Introduction Benefits of Professional Management Duties of the Professional Manager Ethical Conduct Citizen Responsiveness Making the Change How to Hire a Professional Manager Resources Introduction Professional municipal management in Massachusetts may be provided by an administrator or manager – the term “professional manager” throughout this brochure to include both. Policy making for local governments in Massachusetts is done by elected bodies, which may include a Mayor and City Council, Board of Aldermen, Town Council, or Board of Selectmen. All are referred to in this brochure as an “elected body”. Hiring a professional manager, appointed by the elected body, is a logical and necessary evolution in municipal government. Historically, many cities and towns were governed by a Mayor and/or Council, Board of Aldermen, Town Council, or Boards of Selectmen whose members had executive (and sometimes legislative) responsibilities.  This system functioned effectively when municipal government was limited in scope and complexity. With the expansion of the responsibilities of cities and towns however, the policy-making demands of elected bodies greatly increased, as did the need for technical competence in the administration of services. Today’s elected bodies can better fulfill their policy-making roles and maintain their overall control of service delivery by delegating the day-to-day management of the municipality to an appointed professional manager. Benefits of Professional Management • The appointed professional manager is charged with carrying out the policies established by the elected body, and with delivering public services efficiently, effectively, and equitably. The elected body in turn, has more time to concentrate on creating a vision for the community's future. • Day-to-day operations are managed by a professional manager who is educated and trained in current city and town management practices, state and federal laws and mandates, and cost-effective service delivery techniques. • Responsiveness to citizens is enhanced by centralizing administrative accountability in an individual appointed by the elected body • The professional manager brings technical knowledge and experience, academic training, management expertise, and a dedication and commitment to public service. • Often the cost of hiring a professional manager can be offset through the more efficient delivery of services, better capability in securing grants for the community, and more efficient and effective collection of revenues. Reductions in legal expenses, and the identification and collection of previously unidentified funds owed to the municipality, are not uncommon. Basic Duties of an Appointed Professional Manager • Carries out the policies adopted by the elected body. • Manages city or town services, which may include public works, public safety, planning and economic development, parks and recreation, libraries, youth services, recycling, and utilities. The specific responsibilities can be tailored by a community to meet their needs. • Prepares a comprehensive annual budget and capital improvement program. • Ensures fiscal responsibility and modern accounting practices. • Develops performance measurement systems for city or town services. • Applies for and administers federal, state, and private grant funding. • Recruits, hires and supervises the workforce of the city or town, including key department heads. • Prepares council or board meeting agenda materials. • Develops long-range plans with guidance from elected official the elected body and assists in the achievement of common goals and objectives. • Facilitates the flow and understanding of ideas and information between and among elected officials, employees and citizens. Ethical Conduct – Honoring the Public Trust Professional managers who are members of the Massachusetts Municipal Management Association (MMMA) and/or the International City/County Management Association (ICMA) agree to abide by a strict Code of Ethics. These codes of ethics are similar and include standards of personal and professional conduct, including complete dedication to democracy and the fair and equitable delivery of services to all residents. These standards go well beyond those required by law and include the provision that members shall refrain from all political activities, which undermine public confidence in professional management. The professional manager must demonstrate ethical and legal awareness in personal and professional relationships and must be dedicated to the highest principals of honesty, integrity, and excellence in management. Citizen Responsiveness Professional managers are appointed by and serve at the pleasure of the elected body (Mayor and/or City Council, Town Council, Board of Aldermen, or Board of Selectmen).  They are evaluated based on their responsiveness to the elected body and to the community, and on their ability to provide efficient and effective services. If the professional manager is not responsive to the elected body, his or her services may be terminated. In that sense, the professional manager’s responsiveness is tested daily. Making the Change to Professional Management Hiring a professional manager frees elected officials from the administration of daily operations and gives them time to focus on policymaking duties. It empowers elected officials to provide leadership, develop a vision for the community, determine what services to provide citizens, lobby the state legislature on the community's behalf, and communicate and forge new relationships with constituents. An educated, highly trained professional manager oversees the day-to-day operations Before a professional manager can be hired, a municipality's structure of government may need to be modified to provide for the position. The process of creating a position of professional manager can vary. Municipalities have the authority to act on their own initiative to adopt local ordinances or bylaws to create the position of professional manager appointed by the elected body. Municipalities may also amend their existing charter or write their own charter under home-rule provisions of state law to create a professional manager position. How to Hire a Professional Manager 1. Consider your municipality’s unique demands and needs • Most professional managers have graduate degrees in local government management and experience in senior level positions. Beyond the education and experience requirements of the position, you should develop a job description that encompasses your expectations and outlines measurable objectives that you want to accomplish. You should also develop a management profile of the professional manager that matches your expectations. • ICMA’s Recruitment Guidelines for Selecting a Local Government Administrator contains tips on recruiting applicants, determining finalists and interviewing techniques. • Members of the Massachusetts Municipal Management Association are also available to advise in setting up this process. Additionally there are a number of consultants who may be hired to assist in a recruitment process 2. Begin your search • Determine whether you want to conduct your own search or work with an executive recruitment firm. • Determine whether the elected body itself will conduct the search, or whether the governing body will select a more broadly based screening committee to assist them. Counsel should be consulted about issues of open meeting law as it relates to these options. • Prepare and place advertisements in the appropriate publications (e.g., the MMA’s monthly Beacon and/or the ICMA Newsletter). 3. Make the selection • Review resumes and identify potential candidates based on their experience and the criteria you developed earlier. • Select the top candidates and schedule interviews with your elected body or screening committee. • Once the elected body or screening committee has identified quality candidates (usually not more than 3) arrange for interview and selection by the elected body. • Upon reaching a decision, negotiate the terms and conditions of employment with your new professional manager and formalize a written agreement. • It is important to develop mutually agreed-upon goals and establish an annual review process through which the elected body and the professional manager can discuss performance. Resources to Assist You Several professional organizations are available to assist you by providing information, speakers, or other assistance as you consider making the step towards professional management in your community: Massachusetts Municipal Management Association is an organization of professional managers in Massachusetts. They offer support and advice to professional managers, and are available for assistance and to provide speakers to communities who are considering a change to an existing professionally managed community, or for communities who are considering implementing professional management for the first time in their community. Through the MMMA, active or retired professional managers may be available to assist in the hiring process. Contact – MMMA in care of the Massachusetts Municipal Association – 60 Temple Place, Boston MA 02111; (617) 426-7272. International City/County Management Association (ICMA) The International City/County Management Association (ICMA) promotes excellence in local government through professional management throughout the nation, and internationally. The ICMA provides an information clearinghouse, technical assistance, and training and professional development to professional municipal managers throughout the world. Visit the ICMA website at www.icma.org National Civic League (NCL) The National Civic League is a nonpartisan citizen’s organization founded in 1895. Its purpose is to serve as a clearinghouse for information on methods of improving state and local government; to encourage citizen participation in state and local government; and to provide guides, model charters and laws on specific local government topics. The Model City Charter was specifically prepared to give municipalities a general plan of structuring their local government based on the principles of the council-manager form. For more information about National Civic League publications, visit www.ncl.org.