The Commissioners delved into the nuances of the hiring process, discussing previous attempts and considering a multifaceted approach for the new search. They contemplated utilizing in-house advertising, engaging headhunters, and reaching out to professional organizations, including the Florida League of Cities and the International City/County Management Association (ICMA). The importance of a candidate’s compatibility with the community was emphasized, with public comments reinforcing the perspective of professional guidance from ICMA and the merit of internal candidate consideration.

A detailed recount of the steps taken during the last hiring process was presented, highlighting the formation of a screening committee and the reduction of over 100 applications down to a shortlist through a rigorous evaluation, involving criteria such as relevant experience and leadership roles held in other cities. Despite the structured approach, concerns were raised regarding potential conflicts of interest and the advisability of employing a hiring consultant to oversee the process impartially. The Commissioners reflected on the significance of the decision at hand, advocating for a comprehensive and transparent hiring strategy.

Another focal point of the meeting was the suggestion to form a citizen advisory board to contribute to the selection process, which led to discussions about the participation of former elected officials and staff members. The Vice Mayor underscored the importance of a realistic timeline, taking into account the possibility of Commissioner absences, and ensuring that thorough background checks are carried out on potential candidates. The potential collaboration with Slavin Associates in the hiring process was scrutinized, weighing the costs and benefits against the existing agreement with the current city manager.

In parallel, the board discussed hiring a new HR director, posing the concept of a five-member screening board and a proposed April 30th deadline for applications. There was a consensus on the need for a definitive checklist to evaluate candidates, and the idea of a citizen vetting committee was debated, with the decision hinging on the volume of applicants. The city manager voiced reservations about the composition of such a committee, advising a wait-and-see approach. The Commissioners agreed to dispatch the advertisement and gauge applicant interest before finalizing the need for a committee.

The board also engaged in strategic thinking about the possibility of promoting from within for the city manager position, debating the merits of a training program for potential assistant city managers. The discussion revolved around preparing these individuals with the skill set and experience necessary for future leadership roles. Concerns were raised about the transition from assistant to city manager and ensuring that the commission remains involved in the decision-making process.

Further discussion unfolded around the restructuring of the administrative organization, pondering the creation of an assistant city manager role. The idea was to offer a trajectory for internal candidates to advance to the city manager position. The board debated whether the current city manager or the incoming one should fill the assistant role, emphasizing the significance of comprehensive training for those who might ascend to the city manager position.

Additionally, the meeting touched on the potential incorporation of a new city position into the city charter. Ensuring sustained funding and establishing educational prerequisites for the position were points of contention, including whether a master’s degree should be a requirement. The dialogue also briefly touched upon the assistant city manager and administrative services director roles, exploring different approaches to filling these positions.