Developing your path forward 2016 12-7 1500 v5-handouts
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The document discusses the transition of public works directors to city/county manager or executive roles. It provides perspectives from public works leaders who became executives. Key points include: - Public works directors develop skills in areas like communication, leadership, and management that prepare them for executive roles, but these roles require a broader perspective and dealing with more complex political environments and a wider range of issues. - Successful transitions involve preparing by improving communication skills, meeting with other department heads, and understanding different departmental operations beyond public works. - Mistakes can be avoided by ensuring good relationships with elected officials, being well prepared, empowering staff, and not assuming other departments operate the same as public works. - Critical
![5/3/2017
6
Survey of Six Executives who had been DPW
• Located throughout US
• All had served lengthily
as DPW
• All are successful as
city/county executives
• Five states
• 5 cities and one county
Agencies Interviewed
0 1000 2000 3000 4000 5000 6000 7000
Prescott, AZ
Ventura, CA
Volusia County, FL
Oakwood, GA
Camas, WA
Mission Viejo, CA
Employees
0 100000 200000 300000 400000 500000 600000
Prescott, AZ
Ventura, CA
Volusia County, FL
Oakwood, GA
Camas, WA
Mission Viejo, CA
Population
Employees varied from 21 to 6,251. Population varied from 4,163 to 510,873.
1. What is the difference to you between DPW and
County Manager position?
Survey Says…
TakeAway
• “Communication and the big picture – be able to be both generalist and know specifics.”
• “The biggest change was overseeing services that I had had not previously been involved
with, like Fire, Police and Library. [Before] I worked very closely with the elected officials.
[Now] I work even closer with the Mayor and Council and spend more time in preparing
Council Agendas.”
• “The biggest difference is the span of control/responsibility and decision making authority
when it come to budget, personnel, policy, etc.”
• “The daily interaction with City Council members and the greater variety of issues you
deal with, especially non‐engineering/public works issues. ”
• “It is the difference between a planet and the universe…You go from 1 boss to 7…You do
not have much control over what you work on, many items come out of the blue…”
• “The county manager covers every aspect of local government vs the 6 or 7 common areas
in Public Works. The other big difference is that the manager's office is the direct link
between the elected officials and the day to day operations of the government. ”
Change in complexity and
number/type of bosses](https://image.slidesharecdn.com/developingyourpathforward2016-12-71500v5handouts-170711144551/85/Developing-your-path-forward-2016-12-7-1500-v5-handouts-6-320.jpg)
![5/3/2017
8
5. Specific education or training or background
needed for DPW to a CM ?
Survey Says…
TakeAway
• “ICMA and mentoring by other City Manager’s is helpful.”
• “I believe the training and education in the soft skills of leadership, management, strategic
planning, HR, finance, organizations/team building, communications and advocacy have been
my keys to success as a City Manager.”
• “There are… CMs that pride themselves as being “Generalists”…. [many] are very successful and
highly respected….an MPA is a useful path to becoming a CM…I have an engineering
background…both paths work and it depends on the individual.”
• “Most Public Works Directors should have the background needed to be a CM … It used to be
very common for the PWD to be the “natural” for taking over a CM job.”
Soft skills, generalist of
governmental functions
and obtain mentors!
6. Is the job satisfaction different between DPW
and CM?
Survey Says…
TakeAway
• “If you got your satisfaction from being involved [in] major infrastructure projects,
then it would not be very satisfying. If you enjoy continuous improvement and
making an organization better, they you have a larger canvas to work from as City
Manager or Administrator.”
• “Both are rewarding, but there is a different level of satisfaction you feel when you
know this is your ship…”
• “I think most everyone in Public Service are in it because they want to make a
difference, whether at the CM level or a DPW or other positions in the organization.”
• “Totally, there are very few clear victories…You have to keep the big picture in mind
and know you are doing the right thing… I find the job much more demanding and
much less satisfying.”
Ownership, policy
direction with fewer
clear victories as a CM.
7. Moving to a CM…benefits? drawbacks?
Survey Says…
Take Away
• “…the political climate can change in one election…While the Public Works Director has a lot of
variety, you have even more as City Manager.”
• “The benefits far outweigh the drawbacks. The biggest hurdle is to take that step out of your
comfort zone and take on the challenge. ”
• “I think the greatest benefit is that you get to be involved in all aspects of the organization and
involved in so many varied issues…The obvious drawback is the Politics.”
Involvement and
politics! Must step
outside comfort zone.](https://image.slidesharecdn.com/developingyourpathforward2016-12-71500v5handouts-170711144551/85/Developing-your-path-forward-2016-12-7-1500-v5-handouts-8-320.jpg)
Developing your path forward 2016 12-7 1500 v5-handouts
- 1. 5/3/2017 1 Developing your Path Forward… DPW’s Have Become City and County Executives George Recktenwald, Deputy County Manager, Volusia County Volusia County, Florida May 8, 2017 Tallahassee, Florida Harry Lorick, P.E., PWLF, Principal, LA Consulting, Inc. Manhattan Beach, California 2 • Facts, Theory and Concepts • Consultant’s Observations of Successful City Managers • Experience of DPWs to Become City/County Managers or Executives • Lessons Learned • Experience in Volusia County • Suggestions for the Move to City/County Manager or Executive •Differentiate the variances between leading a Public Works organization and a larger entity. •Describe the background skills and traits needed to become an agency executive. •Determine how Public Works leaders can advance to executive leadership.
- 2. 5/3/2017 2 Agencies by the numbers in Florida 4 • 3,144 counties (2014) • 19,492 municipal governments and 16,519 townships (2007) • 293 > 100,000 in population and 90% of the governments < 25,000 • 50,432 special purpose local governments(2007), 37,381 special districts, 13,726 school districts, 1,452 public school systems Special purpose is 60% of all governments City Population United States versus Florida 5 Numbers of Florida Cities 6
- 3. 5/3/2017 3 OK …. some theory 7 • Management layers • Span of control • Systems workflow • Leadership traits • Leadership styles • APWA standards 8 Worked with over 100 governments in 11 states Size from 5 to 4,000 employees in Public Works From 1 sq. mile in Emeryville to 20,105 sq. miles in San Bernardino County Many counties in Florida, local government, and several foreign counties. 1 Mile 140 + Mile My Governmental Background Worked in both small and large PWs! Skills 9 Large agency focus is more on human and conceptual with less need for technical. Small agency have more technical focus while very small agencies have less concepts skill needs. Skills needed vary by size. This can be applied to DPW versus CM.
- 4. 5/3/2017 4 Leadership Styles 10 Well developed employees require different focus than those developing. The applied leadership is a situational function based on the skill set of the employees. Styles needed vary by size and responsibility. What Do City/Counties Often Have? 11 Often organized both spatially (multiple locations) and by separated function Have resources with specialists in various fields Often use combination of contract and in‐house resources Large professional staff Frequently seasoned staff with lengthy service with agency Structured policies and procedures Organizations are often complex with large spans and layers along spatial separation! City/County Leaders Key Skills And Traits 12 Vision and direction Political understanding and coordination Governmental and intergovernmental interaction Media communications Public relations Management capabilities Direction and communications are key elements.
- 5. 5/3/2017 5 13 CM Leadership Style Must Being flexible and interfacing with political leadership Focusing on results and people Encouraging and motivating Obtaining & retaining key management staff Monitoring the big picture People and concepts. Yet….Issues Observed with Being a CM 14 Political direction and loss of control Procedures – policy and procurement hamper efficiency Difficulty in aligning staff with direction Communication filters Separation from worker with amount layers Lack of understanding customers Speed of decisions Silos of work Control and layers. What can be done by CM to lead and manage 15 Communicate using a clear vision with explicit goals Utilize performance measures with accountability Establish public relations support Ensure alignment with political leaders & executive team Establish systems & business processes to monitor work Communicate with staff with open communications policy Conduct annual or bi‐annual status review by independent staff or outside support Provide concepts and management tools to perform work, as well as motivate and educate. Ok, what do our actual leaders say?
- 6. 5/3/2017 6 Survey of Six Executives who had been DPW • Located throughout US • All had served lengthily as DPW • All are successful as city/county executives • Five states • 5 cities and one county Agencies Interviewed 0 1000 2000 3000 4000 5000 6000 7000 Prescott, AZ Ventura, CA Volusia County, FL Oakwood, GA Camas, WA Mission Viejo, CA Employees 0 100000 200000 300000 400000 500000 600000 Prescott, AZ Ventura, CA Volusia County, FL Oakwood, GA Camas, WA Mission Viejo, CA Population Employees varied from 21 to 6,251. Population varied from 4,163 to 510,873. 1. What is the difference to you between DPW and County Manager position? Survey Says… TakeAway • “Communication and the big picture – be able to be both generalist and know specifics.” • “The biggest change was overseeing services that I had had not previously been involved with, like Fire, Police and Library. [Before] I worked very closely with the elected officials. [Now] I work even closer with the Mayor and Council and spend more time in preparing Council Agendas.” • “The biggest difference is the span of control/responsibility and decision making authority when it come to budget, personnel, policy, etc.” • “The daily interaction with City Council members and the greater variety of issues you deal with, especially non‐engineering/public works issues. ” • “It is the difference between a planet and the universe…You go from 1 boss to 7…You do not have much control over what you work on, many items come out of the blue…” • “The county manager covers every aspect of local government vs the 6 or 7 common areas in Public Works. The other big difference is that the manager's office is the direct link between the elected officials and the day to day operations of the government. ” Change in complexity and number/type of bosses
- 7. 5/3/2017 7 • “Gained analytical skills and logical approach; know what you want and generalize your background.” • “Yes, it helped a great deal…I was doing a lot of business development and presentation…greatly improved my public speaking which is necessary at City Administrator… When I started my job as City Administrator…I spent as much time as I could meeting staff and department heads to learn about the different departments.” • “My sixteen years of engineering and public works director experience was the best preparation for stepping into the City Manager role.” • “I was very happy being a Public Works director and enjoyed the variety of projects I was able to work on…Because we are a relatively small staff…I was actually the DPW/Assistant City Manager so I had the opportunity to learn the roles and responsibilities of a CM “on the job”…It could be easy to become overwhelmed but the approach to problem solving you learn as an engineer has been valuable.” • “Yes! Public Works is an outstanding background for a City Manager but you need to be sensitive to the needs of the particular city.” • “Coming through the ranks and being a PW director provided great preparation to move into county management. In many areas of government you regulate or track things, in PW you actually produce a product or service. ” 2. Did being the Public Works Director aide with skills and background in CM role or not? How did you prepare for role? Survey Says… TakeAway Yes! Good exposure and logical varied experience. 3. Mistakes one can make as CM? Are they different than DPW? Survey Says… TakeAway • “Hiring people like yourself, need a blend of skills; applying same approach with different councils.” • “The biggest mistake a City Administrator can make is not taking good care of your Mayor and Council, which is still important for a Public Works Director, but at a lesser degree. No surprises, follow through with requests, be prepared.” • “One of things I’ve learned is to back off sometimes on interjecting my position/opinion on issues related to my City departments and instead empower my staff to run their operation… my focus must be on the bigger picture and working on the relationship with the Mayor & Council, community, other governmental partners…my job is often to serve as the buffer to enable the departments to be successful.” • “…there are more “opportunities” to make a mistake in the CM position than in the DPW position. Most of the mistakes I have seen in the Public Works arena have actually been more procedural mistakes than technical mistakes.” • “Your answers and recommendations … need to be very well researched and thoughtfully prepared. Skipping that step is an easy mistake … Don’t assume other departments operate like public works, many do not have the same internal controls or people that follow the rules even if they are in place.” • “As a CM, everything you say or do is very public and magnified. Also a CM has usually between 5 and 7 "bosses" and has to work with each one of them to bring consensus to the entire group.” Be prepared, be aware, empower and don’t assume. 4. What are the skill sets needed for CM? Survey Says… TakeAway • “Able to translate the communication to elected leaders; understand what council needs; be able to write and prepare concise communication to elected leaders.” • “Communication, which is not always a skill that all engineers have, but most of the engineers who are promoted to Public Works Director are good communicators. Leadership to guide the organization. Positive attitude, visionary, conflict management, negotiation.” • “Communication, interpersonal skills, advocacy abilities along with all the other soft skills you need as a leader…” • “There are many: excellent listening skills…patience…respect…humility…” • “Much more relationship building, not only with your elected bosses, but with many people in the community. You need to be a good communicator…” Communication!
- 8. 5/3/2017 8 5. Specific education or training or background needed for DPW to a CM ? Survey Says… TakeAway • “ICMA and mentoring by other City Manager’s is helpful.” • “I believe the training and education in the soft skills of leadership, management, strategic planning, HR, finance, organizations/team building, communications and advocacy have been my keys to success as a City Manager.” • “There are… CMs that pride themselves as being “Generalists”…. [many] are very successful and highly respected….an MPA is a useful path to becoming a CM…I have an engineering background…both paths work and it depends on the individual.” • “Most Public Works Directors should have the background needed to be a CM … It used to be very common for the PWD to be the “natural” for taking over a CM job.” Soft skills, generalist of governmental functions and obtain mentors! 6. Is the job satisfaction different between DPW and CM? Survey Says… TakeAway • “If you got your satisfaction from being involved [in] major infrastructure projects, then it would not be very satisfying. If you enjoy continuous improvement and making an organization better, they you have a larger canvas to work from as City Manager or Administrator.” • “Both are rewarding, but there is a different level of satisfaction you feel when you know this is your ship…” • “I think most everyone in Public Service are in it because they want to make a difference, whether at the CM level or a DPW or other positions in the organization.” • “Totally, there are very few clear victories…You have to keep the big picture in mind and know you are doing the right thing… I find the job much more demanding and much less satisfying.” Ownership, policy direction with fewer clear victories as a CM. 7. Moving to a CM…benefits? drawbacks? Survey Says… Take Away • “…the political climate can change in one election…While the Public Works Director has a lot of variety, you have even more as City Manager.” • “The benefits far outweigh the drawbacks. The biggest hurdle is to take that step out of your comfort zone and take on the challenge. ” • “I think the greatest benefit is that you get to be involved in all aspects of the organization and involved in so many varied issues…The obvious drawback is the Politics.” Involvement and politics! Must step outside comfort zone.
- 9. 5/3/2017 9 8. Advice to DPW thinking about growing to the next level as city/county executive. Survey Says… TakeAway • “Understand the key issues and expectations for the position. Find out about the political climate. Every city is different, so what may be an enjoyable job in one location can be miserable in another. Refrain from micro managing your Public Works Director. Give them advice when they ask for it.” • “Be bold and go for it. We in public works, in my view, have the broadest background necessary for success in the CM role. ” • “Just to be yourself, embrace the challenge and make sure to enjoy the journey.” • “…for me it is a capstone of my career…I decided to throw myself into it and enjoy the ride and I am tremendously proud of what we have accomplished… it is much harder to maintain a good work life balance.” Understand the responsibilities and embrace the challenge! Lessons learned about reaching CM role • Change in complexity and number/type of bosses • Get good exposure and logical varied experience • Be prepared, be aware and empower others • Communication! • Obtain soft skills, generalist of governmental functions and obtain mentors! • Understand larger function, policy direction with fewer clear victories as a CM • Must step outside comfort zone • Understand the responsibilities and embrace the challenge! Lessons Learned • CM requires more conceptual focus with often a multidisciplinary approach • Path to CM can vary but skill needed are communication and leadership focus • DPW skill are helpful from logical prospective but must be broadened • CM Spans of control and layer increase requiring policy direction • CM success is less apparent than DPW but failures are more noted • Number of bosses and direct reports increase and change • Awareness of community and political climate is paramount with risk Not every DPW may want this direction as skills enhancements may be needed and risks increase.
- 10. 5/3/2017 10 Lets Hear From George Recktenwald with Volusia County • 1,263 square miles • 16 incorporated cities • Unincorporated population of 116,000 • Major tourist attraction and events (visitors can more than double population) • 47 miles of coastline • Pop. of 500,413 in 2007 with a growth of 35.0% since 1990 George Recktenwald Background • Road Division Director to Director of Public works to Public Protection Director to Deputy County manager • PWLF one the first in US • BS in Industrial Technology • 2012 APWA Roundtable Leader of the Year • 2011 APWA Florida Meritorious Service Award • 1999 and 2010 FACERs Urban Engineer of the year • Speaker at APWA State and National conferences • Author of several publications ‐APWA and FES • 1,263 square miles • 16 incorporated cities • Considerable tourist volume which at times more than doubles population • Pop. of 500,413 in 2007 with a growth of 35.0% since 1990
- 11. 5/3/2017 11 My Role Has Changed… Director of R&B Director of Public Works Deputy County Manager • Functions • Staff • Budget Functions Have Changed… • One Division – Road & Bridge/Stormwater to • One Department – seven divisions to • Road & Bridge • Traffic Engineering • Construction Engineering • Solid Waste • Mosquito Control • Water Resources and Utilities • Coastal • Now Four Departments: • Public Works • Aviation and Economic Resources • Growth and Resources Management • Public Protection George Recktenwald Public Works Aviation and Economic Resources Growth and Resources Management Public Protection One Department Road and Bridge Solid Waste Construction Engineering Coastal Mosquito Control Traffic Water Resources & Utilities
- 12. 5/3/2017 12 Increase of Responsibility/Employees Group Staff Aviation and Economic Resources 60 Growth & Resources Management 116.97 Public Works 451.1 Public Protection 898.52 Road & Bridge 132.6 0 500 1000 1500 2000 Road and Bridge Public Works 4 Departments Responsible Employees Increase of Responsibility/Budget Group Budget Aviation and Economic Resources 61,339,858 Growth & Resources Management 12,328,772 Public Works 159,038,540 Public Protection 124,611,133 Road & Bridge 16,281,408 0 100,000,000 200,000,000 300,000,000 400,000,000 Road and Bridge Public Works 4 Departments Responsible Budget Similarities of DPW and DCM • Complex issues • Varied staff • People, equipment and contractors • Visibility
- 13. 5/3/2017 13 Differences of DPW and DCM • Variety of functions • Lack of operational background • Shear size and budget • Now lead managers • Must empower; cannot get into details • Use systems to monitor Suggestions to be a CM • Build Communication Skills • Learn Organization's Administrative Functions • Broaden Background And Document Your Successes • Take Advantage Of Interfacing With Public And Elected Leaders • Grow Leadership Capabilities • Develop Tough Skin • Work Outside Of Your Comfort Zone Questions? 39Linked @LA_CONSULTING Celebrating our 25th year of Helping Public Works Work! George Recktenwald Deputy County Manager of Volusia County Volusia County, Florida 123 Indiana Ave., DeLand, FL 32114 (386) 257‐6000 grecktenwald@co.volusia.fl.us Harry Lorick, Principal, PE, PWLF LA Consulting, Inc. 1209 Manhattan Ave, Suite 310 Manhattan Beach, CA 90266 Phone: (310) 374‐5777 email: jthurman@laconsulting.com