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Luberda 5.2011 Memo RE: Patterson

Luberda 5.2011 Memo RE: Patterson

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05/19/2011

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Date:To:
City
of
Fr¿nklin
May
13,2011
Personnel CommitteeFinance Committee
From:
RE:
Director of
Finance
and
Treasurer
Succession
Planning,
including
amending
the
job
description,
authorizing
advertising
for
a
Directorof
Finance and Treasurer,
and
directing
the
Directo¡ofAdministrationto
prepare
a
Job
Description
for
a
Chief
Financial Officer
and
a
relatedproposedemployment
agreement
revision.
Introduction:
The attached document
from
Cal Patterson
addresses
preparation
for
his retirement.
In
orde¡
to
assist
the
City
in
the
tansition
toreplacing this
critical
position,
Cal
has
offered
to
switchtoapart-time
schedule
that
would
enable
the
Citytobring anew individual
up
to
speed
over
a
periodoftime,
ensuring
that
the
individual
has
significant
access
to
the
institutional knowledge
of
current
Director
of
Finance
and
Treasurer,
while
being
able
to
transitioninto
the
full
dutiesenvisioned by the Job
Description.
His
proposalis
attached and
deøils
his recommendation.Organizations do
not
always
have
the
time
to
perform
detailed
succession
planning
theprocess
whereby
an
organization
plans
for
and ensures
that employees
are
recruited
and
developed
to
fill
key
rolesin the
organization.Cal's intent,
referenced
in
his memo,provides
some
time
for
succession
planning.
Depending upon thepreferred
option of
those
discussed
herein,
however,
one
could
recommend that
theCity would
be
better
offto
move
forward
quickly.
Thatis
the
purpose
of
this
memo,
which
addresses
the
issue
broadly
and makes
a
recommendation
basedon
the bestavailable
information
as
compiled
herein.
If
greater
det¿il
is
desired
by thePersonnel
Committee,
the FinanceCommitæe,
orthe
CommonCouncil,
the
item canbe defened
whilethe
additionalinformation is
gathered.
HirineProcess:
As amatter of
background
and
context,the
following
sûeps
anddates
roughly
outlines
the
timeline
associated
with
filling
a
deparhnent
head
Ievel
position,
using the
current
scenario
as an
example.
May
16
-
Joint
Personnel
Committee
and
FinanceCommittee
to
consideraltematives andpresent
a
recommendation to the Common
Council.
May
17
-
CommonCouncil
authorizationto
advertiseper
such
reconmendation.
May
17
to
June
17
-
Advertise,
anticþating
usingprofessional
sources such
as
GFOA
and
complete
packets
of
candidates meeting the
minimum
qualifications distributedto
a
review
committeeor
individuals
as
determined by
ttre
Mayor.
Jr¡ne 17
to
June
24-CompIete
review
of
applications
of
candidates
meeting
minimun
qualifications
and
selecting
potentialinterview
candidates.June
24
to
July
l0
-
Schedule,
hold,
and
furishinterviews.
 
Juty
1
I
to
July
31
-
Complete backgrorurd checkon
índividual(s).August
1
to
August
I
-
Contingent
offer of
employnent
and
completediscussion/negotiation on
teünsi
ofemployment
or employment
agreement.
August
9
to
August
2l
-
Complete
Drug
Screenand
Physical.September
6
-
CouncilApproveEmployment
agreement
if
neæded.
24
Weeks
-
SuccessflilCandidate
provide
notice
to
currentemployer.
October
1-Sta¡tdate.
The
above
timeline
is
an aggressive
timelinethat
does
not
build
in
much
flexibility
forpotential
detays.
Such
delays
could
easilycreepinto the
process
as a
large number
of
applicants
could
require morethan
a
week
for
the
initial
screenings,
advertising
deadlines could
cause
more
time
to
errsrre
each source
provides
two
weeks
forapplicationcompletion,
or
multiple
'1ied"
candidates
could
require
second
interviews
after the background
check.
The entire
process
could
stmt
over
again
if
no zuccessful
candidate
isidentified
orthe
successfirlcandidate
declines
the
posítion.
Therecommendations
and
discussion
to
follow
take
into
consideration thepotentiøl
timeline
above.
-$Uccession
41.
tF,mêtives:
Althougb
the
Directorof
Finance
and
Treasrrer
has
offered
a
rscommsndation,there
are
alternative
palhs
that the
City
could
also
consider.
Following
is
a
brief
description
of
each
altemæive
andsome
limited
comments
onthe
positive
and/ornegative
aspects
of
each
option.
Obviously
each
of the
itemscould
be
investigated
in
much
greater
detail;
if
moreinvestigation
isdesired,
please
provide
such
a
directive.
1)
Direct Replacement.Thisoption
isthe most
coÍrmon
strategy
followed
as
most
commonly
an
individual
announces
their
departure
and
the
recnritnent
is
complete.d
following
the
departtre.
Thenew
individual
simply
uses
wh¿tever
transition
document
wa^s
pr€pared
bytheir
predecessor
andmoves
forwardlearning
on
the
job.
Absent mutr¡al
agreement
with
the incr¡urbentto
provide
for
an
overlapping
transitionperioü
this
optionwould
bethe
standard
default strategy.Importantly,
it
does
notprovide
forthe
development
of
the
replacement
andprovides
limited
ac,cess
to
guidance
and
mentoring
into
Franklin's
current
business
operations.As
such,
there is
an
inherent
inefficiencyin
sp€nding
time
and resources
finding
information
on
thecurrent
status
of
issues
andresearching
how
thatissuc
carne
tobe
at
its
current
state.
2)
Contracting
Out:
It
is
theoretically
possible
tohire
an
accotmting
firm
to
serve
in
this
role,
although
I
am
not
aware
of
any
municipality
currentlyusing
an
accorurting
firm
as
their
Finance
Director.
Contractingout
senior
levelpositions
is
often
expensive,
as
exemplified
bythe$200
plus
howly
rate
for
labor
attorneys,$195perhour
for
actuaryservices,
and
approximately
$185per
hour
for
the
Auditor's
SeniorManager
in 2009.
Use
of
suchservices
ismore
typically
reshicted
to
project
specific tasks
and
not
broa{
r'nspecifi.ed
services,
including lots
of
special
projectsand
short-notice,
quick-responseanalysis,
as
is
t¡'pically
expected
of
a
departrrent
head.
Similarly,
contractingout
the
service requiresan altemative
approach
to supewisionof
other deparbnent
employees.Althoughthis
can
v'/ork,
as
ít
does
with
Asssssing
currently,
it
is
notthe
best
scenario
as
the supervisor
is
likely
in
adifferent
location
than
the
individuals
being
supervised"
which
doesn'tprovide
for
the
best
or most
effrcient
oversight.
For
thesereasons,
thisstategy
is
notrecommended-
If
greaterresearch
into
this
option
is
needed,please
provide
such
a
directive.
3)
Se,parate
the
Treaswer
and
Finance
Director
positions.
The
Citypreviously
determined
to
consolidate
these
positions into
the current
position.
A
quickreviewof
the
following
contmunities
indicates that
only
Oak
Creek
retainståe
positions
as
separate
positions:
Wauwatosa"
Greenfiel{
Brooldeld,
MenomoneeFalls,
New
Berlin,
and
Oak
Creek.
The
Directorof
Finance
and
Treasurer
 
has
provided
the attached
sheet
that explains
why
he
believes
ttre
positions
should
not
be separated.
If
the
durties
u¡ereonce
again
separated
into
two
different
positions,thesmaller
staffsizes
in
each
deparhnentcould
negativeþ
imFactthe
inæmal
contols.
For
thesereasons,
this
stategy
is
not
recommended.
If
greaterresea¡ch
into this option
is
needed,please
provide
suoh
a
directive.
4)
Retain
the
Incumbentin
a
part-dme
position
through
an extended
transition
period:
Thisis Ca['srecommendation.Inthis option,
Cal
would
revert
to approximately
half-time.
As
is
discussed
furtherbelow,
I
recommendashuctureestablishingCal
asa
Chief FinancialOfficer,focusíngon
Treasury duties,
while
a
new Finance
Director
wor¡ld
focus
ongetting
fully
up
to
speed
with
the
FinanceDepartment
and
all
of
its
nuancesand
requirements.
CaI
would
be
aready
tesource,
routinely
transferringhis
corporate
knowledge
as
to
process,
resourc€s,
etc.,
thereby
making
thenew
DirectorsigRificantly
more
effi.cient-
Officiall¡
Cal,
as
Chief
Financial
Officer,
would
serve
in
a supervisory
and
mentoring
role ensuringthe
individual
had
time to
developthe
full
background
and
expertise
tomâîage
the
job
more
like
a
veteran
and
less
like
a
new
hire.
This
preferred
option
will
b€ discussed
more
fully
below
ín
the
recommendations
sectíon.
5)
Retain
Incumbent
as an
hourl¡
as-needed
contractor,This issimilar
to nr¡mber
4,
butthe
access
to Cal
and
the structure
ofthe
contact
would
be
differont.As with
any
ofthe
optíons that
involve
retaining
the
incumbent"
it
requiresthe
mutual
agreenent
of
the
incumbent.
A
structwe
ofthis
nature
would
typically
h¿veless
fixed
and
moreva¡iablehouts,
which wouldnot
be
as
beneficial
in
the development
of
the
incomingreplacement.
Similarl¡
it
wouldprobablyeliminate
the
abilþ
to
retain the incumbent
as an
overall
supervisor
in
a
CFO-role
as
discussed above and
only
use
Cal
as
an
advisor
or
mentor.
If
focusing
successionplanning
on
the development
of
the
incoming
replacement,thesingle chain
of
command
provided
with
Cal
remainingoverall
supervisory
authority
is
probably
beneficial.
Compared
tooption
4o
'his
option
is
not recommended.
6)
Intergovernmental
Consolidation:
Although
it
ispossible
to
consolidate certain
flurctional,
process-driven
tasks
with
anothergovemmenL
zuch
an
option
would
tzkealongtime
to
puttogether.
It
would
also
likeþ
not
serve
wellfor
dealing
with
specialprojects
and
peak
work
loads,
since both
communities
tikely
have
significantlyovedapping
budget
and
audit
timelines.
For
thesereasons,
tbisshategyis not
recommended.
If
greaterresea¡ch
into
thisoption
is
needed,please
provide
such
a
directive.
7)
Assign
zupervision
to
the
DOA
and
hire
a
senior
accountant.
The
DOA
aheady
has
a
broad
span
of control
and
more
priorities
and
projectsthan
can
all
beaccomplished
in
the
short
term.hnportantly,the Governor's
recentlaborrelated
changeshasgenerated
a
voluminous
hr¡man
resources
workloadfor
the comingyear
or
two.
Savingsalso
would not
be
significant
as
midlevel
support,
such
as
a
SeniorAccountant,
would still
be
required.
For
these
reasorxl
this
strategy
ís
not
recommended.
If
greater
research
into
this
option
is
needed,please
provide
such
a
directive.
RECOMMENDATION:
The
pdmary
options,therefore,
are
to
re,place
Cal
with
aneìv
individualhaving
Cal's
same
authority
or
to
purzue
a
part-timeoption
as
zuggestedand
offered
by the
Director of
Financeand
Treasurer. Simply
replacing
a
personafterthey leave
employment
is
a
normal,organizationalocctrrrence.
After
all,
nobody
is
irreplaceable.
The simple
matter of
fact, however,
is,
if
given the
opportunity,
an
organization
can
look
beyondreaotivemanagement
of
simply
filling
a
vacancy
toproactivenanagement
and
planning
for
long-term
success
in
filling
the
vacancy.
In
doing
so,
the
can
consider
what
is
theimpac-t
upon theorganization
and
what is
the
potentialrisk
to
the

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