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From YouTube: City Council Workshop Day 2 072022
Description
City Council Workshop Day 2 072022
A
A
B
To
thank
everybody
that
showed
up
here,
really
important
that
that
we
all
know
the
ins
and
outs
of
first
of
all
of
our
government
and
second
of
all,
our
boundaries
as
employees,
our
boundaries
as
council
members
our
boundaries.
As
a
mayor
department
heads,
it's
been
a
really
nice
of
the
norm.
If
you
want
to
say
there's
a
lot
of
what
went
on
yesterday
that
we
know
about,
but
have
tend
to
forget
so
it
was,
it
was
a.
It
was
refreshing
to
to
see
some
of
your
presentation.
B
Some
of
us
forget
that
our
places
and-
and
it
was
great
to
point
out-
you
know
how
how
we
should
be
standing.
So
I
want
to
thank
you
for
putting
this
together,
thank
keith
for
putting
it
together
in
such
a
short
notice
and,
of
course,
thank
our
audience
for
for
being
out
there
and
coming
out
here
and
showing
the
interest
that
that
we
all
have
mayor.
A
Yes,
sir,
thank
you
very
much.
Are
you
okay
right,
yeah?
Also
too,
I
think
I
would
like
to
re-emphasize
some
of
the
points
that
we
covered
yesterday.
Just
briefly,
I
know
we
are.
We
have
a
checkered
history
as
far
as
city
managers,
that's
obvious.
We've
heard
some
some
recent
comments
and
and
throughout
my
tenure
that
that
the
work
environment
is
is
difficult
for
for
some
of
our
employees
and-
and
I
admit
that
as
well-
and
I
personally
feel
that
it's
attributed
more
so
toward
it
all
starts
from
the
top.
A
New
concepts
are
experimented
with
and
put
forward,
so
the
city
does
does
function.
You
know,
despite
what
you
hear
in
the
news
and
what
you
see,
sometimes
here
in
council
or
or
have
seen
in
the
past
so
and
I
attribute
that
to
staff
I
mean
they're
they're,
consistent
if
it
weren't
for
them
and
and
the
fact
that
they're
in
day
in
and
day.
A
Out
if
they
weren't
for
them,
who
knows
you
know-
and
this
is
where
why
it's
so
important-
that
the
politics
should
not
should
not
lead
to
staff?
You
know
the
politics
should
stay
where
it
belongs
here.
You
know
the
elected
officials
are
and
if
staff
begins
to
act
like
an
elected
official
personally
speaking,
they
don't
belong
to
staff.
They
belong
running
for
office
because
we
welcome
ideas
and
welcome
different
approaches
to
to
to
problems
that
we
may
have
so
again
keeping
within
our
our
spaces.
A
Our
channels
is
if
we
get
that,
if
and
hopefully
as
candidates,
if
you
can
stick
to
your
your
channels,
your
spaces,
I
think
we,
you
know
the
city
can
improve
immensely.
In
my
humble
opinion,
leave
the
operational,
the
management
to
the
managers
and
and
the
politics
to
to
the
politicians
us.
So.
With
that
in
mind,
I
think
we
we
have
some
yeah
any
opening
statements
keith
from
iran.
C
A
Mayor,
okay
and
rosario,
I
know
you're
you're
by
tomorrow
or
the
next
day.
You'll
be
you
know,
leading
us,
so
you
know
feel
free
to
speak
up
or
whatever
you
we
need
to
do
and
and
and
we
have
every
confidence
at
least
I
do
publicly
100
percent
confidence
interest
idea
to
take
us
to
the
next
level.
Thank.
A
So
you
know
you
can
bring.
You
know
valued
changes,
you
know
to
to
the
city
as
well
and,
of
course,
that
you
know
the
people.
The
community
expect
good
things
proper
things
from
your
department
as
well,
and
if
I
say
to,
I
think,
the
you
know
the
critical
departments
that
I
see
you
know
obviously
mayor
council.
A
If
we
have
good
decent
folks
here,
you
know
looking
out
strictly
for
the
interest,
the
common
good
of
the
people
in
that
special
interest
and
that's
hard
to
do
because
the
city
is
is
full
of
special
interests,
but
yet
somehow
somehow
we
need
to
to
consider
that
value
that,
but
yet
or
as
an
attorney,
I
see
the
city
as
as
my
client,
you
know
the
city
as
a
whole.
You
know
the
greater
good,
the
common
good
and
it's
and
sometimes
it's
you-
get
lost
in
the
mix
there
and
as
candidates.
A
I
I
I
just
want
you
to.
You,
know,
focus
on
that
and
and
take
my
own
solution.
You
know
just
be
careful
with
that,
because
that's
the
first
thing,
that'll
get
you
in
trouble,
ethics
and
and
what
the
other
folks
will
do
is
try
to
shame
you
somewhere,
somehow
whether
merited
or
unmerited
perception
or
otherwise
I
mean
that's,
that's
how
it
works,
and
so
you
need
to
have
a
thick
skin,
be
patient
and
the
truth
usually
comes
out
at
the
end.
E
A
F
Good
morning
again,
thank
you
all
for
being
here.
Thank
you
staff
who
I've
worked
with
not
for
26
years,
but
for
you
know
some
years
and
it
seems
like
there's
a
virus
going
around
or
something
because
some
of
the
seats
are
empty,
but
thank
you
for
allowing
community
advocates
to
be
heard
in
this
public
setting
regarding
the
future
of
our
city.
It's
not
news
that
there's
been
a
revolving
door
in
the
city,
manager's
office.
F
This
instability
and
chaos
does
not
bode
well
for
both
the
taxpayer
or
anyone
looking
to
visit
our
city
for
travel
or
business.
The
instability
is
at
city
hall
is
a
well
known
component
of
our
reputation
as
a
city.
How
attractive
is
that
to
any
expanding
business
community?
This
instability
fuels
a
negative
reputation.
F
F
F
F
F
A
simple
internet
search
defines
the
different
roles
between
a
hired
city
manager
and
an
elected
city,
councilor
city
manager,
city
manager,
a
hired
employee
who
is
responsible
for
the
planning
directing
managing
and
reviewing
of
activities
and
operations
of
the
city.
The
city
manager
coordinates
programs,
services
and
activities
among
city
departments
and
outside
agencies.
F
F
F
The
plan
provides
a
recipe
for
where
our
city
is
headed
and
was
written
based
on
many
professionals
and
much
public
input
score.
The
candidates
based
on
a
grid
showing
their
experience
with
the
city's
goals
that
are
already
laid
out
and
move
forward
towards
stability
running
a
city
should
be
about
objectives
and
goals,
measuring
achievements
and
need
not
about
any
one
individual
or
district.
G
G
I
think
we
need
somebody
that's
going
to
work
with
everybody,
somebody
that
makes
a
policy
with
everybody
in
mind
with
the
directors
our
people
know
a
lot.
Our
people
have
been
here,
like
you
say,
for
16
20
years,
but
yet
sometimes
I
think,
there's
a
disconnect.
I've
been
involved
in
many
non-profit
organizations.
G
G
G
I
think
we
need
somebody
to
come
in
and
I
mean
we
may
have
somebody
I
mean
I
don't
know,
but
we
need
to
look
at
the
full
picture.
Laredo
has
so
much
to
offer
like
we
said
it's,
it's
sad
for
somebody
to
come
into
laredo
and
to
see
the
city
look
drab
and
not
even
fix
it's
like
you,
come
in
through
the
bridge,
I've
been
through
many
bridges,
not
only
in
laredo
and
all
over
the
country.
G
You
know
from
state
to
state
or
from
country
to
to
country,
and
nothing
looks
like
the
way
the
radio
looks
when
you
come
in
from
another
country.
I
think
that's
something
we
need
to
look
at.
I
think
we
need
to
also
look
at
plans.
I
mean
it's
hard
to
work
with
the
city
at
times
when
you're,
you
know
you're
taken
from
one
department,
this
department
doesn't
handle
it
and
then
this
department
doesn't
handle
it.
This
department
doesn't
handle
it.
G
E
G
Care
of
that,
because
if
we
don't
do
that,
then
we're
going
to
be
all
over
the
place.
I
don't
know
it's
because
I
am
an
educator
and
things
start
from
the
top
and
we
have
a
superintendent
and
we
have
a
board
as
well
and
every
department
you
know,
has
their
own
thing
to
do
and
and
everybody's
voice.
If
they've
been
there
for
a
long
time,
I
mean
they've
got
the
experience.
G
H
Mayor
thanks
for
the
opportunity
and
thanks
for
inviting
me,
I
know
I
got
an
email
from
you.
I
have
a
few
comments
to
make.
The
reason
we
are
here
today
is
because
not
because
keith
selman
is
actually
leaving
because
we
had
a
city
manager
robert
eats.
I
have
to
say
that
sir,
because
I
have
seen
five
city
managers
in
your
time
and
my
time
in
the
last
five
years
when
robert
eats
was
selected.
Some
of
us
said
this
was
the
wrong
choice.
H
The
reason
was
there:
wasn't
there
was
a
national
search,
there's
an
international
search.
Then
we
found
the
guy
sitting
right
here,
because
there's
so
much
happened
in
the
people
sitting
in
front
of
me.
I'm
talk,
I'm
not
individually,
saying
miss
vanessa
or
alisa
or
anybody,
but
I
don't
have
a
faith
in
the
city
council
sitting
in
front
of
me.
That's
not
a
reflection
on
you,
sir.
I'm
talking
about
nine
people
because
when
eats
was
selected,
some
of
us
said
he's
not
the
right
choice
because
of
certain
reasons.
H
H
If
this
council
is
not
open
for
that,
it's
not
going
to
happen.
What
we
need
is
a
good
person
whether
he
sits
here
in
laureado
or
in
timber
too.
We
want
the
right
person
that
did
not
happen.
The
salman
and
others
were
not
selected
by
national
research.
I'm
talking
about
robot
eat
selection.
If
this
is
going
to
be
a
charade,
there's
no
pointing
in
doing
it
that
happened
during
that
selection
process.
Okay.
H
Now,
because
I
don't
have
any
faith
in
the
people
sitting
around
me,
I'm
excluding
two
one
or
two
council
members
who
are
not
there
at
that
time.
I
don't
want
this
council
to
make
pick
the
next
next
city
manager,
because
I
don't
have
faith
in
them.
In
fact,
even
mr
vidal
rodriguez
said
two
days
ago,
we
the
next
we
are
leaving.
Let
the
next
council
pick
their
candidate.
I
agree
with
you,
mr
mr
rodriguez.
H
I
thank
you
for
that.
I
mean
I
didn't
hear
the
whole
conversation,
but
I
did
hear
that.
So
thank
you
for
that.
Mr
salmon,
you
selected
a
city
attorney.
I
have
to
say
this,
mr
mayor,
mr
mr
went
here.
We
expect
a
lot
from
you,
sir.
We
expect
you
to
follow
the
city
charter.
I
don't
expect
you
to
follow
the
city
ethics
because
it's
not
there.
We
need
to
change
the
city.
The
manager
has
to
come
in
a
strong
good
candidate,
irrespective
of
where
that
person
is
coming
from.
H
I
then
miss
keith
selman
came
on
board.
I
told
mr
salman
salman
needed
a
good
team
of
good
employees
at
the
directoral
level
at
the
lower
level.
If
that
doesn't
happen,
the
culture
in
the
city
hall
is
not
going
to
change.
The
management
is
not
going
to
change
rosario.
I
have
good
faith
in
you.
You
are
I'm
here
that
you
are
going
to
be
the
temporary
interim
person.
You
have
been
in
the
city
for
a
very
long
time.
I
hope
I
I
am
also
understanding
you
are.
H
You
are
forward
for
somebody
coming
in
and
you
are
not
going
to
take
up
that
job
because
of
that
main
reason
you
are
knowledgeable
and
you
know
what
you
are
doing.
I
want
somebody
to
come
in
here
tomorrow
who
is
qualified,
not
not
rush.
These
surprises
before
before
I
leave.
I
want
to
give
it
to
my
friend
the
job.
If
that's
going
to
be
the
goal
here,
you're
not
accomplishing
anything.
Okay,
that's
what
I
wanted
to
say.
Yesterday
I
had
an
interview.
I
interviewed
an
employee
for
myself.
H
I
have
been
looking
for
someone
and
I
didn't
find
one.
I
interviewed
one
yesterday
when
I
interviewed
that
person.
I
thought.
Oh,
this
person
is
awesome.
I
gave
her
the
job
right
away.
If
you
are
why
I
am
telling
you
this.
If
you
are
going
to
start
the
interviewing
process
today
and
you
put
an
application
and
somebody
applies,
you
have
to
hire
them
not
three
months
later.
That's
what
happened
with
robert
eats.
There
were
a
lot
of
candidates.
We
waited
and
waited
until
everybody
on
the
top
left,
the
only
man
standing
was
robert
eats.
H
H
Where
my
problem
comes,
you
put
an
advertisement
and
somebody
applies
and
before
the
november
election
in
december
elections,
maybe
if
somebody
comes
in
and
if
you
are
going
to
select
that
person,
I
don't
know
whether
that
may
be
the
right
choice,
give
us
a
choice
for
the
people
to
talk
this
time
around.
It's
going
to
be.
Like
you
said
mayor,
you
said
several
times.
Four
or
five
new
mayors
are
coming
in.
There
are
three
mayoral
candidates
sitting
here.
I
see
there
are
a
couple
of
other
city
council
members
sitting
here:
one
wannabe
city,
council
members.
H
We
all
have
people
are
going
to
elect
somebody
in
november
and
maybe
in
december
you
can
start
the
process,
get
ready
and
then
let
the
new
council
decide.
Meanwhile,
I
hope
you
did
a
good
job
rosario.
I
wish
you
all
the
best.
I
hope
you
as
a
city
attorney
follow
the
charter.
If
you
have
a
charter,
even
though
I'm
as
much
as
I
don't
like
some
things
in
the
charter,
we
have
a
charter
that
has
not
been
followed
in
the
past.
H
We
need
to
follow
that.
I
I'm
the
first
one
here
standing
saying
we
need
to
make
changes
in
the
charter.
That's
different.
I
want
to
make
changes
in
the
city.
Ethics,
that's
different,
but
you
know
we
have
not
followed
that
in
the
past
years.
Okay,
thank
you
for
your
time
mayor.
I
know
there
will
be
different
opinions,
so
we
want
one
today
versus
after
the
election.
H
I
Good
morning,
everybody
first
of
all
thank
you
for
giving
us
an
opportunity
to
come
and
talk,
give
our
opinion
about
36
years
ago
I
I
decided
to
move
laredo
and
open
my
business
at
the
time
I
chose
downtown
at
the
time.
The
economy
was
vibrant
there
and
there
were
six
other
pharmacies,
and
I
was
one
of
them
and
now
I'm
the
only
one
left,
but
you
know
and
there's
a
lot
of
reasons
for
that
happening.
I
G
I
It
was
the
heart
of
the
city,
and
all
I
can
say
is
that
you
know
the
heart
is
sick,
we're
if
I
can
use
that
analogy.
We
have
a
sick
heart
and,
and
we
need
somebody
to
come
in
there
and
fix
it,
and
we
don't
need.
We
don't
need
to
wait.
However,
you
want
to
wait,
we
need
we
need
a
doctor
now
and
we
need
the
medicine
now
to
get
it
back
to
where
it
was
and
it
may
not
ever
get
back
to
where
it
was.
I
But
we
can
certainly
try-
and
you
know
your
emergency
room
doctor-
is
leaving
right
now.
Keith,
I
don't
know
where
he
went
but
he's
here
he
is,
you
know
he
he's
a
great
guy
and
I
thought
he
would
be
a
great
a
great
thing
for
laredo.
Unfortunately,
he
had
to
leave
or
he's
leaving
leaving.
But
again
my
opinion
is
that
we
need
to
to
to
not
wait.
I
A
D
D
D
There
are
11
opportunities
and
challenges
that
that
the
new
city
manager
can
have,
and
I
use
opportunities
and
challenges,
because
I
googled
from
your
website
how
you
put
out
the
brochures
for
city
managers,
and
that
was
one
of
the
titles
of
what
you're
looking
for
in
somebody
that
somebody
who's
looking
at
it.
The
city
is
telling
them.
This
is
your
opportunity
and
your
challenge
so.
D
That
includes
in
land
use
patterns,
includes
knowledge
and
how
to
change
land
use
patterns
in
a
city
that
has
not
worked
for
the
city
that
is
caught.
That
is
not
cost
effective
to
the
city,
downtown
and
inner
city,
revitalization
and
historic
preservation
that
they
have
experience
in
dealing
with
this
and
have
experienced
real
experience
and
changing
the
economy
of
inner
cities
in
urban
design,
because
quality
of
place
is
is
one
of
the
key
factors
of
cities,
whether
you're
moving
here
or
live
here.
D
Alternative
forms
of
mobility,
not
just
the
car,
walkability
biking,
trails,
all
sorts
of
alternative
forms
of
mobility,
that
they
have
an
understanding
about
housing
and
what
it
means
to
be
equitable
in
the
housing
market.
Are
we.
We
have
very
low
numbers
of
housing
that
helps
the
or
that
that
is
available
for
people
who
are
in
the
lowest
income
levels
of
the
city.
D
When
it
comes
to
health
and
parks
and
sustainability,
they
should
have
experience
and
what
that
means
in
developing
a
city
and
how
cities
can
do
that.
Cities
are
the
best
at
doing
that.
That
is
what
cities
and
you
can
look
at
all
the
great
cities
from
small
to
large
that
you
have
been
to
and
say,
okay,
these
people
have
gotten
this,
where
parks
are
part
of
a
con
conservation
plan,
not
just
for
recreation
and
that
they're
looked
as
a
conservation
instrument
conservation,
meaning
that
you're
dealing
with
the
climate
challenges
of
the
day.
D
Economic
development,
of
course,
is
kind
of
an
umbrella
over
all
of
this,
and
they
need
to
have
experience
in
working
with
what
they
don't
have
to
be
economic
developers,
but
they
have
to
know
how
to
work
with
the
economic
development
groups
in
the
city
and
and
have
experience
and
show
you
and
say
look.
This
is
what
we
did
together
collaboratively.
D
Actually
the
city
has
gone
actually
in
in
many
ways
the
city
have
has
put
in
place
a
lot
of
great
things,
but
they're
just
not
consumable
in
any
way
from
a
point
of
view
of
being
presented
online
or
on
open
data
laredo
or
any
any
of
those
platforms
that
we
have
to
show
that
the
city
is
meeting
their
goals
and
policies
global
initiatives.
This
is
a
really
important
part
of
who
we
are
in
laredo.
We
are
it's
an
incredible
thing,
we're
one
as
a
typology
of
a
city.
D
We
are
a
city
that
is
incredibly
isolated,
we're
150
miles
from
any
other
city
that
is,
that
is
of
a
substantial
size.
We
have
small
towns,
yes
that
connect
us,
but
we
are
not
a
region
and
because
we
are
not
a
region
or
we
don't
have
those
connections
as
a
region
and
a
greater
metropolitan
area,
then
we
suffer
and
so
on.
The
flip
side
of
that
is
that
we
are
a
city
with
a
global
footprint
because
of
our
trade,
our
main
cluster
of
industry.
D
The
process
is
built,
I
mean
we
haven't
lasted
as
a
country,
because
you
know
we
didn't
have
a
great
democratic
process
and
that
exists
on
a
city
level,
and
just
because
you
know
we're
nearing
november,
not
to
go
through
a
process
is
is
hurtful
to
our
democratic
process.
I
mean
we
have
to
trust
the
systems
of
government
that
we
have
and
the
process
that
we
have
to
be
able
to
get
the
right
people
in
place
to
do
the
things
that
they
need
to
do.
J
Yes,
thank
you
very
much,
dr
victor
trevino,
for
the
record
local
doctor
and
candidate
for
mayor
some
of
the
things
that
I
see
that
are
important.
Besides
what
we've
been
discussing
is
that
we
need
to
follow
our
charter,
which
is
a
document,
our
founding
document,
that
spells
out
the
principles
for
the
continuity
of
our
government.
J
J
What
kind
of
vision
do
we
have
for
a
city
and
what
kind
of
passion
we
have
for
a
city
and
if
we're
thinking
of
hiring
a
manager,
we
also
have
to
look
at
these
qualities
besides
his
qualifications,
which
are
important,
but
we
need
to
find
out
if
we
can
have
somebody
that
could
share
the
passion
that
we
have
for
the
city
and
the
vision,
and
if
we
have
that,
I
think
we
can
focus
on
the
problems.
We
already
know
what
the
problems
are.
J
Now
we
need
to
focus
on
the
solutions,
and
one
of
the
main
problems
would
be,
of
course,
security,
the
medical
aspect,
the
underserved
and
the
water
problems.
Security
is
also
very,
very
important.
So
all
these
issues
are
important
and
we,
I
think
we
we
need
to
do
this
by
informing
the
public
being
transparent,
and
this
way
we
can
provide
leadership.
So
those
are
my
comments,
but
I
think
the
most
important
thing,
or
one
of
the
most
important
thing
is
that
we
find
somebody
that
has
the
vision
and
the
passion
to
do
it.
Thank
you.
J
A
E
K
K
K
K
Well,
I
have
no
doubt
you
know
miscarriage
is
an
excellent
and
an
expert
in
her
field,
but
nonetheless
you
need
somebody
that's
going
to
be
stable.
This
city
is
very
vibrant,
very
vibrant,
but
we
also
have
a
lot
of
challenges
at
every
corner
of
the
city,
north,
south,
east
and
west,
and
all
of
you
as
council,
people
representing
that
know
those
challenges
and
are
working
hard
to
make
improvements
into
bettering
the
quality
of
life.
But
I
think,
as
a
council
there's
even
bigger,
you
know
projects
and
a
larger
vision.
K
I
was
was
presented
by
our
consultant
that
has
to
be
looked
at
and
considered.
This
process
is
long
to
seek
a
ceo
or
to
look
for
someone
to
do
a
search,
it's
an
arduous
process,
but
I
commend
you
for
doing
it
and
also
for
opening
it
up
to
the
community.
We,
we
just
hired
a
new
president
and
we
went
through
this
process,
and
sometimes
you
feel,
oh,
my
god
is
this
process
ever
going
to
end.
K
I
think
the
perception
out
there,
you
know
with
the
attitude
that
we
have
is
that
you're
already
disconnected.
So
how
is
that
going
to
come
together?
Then
you
know,
how
are
we
going
to
bring
that,
and
hopefully
a
city
manager
can
can
bring
all
that
you
know
unity
by
offering,
like
I
said,
their
recommendations,
suggestions
into
programs
and
that
we
all
work
with
that
individual
to
ensure
that
the
quality
of
life
in
this
community
gets
better.
It
can
only
get
better
as
it
says
we
cannot
become
what
we
need.
I
was
pointed
out
yesterday.
K
We
cannot
become
what
we
need
if
we
may,
if
we
remain
what
we
are
so
change
is
inevitable,
even
though
some
of
us
do
not
do
not
like
change,
but
it's
inevitable.
Why?
Because
we
want
the
city
to
prosper
and
to
thrive,
which
I
think
it
can.
Then
we
must
make
sure
that
that
city
manager
that
we
work
with
them
we
communicate
and
that
we
listen
to
the
concerns
of
the
people.
K
So
thank
you
again
for
putting
this
process
forward
for
the
transparency
of
it
all
by
involving
the
community,
and
I
hope
that
you
know
we
have
some
positive
results
very
soon
and
you
will
make
the
best
choice
in
our
next
ceo,
our
next
city
manager,
and
thank
you,
mr
salzman,
for
everything.
You've
done
and
thank
you,
mrs
cave.
Thank
you
mayor
appreciate
it.
Thank.
L
Absolutely
well,
first
of
all
welcome
back
it's
always,
as
I
say
as
a
consultant.
Whenever
you
do
a
two-day
presentation,
you
come
back
the
next
day.
You
hope,
there's
an
audience
there
so
appreciate
the
offense.
I
appreciate
the
attendance
of
your
population
as
well
as
you
as
elected
officials
and
staff
as
well.
So
I
recognize
I
know
we're
scheduled
for
about
a
four-hour
session
today
for
a
couple
of
the
council
members
or
the
benefit
of
the
doubt.
We
didn't
get
a
chance.
L
There
was
a
desire
because
we
lost
some
elected
officials
to
deal
with
a
couple
exercises
we
had
planned
to
do
yesterday.
I'm
prepared
to
do
that
now,
but
I
also
know
in
talking
with
you
mayor.
There
was
a
discussion
about
because
you've
got
a
number
of
folks
that
are
running
for
office
and
they
probably
want
to
get
to
the
meat
of
the
matter,
but
I
also
you
know
so
I'll
defer
to
you.
L
If
you
want
to
do
that
at
the
beginning,
you
may
want
to
hold
that
off
till
later,
because
I
know
most
of
what
we're
going
to
talk
about
today
is
about
the
search
process
and
about
the
options
and
the
issues
and
I've
got
some
recommendations
that
I
think
you
might
want
to
be.
Considering,
and
I
don't
know
what
everybody's
schedule
is,
so
I'm
going
to
open
that
up
to
you
if.
A
L
Certainly
understandable,
as
I
said,
I'm
I'm
I'm
working
on
your
behalf,
so
I
want
to
make
sure
I
get
the
delivery
there
in
the
process.
So
what
we're
going
to
do
then
I'll
I'll
really
going
to
start
off
talking
about
point
number:
two:
the
city
manager
search
process
overview
so
that
you
can
understand
what
you
know.
Obviously
we
are
one
firm
we
think,
obviously
I'm
biased,
I
think
we're
the
best
firm
out
there
in
the
country
in
terms
of
what
we
do
and
we'll
talk
about
that.
L
So
I'm
going
to
tell
you
a
little
bit
about
how
we
typically
do
a
search
process
and
then
I'm
going
to
walk
through
a
little
bit
about
feedback
that
I
had
received
from
you
as
elected
officials
through
the
advanced
interviews
about
the
things
that
you
thought
were
important
in
terms
of
attributes.
Skills
backgrounds
traits
things
of
that
nature,
as
well
as
some
of
the
issues
that
you're
likely
to
be
facing
with
and
then
talk
a
little
bit
about
from
the
you
and
others
have
all
talked
about.
L
And
then
I'm
gonna
give
you
some
thoughts
and
recommendations
about
how
to
deal
with
some
of
the
things
that
you've
said
and
some
of
the
things
your
your
community
has
said
about
how
you
might
want
to
structure
a
search
process
and
at
that
point
really
kick
it
back
to
you
to
say
now,
we're
into
policy
calls
and
directions
of
how
you
want
to
proceed.
But
you
know
we
can
certainly
give
you
the
insights
of
what's
worked
and
what
hasn't
worked
in
other
communities.
L
So
that's
kind
of
the
way
we'll
go
forward,
so
I'm
going
to
go
through
this
process.
Now
we're
just
going
to
get
to
I'm
sorry
to
go
back
here
so
typically,
when
we're
asked
to
come
in
to
do
a
effort,
sometimes
we're
shortlisted
and
we
meet
with
the
board.
We
do
kind
of
a
presentation
about
what
we
do
as
a
search
firm.
Other
firms
may
do
things.
Similarly,
they
may
have
some
other
twist
along
the
line.
So
obviously
the
bias
is
going
to
be
coming
our
experience
about
what
we
end
up
doing
as
well.
L
L
The
second
piece
of
that
is
understanding
the
municipal
organization.
Every
organization
has
its
own
dna,
it
has
its
own
culture
and
what
works
and
doesn't
work
and
the
dynamics
and
where
the
leadership
in
those
positions
where
the
vacancies,
what
are
the
challenges
and
issues
that
they
may
be
facing?
They
quite
frankly,
may
not
be
your
doorstep
as
elected
officials,
because
they're
dealing
with
the
day-to-day
and
and
they
may
or
may
not
have
risen
to
your
your
level
of
concern.
L
Elected
body
you've
got
to
fit
and
have
that
connection
organizational
fit
and
community,
and
I
refer
to
that
as
kind
of
like
a
three-legged
stool,
and
if,
if
you
don't
really
take
into
account
all
of
those
things,
you
always
have
kind
of
a
wobbly
stool
between
the
two
legs
of
the
third
leg
in
the
process.
So
our
approach
when
we
come
in
as
a
search
or
recruitment
firm,
the
first
thing
we
do
is
start
in
a
similar
process
to
what
we
did
with
you.
We
want
to
meet
with
all
the
elected
officials.
L
We
typically
do
that
individually.
Talk
to
you
about
your
background
interests,
desires,
things
of
that
nature.
Talk
to
all
the
direct
reports.
I
don't
have
a
chance
to
talk
to
a
few
of
your
direct
reports
as
part
of
this
effort
because
of
the
timetable,
but
you've
got
keith
remind
me
20
how
many,
how
many
department
heads
27,
something
like
that
227
29
somewhere
and
a
number
of
vacancies,
a
number
of
interims
things
like
that?
That's
a
that!
L
L
That's
so
critical,
because
if
we
don't
understand
what
you
your
organization,
your
community
are
looking
for,
where
your,
where
your
your
boots
on
the
ground,
to
help
you
find
that
right
person.
So
it
really
takes
a
lot
of
leg
work
at
the
front
end
of
this
process,
because
our
candidates
are
going
to
rely
upon
the
information
we
provide
to
them
and
they're
also
going
to
talk
to
us
about.
You
know:
what's
what
isn't
in
the
brochure
or
what
you
know
what's
behind
the
scenes
in
that
effort?
L
So
it
starts
there
because
we,
if
you
blow
that
you're,
never
you're
not
going
to
find
the
right
person.
So
that's
our
process.
We
spent
a
lot
of
time
at
the
front
end
of
that
effort
and
we
can
tailor
that
and
be
expansive
if
necessary.
Sometimes
just
community
surveys
involve
things
of
that
nature
as
well.
L
And
how
do
you
reach
those
folks
we'll
talk
a
little
bit
about
how
we
do
that
process
as
well,
and
then
the
nature
of
this
process
will
also
go
through
a
triage
as
we
go
out
and
market
the
position
get
candidates
into
the
into
the
the
the
pool
we
typically
would
meeting
with
the
the
elected
body
to
go
through
a
triage
process
to
say
these
are
folks
we
think
meet
or
exceed
everything.
You've
told
us
you're.
L
Looking
for
in
terms
of
education,
background
experience
or
just
you
know,
they're
they're
fit
for
what
you're
identifying
like
any
position,
you're
going
to
have
some
that
check
a
lot
of
those
boxes,
some
that
don't
check
them
all,
but
they're
very
well
strong
candidates.
We
just
don't
know
enough
about
them
yet
because
they
haven't
told
us
that
or
they
may
you
know
they
may
very
well
be
your
final
candidate.
But
at
this
point
we
don't
know
yet
so
they're
kind
of
in
a
second
tier
anybody
that
does
hr.
L
L
And
then
we
asked
and
I'll
explain
what
that
looks
like
in
terms
of
what
those
individuals
do
and
they're
providing
additional
material.
They're
doing
some
video
interviews
we're
starting
some
background
material
review
on
them,
and
then
we
would
then
work
with
the
hiring
authority.
After
all
that
work's
been
completed
by
the
candidates
for
have
you
have
a
chance
to
review
that
information,
and
I
always
joke
it's
kind
of
like
for
those
fans
of
quote
unquote.
L
Reality
tv,
the
island
or
survival,
whatever
typically
you're
going
to
find
a
bunch
of
folks
that
you
like
a
bunch
of
folks,
you
don't
like-
and
we
spent
a
whole
lot
of
time
talking
about
the
folks
kind
of
in
the
middle.
Do
we
include
them
as
a
finalist
or
not
in
the
process,
and
so
whether
you're
on
the
island
or
off
the
island,
so
to
speak,
and
then,
once
you
get
to
those
finalist
levels,
then
we're
involved
in
helping
you
prepare
for
interview
processes
helping
the
candidates.
L
Maybe
they
may
have
some
additional
exercises
presentation
materials
to
prepare.
We
do
criminal
history,
credit
reference
checks,
all
that
sort
of
work
together
as
well.
We
facilitate
the
different
moving
parts
of
the
interview
you,
as
elected
officials,
certainly
would
be
involved
in
the
interview.
Your
senior
staff's
typically
involved
in
a
chance
for
them
to
meet
because
your
candidate's
going
to
meet
the
senior
staff
as
much
as
they're
going
to
want
to
meet
the
candidates.
L
We
typically
involve
a
process
of
a
at
least
at
a
minimum,
a
meet
and
greet
where
the
community
is
invited
when
we
have
provide
candidates,
bios
information,
that's
all
part
of
a
press
release
in
advance,
and
we
have
you
know
that
opportunity
for
your
your
community
to
come
and
mingle
and
meet
with
the
candidates
and
provide
feedback
and
insights
to
you
as
a
hiring
authority.
Sometimes
we
have
citizen
panels
where
they're
also
involved
or
other
different
staff
panels.
We
kind
of
work
that
process
around
we'll
talk
about
that.
L
You
know
those
options
and
issues
as
you
go
forward
and
then,
at
the
end
of
the
day,
you
know
how
how
that
position
is
marketed
and
then
how
we
get
to
that
point.
We
will
then
work
with
you
to
negotiate
with
your
city
attorney
the
final
terms
and
agreement
and
the
package
to
be
able
to
get
that
process
forward
and
hand
that
that
over
to
you
as
well,
so
to
give
you
a
sense
of
where
that
starts,
and
we've
started
a
little
bit
of
that
with
you
in
terms
of
the
background.
L
But
we
we
will
use
a
piece
called
a
position
profile
brochure
that
we
will
market
the
opportunity
in
and
so
typically
for
a
position
like
this,
and
I
would
assume
you'd
want
a
national
type
search,
we're
going
to
talk
first
and
foremost
about
the
community.
What's
the
lifestyle?
What's
what's
laredo
all
about
what
are
the
things
you're
most
proud
about
the
festivals,
the
events,
because
in
many
cases
some
of
your
candidates
have
never
been
here.
L
We're
going
to
talk
about
the
governance
structure
in
that
effort,
because
any
council,
any
city
manager
is
going
to
want
to
know
how
are
you
structured
when
are
elections?
What's
the
composition
of
the
council,
what
are
the
responsibilities,
the
size
of
the
budget,
the
tax
rates,
all
that
so
we'll
talk
about
governance
and
organization
as
a
whole?
How
many
employees
are
you
unionized
things
of
that
nature
as
a
whole
so
that
they
understand?
L
This
is
your
ideal
candidate
attributes
and
background
skills
sets
things
like
that
that
you're
trying
to
get
and
then
after
that
we'll
talk
about
how
to
apply
and
what
the
benefits
and
the
compensation
bunch
of
other
material
links
and
material
from
you
know.
City's
website
budget
land
development
plan
things
of
that
nature,
whatever
whatever.
Ultimately,
we
feel
would
be
helpful
to
market
the
position
that
is
so
critical,
because
that
is
the
lens
that
candidates
are
going
to
say.
L
Is
this
the
right
opportunity
for
me
at
this
juncture
in
my
career,
and
so
we've
got
to
get
that
right
first
and
that's
got
to
be
something
that
there's
got
to
be
agreement
and
buy-in.
It's
also
critical
for
us
to
get
that
right,
because
that's
the
the
lens
that,
as
your
recruiter,
we're
going
to
be
evaluating
all
your
candidates.
How
do
they
fit
in?
What's
their
education?
What's
their
background?
What's
their
experience?
L
So
I
mean
it
all
depends
on
how
you
want
to
tailor
that
and
the
extensive
nature
of
that
some
can
do
it
pretty
quickly.
More
larger,
more
complex
organizations
often
have
more
sessions
built
in
at
the
front
end
of
that
process
as
well.
So
that
part
is
really
critical
and-
and
it
underscores
you've
obviously
had
a
number
of
your
folks
here
today
and
at
your
meeting
yesterday
that
are
interested
in
this
process,
not
only
as
candidates
but
otherwise,
and
they
have
a
stake
their
resident.
L
L
You
had
a
couple,
your
speakers
today.
You
can't
make
this
a
six
or
nine
months
search
from
the
time
you
start
to
the
time
you
make
a
decision
because
you're
going
to
lose
kid
candidates
to
other
searches,
they're
just
going
to
get
they're
going
to
be
accepted,
it's
a
competitive
marketplace,
but
that
90-day
window
seems
to
be
a
good
fit
where
people
are
engaged
as
they
go
deeper
into
the
search
and
become
more
invested.
L
So
I
want
to
highlight
the
fact,
because
many
folks,
when
they
when
we
do
the
triage
process,
they
say
well,
you
know
we
don't
know
a
lot
about
these
folks
and
that's
by
design.
You
don't
want
to
spend
all
your
money
at
the
front
end
doing
everything
about
every
candidate
you're,
simply
like
there's
from
several
references
of
emergency
room
today,
you're
triaging
candidates,
so
at
the
front
end
of
that
process,
you're
going
to
know
a
little
about
a
lot
of
people
they're.
Basically
what
they've
told
us
in
terms
of
their
cover
letter
their
background.
L
We
may
know
them
personally
or
we
may
know
them
from
another
search.
That's
additional
insights!
We've
got.
Obviously,
we've
got
people
in
searches
all
over
the
country,
both
current
and
previous,
but
at
the
front
end
you're
not
going
to
know
everything
and
that
may
seem
a
little
uncomfortable,
but
that's
okay,
that's
the
nature
of
the
game,
you're
simply
trying
to
get
yourself
windowed
down,
and
you
want
to
invest
more
resources
and
time
in
those
candidates
that
are
that
are
deeper
into
the
process.
L
So,
as
you
move
into
the
semi-finalist
level,
in
our
case,
what
we
end
up
doing
is:
okay,
you've
selected,
typically
10
to
12
15,
wherever
the
natural
break
is
of
whatever
the
hiring
authority
will
be.
That
say,
we
want
to
learn
more
about
them,
we're
not
sure
they're
the
one,
but
we
there's
enough
there.
We
want
to
know
more
about
them.
L
So
if
that's
growth
management,
if
that's
community
strategic
visioning,
whatever
that
is,
that
will
be-
and
we're
going
to
ask
them
to
kind
of
talk
about
their
background
relative
to
those
issues.
So
we
can
start
to
understand
kind
of
how
they
get
their
arms
around
that
and
what
relevant
experience
they've
got
that
would
be
directly
applicable
in
how
they
would
approach
those
issues
you're
going
to
learn
a
lot
more
about
them
as
well.
In
that
regard,
we
always
ask
them
about
anything
in
their
background.
That
might
be
of
concern
to
a
future
employment,
our
employer.
L
We
ask
them
about
generally
what
they're
looking
for
in
compensation
and
benefits.
We
don't
normally
advertise
our
salary
ranges.
We
talk
in
general
terms
about
a
competitive
salary,
because
we
feel
that
if
you
put
a
number
in
place,
I
will
certainly
get
a
handle
of
what
your
desired
salary
expectations
would
be
for
the
for
realistically,
so
I'll
have
some
idea
of
the
range,
but
if
you
put
that
there
and
you
get
somebody
that's
very
close
to
the
top
of
that
range,
that
may
be
an
outstanding
candidate,
he
or
she
may
be
the
candidate.
L
You
need-
and
you
say,
here's
the
top-
that
we're
willing
to
pay
on
day
one
you're
not
going
to
see
that
candidate,
because
it
may
be
too
close
to
their
current
salary.
So
we
always
encourage
folks
to
say
it'll
be
a
competitive
salary.
Here's
the
range,
but
if
you're
in
that
ballpark
and
you
really
like
this
community,
we
encourage
you
to
apply
and
we're
going
to
ask
them
generally
about
without
negotiation.
L
At
that
stage,
you
know
what
what
would
it
take
for
you
to
probably
be
in
the
ballpark
to
be
here
that
way,
whoever's
in
the
hiring
authority
has
the
ability
to
say
listen.
You
know,
I
know
we're
trying
to
get
these
candidates
in
this
area
based
in
this
pool,
there's
two
or
three
candidates
that
are
outstanding
candidates,
but
we're
going
to
have
to
flex
what
we
thought
we
wanted
to
pay,
but
we
think
they're
worth
at
least
bringing
into
the
process
and
if
we
ultimately
say
they're
the
one
you're
prepared
to
at
least
go
forward.
L
So
that's
the
way
we
structure
it.
So
you
see
some
candidates
that
you
might
not
otherwise
see.
If
you
don't
include
this,
if
you
you
say
here's
the
range
and
that's
that's
as
far
as
they're
going
to
go,
so
those
semi-finalists
will
go
through
that
that
we
also
in
our
process.
We
ask
them
to
respond
typically
to
about
four
pre-recorded
interview
questions.
These
are
more
generic
in
nature.
L
L
Those
are
time
they're
about
three
to
four
minutes,
no
more
than
four
minutes
in
length,
and
it
just
gives
you
another
touch
point
in
the
process,
although
as
a
recruiter
as
we're
evaluating
at
the
triage
process,
we're
doing
some
basic
googling
and
looking
at
background,
if
there's
been
short-term
issues
and
things
of
that
nature,
we're
talking
to
some
of
those
candidates,
we're
certainly
getting
a
feel
for
what's
there,
but
we
typically
do
what's
called
a
stage.
One
media
search
mayor,
you
use
lexisnexis,
no
doubt
for
illegal
research.
L
We
use
lexisnexis
in
that
fashion,
for
you
know
high
level
overviews,
and
then
we
would
turn
all
that
material
over
to
the
hiring
authority
to
be
involved
to
review
that
material
and
then
we'd
be
back
working
with
you
to
select
those
eight
to
twelve
folks
that
go
forward
so
once
again,
triage
high
level.
First,
at
the
application,
you
know
a
little
about
a
lot
of
people.
L
There
may
be
candid
exercises
we'll
work
on
criminal
history,
credit
background
checks,
and
then
our
efforts
is
a
very
extensive
kind
of
360
review
of
of
reference
checks
in
terms
of
supervisors
subordinates
overseers
colleagues,
professional
references
from
the
communities.
They
worked
in
things
like
that,
so
that
by
the
time
you're
there
there
ultimately
you're.
If
you've
made
a
decision,
whoever
the
hiring
authority
is
making
a
decision
to
hire
all
that
homework's
been
done
now,
it's
just
a
matter
of
negotiating
the
package
and
we
would
work
with
you
through
that
process
as
well.
L
L
There
you've
all
heard
about
the
great
resignation,
the
great
reset
and
the
process,
and
especially
for
challenging
positions,
and
I
will
say
that
again,
this
will
be
a
challenging
recruitment
for
reasons
that
we've
been
talking
about
in
the
past
couple
of
days,
but
we'll
certainly
get
into
it
in
greater
detail
today,
you're
going
to
want
to
have
a
firm
that
can
actually
do
a
lot
of
outreach
for
passive
candidates
and
the
importance
of
social
media.
To
do
that.
So,
in
our
case,
we
actually
have
someone.
That's
a
social
media
expert.
L
They
determine
when
typically
based
on
research.
Passive
candidates
are
more
likely
to
see
information
on
twitter
or
on
linkedin
or
on
facebook
and
things
of
that
nature,
and
so
our
process
involves
marketing
this
position
extensively
to
folks.
That
might
not
be
looking
at
the
job
ads
so
to
speak.
Icma,
your
tml
and
things
of
that
nature.
L
So
our
process
all
looks
differently
based
upon
what's
going
on
and
what
you'll
see
from
these
areas
most
of
those
passive
candidates
they're
not
going
to
know
about
the
position
unless
you
do
something
different
they're,
not
looking
at
those
those
job
descriptions.
The
reason
I
raised
that
this
is
an
example
of
our
search
process.
L
We
find
that,
although
we're
going
to
recommend
that
you
advertise
in
the
state
the
national
trades
for
the
obvious
reasons,
because
some
folks
are
going
to
be
plugged
into
those
in
the
area,
we
find
that
two-thirds
about
about
two-thirds
of
our
candidates
that
are
selected
by
our
clients,
as
semi-finalists,
have
heard
about
a
position
through
something
sdr
has
done
specifically
to
market
the
position.
So
those
are
those
kind
of
passive
candidates.
L
So,
regardless,
if
we're
hired
or
someone
else
is
that's
a
question,
I
would
encourage
you
to
to
explore
in
terms
of
the
process
and
how
you
do
it.
This
is
the
process
I
just
mentioned
to
you
in
detail.
I
know
it
may
be
hard
to
see
those
piece
from
the
very
start
for
the
interviews
all
the
way
to
the
fun
or
the
interviews
with
you
and
your
staff
and
your
community
all
the
way
to
the
interview,
the
on-site
interview
and,
as
I
said,
typically
it's
about
a
three-month
process.
L
In
the
time
you
say,
go
it's
about
a
four-month
process.
If
you
you
know,
take
into
account,
however,
elaborate
of
the
front
end
of
that
would
be
in
terms
of
interviews
and
efforts
and
activities.
So
even
if
you
were
to
say
start
today,
you're
not
interview
you're,
probably
not
advertising
for
at
least
a
month
at
that
stage,
if
you're,
based
on
what
I
suspect
will
be
your
desire
for
extensive
background
that
can
be
accelerated.
Obviously,
but
my
sense
would
be
you're
going
to
just
people
were
wondering.
What's
going
on
there.
L
L
J
L
G
L
How
we
we
work
with
communities
that
have
elections
and
how
this
has
happened
so
bear
with
me
about
some
thoughts
about
how
we've
tried
to
navigate
that
for
the
right
reasons,
because
I'll
tell
you
that
that'll
be
a
challenge
for
your
candidates
as
well.
So
this
just
a
chart.
What
I'll
tell
you
is
that
that's
that's
some
of
the
searches
that
we've
done
in
other
parts
of
the
country,
a
pretty
extensive
background
there.
L
L
L
As
we
go
forward
as
well.
Our
process
is
trying
to
get
a
kind
of
a
360
review
by
the
the
candid
videos,
the
the
questionnaire
detailed
questionnaires.
By
the
time
you
get
to
the
finalist
level.
We
always
have
a
process.
We
call
our
first
year
game
plan,
which
is
how
the
candidate,
if
they're,
appointed
your
finalist,
if
they're
appointed
how
they
would
approach
the
job
in
their
first
30
60
90
180
days
in
the
balance
of
their
first
year,
and
you
might
think,
that's
a
route.
You
know
routine
exercise.
I
see
thousands
of
these.
L
They
all
do
it
a
little
bit
differently.
It
gives
you
normative
insights,
about
how
a
candle
really
thinks
and
approaches
issues
and
the
kind
of
the
ebb
and
flow
that
they
will
go
through.
We
typically
work
with
you
to
develop
other
on-site
exercises
part
of
the
the
process
so
that
it
may
be
about
a
powerpoint
presentation
about
their
perception
of
challenges
and
opportunities
in
the
position.
It
may
be
an
economic
development
presentation,
maybe
something
else.
We
don't
know
what
that
looks
like,
but
presentations
and
public
speaking
are
normally
a
pretty
important
skill
set
in
managers.
L
So
we
try
to
build
an
exercise.
That's
involved
with
them
on
the
two
aspects.
Most
of
the
candidates
will
tell
you
they
never
go
through
as
much
work,
so
they
do
through
an
str
search,
but
they
also
tell
you
at
the
end.
By
the
time
I
was
hired,
I
was
I
was
prepared
for
the
job
I
had
done
my
homework.
It
forced
me
to
really
do
my
homework
to
go
forward,
but
it
also
allowed
you
to
get
a
perspective.
L
So
these
are
leading-edge
cities
that
are
kind
of
always
looking
down
the
road,
not
just
right
in
front
of
them,
but
five
years,
10
years
down
the
road
about,
what's
going
to
hit
us
in
their
face,
and
are
we
going
to
be
prepared
for
that
as
well?
So
we
started
this
program.
Last
year
it
started
with
80
local
governments
from
19
states,
from
very
small
communities
about
4
500
to
over
a
million
population.
L
So
pretty
diverse
area
at
that
point,
we've
now
actually
joined
icma
had
a
program
for
the
called
the
alliance
for
innovation
or
afi,
and
they've
now
asked
us
to
take
that
program
over
because
we're
the
only
government,
the
only
consulting
firm,
that
has
this
kind
of
strategic,
futuristic
foresight
program
put
into
effect,
so
we
actually
have
our
conference
in
austin
the
first
alliance
for
renovation
conference
in
several
years,
it'll
be
in
austin
in
two
weeks.
So,
if
you
haven't
thought
about
that,
that's
a
great,
a
great
opportunity
to
learn
a
bit
more.
L
So
when
we
started
this
program,
the
first
thing
we
did
is
survey
those
80
local
governments
and
say
what's
going
on
out
there.
What
do
we
want
to
hear
from
you
what
the
biggest
challenges
you
see
taking
place
in
local
government
at
this
point,
and
not
surprisingly,
because
we're
coming
through
the
world
of
the
pandemic
and
the
impact
as
you'll
see
from
that
area,
workforce
recruiting
administration
hiring.
You
know
remote
work.
All
that
was
the
single
largest
pain
point.
L
If
you
will,
with
regards
to
local
government
operations,
I
said
yesterday,
you've
got
close
to
3000
employees,
touching
your
citizens
in
you
know
any
number
of
ways
in
a
day-to-day
basis
and
the
services
they
provide.
If
you
don't,
retain,
attract
and
and
be
able
to
recruit
people
for
those
positions,
that's
a
problem
for
you
and
so
at
the
end,
that's
a
big
issue,
because
if
you
look
at
your
budget
generally
speaking,
when
you
take
your
capital
out
of
the
area
you're,
I'm
sure
sorry,
I
can
tell
you
the
the
single
largest
component
is
personnel
cost.
L
I
don't
know
what
what's
your
what's
your
personnel
budget
here,
rough
numbers,
yeah
yeah,
so
70
of
an
800
million
dollar
yeah
budget
somewhere
in
that
yeah
a
big.
You
know
it's
a
big
number,
a
lot
of
impact.
So
let
me
as
we
go
through
this-
and
I
know
this
is
harder
for
me
to
read:
I'm
going
to
step
back
a
little
bit
out
of
your
your
camera
light
there,
but
you
see,
but
the
areas
that
you
see
that
are
highlighted
really
are
in
red.
L
Those
are
more
pain,
points
and
moving
down
to
the
to
the
the
blue
are
positive.
Not
surprisingly,
most
of
those
areas
are
in
red
and
I
want
to
focus
on
this
concept
of
the
ones
I've
highlighted
doing
more,
with
less
stretch,
thins,
making
trade-offs,
workforce
problems
experiencing
talent
and
shortage
burnout
understaffed
under
resource
no
bandwidth.
Those
are
pretty
significant
issues.
I
would
suspect
that
you're
facing
here
as
well,
I
suspect,
you're
not
going
to
be
in
aberration.
L
Some
direct
quotes
coming
from
local
government
leaders
across
the
country.
I
wouldn't
advise
people
to
join
local
government
perceptions.
Public
employees
are
overpaid,
don't
work
everyone's
political
coming
in
with
their
own
agendas.
Good
people
are
burned
out
disgusted.
Whole
groups
are
ready
to
quit.
You
know,
that's
that's
in
a
very
tight
labor
market
and
local
government
is
in
the
midst
of
all
that
and
this.
This
is
what
we're
hearing
from
our
our
colleagues
across
the
country.
L
When
you
look
at
all
the
future
operational
issues
that
are
facing
local
government,
the
biggest
item
21
came
back
on
workforce
challenges.
This
is
the
market
you're
facing
right
now
in
terms
of
trying
to
attract
talent
and
elements
in
so
this
was
supposed
to
have
an
audio
to
it.
I'm
not
going
to
sing
this
the
first
time
I
did
this.
It
came
down.
Oh
there
we
go.
L
As
I
said,
you
don't
want
me
singing,
I
have
a
son,
that's
a
that's
a
musical
artist,
but
I'm
I'm
out
of
that
category.
So
I
just
want
to
unpack
a
little
bit
about
what's
happening
because
everybody's
got
their
kind
of
thoughts
and
theories
on
this,
but
this
is
what
you're
going
to
be
looking
at
as
you're
trying
to
attract
someone
in
local
government.
So
this
goes
back.
L
These
are
going
to
be
a
little
bit
dated
they
were
towards
the
end
of
the
calendar
year,
but
basically,
why
people
left-
and
I
want
to
highlight
that
very
a
lot
of
people
left,
because
you
know
they
had
coveted
or
they
had
child
care
issues
during
the
pandemic,
but
the
biggest
one
I
want
you
to
look
is
look
at
that
top
area.
This
most
significant
impact
of
why
people
were
leaving
the
workforce,
is
they
were
retired,
and
so
you
got
to
start
to
unpack
that
a
little
bit
more
and
say.
L
Well,
if
you
follow
that
straight
line,
projection
of
traditional
employment
retirements
as
we
become
older
as
a
society,
what
you
see
is
a
big
jump.
There
are
more
millions
of
people
retiring
and
continue
to
do
that
today
than
in
the
past,
and
so
that's
a
factor
in
terms
of
how
do
you
attract
these
folks
coming
forward
when
you
start
to
break
this
down
into
demographics?
L
Obviously,
baby
boomers
and
others
are
the
point
hitting
retirement
age
or
our
biggest
segment,
but
at
the
end
of
the
day,
even
as
you
go
deeper
into
your
organization,
you
can
see
there
over.
There
were
close
to
6
million
fewer
workforces
wanting
to
work
from
ages
25
to
64.,
so
your
pool
of
candidates
is
getting
smaller.
L
So
the
point
I'm
leading
to
here
is
that
there's
fewer
people
out
there,
and
especially
at
the
higher
level
skill
set,
those
folks
are
starting
to
retire,
and
I'm
going
to
talk
to
you
a
little
bit
about
why
the
next
group
coming
forward
is
so.
This
is
a
startling
information.
This
is
just
to
give
you
a
sense
of
raw
numbers.
You
can
see.
Obviously
I
don't
think
this
says
this
have
a
pointer
yeah.
It
does
well,
it
doesn't
work
with
the
screen.
M
L
That's
right
because
800
would
include
all
your
capital
budgets,
fair
statement,
fair
statement,
ruby,
absolutely
still
it's
a
big
number.
It's
it's
still
a
very
big
number.
So
as
you'll
see
after
the
pandemic,
then,
when
the
pandemic
first
started,
you'll
see
the
dip
and
it's
gone
up,
but
it's
nowhere
close
to
what
you've
had
in
terms
of
people
looking
in
the
workforce
of
what
is
traditionally
done.
These
are
just
raw
demographic
data
data
points.
L
So
when
you
start
to
look
at
what's
happening
in
the
local
government
arena,
you
start
looking
at
what
has
been
referred
to
as
the
silver
tsunami,
and
so
these
slides
I'm
just
going
to
go
through
this
area.
But
the
third
bullet
I
want
you
to
get
a
sense
of
is
that
this
isn't
going
to
go
away
as
as
the
pandemic
hopefully
gets
resolved.
L
That
third
bullet
is
going
to
be
with
you
for
until
2030.
every
single
day
there
are
10
000,
baby
boomers
that
hit
retirement
age.
Now
that
doesn't
mean
that
they're
going
to
retire,
but
that
means
they're
eligible,
retire
and
you're.
Seeing
in
the
previous
number
more
of
them
are
accepting
that
position.
They've
gone
through
the
great
recession,
they've
recovered
and
gotten
back
into
their
retirement
programs.
They
kind
of
got
their
three
communities
through
kova.
L
This
is
workforce
as
a
whole,
not
just
city
management,
but
I
just
it's
indicative
of
the
challenge
you're
going
to
face,
though,
and
so
basically,
what
you've
got
is
department
of
labor
was
talking
before
at
2.3
million
fewer
people
than
it
did
before
the
pandemic.
It
was
close
to
8
million
by
april
2020..
I
said
yesterday
the
last
blm
statistics
for
every
there
are
two
jobs
for
every
one
job
seeker
in
the
marketplace.
Right
now.
Obviously
we
got
a
problem.
Yes,.
L
They
just
have
checked
out
to
a
large
extent,
not
all
of
them.
They
just
well.
I
mean
I'm
not
going
to
get
into
the
political
of
stimulus
checks
and
everything
else.
There's
a
lot
of
people
not
working
and
they've
made
a
decision
not
to
work.
I
will
also
tell
you
that,
as
you'll
see
later
in
this
presentation
covet
had
a
change.
It's
affected,
the
psyche
of
our
country
and
yes,
certainly
affected
the
psyche
of
our
our
workforce.
L
Exactly
so
what's
happened
is
they
have
as
a
result
of
not
working,
they
have
done
some
self-reflection.
Do
I
want
to
still
work
in
what
I
did
or
do
I
want
to
do
something
different?
Some
have
gone
back
to
school,
some
are
doing
things,
some
have
become
entrepreneurs,
some
are
doing
side,
gigs
and
multiple
side.
Gigs
they've
decided
whatever
they
did
in
the
past.
They
don't
want
to
do
together,
so
they're
not
back
into
the
marketplace.
So
that's
a
piece
of
it.
L
Generally,
in
that
generally,
that
60
to
60
60
to
70
year
old
window-
that's
just
the
demographic
window,
because
it
depends
social
security
changes.
You
know
like,
I
think,
I'm
not
until
my
generation's,
not
until
like
67
and
three-quarters.
Something
like
that
exactly
this
is
this.
Is
these
are
blm
numbers,
so
they're
going
to
be
coming
from
traditional
social
security
retirement?
So
it's
going
to
vary
depending
on
what
what
group
you're
in
and
when
your
full.
L
C
I
just
want
to
point
out
to
everyone
what
doug's
talking
about
here.
These
are
the
challenges
that
this
organization
is
going
to
face
over
the
next
decade
and
or
maybe
indefinitely.
But
if
it's
the
challenges
that
the
organization
is
going
to
face,
it's
the
challenges
that
your
city
manager
is
going
to
face.
A
L
So
let
me
just
give
you
some
other
quotes
from
some
other
places
that
looking
at
local
governments,
as
you
can
see
here,
from
route
50,
it's
a
free
newsletter.
If
you
don't
get
it,
it's
certainly
encouraging,
as
elected
officials,
to
consider
signing
up
for
that
they're
facing
staffing
shortages,
the
burnouts
and
the
impacts
that
I
just
described
in
our
own
strategic
foresight
involved.
This
whole
grace
to
somebody
of
retirement's
taking
place,
that's
affecting
it.
L
It
really
started
about
a
decade
ago.
I've
been
in
this
business
for
35
years
before
working
with
sgr.
Now
for
the
past,
seven
and
we've
been
talking
about
this
stuff
for
a
while,
and
I
will
tell
you
that
very
few
organizations
do
a
good
job
of
addressing
it.
A
lot
of
folks
talk
about
succession
planning,
talent,
development,
I'm
over
the
country.
I
can
tell
you.
L
They're
now
saying
we're
done,
and
you
you're
now
facing
the
local
government
specter
is
really
really
challenging.
I
will
tell
you
as
a
recruiter,
as
it
pains
me
as
a
recruiter
we've
been,
we
have
blown
up
since
covet
has
gone
away,
we've
more
than
almost
tripled
the
number
of
recruitments
we're
working
on
now
than
we
did
pre-covered
and
that's
those
are
just
the
highest
levels
of
the
organization
you
can
imagine
what's
happening
all
the
way
down
through
the
lower
levels
as
well,
so
bottom
line
going
place
here.
This
is
just
I'm
sorry.
L
Let
me
go
back
to
this
slide.
This
is
the
point
I
was
trying
to
say
this
is
the
raw
demographics.
Everybody
wants
to
talk
about
efficiency,
everyone's
talking
about
more
with
less
than
the
process.
The
bottom
line
is
that
baby
boomer
generation
as
they
move
through
the
retirement
through
this
next
decade,
you
can
see
the
workforce.
Demographics
are
increasingly
smaller,
going
forward,
so
you're
you're,
fighting
against
a
very
competitive
marketplace
and
there's
just
raw
numbers.
You
just
don't
have
as
many
people
out
there
now
as
it
relates
to
the
city
manager
role.
L
So
this
is
this
point
going
forward,
and
this
is
something
that
we
talked
about
you
a
number
of
you
as
well,
as
your
staff
have
spoken
about.
How
do
we
do
pipeline
development?
How
do
we
get
talent
development?
I'm
just
telling
you
it's
an
area
that
most
city
manager
candidates
now
are
going
to
be
expected
to
help
you
develop
and
you're
going
to
have
to
invest
in
your
personnel
like
you've,
never
done
in
the
past,
because
those
organizations
that
do
that
are
likely
to
attract
and
keep
their
people?
L
That's
always
a
challenge
as
well,
but
it's
more
than
that
now
and
I
will
tell
you-
is
demographically
speaking
as
you
move
in
the
millennials
and
the
gen
x's
and
the
gen
y's,
just
as
your
your
one
resident
spoke
earlier
in
a
demographic
standpoint,
they
want
to
be
paid
fairly
and
equitably,
but
most
the
time
they
want
to
be
part
of
something
bigger
than
just
the
job
and
that's
where
local
governments
can
trump
the
private
sector
generally.
If
they
have
mission
vision
values,
how
do
they
touch
the
lives
of
people?
L
It's
a
different
focus
and
that's
why
we
spent
yesterday
talking
the
importance
of
that
it
this
this
is
where
the
rubber
meets
the
road
building
that
culture
not
only
will
keep
your
good
people
here,
but
will
help
you
attract
it.
And
if
you
don't,
there
are
other
cities
all
over
the
country
that
are
doing
it
and
they're
going
to
be
the
ones
attracting
those
folks
from
all
the
way,
the
top
to
the
bottom
level.
L
Your
employee
classification
processes
so
just
recognize
this
is
not
going
to
go
away
just
after
the
pandemic
happens
and-
and
we
finally
hopefully
get
resolved
you're
going
to
be
in
this
mode
for
several
years
for
the
better
part
of
a
decade.
So
some
just
another
comments
here.
You
know
about
companies
that
leverage
age
diversity
of
their
workforce.
L
How
do
you
keep
those
people
that
may
be
thinking
about
retirement,
but
also
an
understanding
of
your
as
the
employment
sector
as
a
whole
is
getting
the
service
the
communities
we
serve
as
we
get
older
as
a
community
having
those
older
retirements
keeping
them
here
in
some
way
shape
or
form
will
help
you
kind
of
stem
the
tide
going
forward
there.
Some
other
elements,
if
you're,
not
thinking
about
listening
to
processes,
procedures,
work
from
home,
hybrid
strategies.
This
is
a
whole
new
world.
L
I
guarantee
most
cities
never
thought
about
a
work
from
home
policy
before
covet
hit.
I'm
now
finding
that
some
areas,
where
they're
forcing
their
employees
to
come
back
they're
losing
employees,
they're
saying
I'm
done,
I've
demonstrated
for
the
last
two
years.
I
can
do
my
job
remotely
now
you
want
me
to
come
back
just
because
you
want
me
to
come
back
and
they're
finding
communities
and
organizations,
so
this
is
freaking
out
the
hr
folks,
because
it's
changing
the
whole
dynamics,
I'm
also
working
with
organizations
that
are
saying
that's
the
organization
we
want
to
come.
L
We
want
at
least
have
a
hybrid
system
or
the
option
to
allow
them
and
that's
how
they're
retaining
and
attracting
new
talent
going
forward
as
well.
So
big
shift
from
the
great
resignation
to
great
retention,
same
sort
of
concept
there.
You
really
need
to
be
focusing
on
how
you're
going
to
retain
your
your
top
talent
going
in
the
effort.
So
these
are
issues
that,
as
key
said,
are
going
to
be
basically
affecting
you
and
affecting
your
manager
a
couple
other
slides.
Just
to
give
you
a
sense.
L
This
is
called
from
the
national
employee
survey
or
nes
polco
does
this
every
year.
This
gives
you
some
benchmarks
of
how
people
feel
about
their
jobs.
So,
as
you
can
see,
there's
a
lower
percentage
of
those
that
feel
their
fairly
compensated
performance,
a
little
higher
in
staff
morale,
but
as
it
relates
to
organizational,
shows
appreciation
for
the
work
they
do,
they
do
just
a
little
over
50,
not
really
strong
markets
there.
So,
if
you're
thinking
about
going
out
the
door,
you
know
this
is
how
you
treat
your
employees
as
an
important
element.
L
The
element
that
I
think
you
want
to
take
away
from
that
is
that
you
know
half
of
the
employees
job
100
in
2021
41.
They
are
definitely
job
hunt
in
2022.,
25
percent
they're
undecided,
and
if
you
do
the
math,
that
means
two-thirds
of
your
employees
are
probably
one
foot
thinking
about
going
out
the
door
so
wherever
you're
facing
now,
I
don't
know
I
in
talking
with
keith
and
rosario.
I
think
your
30
vacancy
rate
somewhere
in
that
ballpark
now
even
higher,
even
higher
than
that.
L
L
You
really
have
to
focus
on
your
employee
development,
certainly
focusing
on
recruitment
activities
and
that's
going
to
lead
to
some
real
challenges
that
whoever
is
in
that
seat,
staffing
and
retention
is
going
to
be
one
of
your
top
challenges,
whether
you've
identified
or
not,
I'm
just
telling
you
that's
going
to
be
a
factor
and
and
those
organizations
to
build
it.
Yes,.
O
A
E
L
Yeah,
so
what
what
I'll
tell
you
and
we
work
with
a
lot
of
communities
about
trying
to
become
and
what
what
karen
just
mentioned
and
what
you're?
What
you've
just
raised
as
well
is,
is
how
do
you
become
an
employer
of
choice
because
that's
where
you
want
to
be,
you
want
to
be
able
to
track
that.
I
have
a
whole
different
workshop
on
that
that
involves
looking
at
your
job
description.
Sometimes
looking
at
your
educational
requirements,
do
you
still
need
college
degrees?
Can
you
do
certificates
things
like
that?
L
L
L
You
still
have
to
cover
office
hours,
so
collectively
we
do
job
sharing.
What
used
to
be
one
full-time
position?
Maybe
it's
two
part-time
and
one
person
doesn't
not
all
people
want
to
work
from
home.
They've
got
kids
and
all
that
they
don't
want
that.
So
you
have
to
find
the
mix,
and
so
there's
not
a
there's,
not
a
simple
silver
bullet.
You
have
to
just
be
flexible
and
to
encourage
that
and
make
the
best
decisions
you
can
in
order
to
still
provide
the
service
you
got
so
don't
assume
everything
can
be
done
remotely.
E
L
The
reason
I
went
through
that,
as
I
say,
it's
a
bigger
indication
than
just
the
city
manager
marketplace,
but
that's
the
marketplace
you're
in
and
I
will
tell
you
it's
an
overarching
issue
when
our
strategic
foresight
members
are
saying
this
is
the
biggest
issue.
You've
got,
I
don't
care
whatever
else.
You're
looking
for
in
a
skill
set
having
a
manager
that
can
address
that
and
help
drive
a
culture
and
look
at
the
flexibility
is
something
I
just
wanted
to
make
sure
as
you're,
considering
this
very
important
hard
decision.
Yes,.
B
C
Yeah,
the
attributes
that
are
being
looked
for,
it's
something
that
I
refer
to
as
the
forfeits
you've
just
hit
on
a
couple
of
them.
Your
city
manager
needs
to
be
a
fit
for.
Your
organization
needs
to
be
a
fit
for.
The
council
collectively
needs
to
be
a
fit
for
the
council
individually
as
well,
and
then
needs
to
be
a
fit
for
the
community.
A
A
You
know
we
that
we're
lacking
that
you
know
seriously
so
be
aware
that
too,
so
the
next
city
manager
needs
to
truly
focus.
In
my
opinion
on
you
know,
internally,
first,
we
can
get
our
people
to
be
able
to
service
the
community
and
not
have
this,
this
low
morale
and
dysfunction.
As
far
as
you
know,
salaries
and
the
appeal
that
maybe
someone.
E
A
L
If
you
hold
on
that
thought,
because
I'm
going
to
give
you
some
thoughts
about
suggestions
and
issues
of
how
to
deal
with
that
issue,
I
I
promise
I
will
be
able
to
address
it
and
just
kind
of
hang
on
to
that
for
as
we
go
forward.
If
that's
okay,
yeah
all
right.
Thank
you
all
right.
So,
let's,
let's
forge
forward.
Let's
talk
a
little
bit,
I
wanted
to
give
you
some
insights
of
what
I
heard
from
the
conversations
that
I
had,
because
I
think
that
will
provide
some
insights.
L
Hopefully
there
will
be
some
some
comments
that
will
be
consistent
in
your
community,
so
I
started
saying
you
know
in
a
perfect
world.
What
would
what
would
be
the
full
range
of
qualifications
and
abilities
of
your
preferred
candidates
for
the
position,
so
I
started
with
the
charter
because
in
your
charter,
not
all
charters,
you
got
to
start
there.
Not
all
charters
outline
specifics,
but
in
your
charter
it
does
so
it
says
the
city
manager
shall
be
appointed.
L
They
shall
have
a
master's
degree
and
no
less
than
eight
years
experience
in
government
economic
development
or
other
government-related
field,
five
of
which
must
be
in
the
supervisor
mango
experience
and
a
master's
degree
in
public
administration's
preferred.
So
your
charter
has
got.
It's
obviously
got
that
you
may
want
some
other
things
above
and
beyond
that
which
is
certainly
taken
into
account.
So
things
that
I'd
ask
all
of
you
and
the
feedback
are
the
ones
that
were
able
to
speak
with
me
on
it
experience
in
city
management.
It
shouldn't
be
the
first
post.
L
This
is
a
pretty
complex
position,
we'll
talk
a
little
bit
about
non-traditional
candidates
a
little
bit
later,
but
there
is
some
desire,
and
looking
at
that-
and
as
I
say
about,
are
there
folks-
we've
got
to
figure
out
whether
that
fits
into
your
charter,
language
or
not
other
skills
that
you're
looking
for
an
outstanding
communicator,
both
oral
written
and
and
presentation,
skills
demonstrated
leadership
and
running
a
large
and
complex
organization.
We
talked
about
that
yesterday.
You
think
about
the
diversity
of
services
that
you
run.
L
That's
a
pretty
complex
place
to
do
and
all
the
moving
parts
and
keeping
the
wheels
moving
forward.
Strong
understanding
of
municipal
budgeting
and
financing
utility
operations
and
rate
structures.
You
know,
obviously,
utilities
are
a
big
business
for
local
governments,
they're
enterprise
operations.
I
know
you're
facing
some
rate
issues
you're
facing
a
number
of
of
challenges
in
that
function,
and
I
will
tell
you
across
the
board
any
any
strong
city
manager,
candidate,
large
or
small.
They
always
got
to
know
where
the
fun
you
got
to
pay
for
things.
L
Some
other
things
that
came
forward
you've
got
a
lot
of
capital
projects
underway
capital,
project
management
and
grant
management
with
the
federal
dollars
and
the
infrastructure
dollars
that
are
coming
forward,
even
though
the
manager
is
not
going
to
be
the
one
out
in
the
field
running
this
stuff.
There's
a
lot
of
parts
of
that.
It's
like
symphony
and
making
sure
that
things
are
getting
done
in
appropriate
times
and
the
processes
are
in
place
to
make
that
work
forward.
So
that's
a
skill
set
that
was
desired.
L
You
just
mentioned
economic
development
redevelopment
and
transportation
logistics.
If
I'm
doing
an
economic
development
search.
I
do
a
lot
of
those
searches
depending
upon
the
nature.
Some
are
advanced
manufacturing.
Some
are
biomedical.
It
all
depends
in
this
case.
You've
got
obviously
transportation
logistics
and
so
someone
that
is
not
necessarily
your
economic
developer
but
understands
that
marketplace,
because
each
one
of
those
sectors
have
different
ebbs
and
flows
and
and
understanding
that
that
how
it
comes
together.
L
When
your
your
convention,
visitors,
bureau
director,
took
me
around
she
kept
saying,
this
has
only
been
here
a
couple
years:
it's
only
been
here
a
couple
years,
you're
just
seeing
the
massive
growth
and
then
the
last
piece
that
came
up
as
well
is
international
city
county-cm,
that
is
icma
credentialed
manager.
This
is
a
self
process
where
individuals
do
a
360
analysis
of
their
their
skill
sets.
L
They
identify
the
areas
where
they
can
be
enhanced
their
skills
and
then
they
commit
after
they
go
through
an
application,
and
a
review
process
ultimately
come
into
being
a
credentialed
manager
candidate
and
they
have
to
commit
to
at
least
40
hours
of
continuing
education
and
addressing
and
filing
reports
demonstrating
that
they're
expanding
their
professional
development
going
forward
and
and
once
you're
in
you're,
not
in
you've,
got
to
continue
that
process
going
forward.
So
that's
another
classification,
we
see.
Yes,
I
have
a
question.
E
L
L
No,
you
have
to
have
some
background.
You
have
to
be
in
so
many
years
of
experience.
It
doesn't
have
to
be
as
a
cm.
It
can
be
as
a
department
head,
it
can
be
as
a
deputy
or
a
city,
man
or
deputy
or
an
assistant
city
manager,
but
you
can
apply
and
and
work
towards
it.
But
there
is
a
combination
of
years
of
experience,
coupled
with
that
ongoing
being
entered
into
the
program
and
an
ongoing
40-hour
plus
commitment
to
professional
development.
N
L
N
N
And
so
one
of
the
criteria
that
we
are
looking
at
is
that
this
should
not
be
their
first
post
in
local
government,
but
I
think
that
laredo,
I
think
we
need
somebody
who's.
Looking
for
a
challenge,
and
I
think
that
we're
looking
for
somebody
who
maybe
wants
an
opportunity
to
you
know
grow
with
the
city
grow
with
us
kind.
E
E
N
They
have
that
certification,
because
this
would
give
them
an
opportunity
to
grow,
whereas
other
cities
that
are
maybe
a
little
bit
better
positioned
for
competit
competitiveness
are
going
to
want
the
ones
that
have
the
experience
already
as
the
city
manager.
Sure,
in
other
words
like.
I
don't
think
we
should
be
that
picky,
because
you
know
they're
going
to
come
and
and
they're
new,
but
at
the
same
time
that
doesn't
necessarily
mean
that
they
can't
handle
the
work.
L
Let
me
give
you
an
example.
I
just
recently
did
a
search
in
a
community
in
florida
about
90
000
a
population,
and
what
I
often
will
see
is
rarely
do
I
re
rarely
do
I
see
icma
cm
required.
What
I
normally
see
is
icma-cm
desired.
In
the
case
that
I
just
mentioned.
The
florida
community
I
mentioned
to
that
individual
was
a
deputy
county
manager
was
enrolling
in
the
icmacm
program.
L
E
L
Like
what
you
said
into
the
position,
so
yes
that
takes
place,
I
don't
think
I've
ever
done.
A
search
where
I
see
is
as
an
absolute
requirement,
but
it
is
a
desire
because
what
it
is
it's
demonstrating
that
the
individual
you're
hiring
or
the
individual
you're
seeking
to
hire
is
committed
to
their
own
professional
development.
Well,.
E
L
He's
never
been
a
city
manager
that
is
correct
as
well,
absolutely
yep
yep.
It
could
go
both
ways,
yeah
yep
understood
so
moving
forward
the
other
issues.
I
wanted
to
get
a
challenge
from
your
talking
to
all
of
you
and
your
staff
about
you
know
when
I
talked
about
challenges
and
opportunities.
I
it's
like
a
word
cloud.
The
more
often
I
hear
the
same
sorts
of
things,
the
more
likely
they're
major
issues
for
you
as
an
organization
the
community.
So
these
were
some
of
the
things
that
came
forward.
L
L
There's
a
desire
to
look
at
secondary
potable
water
supply
source
bridge
rehabilitation,
expansion,
including
the
new
4-5
bridge
that
you're
discussing
and
how
that
all
comes
together
and
some
resolution
there.
Some
concerns
about
transportation
networks,
specifically
mines
road,
but
you
also
spoke
about
the
inner
and
the
outer
loop.
Some
of
those
are
under
your
control.
Some
of
those
are
under
text
efforts
and
a
combination
thereof,
a
lot
of
comments
about
development
and
financing
of
formal
street
maintenance
program.
You
kind
of
have
you're
doing
some
work,
but
it's
not
comprehensive.
L
There's
concerns
about
you
know
what
does
that?
Look
like
going
forward
heard
a
lot
of
discussions
about
the
inner
city,
development
and
redevelopment.
You
had
some
comments
this
morning
about
your
downtown.
I
find
this
almost
going
across
the
country,
affordable,
housing
and
homelessness.
I
don't
know
what
affordable
housing
looks
like,
but
you
know
most
communities
are
struggling
at
that
right
now,
and
I
think
he
had
a
speaker
this
morning
talking
about
that
as
well.
L
The
element
of
building
and
developing
your
municipal
organizational
capacity,
the
stuff
we
just
got
done
talking
about
recruitment
retention,
succession
planning
things
like
that,
this
goal
of
solidifying
your
vision
of
what
you
want
to
be
as
a
community
in
your
strategic
planning
and
also
how
do
you?
How
do
you
leverage
and
expand
upon
your
unique
position
as
the
largest
land
port
and
the
international
trade
that
you've
got?
L
L
A
couple
specific
projects
you
get
the
bi-national
river
park,
that's
been
discussed,
we've
got
the
new
sports
complex.
We
talked
a
little
bit
about
yesterday
as
well.
A
number
of
you
spoke
about
the
need
to
update
and
reinvest
in
your
information
technology
systems
that
some
of
your
systems
are
getting
pretty
dated
or
out
they.
You
know
they
just
need
to
be
upgraded
and
those
are
those
are
significant
investments
as
well.
L
N
And
a
question
about
that,
like
when
a
city
of
potential
city
managers
looking
into
the
city
and
they
start
looking
at
our
different
media
channels
and
our
different
communication
I
mean,
is
that
something
that
they
look
at
like
the
consistency
of
messaging
or
is
that
gonna
yeah?
Because
I
think
that's
an
issue
that
we
have
is
just
that
we're
not
consistent
with
our
messaging
and
I've
been
saying
it
for
a
while.
But
I
just
don't
know
how.
N
L
N
L
Your
point
yes,
given
I'm
gonna,
say
the
age
of
the
internet.
We've
been
around
for
a
long
time
now
in
the
process,
but
the
bottom
line
is
many
times
we'll
find
we
do
those
exercises
for
on-site
interviews
and
we'll
say
all
right.
We
want
you
to
do
a
short,
high-level
powerpoint
of
what
you
see
are
the
challenges
and
opportunities
from
your
perspective
to
the
community.
They'll
have
done
their
homework
on
you.
L
When
I
see
those
exercises
come
forward
and
say
here's
some
areas
that
I
think
that
maybe
you
haven't
talked
about,
but
I'm
just
looking
as
a
candidate
that
I
think
we
can
help
you
address,
and
some
of
those
will
be.
Your
website
design
your
communication,
how
you
handle
your
hr,
you
know
all
those
things
will
come
forward.
So
that's
that
you
know
how
do
we?
How
do
we
learn
and
get
more
information
from
candles?
L
The
next
piece
that
I
ask
each
of
you
to
to
feed
some
come
back
to
us
about
you
know.
If
you
I
gave
you
all,
I
think
the
example
I
said,
I'm
gonna
give
you
the
magic
wand
you
get
to
wave
at.
What's
the
perfect
city
manager
look
like
to
you,
and
so
you
know
their
background,
their
skills,
their
traits,
their
attributes,
things
like
that.
L
So
these
are
just
paraphrasing
what
I
heard
back
from
you
in
those
conversations
ability
to
develop
respectful
and
professional
relationships
with
the
city
council,
and
you
know,
understanding
the
roles
and
responsibilities
we
spoke
yesterday
that
you
would
benefit
from
a
non-local
candidate
that
could
provide
a
fresh
and
external
perspective
on
operations,
familiar
experience
in
border
issues.
Obviously
that's
you
are
where
you
are
and
that's
a
factor.
L
You
know
that's
not
going
to
change
going
forward,
strong
ethic
commitment
be
willing
to
say
no
and
push
back
if
needed,
if
they're
being
pushed
in
areas
that
didn't
seem
to
be
appropriate
relative
to
the
the
charter,
responsibilities
of
management
and
micromanaging
of
the
manager's
office
and
the
administration,
given
your
obviously
proximity
to
mexico
and
and
bilingual
skills
would
be
desired.
Many
of
you
said
that
would
be
great,
but
not
required,
but
certainly
would
be
desired.
L
A
really
commitment
to
transparency,
you
know:
does
the
candidate
come
from
organizations
that
pushes
information
out
engages
the
community
talks
about
what's
happening?
A
number
of
you
all
spoke
about
that,
and
I
think
I've
heard
some
of
your
residents
say
that
as
well,
the
ability
to
understand
international
trade,
logistics
and
transportation
systems,
that's
a
pretty
defined
area
in
economic
development,
but
understanding
that
component.
L
This
one
goes
keith
and
I
would
both
say
if
you're
not
thick-skinned,
you're,
probably
not
in
the
business,
because
no
matter
what
you
say,
you're
going
to
have
people
coming
at
you
in
different
elements,
you
got
to
be
able
to
roll
with
that
and
go
forward
and
an
excellent
communicator
with
clear
messaging.
That's
you
know
this
person
is
going
to
be
the
face
of
your
administration.
They've
got
to
be
able
to
to
convey
that
information
appropriately.
L
Other
ideal
attributes
worldly
understand
how
other
successful
communities
operate.
If
there
was
a
theme
that
I
heard
coming
out
of
that
out
of
my
conversations,
and
just
my
own
perception
is
that
there's
a
sense
that
that
be
it
by
design
or
by
history
or
culture.
You've
been
kind
of
isolated
and
I
think
part
of
that's
probably
geography,
you
don't
it's
been
pointed
out.
L
You
don't
have
a
lot
of
other
cities
around
you
and
you're
kind
of
150
miles
or
beyond
some
of
your
other
major
metropolitan
areas,
but
the
sense
is
there's
a
sense
that
this
is
just
the
way
we've
done
it
and
there
are
other
cities.
There
are
other
counties,
there
are
other
successful
organizations
and
having
somebody
that
has
that
has
seen.
That
would
be
beneficial
to
you,
and
these
are
things
I
heard
from
you.
So
I'm
not
trying
to
to
impose
that
on
you,
but
I
thought
that
was
an
interesting
perception
there
as
well.
L
A
desire
to
look
at
process
improvements,
importance
of
operational
metrics.
You
know
you
have
plans
and
efforts,
but
a
lot
of
you
spoke
about.
How
do
we
really
track
if
we're
being
the
most
efficient
and
effective?
We
can
be
right
now,
understanding
of
the
border
and
the
unique
culture
that
you
have
here
in
laredo
being
comfortable
and
making
bold
decisions,
and
this
may
go
back
to
the
point
of
kind
of
the
sort
of
damocles
over
of
managers
of
you
know.
L
If
you
don't
do
this
you're
going
to
be
fired,
you're
going
to
have
to
make
decisions
and,
and
that
you
have
to
that's
part
built
into
the
dna
of
management.
You've
got
to
be
willing
to
be
bold
and
innovative,
don't
be
willy-nilly,
throwing
ideas
out
there
do
your
homework
here,
the
reasons
and
rationale
but
willing
to
make
those
tough
recommendations
and
issues
that
take
place.
L
Someone
certainly
has
to
be
politically
savvy.
It
doesn't
mean
they're
political,
but
they
have
to
understand
the
politics
and
the
world
in
which
they
navigate.
It's
the
nature
of
local
government
not
be
decisive,
definitive,
not
being
afraid
to
make
those
bold
decisions
as
well,
an
element
that
that,
although
the
manager,
your
charter
has
some
unique
provisions,
we
talked
about
yesterday,
where
you've
got
council
involvement
in
hiring
and
firing
and
requiring
votes
to
do
certain
things.
L
But
for
the
most
part,
your
manager
is
that
unique
employee
that
plays
and
helps
you
in
policy,
but
also
services,
a
buffer
to
your
administration.
Your
department
heads
didn't
sign
up
to
be
under
the
firing
spot
every
day.
They
are
not
generally
in
the
position
of
being
fired.
If
one
council
member
or
they
decide
you
just
want
to
make
a
change
in
the
city
manager,
and
so
the
manager
has
to
be
able
to
play
that
buffer
to
say
you
know,
that's
my
area
I'll
deal
with
that
issue.
L
That's
not
the
commission's
area,
the
council
areas,
but
that
really
represent
that
and
and
be
able
to
provide
that
buffer
experience.
Given
the
unique
nature
of
the
role
of
the
responsibility
we
talked
about,
as
we
just
spent
today
recruiting
retaining
encouraging
professional
development,
a
very
strong
skill
set.
A
number
of
you
said
that
as
well
experience
in
collective
bargaining,
you've
got
some
of
that.
We
don't
see
a
lot
of
that
in
texas,
but
apparently
there's
some
of
that
plus.
You
also
have
a
civil
service
system
here.
A
A
A
Know
where
yeah
I'll
make
this
decision,
but
he's
there's
no
dummy,
I
mean
it's
going
to
say
if
I'm
making
the
decision
of
being
threatened
and
there's
a
probability
of
a
lawsuit
that
is
going
to
involve
me
and
and
then
I'm
I'm
gonna
have
to
be
paying
for
for
attorney's
fees
and
that
sort
of
thing,
so
you
know
to
be
able
to
you
know
to
make
those
bold
decisions.
He
needs
to
feel
that
there's
legally,
that
he's
protected
some
way.
L
Absolutely
I
will
tell
you
that
that
would
traditionally
fall
under
when
you
do
the
employment
agreement
with
your
manager.
There's
always
a
section
that
talks
about
that.
The
city
is
going
to
provide
indemnification,
insurance
and
programs,
so
the
decisions
to
the
extent
they're
operating
within
the
parameters
of
their
authority.
They
they
have
protection
in
that
regard.
Now,
if
they're
doing
something
totally
illegal
or
outside
of
that
boundaries
they're
on
their
own,
but
that
would
normally
be
part
of
your
employment
agreement.
Absolutely
yes,
yeah!
L
I
will
tell
you
as
a
city
manager,
I
you
know
they're
named
it's
like
police
chiefs
in
city
manchester
named
in
almost
anything
the
city
does
somebody
you
know
they're
suing
all
the
council
members
or
some
of
the
man
just
the
nature
of
the
position,
so
that
would
be
acceptable
coverage
that
that
is
not
on
their
nickel.
That's
that's
traditionally
covered
by
that.
That's
what.
L
Yep
definitely
some
other
issues
that
came
forward,
attributes
experience
in
helping
and
setting
achieving
communities,
vision,
comfort
of
the
public
nature
of
the
position
and
being
engaged
in
the
community.
This
is
the
part
where
I
mentioned
earlier.
This
is
a
public
position.
They
will
be
engaging
europe.
Most
of
you
recognize
that
you
know
people
are
going
to
know
who
the
manager
is
and
they've
got
to
feel
comfortable
in
their
skin
in
that
environment
as
well
other.
L
We
talk
about
worldly
understanding,
other
communities,
transformative,
visionary
help,
build
the
organizational
culture,
a
proactive
versus
reactive.
Sometimes
you
feel
like
you're,
always
kind
of
putting
out
a
fire.
How
do
you
get
ahead
of
that
so
you're
being
aggressive
and
trying
to
head
things
off
down
the
road
that
is
likely
coming
at
you?
L
A
focus
on
customer
service
mindset
and
this
process
improvement
and
six
sigma
is
a
way
you
can
get
different
belts
and
different
levels
of
that
effort
there,
whether
they've
got
that
or
whether
they've
worked
in
organizations
that
have
encouraged
that.
So
I
don't
say
at
the
end
of
the
day,
you
know
they're,
you're,
probably
gonna.
Look
for
all
these
types
of
skills,
plus
I
have
a
cape
that
has
a
big
s
in
the
back
of
your
manager.
L
L
We
would
crystallize
those,
but
I
just
want
to
give
you
a
sense
of
what
you've
heard
and
I
think,
hopefully,
your
community
would
have
some
comfort
in
some
of
the
things
that
that
you
feel
would
be
in
that
waving
of
the
magic
wand,
the
ideal
attributes
of
your
of
your
manager,
the
other
piece
before
we
get
into
kind
of
process.
Here
I
want
to
just
identified
and
said:
listen
at
the
end
help
me.
You
know
we
joke
about.
There's
a
there's,
a
great
quote
in
george
orwell's
book
called
animal
farm.
L
It
says
all
animals
are
equal,
it's
just
some
are
more
equal
than
others.
So,
in
the
midst
of
all
this
stuff
that
you've
got
going,
I
said
all
right.
If
the
first
one
to
three
years,
what
do
you
really
think
has
to
happen
here
just
to
get
a
snapshot
and
we'll
help
articulate
that,
if
we're
selected
to
do
this
search
to
help
you
greater-
and
these
once
again
are
not
in
any
particular
order?
L
The
upgrading
of
the
I.t
systems,
some
resolution
of
the
4-5
international
bridge
project,
at
least
some
plan
for
the
mines,
road
transportation
challenges,
you're
facing
the
development
of
a
street
maintenance
and
financing
program,
long-term
repair
maintenance
program,
underground
utilities.
I
know
you
just
approved
some
bonding
authority
for
that.
But
that's
that's
a
big
project
and
it's
not
going
to
go
away
over
and
it
didn't
happen
overnight.
L
L
You
come
on
board
and
you're
dealing
with
budgets,
you're
dealing
with
actions.
You
may
not
have
all
the
history
and
how
do
you
get
folks
up
to
speed,
especially
given
the
nature
of
the
number
of
transitions
that
might
take
place
and,
as
we
talked
yesterday,
there
was
some
discussion
about,
maybe
not
that
it's
the
manager's
role
but
it'd
be
something
that
would
be
involving
the
operation
of
the
city.
L
Looking
at
your
charter,
ordinances
policies
and
procedures
make
sure
there's
some
uniformity
and
consistency
in
place
there
and
then,
certainly
as
that
person
comes
on
board
developing
relationships
both
within
the
organization
and
with
the
community
as
a
whole.
So
I
said
the
nature
of
the
public
position,
so
those
are
some
of
the
the
major
priorities
that
you
all
identified
as
well.
L
I
thought
it
would
be
helpful
to
at
least
talk
a
little
bit
from
when
I
mentioned
about
the
icma
cm
program.
The
cadential
manager
program,
as
part
of
that
icma,
has
identified
these
18
different
core
areas
that
they
feel
a
successful
manager
has
to
to
build
their
their
talent
and
expertise
in,
and
so
some
of
these
things
are
maybe
worded
a
little
differently
than
what
I
heard,
but
staff
effectiveness,
policy,
facilitation,
functional
expertise,
planning,
citizen
service
performance
management
management.
L
The
main
skill
sets
that
a
successful
manager
needs
to
possess
to
be
effective
in
their
positions,
and
then
I
want
to
identify,
as
I
said,
we
do
a
lot
of
searches
and
do
a
lot
of
work
for
city
managers
and
city
councils
across
the
organization
across
the
country.
These
are
some
other
things
that
I
just
wanted
to
put
in
front
of
you
that
you
might
be
wanting
to
consider
that
that,
hopefully,
would
resonate
with
you
as
well
as
your
your
citizenry.
L
But
if
you
can't
talk
to
people
and
understand
people,
this
is
a
people
related
business,
it's
a
relationship,
related
business
and
and
so
we're
seeing
a
lot
of
communities
really
emphasizing
the
need,
and
as
we
work
through
the
candidate
processes,
how
do
you
gauge
whether
they've
got
a
strong
emotional,
intelligent
background
to
be
able
to
navigate
the
things
that
you're
dealing
with
we've
spoken
about
recruitment
retention,
succession
planning
economic
development?
Certainly
many
year
candidates
may
come
with
some
strong
economic
development
background.
Some
of
them
may
be
certified
economic
community
development
processionals
as
well.
L
Those
be
credentials
that
you
would
sometimes
see
more
and
more
we're
finding
that
the
manager
and
communities
are
asking
the
manager
to
really
help
lead
and
support
community
engagement.
It
gets
back
to
quality
of
life.
Many
of
your
residents
spoke
about
they've
chosen
here.
They
want
to
be
here,
they're
invested
here
and
they're
yearning
for
an
opportunity
to
be
engaged
with
their
local
government
and
maybe
new
and
different
ways,
and
so
some
cities
do
that
really
effectively.
L
I
want
to
talk
about,
and
a
number
of
you
referenced
this
issue
about
the
dynamics
of
the
board,
a
skill
set
that
didn't
necessarily
get
articulated
to
talk
a
little
bit
about
helping
to
find
consensus.
It's
sportsmanship
abilities.
How
do
you
work
with
nine
personalities,
help
you
gel
and
find
consensus
on
matters
and
come
together
and
have
you
help
cajole
and
find
compromises
where
possible,
it
isn't
always
possible,
but
that's
a
skill
set.
That's
not
something
that
anybody
really
trains.
L
You
in
you
learn
that
through
the
business
so
many
times,
managers
that
have
had
that
experience
or
assistants
or
department
heads
that
have
like
planning
and
zoning
directors
for
an
example
often
work
with
their
planning
and
zoning
boards
or
their
planning
boards.
They
have
to
work
with
that.
Those
are
skill
sets
that
are
that's
uniquely
training
that
you
get,
and
so
those
are
things
that
are
pretty
strong.
L
You,
you
employ
a
lot
of
people,
it's
a
it's
a
factor.
It
certainly
has
been
elevated.
You
know,
especially
over
the
last
several
years.
There
are
organizations
that
are
dealing
with
it
front
and
center.
There
are
other
organizations
that
really
haven't
had
much
experience
with
it.
My
sense
is
given
the
the
cultural
diversity
of
the
community
and
the
dynamics
and
your
your
demographics,
that
that
would
be
an
important
element
for
you
to
consider
talk
about
process
improvement,
talk
about
communication
skills,
intergovernmental
relations.
L
You
don't
have
a
lot
of
other
sister
cities
around
you,
but
you
are
a
major
international
port,
meaning
you
certainly
have
relationships
across
the
border.
But
what
does
that
look
like
elsewhere
in
the
state
elsewhere
in
the
federal
government,
the
manager
doesn't
play
the
politics,
but
they're
expected
to
help.
L
So
let
me
talk
well
first,
let
me
stop
there
for
a
second
anything
that
you
know
I
missed
from
you.
First
of
all,
hopefully,
I've
captured
your
thoughts,
at
least
the
ones
that
were
able
to
connect
with
me,
but
I
just
want
to
make
sure
do
we
have
kind
of
a
general?
I'm
not
saying
it's
all
inclusive,
as
I
said
this
pretty
rapid
rapid
dive
into
the
process,
but
anything
there
that
maybe
we've
missed
that
you
think
would
be
important
to
identify.
B
L
A
Another
comment
too,
on
the
intergo
governmental
yeah,
the
manager
is,
is
helpful,
but
it
primarily
lies
with
the
the
mayor.
For
example,
I've
taken
that,
as
my
you
know,
what
matters
of
you
know
foreign
relations,
so
to
speak
with
mexico,
washington.
You
know
they
kind
of
look
to
the
mayor,
so
the
mayoral
candidates
pay
close
attention
to
that.
Then
that's
that's
also.
You
know
very
important
now.
E
A
L
I
appreciate
the
let
me
let
me
unpack
that
even
greater,
I
agree
with
you
100,
that's
typically
the
role
of
the
elected
official.
I
will
tell
you,
as
a
city
manager,
I
typically
would
accompany
my
mayor
and
council
on
those
items.
I
help
facilitate
the
conversation
in
terms
of
making
sure
they're
briefed
on
the
topics,
the
issues,
the
challenges
and
many
times
a
map
to
kind
of
fill
in
the
gaps
as
you're
having
a
conversation
with
elected
officials
at
the
federal
or
state
level,
and
they
don't
understand
it.
L
They
sometimes
want
to
understand
the
nuances
behind
it,
and
so
it's
not
to
replace
that
role,
but
it's
to
help
facilitate
the
service
or
resource
to
it
and
and
some
managers
are
better
at
that
than
others-
absolutely
good
point
there.
So
let
me
talk
a
little
bit
about
this.
Is
we're
getting
feedback
here
about
what
I,
as
I,
as
I've
heard
your
conversations
looked
at
this
certainly,
and
I've
reflected
some
of
this
and
just
making
some
adjustments
in
this
slide
last
night.
L
Let
me
talk
a
little
bit
about
the
challenges
you
face
in
the
search
and
some
options
for
your
consideration.
Going
forward,
so
I,
if,
if
anyone
walks
in
and
tells
you,
this
is
an
easy
job
to
recruit
for
run
away
from
that
firm.
I'm
just
telling
you,
because
I
I've
done
this
enough.
We
do
this
enough.
This
is
not
an
easy
recruitment
and
the
reason
it's
not
an
easy
recruitment
is
certainly
you've
got
some
history.
You've
got
fbi,
anytime,
fbi
is
involved
and
people
were
indicted
and
sharp.
You
know
that
raises
red
flags.
L
The
city
managers
are
a
very
strong
ethic,
their
commitment
to
ethics.
I
talked
about
the
icma
code
of
ethics
yesterday,
so
that's
going
to
raise
red
flags,
even
though
that's
been
in
your
past.
It's
still
going
to
be
out
there.
If
you
start
googling
some
background,
that's
going
to
be
what
candidates
are
going
to
see.
We
spoke
a
lot
yesterday
and
today,
as
well.
You've
had
a
higher
than
typical
turnover,
so
you
know
that
raises
a
red
flag
on
potential
candidates
to
go
further
and,
as
a
result,
a
sense
of
you
know.
L
What's
the
community's
reputation
outside
of
laredo?
How
are
you
perceived
by
other
communities
in
texas
or
elsewhere,
and
so
the
searches
that
are
real
easy
is
where
those
communities
that
have
had
long-term
managers
no
turnover
on
council
very
stable.
You
know
just
the
normal,
run-of-the-mill
stuff
that
goes
forward.
L
Those
are
easy
searches
to
do
I
mean
you
can
be
blindfolded
and
find
you
good
candidates
in
that
effort
that
ain't,
where
you're
at
right
now-
and
I
can't
change
that-
and
you
can't
change
that
you
just
have
to
recognize
it's
part
of
the
environment
in
which
you're
stepping
into
as
you
seek
to
find
this
next
position,
and
so
all
that
turmoil,
that's
associated
with
that
stuff,
is
going
to
scare
away
some
candidates
right
off
the
bat
they're
going
to
say:
I'm
not
going
there.
I've
heard
about
that
place.
L
L
So
the
other
things
that
are
happening
it
may
be
viewed
positively
and
maybe
view
negatively
is
you're
having
conversations
about
potential
charter
changes.
I
don't
know
what
that
looks
like
yet.
We've
only
spent
a
little
bit
of
time
on
that
and
that's
likely
not
going
to
happen
overnight,
but
that's
another
red
flag
to
a
council
or
potential
candidate.
Looking
and
saying
am
I
going
to
come
in
and
they're
going
to
change
the
structure
and
my
authority
overnight.
I
don't
know
what
that
is,
but
they're
going
to
have
that
concern.
L
So
that's
another
kind
of
red
flag.
That's
out
there
as
well.
We
spent
yesterday
talking
about
an
element
that
is
critical.
I
mean
this
is
very
critical,
how
you
operate
as
a
council
or
how
your
future
council
operates,
but
they
don't
know
what
your
future
looks
like
right
now.
They
only
know
what
theirs
place
will
have
a
direct
bearing
on
the
quality
of
candidates
that
will
apply.
As
I
say,
managers
by
their
very
nature
are
optimistic
creatures.
My
wife
says
something
happened
in
our
dna
stream.
L
L
L
That
again,
that's
what
I
was
talking
about
good
governance,
the
quality
of
your
governance
will
dictate
the
quality
of
candidates.
And
do
you
walk
the
talk?
You
say
we
want
to
be
good
governance.
We
want
to
exercise
our
responsibilities
as
policy
makers.
We're
going
to
exercise
the
responsibility
of
the
manager.
L
That,
in
and
of
itself,
is
a
significant
factor
of
people,
whether
they're
going
to
apply
for
this
position
or
not,
and
this
is
unique
nature
we've
had
this
conversation
about
current
council
new
council.
We
don't
know,
we
don't
know
what
the
new
council
is
going
to
look
like
the
composition,
but
right
now
all
they're
going
to
do
is
they're
going
to
google.
You
they're
going
to
watch
your
meetings.
L
They're
going
to
watch
your
media
reports,
they're
going
to
go
all
the
controversies
and
they're
going
to
get
a
sense
of
how
you
operate,
because
council
members
as
a
whole
will
dictate
the
quality
of
ultimately
the
success
of
even
the
most
qualified
manager
you
got.
They
have
to
be
handed
sync.
If
you
want
a
good
quality
manager-
and
you
want
to
be
successful,
you
have
to
have
a
good
council
as
well,
not
to
say
you're,
going
to
have
one
or
two
straight
cats
and
issues
that
crop
up.
L
You
can't
change
that
overnight,
but
that's
going
to
be
a
lens
that
people
are
going
to
look
at,
which
is
why
we
spent
some
time
yesterday
talking
about
governance,
because
you've
still
got
five
months
with
the
current
council
that
you've
got
in
place
today
and
you
can
make
some
changes
there.
If,
ultimately,
that's
where
you
want
to
go
this
question
also
about
the
last
search
and
a
couple
year,
your
speakers
spoke
about
as
well.
L
I've
told
you
traditionally,
even
in
the
marketplace,
we're
in
now
traditionally
about
a
three
month
window
is
what
it
takes
to
effectively.
You
can
keep
people
engaged,
it
doesn't
mean
you
might
lose
one
or
two
people
because
they
may
have
applied
to
another
job
ahead
of
yours
and
you
might
go,
but
if
you're
in
that
window
you
can
still
be
pretty
competitive.
I
heard
six
months
nine
months
close
to
a
year.
You
don't
want
to
you,
don't
want
to
search
that.
That's
protracted!
L
You
will
not
be
able
to
keep
good
candidates
in
that
process,
so
wherever
we
may
go
and
I'm
going
to
give
you
some
ideas
about
how
to
how
you
can
start
that,
but
not
necessarily
start
your
search
in
terms
of
recruiting
candidates.
Yet
but
that's
gonna
be
a
factor
because
everybody
and
you're
gonna
start
googling.
City
managers,
arguing
they're
gonna,
see
what
happened
in
the
last
search
and
wondering
if
that's
gonna
be
the
case
again.
So
you
know
that's
that's
something
you
have
to
just
recognize.
L
So
let
me
talk
about
the
issue.
That's
been
kind
of
the
800
pound
gorilla
in
the
room
about
this
is
something
you
do
now.
Is
the
current
council
do
this
and
the
process
or
not?
So
I
can
tell
you
from
searches
that
I've
personally
been
involved
with
and
sgr
has
been
involved
with.
It
is
not
uncommon
that,
because
of
the
mobility
of
search
city
managers,
profession,
people
come
and
go,
and
you
may
have
elections
coming
forward
and
there's
always
this
debate
about.
L
I've
worked
with
as
well
to
capture
that
sense
of
what
you're
looking
for
both
current
as
well
as
future
and
community
and
there'll
be
an
intersection.
Despite
many
of
those
items,
I
suspect
that
I've
identified
will
be.
You
know
if
you
get
three
different
circles:
a
lot
of
them
are
going
to
be
in
the
middle
where
those
circles
overlap,
so
that
doesn't
mean
that,
even
though
you
don't
know
who's
going
to
be
on
the
council,
there's
probably
attributes
experience
and
backgrounds
that
will
be
in
that
center
of
that
kind
of
venn
diagram.
L
If
you
will,
you
can
start
that
work
start.
The
development
of
the
brochure
get
some
comfort
where
you
may
want
to
do.
Citizen
public
focus
groups.
You
may
want
to
do
some
surveys.
Whatever
that
process
looks
like
you
can
start
that
work
now
and
having
the
benefit
of
you
as
existing
council
members,
and
certainly
the
benefit
of
the
community,
to
go
forward
what
we
have
done
in
other
searches.
I'll,
give
you
an
example.
L
Going
forward
after
the
election
and
some
of
the
council,
members
weren't
going
to
be
there
because
they
were
rolling
off
and
they
had
a
search
committee
process,
and
we
also
had
candidates
that
were
running
for
various
slots,
and
so
what
we
did
in
that
search
that
you
might
want
to
consider
is
that
we
started.
We
started
the
community
background,
the
outreach
developed,
a
brochure
and
we
launched
the
search
while
the
current
council
was
still
in
play,
including
the
first
selectmen.
L
When
we
did
the
triage
process.
The
current
council
was
there,
but
we
also
invited
that
was
a
public
meeting,
but
we
also
specifically
invited
all
the
council
candidates
that
were
running
for
office
to
that
meeting.
So
they
could
see
the
presentation,
the
triage
presentation
of
the
pool
of
candidates
that
were
identified,
and
we
actually
got
feedback
not
only
from
the
the
council
but
the
the
folks
that
were
involved
in
potentially
running
for,
and
there
was
agreement
of
where
they
fought.
L
L
The
new
council
was
elected,
they
were
seated
and
we
had
the
new
council,
then
out
of
that
pool
a
semifinalist
say:
okay,
now
they're
reviewing
that
material
and
they
made
the
selection
of
who
the
finalists
should
be.
So
that
meant
that
they
had
skin
in
the
game,
and
I
will
tell
you
the
challenge
you
face.
If
you
don't
do
that,
given
the
window
and
it's
not
like
you've
got
one
or
two
people,
you've
got
potentially
a
majority
of
your
council.
Shifting
most
strong
city
manager.
L
Candidates
are
not
going
to
want
to
be
selected
by
a
board
only
to
know
by
the
time
they
actually
get.
Seated,
there's
going
to
be
a
different
majority
in
the
board.
They
just
aren't
going
to
do
that.
You
mean
I'm
not
saying
every
candidate,
but
most
can,
let's
think
of
it
from
their
standpoint.
They
want
to
know
who
they're
working
for
and
that
out
that
relationship's
got
to
be
strong
and
if
they
haven't
been
selected
they
haven't
met.
They
haven't
interviewed
that's
a
red
flag,
so
at
a
minimum,
regardless
of
wherever
you
start
this
process.
L
My
suggestion
would
be.
Is
you
start
it
under
the
process
I'm
just
outlining,
so
that
you
have
the
benefit
of
wisdom
and
experience,
but
you
also
have
feedback
from
other
parties.
You
have
agreement.
You
advertise
you
time
that
such
that
you
can
have
that
selection
process
being
done
in
an
open,
transparent
fashion
of
your
semi-finalist,
and
then
wait
for
your
next
board
once
they
are
officially
seated
to
make
the
final
selection.
L
Your
candidates
will
feel
much
more
comfortable
with
that,
because
they
know
that
they've
been
selected
by
the
group
that
they're
ultimately
going
to
be
interviewing
with
and
ultimately
going
to
be
hired
by,
and
so
what
that
means
is
you
don't
have
to
wait
until
that
process
goes
forward?
If
you're
comfortable
with
this
approach,
you
can
start
it
early
enough
and
still
get
the
insight,
but
the
ultimate
skin
in
the
game
will
be
the
selection
of
your
finalists
for
those
three
to
five
folks,
and
then
your
new
council
would
be
involved
in
that
effort.
L
So
that
would
be
something
that
I
would
recommend
you
consider
that
you
talk
through.
I
want
to
just
go
through
a
couple
other
points
and
then
I'll
open
it
up
for
conversation,
because
I
know
there's
going
to
be
a
bunch
of
questions
about
this.
I
I
know
in
the
past
and
talked
with
staff,
and
I've
heard
it
referenced
here
as
well.
L
L
Many
of
the
searches
we
have
we
will
have.
I
always
say
we
always
have
the
at
least
the
senior
staff
involved
in
some
interviews.
I'm
not
asking
them
to
rank
candidates,
I'm
asking
them
to
identify
strengths
and
weaknesses.
Ultimately,
it's
your
role
as
the
council
to
hire
the
manager,
and
I
never
want
to
put
you
and
staff
or
your
community
in
odds
in
that
area.
L
So
what
we
do
is
we
go
through
a
facilitator
process
and
have
staff
interview
and
then
I'll
talk
about
strengths
and
weaknesses
or
potential
areas
that
we'd
want
to
explore
with
each
candidate
differently
with
with
a
council
in
many
communities.
We
also
have
citizen
panels
to
do
that,
so
they
have
a
chance
to
be
involved,
whether
that's
stakeholders
or
we
all
select
one
or
two
or
whatever.
That
looks
like
in
some
places.
We've
had
multiple
panels
involved.
L
L
That's
going
to
be
a
critical
skill
for
you
to
get
attract
the
best
and
brightest
with
all
the
other
dynamics,
we've
got
in
place
and
then,
last
but
not
least,
we
talked
about
you're
going
to
have
to
offer
competitive
packages
compensation
contracts,
severances
things
of
that
nature,
because
of
all
the
other
issues
that
I've
just
identified
as
well.
So
let
me
stop
there,
I've,
given
you
a
lot
of
stuff
to
kind
of
think
through.
You
may
have
some
thoughts
and
opinions.
Let's
just
kind
of
talk
through
those,
so
I'll
open
it
up
to
the
board.
A
L
L
B
L
L
L
Candidates
are
going
to
know
who
the
next
council
and
that's,
who
they're
going
to
ultimately
be
selected
as
finalists
and
interviewed
with.
So
I
would
time
that
such
that
you
would
probably
not
start
to
search
till
sometime
sometime
in
november.
When
you
actually
hit
the
marketplace,
you
can
still
get
all
the
other
work
done,
be
ready
to
hit,
go,
but
you're
probably
going
to
want
to
deal
with
that
search
starting
in
november,
so
that
your
current
board
can
still
be
involved
in
the
selection
process.
L
So
we
just
have
to
time
the
sequencing
of
that
so
that
we
could
at
least
have
the
semifinals
material
being
completed
and
then
be
ready
for
the
new
council
to
be
seated
to
review
that
material
and
have
that
conversation
on
who
their
finalists
are
going
to
be.
So,
if
you
time
that,
so
that
you're
not
stretching
that
out,
you
won't
lose
candidates
in
that
effort.
That
way,
I've
heard
a
number
of
people
say:
listen,
we
can't
afford
to
wait.
Some
say
don't
make
the
final.
L
A
L
It
depends
upon
who
you
get
once
again.
I
have
no
idea
who
your
candidate
is,
who
your
final
candidate
is,
where
they're
coming
from
what
parameters
they've
got
and
they're
moving
from
across
the
country,
what
contractual
obligations
if
they
get
30
60
90
days
to
to
release
themselves
from
their
current
obligations.
I
I
don't
know
what
that
looks.
L
Like
generally
between,
I
would
say,
45
to
60
days
is
kind
of
an
average,
but
that
all
depends
on
the
unique
circumstances
of
the
individual
and
if
you
want
them
to
start
up
sooner,
sometimes
they
move
in
before
the
rest
of
their
family
relocates.
But
then
that
becomes
a
negotiation
for
temporary
housing
and
things
like
that
jeff.
So
I
don't
know
what
that
would
be,
but
assume
somewhere
around
45
to
60
days
on
average
it
can
be
shorter.
It
can
be
longer,
depending
on
the
final
candidate
selected.
L
So
yeah
the-
and
I
didn't
include
that
here
because
that's
that's
kind
of
another
level
and
I
just
kind
of
put
it
under
the
competitive
nature
you're
going
to
have
to
we'll
look
at
your
marketplace.
We'll
look
at
you
know
what
the
cost
of
living
is.
We'll
give
you
some
ideas
and
thoughts
and
recommendations
on
what
we
think
that
position
will
we
should
be
marketed
at
so
not
not
that
we
necessarily
advertise
that
right,
but
I
need
to
know
that
as
I'm
talking
to
candidates,
because
a
number
of
them
will
ask
that
background.
L
Typically,
it's
it's
your
va.
You
know
it's
it's
going
to
be
your
salary,
your
retirement,
sometimes
there's
a
there's,
a
kicker
retirement,
your!
I
know
your
t,
your
your
texas
municipal
retirement
system,
right
here
and
sometimes
there's
supplemental
retirements
that
come
with
a
manager's
element.
Severance
will
be
a
discussion.
I
will
tell
you
given
especially
given
the
nature.
You've
got,
it's
always
an
agreement.
It's
always
there.
L
L
You
know
we'll
know
that
before
they're
presented
to
you
as
potential
candidates,
if
you're
interested
in
saying
listen,
if
you
want
to
go
with
this
candidate,
they're-
probably
going
to
be
looking
for
a
higher
level
or
a
different
severance
than
what
you
might
have
traditionally
offered,
but
we'll
know
that
going
into
the
effort,
I
don't
want
to
get
caught
in
the
weeds,
but
I
will
work
with
you.
If
we're
selected,
we'll
work
with
you
to
help
structure
and
as
we
have
those
conversations,
what
are
your
salary
expectations?
What
are
we
hearing?
L
N
L
N
N
As
far
as
like
you
know,
some
of
our
mission
statement,
our
vision
statement
and
things
like
that
as
a
city
and
as
a
council
and
some
of
our
procedures
and
and
some
of
the
things
that
we
talked
about,
you
talked
about
in
the
presentation
to
get
ready
for
opening
up
for
that
position
around
october-ish
time
frame.
We.
G
N
L
No,
I
think
I
think
you
can
make
this
work
in
that
january,
that
you
could
be
interviewing
shortly
after
the
new
year,
if
you,
if
you
timed
the
sequencing
of
this
right
because
you're
just
not
going
to
be
able
to
get
candidates
to
come
in
for
interviews.
Nor
are
you
going
to
want
your
community's
involved
in
holidays
and
everything
else,
and
so
that's
just
the
challenge,
but
I
also
heard
you
all
say,
and
I've
heard
your
community
say
we
can't
afford
to
wait.
L
So
if
you
wait
till
january,
then
you're
you
know
into
january
february
march
and
then
april
you're
almost
a
year
out
from
where
you're
at
today.
I
don't
know
that
that
serves
you
well
as
well.
So
my
sense
is:
we
can
help
you
in
the
process.
We've
done
help
you
get
that
foundational
work
done
well
and
make
sure
you've
got
feedback
that
there,
hopefully
is
a
pretty
good
agreement
of
what
you're
looking
for
in
the
candidate
start.
That
process
be
involved
in
the
selection,
but
then
wait
to
your
new
council
when
you
don't
lose.
L
L
I
typically
encourage
the
community
to
the
extent
possible
and
feasible
to
hold
off
and
making
permanent
appointments,
because
those
are
direct
reports
of
the
new
manager
and
the
new
manager
has
an
opportunity
to
build
their
team.
I
say
that
with
the
following
caveat:
if
you're
in
a
position
where
you
need
to
fill
it,
you
have
a
gap,
you've
got,
you
know
qualified
candidates
and
you
can't
afford
to
hold
off,
don't
run
the
risk
of
demoralizing
the
organization
by
not
filling
it.
So
there
may
be
some
positions.
L
You've
got
a
number
of
vacancies,
some
you
might
they're
just
critical.
You
need
leadership.
You
need
direction,
they're
somebody
wins
they'll,
you
say
get
hit
by
the
bus.
They
win
the
lottery
tomorrow
and
they're
going
to
be
gone.
You
know
that
you
got
to
be
able
to
still
keep
the
wheels
on
the
wagon,
so
my
encouragement
is
hold
off
to
the
extent
you
can,
but
not
to
the
detriment
of
maintaining
operations.
E
L
L
A
L
What
I've
suggested
is
that
at
that
point,
the
groundwork
of
selecting
semi-finalists
through
this
process
that
I've
outlined,
which
hopefully
is
got
some
understanding
of
key
attributes
desired
background
skill
sets
that
work
is
all
done
and
then
the
newly
seated
council
will
be
reviewing
that
material
and
then
selecting
their
finalist
and
then
at
that
point,
then,
several
weeks
after
that
is
when
the
actual
interview
process
would
take
place
because
we
have
to
do
criminal.
History.
L
L
Recognizing
the
fact
that
excuse
me
there
for
some
of
you
have
been
involved
in
search
process.
You
know
what
it's
like
just
take
this
into
account.
Let's
assume
I've
got
12
to
15
semi-finalists
that
have
been
selected
through
this
effort.
They're
going
to
have
cover
letters,
resumes
probably
four
video
interviews
and
a
response
to
a
written
questionnaire.
L
That's
20
to
25
questions,
there's
you're
going
to
have
to
dedicate
some
time
to
reviewing
that
material
so
that
you
can
make
a
conscious
decision
of
who
the
strongest
candidates
are
that
you
want
to
bring
on
for
so.
Yes,
it
is
right
off
the
bat
as
a
newly
elected
official
you're,
going
to
have
to
dedicate
some
time
to
get
through
that,
because
this,
as
I
said
yesterday,
I
don't
know
if
you
were
here
yesterday
or
not.
L
P
L
It's
not
for
me
to
say
which
way
to
go.
If
you
want
to
wait
for
the
new
one,
my
city
manager,
training,
is
always
give
you
options.
So,
as
I
heard
this
discussion
back
and
forth,
that's
an
option.
I
think
that
gets
you
so
that
you're
not
delaying
the
decision
and
still-
and
I'm
not
saying
if
we're,
if
we're
ultimately
selected,
to
do
the
search,
we're
going
to
do
that
homework.
We're
going
to
give
you
a
product
that
you're
comfortable
with
and
the
process
will
the
t's
and
the
eyes
will
be
crossed
and
dotted.
L
We
also
provide
a
guarantee
if
someone
goes
through
our
entire
process
and
they
leave
for
whatever
reason
within
18
months.
We
redo
the
search
with
no
professional
fee,
there's
expenses,
but
so
so
I
don't
want
you
to
say
I'm
not
recommending
something
that
I'm
not
comfortable
with,
but
the
policy
of
where
you
want
to
go,
the
other
alternative
is,
then
you
wait
till
january
and
start
the
process
and
you're
in
the
next
summer
by
the
time
somebody's
here.
L
I
understand
it's
it's.
It's
got
to
be
a
partnership
between
the
client
and
your
firm.
Absolutely
I
understand
yep,
and
I
will
tell
you
just
to
that
point
because
you
can
imagine
we
work
with
communities
and
councils
all
over
the
place.
That's
part
of
what
we
do
is
help
facilities.
This
we're
doing
today
help
facilitate
that
conversation.
L
Ultimately,
you
as
a
community,
the
council,
current
or
future,
is
going
to
be
the
final
selection.
We
are
here
to
help
you
identify
strengths
and
weaknesses
of
candidates,
so
that
you
may
fall
in
love
with
a
given
candidate.
It's
my
job
to
tell
you.
I
appreciate
those
skill
sets.
Here's
some
areas-
they're
weak,
they're
they're,
not
as
strong
as
some
of
the
other
folks,
are
at
the
end
of
the
day.
That's
your
decision,
not
mine,
but
it's
my
job
to
point
out
where
I
think
you
may
be
missing
or
having
blind
spots
as
your
recruiter.
L
O
O
O
H
A
L
The
way
I
proposed
it
is,
you
would
be,
you
would
be
triaging
candidates
and
you
would
be
selecting
this
semi-finalist
a
12
to
15
out
of
the
pool.
That's
together,
I'm
suggesting
that
can
be
done
in
a
very
transparent
fashion.
Many
of
the
times
we
do
that,
no
typically,
typically,
the
spring
authority.
Does
that
and
ultimately,
because
now,
so
let
me
let
me
go
through
a
process
here.
L
We
I've,
given
you
kind
of
our
standard
approach.
I
can
tell
you
I've
done
this
differently
in
a
variety
of
different
communities.
I've
had
some
communities
that
have
said
we
want
you
to
pick
the
top
12
or
15
that
you
think
are
the
strongest
based
on
the
attributes
and
all
the
background
that
everybody's
agreed
to
and
then
go
from
there
and
then
the
process
that
so
they
don't
get
to
see
all
the
candidates.
L
They
only
see
the
most
qualified
based
on
what
we
think,
based
on
our
what
our
insights
on
on
your
what
you're
looking
for,
I
have
also
done
searches.
I
will
tell
you,
I
got
the
impression
I
don't
want
to
misstate
this.
I
had
the
impression
that
the
way
it
was
done,
the
last
time
that
there
was
a
citizens
panel
that
reviewed,
screened
and
ultimately
recommended
the
final
camp.
Is
that
a
fair
statement
I
will
tell
you
is
that
I
would.
L
I
will
tell
you
that
from
as
as
a
professional
recruiter,
I
would
have
concerns
with
that
process
as
it
relates
to
attracting
candidates,
because
your
candidates
aren't
going
to
have
a
relationship
ongoing
with
your
selection
committee,
but
they
are
expecting
a
relationship
with
your
seated
city
council
and
so
a
candidate
is
going
to
have
a
real
red
flag
in
their
mind
that
I'm
being
selected
and
nominated
by
a
group
and
I'm
not
even
engaging
with
the
people
that
are
going
to
be
my
bosses.
So
I'll
tell
you
that's
a
that's
a
red
flag.
L
L
All
11
came
up
for
election
every
two
years,
so
so
you
know
unique
environment
where
the
whole
board
could
turn
over
every
two
years,
but
their
process
was.
The
mayor
was
required
to
submit
required
by
their
charter
to
develop
a
a
committee
that
would
be
involved
in
reviewing
the
candidates
for
the
city
administrator
roles
called
city
administrator
there,
and
they
would
make
a
recommendation
of
up
to
three
candidates
of
which
the
mayor
that
could
make
a
single
decision
of
those
three
who
he
or
she
would
nominate
to
the
full
council
for
consideration
of
adoption.
L
So
the
council
was
kind
of
neutered
from
the
process,
and
I
said
folks
I
you
know
I
can
adhere
to
your
charter,
but
you've
got
the
same
sort
of
problem.
The
candidates
aren't
related
to
the
people
that
ultimately
they're
going
to
have
to
work
with
only
the
mayor.
So
in
that
case
I
suggested
what
we
did
there
is
that
we
would
work
with
the
citizens
committee
that
the
mayor
had
identified
and
then
we
would
also
work
with
the
council
as
a
whole.
And
fortunately,
if
our
process
is
right,
the
strongest
candidates
rise
to
the
top.
L
L
But
I
also
involved
all
the
council
members
in
the
election
in
the
interview
process
separately
so
that
they
could
come
together.
It
all
worked
out,
they
selected
the
right
candidate.
You
know
they
selected,
you
know
they
came
to
consensus
and
it
was
and
we
meet
agreement.
But
I
the
concern
I
would
have
as
your
recruiter
as
it
relates
to
the
quality
of
the
candidates
to
come.
L
Candidates
are
going
to
be
very
reluctant
to
apply
for
a
position
where
they're
being
screened
and
recommended
by
a
citizens
committee
and
never
really
engaging
with
you
until
the
11th
hour,
because
their
relationship
candidates
are
evaluating
you
as
much
as
you're
evaluating
them.
And
if
you
don't
get
them,
you
don't
get
involved
as
the
elected
body
in
the
hiring
authority
at
the
right
stage,
they're
going
to
say
thanks,
but
no
thanks.
So
maybe
we're
in
agreement
on
the
issues,
but
there's
ways
to
work
around
that
and
still
involve
citizen
panels.
B
B
We
probably
should
have
hired
the
number
two
who
was
sitting
over
there
anyway,
but
that
happened
and
as
you
stop
to
ponder
up
upon
it,
we
are
the
citizens
committee.
Here
I
got
elected
by
a
bunch
of
citizens
from
my
district
and
so
did
he
he
and
her
and
and
all
of
us.
So
we
are
a
citizens
committee
as
much
as
the
vocal
groups
are
out
there
saying:
oh,
you
guys
are
padding
and
you
guys
are
no.
No.
We
are
the
citizens
committee
and
that's
why
we
sit
in
this
chair.
L
I'm
going
to
I'm
in
agreement
that,
ultimately
for
your
for
quality
candidates
to
be
considering
this
position,
they're
going
to
want
to
know
that
they
are,
they
are
invested
with
you
as
much
as
you
as
a
hiring
authority
invested
with
them.
That
being
said,
I
work
with
some
communities
where
that's
the
only
interview,
in
addition
to
senior
staff
and
maybe
a
public,
meet
and
greet,
but
I've
also
worked
with
communities
that
have
a
variety
of
committees
and
representations
involved.
L
That
can
be
very
elaborate
to
very
simple
and
everything
in
between
I'm
just
saying
we
can
help
you
coordinate
what
that
looks,
like
the
point
that
I
want
to
make
sure
resonates
with.
You
is
ultimately
that
decision
to
hire
the
person
needs
to
be
the
council,
and
they
have
to
be
the
one
to
make
that
final
call
in
the
decision
and
your
candidates
are
going
to
expect
that.
B
B
M
M
L
A
A
L
L
But
a
number
of
your
candidates
are
going
to
be
involved
in
other
searches,
and
so,
if
you
select
only
six
semi-finalists,
I've
had
it
where,
even
though
they've
been
semi-finalists
they've
completed
the
work,
three
of
them
have
gotten
another
job
in
the
meantime,
because
they're
in
another
search
and
now
you're
down
to
you,
know
one
or
two
folks
and
you're
going.
Is
that
a
fair
process?
L
If
you're
going
to
go
through
our
search,
we're
asking
candidates
to
do
the
next
level.
You've
got
to
put
you're
going
to
put
time
into
video
interviews.
You've
got
to
put
time
into
a
reason
into
into
you
know
the
questionnaire
responses
and
things
of
that
nature.
Most
of
our
candidates
tell
you:
we've
worked
harder
in
an
sgr
search
than
any
other
search.
We've
been
involved
with,
but
they've
also
said
from
a
client
standpoint.
L
You're
you
get
more
information
and
from
their
standpoint
they
become
a
little
more
emotionally
invested
in
the
job
and
so
the
likelihood
of
them
bailing
after
they
become
a
semi-finalist
and
completed
that
work
is
different
by
the
time
they're
finalists.
Now
some
of
those
folks
are
saying,
I
don't
want
the
job
that
badly.
I
don't
want
to
go
through
all
that,
I'm
going
to
lose,
which
is
why
I'd
recommend
you
have
a
little
more
than
a
few
semi-finals.
So.
G
L
There's,
actually
I'm
not
there's
not
much
more,
I
would
say
yeah.
The
next
thing
is
really
kind
of
next
steps
that
I've
got.
I
don't
think
we're
gonna
have
time
on
the
other
issues.
I
know
I've
got
a
flight
to
catch
it
in
a
little
while,
but
I
don't
want
it
unless
you
want
to
have
me
stay
an
extra
night
which
I
suspect
you
don't
want
to
do,
but
so
I
really
wanted
to
just
you
know,
I'm
giving
you
some
options.
I'm
not
saying
this
is
the
way
to
go.
G
L
It
it's
the
innovations
group
and
it's
going
to
be
in
austin
texas,
not
next
week,
but
the
following
week.
It's
a
week-long
conference
and
if
you
want
some
information
I'll,
be
glad
to
I'll,
provide
it
to
keith's
team
and
they
can
spread
it
out
as
well.
These
are
the
leading
so
you're
we're
we're
hosting
it
sgr.
As
I
said,
we
do
more
than
recruit
you're
a
full-service
type
firm.
The
innovations
group
is
an
extension
of
our
strategic
foresight
program,
which
is
that
forward
thinking.
L
Innovations
group
has
been
something
that
icma
developed
years
ago
and
it
typically
was
leading-edge
communities
across
the
country
that
are
always
looking
at
future
issues
and
new
technology
new
innovation.
So
we
were
asked
by
that
group
to
take
over
that
operation
as
sgr.
So
it's
a
separate
non-profit
division
within
our
company,
we're
going
to
have
our
our
strategic
foresight
team,
certainly
making
presentations
as
part
of
the
research
that
you
know
above
and
beyond
some
of
the
stuff
that
you
saw
today.
L
We're
also
we
for
our
conferences.
We
typically
are
looking
at
both
public
and
private
sector
leading
organizations
that
are
doing
innovative
things
in
their
operations.
Whether
it's
workforce
recruitment
retention,
you
know
whatever
that
looks
and
feels
like.
So
the
mixture
of
the
speakers
involve
both
public
sector
and
private
sector
thought
leaders
that
and-
and
this
is
the
first
time
the
group
has
come
back
together
since
cove
but
has
come
again-
certainly
under
sgr's
umbrella,
because.
N
One
of
the
things
that,
for
me,
I
you
know,
is
just
being
on
here-
is
I
see
that
I
want
to
thank
the
community
for
coming
out
and
the
candidates
for
coming
out
and
being
engaged
in
this
process.
I
think
we
have
a
lot
of
a
really
tight-knit
community.
You
know
we
do
have
a
lot
of
positives
here
in
laredo
people
that
come
here
have
even
said.
You
know
the
city
grows
on
me.
You
know
the
the
traffic's
not
that
bad,
even
though
they
probably
haven't
been
on
mines
road,
but.
N
You
know,
we've
got
some
statements
that
we
need
to
come
up
with
and
some
some
policies
and
some
some
some
best
practices,
but
we
we'd
like
to
continue
this
process
on
our
end.
But
then,
at
the
same
time
you
know
look
into
ways
that
we
can
improve.
So
that's
why
I
was
asking
about
this.
This
conference.
L
L
You
at
this
point
as
far
as
next
steps-
that's
kind
of
the
nature.
Hopefully
I've
hit.
You
know
what
we're
trying
to
get
a
handle
on.
I
apologize.
We
ran
out
of
time
with
some
of
the
governance
issues.
We
want
to
come
back
and
redo,
something
we
can
work
with
keith
and
the
team
to
figure
that
out.
But
basically,
what
I
was
trying
to
do
is
adapt
to
what
I've
heard
in
the
last.
L
A
P
P
P
He
also
mentioned
the
opinion
that
everything
is
okay
and
we
tend
to
have
that.
You
know
perception
or
mindset
about
our
cities
because
we
love
our
cities
and
and
it's
like
your
own
children,
other
people
see
when
they're
misbehaving,
but
you
don't
because
that's
mejito
or
mejita,
you
know
and
and
they
don't
do
anything
bad,
but
but
we
need
to
really
really
get
past
that
and
say:
where
are
our
problems
recognize
them
and
and
do
something
about
them?
It's
you
know.
P
There's
an
organization
here
in
laredo
keep
keep
laredo
beautiful
and
I
admire
the
work
that
they
do.
My
pet
peeve
is
littering.
I
can't
stand
it
when
my
kids
were
growing
up.
If
I
heard
the
window
go
down,
I
said:
hey,
you
know
if
they
were
going
to
toss
something
out
that
just
didn't
happen
in
my
household,
but
keep
laredo
beautiful
implies
that
it's
already
beautiful
and
if
we
drive
down
the
streets
and
everything
I
think
all
of
us
know
better.
There's
a
lot
of
trash
out
there.
P
P
E
P
P
You
know
I'd
like
a
city
manager
who
knows
our
culture,
I
could
care
less
if
the
next
city
manager
knows
what
a
plato
vince
laos
is
as
long
as
that
person
can
conduct
themselves
in
austin
and
in
washington,
like
I've
said
before,
and
can
lead
the
council
and
tap
into
you
know
all
of
your
knowledge
and
all
the
department
sets
that's
what
I'm
looking
for.
If
they
can
speak
spanish
great,
if
they
don't
that's
perfectly
okay,
that's
perfectly!
Okay!
P
P
He
progressed
in
the
air
force
entered
as
a
second
lieutenant
ended
up
as
a
full,
colonel
one
step
away
from
a
brigadier
general
and
he
served
in
the
air
force
bases
in
colorado,
nebraska,
north
dakota,
south
dakota
montana,
and
he
did
a
fantastic
job
and
I
don't
think
in
his
interviews.
Everybody
was
you
know,
worried
about
where
he
was
from.
They
knew
his
reputation,
they
knew
his
background.
P
They
knew
his
his
record
and
he
served
very
very
well
and
did
a
good
job
so
well
that
he
retired
at
44
as
a
full,
colonel
and
went
to
work
for
northrop
grumman,
a
big
supplier
to
the
u.s
government.
So
what
I'm
trying
to
say
is
please
please
keep
an
open
mind.
Our
next
city
manager
doesn't
have
to
be
from
here.
If,
if
we
have
a
candidate,
that
is
the
best
candidate
here
locally
great.
But
if
we
don't
it's
okay,
people,
let's
open
our
minds.
Let's
welcome
people
from
out
of
town.
P
Mckellen
has
an
advantage
in
the
valley
because
they
have
a
lot
of
winter
texans,
a
lot
of
out
of
town
ideas
from
all
over
the
united
states,
and
I
think
that
a
city
manager
from
out
of
town
can
very
quickly
learn
and
adapt
to
what's
needed
here
in
this
city
and
they'll
have
a
lot
of
good
department
heads
to
work
with
that
can
help
get
them
up
to
speed.
So
again,
congratulations
for
being
here
and
thank
you
so
much
for
the
for
the
information.
A
A
J
A
L
Thought
I
I
on
behalf
sgr.
I
certainly
appreciate
the
opportunity
to
work
with
you.
I
hope
that
what
we've
done
resonated
with
you
yesterday
and
today
I
hope,
we've
given
you
some
options
about
what
could
make
the
components
of
a
successful
search
work
for
you,
but
also
identify
the
the
unique
challenges
you
face
in
this
role.
L
We'd
be
pleased
and
honored
to
continue
your
relationship
with
you
most
of
the
time
we
do
that
we
like
to
whether
that's
additional
governance,
work
or
anything
of
that
nature
and
certainly
we'd,
be
honored
and
pleased
to
be
selected
to
run
your
search.
But
my
hope
was
that
you
at
least
got
the
insights
of
what
you're
facing
on
a
very.