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Home My WebLink AboutPublic Comment Godon Barbara Cahill From: Rolf Godon (rgodon C pacbell.netl Sent: Monday, July 23, 2007 4:55 PM To: Barbara Cahill Subject: interim manager Barbara: I request that the following input be read into the minutes at tonight's meeting. It has come to my attention that recently help was hired for Steve Holbaugh(sp?) so that he could manage all the work necessary. It is also my perception that other agencies in our community ,who have recently lost managers, are having the asst. managers fill in till a new manager is hired. Furthermoe, the district has spent a huge sum of mone manager will cost st us out erate payers ctric ca and another $200,000 to probably more. I suspect that hiring a temporary 9 tant. So, I question the necessity of an $500,000 in addition to the monies being paid to Steve's new assis intermim manager in its broad context and really feel that it is an inefficient use of rate payers money. Given the entire picture as I have delineated it above I strongly suggest that an interim manager is at best a luxury and perhaps unnecessary and that PDnahas is sebected people mplore youttot ons der this veryion who can easily keep us moving along smoothly till a permanent ma 9er seriously as I believe it is an unnecessary expense as well as a move not in rate payer interest. Respectfully submitted, Rolf Godon Ph.D. i Truckee — Donner Public Utility District Workshop — General Manager Search Process July 25, 2007 Ralph Andersen & Associates Ms. Heather Renschler, CEO& President Mr. Michael Lawson, Senior Consultant • Review of Search Process Key Steps in Recruitment Process Timetable for Process Profile Development - Gather Board input regarding skills, background, characteristics, key functions, and responsibilities desired in a new general manager. Board members will be asked to review and provide input using the worksheet developed by Ralph Anderssandt formate nput inotheong formnof as and draft project consultants will summarize document for review at a later date. Typical process for gathering input will include a brief overview of the sections on the worksheet and gather input from Board members on a rotating basis until Board agrees that they be addedrovided adequate input on each section. throughouttthe process to ensure Additional comments cane all desired skills and characteristics have been identified. - Board members will also be asked to identify key challenges faced by the general manager with a focus on identifying candidates that have specific experience. Discussion regarding community input to process and general manager position. ARalph Andersen &Associates Truckee Donner Public Utility District General Manager Project Timeline Estimated Dates Task of Completion Task 1 —Review Project Management Approach TBD Review search project timelines,process,and gather input for position profile& search brochure. Task 2—Develop Position Profile and Recruitment Brochure August 10 Process can be facilitated it Board designates staff/Hoard rnernber(s') (Anticipate final printed copies of who can review draft versions.Final text and brochure layout can be brochure available August 15) forwarded to Board via e-mail. Task 3—Outreach and Recruiting-execution of search outreach Weeks Two—Six activities &preliminary interviews with qualified candidates by Ralph August 8—September 19 Andersen&Associates. (the submission cutoff date) Ongoing Throughout Process (typically more focused during Weeks Task 4—Candidate Evaluation—Ranking candidate based on search five—six) profile by Ralph Andersen&Associates. August 22-September 21 @September 24 bill require meeting Board andlnr Task 5—Search Report—Complete package of applications and designated Search Panel to det ermine ranking of candidates for consideration.Typically 4-6 of the top 8-10 u'hri will a�lr�lnt�e irr the process candidates will advance and scheduled for interview process. Ralph Andersen&Associates will coordinate interviews with top candidates.September 25-27 Board/Search Panel meets with top candidates as soon as schedule permits. Task 6—Selection—Ralph Andersen&Associates will prepare Weeks of October ls�or October 7`" interview binders and materials for Board/Search Panel,schedule interview,and facilitate process. Additinnal meetings gf`_finrrli,ct(s)rtta,��he req�rired depending oil Board process for approval As needed following selection of final Task 7—Negotiation candidate As needed following selection of final Task 8—Close Out candidate Truckee — Donner Public Utility District General Manager Profile Information Worksheet General thoughts on the "Position" of General Manager: Key Responsibilities: Functional — Key duties as General Manager Staff— Key duties in support of Board Organizational — Level of authority and autonomy? External — With community, customers, local government, power industry, vendors, etc. Reporting Relationships: Structural / Organizational Who are the direct reports to this position? How does this position relate to management of individuals reporting to direct reports? How does this position relate to Board, both as a whole and to individual Directors? Challenges: Key challenges such as "building up cash reserves", "fostering community support," and similar issues that are of importance. Work Environment: (Office setting, staff, resources, budget, travel, working hours, crisis management, collaborative project environment (teamwork), delegated staff accountability, leadership vs. management of day to day activities.) Critical Skills: Technical: Managerial: Interpersonal: Other: The Ideal Candidate: How is the ideal candidate seen in terms of skills, style, background, working relationships, and focus on immediate and strategic goals? Education: Bachelor's Specialty— Engineering _ Business _ other Masters Specialty Experience: Management: # years, level of responsibility. Setting: Large vs. Small Utility, other Power Industry experience (?) Importance of working experience with electric and water vs. just water or electric? Other work experience desired? i.e. Cable & Wireless, Construction, Public Finance, other: Compensation: Salary range and other benefits, bonus, retirement, etc. Closing Date: Desire Start Date: *; Public Utility District i Memorandum Memo to: Board of Directors From: Steve Hollabaugh, Mary Chapman, Ed Taylor, Alan Harry Subject: Characteristics of a General Manager Date: July 23, 2007 In that you are in the process of recruiting a new General Manager, and that we work closely with the General Manager on a daily basis, we would like to provide ideas for your consideration during the recruitment process. We believe that the attached list of attributes help to describe what the new General Manager should be somewhat experienced in, should have a working knowledge of, and be able to work with easily. We are available to discuss this matter with you if you think it would be helpful. Thank you for taking the time to review our thoughts. General Manager Characteristics Management style Collaborative — much face-to-face communication Communicates Board's vision to staff Sets priorities Delegates easily Long view— Big picture thinker Develop the organization Training Recruit professional staff Financing Dealing with conflict Think out of the box Promotes strategic planning Board involvement Knowledge of and experience in electric utility industry general issues, trends, processes Knowledge of and experience in water utility industry general issues, trends, processes Knowledge of and experience in business management principles and practices Manage staff interaction with the Board of Directors Agendas Board packets Board presentations Information flow — keep the Board informed Facilitating department head interaction, cooperation Budgeting and finance Maintain financial strength of the District Finance goals Budget preparation Budget performance Restricted funds Use of debt Rate philosophy Assessment district role 1 General Manager characteristics A great deal of District activity is construction of water and electric infrastructure, and response to growth and developers Capital financing Development agreements Water system and electric system standards Ability to deal with unions Negotiating Responding to grievances Interpreting MOU Maintaining communication Protection of District rights to manage the work Knowledge of water and electric industry conservation issues Maintain relationship with Truckee public agencies Maintain relationship with outside organizations NCPA CMUA UAMPS APPA AWWA Active in community Service clubs Chamber 2 General Manager characteristics