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RELEVANT LINKS: <br />Minnesota City/County <br />ICMA and MCMA have adopted a very specific code of ethics to guide the <br />Management Association, <br />Code ofFthics. <br />behavior of members <br />While the mayor and council have the ultimate responsibility for hiring and <br />supervising the city manager/administrator, it can be a very good idea to <br />gather input from others in this beginning stage. Asking the opinions of key <br />city staff is an especially good idea. <br />The council may want to consult with the Chamber of Commerce, key local <br />industries, school district and county officials, community leaders, or labor <br />leaders (including city labor unions if appropriate). The key is to carefully <br />balance the input of the many diverse groups, and to avoid weighing the <br />input of any one group or any one suggestion too heavily. When asking for <br />input, it is important to make it clear the council will have to balance the <br />many suggestions received with its own assessment of the needs of the city; <br />every suggestion will not be able to be accommodated. Another option is to <br />ask for input from these groups later in the process when candidates are <br />being interviewed. <br />The council will want to complete this phase of the process by drawing up <br />its list of the main qualifications being sought in the new city <br />administrator/manager. <br />B. Job descriptions and position profiles <br />As with any recruitment, having a good job description is critical. The <br />council should work with the consultant or staff member to review the <br />existing job description, incorporating and emphasizing key qualifications <br />City Manager position <br />description, City of <br />and attributes established in the first step above. <br />Moorhead sample. <br />City Administrator position <br />description, City of Fosston <br />sample. <br />Many local governments go further, creating a "recruitment profile." Search <br />firms routinely develop these for their clients. Such a profile usually goes <br />into some detail about the community and city, describing its strengths, <br />challenges and issues. The profile then describes the type of city <br />manager/administrator the city would like to recruit to help address those <br />challenges. Disclosing the salary range and benefits the council is willing to <br />consider, along with information about the community, such as schools, <br />recreational opportunities, etc. helps candidates decide whether to apply for <br />a position. A profile is an opportunity for the city to "sell" itself to <br />prospective candidates. Good administrators and managers can be hard to <br />find, so it is important for the city to put its best foot forward throughout the <br />process. <br />League of Minnesota Cities Information Memo: 3/7/2022 <br />Hiring a City Manager or Administrator Toolkit Page 4 <br />