have handled recruitment. ICMA Range Riders also can
provide advice and assistance based on their years of experience in local government. The
ICMA website is www.ima.org.
MMMA (Massachusetts Municipal Management Association), the professional
association of appointed administrators serving cities, towns, and regional councils in
Massachusetts. The MMMA through the Form of Government Committee can advise you in the
early stages of your recruitment process and provide information on forms of government and
charters in Massachusetts. MMMA is affiliated with ICMA and is one affiliate of the
Massachusetts Municipal Association (MMA). The MMMA website is www.massmanagers.org
MMA (Massachusetts Municipal Association), the umbrella organization for local
government advocacy in Massachusetts. The MMA publishes The Beacon, a monthly
newsletter in which municipal employment opportunities may be advertised. In addition, the
MMA website (www.mma.org) also lists municipal employment opportunities.
Other professional organizations. The following organizations can advertise the vacancy,
identify potential candidates, and assist in conducting background checks of the applicant. The
National League of Cities; the National Association of Counties; the National Association of
County Administrators; the American Society for Public Administration; and related local,
regional, state/provincial, and national professional organizations.
Current and former local government officials. Local government officials in adjacent
communities or retired local government officials are a good resource for assistance. For
example, a neighboring local government official could coordinate the recruitment process and a
retired official could provide interim management assistance and /or screen applicants. MMMA
is often aware of retired managers who may be available to assist in this process or to act as
interim managers ICMA's Range Rider Program may also be a good source for such
assistance.
Others having an interest in local government. College or university faculty members,
institute of government staff members, local government consultants, and community leaders
also may be able to provide leadership and assistance with some part or all of the recruitment
process.
Executive recruitment firms. Several nationally recognized firms are available to assist in
recruiting key management positions in local governments. They can coordinate the overall
recruitment process, or they can assist with such specific aspects of recruitment as identifying
potential candidates, conducting background checks, or developing and conducting the
selection process. ICMA can provide a list of firms that specialize in public sector recruitment.
For a copy of the list, contact the job ad coordinator at ICMA, 202/962-3650.
M a s s a c h u s e t i s R e c r u I t m e n t G u I d e 1 i n e s H a n d b o o k 6
ICIVIA Range Riders. Local government professionals serve as Range Riders for ICMA and for
their respective state leagues or state associations. Range Riders generally are retired and
respected local government managers with long experience in the profession. Available as
resources to local government administrators, Range Riders meet periodically with managers to
discuss the profession and any concerns managers might have. Discussions range from such
topics as council relations, career changes, and staff reorganization to politics and ethical
questions. All discussions are confidential. Range Riders are friends, colleagues, and
counselors—not consultants.. Although not all states have Range Rider programs, other
resources may be available through the state league or state association of managers.
Interim management. Often the first questions elected officials must face when a vacancy
occurs are:
What should we do to ensure that the affairs of the local government are properly administered until a
new manager is selected and on board?
How do we get the recruitment process started?
Who is in charge?
First and foremost, local government officials must avoid acting impulsively and succumbing to
the temptation to hurriedly appoint an administrator as a quick fix to the problems of vacancy,
recruitment, and selection. Local government officials need an interim period to consider
carefully the criteria they are seeking in a new administrator and to recruit and select the best
possible successor who meets these criteria.
Only by considering how applicants compare and measure against one another and, of course,
against the criteria can elected officials be sure that the candidate they appoint will be backed
by the appropriate combination of work experience and management style. Following these
steps will enable members of the governing body to provide sound interim management while
an efficient recruitment process is underway.
Appoint an interim administrator. It is important to clarify who will be responsible for directing
the local government while the new administrator is being recruited. The governing body might
want to consult with the outgoing administrator regarding possible staff members who could fill
this role, or they may agree that they have confidence in a specific staff person.
If there is an assistant administrator, for example, who may be considered for the position, the
governing body often will appoint this person as interim manager. This will give them the chance
to observe firsthand how he or she handles the job. Or the governing body might select as
interim administrator a department head who is not a candidate for the position but who is
mature, seasoned, respected by fellow employees, and competent.
In some cases, the local government leaders may not feel there is anyone on staff to whom they
can or would want to turn. In this case, it may be possible to retain the services of a recently
retired manager or a manager who is between jobs. The MMMA is often aware of managers
who are recently retired or who are between jobs and who would be available to serve as an
interim manager.
Regardless of who is appointed, it should be clear to all local government officials and staff that
the interim manager is in charge. It should also be clear that this person does not have an inside
track to the new position. If the interim manager is ultimately selected, it is because that person
proves to be the best in relation to the other applicants.
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e I I n e s H a n d b o o k 7
Act promptly. The recruitment process should begin immediately after the official decision has
been made regarding resignation, retirement, or termination. Failure to do so can generate
rumors within the community by various interested parties who will exert pressure on members
to quickly fill the vacancy. Members of the governing body must bear in mind that an impulsive
response to this pressure can be divisive for the governing officials and can damage their
credibility.
What local government officials need to do is promptly develop and announce a specific plan
and timetable for the recruitment. They must take into account any circumstances, such as an
impending recall, that might cause delays, and they must communicate any changes in the
established schedule to all concerned, particularly to the applicants themselves.
Occasionally, a governing body will delay recruitment because an election is pending or a
proposal to change the form of government is coming up for a vote. Even so, the initial
recruitment steps should be taken immediately in order to reduce the time lapse between the
departure of one manager and arrival of another.
If a local government has just voted to adopt a new form of government with a provision for an
appointed administrator or executive, the beginning of the search will depend on when the form
becomes effective. If governing body elections were held at the same time and outgoing
members are sympathetic to the change, it may be possible to have applications on file by the
time new members of the governing body are sworn in. In any case, the new governing body
should proceed with the recruitment as soon as possible.
Finally, the members of the governing body must take charge of the recruitment. They must
make clear to all concerned what processes they will follow to recruit and select the best
administrator.
Carefully consider vacancy announcement. If the vacancy is the result of retirement or of
the administrator moving to a new position, a simple announcement to that effect is sufficient,
even desirable. When advertising the position, the local government will be able to claim that
there has been great stability in the position; it now is vacant only because of retirement or of a
new job opportunity for the former administrator. In this way, with the vacancy presented as an
opportunity that does not come along often, qualified applicants may be drawn to the position.
If, on the other hand, the position is vacant because the former administrator was terminated or
quit, neither the local government nor the former administrator will benefit from a public quarrel.
It is far better for all concerned (even though it may be emotionally difficult) to simply reach a
mutual decision and timetable for leaving. From a recruiting standpoint, handling a difficult
situation well will enhance the image of the local government. And there is less likelihood that
the former administrator will talk negatively of the local government and, thereby, deter potential
candidates from applying.
Obtain a status report on the local government's activities and projects. Although it is not
desirable for the governing body to immerse itself in the administrative affairs of the local
government, it is important that they receive a briefing about current organizational problems
and the status of important projects before the current administrator leaves. In this way, they
can better monitor progress on important matters, provide direction, and set priorities for the
person selected as interim administrator.
Defer key actions where possible. Obviously, the local government must continue to operate
during the recruitment period. The governing body and interim management team should do
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e l i n e s H a n d b o o k 8
whatever is necessary to make sure that important projects and the delivery of services
continue to move forward.
However, they should defer key actions where possible until the new administrator is appointed.
After all, to ensure effective administrative leadership in the future, it is desirable that the new
administrator be involved in as many policy decisions as possible. Just filling a vacant
department head position, for example, is an opportunity for the new administrator to begin
building an administrative team. In fact, such an opportunity can be used persuasively to pique
the interest of potential candidates during the recruitment process.
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e 1 I n e s H a n d b o o k 9
Recruitment Process
Just as it is necessary to determine who will provide interim administrative leadership, it also is
necessary for the governing body to determine who will actually conduct the recruitment and to
decide on the major steps and scope of the recruitment. A successful recruitment takes time
and is complex. At the outset, it is essential that the governing body spend considerable time
determining and reviewing precisely the qualifications they are seeking in an administrator. See
information on preparing an administrator profile.
Although 100 or more applications may be submitted for a position, the number of candidates
actually meeting the governing body's requirements may be limited. It is advisable, therefore, to
supplement the advertising process by aggressively identifying and talking with potential
candidates. Similarly, to ensure that finalists have the requisite work experience and
management style, a thorough interview process should supplement a review of resumes.
Once a selection has been made, the compensation package must be developed and nego-
tiated. It may include such issues as deferred compensation, housing, and a written
employment agreement. Thus, to be effective, a recruitment effort must be well planned and led
by someone who is knowledgeable and experienced in this area.
Conducting the Recruitment
The governing body has a number of alternatives available for conducting the
recruitment:
The local government officials themselves can conduct the recruitment;
The local government can retain an outside party to conduct the recruitment;
The local government can conduct the recruitment in conjunction with an outside party;
The local government can appoint a screening committee to conduct the recruitment.
The governing body can conduct the recruitment itself. Many governing bodies have
successfully conducted recruitments for professional administrators. If this alternative is
selected, it should be with the understanding that it is a time-consuming and complex task.
Governing bodies have the option of delegating responsibility to the chairperson of the elected
body, to a committee of the local government officials, or to the governing body as a whole.
Members of the governing body must be sure to select someone on their board who is well
respected and who has the time to provide the leadership and follow-through that will be
necessary every step of the way. If the elected body chooses to conduct the recruitment itself, it
should seek the assistance of the jurisdiction's human resources officer.
The governing body can retain an outside party to conduct the recruitment. In some cases
local government officials may ask the interim manager or a retired manager to coordinate the
recruitment process. More often, however, the local government contracts with a firm that
specializes in providing executive search assistance. When using an executive search firm, the
governing body does not give up any of its authority. It continues to define what it is looking for
in a new administrator; it picks the final candidates; it does the interviewing; and, of course, it
makes the final selection. When a local government uses the services of an executive search
firm, it obtains the full-time coordination necessary to conduct an effective recruitment, and it
gains the expertise important to each step in the process.
Ma seach u s e t t s Recruitment G u I d e I i n e s Handbook 10
Typically the executive search firm begins by meeting with the elected officials both individually
and as a group to help them decide what they are looking for in a new administrator. It is the
firm's responsibility to facilitate these discussions and to help reach a consensus on such items
as desirable work experience, management style, timing and scope of the recruitment, and
compensation. After these matters have been reviewed, the firm coordinates the overall
recruitment process and assumes responsibility for all tasks until it is time for the elected body
to select and interview finalists. The firm acts as a resource throughout the entire recruitment
process.
Governing bodies using these services should make certain they select a reputable firm familiar
with the special requirements of local government administration. The experience of a
consulting firm should be checked by letters and phone calls to the local governments that it has
served.
The governing body can conduct the recruitment and retain an outside party to assist at
certain points in the process. A third alternative is for the local government to assume
responsibility for conducting the recruitment and to supplement the process at some point with
assistance from an executive search firm or other outside source, perhaps an ICMA Range
Rider.
In some cases, the governing body may seek assistance at the outset in thinking through the
overall recruitment process and defining what they are looking for in a new administrator. In
other cases, the local government officials initiate the process on their own by advertising for the
vacancy. They then retain an outside source to help review resumes, conduct background
checks, and structure an appropriate interview process. This alternative may be most
appropriate where cost is a consideration or where the local government desires to take a more
active role in the recruitment.
Other participants. Once the governing body decides who will conduct the recruitment, other
parties like staff members, citizens or citizen committees, and the press can become involved at
various stages.
Local government staff. Staff member roles can vary depending on who conducts the
recruitment. If the governing body is conducting the recruitment, staff will be responsible for
working with the elected body to develop an effective and legal recruitment and selection
process and then placing advertisements and collecting resumes. They also may assist in
scheduling interviews. If an executive search firm is involved, the firm will may be responsible
for some or all of these administrative details. In this case, the role of staff is usually limited to
providing information about the local government and coordinating with the firm.
Citizen committees. The governing body must make a decision as to whether or not to involve
citizens or citizen committees in the recruitment process. In some cases, the local governing
body assumes responsibility for the recruitment and (on its own or with a firm) goes through the
process of selecting a new administrator without citizen involvement. In other cases, however,
elected officials have involved citizens or citizen committees in defining what the local
jurisdiction is looking for, in the review process leading to the determination of finalists, and/or in
the selection process itself. This may even be a requirement in the Town Charter. However, the
governing body should not lose control of the final decision-making process and candidates
should not receive the impression that they are being hired by a committee rather than by the
governing body itself. After all, once hired, the administrator is accountable to the governing
body.
M a s s a c h u s e t t s R e c r u i t m e n t G u I d e I i n e s H a n d b o o k 11
Press. Members of the press will obviously have an interest in the recruitment process, and
their involvement will be dictated in part by state law and in part by tradition. At the outset, local
government officials should brief the press on the timing and steps involved in the overall
process. After the deadline has passed for submitting resumes, the elected officials may wish to
brief the press on the overall response.
Confidentiality of resumes is a major concern in any recruitment and it can significantly affect
the number and quality of resumes received. Candidates should be apprised of any applicable
Massachusetts law in this area, and the governing body, with advice from the local
government's attorney, should determine what will and will not be made public. In general in
Massachusetts, once finalists have been selected and forwarded to the governing body for its
consideration, their identity is a matter of public record.
Scope and Parameters of the Recruitment Process
Regardless of who carries out the recruitment, a framework for the recruitment process must be
developed. The governing body must agree at the outset on a number of key issues critical to
the success of the recruitment: criteria for the position, geographic scope of the search, timing,
and compensation.
Criteria for the position. What is the governing body looking for in a new administrator? The
governing body should begin with a survey of its needs and those of the local government. By
reaching a general consensus on criteria for the position at the outset, even before the
advertising process begins, the elected body will be better able to specify what they are looking
for in a local government manager. This is sometimes referred to an ideal candidate profile.
With this type of consensus and information, the governing body will then have a specific basis
for reviewing resumes, selecting finalists, and making a hiring decision.
Items to be considered include local government size, its nature, the services it provides, and
overall objectives and priorities. The work experience, skills, and expertise of the candidates
must relate to these criteria.
Certain situations should receive special consideration as the governing body decides on
criteria.
1. A local government that has just changed its form of government will ordinarily need a
manager who can inspire local government officials with the enthusiasm needed to
implement the new system. A first manager in a new system should be adept at public
relations and in establishing relationships with incumbent officials and employees.
2. When a manager has been dismissed or has resigned under pressure, the governing
body tends to look for strengths in areas in which the outgoing manager showed
weaknesses. There are dangers, however, in overcompensating for qualities that have led
to dissatisfaction. These dangers cannot be overemphasized. If the outgoing manager
gave too much freedom to subordinates, for example, suddenly changing to a strong
disciplinarian might result in antagonisms that would only lead to further problems.
Sometimes a new manager will be confronted with major problems that must be dealt with
immediately. If such a situation is anticipated, the governing body should inform any
applicant who is being seriously considered.
3. When a popular manager retires or moves to a larger community, the governing body
often asks for this person's input in the search for a successor. Yet the governing body
should not overlook the possible need for new strengths or different qualities. The
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e l i n e s H a n d b o o k 11
assistance of lay citizens or of an outside consultant might be desirable at this stage.
Although establishing criteria for the position can be an agonizing and difficult process, it does
not have to be. In fact, with good leadership it can be a unifying and educational process for all
concerned. (For more detail, see the section on the selection process.)
Geographic scope of the recruitment. Once a vacancy is advertised, resumes will usually be
received from individuals in different parts of the country. At times, a particular executive search
firm will specialize in attracting candidates from a certain region. It is assumed that the local
government is looking for the best candidate and that all resumes received will be reviewed
carefully.
For purposes of an aggressive search for candidates, however, some local governments will
choose to focus on their state or region, thinking that these candidates may have a better
understanding of and orientation to local problems, legal issues, financing alternatives, and
similar matters. On the other hand, as local governments grow, they increasingly prefer an
aggressive nationwide search for individuals who have demonstrated an ability to manage in a
complex environment and who might bring a fresh perspective.
Timing. The timing of the recruitment can sometimes be affected by publication deadlines,
which are important in terms of properly advertising the vacant position. An ideal timetable
would provide at least 60 days from the start of the recruitment to the deadline for submitting
resumes; 30 days to review resumes, conduct background checks, interview candidates, and
make a selection; and at least 30 days for the new administrator to relocate.
Because top candidates often view submitting a resume as a major career decision, it is
important that they have adequate time to consider the opportunity, discuss it with their families,
and prepare an appropriate resume. Similarly, the governing body or the executive recruitment
firm needs sufficient time to review resumes and conduct background checks to ensure that
good candidates are not overlooked and that finalists meet the desired qualifications of the
governing body. Again, it cannot be overemphasized that the recruitment should move forward
expeditiously while at the same time allow adequate time for a thorough and comprehensive
process.
Compensation. A final item to be considered at the outset of the recruitment is compensation.
It is important for the local government to have some general understanding of the acceptable
salary range, but it also is important that it leave itself some flexibility in this area.
The posture of public officials in most successful recruitments has been to leave salary open,
commensurate with background and experience. This does nothing to discourage interested
applicants from applying, yet it does not commit the local government to anything. This
approach basically says that the locality wants the best administrator it can find, and that it does
not expect anyone to come to work for less than what he or she is currently earning.
From a practical standpoint, every local government has compensation limits, and this can be
taken into account by reviewing the current salary of applicants at the time finalists are selected.
By leaving salary open at the outset, a locality has helped to ensure that it will have a maximum
number of applicants to consider and it has left itself the flexibility to pay a higher salary that is
what it takes to hire the first-choice candidate.
It is recommended that local governments establish a salary or salary range and provide
applicants with that information at the time the position is advertised. It is understood, however,
that this information cannot always be provided at the time of recruitment.
M a s s a c h u s e t i s R e c r u I t m e n t G u I d e 1 I n e s H a n d b o o k 13
Recruiting Applicants
Generating a sufficient pool of qualified applicants is a key part of the recruitment. It involves
advertising for and soliciting candidates to be sure that qualified candidates are not overlooked.
(Specifics of the applications process are discussed in the following section.)
Advertising. It is in the interest of the local government to be sure that everyone who might
have an interest in the vacant position is aware that the recruitment process is under way. Thus
the advertisement itself should be carefully worded and the advertising program should be
comprehensive.
To be comprehensive, however, an advertising campaign does not have to be extensive or
expensive. Most local governments, for example, avoid advertising in general circulation
newspapers for an administrator unless there is a local requirement to the contrary. This is an
expensive form of advertising that produces few results.
More effective sources can be found with organizations directly related to local government. In
addition to MMA through the Beacon, and ICMA through the Newsletter, this includes the
National League of Cities, the National Association of Counties, the National Forum for Black
Public Administrators, and the American Society for Public Administration. Many of these
organizations, in addition to printed publications, have electronic bulletin boards of jobs
available.
Local governments have some flexibility when preparing and placing advertisements but at a
minimum, the advertisement should include these items:
Name of the local government.
Title of the vacant position.
Population of the local government.
Amounts of the operating and capital budgets.
Number of full-time employees.
Services provided.
Statement that salary is open and commensurate with background and experience.
Filing deadline, including any special items of information desired like current salary and work-related
references.
Brief description of key areas of interest and desirable experience and qualifications.
Where and to whom to send resumes.
Web site of the local government.
Some publications permit the use of display ads that call for an innovative format incorporating
the local government logo and/or graphics. For a modest extra cost, these ads offer the local
government an additional opportunity to impress potential candidates.
Solicitation of candidates. While advertising can generate outstanding applicants, and local
governments should look closely at all resumes that are received, local governments should
supplement the advertising process by identifying outstanding potential candidates and inviting
them to apply.
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e l i n e s H a n d b o o k 14
Useful sources of information about potential candidates include other current staff of the local
government, the current administrator, former and retired administrators, local government
officials in adjacent communities, directors of university public administration programs, and
ICMA Range Riders.
When soliciting candidates, once a list of names has been compiled—and the emphasis should
be on quality rather than quantity—the governing body should send a letter of invitation advising
the individual of the opening and requesting that a resume be sent if there is an interest in the
position. The letter, which should be personally typed, should enclose a basic package of
information describing the local government (see the section on applications) and the vacant
position.
Once the letter has been mailed, a follow-up telephone call should be made to confirm that the
letter was received, assure the recipient that it was not a form letter, indicate why the position is
a good career opportunity, and answer questions. The same deadline for submitting resumes
should be used in both the advertisements and the supplemental letters of invitation. For the
purposes of confidentiality, all correspondence should be sent to the applicant's private
residence.
In-house candidates. The local government should be sure to inform local government
employees of the vacancy and how and when to apply. It may be that the local government will
even want to invite one or more employees to submit a resume. Whether in-house candidates
are solicited or apply on their own, it is important that they be treated in the same manner as
other applicants.
It should be made clear that if an in-house candidate is ultimately selected as administrator, it is
only because the governing body felt that the candidate was the best choice in comparison with
the other applicants. While most applicants will receive written notification of their status, the
governing body may wish to talk personally with in-house applicants who were not selected to
ensure good communication with staff, maintain morale, and help ensure an orderly and positive
transition.
In some cases, a change in the form of government results in a new position with increased
authority or responsibility where a professional local government administrator is already
serving the local government. In such a situation, the governing body should be honest with the
incumbent concerning its desire to consider him/her for the newly created position. If the
incumbent is not to be considered for the new position, the governing body should consider a
severance arrangement with the incumbent and/or negotiate a finite date for termination of
service to the community. Addressing this matter before starting the recruitment process will
allow interested potential candidates to make an informed decision when considering whether or
not to apply for the opening and should result in the best possible candidate pool, whether or
not the incumbent is an applicant.
Applications and Relations with Applicants
The application process is the point where effective screening of applicants begins. For this part
of the recruitment to be successful, the governing body must proceed carefully and with
considerable thought. This section deals with such issues as whether or not to use a
standardized application form, providing potential candidates with key information about the
position and the local government, and the importance of establishing and maintaining good
relations with applicants. If high-quality candidates are to be encouraged to pursue the vacancy,
M a s s a c h u s e t t s R e c r u t t m e n t G u i d e I I n e s H a n d b o o k 15
then the local government needs to present a portrait of itself as a well-run, organized, and
efficient organization.
Application form. Most local governments prefer to ask applicants to submit a resume in
whatever format they believe will be most effective, rather than a standardized application form.
From the standpoint of the applicant, this approach provides flexibility to present past work
experience in a way that is directly related to the position in question. At the same time, it
permits the local government to see how the applicant organizes and presents material in a
written format. The manner in which materials are prepared can be an indication of real interest
in the position.
If an application form is used, it should be easy to complete, and the information requested
should be related to the vacant position.
Relations with Applicants—Do's and Don'ts
Do:
Keep all candidates informed of their status at all times.
Select a short list of the most promising candidates.
Call these candidates for interviews at your local government's expense.
Send the candidates under consideration copies of your government's budget, charter, annual
report, and other pertinent documents.
Pay expenses of candidates called for a second interview (and of their spouses/partners).
Carefully check references and visit, if possible, the localities in which the most promising
candidates work.
Be prepared to enter into a formal written employment agreement with the successful candidate.
Promptly notify all other candidates once the selection has been made.
Keep all information strictly confidential throughout the entire recruitment and selection process,
until Massachusetts law requires otherwise.
Don't:
Don't limit your recruitment and investigation to only persons presently living in the community
or to a single candidate.
Don't let the selection process last too long.
Don't expect to get all necessary information about candidates from written material.
Don't forget that you are seeking overall management ability, not technical competence in one
specialized field.
Don't release for publication any names or local governments of candidates, before the point in
time that is required under Massachusetts law; consult with your legal counsel to determine
when you must release candidates' names under the recruitment sequence you are using.
Don't overlook in candidates the need for municipal administrative experience and the
advantages of value of college or university training, post-degree training, and continued
M a s s a c h u s e t t s R e c r o f t m e n t G u I d e I i n e s H a n d b o o k 16
professional development.
Providing information. Serious applicants will not submit a resume for consideration until they
have done their homework and satisfied themselves that the vacant position does represent a
good career opportunity. Often they will seek information from local government officials about
the local government and the position.
This is one of the first places where a potential applicant will form an impression of the local
government. If the impression created is that the recruitment is disorganized, that members of
the local government are not sure what they are looking for or are saying different things, and
that sufficient information about the locality is not easily obtained, potential applicants may
simply lose interest and not apply.
On the other hand, if their impression is that the local government has spent time considering
the position; that the recruitment is well organized; and that information is readily available,
positive, complete, and effectively packaged, this can tilt the scales in favor of submitting a
resume. Here are the items that a basic information packet should include:
1. A copy of the criteria for the position indicating key objectives and priorities as to what the
local government is looking for.
2 A statement as to what the applicant can expect in terms of confidentiality of the process.
3. Ordinance, bylaw or charter requirements if they contain significant or unusual provisions
regarding the position.
4. Summary information about the local government, including organization structure, personnel
practices, number of employees, services provided, and budget data.
5. A timetable indicating the principal steps and time frame for the overall recruitment.
6. Information on the local government in the form of a chamber of commerce brochure or
similar publication, if such is attractively prepared and available.
7. Web sites that contain information on the local government.
Acknowledging applications/status report. All too often, recruiters overlook the simple and
courteous step in the recruitment process of acknowledging resumes as they are received and
notifying applicants of their status as the recruitment proceeds. Prompt acknowledgment of
resumes is one indication that the process is being handled in a businesslike way, and it can
further impress the applicant positively.
Similarly, notifying all applicants as to their status, even if they are not selected as finalists, is a
basic courtesy that will affect how the candidate views the local government. The initial
acknowledgment also should inform the applicant of the recruitment timetable. Unless there are
unusual or unanticipated delays, this notice should be sufficient until applicants are actually
notified as to their final status. To maintain confidentiality, all correspondence should be directed
to the applicant's home, not business address.
Confidentiality. Confidentiality is an important consideration in any recruitment. Applicants are
concerned about the potential damage to their present job security and long-term career
opportunities if premature disclosure of their interest in another position is made public. While
applicants realize that the local government will want to contact their present employer to
M a s s a c h u s e t t s R e c r u i t m e n t G u I d e I i n e s H a n d b o o k 1
conduct background checks and assess the job they have done, they typically prefer to wait
until it is clear that they are going to be considered as finalists for the position.
The elected body should determine, at the outset, the extent to which the recruitment process
will be confidential. This should be decided with advice from the local government's attorney
because the Open Meetings Law (MGL Ch. 23A and 23B) and public records statute are very
specific in Massachusetts. If disclosure of applicants' names is likely to occur at any point,
potential applicants should be advised so that they may take this into account in deciding
whether or not to pursue the vacancy.
From a recruiting standpoint, assurance of confidentiality will result in more applications being
submitted, particularly from those who are presently employed elsewhere. Because of the
importance of confidentiality to both parties, such assurances should be honored and contacts
with present employers should be coordinated with the applicants in order to provide the
applicants with adequate time to first notify their current employer. There is no faster way to
damage the image of the local government and to lose good applicants than to violate the trust
or assurance that was given regarding confidentiality.
M a s s a c h u s e t t s R e c r u i t m e n t G u I d e 1 1 n e s H a n d b o o k 10
Selection Process
Once the deadline for submitting resumes has passed and all applications have been received,
the selection process begins. Principal steps include reviewing applications, determining
finalists, interviewing finalists, conducting such post-interview activities as second interviews,
background checks and making the final selection.
Reviewing Applications
The selection process begins with a review of all resumes that have been submitted. The
advertised deadline for submitting resumes usually is viewed as a planning deadline; therefore,
all resumes are considered even if they arrive after the deadline. Because it is not unusual for a
local government to receive in excess of 100 resumes for a vacant position, guidelines must be
in place for the review to be efficient and thorough.
One approach is to give each member of the governing body a fixed period of time to review all
resumes and to recommend those applicants who should receive further consideration. One
member of the governing body will then group the common choices together and resolve
whether those who were not picked by the majority of the reviewers will receive further
consideration.
Another approach is to ask a committee of the governing body or an appointed screening
committee to assume responsibility for the application review process and to recommend a
group of finalists to the governing body as a whole. Sometimes the local government calls on
managers in the area or ICMA Range Riders in the state to assist in the narrowing-down
process. Applicants should be advised if this last procedure is used, the confidentiality of
resumes will be maintained. In other cases, a search ,firm or the locality's human resources
officer can make a first cut to reduce the applicant pool.
Here are steps that are particularly important in the resume review process:
1. All resumes should be acknowledged. Ideally, resumes will be acknowledged as soon
as they are received. The acknowledgment should incorporate a broad timetable that
provides the governing body with adequate review time before finalists are selected.
2. The process should move forward as promptly as possible. If the review process takes
too long, it alerts the candidate to a possible lack of leadership and indicates that the
process is not well organized. Such signals can cause well-qualified applicants to have
second thoughts and to change their minds.
3. The confidentiality of resumes should be maintained and should be consistent with
applicable Massachusetts law and the advice of the local government's attorney. Contact
with others as part of the review process is important and even expected but it should be
coordinated with the applicant. The local government must avoid jeopardizing an
applicant's current position. Thorough background checks and references are usually
conducted after the governing body has narrowed down the group of applicants and after
the candidate has been informed that references and others will be called.
4. Resumes should be evaluated against the criteria for the position that were developed
at the outset of the recruiting process. Here are criteria to look for in the review process:
Has the applicant had experience working in a local government of comparable size?
M a s s a c h u s e f t s R e c r u i t m e n t G u i d e I i n e s H a n d b o o k 19
Has the applicant had experience with the variety of services delivered by the local government? Has
the experience been comparable in terms of budget size and number of employees?
Has the applicant worked in a similar geographic area? Is the applicant likely to be comfortable in a
rural or urban setting and familiar with the usual problems faced by the local government?
What specific responsibilities has the applicant had, and what has the applicant accomplished? How
does this compare with the objectives and priorities of the local government?
Has the applicant had broad administrative and supervisory authority, or has the experience of the
applicant been limited to research or administering activities in specialized areas?
Has the applicant worked directly with the local government in the past? Does the applicant have
experience working with citizen and other groups?
What is the employment history of the applicant? Does it suggest a pattern of broad experience and
increasing responsibility? Does the applicant have good tenure with each employer, or is there a
pattern of frequent movement from one position to another?
Whereas a short tenure in the previous position may or may not be significant, a series of short terms
should be a warning that more thorough inquiry is needed. By the same token, 10 years of experience
is not necessarily preferable to five, or five to three. In fact, a person with a long tenure in one position
may find it difficult to adjust to another. Similarly, age also does not necessarily correlate with maturity
of judgment or adaptability.
Is the applicant concerned with continuing professional development and participating in training
programs and professional organizations? Is the applicant a member of ICMA, is he/she a
Credentialed Manager, are they active in their state management association?
What is the current salary of the applicant? Does it fit within the parameters of the local agency?
How have the resume and letter of transmittal been prepared? Is the resume responsive to the
position advertised? Do they suggest a real interest in the position? What does the resume itself tell
about the person?
There is another possible step to use to narrow down the list of candidates for interviews. After
initial screening of resumes a smaller number of candidates can be asked to respond in writing
to a limited number of questions upon which members of the governing body/screening
committee can agree. These might include asking how the person would handle a particular
situation or asking if he or she has had experience dealing with specific situations.
When the resume review process has been completed, it should be possible to narrow the total
group of applicants to a smaller group that will be designated as candidates for interviews.
Screening Committees
When a governing body chooses to appoint a screening committee their primary role is to
reduce the resume pool to a list of finalists. Screening committees usually interview between 10
and 15 candidates from the resume pool. In Massachusetts screening committees may conduct
their meetings and interviews in executive session. This is very important to candidates who
generally do not want their identities revealed at such an early stage in the process.
The governing body should clearly state their expectations to the screening committee. If there
is an interim manager serving in the position who agreed not to be a candidate this should be
communicated to the screening committee. If the governing body has a preference to interview
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e l i n e s H a n d b o o k 20
3 (or 4 or 5) finalists this, too, should be communicated before the screening committee begins
its work.
Interviewing Candidates and Determining Finalists
Once candidates for interview have been selected, the interviewing process begins, and the
local government can proceed with these steps:
1. Confirm with each candidate that he or she has been selected to interview. Each candidate
should be congratulated and made to feel that the governing body is pleased to have reviewed
his or her resume. At the same time, the continuing interest of the individual in the position
should be confirmed.
2. Advise each candidate of the nature of the interview process, including date and time.
Confirm for the candidate now many others will be interviewed, whether there are any in-house
candidates, and when you expect to make a decision. Indicate that all such information will be
confirmed in a follow-up letter.
3. Assure the applicant that confidentiality will be maintained until the finalists are announced.
The applicant should be advised before the names of finalists are made public so that he/she
can be given the opportunity to withdraw.
4. Indicate that a more complete package of information about the local government will be
mailed directly to the applicant's home in advance of the interview. Here is information that
might be included:
Current budget and financial report.
Recent bond prospectus.
Organization chart.
Personnel rules and regulations.
List of members of the governing body and their occupations.
Copies of governing body minutes for the past several months.
Master plan and land use map.
Statement of local government goals, objectives, and priorities.
Any other material that would be of particular relevance, given the goals and objectives of the local
government and the criteria for the position.
5. Confirm local government policy on reimbursement of expenses incurred in conjunction with
interview. Most local governments reimburse candidates for all out-of-pocket expenses,
including reasonable transportation, room, and board. ("Reasonable" is intended to eliminate
first-class airline tickets, four-star hotels, and gourmet restaurants.)
Such reimbursement of expenses is another way the local government can demonstrate its
interest in the candidate. It reinforces the positive nature of the recruitment process and makes
the difference in some cases as to whether the candidate is able to attend at all. In cases where
there is strong reluctance on the part of the governing body to reimburse all expenses, the local
government can share expenses with the candidate or can agree to reimburse all expenses
incurred after the first trip.
M a s s a c h u s e t t s R e c r u I t m e n t G u I d e I i n e s H a n d b o o k 21
The local government staff can offer to handle all reservations, transportation, and related
matters but this can be cumbersome and time consuming. In most cases, the local government
confirms the time and place and lets the finalist make his or her own arrangements. Finalists
usually prefer this approach as well.
The interview itself can take a variety of forms. (See section with suggested interview
questions.)
Determining finalists. The group of finalists to be interviewed by the governing body should
be large enough to expose the governing body to an array of personalities. In most cases, a
minimum of three candidates should be interviewed as finalists. Before the finalists are made
public however, they should be contacted to confirm that they want to proceed to the next round
of interviews. One or more may decline. The local government may wish to establish a
contingency group in case some of the finalists decide not to pursue the position any further.
Interviewing Finalists
Governing body interview. Typically, the elected body as a whole meets with each finalist
individually. Most local governments use this approach. During the interview they question the
applicant about a variety of matters like overall work experience, specific accomplishments,
career objectives, alternative approaches to practical problems faced by the local government,
and similar matters. The interview gives the candidate an opportunity to evaluate the elected
body as a group and to ask questions. An important issue to discuss during the interview is the
governing body's working relationship with the manager, clarifying all roles and responsibilities.
Organizing this type of interview is relatively easy and does not require a large commitment of
time on the part of the local government and candidate. It can create a comfortable setting that
contributes to an open and relaxed discussion. Because this initial interview may be limited to
an hour, a second interview with one or more of the finalists may be desirable. In local
government today, these interviews are likely to be broadcast on local Cable TV. Let the
applicant know in advance if this is the case.
Assessment center evaluation and interview. The assessment center technique involves
role-playing and other exercises with the candidates as a group, in addition to the traditional
interview. It is most frequently used in the recruitment of public safety and other management-
appointed positions (and has been used only occasionally by local governments recruiting
administrators), but if well planned and organized, it can be used effectively in recruiting a local
government administrator.
The major advantage in an assessment center interview is that the employer is able to see how
one candidate relates to others in a group situation. Because it tends to pit one candidate
against another in a group situation, however, it is important that the candidates be properly
briefed to minimize any concerns regarding the process. In addition, this technique can work
only if all members of the governing body are committed to taking the time necessary for role-
playing and if they feel comfortable participating in an "acting" situation.
Regardless of which technique is used, these guidelines are important:
1. The interview process should be well organized and the setting comfortable. All members of
the local governing body should participate but one discussion leader should be designated.
The interview process not only provides the governing body with an opportunity to improve its
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e l i n e s H a n d b o o k 22
knowledge of finalists, but it also influences the candidate's interest in the position. Because the
process should help cement the interest of the candidate in the position, local government
officials may wish to arrange additional events like a dinner or a tour of the community.
2. The governing body may choose to supplement the usual discussion between members of
the governing body and finalists by inviting staff or community leaders to participate. For
example, finalists may meet with department heads or other staff to review departmental
operations in more detail or to receive a tour of the community. Or, finalists may meet with
selected community leaders to receive their input on matters they consider important to the local
government.
If this option is taken, it should be made clear to all involved that these meetings are designed to
provide the candidate with additional information on the local government and will not be
involved in the actual selection of the administrator. Obviously, the members of the governing
body should carefully select the individuals with whom the finalists will meet.
3. If the spouse/partner of the candidate is invited to accompany him or her, it is important that
this part of the process be as well organized as all matters concerning the candidate directly.
Here, too, an important impression about local government image is being made. The interests
of the spouse/partner should be carefully determined and accommodated. This could include a
tour of the community, an opportunity to talk with realtors and visit homes, and a briefing on
schools in the area and local employment opportunities. Spouses/partners should never be
included in a formal interview process, nor made to feel as if they are being interrogated in any
way.
4. During both the formal and informal meetings between the governing body and the finalist,
discussions and questions should focus on the criteria for the position that were established at
the outset of the recruiting process. Obviously, discussions should stay within acceptable legal
parameters and should not touch on politics, religion, and sexual preferences.
5. Do not spend time during the initial interview talking about compensation, except to ask what
the expectations of the finalist are in this area. If the governing body is aware of general
expectations, they can take this into account in making a final selection and in subsequent
negotiations on total compensation. To discuss this subject in any detail during the initial
interview detracts from the time needed to consider more substantive questions and can result
in a defensive or argumentative atmosphere with a candidate before it is even clear that the
position will be offered.
6. The personal interview should occupy at least an hour. It is difficult to pursue a range of
questions in less time, and it will be offensive to the candidate who may have traveled some
distance for the interview.
7. A final guideline, regardless of which interview technique is used, is that the governing body
should continue to avoid impulsive action and should take whatever time is necessary to arrive
at a comfortable and well-reasoned decision. However, again, the interview process and related
follow-up activities should move forward as promptly as possible so as not to lose momentum or
encourage serious applicants to have second thoughts. Of course, once a final decision has
been made, all of the other applicants should be notified of their status.
M a s s a c h u s e t t s R e c r u i t m e n t G u I d e I i n e s H a n d b o o k 23
Background Checks
1. The governing body should resist the temptation to make an offer to a finalist before
background checks have been completed. The governing body should obtain a release from
each finalist to authorize a background check before the governing body interviews begin.
2. Be sure the background checks are work related. The purpose of the background checks is to
provide a solid reading of the candidate's ability to handle the job and to work with people,
Consequently, background checks should be conducted primarily with people who know local
government, understand the job of a local government manager, and have a firsthand
knowledge of the performance of the applicant in this area.
Such work-related background checks would normally be based on conversations with current
and former members of the local government, including the mayor and members of the
governing body; staff members with whom the applicant has worked closely and/or supervised;
and others who have worked closely with the applicant, including the chamber of commerce
director and the superintendent of schools. Background checks also can be conducted with
state/provincial association officers, institutes of government staff members, and state league
directors.
As indicated previously, confidentiality is extremely important, and the local government should
be sure to coordinate with the applicant in terms of any background checks that are undertaken.
3.When conducting background checks, these guidelines are important for ensuring consistency
and thoroughness:
Have one person perform all of the background checks. This can be difficult for one person to
handle, however, especially if three background checks are desired. Also, it can be helpful if two
or more people compare notes on the same candidates.
Address similar issues and questions to each applicant to provide a good basis for comparison.
Talk with enough people to get a consistent reading as to the strengths and weaknesses of the
individual. If a person can say only good things about the applicant, ask him or her directly what
weaknesses the applicant has.
Use the background checks to learn about the applicant's ability to work effectively with people,
to develop a more complete understanding of the applicant's work experience and specific
accomplishments, and to see if the applicant's qualifications match the criteria for the position.
Include verification of educational credentials and a credit and criminal records check in the
background checking process.
Post-Interview Activities
When the interview process and background checks are over, either one person has emerged
as the clear choice of the governing body, or the pool of candidates has been narrowed down to
several whom local officials would like to pursue further.
If there is one person who is the clear first choice, the governing body can simply notify the
candidate, confirm his or her willingness to accept the position, and then move right ahead to
finalize a total compensation package and discuss other related arrangements (see section on
M a s s a c h u s e t t s R e c r u i t m e n t G u I d e I i n e s H a n d b o o k 24
finalizing arrangements). A second interview at the governing body's option can provide the
opportunity to discuss the position and the applicant's qualifications in more detail.
If, on the other hand, there are still two or three applicants to whom the governing body would
like to give further consideration, several options exist. The governing body may wish to invite
the candidate, and possibly the spouse/partner, back for a second interview. A longer interview,
coupled perhaps with some sort of function such as a dinner, can often provide the insight
needed to make a final decision.
Conducting more extensive background checks with individuals in the candidate's current
community or making an on-site visit to the candidate's current community are other options.
Either of these latter two activities can be helpful in reaching a final decision, but it is essential
that they be conducted with the full advance knowledge of the candidate. It also is advisable to
conduct a discreet credit and police check.
Until all arrangements have been finalized with the first-choice candidate, the governing body
may wish to hold off notifying the other finalists, if the governing body is unable to satisfactorily
conclude negotiations with their first choice, they may need to engage in discussions with one or
more of the other finalists. Again, from an image standpoint, it is important that all applicants
learn first about selection from the local government as opposed to hearing about it from
another person or reading it in a newsletter, professional publication, or the press.
M a s s a c h u s e t Is R e c r u i t m e n t G u i d e I I n e s H a n d b o o k 25 '..
Finalizing Arrangements
Once the local government has made its decision and the candidate has indicated a willingness
to serve as a local government administrator, there are a number of final arrangements to be
completed. They include negotiating a compensation package and completing transition
activities. Only then can the new administrator relocate and begin work.
Negotiating Compensation
Because negotiating a total compensation package can be a long and frustrating process, the
governing body needs to ensure that relations with the new administrator get off to a good start.
Nothing should happen that causes the new administrator to reconsider.
First, the atmosphere should be friendly and relaxed.
Second, the approach of the negotiator should be flexible; negotiating implies a willingness to
consider options and alternatives in pursuit of an acceptable package. There may well be more
than one way to meet the financial objectives of the new administrator.
Third, the local governing body should be realistic. No matter how beautiful and desirable the
community or position may be, no one (except in highly unusual circumstances) will accept the
new position without an increase in pay over his or her present salary.
In compensation negotiations, base salary is the place to start. The member of the governing
body conducting the negotiation should keep these questions in mind.
1. Ultimately, what salary will be acceptable to the governing body?
2. What is the bargaining range?
3. What is the current salary of the applicant?
4. During the interview, what type of salary and total compensation package did the candidate
discuss?
ICMA, The Massachusetts Municipal Association, The Massachusetts Municipal Personnel
Association, and the National Association of Counties, are sources of information on the
salaries of administrators in local governments locally and around the country. In addition, you
should consider contacting other local governments with comparable positions to obtain
compensation information.
Elements of a total compensation package typically include:
Base salary.
Deferred compensation.
Severance pay.
Use of government car or car allowance.
Retirement plan.
Medical and other insurance (dental, optical, life, disability).
Vacation.
Holidays.
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e I I n e s H a n d b o o k 26
Sick leave.
Membership dues and conference attendance fees.
Before the negotiation begins, the governing body should ask the candidate to provide a written
itemization of current total compensation, along with a copy of a current employment
agreement, if one exists.
After receiving this information, the governing body should outline a proposed package. Usually
there will be no negotiation on some benefits that are similar from one local government to
another, such as medical insurance or holidays. Variables most often relate to cash
compensation, take-home pay, and particular financial objectives like deferred compensation.
The proposed compensation package should (1) leave the individual whole on basic benefits;
(2) provide an appropriate step forward in cash-related benefits; (3) ensure an increase in take-
home pay, and (4) deal with any particular financial objectives that the new administrator may
have.
During the negotiations, some issues will arise that do not relate to the total compensation
package but may well have significant financial implications for both the local government and
the applicant. Both parties need to be flexible and realistic in dealing with these issues:
Moving expenses. It is common for local governments to pay the one-time cost of moving the
administrator and his or her family and household furnishings to the new local government.
Sometimes both parties agree on a "not-to-exceed" figure based on estimates from moving
companies.
Temporary housing. An allowance for temporary housing is usually provided until the new
administrator is able to sell his or her former home and/or relocate the family. Typically, this
amount is sufficient to cover the cost of a modern furnished apartment or condominium. Again,
both parties may agree to a fixed time period or amount.
Commuting expenses. As with temporary housing, the local government often will agree to
reimburse the administrator for periodic family visits or for the spouse/partner to visit for house-
hunting purposes.
Housing assistance. Regional variations in the cost of housing or housing financing can
complicate the negotiations. There now is considerable precedent for local governments—using
appropriate safeguards and limits—to assist in the purchase and/or financing of housing for the
new administrator. A variety of options exist, including a loan, a salary supplement, or a shared
equity purchase.
Finally, the governing body should be prepared for the possibility that they will be unable to
reach agreement on compensation or other matters with the first-choice candidate. In these
instances, the local government typically enters into negotiations with its second-choice
candidate. As indicated previously, once an agreement has been finalized, all other applicants
should be promptly notified that they were not selected.
Once salary, benefits, and other finance-related issues have been worked out, it is time to move
to a few remaining and important transition activities.
M a s s a c h u s e t i s P e c r u i t m e n t G u i d e I i n e s H a n d b o o k 27
Transition Activities
After the local government and new administrator have reached agreement on such issues as
compensation, starting date, and method and timing of announcing the selection in the
administrator's new and old local government, transition activities begin.
Employment Agreement. Written employment agreements are increasingly used to avoid any
misunderstanding on the part of either party. It is in the interests of both the community and the
manager to have a written summary of the terms and conditions of employment to which both
parties have agreed. The stable working situation created by an agreement helps attract and
keep top-flight managers in a generally mobile profession. Spelling out the salary, benefits, and
other conditions of the manager's job puts those items where they belong—on a piece of paper
where both parties can know what is expected—and removes them from the daily agenda of
managers and elected officials.
An employment agreement should include a section providing the administrator with severance
pay for a fixed period of time if he or she is terminated by the local government. This provides
important personal and professional security for managers who have the rather unique situation
of working at the pleasure of the governing body with the possibility of being dismissed for any
reason at any time.
While not a lengthy legal document, the employment agreement usually is drafted by the local
government's attorney. The new administrator often is given an opportunity to prepare a first
draft for consideration. ICMA and MMMA recommend the use of employment agreements. If an
employment agreement is not used, at a minimum a formal letter of understanding should be
prepared.
General assistance. For a smooth transition, the local government should offer whatever
general assistance the new administrator might need in moving. Such assistance might include
introductions to realtors and bankers, support to the spouse/partner in finding suitable
employment, and similar activities.
Orientation meetings. The local government should arrange to introduce the new administrator
to department heads and local government staff. While the new administrator may have met
some of these people during the interview process, a special meeting or reception can be a
pleasant way to turn over responsibility. Similar meetings, briefing sessions, and/or receptions
can be arranged to introduce the new administrator and his or her family to community groups,
civic leaders, and citizens in general.
Local government work session, orientation, and review of objectives. It is desirable to
have an initial work session with the new administrator to discuss and clarify initial expectations
on both sides and to review goals and objectives. Even though some of these issues may have
been raised during the interview process, communication from the outset can help ensure a
smooth working relationship.
Performance evaluation. Using the position's goals and objectives as a starting point, the local
government and new administrator should agree to an annual or semi-annual review of the
performance of the administrator. This established and formal process helps to ensure that
communication between the parties is maintained, that progress is monitored, and that goals
and objectives are reviewed and refined on a regular basis.
Mass ach usetts Recruitment Guidelines Handbook 28
Employment Agreements
Here are some recommended and typical components of a municipal administrator employment
agreement that a governing body should consider including in such an agreement:
1. Functions and Duties of the Administrator
This section typically spells out the authority of the position (Chief Executive, Chief
Administrative Officer, etc.) and the legal basis of that authority (charter, special act, or
bylaw).
2. Term
The term of administrator contracts are typically for three to five years although some
charters may specify a different term. Some agreements are self-renewing.
3. Termination and Severance Pay
This section would specify the standard for termination (just cause, cause or no cause),
the vote required for termination (majority or super-majority), and the severance
amount. One standard for severance is one month's salary for each $10,000 of annual
salary. A suggested minimum is six (6) months.
4. Salary
This section would specify the salary for each year of the agreement including the
frequency of payment (weekly, biweekly).
5. Administrator Evaluation
This section would specify the process for the annual administrator evaluation based
on the mutual establishment of goals and objectives.
6. Hours of Work
This section would establish that the administrator is employed full-time and would
address related issues such as compensatory time off and outside employment.
7. Health, Life and Disability Insurance, Vacation, Holidays, Sick Leave, Bereavement
Leave and Jury Duty.
Most benefits offered to administrators are usually at least equal to those offered to
other employees. The exceptions are life and disability insurance contributions, which
are often paid in whole or in part. Vacation leave for administrators is often longer than
for other new employees.
8. Deferred Compensation
Municipalities often contribute to the administrators deferred compensation plan. This
practice is due in part because administrators do not always accrue vested pension
benefits compared to other municipal employees.
9. Professional Development
This section identifies the type of professional development activities (ICMA, MMMA,
MMA, etc.) in which the administrator may participate at the municipality's expense.
M a s s a c h u s e t t s R e c r u i t m e n t G u I d e I I n e s H a n d b o o k 29 '..
10. Dues & Subscriptions
It is customary for the municipality to pay for the administrator's professional dues and
subscriptions.
11. Expenses
This section would provide for the reimbursement of expenses incurred by the
administrator requiring his/her representation of the municipality at civic and social
events. This portion of the agreement would typically specify how the administrator
would be reimbursed for vehicle expenses for local travel in the performance of his/her
duties. Some professionals are provided with 24-hour/day use of a municipal vehicle;
others are provided a monthly allowance to compensate for use of a personal vehicle
while working.
12. Indemnification
Municipalities should and often do indemnify the administrator and defend against any
claims and other legal actions arising from the performance of his/her duties.
13. Bonding
Administrators with any fiduciary responsibilities are bonded at the municipality's
expense.
14. Non-Renewal of Agreement
The agreement should specify the amount of advance notice given to the administrator
in the event the municipality does not plan to renew the agreement at the end of its
term.
15. Other Terms
This section would specify that all laws and benefits of the Commonwealth and the
municipality shall apply to the administrator except to the extent otherwise specified in
the agreement.
16. No Reduction in Benefits
The agreement should specify that the administrator's benefits will not be reduced
during the term of the agreement except to the extent they are reduced for all other
employees in the municipality.
17. Notices
The agreement should specify how and to whom any formal notices required under the
agreement shall be served.
18. Miscellaneous Provisions
This section would address any other matters of interest to the parties not addressed in
previous sections.
M a s s a c h u s e t t s R e c r u 1 t m e n t G u I d e I I n e s H a n d b o o k 32
Publication: NACA County Administrator
National Forum for Black Public Administrators (NFBPA)
777 N. Capitol Street, N.E., Suite 807
Washington, D.C. 20002
(202) 408-9300 Web site: http://www.nfbpa.org
Publication: Job Hotline at 1-888/766-9951 (prompt is 401)
i
National League of Cities (NLC)
1301 Pennsylvania Avenue, N.W.
Washington, D.C. 20004-1763
(202) 626-3000 Web site: http://www.nlc.org
Publication: Nation's Cities Week/y
M a s s a c h u s e t t s R e c r u I t m e n t G u i d e l i n e s H a n d b o o k 33
Suggested Interview Questions
These general suggestions can be supplemented by more specific questions related to
particular objectives, problems, and priorities of the local government:
1. Describe your background and experience. What have been the areas of emphasis?
2. How does your experience qualify you for this position?
3. Have you had experience in all areas of local government service? If you have not had
experience in certain areas, how would you approach management in these areas?
4. What experience do you have with budget preparation and finance?
5. What experience do you have with personnel and labor relations?
6. How do you work with the news media?
7. How do you describe your management style?
8. What is your experience as a supervisor? How many people have you supervised?
9. Have you ever had to terminate an employee? What process did you follow?
10. What are your thoughts on performance evaluation? What process do you follow to set
objectives and monitor performance?
11. How will you go about assessing the strengths and weaknesses of the organization and
identifying opportunities to improve?
12. How do you approach the planning process? What system do you use to set objectives and
priorities?
13. What is important to you in establishing effective working relations with others?
14. How do you view the relationship between the administrator and governing body? How do
you view your relationship with department heads and local government staff?
15. What techniques have you found to be most successful in assisting local government
officials establish and implement long- and short-range goals for the community?
16. To what extent do you believe contact with citizens and citizen groups is important? How do
you typically handle this responsibility?
17. What experience have you had working on an intergovernmental or interagency basis?
Have you worked directly with the state and federal governments, councils of governments, and
other units of local government?
18. What will your first steps be upon assuming responsibility for this position? What do you
hope to accomplish in the first year?
19. From your limited vantage point, what do you believe to be the challenges and opportunities
facing our organization? How is this likely to change in the future?
20. What are your strengths and weaknesses?
21. Why are you interested in this position?
22. What are your expectations with respect to compensation?
23. What questions do you have of us [reference here is to members of the governing body]?
M a s s a c h u s e t t s R e c r u t t m e n t G u I d e I I n e s H a n d b o o k 34
Suggested Interviewing Techniques
Here are some recommended do's and don'ts when interviewing candidates. Remember that
the law does not prohibit employers from obtaining all the information about a candidate they
deem important, so long as the questions are job-related and do not elicit information that could
be used for discriminatory purposes.
Do:
1. Question objectively. Relate questions to the requirements of the job and be consistent from
one applicant to the next.
2. Ask questions that require more than a yes or no answer. Use general or open-ended
questions.
3. Avoid unduly sympathetic or unsympathetic words, gestures, or facial expressions that would
make the candidate think you agree or disagree with his or her answer.
4. Avoid posing a problem or situational question combined with possible solutions. Let the
candidate generate his or her own solution.
5. Develop questions based on earlier statements made by the candidate.
6. Ask questions designed to encourage the candidate to reveal what knowledge and expertise
he or she possesses.
7. Avoid "trick" questions.
8. Avoid displaying your personal opinions or viewpoints through the questions you ask.
9. Listen attentively to every question asked and every answer given. Make the candidate aware
that you are listening by looking at him or her while speaking.
Don't:
1. Let early biases form.
2. Ask unnecessarily long questions.
3. Let the candidate digress beyond the point of answering questions satisfactorily or showing
that he or she is unable to answer what is being asked.
4. Ask confrontational or intimidating questions.
M a s s a c h u s e t t s R e c r u I t m e n t G u I d e 1 I n e s H a n d b o o k 35
Summary Checklist and Timetable
Week 1 Designate an interim administrator.
Obtain a status report on local government activities and projects.
Week 2 Confirm the recruiting process that will be used ---
Determine who will be responsible for conducting the recruitment.
Establish criteria for the position.
Decide on scope of the recruitment and all steps involved.
Confirm compensation parameters.
• Establish a timetable for the recruitment process.
Prepare and place advertisements for the position in appropriate publications.
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Weeks 3-4 Identify outstanding potential candidates; send them a written invitation to apply for the
position.
Weeks 5-6 Personally contact the outstanding potential candidates as a follow-up to the written
invitation to apply
Acknowledge all resumes as they are received.
Week 7 Review all resumes after the application deadline has passed.
Week 8 Conduct work-related background checks on a smaller group of applicants and then reduce this
number of finalists to a manageable number.
Week 9 Confirm the selection process that will be used---
Determine finalists.
Determine policy on reimbursement of finalist expenses.
Establish a timetable for the selection process.
Notify finalists and schedule them for interviews.
Weeks 10-11 Conduct first and second interviews and make a selection.
Week 12 Negotiate terms and conditions of employment and put all terms in writing.
Finalize related arrangements--
Determine a starting date.
Confirm a method of announcing the hiring decision.
Advise all other applicants of their status.
Plan an orderly transition.
M a s s a c h u s e t t s R e c r u i t m e n t G u t d e I i n e s H a n d b o o k 36
Suggested Administrator Profile
Developing a profile of the ideal administrator provides the background against which to
evaluate candidates for the position. Here is a checklist that any community can use as a
model. Each governing body or board member can begin by filling out the form, and then all
members of the governing body can use the individual rankings to reach a consensus on how
the group rates each item. Remember that each community has some specific issues or
concerns that rank higher than others. An honest evaluation of what skills and attributes are
most important to a community is critical at this point.
Once the governing body has reached consensus, one or two members who are capable writers
can convert the checklist into a profile similar to the sample here. This profile can be shared with
candidates who apply for the position so that they have a clear picture of the governing body's
preference. All people involved in the job interviews should also have copies of the profile so
that everyone is working from a common understanding of the type of person the elected
officials are seeking.
Preparing this profile provides a unique opportunity to clarify and codify the skills and attributes
that a community is looking for in an administrator. Local officials should make the most of this
chance to get the best possible fit between the governing body and the administrator.
Format for an Administrator Profile
(For Governing Body Use)
Describe the background, skills, and qualities you feel your locality needs in an
administrator.
General Importance (High, Medium, Low)
1. Relevant Education t,') 4 s
2. Relevant Experience f1te7
Skills and Past Performance
1. Governing Body Relations
2. Administrative Ability
3. Written and Oral Communication Skills
4. Budget/Finance/Information Technology
5. Human Resources/Risk Management/
Benefits Administration
6. Labor Relations/Collective Bargaining 6
7. Community Relations
8. Intergovernmental Relations
9. Economic Development/Revitalization
10. Innovation and Major Achievements
11. Infrastructure and Facilities
V W-
M a s s a c h u s e t t s R e c 1 u I t m e n t G u i d e l i n e s H a n d b o o k 3
12. Specialized expertise pertaining to your locality, e.g. utility management, solid waste, and
landfill management (be specific)
Sample Administrator Profile
Education and Experience
A bachelor's degree or equivalent experience in local government should be required, a
master's degree preferred. A minimum of three years of public administration experience is
required, with five years preferred. Past local government experience of individual must show
performance in areas that include budgeting and finance, human resource management,
information technology, risk management, grants procurement and administration, economic
development strategies, understanding of state laws, and other related matters including land
use planning, zoning regulations, engineering, and public works. Prior [state] experience
preferred. Experience and knowledge in local government accounting is desirable. ICMA
Credentialed Manager preferred.
Skills and Past Performance
Administrative ability. Must have demonstrated performance in human resources and/or
collective bargaining for a community having not less than 10 employees. Good communication
skills are a must, including the ability to listen, communicate with various segments of the
community, and develop good relations with the business community. Person must be willing to
devote whatever time is necessary to achieve the goals and guidelines established by the
governing body. Knowledge of how to organize departments and demonstrated leadership
qualities are desirable.
Governing body relations. Ability to take time and interest in working with members of the
governing body to keep them informed and explain technical processes. Should be able to
adequately inform the governing body on a regular basis so there are no surprises. Both written
and oral communications with the governing body are essential. The person must be able to
accept constructive criticism and to implement the needed changes. Candidate must be open
and honest with the governing body and able to present all sides of an issue that affect the
locality. The individual must be able to carry out the intentions and directions of the governing
body enthusiastically.
Budget and finance. Should have demonstrated prior experience in managing a city or county
budget. Experience and expertise in grant procurement is desirable, as well as dealing with
locally-owned utility finances.
Collective bargaining/human resource management. Must have some knowledge of [state]
labor relations law, with preferred demonstrated ability in the collective bargaining process. Must
demonstrate a personality that can communicate the local government's goals and needs to
employees.
Community relations. Candidate must have demonstrated involvement in community activities.
Experience working with and understanding the needs of the business community is highly
desirable. Candidate should be able to present a confident image of the local government to the
community at large. Must be able to demonstrate a positive, productive attitude to citizens of the
community.
M ass achusetts Recruitment G uIde1ines Handbook 33
Intergovernmental relations. Must be able to relate to and develop a good working
relationship with other local governments, county governments, community organizations,
schools, and state and federal agencies.
Editorial credit. The "Suggested Interview Techniques," "Format for an Administrator Profile,"
and "Sample Administrator Profile," sections of this document were originally published in A
Guide to Hiring a Chief Administrative Officer produced by the Illinois City/County Management
Association, Center for Governmental Studies, Northern Illinois University, DeKalb, Illinois. This
Handbook in its entirety was originally published by ICMA and has been modified by the
Massachusetts Municipal Management Association for use in the Commonwealth of
Massachusetts.
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e l i n e s H a n d b o o k 39
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Massachusetts
Recruitment Guidelines
Handbook
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Presented by: The Massachusetts Municipal Management Association
and
The International City/County Management Association
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Town Manager
Town of Cohasset
The town of Cohasset is renewing its recruitment for a town manager. This scenic
seashore community with a population of 7,800 located 20 miles south of Boston
seeks a highly motivated, proven individual,to serve as its town manager. By
Charter (adopted in 1997)the manager is both chief administrative officer and
chief financial officer. The manager is appointed by a five-member board of
selectmen and works closely with several other elected policy boards. Cohasset
has an open town meeting as its legislative body. The town manager appoints
most department heads and employees, prepares the annual operating budget
($34 million) serves as the chief procurement officer and approves warrants for
payments of town expenditures. The town manager is responsible for carrying
out the mission and policies of the board of selectmen. In addition to providing
organizational leadership and strategic management the town manager is directly
responsible for the development of long-range financial plans and policies and
the capital improvement program. The town manager also has oversight
responsibility for the water and sewer enterprise funds with a combined budget
of$6 million. Candidates should possess five years of high-level municipal
management experience and a master's degree in public or business
administration or a combination of experience and education sufficient to
demonstrate suitable qualifications for this position. Compensation and benefits
competitive DOQ/E. (The previous Town Manager's annual compensation was
$131,000.) Residency is not required.Applications will be considered until
position is filled. However, to receive full consideration an application should be
submitted by April 15. Send cover letter and resume in confidence to:
tgroux @comcast.net, or mail to: Groux and Associates, Thomas J. Groux, Box
374, No. Chatham, MA 02650. Inquiries may be made by calling: (508) 945 3160
or (774) 7221372. The town of Cohasset is an AA/EEO employer.
Town Manager
Town of Falmouth
The town of Falmouth, Massachusetts, population 33,123 (summer 80,000)
located on the southwest part of Cape Cod is seeking a new Town Manager. The
Town's annual operating budget is $107 million. The Town Manager is the chief
administrative officer as defined by the Town Charter. There have been two
Managers in the last 21 years. The Manager is appointed by an elected five-
member board of selectmen and is responsible for appointments,fiscal
management, capital planning, collective bargaining,labor relations, public
construction and procurement. The Manager exercises authority over the
appointment and removal of personnel and develops and administers the
personnel plan.Visit the town's website www.falmouthmass.us for additional
information about the town. History about the town government: Falmouth is
one of the oldest towns in Massachusetts, incorporated in 1686 when a
selectmen/town meeting form of government was adopted. In 1936 Town
Meeting was changed to a representative town meeting with 252 elected
members, and in 1990 a Home Rule Charter was adopted by the voters and
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replaced a three-member, full-time board of selectmen, with a part-time,five-
member Board and a full-time professional Town Manager. Desired education,
experience and requirements: bachelor's degree is required, master's degree in
public or business administration desirable,with five years of progressively
responsible experience in public administration. The ideal candidate must have a
high commitment to integrity in local government, possess strong interpersonal
skills and be able to communicate clearly and effectively with all constituencies.
Compensation and application: salary and benefits competitive DOQ/E and
subject to negotiation of a contract with the board of selectmen. Former Town
Manager salary was $139,000.Applications will be accepted until the position is
filled. However, applications should be submitted by April 29 to receive full
consideration. All inquiries and resumes will be treated as confidential. Send
resumes and cover letters to: Groux and Associates c/o Thomas J. Groux, Box
374, No. Chatham, MA 02650 (508) 945-3160: or e-mail to tgroux @comcast.net.
The town of Falmouth is an equal opportunity/affirmative action employer.
Town Manager
Town of Oxford
Oxford, Massachusetts, a community of 12,971 residents, 53 miles west of Boston
located in southern Worcester County, home of Clara Barton and incorporated in 1713, is
seeking a new Town Manager after the Town Manager of 30 years retired. Our Manager
reports to a five member Board of Selectmen. The position supervises an 89 employee
organization with a$30 million budget(2006). This position is responsible for
supervising the activities of and appointing the fire chief,town accountant, town clerk
with approval of a majority of the full Board of Selectmen, a town collector, a town
counsel and town treasurer, three assessors, seven members of the Planning Board,three
members of the Board of Health, all division and department heads, and the Personnel
Board and the Historical Commission, subject to the approval of the Board of
Selectmen.The Town Manager serves as the Chief Financial Officer and Chief
Procurement Officer for all supplies, equipment and construction, excepting those of the
school and library departments. Additional responsibilities include preparation and
management of the town's operating and capital budgets. The successful candidate
should have proven administrative ability, especially qualified by education,training and
executive experience, with at least three years full-time, compensated executive service
in public or business administration or, alternatively, seven years or more of prior service
as a town or city manager. Candidates shall have at least a bachelor's degree,preferably
in business or public administration,but a master's degree is desired. This individual
must possess strong written and verbal skills, knowledge of municipal management,
finance and law, strong leadership style with outstanding interpersonal skills,
organizational and planning skills. Salary range:$90,000-$100,000, plus benefits.
Qualified candidates should submit a cover letter and resume to the Town of Oxford,
Selectmen's Office, 325 Main St., Oxford, MA 01540.
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