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4 <br />Desired Capabilities <br />• Highly engaged leader comfortable with challenging conventional thinking; helps the City <br /> Council and staff see opportunities in a new light <br />• Strategic, visionary leader; brings new ideas, anticipates change and keeps the City focused on <br /> where it is going <br />• Demonstrates the highest level of integrity and ethics <br />• Earns the respect and trust of others <br />• Facilitates understanding and helps achieve consensus without taking sides; acts decisively <br /> when needed <br />• Exceptional communication skills; responsive, conscientious and transparent in sharing <br /> information with all Council members <br />• Fiscally astute with strong business sensibilities <br />• Creates a strong organizational culture, shares knowledge across departments and encourages <br /> collaboration <br />• Respects the expertise of experienced department heads; gives them wide latitude and holds <br /> them accountable for results <br />• Trusted advisor with the fortitude to present recommendations that may not be popular <br />• Empowers staff to do their best work; instills a sense of pride in working for the City of Oakdale <br />• Adept in managing change and guiding organizations through transitions <br />• Visible in the community, easily connects with others and treats all people with respect <br />• Personable, genuine, self-assured yet humble <br />• Creative and forward thinking, innovative <br />Leadership Opportunities <br />Leadership transition. Establishing effective working relationships with the City Council, collectively and as individual <br />members, and with City staff will be an immediate priority for the City Administrator. The transition provides an opportunity <br />for the City Administrator to clarify roles, relationships, and administrative procedures. <br />Succession plan. While the City has enjoyed experienced, stable leadership among its senior staff, turnover from <br />retirements is projected over the next five years. The City Administrator, working with the management team, will prepare <br />for staff transitions by growing employee leadership and technical capacity and ensuring operational continuity. <br />Strategic direction. The City initiated a strategic planning process in 2019; it was delayed when the former City <br />Administrator resigned. The Council plans to conclude this strategic planning process before the new City Administrator is <br />hired but will look to the City Administrator for leadership in developing and implementing action plans. <br />10-year financial plan. The City Administrator will lead the completion of a 10-year financial plan that provides a framework <br />to maintain stability and keep tax rates reasonable and to assess the fiscal impacts of policy decision. <br />Organizational review. The City Administrator will review the organizational structure to assess its efficiency and alignment <br />with Council goals. The review will consider staffing, taking into account projected city growth, new municipal facilities <br />coming online, and demand for services. <br />Municipal facilities. Planning is well underway for a new public works facility and a major expansion for the police <br />department facility. The City Administrator will be involved in developing a plan for financing these facilities, to include <br />possible facilities financing in part by a local option sales tax if approved by the Minnesota Legislature and in a local <br />election.