By KEVIN NEVERS

With city-status dead in the water, the Chesterton Town Council has now turned its attention to the ways and means of hiring a town manager.

So what is a town manager anyhow?

Begin with the most general parameters of the position as established by Indiana Code—IC 36-5-5—which Chesterton Town Code mirrors virtually word for word. Under both codes, the Town Council has the prerogative of hiring a town manager to be the administrative head of the government and of fixing his compensation and terms of employment. On one point Indiana Code is very specific: a member of the Town Council may not serve as town manager.

A town manager may serve either at the pleasure of the Town Council or for a definite term not to exceed the longest remaining term of a member of the Town Council.

The town manager is not authorized to issue or execute the town’s bonds, notes, or warrants.

So far, so good. But how exactly would a town manager occupy himself in the office? It would appear, at the very least, that a town manager would assume many of the responsibilities currently delegated in the Town of Chesterton to department heads. Per the Indiana and Town codes:

•The town manager must attend meetings of the Town Council and “recommend actions he considers advisable.”

•The town manager may hire employees and may “suspend, discharge, remove, or transfer” them “if necessary for the welfare of the town.”

•The town manager must administer and enforce all ordinances, orders, and resolutions enacted or adopted by the Town Council.

•The town manager must ensure that all statutes and mandates “required to be administered” by the Town Council or a town officer are “faithfully administered.”

•The town manager must “prepare budget estimates and submit them” to the Town Council when required.

•The town manager must “execute contracts on behalf of the town for materials, supplies, services, or improvements.”

•The town manager may “receive service of summons on behalf of the town.”

In short, a Chesterton town manager would look very much like a department head-in-chief. But a town manager is more than the sum of his statutory duties, according to the International City/County Management Association (ICMA). The ICMA—which on its website calls itself the “premier local government leadership and management organization”—was founded in 1914 for the purpose of creating “excellence in local governance by advocating and developing the professional management of local government worldwide.”

To that end the ICMA has implemented, among other things, a Code of Ethics for municipal managers and a Voluntary Credentialing Program for any ICMA member “who is a professional local government manager qualified by a combination of education and experience, adherence to high standards of integrity, and an assessed commitment to lifelong learning and professional development.”

Benefits of a Town manager

The ICMA lists any number of advantages which for a municipality served by a town manager. T

The municipality’s daily operations are entrusted to “a professional who is educated and trained in current city and town management practices, state and federal laws and mandates, and cost-effective service delivery techniques.”

By ensuring the orderly implementation of a Town Council’s policies and the smooth delivery of services the town manager gives the Town Council “more time to concentrate on creating a vision for the community’s future.”

And because “administrative accountability” is centralized “in an individual appointed by the elected governing body,” the ICMA says, “responsiveness to citizens is enhanced.”

But the ICMA lists many more benefits as well. Among other things, a town manager:

•“Applies for and administers federal, state, and private foundation grant funding.”

•“Develops long-range plans with guidance from elected officials and assists in the achievement of common goals and objectives.”

•“Facilitates the flow and understanding of ideas and information between and among elected officials, employees, and citizens.”

•Provides “direction and leadership to department heads and those who provide direct services to the community.”

•Ensures “the cost-effectiveness of programs, balanc(es) budgets, and secur(es) the financial health of the community.”

•Anticipates “future needs, organiz(es) work operations, and establish(es) timetables to meet community needs.”

•Seeks “feedback from residents and members of the business community to address and solve problems.”

•Investigates “citizen complaints and problems within the administrative organization and recommend(s) changes to elected officials.”

Qualifications

There are no definitive qualifications for a municipal manager, nor is there a state or national licensing board or other mandatory certifying authority

The ICMA—in its publication “Local Government Management: It’s the Career for You!”—recommends certain minimum standards.

A candidate for Chesterton town manager, for example, should have at least an undergraduate degree in a course of study like political science, public administration or business.

“A master’s degree in public administration, which would include courses such as public financial management and legal issues in public administration, is recommended but not required,” the publication says.

But to those bare bones the ICMA adds an enormous skill set: “Personal Integrity, Facilitating Council Effectiveness, Quality Assurance, Budgeting, Team Leadership, Delegating, Financial Analysis, Empowerment, Strategic Planning, Functional/Operational Area of Expertise, Citizen Service, Vision, Facilitative Leadership, Interpersonal Communication, Initiative and Risk Taking, Diversity, Presentation Skills, Mediation/ Negotiation, Democratic Advocacy, Creativity and Innovation, Media Relations, Operational Planning, Citizen Participation, Coaching/ Mentoring, Professional and Organizational Integrity, Advocacy, Human Resources Management, Technological Literacy.”

A candidate, the ICMA indicates, should also possess the sort of intuitive skills—less a function of education and expertise than of character and personality—acquired on the job and under the gun: “Self-confidence, dedication, and a willingness to work long hours”; “leadership skills and an ability to work with all types of personalities”; “good decision-making skills and sound judgment”; an “ability to communicate effectively both orally and in writing”; and an ability as well “to work under tight deadlines and close public scrutiny.”

Hiring a Town manager

A municipality in the market for a town manager should begin with the basics, the ICMA advises on its website, by developing a job description which articulates the municipality’s “expectations” and the “measurable objectives” to be achieved by the successful candidate. The municipality should develop as well a “management profile of the administrator” in line with those expectations.

This portion of the process would require the Town Council first to reach a fairly precise consensus on any number of issues, both hot-button and perennial: growth, annexation, economic development, big boxes, the Downtown, the South Calumet Triangle, the Dickinson Road extension.

The municipality should then decide whether it will conduct its own search or contract with an executive recruitment firm, the ICMA advises. Advertisements should be prepared and placed in the appropriate publications, like the ICMA Newsletter and state association publications.

The Town Council would next review resumes, identify likely candidates, schedule interviews, and make a selection. “Upon reaching a decision,” the ICMA advises, “negotiate the terms and conditions of employment with your new manager or administrator and formalize a written agreement.

At this time it is important to develop mutually agreed-upon goals and establish an annual review process through which the elected body and the manager or administrator can discuss performance.”

In 2000 the average annual salary of a municipal manager was $78,838, the ICMA says on its website, with a low of $50,857 in towns with populations of 2,500 or less to a high of $174,601 in cities with populations of more than 1 million.

The ICMA can assist a municipality in the hiring process with its publication “Recruitment Guidelines for Selecting a Local Government Administrator.”

Posted 11/16/2006