Laserfiche WebLink
City of Louisville <br />Focus Group Project — New City Manager Search -August 2017 <br />WHAT DO YOU THINK ARE THE TOP PRIORITIES OF THE NEW CITY MANAGER? <br />10 <br />During the interviews, asking a candidate what would be your top priorities in the first <br />90 days and the next 90 days will provide a snapshot of how they imagine establishing <br />their leadership and learning about the organization, among other important items. The <br />answers to this question could also serve as a blueprint for action once hired. <br />13 <br />STAFF <br />BOARDS/COMMISSIONS <br />RESIDENTS <br />• <br />• <br />• <br />• <br />• <br />Serve as the catalyst for <br />creating a Vision/Mission/ f <br />Values (V/M/M/V) for our <br />organization <br />Creating a strategic plan <br />based on the V/M/V; <br />focus on strategy and set <br />a schedule for updating <br />our master plan <br />Redefine the roles of all <br />parties — City Manager, <br />Council, Boards and <br />Commission members <br />Staff Onboarding <br />o Building relationships <br />with staff at all levels <br />(not just direct <br />reports); get to know <br />staff and create <br />connections <br />o Meet and greets <br />o Keep it ongoing <br />Workload Management <br />o All three staff groups <br />indicated a strong need <br />to build a better <br />process for examining <br />all initiatives and <br />projects and building a <br />process for <br />prioritization <br />o With the help of <br />Council, help us "wean <br />off demand <br />management." We are <br />too reactive and it is <br />hard to create a <br />sustainable level of <br />• <br />• <br />• <br />• <br />• <br />• <br />• <br />Build a strong cross <br />functional team <br />Review and highlight roles <br />and responsibilities of <br />boards and board <br />engagement expectations <br />Listen and absorb for first <br />90 days <br />Obtain buy -in and <br />acceptance with <br />community <br />Establish staff <br />relationships; make self <br />available to staff; learn <br />their roles — do a police <br />ride along; sit in library; <br />visit public works, etc. <br />Build your leadership <br />team <br />City Issues <br />o Growth <br />o Zoning <br />o Parking <br />o Gentrification <br />o Balance old historical <br />part of Louisville with <br />the new growth and <br />expansion <br />• <br />• <br />• <br />• <br />• <br />• <br />• <br />• <br />• <br />• <br />Leader and Team <br />o Analyze leadership <br />team — "Do you have <br />the right people on <br />the bus?" <br />o Take a pulse of what <br />staff looks like — skills? <br />Shortcomings? Do I <br />have the right team? <br />Bring people together; we <br />have a lot of conflict <br />Start with a listenin tour <br />g <br />with staff, stakeholders, <br />active citizen groups, <br />g p , <br />Council, etc. <br />Observe first before <br />making changes <br />Analysis of our fiscal <br />health <br />Identify ways to create a <br />more business friendly <br />environment (e.g., it takes <br />a long time to obtain a <br />permit!) <br />Create balance across all <br />your departments — <br />Planning is not king <br />Communication with staff <br />to identify issues; same <br />with Council <br />Set the tone for public <br />service and customer <br />service — more respect <br />and collaboration from <br />staff <br />Use the honeymoon <br />period to establish <br />boundaries and <br />parameters <br />13 <br />