HomeMy WebLinkAbout20100405 - VIII-C-3MEMORANDUM
TO: Honorable Mayor and City Councilmembers
FROM: Dave Osberg, City Osberg
DATE: April 1, 2010
SUBJECT: Police Chief Hiring
RECOMMENDED CITY COUNCIL ACTION
It is the recommendation of the Public Safety Committee (Councilmembers Schultz,
Nelson and Balsanek), with the support of the Police Civil Service Commission that the
full City Council take action approving the following three items:
a.) Approve the enclosed City of Hastings Police Chief Recniitment Profile.
b.) Authorize the advertisement for the position of Police Chief, with a deadline for
submission of application materials set for Friday, Apri123, 2010.
c.) Authorize the hiring of Personnel Decisions Inc (PDI) to assist with the Police
Chief selection process, to include but not necessarily limited to screening,
evaluation and finalist assessment.
BACKGROUND
On Wednesday March 24, 2010 the members of the Public Safety Committee conducted
a meeting to discuss various steps in the Police Chief hiring process. Members of the
Police Civil Service were invited to attended, and Joe Drexler, Judy Gilbert and Terry
Sieben all attended the meeting. Staff reviewed several components of the Police Chief
hiring process, and each are reflected in the above recommendation.
POLICE CHIEF RECRUITMENT PROFILE: Assistant City Administrator Melanie
Mesko Lee compiled much of the information received from the surveys returned in an
effort to capture the key characteristics and traits that should be sought in Police Chief.
That effort, combined with extensive background about the City, position and
organization are included in the Police Chief Recruitment Profile. Keep in mind,
recniitment profiles are not meant to serve as a substitute for a job description, nor are
they meant to be all inclusive of the information regarding the City, position and process.
Rather, a synopsis of information that potential candidates may be interested in learning,
as they reflect on the opportunity to submit their resume and application material. The
Public Safety Committee recommends approval of the attached Police Chief Recniitment
Profile, and was supported by all members of the Police Civil Service Commission.
AUTHORIZE ADVERTISEMENT FOR THE POSTION OF POLICE CHIEF, WITH
AN APRIL 23, 2010 DEADLINE: A variety of sources will be used to post notification
of the position vacancy. Staff does not expect much, if any money to advertisement for
the position, as most opportunities are available on-line through various organizations,
trade publications and City memberships. Staff will review further during the course of
the meeting, fiirther details on some of the steps in the process discussed during the
course of the Public Safety Committee meeting, with the members of the Police Civil
Service Commission, including the framework for the panels who will assist with
interview process in May.
AUTHORIZE THE HIRING OF PDI TO ASSIST WITH THE POLICE CHIEF HIRING
PROCESS: Staff has attached a copy of the proposal submitted by PDI for assisting with
the Police Chief hiring process. The City Council is asked to pay particular attention to
those services that include: Screening, Evaluation, Finalist Assessment and Performance
Review. The first two activities will be completed in-house, by City Staff. Members of
the Public Safety Committee and Police Civil Service Commission felt it imperative that
an outside entity be involved in the screening and evaluation and evaluation of those
candidates who will advance through the process to assure objectivity. PDI has been
successfully utilized by the City in similar Department Head searches, such as Police
Chief, Fire Chief and Firefighter positions. The Public Safety Committee recommends
approval and the Police Civil Service Commission supports the hiring of PDI to assist
with the Police Chief hiring process.
David M Osberg
City Administrator
8~~k~raou~~1
The ~i#}r vF Ha;ki nr~~ i~ ~ ~°~ nami~a h isk~ri~C ~nm mini#k' 14~at~l~ c: •°
the hdli5si„ipRi Ri~"~r ~a~ miles svl~th eas# of ~~. P~~la ad~aeent °:
~"~in'~ n and the r4nfl u~e~e wi#FI the S#, Croix R is ~ n~ti~7nall'
d~sigrra#ed mild end s~eni~ riy~r, VVil;:h ~ R~'I~ula#iQn ~f ~3rz~;:°.
He~tings hers ~ na~~r?n in#v ~ mid-.~ Fe ~~ammu nit~}~ whip r~l;ain irl~ it°
m~ II #~~ti'n feel ~ x park ~f Che Twin ~~# ies ~~#r4pal ~a n ar~e~~;
I~ aatlnC~ 5 a154 hat ItS awn ~In iglu iden#i#p' with ,p n h lit4rl~ 1~C7+~r:'61;r:.q,~,'n, ~`•I_ r~'r r; l I r ,I ~I';, r3n.
histarirsllr kareserared nel~h~4rhd~s, ~aatings I~eept ~ piece aF i#.~ histvr}~ wvhile
a~commc~sla#ing d+auelv~amen# end e+r~71'~in[~ c4mmuni#°~ n~+eds.
Ak the ~c'un#} seat 4f C~a~r~ta C'c~un#w, ~'hirh he's ~n ~S~tima#~+~
p4pul:ati~n ~vF ~~RQQ~a castings i°s h4me kr~s the main run#y~,
~Q°.'ernmenk center, C~#her lame $mplca~"er~ incll~de Rer~ina
~+1edi~al Can#$ra which has a ht~;pi#al and medical ~lini~;
5mr2+~d I~9anuFac#uringa pr~'ducer~ of s,#atiQrrer~r 5u~]plies; and
I~~ #~vrv'a the Ha~tinc~s ~h~~l fir#ri~t,
ReCFt:*~IQn al 4p'pv rt~nl#les $ kJ4~1 nd I n H,~ x#I n~ ~a whl rh has ,en
e~cell~rrk tail system and man°~' na#!~ral ~menitiet incl~lding the
I~rea[I~#:a-king "~ermillic~n Fall~° There are ~~ ,ark; dvtk~d ar~rass
the ~4m muni.k,i'a ~i#h m~ria~l 4 p#i+~n~ ~~r ~gn ni, kaaaehal 1, `5~~r
sl~atinga and plaq~°gr~~and~s~and vth+ar re~re~#i~nal pp+R4rk41nil~es,
~~#yr ~~wern Rr~rFt
H•3~t1 "=~ . _ _ 'ti+_:ncl-~~~ml " ~:. _tl:' `s='IY1 ~f r;:~!~~`r71715 "#. 117 ":° 15 ? far:-# r' ~ Y113`iC" ~I~at~d
art.: larger al~or7g ~rlth t~k~••~-1~ sr-larg~'~~:~~~~lim~rntaars and Fovr'rrar~ r=,~,urldrr~emt:?~r~ ~ele~.#ad
at ~ta~glsr~d terms for a total el ~te~d bod ~ ~~ seu~en. The ~ l,~.dm inl~trator I~ the [h lar adi°n in-
i5trati~e officer ~Ftha tit'dr rpon~ible ft~r earr~i ng o ut the d ire[tI o n ~f th a ~o unei I_
Tl7e ~it~ of HaStinr~5 i~ a stat~le~ pro~551~na1 ~rganlyatla~rlr xrrrd~l
~em~lo ca~mmitted tes ~w~or~irl~ together t4 rr~eat the best
interests oftl~le tomrnvnlt7,r.Th~~itk ~mpl~y~ 1 regcilar Full and
part-time p~L51tICrP15.r FSIuS se~orlals t~~mporar~, and pal€~ art-gall
firefighter staFF. The ~~lc~ of.eratin€~ budget i5 approximately
~.~},~~-~~oo~_ Hastings°firianolal c~ndi~~n 15 str4r7~r~'ritha bind
ratln,g upg rad~ I n late ~~g t~.'=~r",.
Police Department
L i$ce the c itgr+ the H apt ir~gs i~^o l i~~
C}~~artrr~~errt k~as a I~n~ and ri~l~ hr~t~r}~-
Irt ,a~'r~~ti~ai to the cl~i~fr tl,~e de~ar#ryi~r~t
I•r'~~ ~`.1r~ ~ nr.Ul~t~rrn~7rlE,Sr fix ~e~r~rrPa~r~3l.
x~ ofl~v~ers, arr~ sip r~~~rd°s staff.
~ep~rkrn~nt staff ark ~erii~~#~d ~r~~
tal~ent~ea~ p~r`ofes~ronals v!wh~ ~®rk in a
• °ari~t~+ ref d isri s~on~ to
m+~~~~ ~h~ ~~~Iwi~
safety n~~~ls saf
tl„~ ~~ra~rrr~rr9ityr.
Thre ~Cit}r is ~a~ll€-
er~ ~ to #rl I ~ h~
~~~,it~~si ~f P~li~~
hi~f dine ~~ #hg
~r~rerFl~rl# ~f tlh~
~.arrent~hefrh~ has
hr~l~ tkr,~ sit~~n ~f el~ief
°Ffl;r fern y+~r~ xr,rir~ ~~t`4rP~ tf1~
~lastirdg;s cornrnu~ni# fir ~~v years.
~~ ~
S ' ~ I $~~~~8~f1:
~,'~Pert~, to ~ar+a~~# #~e
~°~rrsta~datican~¢r rr~~t~ o^~c~~'~^gerrs ~rrd'
Ica m~r'.nterir~ r~~a~t~°art~e mare
r~v~` ~~ ~arra~per ~.ri~ar'~era-rerrt er~the da av.
~iht~rr~~rr7~b~rs ~~[~a~ w~l~r~t+~~~
~'~c!°r~e ,oga~merat w~°~t mark t~ ~rad~
~~.~~~°:ty~p~~"ce s~rute~e to tJ~e c~rfarrm;~nafy
cif 1F,'ds~~rr~s b~~.~^anc~tra~~ rr°trsi~ag~t,r!'
~a~. fdc~• ~r~d ~rf~z~r~ ~nfer~~t~arr.
~''+e ~'l'~+~~~e~~,~ ~,~rxrdrt+~r~~,rt}
a~ra~~ i'J~e ci[i'~eras P,n ~ ~arcaacta°~e
,nfeat`a~em-scarwar°~ ~~a„caspiierr? to
addr for~mr~rrsi•~+ c~rrce~rrs.
Ulrr~ ~etirria-aart r~urs~d~es Lid ~lt~
^.~r~ll~~S ~~ar?~+~r°1~~°, ~rr1~i~~~a~fi~fL~f [~{]Ar
~'a`~}essr±~frsrrr If1 ~'~£°f~ds!f'1fra~liC~
caf ~'~e ra;nr+~° d'c+~res c~rnd°
~es~aorasa.t~r~rtr~s vve vvr,~r ~~aa~a~adk~.
A,drrri n i~tr~t~rt-!~'~t~~~s
~~opr~k~ -~~ ~,Ra-~tirns ~~°~~ :~eR~i~me-#
t~orougl~ management ;f rl-'e ree~rds
func4~ns ~f tp, a d~Rarkmrzrrt. This includes}
beat is nit. limited xo data entry of Rolire
reportsr scan ring a II paper d ocuments into
tl-9e digital records managem~rit s°{stem~
rel~.as~ and transfer ~F files to appropriate
re~ipientsr tim elf file manag ~^ment~ anal
general s~apporltfordepartment~peration~
~~~
-' r~ te~rka'a a°:rru'ri rti# ra" a •:.a . ~.n•~~,,r
pru•~rid e^s e~rit Tali r~tl Ns~ ta6 ~ ~a#~t}'
ars•~r~ri ng ~t~i nt R~~Y P] ar~d d rs-sate hire ~
Fr.~r H~astirr~sF alar7~ wrth the at her publre
safaty~ a~y~~c~es rr7 I~al~ata ~aurlty~. The
G~akata r`aliirYSul~ir_'at~eyrr+~ ~~rit~r ~aCC~
c~r~arr r.atian was estaiol~ shad Iat~ a.ao,
through a larnt Re~;rr'~f~°~jr~~rr7erlt t~+tw~~rl
t~akata ~CtSurit~ arr~l ~I~vetS crt~es lo~at~d
with ~r, the you rrt~^. The ~~ rs equ~ Pfd
with a ri~w boa Viie~gaher'C3 r~igrtal rarJir~
earr°iriiurl~eati~r~~s s~rstam~ t+~ allo~w^ palace,
F~r~a EYv15 avid sF~~riFf's,p~ersar,r7~l rrt f~iUltlpl~
~UPiSdia_ti~rtS to C~<riir7'ru~riCat~ itli ~3~1i
~therA ar~~rariern~g the irrt~rerRer;~bilitgr aF
radio s~°~te~iis ariierr7g all first rrspe}rid~r~s.
Iytl.`~Fi~I
'~ end ~ ~°~ mrta-i~ = ~. a ~ ^ =,ry` Ratro ~i °1. thir*
the r;rt°t and fro°.°odes ~^n~dreerroent .op trarfi{
la~!as~ inb°e~igatior~,~f'tirime~ interviewing
and ir~terrog~a4~n; arrest; reR,~'rt preparation
and fil a nom pleti~n~ i nclud ink a ppearanc~e
at court. This di~isaon includes the k-g
~f~i~~er and da~g_
Ir>h+r~~~it~.~rtr~xr~ ~~r~r>~~Ir,!ity
h~ti~cin''~~h~~rf CR~~~t~r`~
~p _ -~.a ry i ~~e ~ti ~,a- o a ~ °=o~~ m~a~ ity.
•~utreach acki`~ritiesr includung i~N:PE; ~•ch~~i
l_iaisr~n Program; and C}ak~ta C~~nty drug
task fore. The r~it~r° als°v has a number of
ether €ommunity invol~rement and out-
rearh a[ti~°~i and di vision sr in~lud ing the
Police Reserve Y'c~uth Easplorer F~rc~ram,
M~eighk~orh~~d ti~'atch and ~Cti~en's
academy. .~dditi4nall°t°~ the depertm~nt
.~o°ordinates s~i+ith
ether depa rtments
in C~ak~ta ~ownto~
to share exp~rxise
and equipment in
spe€ialt~ needs.
E7~p~r'~~t #ct~ur
ry.a°r.i ,:llr ~~%~c.•~r•r°~I •„ur^i~la., . •:~°>w"t.; .. r.~ruri:#..•y~:~•r i.° i9i~i.~ri~ r._~°.°i~^~'aFthee!~raarl-,~r~bri!
SCru~SUr~ iri tl'1~!~aty°5 rJrt~arii_atiurr_ Uit~sl r~~eritly, tF1~ H~tirii~s° ~'hdrt~r lies el~sigr~aterJ tF°i~e
tv4a^~~~ a~° t.,oasl ;,* r`"•r. =':~I~a~^ [~~~~rkm~rti~. Earfi~er this sprir7~, the Ciir}~~~ 4hra~~r Coriwrriis~~orr
-uca~iirrlani~~~d that the ~it~'S Charter Ise arr,~r,eled tea Rlaee
k~'r~ PSI ice [~eR~r7tm~r~t urtidar tFta dirtierrl ofth~ qty d~dmirr-
~AY; ~Tar~ iii is har,~^ all Bather d~epartrr~~~ts ~n tkr~e City a urr~rrtly
rsr~° ~trU~tur~ed.This ck~ar~g~isex,Rtael to ba 15r~al'_~d L~~rr7id-
~iuyu~t, ~o~a. For tf°u~ Rositi~rra it ~s a~tecl tF7at the City
[:purr°'_'il'~ Rublrc SaFet~rr Corrlrr~lttee, Yr, c~rrsultatle}~ ~.a,tF~ tFt~
F'~+lica Ci,r~l5erw°ie~e~~mrriissar~~°~~ill rrrak~a r~ee.eSr^~rv~~rr~i~tirr~
u:'I ~ha tt5~i enr5dld,3t~. Thy P,r1ay'or steal I apRerrnt they Chief ~f
n::~. :~rrW .,:aNr~a~+al ~f'the ~~t°r° Courie~I. 5~mil~r tca alI ~tfyer depari~m~~t
I iru~:~y, '~ :: r ~~.°•.:° F .. ;..i i c.~' ,x.'i r'~N~rr"[ S~^ ~'r~ ~Ci[F° kLlrr7irli°Stf~t=fir rr7 t~3~-4~a-i~ay ftiarlM3!~~rrlcr7t i§~w~~.
krj°ditirrrall~rp thraClt~ha~had a F°c*Iie~Civ°il 5~riar~~C25>iPSiFrilr8r1 iri ~alaca wF'u~11 uarll ha assistrr7
witFl the hlrrnq ~°Ftherrr~hr~ef~ M1r'Ih~-~o~a, rt Y~~xpeeted that tha.cl~rYl s~r~rte e~Griirrrr,Sierrl °v`odl
~e r~e~lac~ed v~nth a Rolrc~e ~rJ^~ris~.ry~ Ct5mt1ii5fsrOr7. The r~rt~rit of 3r7 ad,rise}r~~ ~~mrr7issrarr Is tics
sarv+e as a m~rt~ tea e^rrhane~e aka r~riess of R81r~e eleRartm~nt capahr litres ar7d saer~si, Rr~ulde
ari £'RF~~rtUril[a}+ far fltr?~rl ir7v~i•b^arrr~'f5t a~~J irtRut ~~ palr~e s~r~ri~as, artd ~rr~ourae eaceFiarr~~
L~etwee^rr the pollce,departmerr°r ariEl tkr~e eartirliuriity.
~ Q 1 {] '~ ucfg~'~
-'r a ~~s to }o tie C:~R~artrre,~ rrt bud get i~ s?,,;~~,~P~. Like man, {~,mmu nrb es, Hastings hay seen
a d ecl one rn Iocal go°~+ern m~enk aid and tas~abl~e m ark~t wal u~ wh ich has i n7pact~ed its t~udget.
Ern go ing shall Deng es °~rill i ncl ud~ the ability t~ m e~et: c~ntin uing putslic saftta needs with
decl inin~ re~enraes. The sraccsfw l ~arrdidate II be expected to meetthase nos in a c reatiwg
and nn~vati~+e manner.
Community ~ Posltlon Prlorltles
Thy ~it}r`s nex# 'vli{e thief usrll 'I~ad a rr~rmir Hof ex~itin~ {h,allgr,~~~ ar,d wM°i#+h inte~st~ and ~c~~u~ltal~li#qr rlurin
depar~r~lerlt, strarr~p irh hist~ey~ a:n~d ixpp~rtur~ities t~atthe ~departmeFrt wil9 a danne ~f ~arrs~i®n.. ~fhe abilit~r t~
Irespar~si~rer~ess~ int®a neer~ ~F3.. Asa fare ire ~~t°:h the shirt ar~d I~rr~ t~eFrrr_ ~rea~i~el~r n~~r~ae te~hF~v~v93+ an+~
r'esu It of ~ re~ee~nt st afff a i~d E~ u r~~i l Tl~e: suc~essf~u l ~a~r~r~~~dat a s~"::iI,L ~+e able staff ~d eye ls~ p mertit r3ee d s. iir~ u rage rta i r7
ti~rw~,~~~ ri, i~ r414a~r #h+~'t ~11r4 +itr~ ~ #~ {tir~Ik}f`~C#! 'kh~ jpro~p~a:i ~~ Ir~~de~~ ~rt4rr~gP~e'lily.~laa~i~'~4~^+~I1~~5~~k~+k~Srii.4~1.
S~~rt berm ~ppv~rri~~~ ~~~~ ~r•.rbtiYiulri~
she hig~ le el a°# ser~° ~e L ~ "r ~rymm _°°-: #°r has {r ~:.~ t~ ~xperk
°~~th ~•r~,in€~ r"d" n,~ {.hall eng~s an•d en han~in g the
deparkmfrlt''S ra~le in khe ~~mmunita° thr~u~h effective
caaltre.~~I and~s^mm^~ni{~~n. Impr~vemenk~fdepartment.~l
csmmunication, bath intrernall~~ram~ang skaFf, and exk~r"all•y
wikh the cc~mm unit°a Is .~ nrtheF im med ak~^ expe~tati 4n
fv~r an iracvmir"g ~andidak~e.
~°~aluaking the strain term needs ~f the
~~mmun it~r° and deparkrrerrt and dea~~l4Rin~ a
Fensr~ lane. term plan Far the department
i n al ign mrerit w,"ith the arganiyati anal and
F.~tfiar' pri~riities f~lthe ~~~es~ul can~i~d~ate:
^ ~_r~ngtheru~nl7an{e cammUFli~.atian,team~~rali~, andtri.l~uvrkhlnthesi~partment
C~manstr~ate a ~ammrt.ment t{~ p~lbli{ ~~amm~ir~i~aki~o-n and ~utrea~l7r ~a°ith arti
abilityt{~°,t°ark v~7th stakeh~l~ersta define departrrl~rYt:{~hj~ct°wes
EXI'71h~it efts{trove interpernal and le~ader~h Ip ~kll Is to m anage e.~ pectatians~
a~i}untahalit~~ and respansr^~ness
EfFee~tJVely assist with the transit~an t~ a neap ~.ecords Mana~em~nk ~ysterrl
a n"~ r. r~°~ s de ~ n~ai ng support and Fe~{#IJ reel F~F the €le pa rtm~ent°s Fe~~ r~is
dla s :~ ~ "needs
• Identify ment+~r m anagementi 5v per,rrsor~ train ir7~ ~pp~rtun ities. t~ enh an{~
sEci lls ~=f pre~Flt and Fukure depa l-trn~rrt l ewers
• [~°^~el+~p a strategy Fesr lung term techn~l+~g",r needsan~ Staff tFaining.
•}able t~ ma~~~ag~ Frith limit~•d ~e~_ur~esr and de°Melap inn•~°~a~ti~~e metl°rods to
achie°re enl7a~~ed efF?cti°s~en~-= a "'= effi{ien{ies.
• C~em~nst~ake atalltk° t~ d$°r~•Icp ~puantitatiwe and qualltati~re s~{auntat~lllt{
am ang d spar ~ment stmt amp serei{~s.
~~~
C!C]~I M IJEII~ATI~f~
~"~ ~i~~ ~'rr~~~r,~m~~~~,r~c~r~~~~~.r.~tr~ ~r~
rnteF~fta~r~s `~rrt~~i er`1r~eras {ar~#sfc~,~
1°Ve ~~ seek I`!a d~SU+.~ trmer~ drr~ ~~era
~~ama~rrie~±ir?.r1S I,~J~e~~~r:~vr~d~.n~ ib~ckr~rourrd
car ~r~x~~ex~ j ~r I`~@ ~e~lsr~r~s ~i i~t rare xrl~,~~.
SE~t~+~~E
li4°"~e.ne~~a~nrz~e tdae rrrJrt~rr~ ~~~F~~rrr~irag°
~i~er~" c~Fte~us ~rrd F~-s~raert~ud ~e t~
~t~re,~-u~fr~c c~rr~tc~~rre ~~ca[°hel°:
wr~d sic ~~ s~r~~ t~ ~~~!~ a~+~ ~t~~gr
errr{~~i~y~s I'r~ rr ~~nst'ra~rtr~r~e, ~reeatl~re an~1
,prarl`f~r ~drra-rer:
RE~PE~CT FAR RESQEIR~E~
'~'~ ~~~~~r~rz~; t~"~~ ~~~ ~~~ ~~ir~} ~~~ ~.+~~
ra~+,r~es ray tJ~e ~n e~r~"~r?t ~~dr
ef~~-cta"re r~daar.er.
V4'e uw~i"~ k ~~ ~t~fd~~ C~~~ F~s~r~.F•~es tip
~~1'c~e t'd~e ~}r71~Y'It]1.1 ~~" rl~dl~e
EhIT~#4J~I~~Nr
l'ov'e ire ~~~rnrFri~l*e~ ca ~roteet ~rad,pr~ar~r~ate
~~e ur:i~ue ~tr~r~~~~t-~s~aes ~~~aar~r~mrrrur~.
irr~l~r~'rxl~ its f~ds~~r~,8axl~ s~errif pia#~.
~ ~wrf~ ~.if tc~ r~~~s€~ ~r7li~u~i~'~r1~7 lar~
en~o~+'rr:!er't ~ratQ v~r G~t^il°~~ irll~er+~~ctr~aras 1+-Prt~1
~a~~~+~:nsr sitars rarr~~l'~ie~erFr,p~a~ees.
Education and Experience
~an~iidate mint pa~sess a ~achel~r C]egree from an ac~r~ited college ~r
Unlarerslty and ten years e~:perlen~e as a Ilwens~d peace ~ffic~r `~ti~ith se,ien ~F
those a~ a super~rls~r. p'~~T ~o~ard Llcen~e Is al~r required. r~dwanced aiegree €~r
c~mpleti~n of sen~~r leuel managerrlent pr~gra ms are hl ghl ~ ~desire•d.
~artdldate rrlust he a pr~'uen leader'r~ith effwe v~rrtten, ~rertMal, and non-vernal
cammuni~at,€~n skills. Ne r~r she must be able to de~delo~ ~~Ilab~ratiti~e and
creative relatr~nshlps 9~~~th a ti~ariet~° of sitakeholders including Clt'r ~fi`I•clal°~, the
general put~h~c, and department staff. ~an€~idate m~lst alai _~e ah ~ _;;
dem onstrate accou ntat~Ilit~rF resp'on~ hll rtyr a nd ~r151+~nar~ leadersl7 ea.
Ylhlle residenc~B cann~+tberequlre~~the~,t~'feels~stron~l~,rthatthe oppol't~unlt~°
Fiar s~~ic~ess I n this position Is enhanced ,r~'r#h the ~.,ccessFul candl€iate establish ing
residency In N ast, ng~ ~Ithl n a reaso nable time frame of the starting ~ate_
~~rt~,pe~~~tjc~r~ ~ ~er~e~-its
l'~°s~ L~a-ic~ri'. ~~:~.r r.~ii~~, f..r •.~~i~. _..~~i',~ • e ~ "sr sy,...U~ :~I..• e
r~9~ii1~lo`~~1tr15a,s~ taerSeF~R°~ ~~~~'Ic~y~ an~i ~.~o' ~Ilewericr. The ~i~~ r~`ie•,. I~i~rr
c.~~d~~late at arti~ step Ir7 tie ~~rtii~riB3ti~~ hedule. H~ftii~t~~ ~~ arti e~celle~t
t~mr~ur,~ty ~ n h~ch ~ li;~, ~F8r6~, ar~d wi~i[. T}5e ~ppi5rtu~it,~.a;rallable witl'i Cftil
~5c~,iti~ar5~ departrr7c'~rSCr ter°g a,~~~ gar! ~8 ~ sr7d ~,~i'r5 sYSUrl iC`~ are exceptio teal a ~3d
~u.alFied appl~car,t~ are ertic~ura~ikrJ ^r~ apply.
J~~~IlIE~1~li~~ ~ ~~~~~tf1317° ~P#1~~~~
Ts .a~pl~•, p1~3_.a ~ut-~ t ] ~,-plr~ed ~i`~y ~` Hastings emp=I~°merlt apph~at`~n
and a resume b~~ i=rid.~v, April z~P ~c~i~. Car,~idate rrwa'g~ in€Iw~~e ether r~leirant
infarma~~n th at demonstrates agility to s+,i~~essFu II,~° fulfill the need. ~f the ~€,-
siti+~n.
ip~#~~ Tam~l~i~
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FHr's~ a~t~r~aee~nr~~ peek of f~1 a~~ •~o, ~~~i~
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~.pp.o®ritrlt CaC~ ~~u~~;L- ! r~r5e ~,..~o4
Complete pa~,tresrr in for mati~s~ Is a~a~ laf~l a ~n the ~ityr of H.a;tlrl r~s web~t~e at
S~4ti'r"'~'.ti.h~i~tlr7_ s.t~nri.~rs. ^ueti~l~~ car, Lie d~rectecl t~:
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PERS ~I~NEL
DECISIONS
INT@ RfVATIONAL
1VJ~.MO
DA'I~: 19 March 2010
To: Melanie Mesko Lee
Cityof Hastings
FROM: I IarryBrul[,
PDI Senior VP, Public Sector Services
SUB~GT: Police Chief Selection
Thank you for your interest in PDI services to help Hastings recruit and select its next Chief of
Police. I enjoyed the opportunityto spear with you about the Cats needs. The attached proposal
outlines a suggested process, timeline, and costs.
Please note that we have submitted a "Soup to Nuts" proposal. Any activity for which the City
wishes to assume responsibilitywoufdreluce cost. We are totally open, once we mutually agree on a
process, to a full partnership where responsibilityis shared.
PDI's approach is based upon the premise that the challenge for this level is selection rather than
search. Police chief candidates are easily located. The primaryvalue of using external professionals is
ensuring the rnunicipalityincurs "no surprises." Since 1978, when I condL>cted the process that
resulted in TonyBouza becoming Minneapolis' first outside chief, PDT has assessed the capabilities
of over a thousand candidates for key municipal positions.
Recently, PDI has assisted the cities of Bloomington and Northfield in their police chief recrtutment
and selection processes. Please see list of references for these and other similar projects,
Using PDI to assist the Cityfor this process brings the following features and benefits:
• Abilityto gain an in-depth understanding of the job's leadership requirements
• Abilityto accurately assess the capabilities of candidates
• Experience with virtuallyeverypolice department in the metro area
• Flexibility-working cooperativelywitlr the city to allocate responsibility
• Ability to actively involve the Police Department -assisting the new Chief ineffectively
leading the troops
Capability of comparing internal acrd external candidate qualifications
I look forward to helping you and Hastings. If you have any questions, please feel free to contact me
at 612.414.8998 or Harry.Br-ull@PDINinthHouse.com.
HAROLD BRLILL, M,S., L.P
SeniorVice President,
Public Sector Services
Off ce Loctxtiotr.:
Minneapolis, llrTinnesota
C71et1tS SEPUeCI:
• Ford Motor Company
• States of NY, CA, MN
• Ciq~ of Miami
• Peace Corps
• First National Bank of Chicago
Acc~cler~r~ics:
• I3. A., Cornell University
• IvLS., Educational Psychology, Sate
University of NeLVYork
I~~~19T J<l ~l ~ ~1 d~JS:
• ]301ItI n1e117112C, International Puhlic
iVlanagemenC Association far Human
Rcwurces (1PNIA-HR)
• Past president, International Pn6lic
Management Association Assessment
Council (Il'MAAC)
• Minnesota Professionals in
I'sycholos~~~ at Work (M.IPPAW)
• Minnesota Psychnlo~>y Association
{VlPA}
• National Board Meuil~er, League of
American Bicyclists
• Past president,Anierican Compo>ers
Forum
P~RSONVEL
~ ® DECISInNS,
[ N 1 C R N A l I CI N i L
IZ T:rLL I_t:anekst f[P Aoc,LVraGZ°"
Expertise
~' i'
'x
To his role as senior vice president of PDI's Public Sector Services, Harry
Brull brings a unique set of experiences as an educator, senior probation
oFEtcer, and psychologist. Since joining PDI in 1978, he has designed
selection, appraisal, and succession systems for a variety oEpublic and private
organizations.
Harry, ~vho is in deutattd as an expert witness, frequently writes and speaks
an legal topics, and is a charter member of the Minnesota Ernployment La~v
Council.
Results Achieved
* The promotional process far the Ne~vYot-k State Department of
Corrections vas not functioning successfully: every case resulted in
federal litigation. ht partnership with Ne~vYork State Civil Service,
Harry designed a promotional process using testing methodology he'd
pioneered for the State of California.As a result, the process, involving
over 10,000 candidates, vas completed sucressfiilfy without appeal or
subsequent litigation.
• The City of Oakland faced litigation by an unsuccess&tl Caucasian
firefighter applicant who alleged racial discrimination.As expert witness,
Harry guided the city through t~va federal trials resulting iu jury verdicts
exonerating the city on all cotults.
• The board of a nonprofit asked Harry to deteemine constraints to
organizational success. He discovered that the organization's founder, ~vho
vas functiotung as etieeutive director, vas no longer effective. f-Tarry leas
able to ~~~ork ~,vith all parties to design a process that allowed the director
to relitaquish her post with dignity and leave Svith her achievement
E~onored by the organization.
Partnering Advantage
Harry's approach is to focus on the desired goal, understand challenges and
constraints, and design solutions Chat are posverEitl, practical, and efficient.
www.personneldecisions.com
JA,btES STYE, Px.D., L.P
Senior Consultant
O~C2 ~,vCC[tinla:
Mimleapolis, Minnesota
Cj12f~1 fS s21'vC'(!I:
• Ei{itcational Credit Management
Corporation
• iviayo Clinic
• Medtronic
• Union Paciftc' Railroad Company
r`ICac~cr-ltics:
• ~3.A., PSVChOlOF~>y alld Healtl]
Sciences, University of Minnesnta
• M,1?H„ Health Education,
University of Minnesota
• Yh.D., Counseling psychology and
Family Systems, Universit}' of
Minnesota
Prvfessiorra.I Hisfol~y:
• Principal and Senior Gansulting
Psychologist, Magellan Executive
Resources, lnc.
• Executive Director, Project Family
• President, Renovex Carpnaation
Pl'ofessiof~fal ~l~lic~~iof~s
• Board 11{rmber, Nar[h~s~~stYlV1CA
• GreenleaF Center for 5ert,nt
Leadership
• l3eli fender's 1'ro~ranl, Calvary
Lutherln C:hnrch
• Coalition far Caupies. Family and
iVlarriage Education
1'ER50NVEL
~ ~ llECISIoNS
INTEdN •T16N AE
tr LiL LL1D!'QStll l' t~€]l`i~:l':1 f:L'"
Expertise
James Sipe is a seasoned psychologist with extensive experience in leadership,
coaching, teamwork, and organization development. He has created z variety
of edur.ational materials and has conducted numerous consultations, seminars,
and retreats for public and private sector organtzations nationwide. Janus
- combines his backgratutd as an entrepreneur with wide-Banging expertise in
human behavior and organization systems to provide his executive clients
with a peactical point of view
James is widely recognized for helping individuals in leadership roles practice
the principles of lcadictg by serving. He is ca-creator of the Servant-header
TrainingActdeuty and co-author of Seven Pillitr5 of 5crvrtnt Lcrtdcrship,
forthcoming irront Paulist Press.
Results Achieved
• The president of a publishing company experiencing dramatic growth
through acquisition wits challenged to integrate coeporate cultures and
systems, due to a lack of collaboration within her senior leadership team.
Jautes designed and facilitated a series of executive coaclung, team--
` building, and organization development iuterventious. After the first six
u~anths, the team detttonstrated a greater capacity to work together and
_ successfully completed the acquisition of a competitor.
- • Unresolved succession issues associated tivith the impending reticernent of
a large accounting firm's founding partner created stress in the leadership
team. James worked with the client to reduce the uncertainty over the
firm's ft3tnre by creating a succession strategy to identify ancl~develop a
high potential junior partner, ~vho eve,~tually replaced the outgoing
Founder.
• The CEO of a tnid--sized financial services first acknowledged
htnitatiotts in his Le.tdership capabilities that were contributing to a
culture of conflict and stifling company g rotvth. The CEO engaged James
in an executive coaching relationship for eitrhteen months.As a resulC, the
client developed a store et~ective stile of leadership, res'ultittg in a greater
~villirrgness to delegate, reduced relational conflict, and a dratuatic
turnaround in company sales performance.
Partnering Advantage
His extensive experience makes James a collaborative and capable change
agent. He is as comEartable in the midst of a complex organization
trattsforutatiou project as ltc is in a casual conversation. He enjoys working
with clients to find solutions that help thr'nt gra~v.
www.persvnneldecisivns.wm
City of Has~~ngs, MN
Search, Recruitment, and Selection of
Chief of Palice
i9 March 2p1~
Harry Bru[I, Senior Vice President Public Sector Services
TABLE OF CONTENTS BACKGROUND 1
APPROACH ANO METHODOLOGY 4
Activity One: Job Analysis! Determination of Position Requirements 4
Activity Two: Recruitment q
Activity Three: Screening g
Activity Four: Evaluation ~
Activity Five: Finalist Assessment g
Activity Six: Six-Month Pertormance Roview g
DIVISION OF RESPONSIBILITY 10
LONGI=VITY GUARANTEE 11
TIME FRAMES 12
PRICING (FOR EACH PROCESS] 13
REFERENCES 75
Capyri0hl A 2010 Personnel Decisions lniernmional ~IS9S2016
All Righrs Reserved
BRCxGROUNO Personnel Decisions International (PDI) is a full-service industriallorganizational psychology
consulting firm headquartered in Minneapolis. Our general expertise lies in the area of
assessment and development of both individuals and organizations. Since our founding in
1967 by Drs. Marvin Runnette of the University of Minnesota and Wayne Kirchner of 3M,
we have evaluated the competence of aver 1Q,D00 applicants far managerial and
executive positions. Clients far these services include privake industry, nonprofit
organizations, and agencies of local, state, and federal government.
As leaders in the field of work-related assessment, we have developed a wide range of
screening and assessment tools designed to provide decision makers with accurate and
powerful information regarding the specific capabilities of each individual.
In the public and nonprofit arenas, we have extended our services to include the
identification and notification of candidates who meet the necessary qualifications and may
have interest in the position. These "up-front" services are designed to effectively recruit
the largest possible poai of qualified applicants, giving She hiring agency maximum choice
in the subsequent selection process. PDI has conducted these procedures fora wide
variety of positions including:
• Police Chief
• Fire Chief
• Gity Manager
• School Superintendent
• School Principal
• Library of Congress Professional Positions
+ Federal Trade Commission Professiona[ Positions
• U. S. Postal Service Executive Positions
• County Administrator
• City Administrator
• Personnel Director
• City Clerk
+ City Engineer
• State fJursing Association Director
Copyright ®2010 Personnel Decisions lmemalional 31191?L1~
All Riphls Reserved
z
PDI is also a nationwide leader in the design and implementation of fair employment
practices. We are frequently called upon to design selection procedures under federal
consent decrees and U.S. Department of Justice auspices. We also have provided expert
testimony in both state and federaf courts regarding race and gender €airness of refection
procedures. Qur assessment procedures allow for the accurate comparison of both
internal and external candidates.
All procedures and processes for this project conform to applicable state, €ederal, and
professional guidelines including EEO, Affirmative Action, Uniform Guidelines for Employee
Selection, #vlinnesota Human Rights, and PAST.
We also are nationwide experts in the design and training of employment interviews and
interviewers. In a recent police chief process for Bloomington, MN, we designed panel
oral processes fora "b[ue-ribbon" panel, a department head group, and a representative
police department pane[
The key staff €or this project will be drawn from PDt's Public Sector Division, which
special"izes in services to agencies of government. The fallowing individuals will serve as
key staf€ members; all have had extensive experience in recruitment and selection of top
executive public sector positions.
• Project Manager -Harry Brull
• Project Principal -James Sipe
CopyrigSr ®2610 personnel Decisions Inremaiional 31i 912010
A11 Rights Reserved
3
APPROACH AND Activity One: Job Analyslsl Determination of Position Requirements
N{ETHODOLOGY
PDI would conduct interviews with the Civil Service Commission andCity Administrator and
other key individuals to determine the mix of skills and abilities required in the position.
tnput would be gathered from police department staff tYlrough group interviews andlor the
use of a questionnaire. In addition, we would review relevant documentation such as
position descriptions, organizational charts, etc. This information would be compiled into
an updated position description and position profile, and become the basis far
advertisements and other recruiting literature. These documents would also include details
such as minimal qualifications, desired experience, and other factors relevant to recruitment
and selection. As experts in the process of joh analysis, PDI would ensure that the
resulting necessary qualifications meet all legal guidelines and provide a blueprint against
which to compare subsequent candidate qualifications.
We estimate that this step could be completed within two weeks.
Activity Two: Recruitment
We woutd work with the Commission and City Administrator to determine the scope of
the recruitment {regional, national, etc.). During our conversations, PDl would determine
the location and current jab responsibilities of individuals most likely to meet the position
requirements. We would then designate a recruiting strategy including relevant
publications, broadcast letters, and a mechanism for nominations that would yield the
largest number of mast qualified applicants for the position. We could coordinate a
survey effort to determine the competitiveness of the salary package if necessary. Based
upon past experience, we would anticipate that the combination of advertisement and
specific letter writing would yield, at a minimum, 25 qualified applicants for the position.
17epending upon publication schedules of any designated periodicals, this step would begin
the timeline.
Cnpylegh[ ®26W PefSOnnef Decisions Iniema[ional 3/192010
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4
Activity Three: Screening
Based upon the minimum qualifications and position profile, PDI would screen applications
to determine which individuals have the highest likelihood of meeting the position
requirements. Based upon the job requirements and position profile, PDI would design
the following instruments and procedures to conduct a first screen of resumos:
• Assessment of minimum qua[ificationsJFiesumes would be checked to ensure that
all minimum qualifications are met.
• Resume scoring farm and decision rules---Based upon the position documentation,
PDl would design a process whereby resumes may be quantitatively evaluated and
scored to yield groupings of continuing candidates.
We woutd ensure that all procedures meet requirements for affirmative action, EEOC, and
federal and state law.
As part of this step, we would ensure that all candidates receive information regarding
the following:
• Procedures to alert them of their continuing status in the procoss
• Conditions regarding confidentiality
• Selection process timetable
G"even the projected numbers of individuals who may apply, we would recommend a
follow-up screening process that would involve mailing further requests for in#ormaiion to
applicants. This wit[ allow more valid decisions regarding which individuals should achieve
semi-finalist status. Such requests for information may include:
• "Targeted" resumes-response to specific questions regarding the scope and
extent o€ their experiences
• Responses to essay questions
• Documentation of specific accomplishments
Using this two-tier screening process, we would expect that the screening effort would
require approximately three to €our weeks.
Activity l=our: Evaluation
Depending upon the qualifications of candidates, we would expect to present approximately
six to eight candidates for further selection procedures. Depending upon the wishes of
the City, we would designate a set of information-gathering procedures designed to
produce more detailed information about this smaller group of applicants. This set of
techniques could likely include multiple interview panels. These panels could cansisi of
individuals from among the following stakeholder groups: - Civil Service Commission, other
city department heads, the police department, the greater Hastings community.
PDI's services for these orals include:
Copytighl ®2111 Personnel Decisions in[ernallonal
NI Rights Reserred 311912016
5
• Design of interview questions and scoring criteria.
• Traininglorientaticn of interview panels etc.
• Collation o€ results allowing confidentiality (and therefore greater integrity) of panel
member evaluations
PDI would compile information gathered in the farm of confidential reports for each viable
applicant and submit them to the Council for discussion and decisions regarding finalist
status.
Depending upon the nature and extent of procedures used, this step would require
approximately two weeks.
Activity Five: Finalist Assessment
Ai this point, PDI would coordinate extensive information gathering regarding the finalist
candidates. These activities could include:
• In-depth appraisal
• Primary and secondary reference checking
• Background press search
• Background Checks
At this point, the City could conduct interviews with finalist applicants. If needed, PDl
would be able to assist in final negotiations after the City has made its hiring decision.
Based upon the procedures required, we estimate that this step could be accomplished in
approximately two weeps.
Activity Six: Six-Month Performance Review
As part of PDI's responsibility, we would engineer a six-month performance review of the
new Police Chie€, which includes the fallowing components:
• Input from City Administrator
• Input from other department heads
• Input from key staff
• Summary and collation of results
• Presentation of results to the City Administrator
• Pace-to-face session with the new Chief and City Administrator to discuss results
This process allows for early °course corrections" if needed, helping to ensure success for
the individual and the City.
Lopynghi ® 2016 Perwnne[ ~ecisiolrs Inlemalional 3/18/2010
All Rights Reserved
6
^IVISION OF f3ESPONSIB1lITY As consultant to the City on this prefect, Ppl is prepared to assume the following
responsibilities:
• Design of all jab analysis and candidate evaluation procedures
• Provision to the City of valid information regarding the knowledge, skills, and
abilities of eacfl applicant
• Assistance in response to interested parties such as staff, the media, etc.
• Assistance in contract negotiations with chosen candidate
We see the City's responsi5ility as fo€lows:
• Approval of all documents and procedures
• ^ecision making or, at a minimum, approval of decisions regarding the status of
any and all individual applicants
• Securing of physical locations for job analysis sessiorls, interviews, assessment
center activities, etc.
Copyright ~ 2010 Personnel pecisians Inlemationnl
3119f201g
All Righls Reserved
LaNCevi7Y GUARANTEE If the individual selected through a PDI process leaves voluntarily during a two-year
period or is terminated for cause during the fime period, PDI is prepared to replicate the
search process with alt labor costs waived.
Capyrigh7 ®2010 Personnzl Oecisians Iniefnaiional 3I19r2o70
NI Rights Reserved
TIME FiuM55 The Following time frames can be used as estimates:
Weeks from Project
Activity Start
Activities 7-2: 1.4
Job Anatysis and Recruitment
Activity 3: 5-7
Screening
Activity 4: ~_g
Evaluation
Activity 5: 9.1~
f~ina[ist Assessment
New Chief Start Date 12~-
capydgnl ®ZoW Persannxl Pecisians In[emalianal 3!191?Oi0
r1Fl R7gh[s ftescrved
e
9 ~
PRICING FOR EACH
PROCESS}
Activity One: .lob AnalysislPosition Requirements $3,000
Activity Two: Recruitment
• Consultation
$1,500
• Implementation (design and mail ads, broadcast letters, etc.}
Activity Three: Screening
+ Design $3,000
• Evaluation of candidates
Activity Four: Evaluation
• Design and training of panel interviews $4,000
Activity Five: Finalist Assessment
• In-depth appraisal
$7,000
• Primary and secondary reference checking
• Computer press search
• Design and training of Council interview
Activity Six: Six-month Review $1,000*
Project management $3,000
Labor subtotal (assuming no more than 3 finalists) $21,500
* Charge 'IS waived if first five activities are utilized
Expenses
Out-of-pocket expenses such as advertising, telephone, etc., will be billed at cos[;
estimates for each process are as Follows:
• Advertising $950
• Postage $200
• Telephone $100
a Candidate travel costs (depends upon the number, location, etc.}
FEE PAYMENT
SCHEDl7LE PDI will submit monthly invoices for work performed and expenses incurred. A "hold-back"
percentage on the part of the city is satisfactory.
Copyright S7 2610 Personnel 6ecisions Inlernalianal 311612010
pll Right$ Reserved