Apply by October 25, 2013 - cb-asso.com

City Manager

!e City of Rancho Cordova o"ers:

• A stable, innovative, and supportive City Council.

• Talented and accountable team with high retention (non-union).

• Widespread reputation for innovation – this is not a turnaround situation.

• A population of 67,000, with projected growth to 200,000 and 22 square miles of undeveloped land in the current City boundaries.

• Strategic use of revenues to target community needs, while generating a surplus in every year of its existence and maintaining significant reserves.

Welcome to beautiful Rancho Cordova, a place where city life is reinvented! Incorporated ten short years ago in 2003, the City is a young, growing municipality that is renowned for its innovative and entrepreneurial approach to local government, solid !scal management and its high level of service to and collaboration with its residents. "e City is looking for someone to succeed its !rst and only City Manager. "e ideal candidate will be someone who will build upon its tradition of excellence and stability and maintain its !rst rate work environment. Nationally recognized by Great Place to Work® as

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Don’t Miss the Opportunity of the Decade!

Rancho Cordova City ManagerApply by October 25, 2013

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published in FORTUNE magazine, in 2012 and 2013, it is the only local government to make the list. We invite you to apply!

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• Eppie’s Great Race, the oldest triathlon in the U.S.• Local orchestra of 60 members, concert band and arts

communities.• Sacramento Children’s Museum next to City Hall.• Historic Old Sacramento just minutes away.• Numerous symphonies, theaters, and art museums within a

30 minute drive.• World class skiing at 20+ Sierra Nevada Resorts.

• The Napa Valley and Amador County wineries within an hour drive.

Housing prices are reasonable for California (anywhere from the low $100,000s to $500,000), with newer executive-level housing available. City incorporation has produced a safe community in which to live, work and play. "e City is very diverse ethnically and racially. "e City’s students go to one of four school districts, and some o#er school choice programs. In terms of post high school education, the City is home to 12 technical and trade schools, in addition to having nearby !ve Community Colleges, Sacramento State University and University of California, Davis.

Situated 15 miles to the east of the state capitol of Sacramento, the City o#ers an ideal location for both recreation and commerce. A short 90 miles to the northeast is the pristine Lake Tahoe with all of its recreational activities, while just 100 miles to the southwest lies San Francisco with all of its culture and commerce. Highway 50 runs through the City, o#ering transit to a variety of locations throughout the region. In total, the City covers 35 square miles. "e City has a beautiful business park surrounding City Hall, is a premier regional employment center with approximately 55,000 jobs, and is home to many Fortune 500 companies.

"e City and the surrounding environments have much to o#er, including sports. For example the NBA’s Sacramento Kings, the Sacramento River Cats (AAA Baseball), and a two-hour drive to the San Francisco Giants, and 49ers, Oakland Athletics, and Raiders, and San Jose Sharks.

Other amenities in and around, or within an a$ernoon’s drive of Rancho Cordova are:

• California mild central valley climate.• Beautiful parks and 32 miles of bike trails and & pedestrian

paths along the American River.• Excellent freeway network and convenient public

transportation system.• Great kayaking, rafting & fishing .• Numerous lakes and recreation hotspots for boaters and

skiers.• Vibrant community celebrations (e.g., iFest – International

Festival, 4th of July, Kid’s Day in the Park, Christmas Tree Lighting, etc.).

• Beaches to the west along the California coast.

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Formation of the City

In the late 1970s, a group of citizens, including several current Council Members, started a movement to incorporate. Residents were simply dissatis!ed with the level of service provided to them by Sacramento County. "e initial incorporation movement did not succeed, but with increased crime and further neighborhood decline, a new incorporation e#ort gained support. In 2003, with a 78% vote, the City of Rancho Cordova incorporated and became a City. "e City’s forward thinking elected o%cials selected Ted Gaebler to be their !rst City Manager. "ey told him to put his ideas to work. Services were contracted, a government was built, but in a streamlined fashion, crime was addressed, and the City began to grow and improve. For more history visit us at our City History page. For a list of our accomplishments over the past ten years, visit us at our Top Ten Accomplishments page.

!e Government

Rancho Cordova’s governing body is a City Council composed of !ve members. "e Mayor and Vice Mayor positions are rotated annually. Council Members serve staggered four-year terms (without term limits) with elections coinciding with national elections in even numbered years. "e Council has been characterized by tremendous stability over the years with three Council Members being on the original Council and four Members having served at least eight years. "e Council Members are respectful of one another and of sta#, and are professional in demeanor. "ey understand their role in the Council– Manager form of government, are strategic and form a very high-performing elected body. "ey also hold sta# in very high regard.

"e City’s !nances are in excellent shape as it has been careful in its expenditures of funds. It is also young enough that it does not have the debilitating pension obligations that have crippled many of its counterparts. "e City has had a budget surplus every year in its history, including the disastrous 2008– 2009 period when the recession was at its height. "e general fund budget is roughly $40,000,000.

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"e City runs a hybrid model of government with many City services being contracted out to private sector entities and special districts. "e Sacramento County Sheri# ’s O%ce provides police services, special districts provide services for !re protection (Sacramento Metropolitan Fire District) and parks (Cordova Recreation and Park District), and four private companies provide water service. "e City itself has departments that are directly responsible for Finances, Human Resources, Planning, Public Works, Economic Development, Information Technology and City Clerk. Overall, the City has 65 regular employees and about 90 contract sta#.

!e City Culture

Dynamic, innovative, collaborative, facilitative, entrepreneurial, and non-bureaucratic are some of the many adjectives that describe the culture that makes the City of Rancho Cordova truly special. "e City’s !rst and only City Manager has been the well-known Ted Gaebler, co-author of the renowned book “Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector.” In 2003 he joined with a like-minded group of elected o%cials who together commi&ed to building a city government unlike any other in America, an entity that is the model for service delivery, e%ciency and e#ectiveness.

"e backbone of the Rancho Cordova City culture and organization are principles that have made many Fortune 500 and high tech corporations successful. Instead of using the more common approaches to providing government services, the City concentrates on being a broker, catalyst, facilitator, and educator. "e idea is, in a sense, to steer and not to row. It builds and capitalizes on resources in the community in innovative ways to create synergies that do not exist in the more traditional models. "e result is be&er service at lower costs and an enthusiasm in the community that does not otherwise exist. It is a culture that everyone – elected, appointed, and sta# – have completely commi&ed to. As a result, the organization has accomplished wonders in the City’s short ten-year existence, including working deeply with the community to achieve the highly coveted honor as an All-America City in 2010.

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Received only seven years a$er incorporation, this success is a telling re'ection of the City and its relationship with the Rancho Cordova community.

"e pillars of City culture are seen in the day-to-day operations:

• Collaboration: Throughout the organization, accomplishing great things is all about building and valuing relationships between people and other community organizations. In addition, the collaborative spirit extends to the everyday citizen and the business community. Although organizational roles are clearly defined and all municipal matters are properly channeled, experience has shown that these relationships are critical to the partnerships that have been invaluable to the City’s success.

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• Innovation: The City has its own “Office of New Ideas” where employees share their thoughts about doing things in a better or more efficient manner and are encouraged to have a voice in improving City processes. Small bonuses are often given to employees who do particularly excellent work, bring in revenue, create efficiencies, produce significant savings or devise a new system for solving a problem or improving service delivery.

• Education/Professional Development: The City has been recognized as a leader in the industry and constantly improving service delivery and the value of outcomes to the community. This leadership is maintained by a commitment to continuous learning, education and professional development, even during challenging financial times. Employees are widely given opportunities to tap into interests and expand their knowledge base of City functions.

• Employee Engagement: Employee engagement is the key to productivity, high retention, fiscal success, innovation, and customer delight. The City goes to great lengths to ensure that employees know they are valued and have a positive and inspiring work environment. The City sees this as critical precursors to creating something different in government. For information on City awards, please see the City Award List.

• Trust and freedom: Rancho Cordova empowers all employees to make decisions at the lowest levels and actively discourages bureaucracy that would bog them down. The City Council seeks not to be bothered by the minutia of government, and has taken steps to remove its involvement in organizational development, staffing and line item budgeting. It has raised the City Manager’s spending limit (to $100,000 on most items) and has delegated other parts of its authority to the Manager. Its sole goal has been to make government work better, faster, and more effectively.

Overall, these pillars have contributed to Rancho Cordova’s stunning success. "e City Council and sta# wish to maintain, build upon and improve the existing Rancho Cordova culture. "ey realize the next Manager will be di#erent and bring new approaches to the organization. Still that individual will be expected to assimilate into what exists while also making his/her own unique imprint. To learn more about the City culture from sta# perspective, visit the City’s Great Rated!® page.

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Demographics

Rancho Cordova is a City that is younger than the national average. "e median age is 33.1 as opposed to 37.2 for the country.

In terms of race, the population is 60.4% Caucasian, 10.1% Black or African American, 12.1% Asian, with the remainder of the population being made up of other races or more than one race. Regarding ethnicity, 19.7% of the population is made up of Hispanic of any race.

Per the 2010 census, the median household income is $53,878, while the mean is $67,578. "e unemployment rate is 9.6%. 14.7% of the population do not have a high school degree, 23.9% do have a high school degree, 27.3% have !nished some college, 9.8% have an associate’s degree, 17.0% have a bachelor’s degree, and 7.2% have completed graduate work.

Commerce

"e City is home to the o%ces of many Fortune 500 companies and has over 12.5 million square feet of Class “A” o%ce space. As such, Rancho Cordova is a premier regional employment center with approximately 55,000 people commuting into the City for work every day.

Employer

3,000

2,500

2,300

1,800

1,700

1,400

1,300

1,000

1,000

900

# of Employees

State of California

Health Net Fedral Services

Vision Service Plan (VSP)

GenCorp, Inc. (Aerojet)

Sutter Health/Sutter Connect

Delta Dental

Verizon

Franklin Templeton Investments

Dignity Healthcare

800

700

Bank of America

Volcanoe Corporation

Source: City Economic Development Department

Health Net Federal Services

Veteren A!airs Medical Center

Volcano Corporation

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Mather Air Force Base has been converted into the Mather Commerce Center and Airport, with a 11,500 foot runway. A list of principal employers in Rancho Cordova can be seen in table on page 5.

Challenges and Opportunities

"e Council and sta# feel the primary goal is to maintain the level of excellence and accountability that has already been established. "ey also see no need for any signi!cant changes in the way the government operates unless they are to utilize the current culture to become more e%cient and e#ective. "at being said, there is still a great deal on the horizon, and many challenges and opportunities await the next City Manager. "ese include:

Enhance the City Image: While Rancho Cordova has come a long way since incorporation, the !rst challenge for the City Manager will be to focus on the City branding, since the City’s image and reputation are still not at the level that the Council would like them to be. "e City has made great strides in rehabilitating neighborhoods and encouraging citizens to be responsible for their properties, but perception lags behind reality, and more remains to be done. "e City Manager, as well as City Council and sta# will need to continue to seek opportunities to speak at professional events, in the region and around the nation, to enhance the City reputation by contributing positively to the industry.

Succession Planning: Second, while many cities have boards and commi&ees that serve as training grounds for future elected o%cials, Rancho Cordova does not. "e City supports a Rancho Cordova Leadership program to engage new leaders in the community and e#orts need to continue to that encourage and promote development of the City’s future leaders.

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Growth and Creation of a Downtown: "e third challenge will be managing the growth and development that will occur in the City over the course of the next several years. Rancho Cordova build-out estimates place the population at somewhere around 200,000. "e City has no readily identi!able downtown. Managing and planning for growth will be a central issue in the tenure of the next Manager. A !nal part of that challenge is ensuring that current infrastructure maintenance needs are not neglected while the focus is on the new development.

Maintain Intergovernmental Relationships: "e fourth challenge will be navigating the complicated and interwoven functions of intergovernmental relations that are characteristic of a new city incorporating into an existing group of service providers. Managing relationships to accomplish the City’s goals will be a primary focus of the next Manager. Furthermore, the independent Parks and Recreation District, the private sector entities that provide water and sewer, the Transit District holding jurisdiction over Light-Rail operations, and many other organizations all have in'uence over elements of the City’s proper functioning and future that are not under the direct control of the City. Nurturing cooperative relationships with these entities will be critical to the City’s future success.

Build Upon the Current Success: Finally, the next Manager will need to !nd his or her place in !lling the shoes of one of the most forward thinking !gures in government who is retiring in January 2014. "e next Manager will need to understand the value of a positive culture and assimilate themselves into the existing organization and culture, while also being his or her own person.

!e Ideal Candidate

For any City Management professional, Rancho Cordova o#ers a remarkable opportunity to truly make a di#erence. "e Council gives the manager a great deal of freedom to innovate and operate, and is supportive of any e#ort to make their City a be&er place to live. "is requires a skilled, compassionate and approachable leader who “walks the talk” and will push the boundaries to motivate and inspire sta# to maintain high standards of excellence.

To be successful, the next manager will:

• Support a broker, catalyst, facilitator, and educator mission in an effort to grow the community and not the government.

• Be skilled in various forms of development including large scaled growth, economic development and community revitalization.

• Have a reputation for solid fiscal management.

• Possess experience in managing police services.

• Experienced in negotiations and emergency management.

• Encourage open, creative and collaborative thinking on the part of elected officials, staff, residents and volunteers. 

• Be an objective facilitator, able to listen and incorporate a wide range of views, and be skilled at asking the right questions that lead to solving the right problems.

• Build successful partnerships internally and with other governments, community organizations and businesses.

• Possess a proven record in developing and maintaining intergovernmental relationships.

• Care about the people and their development by mentoring, coaching and challenging staff to their maximum potential.

• Solicit new ideas and encourage innovation, while recognizing risk and removing fear of failure.

• Be inclusive of staff at all levels and continue matrix team management.

• Promote transparent and open communications.

• Value the organization's culture, team-oriented environment and diversity.

• Have experience with diversity in dealing with a wide variety of cultures, ethnic groups and personalities.

• Possess experience with developing a location for and fostering private development of a downtown.

Residency

It is strongly encouraged that the City Manager live within City boundaries.

Types of Candidates

All interested candidates should realize that this is a level playing !eld. "e City Council has no bias towards candidates from California and selected a national search !rm to ensure broad national exposure and outreach. Further, while at least one internal candidate is planning to apply, City Council is commi&ed to selecting the best person, no ma&er where he or she is presently working.

City Manager

City Manager Rancho Cordova, CA8

Compensation

"e annual salary range is $194,483 to $237,423. Historically the City Manager has also been eligible for an additional 10% performance incentive. Bene!ts are excellent.

NOTE: "e City Council anticipates the City Manager will be employed via employment agreement.

Con#dentiality

Per California Law, public records of a personal nature may be kept con!dential. As such, if a candidate so requests, the City may keep their application con!dential up until the selection of the next City Manager is made.

How To Apply

E-mail your resume to [email protected] by October 25, 2013. Faxed and mailed resumes will not be

considered. Questions should be directed to Colin Baenziger at (561) 707-3537 or Sean Baenziger at (561) 351-9350.

Schedule

Candidates will be screened in November. Interviews will be held the !rst week in December with a selection shortly therea$er.

Other Important Information

"e City of Rancho Cordova is an Equal Opportunity Employer and values diversity. It strongly encourages minorities and women to apply. It is also a drug-free, smoke-free workplace.