City of Portland’s Post

While the average time to fill office clerical positions in Montana is 21 days, cities like Billings, Kalispell, and Missoula experience longer durations of 28 to 30 days. Extended hiring times can lead to increased workloads for existing staff, potential delays in operations, and reduced overall productivity. What factors do you think contribute to longer hiring times in certain cities? Comment your thoughts. Find out how to overcome these regional hiring challenges: https://bit.ly/4cHDqop #HiringChallenges #StaffingSolutions #TalentAcquisition #RecruitmentTrends #MontanaJobs #WorkforceManagement #OfficeJobs

Fort Worth, TX City Manager David Cooke is set to retire in February 2025, prompting the City to begin the search for his successor. However, as a former City Manager, I am puzzled by the decision to have the Human Resources Department spearhead this recruitment process. Here's why this approach may not be the best choice: - The HR department reports to the City Manager, and this process can create awkward dynamics during the search and long lasting impacts to staff if the process experiences bumps in the road. - External recruitment firms offer candidates a more reliable and confidential process, as well as expertise in City Manager recruitments. - Outside firms are better positioned to effectively navigate the decision-making process with elected officials, ensuring consensus and maintaining credibility. - Recruitment firms possess valuable networks, attending relevant events and conferences to identify top candidates and weed out unsuitable ones. - Experienced recruiters can provide insights on candidate suitability and handle confidentiality concerns adeptly. I have personally experienced recruitments as a candidate run by the City and those run by outside recruiting firms. Outside recruiting firms are much better suited for this assignment. While no process is perfect, City Manager recruitments are too precarious and sensitive to be run by even the best internal HR Department. While cost-saving is important, investing in an external recruiting firm for critical decisions like this can be invaluable. In my view, a City Manager search should not exceed $40,000. For transparency, my firm, Sumter Local Government Consulting, specializes in recruiting, staffing, and consulting for local government entities, and we certainly benefit from local government who choose to use us for the expertise external firms bring to such searches. Read more about Fort Worth's search for a new City Manager here: #CityManager #Recruitment #LocalGovernment #HRManagement

Considering hiring a town planning consultant but unsure if it's worth it? Here are some key advantages: 🍃 Expertise and Local Knowledge: Navigate zoning laws and regulations effectively. 🍃 Community Satisfaction: Achieve better outcomes and community support. 🍃 Time and Cost Savings: Avoid costly mistakes and delays. 🍃 Objective Insights: Make informed decisions with professional advice. 🍃 Efficient Project Management: Ensure smooth execution from start to finish. 🍃 Community Engagement: Foster support throughout the planning process. Hiring a town planning consultant can greatly benefit your project, whether it's a new development, rezoning, or seeking expert advice. Ensure your project's success by booking a consultation with us: https://lnkd.in/gmmexy2F Learn more about town planning and our services: https://lnkd.in/gddZnZ3V #TownPlanning #ConsultingServices #Expertise

#hiring *Regional Director, Southwest (Marshall & Worthington region)*, Minneapolis, *United States*, fulltime #opentowork #jobs #jobseekers #careers #Minneapolisjobs #Minnesotajobs #ExecutivePositions *To Apply -->*: https://lnkd.in/dyYwMthX Apply for Job Job ID 366202 Location All Other -See Job Description Job Family Administration-Community Rels Full/Part Time Full-Time Regular/Temporary Regular Job Code 9341R2 Employee Class Acad Prof and Admin Add to Favorite Jobs Email this Job About the Job Title: Regional Director Classification: Community Relations/Outreach Manager 2 (9341R2), P&A Extension Area: Field Operations Office Location: Extension Regional Offices - Marshall & Worthington - Southwest Region Salary Range: $93,000 - 100,000; Depending on qualifications Initial Deadline: January 21, 2025 About the Position: This Southwest Regional Director position supports the Marshall & Worthington Regional Offices and counties located within approximately 120 miles in the southwest region. The Regional Director serves a major role in Extension operations, providing critical functions related to internal and external stakeholders and relationships, county funding, talent/staff management, and overall management of regional and county offices. To be successful, the Regional Director must provide strong leadership and management skills consistent with University of Minnesota Extension mission, vision, and core values. The Regional Director interacts effectively with a variety of interested groups and staff. They are committed to expanding and fostering diversity and inclusion, and respecting the unique needs, perspectives and potentials of several. This position is part of a statewide team of Regional Directors and works within a Regional Director team, serving a designated number of counties in a geographic region that spans approximately 120 miles. The Regional Director works closely with both programmatic and operations staff and serves as the principal communicator for the Regional Office. Commitment to diversity and inclusion, effective partnership development, supervisory guidance and continuing professional development are important to successful job performance. The Regional Director reports to the Director of Statewide Operations. Duties, responsibilities, and performance expectations: Management - 50% Budget Management: Using knowledge of the county government budget process and funding structure, build support for, develop, and manage county budgets by engaging CEC members, county boards, and county administration Negotiate the level of investment for local program delivery via the Memoranda of Agreement (MOA) between the University and counties Monitor and manage county and regional office budgets Office Operations Management: Manage regional and county office space, leases, clerical coverage, inventory,

City managers are expected to make long-term commitments. But elected officials are not expected to make long-term commitments to city managers. I have a soft spot for Johnstown and have talked about how I wanted to be their city manager a few years back when they were still in the Act 47 program for financially distressed communities. But here is the reality. As I understand it, Pennsylvania state law precludes a city council from entering into a contract that extends past the current council term. So -- a max of two years for a city manager. Now, why should a city manager be expected to have a long-term commitment when they do not get one? If you are on the Johnstown city council you should be asking yourself: What does a city manager need to feel secure in their position and what will motivate them to WANT to stay long term? I have some creative ideas on how to structure a contract in states with these types of provisions, but I will save that for another day. ---- My weekly newsletter is the fastest growing local government newsletter in the country. More than 7,500 people have subscribed since launching it in February. You can list your senior level job posting and reach a highly targeted, niche audience for just $100. Submit your job posting via this link today: https://lnkd.in/eEM9_4yB

The number of jobs in San Francisco decreased by ~3% year-over-year. The San Francisco office market reached record high vacancy levels in the 4th quarter of 2023 causing property values to significantly decrease. If San Francisco continues to lose jobs, office vacancy rates will remain at their current levels and even possibly increase, which will cause office properties to lose more of their value.

Orange County's office Mid-Year Market 2024's narrative unfolds with a complex blend of challenges and resilience. Vacancy rates inch lower to 16.34%, signaling cautious optimism as large spaces leave the speculative market. Yet, the soft sale environment and the rise in Class A vacancies to nearly 22% reveal deeper undercurrents. With transaction activity retreating and significant sales clocking in below pre-pandemic prices, the landscape is ripe for reevaluation and strategic investment. Check out my website at chrisdrzyzga.com to see the full report. #OCOfficeTrends #CommercialRealEstate #MarketInsights #OrangeCounty #Office

Is there a scenario where transparency in local government is ill-advised? Should the public have the right to know who all the candidates are for a City Manager role? Does this transparency negatively impact attracting a large candidate pool? The following article highlights two concurrent City Manager searches in Florida (New Smyrna Beach and Treasure Island). Due to Florida law allowing the names of all candidates to be made public at an early stage in the recruitment process, the news has identified James Slaton as a candidate for both communities as well as identifying other semi-finalists and alternates candidates. My take is that the value of the transparency sought here is significantly outweighed by the damage it does to potential candidates and the hesitancy of employed City Managers to check out these opportunities. The vetting and scrutiny of these candidates needs to be handled by the recruitment firm and the elected officials. Having the public watching the process to me provides no value to the decision making process and reeks of gossiping and reality TV. Let these candidates explore new opportunities without the risk of losing their current jobs. What are your thoughts? https://lnkd.in/eWvFUyjA

There is no manual, guidebook, or checklist to help a region form a Metropolitan Planning Organization (MPO). When we worked with the Idaho Transportation Department to form the Magic Valley MPO, we had to lean heavily on our research and investigation skills to parse out the requirements. 🔎 After a little research, we realized there is a lot of flexibility in how MPOs are formed, structured, and operate, including: 🏙️ Boundary of MPO and Number of Member Agencies 🏙️ The minimum required boundary of the MPO Area must include agencies that have transportation and land use decision-making responsibilities for the Census-designated Urban Area. Still, there is no limit on the maximum area of the boundary or the number of agencies that can be involved. 📐 Structure 📐 The MPO can start as an independent agency, requiring office space, business systems, technology, policies, HR, and other crucial operations elements. Or, it can be “hosted” by the anchor city of the Urban Area, to have some of those key elements provided by the existing government structures in place. 📈 Number of Employees & Services Provided 📈 The workload of fulfilling the federally required work products that an MPO must provide, while facilitating meetings for the policy board and the technical advisory committee, is a full-time job. If there are additional services the MPO would like to provide, these services and the staff who provide them are usually part of a more comprehensive form of regional government. #MetropolitanPlanningOrganization #MPO

Insight from my friend and partner Ross Moskowitz here on the #US #office market and what might pave the road to a quicker recovery.