2011-3040-Minutes for Meeting September 14,2011 Recorded 10/6/2011Deschutes County Board of Commissioners
1300 NW Wall St., Suite 200, Bend, OR 97701-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org
MINUTES OF WORK SESSION
DESCHUTES COUNTY BOARD OF COMMISSIONERS
WEDNESDAY, SEPTEMBER 14, 2011
Present were Commissioners Tammy Baney, Alan Unger and Anthony DeBone.
Also present were Erik Kropp, Interim County Administrator; George Kolb, Road
Department; Peter Russell, Community Development; media representative
Hillary Borrud of The Bulletin; and three other citizens.
Chair Baney opened the meeting at 1:30 p.m.
Consideration of a Business Development Forgivable Loan Fund Grant
Request.
Eric Strobel of EDCO (Economic Development for Central Oregon) gave an
overview of Geo Spatial Solution's application and the work that they do.
Those at EDCO are impressed by the company and product, and feel they have
a bright future. The amount requested is $20,000.
The group discussed the reporting process and when the Board will be updated
on the progress of this and other companies that are involved in the loan
program.
UNGER: Move approval of the grant request.
DEBONE: Second.
VOTE: UNGER: Yes.
DEBONE: Yes.
BANEY: Chair votes yes.
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Minutes of Board of Commissioners' Work Session Wednesday, September 14, 2011
Page 1 of 6 Pages
2. Discussion regarding a Protest of SDC Charges Assessed on a Property
with a Relocated Dwelling (Applicant: Walker).
George Kolb gave a brief overview of the issue, and Peter Russell provided
specifics on the Walker case. He said that a replacement structure allows
SDC's (system development charges) to be adjusted within a certain amount of
time.
Commissioner Unger feels this should be approached in a different manner,
based on vehicle trips. Moving a structure does not happen very often. He
feels the SDC should go with the house. Wal-Mart relocated and the SDC's
went with them. The entity involved just needs to make sure there is a new
SDC on the old property if it is redeveloped. This is a simple solution. SDC's
are determined by the trip usage.
Commissioner DeBone likes the way it is set up now. Much depends on the
type of business as well. He supports staff s recommendation that the SDC stay
with the land. For consistency, he feels that 18 months rather than one year may
be better before a property is determined to be abandoned.
Commissioner DeBone asked George Kolb about the recent income generated
from this SDC. Mr. Kolb replied that he would report back with this
information.
Chair Baney would like this reviewed further; and suggested that perhaps
SDC's are not the way to go. Commissioner Unger pointed out that almost all
properties are affected by SDC's.
Mr. Russell said that tying the SDC to the land and not the structure is current
practice. Other agencies do not have transferable SDC's.
Chair Baney would like to see the SDC remain with the original site, and feels
this should be retained for at least two years. Commissioner Unger likes the
idea of them going to the trouble and expense moving the house and not having
it end up in the landfill. It has to make financial sense and if the fees are
onerous, no one will do the extra work.
The transportation system plan (TSP) will not be addressed until the SDC issue
is updated. This is something that the Road Study Group may be reviewing
soon.
Minutes of Board of Commissioners' Work Session Wednesday, September 14, 2011
Page 2 of 6 Pages
3. Work Session regarding Code Changes & Public Hearing: Title 179
Subdivision Ordinance Text Amendment; and Title 12, Roads, Sidewalks
and Public Places Text Amendment.
Mr. Kolb said that there is an October 12 public hearing scheduled on these
changes. The Planning Commission reviewed this (Title 17) in August. Since
2004, they have been working on a storm water manual that is acceptable to the
DEQ and the ADA.
Title 12 changes need a public hearing as well, on the same day. This is a
housekeeping type of item.
Speaking of the Road Study Group, Chair Baney said this is a very complicated
issue, and commended that Mr. Kolb has been reacting quickly when a problem
arises. Mr. Kolb advised that he is an engineer, and has decided he wants to be
only interim director of the Road Department and not apply for the position.
Chair Baney said that the Road Study Group may be primarily looking at
funding issues. It is difficult to have staff in the room when someone is being
critical. Mr. Kolb said that there are always ways to improve and all
departments have to know how to address concerns. Chair Baney feels that the
department has been forward-looking and efficient. However, plans to get new
funding may never come into place.
Mr. Kolb stated that the funding is less than it used to be, with the same number
of road miles. Money should go towards arterials and collectors first. He feels
that most local roads are in good shape and will remain so for maybe ten years.
By that time, perhaps there will be ways to handle those roads in another way.
He added that it costs about the same amount to have private companies do the
work.
Chair Baney said that the Study Group has asked for specific tasks to address.
For instance, should they only be looking at ways to increase revenue, or at how
to cut back as well. Commissioner Unger wants them to look at ways to
increase efficiencies as well. Roads should be rated based on the use and not
just the number of vehicles. Some roads need to be beefed up just because of
the weight of the traffic.
Minutes of Board of Commissioners' Work Session Wednesday, September 14, 2011
Page 3 of 6 Pages
In addition, the purchase of equipment needs to be justified, including how they
are used, how often, how long it will last, etc. There are also ways for agencies
to share equipment or exchange work on projects for which they may have
more expertise, have equipment in the right place at the right time, etc.
Commissioner Unger said that government is required by statute to do certain
things that a private company can ignore. He would like them to make
recommendations for the Board to consider if they follow the law and make
sense.
4. Discussion of County Administrator Recruitment Process.
Erik Kropp addressed the questions detailed on his memo to the Board, and the
timeline for the process and decision.
In regard to the current Ordinance, Mr. Kropp feels it does not need to be
changed. If so, any job duties that are removed from one position need to end
up in another. Regarding having the Board direct employees, the language
could be softened. He spoke with Mike Maier, previous Administrator, who
feels the Ordinance is appropriate as is. Chair Baney stated something that
came up several times as a problem was having access to the Board. She does
not want Commissioners telling departments what they should be working on,
but does want people able to approach the Commissioners direct if appropriate.
Commissioner Unger feels that all Board members need to have the same
information and the County Administrator needs to be aware of situations,
which is one reason to have a single point of contact. However, this could be a
matter of style or personality. Chair Baney thinks there needs to be some
flexibility. There should not be so many barriers that ideas cannot be shared.
Commissioner DeBone does not want to change the wording but does want it to
be clear how the chain of command works, and not to have an inflexible
process. If problems arise, the Ordinance can be adjusted.
Commissioner DeBone suggested that the candidates might be asked to
comment on the Ordinance as well. After further discussion, the
Commissioners agreed to have the Ordinance and Code remain as-is.
Minutes of Board of Commissioners' Work Session Wednesday, September 14, 2011
Page 4 of 6 Pages
In regard to salary, other agencies were contacted and their information
reviewed. Deschutes County is the largest government in the region. Mr.
Kropp said that the current salary might be a bit low. Chair Baney stated that a
true reflection of the salary cap needs to be considered. Commissioner Unger
likes to look at the whole benefit package, which could include moving
expenses, deferred compensation, signing bonuses and a vehicle allowance.
Insurance was not compared due to the number of variables. Some agencies
have not had to hire an Administrator for many years, so their information
might be outdated.
Mr. Kropp stated that the final salary sometimes is subject to negotiations at the
time. Experience, timing and other factors may come into play. Commissioner
Unger feels this has to do with the marketplace at a given time, and some of the
documents might be a bit dated. The group agreed that revisions need to be
made to the advertising information used previously.
The recommendation was to add about $10,000 to the high end of the range of
the base salary and leave the other possible benefits vague, and use those for
negotiation purposes towards a total package.
Chair Baney would like to move up the timeline if possible. Mr. Kropp wants
to select the interview dates now so that all the applicants will know well in
advance that they have to be available on specific dates. Otherwise, a lot of
time can be lost. Scenario #1 seemed to be preferred.
Chair Baney asked if panels should be used again: staff, community partners,
and the Board. Mr. Kropp said that sometimes there can be a social event for
people to get to know the candidates. Commissioner Unger suggested that a
video interview may be helpful to narrow the field. Mr. Kropp said that the
Board may want to have the applicants complete supplemental questions as
well.
Chair Baney said she would like to have former Administrator Mike Maier
participate on one of the panels. The other Commissioners were supportive of
this suggestion. Mr. Kropp stated that focus groups consisting of staff and
others might be put together ahead of time to see what kinds of questions are
important to them.
Minutes of Board of Commissioners' Work Session Wednesday, September 14, 2011
Page 5 of 6 Pages
Chair Baney feels that personal relationships need to be a part of the criteria.
So much that gets done is based on these relationships, especially in today's
world.
The Commissioners will draft comments and discuss this further at the Monday
morning business meeting.
5. Other Items.
The Board went into executive session under ORS 192.660(2)(h), pending or
threatened litigation.
Being no further discussion, the meeting adjourned at 3:50 p.m.
DATED this 45- Day of 2011 for the
Deschutes County Board of Commissioners.
af~~ -
Tammy Baney, Chair
ATTEST:
Recording Secretary
Anthony DeBone, Vice Chair
6
Alan Unger, Commissioner
Minutes of Board of Commissioners' Work Session Wednesday, September 14, 2011
Page 6 of 6 Pages
Deschutes County Board of Commissioners
1300 NW Wall St., Suite 200, Bend, OR 97701-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org
WORK SESSION AGENDA
DESCHUTES COUNTY BOARD OF COMMISSIONERS
1:30 P.M., WEDNESDAY, SEPTEMBER 14, 2011
1. Consideration of a Business Development Forgivable Loan Fund Grant Request
- Eric Strobel, EDCO
2. Discussion regarding a Protest of SDC Charges Assessed on a Property with a
Relocated Dwelling (Applicant: Walker) - George Kolb & Peter Russell
3. Work Session regarding Code Changes & Public Hearing: Title 17,
Subdivision Ordinance Text Amendment; and Title 12, Roads, Sidewalks and
Public Places Text Amendment - George Kolb
4. Discussion of County Administrator Recruitment Process
5. Update of Commissioners' Meetings and Schedules
6. Other Items
PLEASE NOTE: At any time during this meeting, an executive session could be called to address issues relating to ORS 192.660(2) (e), real
property negotiations; ORS 192.660(2) (h), litigation; ORS 192.660(2)(d), labor negotiations; or ORS 192.660(2) (b), personnel issues.
Meeting dates, times and discussion items are subject to change. All meetings are conducted in the Board of Commissioners' meeting rooms at
1300 NW Wall St., Bend, unless otherwise indicated. If you have questions regarding a meeting, please call 388-6572.
Deschutes County meeting locations are wheelchair accessible.
Deschutes County provides reasonable accommodations for persons with disabilities.
For deaf, hearing impaired or speech disabled, dial 7-1-I to access the state transfer relay service for TTY.
Please call (541) 388-6571 regarding alternative formats or for further information.
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DESCHUTES COUNTY/ CITY OF BEND
Business Development Forgivable Loan Fund
- APPLICATION -
The Deschutes County Business Development Forgivable Loan Fund and City of Bend Business
Development Forgivable Loan Fund disburse moneys for the purpose of increasing employment and
capital investment with each respective jurisdiction. The Fund has been established to offset the
costs of business relocation to and within Deschutes County, including moving of equipment,
purchase or construction of facilities, and site improvements such as the extension of public services
and utilities. EDCO has been designated by Deschutes County and City of Bend as the administrator
of this fund. The magnitude of funding is dependent on job creation (typically $1,000-$2,000 per
job).
This application may be considered a public record and thus be made available for inspection by the
public upon request. Under Oregon public records law, certain trade secrets and proprietary
financial information may be withheld from disclosure. If the applicant wishes for such information
to be withheld from disclosure, please submit a separate letter containing that request. EDCO,
Deschutes County and the City of Bend agree to withhold such information from disclosure to the
extent permitted by law.
Key Requirements Are:
• Grantees must create at least five (5) new primary, permanent family wage jobs and shall
retain those jobs for at least one year.
• Optional: Documented capital expenditures will increase strength of application. Grantees
are urged to document the investment of taxable investments (new equipment, building
improvements) to demonstrate expansion and growth commitment. Please provide a
quarterly capital investment projection.
Kesponses to the questions below need not be limited to the .space provided, but
please keep total application materials to no more than 92 pages.
Number of Employees: 5
Company Request: $18,000
EDCO Recommendation: $18,000
Proposed Job Creation by end of Q4 2013: 10
Average Pay for New Employees (all positions, excluding commissions): $48,672
Capital Investment: $100,000
Industry: Mapping/Agriculture/IT
Website: www.geospatialsolutions.com
Section I - General Information
Date: 7/22/11
Company Name: Geo-Spatial Solutions Inc. (GSS)
Location (City/County): Bend (Deschutes County)
Business Type: Technology
Industry Type: Mapping/Agriculture
No. of Employees: current: _5 expected new.-10
HQ Address: 598 NW Hill St, Bend, OR 97701
State & Federal Taxpayer ID: State: 1002158-5, Federal: 93-1243008
Company Contact: Rusty Merritt
Title: President/CEO
Phone: 541-330-0371
Email: rusty@geospatialsolutions.com
Parent Company: N/A
Website: www.geospatial olutions.com, www.gisdirect.com
Section II - Company Profile
1. Please provide a brief overview of your business.
Founded in 1998, Geo-Spatial Solutions Inc. (GSS) provides technology services and
mapping solutions to water supply providers (agricultural and domestic) that want to use
information to improve staff efficiencies but are often confused about what steps to take or
knowing how much the technology will cost. The company's flagship product is a hosted,
turnkey, subscription based (GIS) mapping application that assists with water operations,
asset management, and land records administration.
The Company has enjoyed strong customer support from small to medium water supply
providers, particularly with irrigation and water districts with 3-25 employees. Currently, 33
water districts from five western states subscribe to the product. In addition to the product
offering, the company provides professional, project-based consulting services to an array of
organizations in the water resource vertical. Examples of recent service contracts include
public utility districts, private water districts, tribal government, and most recently, the
Canadian federal government.
The Company is entering an aggressive growth phase that centers on evolving its first-
generation product into a modular, scalable collection of web and mobile products. Best
described as a portfolio of content services and applications that support water supply
providers in the areas of asset management, planning and analysis, field mobility, and
operational awareness, the solution provides on-demand access to content and apps that
combine to streamline information management, improve operational awareness, increase
collaboration, boost productivity, and lower operational costs.
When combined with an attractive pricing structure, a unique brand, and an intense focus on
selling and marketing efforts, the Company believes it can swiftly develop and bring to
market the its new product offering. With an estimated 1,400 agricultural water supply
providers and 52,000 domestic service providers in the U.S., and a comparable market size in
Canada, the Company believes it can scale its subscriber base from 33 to 300 over the next
five years.
Section III - Project Activities
1. Please outline the proposed activities for these funds. How will access to the Business
Development Forgivable Loan Fund support your strategic objectives, while increasing your
employment and investment in the Central Oregon region? Explain why public funding is
necessary for the success of this expansion or relocation. Please be specific. How will
these funds help your company grow and add jobs?
The Company is in an aggressive growth phase and is currently seeking $275,000 in funding
to scale its subscriber base from 33 to 300 over the next 5 years. The primary uses of
proceeds are product development, selling and marketing, product support, capital expense
purchases, and related transition costs. Within each of the areas of product development,
selling and marketing, and product support, the company anticipates hiring 16 new staff over
the next five year period according to the following schedule:
Y1
Y2
Y3
Y4
Y5
Product Development
3
5
7
8
8
Sales & Marketing
2
4
4
4
4
Consulting Services
3
3
5
5
7
General & Admin
2
2
2
2
2
Total Headcount
10
14
18
19
21
Current plans call for introducing the new platform in Q4 of 2011. In order to meet this
aggressive timeline, the Forgivable Loan Fund provides reduces the amount required from
the private investment community and shortens the timeframe in which the company can
fullyexecute its five-year business plan. As soon as the companyhas $275,000 committed
from private and public sources, it will commence with said plan and make three immediate
hires with two more hires to follow in the first three months. Key hires include:
• Director of Product Development
• Director of Business Development
• Web Application Programmer
• Application Programmer/Developer
• Marketing & Communications Manager
All jobs created as a result of the company's growth initiative will offer competitive, family
wage jobs. Full-time employees will be entitled to medical benefits, a cafeteria plan, and
supplemental insurance.
Section IV - Grant Terms and Conditions
1. Total Employment
Grantees must create at least 5 new primary, family wage jobs (at $35,300 per year) and shall
have retained those jobs for at least one year. Please provide a quarterly projection of
expected job creation, including titles and/or descriptions. Also indicate expected average
wages for all: A) new jobs to be created and B) for total company employment (i.e. sum of
all wages divided by total employees, new and existing).
2011 3
Director of Product Development
Web Application Programmer
Application Programmer/Developer
2011
Director of Business Development
Marketing and Communications Manager
Existing Jobs: 5
Total New Jobs: 5
Total jobs: 10
Total Wages + Benefits (Q3/Q4): $259, 034
Average Annual Wage: $51,806
1- 2012
Regional Sales Associate (2)
Product Support Specialist
Geospatial Content Manager
Existing jobs: 10
Total New Jobs: 4
Total jobs: 14
Total Wages + Benefits: $792,594
Average Annual Wage: $56,613
2013
Web Application Developer
Geospatial Content Manager
GIS Analyst
GIS Technician
Existing jobs: 14
Total New Jobs: 4
Total jobs: 18
Total Wages +Benefits: $1,088,375
Average Annual Wage: $60,465
2014
Web Application Developer
Existing jobs: 18
Total New Jobs: 1
Total jobs: 19
Total Wages +Benefits: $1,166,707
Average Annual Wage: $61,405
2015
GIS Technician
GIS Technician
Existing jobs: 19
Total New Jobs: 2
Total jobs: 21
Total Wages +Benefits: $1,220,056
Average Annual Wage: $$58,097
2. Qpital Investment
Although not required, capital investment plans are a helpful indicator of future plans and
viability of expansion or relocation execution. Grantees are asked to document the
investment of taxable investments (equipment, new construction). Please provide a quarterly
capital investment projection.
Proceeds from the Business Development Forgivable Loan Fund will be used to offset costs
related to brining the company's new platform to market. Costs include:
• Server infrastructure and monthly hosting costs
License costs for Esri commercial use software
• Other production related hardware, software, and equipment
Operational Expenses 2011 2012 2013 2014 2015
Server/Hosting $ 3,600 $14,400 $28,800 $43,200 $57,600
Esri ASP License $ - $24,000 $24,000 $30,000 $48,000
Capital Expenditures
2011
2012 2013
2014
2015
Staff Computers
$16,500
$ 2,500 $ 3,500
$ 5,000
$ 5,000
Office Equipment
$ 8,000
$ 2,500 $ 3,500
$ 3,500
$ 2,500
Production Servers
$ 5,000
$ 5,000 -
$ 5,000
$ 5,000
Software
$10,000
$ 1,000 $ 5,000
$14,000
$ 7,000
$45,500 $16,000 $17,000 $32,500 $22,000
Proceeds from the Business Development Forgivable Loan Fund will be used to offset costs
related to product development and deployment, specifically new costs that will be incurred
as a result of growth initiatives.
3. Primary Employer Test
Grantees must be private firms in manufacturing, high-technology, or technology-based
businesses which have more than 75% of customers outside Deschutes County. What
percentage of your customer base exists outside Deschutes County?
Current estimates suggest that as much as 80-90% of the company's customer base exists outside of
Deschutes County. The company currently serves customers in California, Oregon, Washington,
Idaho, and Montana. More recently, the company entered into 2-year contract with the Canadian
government to provide its web-based mapping solution in the province of Manitoba (CAM.
Date: September 13, 2011
To: Board of Commissioners
From: Erik Kropp, Interim County Administrator 44
Re: County Administrator Recruitment
At your September 14, 2011 work session we will continue the discussion of hiring for the
County Administrator position. Before the position can be advertised, there are a few key
decisions for the BOCC:
1. Does the Board wish to change the County Administrator ordinance?
2. Does the Board want to change the salary for the position? When the position was
advertised in 2006, the salary was listed as $120,000 - $145,000, but ended up with a
base salary of $120,000 - $140,00O.Personnel completed a quick salary survey of
comparable city manager and county administrator salaries (attached).
3. Timeline - a rough timeline is attached showing three scenarios that are dependent upon
the timing of answering the questions above.
Finally, also attached are job descriptions of the administrator position from various jurisdictions
and the County Administrator recruitment booklet Deschutes County used in 2006.
General Timeline
Scenario 1
Scenario 2
Scenario 3
Finalize job duties,
Sept 30, 2011
October 31, 2011
November 30, 2011
salary, recruitment
schedule
Send out recruitment
Oct.
Nov 2011
Dec 2011
materials and
advertisement
Advertisement period
Oct - Nov.
Nov - Dec.
Dec. - Feb.
(2 months)
Review applications
Dec.
Jan.
Feb.
Supplemental
questions (optional)
Interview
Mid-late January
Mid-late Feb.
Mid-late March
Background check (2
Feb.
March
April
weeks)
Negotiate
Feb./March
March/April
April/May
contract/notice
First day
March
Aril
May
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DESCHUTES COUNTY,
OREGON
Deschutes County was created from the
western portion of Crook County on
December 13, 1916. It was named for the
Deschutes County was
created from the western
portion of Crook County on
December 13, 1916. It was
named for the Deschutes River
which flows through
the County.
Deschutes River which flows through the County.
Early fur traders had called the river Riviere des Chutes
which means "River of the Falls." The County encompasses 3,055 square
miles and is located in the central portion of the state. Geographically, the
County includes portions of the Cascade Mountains and the central high
desert plateau. It is bounded by Jefferson County to the north, Crook County
to the east, Klamath and Lake Counties to the south, and Lane and Linn
Counties to the west.
The County Seat is located in the City of Bend which was incorporated in
1905. The name Bend was derived from "Farewell Bend," the designation
used by early pioneers to refer to the location along the Deschutes River where
the town eventually was platted. County offices were first located in two rooms
of the O'Kane Building and later moved into an office building constructed by the
Deschutes County Investment Company. The County Court met there from
1917 to 1935. A County jail was completed 1918. In 1935 the County Court
decided to purchase the old brick high school to serve as the courthouse. In
1937 the courthouse and most of the early County records were destroyed by
fire. The greatest loss of records was in the County Clerk's Office. The state Fire
Marshal investigated the cause of the fire, but arson was never proved. A new
courthouse was constructed in 1940 and an addition was built in 1978.
The first meeting to organize County government was held in the O'Kane
Building. Appointments were made forthe positions of District Attorney, County
Judge, two Commissioners, Clerk, Assessor, Treasurer, Surveyor, Superintendent
of Schools, Coroner, Physician, and Sheriff. The County judge position, which
had juvenile jurisdiction, was abolished in 1971 and replaced by a third County
Commissioner. In that year the County Court
Administrative System was replaced
by a three member Board of
Commissioners.
nv
Principal industries in the County are
lumber, tourism, and agriculture, chiefly
cattle and potatoes. The major destina-
tion resort, Inn of the Seventh Mountain,
and the resort communities of Black
Butte and Sunriver, were developed
during the 1970s. The Mount Bachelor
ski area and High Desert Museum add
to the tourism-based economy in the
County as well.
The first County census taken in 1920
enumerated a population of 9,622
inhabitants. Deschutes County has
experienced the most rapid growth of
any county of the state in recent years.
The 2000 population of 115,367 was
a 53.91 % increase over 1990. The
current population is 143,052.
TIME OII GAN ~ /AEI ON
As an entity, Deschutes County is one
of the largest employers in the Central
Oregon region. According to the Eco-
nomic Development for Central Oregon
(EDCO), St Charles Medical Center is
the region's largest private employer
with 2,337 employees in 2005. Mt.
Bachelor ranks fifth with seasonal em-
ployment numbers at 750. The County,
with 900 employees (749 FTE), ranks in
the top five of Central Oregon's largest
employers. All ofthese factors equate into
a big business that provides complex public
and human services. The County provides
health and community services, public
safety, economic development services,
transportation and land use. Additional
responsibilities include elections, assess-
ment and taxation, human resources
and employee relations.
There are three basic forms
of County Government:
Commission, where both
the legislative authority and
executive function are
exercised jointly by the
elected board; the Com-
mission/Administrator, which
appoints an administrator who
serves at its pleasure and whc
may be vested with broad ranges of
authority, including the ability to hire and
fire department heads; and the Council/Executive model that separates the
powers by the executive chief administrative officer who typically has the
authority to veto ordinances enacted by the board and hire and fire department
heads.
77HE L1 ~X 1 I ,~J_11 li
The County is seeking a new County Administrator who will provide direction
to the appointed Department Heads and to be the first point of contact
with independently elected County officials. The ideal candidate
should bring a new perspective, be innovative, respectful, and a
team player with a strong commitment to the County. He/she
must have great problem solving skills and experience with
both private and public sector.
There is currently a public safety issue regarding the over-
crowding of the jail system and the development of a new jail
Planning for the expansion is still in the works and will be an
integral part of the position. During this development it is expected
that the new Administrator will keep the Board, as well as the public,
informed on the whole process.
The County is looking for an active listener with great written and verbal
communication skills. The new Administrator will directly supervise
the administrative services support staff and provide direction to others
concerning budget and the operation and maintenance of the per-
sonnel system. He/she will be responsible for the administration
and management of the County and its service districts. The new
County Administrator works under the administrative direction
of the Board of County Commissioners and is expected to
keep them well informed. He/she is
expected to maintain a good working
relationship with the legislation and be
a leader in the organization.
Deschutes County has experienced a
growth in population over the last
twenty five years. Projections into the
future have the County population
increasing by at least another 100,000
people by the year 2025. The ideal
candidate must anticipate the expansion
and plan for it. Maintaining the tourism
attractions is a high priority for the
County.
The ideal candidate is expected to have
a minimum of a Bachelor's degree
from an accredited college or univer-
sity in Public Administration or
Business Administration; and
seven to ten years of pro-
The ideal cand;r ale
should bring a nevi
perspective, be innorrwfe.
respectful, and a team pls,~e
with a strong comrr,'=er`_
to the Courity.
gressively responsible
experience in the super-
vision, management,
or administrative in-
volvement of a multi-
faceted program with a
county or city; OR a
satisfactory equivalent com-
bination of experience or training.
A Master's degree in Public Adminis-
tration is strongly preferred. Consider-
able knowledge of management prin-
cipals and practices, including the
management of human and financial
resources; principals of supervision; and
current literature, trends and develop-
ments in the fields of management and
finance are required.
THE COMPENSATION
$120,000 - $145,000 annually. Placement within the salary
range is dependent upon qualifications. The County offers an
attractive benefits package including:
Retirement - Participation in the Public Employees Retirement
System (PERS) or in the Oregon Public Service Retirement Plan
(OPSRP). Deschutes County currently pays the entire contribution to
PERS/OPSRP for County employees.
Health Insurance - Health coverage begins the first of the month follow-
ing completion of one full month (30 days) of employment. The coverage,
which includes medical, dental, orthodontia, vision, and prescription coverage
is currently provided through Deschutes County/Employee Benefits Management
Services (EBMS). Coverage includes spouse and eligible dependents currently
at a cost of $35 per month (pre-tax) to the employee.
Life Insurance - Life coverage begins the first of the month following completion
of one full month (30 days) of employment. Life insurance is equal to the
employee's annual salary, not to exceed $100,000. If death is accidental, insurance
amount will be doubled with a maximum of $200,000.
Long Term Disability Insurance- LTD coverage begins the first of the month
following completion of one full month (30 days) of employment. The policy
commences 90 days after the disability occurs, and provides 66 2/3% of the
employee's monthly salary, with a maximum benefit of $3,333 per month to age 65.
Vacation/Sick Leave - Leave is provided in accordance with the "Deschutes
County Time Management Program This position will accrue 18 hours of
Time Management Leave per month during the first four years of employment.
There is no additional sick leave.
Holidays - Nine County paid Holidays per year, plus one personal day per year.
Deferred Compensation (457b) - Deschutes County offers a deferred
compensation program with three different carriers.
TO APPLY
If you are interested in this outstanding
opportunity, please submit a cover letter
and resume to:
Bob Murray
Bob Murray & Associates
1677 Eureka Road, Suite 202
Roseville, CA 95661
(916) 784-9080
(916) 784-1985 fax
e-mail:
apply@bobmurrayassoc.com
Filing Deadline:
Friday, March 3, 2006
Following the closing date, resumes will
be screened according to the qualifica-
tions outlined above. The most qualified
candidates will be invited to screening
interviews with Bob Murray and Assoc-
iates. A select group of candidates will
be asked to provide references once it
is anticipated that they may be recom-
mended as finalists; references will be
contacted only following candidate
approval. Final interviews will be held
with Deschutes County. Candidates will
be advised of the status of the recruit-
ment following selection of the County
Administrator.
If you have any questions regarding this
recruitment, please do not hesitate to
call Mr. Murray at:
(916) 784-9080
Photographs courtesy of CCVA
BoE3 MURRAIL
i & ASSOCIATES
\ EXPERTS IN EXECUTIVE SEARom
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COUNTY ADMINISTRATIVE OFFICER 1010
GENERAL STATEMENT OF DUTIES: Performs responsible administrative work
assisting the Board of County Commissioners in the planning, direction,
supervision and coordination of County operations; supervises central
management and service programs; performs other work as required.
SUPERVISION RECEIVED: Works under the direction of the Board of
Commissioners which provides policy and administrative direction and
reviews performance.
SUPERVISION EXERCISED: Supervises Budget Manager, Personnel Director,
Information Resource Manager, Community Relations Coordinator, CYC
Coordinator, and Administrative Assistant, and is responsible for the
selection of new personnel for these positions. Provides training and
leadership; reviews and evaluates performance and initiates personnel
actions, including employee discipline; resolves grievances at step 2.
TYPICAL EXAMPLES OF WORK: An employee in this classification may perform
any of the following duties. However, these examples do not include all
the specific tasks which an employee may be expected to perform.
1. Provides supervision, guidance, support and direction for
Personnel, Budget, Information Resources, Community Relations, CYC
Coordinator, and other assigned staff.
2. Provides a variety of administrative support services to the
Board of Commissioners on a continuing and special request basis; assists
the Board in decision making processes, information gathering, and policy
review.
3. Coordinates planning efforts for the Board of Commissioners
which includes establishing objectives and developing strategies.
4. Facilitates communication and decision making between
departments and Board of Commissioners; provides counsel, guidance, and
support to department heads; assists departments with development of
proposals.
5. Assists in the development of the agenda for Board of
Commissioners' meetings and attends work sessions and regular meetings as
needed.
6. Coordinates and/or assists with special projects at the
direction of Board of Commissioners.
7. Develops and implements the County's management development
sessions and consults with department heads on individual management
problems.
8. Coordinates various employee programs such as Employee
Suggestion program, TQM program coordination, Gold Pin program,
commendations and service awards.
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9. And such other duties as may from time to time be assigned.
MINIMUM REQUIRED QUALIFICATIONS: KNOWLEDGE, SKILL, AND ABILITY
Considerable knowledge of county government organization, powers and
functions; considerable knowledge of the principles and practices of
public administration, particularly as they apply to the management of
diversified county governmental services; considerable knowledge of the
principles and practices of public budgeting, public information methods,
and personnel management; thorough knowledge of modern methods of
management and supervision; thorough knowledge of Personnel Policies,
labor agreements, and administrative procedures.
Ability to provide leadership to group decision making processes; ability
to negotiate and debate effectively at an executive level; ability to
analyze and interpret complex material and make sound recommendations;
ability to work well with staff to resolve conflicts; ability to
communicate effectively both orally and in writing; ability to supervise
the work of assigned personnel and programs; ability to establish and
maintain effective working relationships with the Board of County
Commissioners and other elected officials, department heads, employees,
and the general public.
EXPERIENCE AND TRAINING: Five years of progressively responsible
experience in an administrative, managerial or supervisory capacity which
includes experience in budget preparation and program development and
implementation, preferably in municipal government. Possession of a
Baccalaureate degree from an accredited college or university in Business
or Public Administration, or a related field. A Master's degree is
preferred. Or any satisfactory combination of experience and training
which provide the required knowledge, skills and abilities.
NECESSARY SPECIAL QUALIFICATIONS: Possession of a valid state of Oregon
driver's license with a good driving record.
Employees must be able to perform the essential functions
of this classification with or without accommodation.
y Clackamas County - County Administrator
Page 1 of 2
CLACKAMAS COUNTY CLASSIFICATION NO.001
Revised: 01/93
FLSA: Exempt
EEO: 1
COUNTY ADNHNISTRATOR Lo C-4 Crvy-N9
CLASS CHARACTERISTICS
Under policy direction, to direct the management and administration of the County
government; and to do other work as required.
DISTINGUISHING CHARACTERISTICS
The County Administrator manages the activities of the County by implementing the policies
and goals of the Board of County Commissioners. The incumbent is responsible for
coordinating operations between independent departments, county service districts and
statutory entities and for providing advice and policy recommendations to the Board. The
County Administrator oversees appointed department, district and entity directors and assists
in the development of plans and objectives that support County goals.
TYPICAL TASKS
Duties may include but are not limited to the following:
1. Directs and coordinates the overall management of County Government in accordance
with policies set by the Board of County Commissioners, local commissions and
statutes; acts as liaison between the Board, departments, elected officials, the public,
and federal, state and local government agencies.
2. Prepares and recommends annual and long range strategic plans for the operation of the
County; develops policy options for Board consideration; implements operating
policies and procedures to carry out Board objectives.
3. Reviews proposed budgets submitted by all County departments, service districts and
statutory entities; directs the preparation of a final budget for consideration by the
budget committees Board of County Commissioners and service district and entity
boards; forecasts and monitors revenues and expenditures.
4. Prepares for the future development of County areas to provide for population growth
and expansion of public services; directs studies and projects to achieve increased
economy and efficiency in County government.
5. Ensures coordination and cooperation between County departments, service districts
and statutory entities; facilitates interdepartmental communication and problem
solving; encourages County-wide consensus on the elimination of service duplication.
6. Maintains communication with other government agencies; participates in the
development of intergovernmental programs and projects; assists in the resolution of
intergovernmental problems and issues.
7. Directs the development of a County-wide public relations and information program;
oversees and participates in program activities and events; responds to complaints and
inquiries from the news media, the public and County employees.
8. Consults with the Board of County Commissioners on the hiring and dismissal of
appointed department, service district and statutory entity directors; evaluates,
disciplines and directs directors in accordance with Board policies and applicable legal
requirements.
9. Directs the daily operations of the Board office; hires and supervises professional and
http://web 12.clackamas.us/alfresco/download/direct/workspace/SpacesStore/2789f8f8-f2ec-11 dd-b... 9/2/2011
Clackamas County - County Administrator
Page 2 of 2
administrative support staff to provide quality service to citizens and County staff;
prepares performance evaluations; administers progressive discipline; conducts and/or
facilitates staff training and development programs; promotes cooperative team efforts
among staff and with other County departments.
REQUIRED KNOWLEDGE AND SKILLS
Considerable knowledge of. Principles, methods and techniques of public administration,
including public policy and decision making, budget preparation and administration, and
personnel management; participative management theories; principles of community
organization and citizen involvement; principles and techniques of group dynamics and group
decision-making; organization and function of County departments, service districts and
agencies; applicable federal, state and local statutes, rules and regulations; government
funding sources and financing methods; labor relations procedures and collective bargaining
practices; federal, state and local government operating methods and procedures; techniques
of mediation, negotiation and public relations; principles and techniques of contract
preparation, negotiation and administration.
Skill to: Communicate effectively, both orally, and in writing; analyze complex problems and
recommend alternative solutions; prepare and implement short and long range strategic plans,
including considerations of budgetary and public impact; interpret and explain County
policies, procedures, rules and regulations; oversee activities of department, service district
and statutory entity directors to ensure conformance with established policies and procedures;
direct the preparation, presentation and implementation of balanced County-wide budgets;
develop and maintain cooperative team efforts to design and adopt County-wide policies and
procedures; apply problem solving methods and techniques to resolve organizational and
interdepartmental issues; direct staff in continuous efforts to improve quality productivity and
effectiveness; incorporate team participation in decision making; respond to changes desired
by citizens and County staff; establish and maintain cooperative working relationships with
government agencies, elected officials, County employees and the public; supervise, train,
motivate and evaluate assigned staff.
MINIMUM RECRUITING STANDARDS
Any satisfactory combination of experience and training that demonstrates possession of the
required knowledge and skills.
httD://web 12.clackamas.us/alfresco/download/direct/workspace/SpacesStore/2789f8f8-f2ec-11 dd-b... 9/2/2011
Lane County
*V001
Updated 07/24/07
COUNTY ADMINISTRATOR
DEFINITION:
To perform executive management level leadership in directing the overall management of the County
government; to coordinate intergovernmental projects of a local or regional nature with municipal,
state and federal agencies on behalf of the Board of County Commissioners; to provide complex
support to the Board of County Commissioners; and to perform related duties as assigned.
SUPERVISION RECEIVED AND EXERCISED
Receives policy direction from the Board of County Commissioners.
Exercises supervision over the Assistant County Administrator and administrative Department
Directors as well as assigned clerical, technical, professional, and management personnel. Coordinates
the activities of elected departments, and those departments with independent Boards.
EXAMPLES OF DUTIES
Directs and coordinates the overall management of County government in accordance with policies set
by the Board of County Commissioners, appropriate Commissions and applicable statutes.
Prepares and delivers to the Board of County Commissioners for approval a long-range plan for the
operation of the County, and prepares and submits an annual report on the status of County operations.
Acts as Budget Officer of Lane County. Reviews proposed budgets submitted by all County
departments and prepares a final budget for consideration by the Budget Committee and the Board of
County Commissioners. Prepares the annual budget message implementing financial and strategic
direction for the organization as established by the Board.
Implements the approved budget and maintains control throughout the fiscal year.
In collaboration with the economic development standing committee, oversees the economic and
community development program.
Administers, develops and maintains the Lane County Administrative Procedures Manual to carry out
the efficient operation of the County.
Advises the Board of County Commissioners of problems and recommends appropriate action.
LANE COUNTY
County Administrator (continued)
EXAMPLES OF DUTIES (con't)
With the Chair and Vice Chair of the Board, directs the establishment of the Board Agenda, and acts as
liaison between the Board of County Commissioners, County Departments, the Public and local, state,
and federal agencies.
Directs studies and development of projects to achieve increased economy and efficiency within the
County government.
Recruits, disciplines or dismisses department directors in accordance with federal and state laws and
guidelines, the Lane County Charter, and policies adopted by the Board; advises the Board of the cause
and process used in such action.
Supervises, disciplines, and evaluates the performance on an annual basis of all appointed department
directors, assigned clerical, technical, professional, and management employees; sets and adjusts the
salaries within compensation ranges adopted by the Board.
Prepares reports, attends meetings, and addresses groups. Enhances community relations by
coordinating public information and media activities. Provides employee and citizen assistance and
information, and responds to complaints and inquires.
Recommends and ensures uniform enforcement of ordinances, orders, rules, regulations and policies to
carry out the efficient operation of the County.
Directs the development of interagency programs and projects, and actively assists in the resolution of
interagency problems and issues.
Directs the use, maintenance and custody of all County property, buildings, works and improvements.
Develops and implements operating policies and procedures to carry out the policies of the Board of
County Commissioners.
Directs, oversees and supervises complex special projects and initiatives in support of Lane County's
goals and strategic objectives.
Manages the Public Safety Coordinating Council.
Performs related duties and special assignments as assigned by the Board of County Commissioners.
2
LANE COUNTY
County Administrator (continued)
MINIMUM QUALIFICATIONS
Knowledge of:
Principles and practices of public administration and fmancial management.
Principles and practices of public organization and personnel management.
Principles and practices of budget development and administration.
Principles and practices of community organization and citizen involvement.
Local, State and Federal legislation affecting County government.
Social, economic and political facets of County government.
Principles and practices of policy development.
Principles and practices of group dynamics and group decision making.
Demonstrates Skills In:
Developing and implementing policies and procedures.
Analyzing problems, identifying alternative solutions, projecting consequences of proposed
actions, and implementing recommendations in support of goals.
Interpreting and explaining County policies, procedures, rules and regulations.
Administering a budget, and preparing and reviewing the preparation of complex management
and financial reports.
Establishing and maintaining effective working relationships with those contacted in the course
of work.
Communicating clearly and concisely, both orally and in writing.
Making effective speeches and presentations on complex topics.
Developing strategies to achieve organizational goals.
Promoting diversity and educating others on the value of diversity.
LANE COUNTY
County Administrator (continued)
Demonstrates Skills In: (con't)
Exhibiting objectivity and openness to others' views, and developing and maintaining coopera-
tive team building efforts.
Supervising, training and evaluating staff.
Using computers and related software applications.
Experience and Training
Training:
Equivalent to a Master's degree from an accredited college or university with major
course work in a public or business administration or a related field.
Experience:
Six years of responsible experience in public administration or management.
An equivalent combination of experience and training that will demonstrate the required
knowledge and abilities is qualifying.
Deminimus changes to job classification approved July 24, 2007 by Board Order 07-7-24-5
4
IN THE BOARD OF COUNTY COMMISSIONERS OF LANE COUNTY, OREGON
In the Matter of Amending Order No.
ORDER 11-7-06- 5 } 11-6-15-1 to Reflect the Correct Base
Salary of the County Administrator
WHEREAS, on June 15, 2011, the Board approved Order No. 11-6-15-1 to appoint
Liane I. Richardson as County Administrator; and
WHEREAS, the order and proposed employment agreement reflect a base salary figure
that did not accurately indicate the lower figure agreed to by the parties; and
WHEREAS, execution of an employmeri"t agreement with the accurate figure was within
the authority delegated to the Chair by the Board but clarifying the record is in the best
interest of Lane County, now, therefore, it is hereby
ORDERED that Order No. 11-6-15-1 be amended to reflect an annual base salary of
$147,900 and all other actions and authority reflected in that Order remain effective and
unchanged.
Approved this 6th day of July, 2011, nunc pro tunc to June 15, 2011.
--Z't es-:~L-t
Faye St art, Chair
Board of County Commissioners
APPROVED AS TO FORM
Date - -,lf Lan County
FFICE OF LEGAL COUNS L
j LANE COUNTY
' _ - DEPARTMENT of HUMAN RESOURCES / 125 East Sth Ave. I Eugene, OR 87401
• Phone: (541) 682-3665/ Fax: (541) 682-4290
EMPLOYMENT AGREEMENT
This agreement is entered into and effective this 15th day of June, 2011, by and between Lane
County (County) and Liane Richardson (Administrator).
Position, duties and term: The County hereby employs the Administrator as its Chief
Administrative Officer, and the Administrator hereby accepts the position of County
Administrator under the following terms and conditions.
1.1 Term: The Administrator's term of employment shall commence on June 15,
2011, and shall end 3 years after the date of commencement unless otherwise
modified by a subsequent employment agreement.
a. Extension of Term: Unless the Administrator's employment is terminated
pursuant to 1.1(c) of this agreement, it shall automatically renew on June
15, 2013, for an additional year, and every 15th day of June thereafter.
Therefore, after June 15, 2014, this Agreement will become an annual
contract, renewed a year in advance. In addition, if a change in Board
members occurs during the Administrator's term of employment, this
Agreement shall not expire until two years after the change in membership
of the Board.
b. Election not to Extend Term: Either party may elect to not automatically
extend the Agreement by giving written notice to the other party 60 days
prior to the date when automatic extension would occur.
C. Early Termination: The County may terminate this Agreement for Cause.
In such cases, Administrator shall receive 2 weeks pay and time
management payouts as set out in the Lane County Administrative
Procedures Manual. If the termination is without Cause, County agrees to
pay Administrator the full value of one-year's salary and benefits, including
value of PERS payments, and ail accrued time management.
d. Early Resignation. The Administrator may terminate this Agreement by
providing notice to the County at least 60 days prior to the effective
resignation date.``
2 Compensation qdr
C~
2.1 During the term of the initial Agreement, Administrator shall be paid a base salary
of $14)~ An initial evaluation shall occur within 12 months of the effective
date of this Agreement. If the evaluation is successful or better, Administrator
shall receive an increase of 3% to the current base salary. Compensation
surveys shall be conducted by the Human Resources Director yearly thereafter,
and recommendations as to salary increases shall be made to the Board at the
annual evaluation. Administrator's salary shall not be reduced below the amount
previously in effect unless county-wide furloughs, reductions in pay, or other
county-wide changes to base salaries occur.
2.2 Administrator shall receive any cost of living increases and benefits that are
provided to County non-represented employees.
2.3 Administrator shall receive a vehicle and phone stipend, consistent with County
policies.
2.4 Administrator shall receive a 5% payment into her Deferred Compensation
account.
2.5 Administrator shall have PERS payments made into her account consistent with
how PERS payments are made for other non-represented employees.
2.6 Administrator shall accrue time management as other non-represented county
employees with the same years of service accrue such time.
27 Administrator shall receive a one-time payment of $15,000. This shall be paid to
Administrator on the first pay-date in fiscal year 2011-2012.
IN WITNESS WHEREOF, this agreement has been executed by employer and employee on
this day of June, 2011
LANE COUNTY, EMPLOYER EMPLOYEE
LANE COUNTY BOARD OF COMMISSIONERS LAANE 1. RICHARDSON
t
Faye Stewart, Chair Liane I. Richardson
giau 11,58-8
LINN COUNTY CLASSIFICATION /
TITLE: ADMINISTRATIVE OFFICER CC-1- I'~56E)/101~iq,v5(a
NUMBER: 85 APPROVAL ORDER
PAY RANGE: 3* 35" NUMBER: 2007-815
CATEGORY: MANAGEMENT/EXEMPT DATE: October 24, 2007
GENERAL STATEMENT OF DUTIES/JOB OBJECTIVES: Perform responsible administrative
work and leadership in assisting the Board of County Commissioners in the planning, direction,
supervision and coordination of the operations of the county government; supervise central
management and service programs; supervise development of County Budget; represent the
Board of County Commissioners in contract negotiations and at various meetings; conduct
specific research projects and prepare reports and recommendations.
SUPERVISION RECEIVED.- Works under the general direction of the Board of County
Commissioners who provide administrative direction and review work for results obtained.
SUPERVISION EXERCISED- Exercises supervision of subordinate personnel and processes
as assigned by the Board of County Commissioners; participates in the selection of new
personnel; assigns duties, provides training, schedules leaves of absence, resolves grievances,
evaluates performance and recommends personnel transactions.
ESSENTIAL FUNCTIONS: A person employed in this classification must possess the capability
to perform the following duties to be considered for and to remain in this position. The duties are
essential functions requiring the critical skills and expertise needed to meet job objectives.
Additional specific details of these essential functions may be provided by the specific office or
department job announcement, if applicable.
Perform administrative work and leadership in planning, directing, supervising and
coordinating operations of county government under authority of County Commissioners
to include working closely with individual elected officials and department heads. Assist in
the development of agenda for Board of Commissioners' meetings and attend meetings
as needed.
2. Manage and supervise support and direct service departments including information
technology services, accounting, budget, general services, veteran's services, law library,
printing, geographic information systems and the clerical staff in office of Board of
Commissioners.
3. Perform in the role of human resources director for the county providing counsel and
decisions as needed based on the personnel policy and bargaining agreements. Conduct
labor negotiations on behalf of the county and serve as hearings officer for personnel
grievances. Coordinate evaluations of department heads under Board of
Commissioners. Develop and administer Equal Employment Opportunity (EEO) plans
and evaluates departmental compliance.
4. Administer all aspects of county risk management and insurance programs including
liability, property, workers' compensation, employee benefits (medical, dental, life
insurance, etc.) and unemployment insurance. Develop and administer county-wide
safety program; monitor workers' compensation claims and work with department heads
and elected officials to solve safety related problems.
REVISED: 1=4=07
COUNTY ADMINISTRATIVE OFFICER
page 2
5. Perform in the role of budget director for the county providing financial counsel and
decisions based on the direction of the Board of Commissioners and the adopted budget.
Provide assistance and direction to the budget officer during the budget development
process.
6. Administer and monitor county contracting and purchasing activities; coordinate all capital
outlay purchase requests for departments under Board of Commissioners; supervise
fixed assets inventory control. Manage county telephone and information systems.
Administer county records management program for departments under Board of
Commissioners.
7. Develop and monitor the county's employee development and training activities with the
goal of improving performance with enhanced communication and expanded knowledge
and skills; consult with department heads on individual training needs.
8. Represent the county at various meetings and serve on committees at both the local and
state-wide levels as directed by the Board of Commissioners. Duties include acting as the
public information officer for the Board of Commissioners and the prime contact person
for the county's lobbying firms.
9. Serve as management analyst to Board of Commissioners; work directly with elected
officials and department heads to solve specific problems identified by the Board of
Commissioners. Serve as interim manager or administrator of specific functions or
departments to assist the Board in solving management problems. Coordinate special
projects (master facilities plan development, classification and compensation plan
development) at direction of Board of Commissioners.
10. Carry out any other assignments as directed by the Board of Commissioners.
11. Develop and maintain effective, harmonious and reasonable work relationships with
others.
12. Maintain regular and predictable work attendance.
OTHER FUNCTIONS:
13. This classification covers the most significant essential functions performed by an
employee in this position, but it does not include other occasional work, which may be
similar to, related to, or a logical assignment of this position.
RECRUITING REQUIREMENTS: (Additional specific details may be provided by the specific
office or department job announcement, if applicable).
KNOWLEDGE, SKILL AND ABILITY: Thorough knowledge of county government
organization, powers and functions and relationships with other governmental
jurisdictions. Thorough knowledge of the principles and practices of public
administration, particularly as they apply to the management of diversified
county governmental services. Thorough knowledge of the principles and practices
REVISED: 10242007
COUNTY ADMINISTRATIVE OFFICER
page 3
of public budgeting, accounting, financing, reporting and personnel management.
Considerable knowledge of various research methods and problem solving techniques.
Considerable knowledge of county programs and processes; i.e., union negotiations,
insurance programs, safety and management training, EEO, etc.
Ability to plan, organize and conduct research studies. Ability to communicate effectively,
both orally and in writing. Ability to analyze problems and prepare clear and concise
reports on possible solutions. Ability to analyze and prepare budgets. Ability to
understand and analyze financial reports and the accounting systems which generate
them. Ability to make public presentations before diverse groups. Ability to supervise the
work of assigned personnel and programs. Ability to establish and maintain effective
working relationships with the Board of County Commissioners, department heads,
elected officials, employees, officials from other agencies and the general public.
EXPERIENCE. EDUCATION AND TRAINING: Five years of professional, progressively
responsible experience in an administrative, managerial or supervisory capacity which
included experience in budget preparation, accounting, personnel administration, data
processing and program development, implementation and management. Graduation
from a four-year college or university with a Bachelor's Degree in business administration
or related field, preferably supplemented by a Master's Degree in business or public
administration or related field; or any satisfactory equivalent combination of experience,
education and training which demonstrates the ability to perform the work described.
NECESSARY SPECIAL QUALIFICATIONS: Possession of a valid motor vehicle
operator's license and an acceptable driving record at the time of appointment may be a
condition of employment.
PHYSICAL DEMANDS AND WORK ENVIRONMENT: Work is generally performed indoors in
an office environment. Work requirements include the ability to sit and move about; see, talk
and hear; use hands to finger, handle or operate objects or controls; and reach with hands and
arms. The work requires the ability to lift or move 30 pounds.
REVISED: 10/242007
CHIEF ADMINISTRATIVE OFFICER iqq j Oq Gymn04
-7,•5'fk tf /A
Classification Title: 094
FLSA: Exempt
EEOC: 1
GENERAL STATEMENT OF DUTIES :
Performs executive management level leadership, administrative and management work assisting and
supporting the Board of County Commissioners with the planning, coordination and implementation of
county operations; supports, coordinates and works as an integral member of the County Management
Team; performs other work as required. This is an unclassified position that serves at the pleasixe of
the Board of Commissioners.
The Chief Administrative Officer must have high level skills and abilities in human relations,
organizational behavior, management principles and practices (including planning, organizing,
directing, motivating, and decision making); communication (verbal and written); analysis and policy
development; and supervision, including planning and assigning work, motivating staff to work
effectively and directing work flow to promote the agency mission. The Chief Administrative Officer
position requires skills not only in managing employees, but also in relating with community
volunteers, local government officials, business and corporate representatives, social service providers,
and children/family advocates.
The Chief Administrative Officer is expected to apply a high level of creative and developmental
thinking. Additional skills include: identifying high level policy issues and developing response
strategies for the Board: skill in originating and implementing a broad range of proposed programs and
initiatives that start as a vision or concept; skill in negotiating various levels of participation by
business leaders in partnerships with the County; and skill in creating a high level of support and
participation by state and local government officials, community leaders and the public.
SUPERVISION RECEIVED:
Works under the direction of the Board of Commissioners, which provides policy and administrative
direction and reviews performance.
SUPERVISION EXERCISED :
Provides leadership and general supervision to all appointed department heads, Board of
Commissioners' Office Manager, and other Board of Commissioners' Office staff, as assigned.
EXAMPLES OF DUTIES: (Duties may include, but are not limited to the following)
1. Performs executive management level duties, which include: organizational planning, leadership
and administrative work in assisting and supporting operations of the county government under the
authority of the Board of Commissioners. Implements directives, policies and major initiatives at
the request of the Board.
CHIEF ADMINISTRATIVE OFFICER
Page 2
094
2. Works in a collaborative manner with appointed and elected officials on specific assignments;
facilitates management team building, policy interpretation, guidelines and procedures for the
county; provides a variety of administrative support services for the Board of Commissioners on a
continuing and special request basis; assists the Board in decision making processes, information
gathering, policy development and review.
3. Facilitates the communication and decision making process between departments and the Board of
Commissioners; ensures that information provided to the Board of Commissioners is professional
and presented in a manner that facilitates decision making.
4. Coordinates the planning efforts for the Board of Commissioners, which includes establishing
objectives and developing strategies, implementing the county strategic plan, assisting the Board
with developing goals and objectives, and responsibility for implementing and assessing progress
of performance measurements.
5. Acts as County Budget Officer. Oversees preparation of the county budget; works in concert with
the Finance Manager to link the budget with Board policy; evaluates budget proposals submitted
by department heads; develops final budget recommendations based on staffing and resource
requirements, cost estimates, objectives and goals.
6. Oversees the timely and accurate development of agendas for the Board of Commissioners'
meetings and assures that all required department work submitted for these meetings is complete,
timely and of high quality; attends Board meetings to present information as required.
7. Provides supervision and direction to appointed department heads. Develops performance
expectations and prepares annual performance evaluations in coordination with the Board of
Commissioners..
8. Performs other related duties and special assignments as assigned by the Board of Commissioners.
RECRUITING REQUIREMENTS
KNOWLEDGE, SKILLS AND ABILITY:
Knowledge: Thorough knowledge of the principles and practices of public budgeting, accounting and
financial management. Thorough knowledge of principles and practices of public administration.
Thorough knowledge of organization and management practices as applied to the analysis and
evaluation of programs, policies and operational needs. Working knowledge of municipal and/or
county government organization, and functions. Working knowledge of modern methods of strategic
planning management and supervision. Working knowledge of personnel policies, labor agreements
and administrative procedures. Working knowledge of employee supervision, performance
management practices and labor relations. Working knowledge of Oregon budget law and related
Oregon Administrative Rules.
CHIEF ADMINISTRATIVE OFFICER 094
Page 3
Skills: Demonstrated excellence in communication, collaboration and tearrrbuilding skills. Proven
ability to manage an organization, department or division. Demonstrated skills to manage in a
changing environment and to implement planning for a changing environment. Proven ability to
analyze problems, prepare clear and concise reports in both oral and written form.
Ability: Establish and maintain effective, collaborative working relationships with the Board of
Commissioners, elected officials, deparmmer$ officials, other employees and the public.
Facilitate group decision making processes. Work effectively with the media, and interest groups.
Make public presentations before diverse groups. Analyze and interpret complex material and make
sound recommendations. Work with managers and staff, providing leadership and support in resolving
conflicts.
EXPERIENCE AND TRAINING:
1. Graduation from an accredited four-year college or university with major course work in Public
Administration, Business Administration or a related field (preference given for a Master's Degree
in Public or Business Administration); AND
2. Eight years of proven leadership in a similar level or capacity; OR
3. Any satisfactory equivalent combination of education, training and/or experience relevant to the
position.
Adopted: 11 /01
Revised: 4/03.4/04
MARION COUNTY BENEFITS MATRIX
Unit 10 - Department Heads
Silk Leave Accrual
Average of 12 days/year
3.693 hrs/pay period
Vacation Leave Accrual
12 days/year
8 hrs/mo or 3.693 hrs/pay period
5 yrs = 15 days/yr
Vacation Accrual Based on Length of
10 yrs = 18 days/yr
Service Monthly Averages
15 yrs = 21 days/yr
20 yrs = 24 days/yr
# of Ffolidays/Year
9
Personal Holidays
2 days
Longevity Pay
None
Most. Recent Cost of Living Increase
3% July 1, 2007
Next Cost of Living Increase
Unknown
Bilingual Pay
None
45'7 (Deferred Comp)
No County contribution
PERS
County Pays (add to base)
County pays monthly premiums up to $1246 cap.
Employees pay $0 to $39.31/mo based on medical &
Medical/Dental - 2010 Plan Year
dental plans selected.
ODS PPO/HSA Plan participants receive a pro-rated
County contribution amount.
Life & AD&D Premiums
All regular employees .5 FTE
(Fully paid by. County)
$31 per $1,000 of annual earnings
Long Term Disability Premium'
.22% of earnings for monthly premium
(Fully paid by County)
.305% of earnings for claims
Wellitess
(Fully paid by County)
$3.30 per month
EAP
IWtk maid, by C'aunty)
$2.28 per month
-101I
7.5% contribution paid by County
Updated 1/25/2011
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CITY OF BEND POSITION DESCRIPTION
POSITION:
REPORTS TO:
DEPARTMENT
SUMMARY
City Manager
City Councilors
Administrative
Plans, organizes, directs, and controls the activities of all City departments in accordance with
the policies and direction established by the City Council.
PRINCIPLE DUTIES AND ACCOUNTABILITIES
The City Manager's duties are defined in the City Charter, Chapter V, Section 24 (attached).
QUALIFICATIONS
The qualifications for City Manager are determined by the City Council.
documents, including but not
limited to contracts and
deeds, unless the council has
specifically authorized other
city personnel to sign such
official documents.
Section 24. City Manager.
(3) The city manager is the
administrative head of the city
government, and may be
removed by the council at its
plea-sure. Within six
consecutive months after a
vacancy occurs in the office,
the council shall fill the
vacancy by appointment. The
appointment shall be without
regard to political
considerations and solely
upon the basis of
administrative qualifications.
(2) The city manager need not
reside in the city or the state
when appointed, but promptly
thereafter shall become, and
during his or her tenure of
office remain, a resident of the
city.
(3) The manager shall:
(a) Attend all council
meetings unless
excused by the council
or mayor,
(b)
Keep the council
advised of the affairs
and needs of the city,
(c)
See that the provisions
of all ordinances are
_
administered to the
satisfaction of the
council,
franchises, leases,
contracts, permits and
privileges granted by the
city are fulfilled,
PAGE 8.
cYPY OF BEND CHARTER OF 1995
(9)' Organize and reorganize
and
(d) See that all terms of
(e)
Appoint, discipline and
remove city personnel
,
except appointees of the
mayor or council,
(f}
Supervise and control
the manager's
appointees in their
service to the city,
the departmental
structure of city
government,
(h)
Prepare and transmit to
the council an annual
city budget,
(i)
Supervise city
contracts,
(j)
Supervise operation of
all city- owned public
utilities and property,
{k}
Perform other duties as
the council prescribes.
(4) The manager may not control:
(a)
The council,
(b)
The municipal judge in
the judge's judicial
functions, or
(c}
Except as the council
authorizes, appointive
personnel of the city
whom the manager does
not appoint.
(5) The manager and other
personnel whom the council
designates may sit with the
council but may not vote on
questions before it. The
manager may take part in all
council discussions.
Section 25. Municipal Court and
Ju_ dge•
(1) The council may appoint a
municipal judge, as a city
officer, who shall hold, within
the city at a place and times
that the council specifies,
a
* 0
T
U
Employees of the City of Redmond recognize that ) U, !'5 G~ c/M-C
providing the finest customer service to our citizens
and co-workers is best accomplished through
INTEGRITY, ACCOUNTABILITY, LEADERSHIP, CREATIVITY, AND RESPECT
5~ .K3/j\ r-
CITY OF REDMOND POSITION DESCRIPTION
POSITION TITLE:
DEPARTMENT:
FLSA STATUS:
SALARY GRADE:
EMPLOYEE GROUP:
City Manager
Administration
Exempt
Contract
Management / Contract
PURPOSE OF POSITION:
Responsible for the effective and efficient administration of the City organization. Plans and
directs the activities of all City departments and functions; does related work as required.
ESSENTIAL JOB FUNCTIONS:
Manages and coordinates projects to accomplish the goals and objectives of the City Council.
Confers with department heads and others on varied operating and administrative problems,
reviews departmental plans, programs and procedures, and suggests new innovations or
methods to improve the standard of services rendered by the city.
Supervises the preparation of the annual budget; reviews and approves departmental needs
and estimates and transmits budget document to City Council for review and approval. Keeps
the City Council at all times advised as to the financial condition and needs of the city.
Meets with the City Council in regular and special meetings, gives information and transmits
special or regular reports covering varied problems of municipal operations, and advises
Council members in their deliberations on policy or legislative matters.
Supports economic development goals and opportunity in conjunction with REDAP. Attends
meetings and represents the City in various community organizations and groups explaining
City issues and projects and encouraging citizen participation and support.
Participates in collective bargaining negotiations and endeavors to maintain a positive work
environment for employees.
Responds to citizen inquiries and complaints; resolves issue or refers to appropriate department
when possible; follows through to ensure resolution.
Reviews and provides final approval of department director hiring decisions.
JOB QUALIFICATIONS REQUIREMENTS:
Mandatory Requirements:
Bachelors degree in public or business administration or a related field with a master degree
preferred; ten (10) years of experience in administration and management in a municipal
government agency of similar or larger size and complexity.; excellent communication skills both
verbal and written; Knowledge of word processing and electronic communication systems.
Special Requirements/Licenses:
Possession of, or required to obtain a valid Oregon drivers' license within 30 days of hire. Must
have a safe driving record.
Necessary Knowledge, Skills and Abilities:
Thorough knowledge of municipal government organization; powers and functions and
relationships with other governmental jurisdictions; principles and practices of public
administration, particularly as applied to the management of diversified municipal governmental
services. Considerable knowledge of the principles and practices of public budgeting, finance,
reporting, personnel management and labor law. Knowledge of and the ability to identify
pertinent issues and concerns as it relates to accelerated growth.
Ability to appraise the quality of varied municipal services using various performance
measurements and process mapping techniques; be a leader; establish and maintain
cooperative and harmonious working relationships with city elected and administrative officials,
employees, representatives of business and governmental organizations and the general public;
develop and prepare effective and complete correspondence and administrative reports; be
committed and involved in the community.
SUPERVISION RECEIVED:
Work is performed under the general direction of the City Council who holds the employee
accountable for achieving Council goals and objectives.
SUPERVISORY RESPONSIBILITIES:
Provides complete supervision to assigned employees including oversight and final authority for
assigning and reviewing work and evaluating performance to comply with policies and
procedures.
PHYSCIAL DEMANDS:
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
While performing the duties of this job, the employee is frequently required to sit and talk or
hear, use hands to finger, handle, feel or operate objects, tools, or controls; and reach with
hands and arms. The employee is occasionally required to walk.
The employee must occasionally lift and/or move up to 25 pounds. Specific vision abilities
required by this job includes close vision and the ability adjust focus.
TOOLS AND EQUIPMENT USED:
Computer, including word processing, Internet and spreadsheet programs; calculator,
telephone, copy machine and fax machine. This position requires the use of City vehicles.
WORK ENVIRONMENT:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations
may be made to enable individuals with disabilities to perform the essential job functions.
While performing the duties of this job, the employee works in an office environment; the
employee rarely works in outside weather conditions. The noise level in the work environment is
usually quiet.
This description covers the most significant essential and auxiliary duties performed but
does not include other occasional work which may be similar, related to, or logical
assignment to the position.
The job description does not constitute an employment agreement between the employer
and the employee and is subject to change by the employer as the needs of the employer
and requirements of the job change.
(5eorrge, EndZcoW Febru a y 2 7, 2009
Mayor Date
Sha rawYarr&k
Human Resources Director
ADOPTED: August 28, 2000
REVISED: April 1, 2004, February 27, 2009
Page 1 of 2
YAMHILL COUNTY ADMINISTRATIVE SERVICES DIRECTOR yomk'M bkJ-6Pt_
Job Description U) tlt~
GENERAL STATEMENT OF DUTIES:
Performs administrative and supervisory work exercising overall management of the budget, purchasing,
personnel, labor relations, and other central administrative functions. Responsible for planning, directing,
organizing and implementing administrative and operating procedures adopted by the board of commissioners.
Has overall responsibility for preparing and executing annual operating budget. May have considerable contact
with county elected and appointed officials, as well as representatives from various state agencies
SUPERVISION RECEIVED:
Works under general direction of the board of commissioners, with considerable independent judgment and
decision-making, subject to general guidelines directed by the commissioners. Work is reviewed through
periodic conferences based on overall effectiveness of functions assigned and results achieved.
SUPERVISION EXERCISED:
Exercises both direct and general supervision over subordinate technical and administrative support positions
including assignment of work, performance evaluation, and direction and advice on difficult or unusual
assignments.
DUTIES AND RESPONSIBILITIES INCLUDE BUT MAY NOT BE LIMITED TO THE
FOLLOWING:
1. Exercises overall direction of personnel-related functions; administers and directs collective bargaining and
employee relations with employee representatives; develops, modifies, and implements deferred compensation
and retirement benefits plans; develops, modifies, and implements recruitment, hiring and disciplinary policies
and procedures; develops, modifies, and implements EEO and affirmative action policies and procedures.
2. Meets with elected and appointed officials to discuss problems relative to budget, personnel, purchasing or
any other policies and procedures.
3. Oversees design and implementation of the annual budget planning process; reviews and analyzes department
budget requests; develops and implements policies and procedures governing execution of the annual operating
budget; prepares and presents periodic reports regarding individual department and overall county financial
status; presents the county's proposed annual operating budget to the board of commissioners.
4. Reviews department grant requests; monitors and audits, as needed, grant expenditures.
5. Conducts special studies at the request of the board of commissioners; prepares and presents written reports
with recommended action for decision-making.
6. Develops, modifies, and directs implementation of procurement policies and procedures.
7. Reviews and interprets pending legislation, statutes, and administrative rules pertinent to operation of the
county.
8. Performs other related work as required.
DESIRABLE QUALIFICATIONS KNOWLEDGE, SKILL AND ABILITY:
Considerable knowledge of principles and practices of organization, administration, and supervision, municipal
fund budgeting, personnel administration. Considerable knowledge of principles and practices of governmental
procurement, financial management, and labor relations.
http://www.co.yamhill.or.usladminljobs/CLASS Descriptions//adminservdirector.htm 9/13/2011
Page 2 of 2
Ability to develop and implement policies and procedures, and to anticipate and effectuate changes as needed.
Ability to work independently and delegate responsibility. Ability to express ideas effectively, both orally and
in writing. Ability to prepare clear and concise reports. Ability to plan, organize, and supervise work of
subordinates. Ability to deal with the public, employees, and employee representatives, and elected and
appointed officials in a courteous and tactful manner. Ability to establish and maintain effective working
relationships with elected and appointed officials, subordinates, other county employees, representatives of
other governmental agencies, employee representatives, and the public.
EXPERIENCE AND TRAINING:
Five years of increasingly responsible management experience involving fiscal, personnel, and purchasing
administration, including at least one year supervisory experience. Graduation from a four-year college or
university with a degree in public administration, business administration, finance, accounting or a related field.
Any satisfactory equivalent combination of experience and training which insures ability to perform the work
may substitute for the above.
SPECIAL QUALIFICATIONS:
As required by the position
http://www.co.yamhill.or.usladminlj obsICLASS-Descriptions//adminservdirector.htm 9/13/2011