1. IOWA LEAGUE OF CITIES  ANNUAL CONFERENCE September 26, How to Recruit, Train & Retain your City Clerk
Patrick Callahan
Callahan Municipal Consultants, LLC  

2. Callahan’s Background
City Administrator – 23 years
Municipal Consultant – 21 years
Numerous roles & positions – 44 years

3. Public Sector Experience – Three Perspectives
City Administrator – 3 cities
City Employee – Public Works – 3 years
Governing Boards – BOS & ECIA

4. Private Sector Experience
Employee – Snyder, IPA, & Ruan Securities
Self Employed Municipal Consultant
Governing Boards – DAC, ILC, & IAMU

5. Municipal Consultant Experience
City Administrator Executive Searches – 37
Organizational Assessments – 5
City Council Goal Setting – 35+
Capital Improvement Plans – 16+

6. The Disclaimers – Municipal Perspective
Not Human Resources Expert
Not an Attorney
Not an “expert” in any one area
General observations – 45 years

7. Today’s Session – City Clerks
Recruitment – Finding & Hiring People
Training – Prepare People
Retain – Keep Them & Don’t Lose Them

8. Today’s Session – Your Participation
Feel Free to Ask Questions
Share your knowledge
Goal – Interaction and Sharing

9. Recruitment Issues – Most Positions
The “Gray Tsunami”
Competition for Qualified Candidates
Financial Constraints

10. Recruitment Issues – Most Positions
Living in the “Fish Bowl” – Cities
Two Career Households
Meetings & Long Hours & Governing Boards

11. Department Heads /City Clerks Soon to Retire?
Candid discussion – If and when?
Private and non-threating discussion
Discuss the options
Continue F.T., Consider P.T., or as Needed

12. Today’s ICMA Quotes The Effective Local Government Manager
Third Edition – 1993
International City/County Management Association (ICMA)

13. “ In a nutshell, the manager’s challenge is to cause a group of strangers to join together to achieve goals that no one can achieve alone. The level of success affects the work climate, employee retention, communication patterns, morale, interdepartmental relations, and ultimately, mission achievement.”
ICMA Publication – page 114

14. “ Nothing else matters if the right people are not in the right place at the right time to get the job done. It is people who breathe life into budget priorities………... It is up to the manager to create a productive workplace that can deliver these services.”
ICMA Publication – page 119

15. Succession Planning – Another Workshop?
Internal review – who will leave and when?
How will it impact the organization?
What will the job look like in future?

16. Succession Planning Will we replace the person?
How will we replace the person?
Who are our candidates?
How will we prepare for that day?

17. Succession Planning Will we replace the person?
How will we replace the person?
Who are our candidates?
How will we prepare for that day?

18. Recruitment Process – Early Planning
 Organizational structure review
Purpose for the position
Update the job description
Clean up your own website & site

19. Recruitment Process – Early Planning
 Analysis – good & bad aspects
Salary & benefit review
Would you apply for the job?

20. Recruitment Process – Early Planning
 Who takes the lead – In house or consultant?
Prepare the “game plan”
Prepare a time table
Define what you need

21. Recruitment Process – Active Marketing
Prepare your “marketing tools”
Consider it a “two-way street”
Develop an advertising plan and budget

22. Recruitment Process – Active Marketing
Ask people in the field – where would you look?
Select your advertising – websites
Include your own website

23. Recruitment Process – Active Marketing
Personal s to candidates
Personal phone calls to candidates
Business associates & friends

24. Recruitment Process – Selection Phase
Compare candidates to “criteria”
Early Stage – The Three “Stacks”
Committee System – Ranking

25. Recruitment Process – Selection Phase
The List of Semi-Finalists
Initial Phone Call – Quick Informal Interview
First Interview – phone, skype, or in person
Don’t overlook non-traditional candidates

26. Recruitment Process – Selection Phase
Selection of Finalists – Ranking?
Game plan – get serious
Share time table and follow it

27. Recruitment Process – Selection Phase
Promote & sell your organization
Get the waivers & releases
Background checks – credit, driving record, & public records
Criminal background – not arrest record

28. Recruitment Process – Selection Phase
Reference calls – open ended questions
Same questions – be consistent
Pledge confidentiality
Timing – before or after interview?

29. Recruitment Process – Selection Phase
Strongest attributes or skills?
Areas for improvement?
Would you rehire them?
Best – current supervisor

30. Recruitment Process – Selection Phase
The actual interview – when, where, how, & who
Questions – open ended ones
Goal – make candidates feel welcome and comfortable

31. Recruitment Process – Selection Phase
Consider non-traditional questions
Seek examples of work
Actual decision – who and how

32. Recruitment Process – Making the Offer
Written offer of employment
Letter – Cover everything!
Place to sign to accept offer

33. Recruitment Process – Making the Offer
Salary, benefits, & start date
Employment agreement – In process?
Training, dues, equipment, etc.

34. Recruitment Process – Making the Offer
Pre-employment testing – per policy
Health Insurance Coverages
General terms and conditions

35. Recruitment Process – General
Your comments
Your observations
Your questions
“Successful Interviewing Guide” – Iowa Workforce Development

36. Mistakes in Selecting Department Heads
Based on tenure or “expectation”
Based on friendships
Resentment, if not selected
Always done it this way

37. Selection of Department Heads
Knows how to work with employees
Commands respect of employees
Proficient and professional
Prepared and knowledgeable

38. The Training of Department Heads and City Clerks

39. Department Heads – Training Mistakes
None – assumption they know what to do
No training on communication skills
The right way and wrong way to say “no”
Lack of overview on policies and procedures

40. The Training Period – Preliminary Stage
Cover the basics first – “Warm welcome”
Tour – sites & equipment
Employee Handbook – Two Perspectives
Union contracts & other agreements

41. The Training Period – Preliminary Stage
Introductions – Employees & Governing Board Members
Introductions – Customers & Citizens
Introductions – Vendors & Suppliers

42. The Training Period – Your Expectations
CEO & Department Head Relationship
Department Head & Employee Relationship
Fellow Middle Management People

43. The Training Period – Smooth Transition
Internal Person – Acceptance by employees
External Person – Acceptance by employees
Internal Candidate – Not Selected - meeting

44. Training Opportunities – Ongoing Process
Don’t make too many assumptions
Assessment of Skills & Expertise
Identify the “voids”
Target additional training

45. Training Opportunities – Ongoing Process
Association Memberships – IAMU
Budget for conferences & workshops
Governing boards - “preventive maintenance”

46. Training Opportunities – Ongoing Process
Specialize training – all department heads
Sexual harassment training
Veterans preference law

47. Training Opportunities – Ongoing Process
Leadership and coaching skills
Safety and OSHA issues
Dealing with problem employees
Workers compensation insurance

48. Training Opportunities – Ongoing Process
Workplace harassment
Dealing with discipline issues
Active shooter training

49. Training Opportunities – Discussion
Your suggestions
Your observations
Your questions

50. Retaining Department Heads
“ Once an employee is hired and trained, retention becomes the challenge. Few workers today expect to spend their careers with one employer……………. Monitoring morale, keeping communication lines open, and providing opportunities for personal growth and career development help to reduce turnover.”
 ICMA Publication – page 119

51. Retaining Department Heads – An Overview
“Easier said than done”
Maintain open communications
Why would they want to leave?

52. Retaining Department Heads – Prevent Departures
Salary – Too low?
Benefits – Inadequate?
Health Insurance – Too Costly?

53. Retaining Department Heads – Prevent Departures
No opportunity for advancement
Lack of appreciation
Lack of management support

54. Retaining Department Heads – Prevent Departures
Governing board’s micro managing
Lack of trust
Difficulties with employee & unions

55. Retaining Department Heads – Outside Factors
Unhappy spouse – wants to move
Child care or school issues
Care for elderly parents
Financial problems or health issues

56. Retaining Department Heads – Addressing Issues
Issues that can be addressed
Issues beyond your control
Key – open communications

57. Retaining Department Heads – Addressing Issues
“Head hunter” calls – Expect it
 Open to constructive criticism
Evaluation of your supervisory style and skills
Don’t procrastinate – commit to it

58. Retaining Department Heads – Tips
Maintain professional relationship
You cannot be their “best friend.”
Assume nothing
Don’t wait for them to come to you

59. Retaining Department Heads
What works for you
What is your working relationship
Your questions

60. “ A unit that is apathetic, unresponsive to change, and lacking in new ideas is unlikely to have any conflict, but it is also unlikely to have any energy. A unit that is disruptive, chaotic, and lacking in cooperation has too much conflict. Neither unit will be productive.  The midpoint – where employees are self-critical, innovative, and eager to identify and solve problems – is the productive point.”
ICMA Publication – page 122

61. Contact Information
Patrick Callahan
Callahan Municipal Consultants, LLC
Website: