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HomeMy WebLinkAbout11/28/1988 TENTATIVE AGENDA WORKSESSION SHAKOPEE, MINNESOTA NOVEMBER 28, 1988 1] Convene at 6: 00 p.m. 2] Discussion on establishing criteria for hiring a City Administrator. 3] Adjourn. Dennis R. Kraft Acting City Administrator Memo To: Mayor & Council Members From: Gregg Voxland, Finance Director Marilyn M. Remer, Personnel Coordinator Re: City Administrator Selection Procedure Date: November 23, 1988 Introduction Council needs to decide how it wants to proceed with the selection of a new administrator. Background Council has advertised for a new administrator. Approximately 80 applications have been received. Council has decided that the Personnel Coordinator will do the initial screening of the applications following the established minimum qualifications criteria as defined in the published advertisements. The next step is to further screen and reduce the remaining applications to a number to be determined by Council that will be interviewed. An objective process with predetermined criteria needs to be established to weigh the factors that Council is using or looking for in an administrator. In previous Council discussions, it has been the consensus that Council wants to develop the process and criteria used. Accordingly, staff is only trying to facilitate the process, offer some suggestions and help Council build consensus. The final step would be the actual interviews. Again, Council should predetermine the process before hand. Staff suggests Council members develop a set of questions that each Council member or group asks each applicant so that all members have the same information upon which to base their decisions. It appears that Council has decided to use a reference checking firm to verify information on the final candidate (s) . November 26 1988 work session Council may only have a hour to deal with some of these matters on Monday. The meeting will start promptly at 6:00 P.M. with a box lunch, as some members have another meeting to attend at 7:00 P.M. An informal agenda follows: 1.) Background information by Personnel Coordinator including the qualifications listed in the advertisement, the selection process as it relates to Data Privacy laws, Affirmative Action Plans, etc. 2.) Development of a recruitment profile and process for secondary screening. Due to the time constraint, we are strongly urging each Council member to bring to the meeting a list of attributes or characteristics they'd like to see in an administrator for the City of Shakopee, ranked by importance. (i.e. legal background, grants experience, previous experience in a small city versus large city, community development experience, public relations, professional/civic activities, etc.) See the attached profile the City of Brooklyn Park considered to be important qualifications, namely background including education and experience, management style, and personal traits. These can be tabulated to build a profile for use in the final screening process. 3.) Develop interview process and criteria. It is suggested that the interview process be set up in advance. Also, a standard set of questions and rating factors be used. A sample interview form and is attached. Also included is an interview report that is currently used which aids in rating of appearance, personality, expression, etc. It is suggested that each Council member would complete a form for each candidate interviewed. Please brine a list of questions to the meeting in order to build a standard set. 4.) Set the next meeting for the Council to work on the process and/or give staff direction on how to proceed. Sample of Interview Questions In what ways do you feel your past job has developed you to take on greater responsibilities? What are your reasons for leaving your last job? How did your Council rate your performance? How do you rate your Council's performance? What is your most significant work achievement? What is your philosophy in dealing with union ? non-union employees? How do you manage your staff? Have you ever disciplined employees? How often? Have you ever fired an employee? Was it appealed? Give examples. Do you maintain a professional relationship with your employees vs being "one of the guys"? How do you maintain these relationships? What do you see as the primary role of the Shakopee City Administrator? What would be your philosophy of development for Shakopee? Give examples of policies or programs you have personally initiated. What are your views on regionalism? How do you delegate responsibilities? Sample of Profile Traits A realistic view. Open minded vs narrow minded. An organizational sense. Self management Poise under fire Ability to keep a confidence Creative thinking Professional activities Civic activities Leadership (autocratic vs democratic) Take charge qualities Progressive Legal background or training "Metropolitan" experience INTERVIEW REPORT Name Date Position Desired: Check the appropriate box in each category, then make additional comments below. Appearance Bearing Expression job Knowledge Motivation Personality ❑Indifferent to ❑No bearing,lacks ❑Uncommunicative []None as pertains ❑Nona apothetic, ❑Unpleasam ps grooming, confidence,slovenly confused thoughts, to this position. indifferent, sloppy unkept. posture. poor vocabulary, disinreresad. ❑Careless in ante, ❑Ofren appears ❑Poor speaker,hazy ❑Will need ❑Doubtful imetest ❑Sli h,l poor grooming. uncertain,poor thoughts, ideas. considerable training in position. objectionable. posmre. ❑Functional attire, ❑Holds self well, ❑Speaks well, ❑Basic,bur will ❑Sincere desire m ❑likeable neatly groomed. seems confident. expresses ideas learn on the Job. work. adequately. ❑Well groomed. ❑Sure of self, []Speaks, thinks ❑Well versed in ❑Strong interest in ❑Pleasing reflects confidence. dearly,with position,little Position, asks confidence. mining needed. questions. ❑Immaculate a mo, ❑Highly omfidem, ❑Exceptional, ❑Extremely well ❑Highly motivated, ❑Extremely, and grooming. inspires others, speaks clearly, versed,able to work eager to work,asks pleasing,charming asserts Presence. concisely.with without further many questions. individual. confidence,ideas training. well thought our. I Overall Impression ❑Unsatisfactory ❑Marginal ❑ Satisfactory ❑Very Good ❑Excellent Additional Comments: Should We Interview Further? ❑Yet ❑ No (Interviewer) (Dam) Cupydght 1978 Ansterdam Printing and Litho Corp..Amsterdam,N.Y. 12010 R,mder form 021330 Y EXHIBIT F r j r r 017-y I 19ey Q�IY6(� lNlfl RECRUITMENT PROFILE CITY MANAGER CITY OF BROOKLYN PARK , MINNESOTA This Recruitment Profile reflects the experience, qualifications/skills and expectations considered to be important for the City of Brooklyn Park's position of City Manager. The Profile has been prepared on the basis of interviews with the Mayor, Members of the City Council, City Attorney and key City Staff. The Profile will be used as a key guide in the City Manager recruitment process, providing specific criteria by which applicants will be screened and selected for interview and final appointment consideration by the Mayor and City Council. All inquiries relative to the recruitment and selection process for the City Manager position are to be directed to: Paul A. Reaume Vice President/Partner Korn/Ferry International 120 South Riverside Plaza -- Suite 918 Chicago, Illinois 60606 KORN/FERRY INTERNATIONAL RECRUITMENT PROFILE The following criteria are considered to be important qualifications, background, management style and performance expectations relating to the Brooklyn Park City Manager position. Education and Experience Possession of a baccalaureate degree is considered important with attainment of a Master's degree in public administration or related field highly desirable. Be a strong "generalist" Manager who can quickly relate to and successfully direct a wide variety of municipal services and operations in a positive, public relations-oriented manner. Have a proven record of successful interaction and leadership involvement in a high growth community and be familiar with modern land use concepts, urban design and construction standards, and financial implications of urban growth-expansion. Be particularly capable in financial management and budgeting procedures with the, ability to deal with complex financial issues, long-range fiscal forecasting, economic and community development strategies, and be oriented toward providing government services in a cost-effective manner. Have skills in working with elected officials in developing and maintaining a positive public relations program that strengthens the image of the City and creates a climate whereby individuals and groups can join together in achieving goals and projects that are in the best interest of the overall community and its citizenry. Have excellent written and oral communication skills, a strong "professional presence," and willingness to be highly visible, officially representing City programs and activities, as well as being personally active and involved in community affairs. Be capable of taking a leadership position in a program establishing formalized organizational and community goals and objectives toward identifying and prioritizing Council-Staff attention to both short-term and longer range needs, responsibilities and opportunities facing the City. Have experience in intergovernmental relations working with other jurisdictions and agencies in a constructive, cooperative, and mutually supportive manner, while representing the City's interests tactfully and firmly. Have demonstrated success in economic development activities and a record of business-like and positive interaction with corporate, business and development interests. COMMUNITY BACKGROUND First incorporated in 1954, Brooklyn Park became a city in 1969. The City contains approximately 27 square miles of land and is one of the fastest growing communities in the Twin Cities Metropolitan Area of Minneapolis - St. Paul located contiguous to the Mississippi River, approximately 15 minutes from downtown Minneapolis. The community has more than doubled in population since 1970 having a current estimated population of 52,000 with projections to reach over 100,000 upon full development. Approximately 40 percent of the City area currently remains undeveloped although residential, commercial and industrial growth proceeds at a rapid pace. A long adopted "planned growth management" program has insured orderly growth throughout the years and has prevented "leap frog" development and urban sprawl. The community is currently undergoing a transition from entry-level cost, multi-family and single family dwellings to more costly upscale development. Consistent with the City's interest in enhancing the community's image a major 160 acre, 18 hole Robert Trent Jones II designed golf course, "Edinburgh USA," was recently opened. The multimillion dollar club house features both public and private dining facilities and is a major area attraction. The area surrounding the golf course is being subdivided into approximately 1 ,500 single family homes priced at $125,000 and up. The community also enjoys substantial commercial development including Northland Park, a privately-owned 400 acre office and industrial park. In addition to its many neighborhood parks and new Community Center, a heavily booked multi-use facility, Brooklyn Park is served by excellent educational facilities and other amenities of a growing, high-service suburban community. CITY GOVERNMENT The City of Brooklyn Park is governed by the Council - Manager form of government. The City Council consists of a Mayor and six Council Members with the Mayor elected at-large and Council Members elected by districts, on a non-partisan basis for four-year overlapping terms. The City Council appoints the City Manager and the City Attorney as well as members of a variety of Boards and Commissions, including, Airport Joint Zoning Board, Charter Commission, Economic Development Commission, Housing and Redevelopment Authority, Northwest Hennepin Human Services Council, Northwest Suburbs Cable Communications Commission, Police Civil Service Commission, Parks and Recreation Advisory Commission, and Planning Commission. The City Manager is fully responsible for the day-to-day operations of the City, including direction of departments and functions including, Assessor, City Clerk Finance, Fire, Community Development, Police, Engineer/Public Works, Parks and Recreation, Intergovernmental Relations, and Health and ' Welfare activities. Appointment and removal epa heads of the City are the responsibii a ity Manaarc sub rirov Caancir=rhe—cty's currently annual bu , , iin uding capitaTJ improvement projects, with an authorized work force of approximately 250 (FTE) employees. Have sensitivity to and a reputation for fair, even-handed labor/employee relations practices; familiarity with "comparable worth" and merit pay plans highly desirable. Be familiar with and committed to the principles of Council-Manager government and work closely with elected officials, staff and community leaders to ensure the continued success of that form of government in service to all interests and citizens of the community. Management Style Be a strong, aggressive, but diplomatic leader who can quickly earn respect and credibility inside and outside the City organization. Have strong organizational and interpersonal skills with the ability and courage to make changes, tough choices and difficult decisions when required to maintain a responsible/responsive and highly competent management team and productive work force capable of meeting the needs of a high growth municipality and the community it serves. Possess the maturity, self confidence, and temperament to provide professional leadership and to function effectively in an environment that includes considerable interaction and involvement by the Mayor and Council Members involving inquiry and suggestions concerning municipal programs, activities, and operations. Be comfortable in working closely and openly with the Mayor and City Council Members, both individually and collectively, being careful to keep all elected officials equally informed in an open, straightforward manner, avoiding "surprises" insofar as possible. Be an administrator who anticipates issues, needs, and opportunities, a conceptualist with vision and sensitivity, and one who broadly delegates while retaining both accountability and knowledge of general municipal activities and projects. Have interpersonal and facilitative skills, capable of providing principal assistance in development of a "team" approach toward policy development and problem solving among staff and elected officials, facilitating constructive and appropriate exchange of information and interaction among all. Provide prompt, thorough and fully responsive implementation and follow-through on Council policy decisions, actions and directions. Be able to relate positively, personally, and comfortably with all persons from all segments and stations of life in the community. Be comfortable in interacting with the public with the ability and sensitivity to the views and needs of all peoples, toward assisting elected officials in keeping the community "together," avoiding serious divisions over varying issues and interests. Have the ability to anticipate, recognize and work with others to cope with and facilitate community change in an orderly and effective manner. _ As appropriate, be both a "hands-on" as well as a "delegator-type" Manager with the ability to keep personally informed and aware of the status of all major programs and activities of the City. Make an effort to interact with all levels of the municipal work force, understanding the views and concerns of employees, while providing exemplary leadership and supportive counsel toward maintaining high morale, job satisfaction and top performance throughout the organization. Personal Traits Have a good sense of humor. Possess complete integrity, professional ethics and behavior, projecting a positive professional image to the community and municipal organization. Be an energetic leader, willing to personally take on "tough issues" and be committed to achieving organizational and - community progress and improvement. Set high personal standards that will be exemplary for staff and employees. Be willing to devote substantial time to meetings and activities occurring beyond normal office hours. Be willing to be an active "citizen" of Brooklyn Park in addition to "official" City Manager responsibilities, participating in civic and community activities and maintaining a relatively high community profile. Be a "people person," one who feels comfortable relating to people and problems involving a wide variety of human and community needs and concerns. Have a personality and professional style that is flexible and adaptive, while dealing with all in a positive business-like manner. PROFESSIONAL ANNOUNCEMENT The following or similar text will be placed in the International City Manager Association Newsletter and other publications, as publication deadlines permit: /Op MEMO TO: Mayor and City Council FROM: John K. Anderson, City Administrator RE: Recruitment of New City Administrator (Supplemental Memo) DATE: October 26 , 1988 Introduction The Shakopee City Council, at its October 25, 1988 worksession reviewed my memo of October 21st regarding the cost of employing an interim Administrator and/or using an executive recruitment firm. Council made some preliminary suggestions that are outlined in this memo. Executive Recruitment Services City Council has arrived at the consensus that it would not be using an executive recruitment firm. Without the assistance of a firm Marilyn Remer, Personnel Coordinator, and I believe Council as a whole must agree upon the recruitment screening process to be used prior to any screening. The following format is suggested. FORMAL SCREENING PROCESS Introduction - All data privacy requirements must be adhered to and complied with by all Councilmembers and staff members involved in the selection process. See Exhibit A, Subd. 3 and Exhibit B, paragraph two. Initial Screening Process Using Criteria As Listed In Advertisements (Exhibit C) . Steps one through three to be performed by the Personnel Coordinator: Minimum Requirements 1 . Degree in business/public administration or equivalent degree. 2. Government experience - minimum of five to ten years. a. Five to ten years City Administrator/ Manager experience. b. Five to ten years in city larger than 12 ,000 as Administrative Assistant or Assistant Manager. C. A combination of a. and b. above. 3 . Desired characteristics of applicants: a. Strong financial management (yellow tab) . b . Strong Economic Development and planning skills (blue tab) . C. Strong community skills (pink tab) . 4 . Screening by Council of all candidates meeting minimum and desired qualifications. Council should reduce this list to a short list of 10-12 candidates with written documentation of the specific criteria to make that determination. ? 5 . Employment verification check on finalists by Personnel Coordinator. ? 6 . Reference checks by City Council using standardized questions which are the same for all applicants. 7 . Selection of finalists ( 4-6 ) for interviews by Council. Note all other applications are Private data and must not be released by Council or staff involved in the screening Process. 8 . Finalists screening alternatives: a. The traditional full Council interview will take roughly two hours for each candidate (five candidates x 2 hours = 10 hours) with Councilmembers asking a set of agreed upon printed questions. Time should be left for the candidate to ask questions as well . Final questions for interviews by Council must be reviewed and approved by the Personnel Coordinator and City Attorney, and Councilmembers must receive a briefing by both regarding interview Procedures to avoid any inadvertent violation of the data Privacy act or affirmative action reauirements. b. The individual one-on-one Council interviews with candidates will take approximately 30 minutes each or about three hours total . Final cuestions for interviews by Council must be reviewed and approved by the Personnel Coordinator and City Attorney , and Councilmembers must receive a briefing by both regarding interview procedures to avoid any inadvertent violation of the data Privacy act or affirmative action reauirements. C. Council can combine a. and b. thus taking roughly 13 hours . d. The Council could use assessment center exercises two of which I just experienced and felt were quite valuable . The first was a leadership group exercise with all five candidates sitting down together around a table for 40 minutes hammering out consenses on a draft report on a key issue to City Council. This took approximately one hour and required four observers rating the candidates as they participated in the group exercise. The second assessment center exercise built upon the first and had each candidate making a report on the results of the leaderless group exercise to one or more individuals. This took 30 minutes with a 15 minute presentation and 15 minutes of questions and answers . This approximately 30 minutes would take about three hours total. e. The Council can include one or more informal "get togethers" with candidates either at meals or by giving a tour of the community. These informal contact points allow Councilmembers and/or staff members to meet and observe the candidates in a less formal more social atmosphere. Final auestions for interviews by Council must be reviewed and anoroved by the Personnel Coordinator and City Attorney, and Councilmembers must receive a briefing by both regarding interview procedures to avoid any inadvertent violation of the data privacy act or affirmative action requirements. f. The Council can choose three to run some personality and management style profiling exercises on the final candidate. The City has used this process on finalists - - - for department head positions, but I would recommend that it only be used on the finalist after that individual is selected . The Personnel Coordinator recommends that the top three finalists be directed to complete the predetermined tests by a firm such as PDI, Inc. as another impartial means of screening. The firm provides a written report on the results of various exercises , and psychological and cognitive testing, listing areas of strengths and weaknesses. g. The Council, after making a final section based upon a. through f. above, can consider sending two individuals (or the consultant) to the finalist' s home community to interview people on a first hand basis. I believe Councilmembers were impressed with this process when it was used by Polk County officials. In completing this outline Marilyn and I felt that the portion that fit least well at this point was step 5 and 6 . It is difficult to see how six Councilmembers will handle reference check telephone calls and, therefore, this needs to be discussed Tuesday night . A Burnsville firm, Verified Credentials Inc. , provides background checking services including verifying academics, former/current employment data including performance , reason for leaving - re-hire, etc. , financial report as means of a character check, driving records and convictions. Their fee is C $12 .00 per item checked (Exhibit D) . This is usually done on �j final candidates as an aid to help make further cuts and give you some assurance that the applicants have all the credentials needed for the job . This firm provides this service for Canterbury Downs and the City of Savage has also utilized their services. Interim Administrator Attached is Exhibit E from the Council worksession which outlines estimated costs for an interim Administrator. As I stated at the worksession on 25th , I had received a telephone call from Cam Andre who stated he would be available for steps in the screening process at the fee of $200 .00 per day . Council must establish a position profile and I have obtained one additional profile from the City of Brooklyn Park (Exhibit F) . Please note the section on Management Style and Personal Traits. This example along with the City of Ann Arbor, Michigan sample should be customized to fit the Shakopee City Council. This task should be completed by November 18th which means City Council should schedule a worksession on November 8th with Marilyn to develop a draft for approval at the November 15th Council meeting. Just as Marilyn used the brief advertisement in the newspaper for the three screening steps she will be performing for City Council, Council must use the recruitment profile for establishing the questions it will have when doing reference _ checks and asking questions at the interview. ---- Summary City Council needs to make firm time commitments to complete these tasks before the November 18th deadline for applications. JKA/jms 1 1 EXHIBIT A A t Subd. 2. Except for employees described in subdivision 5, the following personnel data on current and former employees, volunteers, and independent contractors of a state agency, statewide system, or political subdivision and members of advisory boards or commissions as public: name; actual gross salary; salary range; contract fees; actual gross pension; the value and nature of employer paid frinee benefits; the basis for and the amount of any added remunera- tion, including expense reimbursement, in addition to salary; job title;job description; education and training background; previous work experience; date of first and last employment; the sta- tus of any complaints or charges against the employee, whether or not the complaint or charec resulted in a disciplinary action; and the final disposition of any disciplinary action and sup- porting documentation; and the final disposition of any disciplinary action and supporting do- cumentation; work location; a work telephone number; badge number, honors and awards received; payroll time sheets or other comparable data that are only used to account for em- ploy'ee's work time for payroll purposes, except to the extent that release of time sheet data would reveal the employee's reason's for use of sick or other medical lease or other not public and circ and county of residence. Subd. 2a. Data disclosure by stateside pension plans. Notwithstanding any law to the contran', vwwyith respect to data collected and maintained on members, survivors and beneficiaries by statewide retirement systems that is El— %T as public data in accordance 1 h subdivision 2, those retirement sysiems may be only reouired to disclose name. ¢Toss enp cion• and t%oe o7 bene n awyarded, except as rea wired by sections 13_03, subd�yisions A_ and 6; and 13.0 , subdivisions 4 and 9. Subd. 3 Public employment. Except for applicants described in subdivision 5, the follow- ing personnel data on current and former applicants for employment by a state agency, state- wide system or political subdivision is public: veteran status; relevant test scores; rank on eligible list; job history; education and training; and work availability. Names of ap�lieants shall be private data except when certified as eligible for appointment to a vacanc. or wchen applicants are considered by the appointing authority-to be finalists for a position in public employment. I-or purposes ofiha subdivision, finalist' means an individual who is selected to be interviewed by the appointing authority prior to lection. Subd. 4. All other personnel data is private data on individuals, but ray be released pur- suant to a court order. Subd. S. All personnel data maintained by a state agency, statewide system or political subdivision relatine to an individual employed as or an applicant for employment as an under- cover law enforcement officer is private data on individuals. Subd. 6. Access by labor organizations. Personnel data may be disseminated to labor or- ganizations to the extent that the responsible authority determines that the dissemination is necessary to conduct elections, notify employees of fair share fee assessments, and implement the provisions of e9apter chzpters 179 and 179A.11 Personnel data shall be disseminated to labor organizations and to the bureau of memauon services to the extent the dissemination is ordered or authorized by the director of the bureau of mediation services. Subd. 7. Employee assistance data. All data created, collected or maintained by any state agency or political subdivision to administer employee assistance programs similar to the one autho.-ized by section 16B.39, subdivision 2,11 arc classified as private, pursuant to section 13.02, -; -24- EXHIBIT B II. EQUAL EMPLO-i-TENT OPPORTUNITY POLICY STATEMENT This is to affirm the City of Shakopee's policy of providing Equal Opportunity to all employees and applicants for employment in accordance with all applicable Equal Employment Opportunity/Affirmative Action laws, directives and regulations of Federal, State and Local governing bodies or agencies thereof, specifically Minnesota Statutes 363. /The City of Shakopee will not discriminate against or harass any employee or applicant for employment because of race, color, creed, religion, national origin, sea, disability, age, marital status, or status with regard to t public assistance. \The City of Shakopee will take Affirmative Action to ensure that all employment practices are free of such discrimination. Such employment practices include, but are not limited to, the following: hiring, upgrading, demotion, transfer, recruitment or recruitment advertising, selection, layoff, disciplinary action, termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. The City of Shakopee will use its best efforts to afford minority and female business enterprises with the maximum practicable opportunity to participate in the performance of subcontracts for construction projects that the City engages in. The City of Shakopee will commit the necessary time and resources, both financial and human, to achieve the goals of Equal Employment Opportunity and Affirmative Action. I The City of Shakopee fully supports incorporation of non-discrimination and Affirmative Action rules and regulations into contracts. The City of Shakopee will evaluate the pe-_=mance of its management and supervisory personnel on the basis of the__- _-. .eivement in achieving these Affirmative Action objectives as well as .,[_=__ eszablished criteria. Any employee of the City, or subcontractor �r ___ who does not comply with the Equal Employment Opportunity Po'_i c=s _rc _�-ocedures as set forth in this Statement and Plan will aub'L=-- __ _ __! _-;__, action. Any subcontractor not complying with a-= -- a, -t_al Employment Opportunity/Affix-alive Action laws c' _:_c_ e<.c -ations of the Federal, State and Local governing bodies or a.- ___mac tnerzof, specifically Minnesota Statues 363 will be subject to aDPrc, a_- -,- sanerions. The City of Shakopee has appointed Persc- ,e- -cc_ 1 __a_,._ , _arilyn ii. Ramer to manage the Equal Employment _r _c_r._- 2rogram. His/1-lerresponsibilities will include monitoring all Equal Employment Opportunity activities and reporting the effectiveness of this Affirmative Action Program. as required by Federal, State and Local agencies. The City Administrator of the City of Shakopee will receive and review reports on the progress of the program. If any employee or applicant for employment believes he/she has been discriminated against, please contact Marilyn M. Remer, 129 East First Ave. , Shakopee, Mi. 55379, or call 612-445-3650. John K. Anderson, City Administrator „ate EXHIBIT C CITY ADMINISTRATOR Pursuant to the Personnel Policy of the City of Shakopee this notice of vacancy is posted in all City work places for five (5) days prior to advertising. Please submit applications to Personnel by October 14, 1988. A job description can also be obtained from Personnel. CITY ADMINISTRATOR: Shakopee, MN (Pop. 12,000) . Range $40,233- $53,644/yr. Start $40,233 - $48,280, commensurate with background and experience. Requires degree in business/public administration or equivalent; minimum of 5 - 10 years City Administrator or Assistant experience in larger city; Strong finance management, economic development and planning and community skills desired; 62 employees; $3.9 million General Fund Budget; growing Minneapolis suburb with strong industrial base (5,000 jobs) and regional recreation attractions (3.2 million visitors per year) . Send resume to Personnel Coordinator, 129 E. lst Ave. , Shakopee, Mn 55379 by November 18, 1988. (612-445- 3650) . EOE EXHIBIT D VERIFIED CREDENTIALS INCORPORATED VERIFIED CREDENTIALS, INC., a national professional verification serv- ice, is dedicated to helping employers install the most qualified person for the right position. We do not require an annual contract - so you may use our service when- ever the need arises. VCI is a full service company providing complete verbal response within 24 hours, followed by documented hard copy. VERIFIED CREDENTIALS services include the following: • Criminal Conviction Search • Credit Profile • Employment Verifications • Education Verifications • Driving History • Professional License • Personal References FEE SCHEDULE: $12.00 each check - Plus state fees if applicable. Your business will be provided with complete anonymity throughout all in- vestigations. If you are implementing a screening program or up-dating your present one, Verified Credentials can help you make the best selection. Our office number is (612) 431 -1811 , Fax (612) 431-1842. VERIFIED CREDENTIALS INCORPORATED INFORMATION NEEDED TO PROCESS VERIFICATIONS GENERAL (Regarding ALL applicants) Name:First: Middle: Last: Maiden: Date of Birth and Social Security Number ACADEMIC University/College/School Attended: and LOCATION Date of Graduation: Degree/Certificate: Major/Minor EMPLOYMENT Employers Name/Location: Dates of Employment: Position Held: Reasons for Leaving: Salary: PROFESSIONAL LICENSE Type of License: License n: City/State Granted: PUBLIC SAFETY (Driving Records) State: License =: CRIMINAL CONVICTION HISTORY Address: Current: Previous: CREDIT/FINANCIAL HISTORY Address: Current: Previous: The information requested for the above vei"'cations is ideal and will give you the best results possible. Provide as much information as you have available I or each verification reauested. A verification specialist will provide additional assistance, if necessary, at the time of your call. December 1987 CREATIVE Man-ageme-nt Screen applicants carefully before �70u hire '-COMPANIES have to be extremely diligent in their and give themselves false credentials toward getting it," hires.The cost of hiring and training aretoo great to take says Burmeister. the chance of going through the whole process again in a few months should a new employee not work out.One of An increasing number of companies are contracting out the simplest steps a firm can take to minimize risk is to Job onethi applicant background checks,points out Burmeister. screen a potential employee's credentials," declares For one applicants. licant . For anothes[moalfst kee checks require hire Duane Burmeister, president of Verified Credentials flow le applicants. For another, most checks require Inc., Minneapolis. knowledge of out-of-state agencies since many employ- ees today have worked in two or three different states and "No particular profession or company can say they don't probably have a degree from a college in vet another have a problem in that area.We have even seen instances location. of corporate recruiters-themselves responsible for bring- Ignorance can be expensive i..ng talent into the organization-claiming Ph.D.'s or master's degrees which they didn't have;"says Bunneis- "If you hire an employee and you don't check back- tec rou gnd, and he commits a crime that could have been predicted with a check, you're completely liable. That The type of data to be checked includes details of current check helps you hedge your bets. There is also the risk and past employrnent,such asjobutles,dates ofemplov- that the employee with a criminal background will con- ment,salary,reason for,performance,andhow the appli- taminate other employees, for example, by fonning a cant got along with fellow employees. Professional b- theft ring.A companv that says it can't afford to do pre- censing,driving records.debt history,academic records, employment checks, especially a small company, takes and criminal records will also be verified. the chance of employing the one 'bad apple who could ':Most of this information is public.I don't need a release brine the company down,'he warns. to obtain it. When a company does insist on a written "Most of the falsification that we see in application release, we send them the standard release that has teen informalion,of course.is not criminal in namrc.F-nat we signed by the applicant on the employment application," find generally are dates of orevicus employments and Burmeister explains. previous job tides changed.and reasons forleavieg a joo misstated.In terms of academic background,we often,-,,- 'Embellishments' ftensee`Embellishments' expected applicants changing their majors or minors. A history "Employers want to know if they are being lied to. With major will say that he was a business major,and so form. all the problems in today's world,companies are looking These we consider in the category of gross embellish- for the tnr[h. We find something wrong with 30 perces[ mens. of the job applications we are asked to verify. For 15 rcent,we find out-and-out hes. Minor embellishments "Today, everyone -t under peer pressure to achaeve- everyone wants to get ahead and do well.P.:r:see c5^e:s are expected,but emplovers can't tolerate total lies.They . .. find it more acceptable if an applicant states that he was succeeding with a college de_rec, an,, fired from a previous job, instead of finding out he has attended college for two years. thev . „r. their lied about it;'Burmeister continues. resume or application that *hey cnaduai­ 7n, easiest thing in the world to check are ccllc-e -r=en ials, be- -The tighter the job market.themom job applicantswill cause schools are willing to gi,_, --- _. --:-:_ividual's do to Beta position.Tney[hink,'l know l can do thatjob,' record," says Duane Burmeister. MEMO TO: Shakopee City Council FROM: Dennis R. Kraft, Acting City Administrator RE: Downtown Benches (Informational) DATE: November 23, 1988 INTRODUCTION & BACKGROUND: The Public Works Superintendent has suggested that the downtown benches be removed and placed in storage during the winter months. After analyzing the suggestion and speaking with several downtown merchants, I have concluded that it would be prudent to remove the benches during the winter months. My decision is based on the following factors: 1. By removing the benches, less shoveling and man power and money will be consumed in removing snow from the downtown area. 2. Removing the benches will eliminate the possibility of confrontation between snow plows and said benches. 3. By placing the benches in the storage yard and under a tarp their life expectancy should be significantly enhanced. 4. Removal of the benches will eliminate any potential vandalism. 5. Very few, if any people use benches during the winter. If any City Council member has any concerns regarding the removal of the benches, please notify me no later than November 29, 1988.