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( * The Town MD of Min en NEVADA A special meeting of the Minden Town Board was held on Tuesday, February 2, 2010, at 1602 Esmeralda Avenue in Minden, Nevada beginning at 6:45 p.m. Board members present: Ross Chichester, Bob Hadfield, Dave Sheets, John Stephans, and Steve Thaler. Staff present: Greg Hill, Trish Koepnick, Tim Russell. I. Meeting was called to order by Chairman Hadfield 1. Pledge of allegiance was led by Bob Hadfield II. Overview on the manager position by Darcy Worms, Douglas County Human Resources Department. Chairman Hadfield spoke of the board reviewing town issues, growth, etc. and the decision by the board to hire the town manager this year. He introduced and thanked Darcy Worms, Douglas County Human Resources director, who introduced and thanked Cindy Nye, recruiter for Douglas County. Ms. Worms said that she had given the board a copy of the job description and a reminder about the rules to be followed in the interview process tonight. The job was posted on September 9, 2009; it was advertised locally as well as in Jobs Available, a government job posting service. 48 applications were received. A panel consisting of Ross Chichester, Steve Thaler, Cathy Colquhoun, Roger Harker and Darcy Worms interviewed eight applicants and then after background checks narrowed that down to the three applicants present tonight. Darcy read the letter sent to the applicants with the four questions that they were to answer tonight in a 15 minute period. After that the boards will each have an opportunity to question the candidate with the questioning remaining consistent between candidates. The candidates opted to be in the town office until after their interviews. Mr. Hadfield said the intention this evening is to rank candidates. There will then be a follow up background check and the hope to reach an accord with the top candidate. We will hopefully announce and possibly introduce the new manager at the March board meeting. We need to be very careful about the selection with the board confident in the person. Public comment will be open for comments after the candidates are ranked, but the public will not be questioning the candidates. III. Discussion and possible action on Minden Town Manager interviews of Dave Betley (7:00 Lisa Granahan (7:30 and Roger Van Alyne (8:00 including the ranking of the applicants, and authorization of Board members Steve Thaler and Ross Chichester to negotiate salary and start date with formal appointment to be set at the March 2010 board meeting. A. Dave Betley 1. Describe your qualifications and why you are interested in the position. Dave Betley has spent most of his life in Nevada, and applied for the job because he is looking for a good community in which to raise his kids. He is a registered ---PAGE BREAK--- Minden Town Board Special Meeting February 2, 2010 Page 2 of 10 professional engineer working for Clark County. He is involved with management and political issues at the county level and believes that open-minded communication is the key to most issues. Land development and drainage are his specialty. 2. Describe your management style and how you would manage the Town. His management style is basically the Golden Rule, treating people the way he wants to be treated. Everybody is different; he approaches people honestly, evaluate their and weaknesses, tailoring the job to benefit and challenge employees. As a manager, he is the leader of the team. 3. If selected as Town manager what projects or procedures would you implement in the first 60-90 days? He has educated himself about the Minden area; if given the job in the first 60 days he will learn the policies and procedures, look at staff, and build communication. He has read the Plan for Prosperity and report on Douglas County issues. Key is to work together with the community, getting people involved in government because the government doesn’t have the resources to fix all the problems. The community has had foresight, now needs implementation. 4. Describe your vision for Minden in 5 years. In the next 5 years, he would build a better downtown and walking areas. Las Vegas was hit hard by economy and he had to lay off 60% of his staff. We need to build a broader business base, promote a healthy business environment in Minden and promote growth, not slow business down. He would also help establish better communication with the boards and the community. In the end he would like to see healthy growth and to preserve a style of life that facilitates this valley. Board questions: Mr. Sheets: How do you view an evaluation process and what is important in that process? Also, is it important to enjoy what you are doing? Mr. Betley: An evaluation is to show the strong points and address weaknesses by creating a set of goals to improve themselves. It is best to be honest with employees. A job must be enjoyable, and he enjoys being an engineer, especially helping people. Sometimes negative emotions prevail, but if you go above and beyond, you do not lose people in the process. He is level headed and not a typical engineer because he enjoys communication. Mr. Stephans: Touch on your financial background and cross training people. Mr. Betley: His financial background has more to do with development and budgeting for his department. He has done construction management, calling bonds and cost management. He sees himself as doing training in public management. He has run a family business, which was a victim of the current economy. He has also worked with enterprise funds (based on fees). Cross training: He would first look at how things are run and areas that can be improved. Then he will look at what people do and how deep the backup is, looking at their backgrounds to put them into situations where they can get job done. It can be very challenging with a tight budget. Mr. Thaler: If there was one personality trait to describe the town manager, what would that trait be? Mr. Betley: Presence. Living in the current moment, dealing with the current situation. ---PAGE BREAK--- Minden Town Board Special Meeting February 2, 2010 Page 3 of 10 Mr. Hadfield: You would be working with Douglas County Board of Commissioners, with the Town entering into a new period. What talents would you bring to this position to assist a relatively new board in becoming as effective as they can be? Mr. Betley: Being able to communicate effectively is my strong point. Also, determine what expertise each town board member brings to the board. The staff needs to understand the questions and give information so the board can make effective decisions. Mr. Betley thanked the board for the opportunity to interview. It has been a good experience and it is beautiful here. He thought the waterline projects are very interesting and he believes that he can bring a lot to the table. B. Lisa Granahan: 1. Describe your qualifications and why you are interested in the position. Ms. Granahan has 25 years experience in local government and a track record in longevity: 9 years in mid to high level management. Strength areas are strategic planning, grants management, intergovernmental relations and project administration. She listed her affiliations and continuing education including a 2 year program in public administration in which she is currently enrolled. She believes that her familiarity with county processes and her good working relationship with key county staff members, as well as her familiarity with issues that the town faces, would be a great asset. She also has experience working with the county in the area of economic development as well as working on a number of grants including the current Question 1 issue to acquire the Seeman Ranch. She worked as interim Town manager for Genoa and thoroughly enjoyed it. It was that experience and her career goals that caused her to aspire to be the Minden Manager. 2. Describe your management style and how you would manage the Town. Ms. Granahan described herself as a team builder, with a focus on deliverables and priorities. She seeks first to understand before recommending. She believes we really have to work together, build trust and form partnerships, especially in this economic climate. As far as management style with staff she is a team builder; she identifies talents and builds them into with balanced feedback, verbal acknowledgement and encouragement for employees to be problem solvers. With board members she likes to encourage goals and timetables, and make sure they all have the same information. She would try to provide the continuity the board is looking for. 3. If selected as Town manager what projects or procedures would you implement in the first 60-90 days? She has been doing her homework for this job, and sees areas of opportunity in continuity including financial stewardship and the budget process, grants compliance and maximization, and in project implementation and organizational planning. She would work with board to get their input and find out what they are looking for and their priorities, also work on policies and procedures with a timetable, and work with staff. She would work on fully understanding the contracts and timetables for the water agreements, and make sure the board had all the information they need about these projects. She would like to make sure that the revision of the Town website is finished. Strategic planning would be something that she would approach if the board wanted to entertain it. 4. Describe your vision for Minden in 5 years. ---PAGE BREAK--- Minden Town Board Special Meeting February 2, 2010 Page 4 of 10 Her vision preserves the values and characteristics of Minden; using innovation collaboration and a focus on economic vitality. Good financial management of the Town stays the same, small town way of life with an emphasis on family, a focus on quality infrastructure and possibility of expanding the waterline south. Solid trash service stays the same but possibly more recycling. Her vision extends the street lights all the way to Marsha Park. Board questions Mr. Sheets: How do you view an evaluation process and what is important in that process? Also, is it important to enjoy what you are doing? Evaluations must be a true representation of the past year, and it is an assessment tool to identify and discuss what needs to change, and look for opportunities for growth. Employees must know expectations and it is a great opportunity for feedback from the employee to determine goals. Mr. Stephans: Touch on your financial background and cross training people. She would work closely with the comptrollers to identify challenges and see what the trends and deficits are to deal with those. She believes in cross training of employees both in office staff and in public works, to make sure that all job aspects are covered. Mr. Thaler: If there was one personality trait to describe the town manager, what would that trait be? Ms. Granahan’s trait would be visionary. Mr. Hadfield: You would be working with Douglas County Board of Commissioners, with the Town entering into a new period. What talents would you bring to this position to assist a relatively new board in becoming as effective as they can be? Ms. Granahan would work to make a smooth transition for the new town board members, with both the basic issues and the large ones. She spoke of how much she had been looking forward to the opportunity to be interviewed, and hoped that the board would strongly consider her application. B. Roger Val Alyne: He thanked the board for the opportunity to present his qualifications and to tell them what he could do as Minden’s Town manager. Mr. Van Alyne read from a handout as follows: Thank you for the opportunity to present my qualifications and tell you what I can do as Minden’s Town Manager. I am Roger Van Alyne, a resident of the Carson Valley. Qualifications: As my resume shows and this interview will reinforce, I possess outstanding personal leadership, management, and interpersonal skills. Military officers are trained in the principles and standards of leadership and management. I have extensive experience putting this training into practice as an engineer, construction manager, flight commander, plans officer, and deputy public works director. I am an experienced Emergency Manager, requiring me to monitor situations, evaluate status, make decisions, and provide direction. ---PAGE BREAK--- Minden Town Board Special Meeting February 2, 2010 Page 5 of 10 I set my personal standards high, and expect the same from those I work with at all levels. As a result of my leadership and management, and the hard work of dedicated airmen, the 152nd Services Flight was awarded the Kenneth W. Disney Award for food service excellence and named Outstanding Services Flight in 2000. I am especially pleased that the Services Flight continued to excel after my departure. Management includes the development of those who will manage after an individual is gone. I approach challenges positively and with energy. I am an effective communicator, in both the written and spoken word. At Washoe County, I was the preferred presenter by the Human Resources and Community Relations Departments for management training classes and leadership academies. I am an experienced advisor to elected officials, having spent seven years in positions of responsibility in Washoe County, interfacing with elected officials and senior staff from its cities and neighborhoods, and state and federal officials. I understand the political process and the importance of objectivity, while maintaining an appropriate level of awareness of issues and their potential and real impacts to my organizations and programs. As Town Manager, my role is to lead the full-time staff and provide guidance to the Board, while remaining mindful of their position as policy-makers. As I prepared for this interview, I developed a greater appreciation of what makes Minden unique, and I see the hard work and dedication of the Board and community to maintain the character of the Town yet remain open to development and growth. The Plan for Prosperity is an excellent guide to the future. I know the value of consensus building, and can work and communicate effectively with stakeholders. I have a strong commitment to positive and open relationships with internal and external customers, even when the road is long and rocky. No person is an island, and Minden cannot afford a Town Manager who does not actively network with others. I constantly strive to establish and maintain strong, productive, and appropriate working relationships with the policy makers and action people in neighboring communities and beyond. This outreach is essential to Minden’s future growth and success. I have worked in government in Northern Nevada for many years, and have established relationships with many State and local agencies. I am a former member of the Statewide Transportation Technical Advisory Committee (STTAC), and through that membership I know senior staff in State Parks, Tourism, various development agencies, and advisory boards. An additional benefit is increased familiarity with their grant processes. I am trained in operational and strategic planning, have written multiple emergency response plans, and helped develop the Nevada Army and Air National Guard Strategic Plans. I have the ability to anticipate issues, identify and develop alternative courses of action, and present those COAs to the policy makers. I strive to understand the potential impacts and obstacles to decisions and policies, with the intent to avoid the inefficiencies of finding them as the decision or policy is implemented. I know how to take the initiative, and be resourceful and creative in solving problems. I have administered large and complex capital improvement programs, which requires the ability to create policies and procedures, resolve legal issues, prioritize projects, then advertise, award, and execute contracts. The successful execution of any capital improvement program demands the program manager continually take the initiative to keep the program running smoothly. ---PAGE BREAK--- Minden Town Board Special Meeting February 2, 2010 Page 6 of 10 In summary, I have the traits and professional characteristics that you desire for your Town Manager. I am the ‘day-to-day’ manager you need, with the skills and experience to: provide policy guidance; evaluate programs; establish and maintain those relationships that are key to Minden’s future success; and execute the Town Board’s direction. I am also the person who can look ahead to: identify, develop and pursue opportunities; perform strategic planning; and bring vision and insight to the critical issues facing the Town of Minden. I am your Town Manager. Reason for interest in the position: When I brought my family to northwestern Nevada 14 years ago, we chose the Carson Valley as our home. Although our children are grown, my wife and I have a strong desire to remain in the Carson Valley and become part of the community in a different way, to make a greater contribution to the place we’ve chosen to live. As I prepared for this interview, I learned that the Carson Valley is not just a great place to live – I learned that the Town of Minden is a great place to work. I am excited at the prospect of working for a government that takes care of its citizens, its employees, and its neighbors. The Minden Town Manager position is that rare opportunity - a new position in an established organization – that requires the right person to ‘invent’ the role, the relationship with the Board, staff, community, and adjacent entities. I relish the challenge! Management style: The greatest influence on my management style is a book titled, On My Honor, I Will. It’s a relatively short book and an easy read. The basic premise is the application of the Boy Scout Promise as a business model. The Scout Promise is only 32 words, very powerful words, that combine the concept of personal honor with three basic duties: God and country, others, and oneself. Using this as my foundation, I have developed a management style that helps me be approachable, friendly, and open. I like to stay in touch with projects and activities, but allow staff to manage and complete assigned tasks. I employ a situational leadership style because no two situations are alike, and a resolution in one instance may not work in the next. I have always been a strong supporter of workforce development, preparing for tomorrow and beyond. One of my most important duties is to ensure that if I or one of the supervisors were away for an hour, a day, a week, a month or more, the organization would still run as efficiently and effectively as if we were there. I put great faith and trust in the people doing the job – they know the intricacies of the task better than I. No matter how smoothly an organization runs, problems and issues will arise. I have the experience and am prepared to confront and resolve these situations with sensitivity and fairness. Management plan: I will: - ensure I have clear direction from the Town Board and understand their expectations; - provide the Board’s expectations and direction, along with my own, to coworkers; - be open, honest, and fair in all my activities and decisions; - provide the best leadership possible; and, - serve Minden’s citizens with dignity and respect. ---PAGE BREAK--- Minden Town Board Special Meeting February 2, 2010 Page 7 of 10 First 60-90 days: When a Town Manager is formally appointed in March, the fiscal year will be 2/3 over, with a short four months to create and approve next year’s budget. This is an important budget because it is the last for tenured Board members and the first with a Town Manager. I propose the Board conduct a budget workshop to continue work on this important budget. Another factor to consider in the budget process is the Town’s new role as a water wholesaler. I will work to ensure successful implementation of the three water agreements approved in January. At the January Board meeting, County Commissioner Greg Lynn proposed the formation of creating global or regional water planning agreements. This is a idea, deserving of the Board’s consideration. I must forge a positive working relationship with existing Board, staff, local and regional governments, and the community at large. I will call on the managers and key staff from Douglas County and surrounding communities. I will make myself available to the community, to ‘meet and greet,’ and learn what is important to them. I will meet with Minden’s Board members to determine their practices and needs, and will ensure that I provide the same level of information to all Board members. The Town’s employees are a tremendous asset, and deserve proper support. I will review the existing workforce development plan to ensure it meets the Town’s needs and the Board’s desires. I will begin a dialog with staff to ensure I understand their needs. In January 2011, Minden will have a totally new Town Board for the first time in over 26 years. The Town Manager’s role is to ensure continuity of management. To be ready, I will prepare an ‘organizational profile’, describing the ‘who, what, when, where, why, and how’ of Town government and services. In a parallel but longer term effort, I will begin work on an information packet for new Board members, describing: the Town organization (departments, functions, staff, etc.); relationship with the County Commission; inter-agency service agreement between Minden and Douglas County; requirements of the Open Meeting Law; financial disclosures and other reports to the State; capital improvement program; current budget – programs, projects, challenges; revenue sources (taxes, fees, interest, grants, etc.); various Town accounts (general fund, enterprise funds, capital projects, debt service, etc.); boundary and annexation process; development project review process; Minden development standards; Board policies and procedures; and interaction with other governments and entities. The Plan for Prosperity provides a roadmap for Minden’s future. The Plan was created through a community-based effort and was enacted in January 2003. The fruits of the Plan are evident. I will champion an effort to review the Plan, note those projects that are complete, and begin to think about the next steps. My intention is not to change the Plan, but to ensure the Town is ready to maintain its established momentum down the current path. Continued economic development is a key point in the Plan for Prosperity, and I will make economic development a high priority for the first 90 days, and for the next 3,600. Our nation’s rough economic times have hit Nevada particularly hard. Minden has three highly visible projects that are ‘on hold,’ and deserve the Town’s attention to help them get back on track. ---PAGE BREAK--- Minden Town Board Special Meeting February 2, 2010 Page 8 of 10 I will work to improve Minden’s community outreach program. The website has good information, and I would like to see the website used to its full potential. Newsletters are an efficient way to inform the public about Board activities, water rates and policies, seasonal events, etc. How do we display information in the Town’s offices? We are 12 months from the 2011 Legislative session, and it’s time to begin assembling the Town’s legislative agenda. There are many issues the Legislature will be considering. I’m sure that Minden and its regional partners will want to be ready to defend our interests in Carson City. If time permits, I’d like to investigate how Minden can incorporate alternative energy programs into our daily operations. For example, is solar power feasible for our wells? Can we improve our energy consumption in the Town offices and the CVIC Hall? 5 year vision – what will change – what will not change: My Five Year Vision is that Minden continues on the path directed by the Town Board using the principles of H.F. Dangberg, honoring its history and protecting the future. Changes: - Improved processes for assimilating new Board members; - Ensure Minden’s place as leader in Regional Water Plan; - Greater efficiency in government; - Continued workforce development; and, - Further implementation of the Plan for Prosperity. No change: - The overall ‘Vision’ established by the Plan for Prosperity; and, - Implementation of that ‘Vision.’ Mr. Sheets: How do you view an evaluation process and what is important in that process? Also, is it important to enjoy what you are doing? Evaluation process should be a positive process, to help the employee to advance and develop in their career. It works best when he sits down one on one with employee, discusses where the employee is right now and what he needs to do to improve; this includes getting to know employee on a personal basis. The manager needs to be in tune and able to help. It is absolutely important to enjoy what you are doing; if you can’t have fun, don’t bother doing it. Mr. Stephans: Touch on your financial background and cross training people. Mr. Van Alyne has experience working with a very large budget and capital improvements projects. To him running a budget is controlling the expenses. He believes workforce development is very important; employees must understand their jobs and have the tools needed to do their job. Cross training is very important; job must get accomplished regardless. Mr. Thaler: If there was one personality trait to describe the town manager, what would that trait be? Mr. Van Alyne’s trait would be a strong leadership. He would be accountable to board and citizens of Minden. Leadership does not always mean being out front but providing the support and working with the board. ---PAGE BREAK--- Minden Town Board Special Meeting February 2, 2010 Page 9 of 10 Mr. Hadfield: As there will be a new majority elected to the board in November, what skills would you bring to help that new board be effective? The biggest thing is to make sure that the board understands the organization profile; the manager needs to understand and then help the new board. They need to understand what their role is and get them up to speed, making sure that they understand what is going on. The community will be making a big adjustment, citizens are used to things happening a certain way and there will be some growing pains. It would be a pleasure to work for the Town of Minden and he believes that he would be the best candidate for manager. Mr. Hadfield thanked all involved in selecting three very good and very different candidates. Mr. Chichester would like to take pieces from all three they are very close. His ranking was as follows: 1. Mr. Van Alyne 2. Ms. Granahan 3. Mr. Betley Mr. Thaler noted this has been an amazing process, he has a huge thank you to all three applicants; they all presented very well again today. His ranking was as follows: 1. Mr. Van Alyne 2. Ms. Granahan 3. Mr. Betley Mr. Stephans thanked all for an excellent job and ranked as follows: 1. Mr. Van Alyne 2. Mr. Betley 3. Ms. Granahan Mr. Sheets said that his ranking is coming from the standpoint of a manager who will have to deal with citizens of this town, the county, employees, and the board now and in the future. He was also looking for some enthusiasm, but overall he was looking for someone who would manage with respect and authority and gain respect from all those other entities. His ranking was as follows: 1. Mr. Van Alyne 2. Ms. Granahan 3. Mr. Betley Mr. Hadfield recognized that there is consensus on the number one candidate. His ranking was as follows: 1. Mr. Van Alyne 2. Ms. Granahan 3. Mr. Betley Mr. Hadfield noted that the ranking was established the ranking as follows: 1. Mr. Van Alyne 2. Lisa Granahan and 3. Dave Betley ---PAGE BREAK--- Minden Town Board Special Meeting February 2, 2010 Page 10 of 10 Mr. Hadfield asked the committee of Ross and Steve to meet with the Mr. Van Alyne begin a negotiation process and come back to the March meeting with a recommendation. Ms. Worms said that this would fall under the county policy that governs this process Public comment: None Chichester/Thaler motioned to adjourn the meeting at 8:37 pm. Motion carried unanimously.