The central discussion revolved around the effectiveness and cost implications of hiring a recruiting firm to assist in the search for a new village manager. One participant strongly advocated for community input in identifying the necessary characteristics and qualifications for the position. They suggested gathering resident feedback through community meetings or anonymous surveys. This inclusive approach was seen as beneficial for all parties involved—commission, community, and candidates alike. The participant appreciated the commission’s openness to community involvement, noting its potential positive impact.

However, not all members were convinced of the necessity to hire an external firm. Some expressed skepticism, mentioning that the commission might successfully identify suitable candidates independently. Concerns about the financial burden of engaging a recruiting firm were highlighted, with suggestions to form a vetting committee from within the community to assist in the selection process. This committee would provide insights and potentially host informal community events to meet candidates, a strategy that had proven effective in the past.

Despite these reservations, the commission recognized the advantages that a professional recruitment firm could bring, such as reducing personal biases in hiring decisions. The idea of implementing a hybrid approach was proposed, where specific elements of the recruitment process, like job description creation and salary benchmarking, could be outsourced. This approach aimed to strike a balance between urgency and comprehensive evaluation while managing costs prudently.

The urgency of appointing a permanent village manager was underscored by the interim manager’s uncertain availability and the potential disruptions to ongoing projects. A commissioner noted the risk of hiring a new manager in the midst of budget planning, highlighting the need for a timely decision. The commission acknowledged the capability of the current interim manager but expressed concerns about their potential departure to another city.

Discussions also touched upon the financial aspects of engaging a recruiting firm. Although funds were available, the source of these funds remained unspecified. The need for a revised salary structure for the interim manager was debated, given the unsustainable nature of the current “all income” situation.

The meeting proceeded with a suggestion to request “best and final” offers from interested firms. Commissioners debated the merits of firm engagement versus internal recruitment, considering the past challenges faced without professional assistance. An “a la carte” pricing model was proposed, allowing the commission to select specific services, such as job description refinement and compensation analysis, to tailor the recruitment process to their needs.

As the meeting reached its conclusion, the commission agreed to solicit final offers and quotes from the top firms to prepare for the February meeting. This approach aimed to streamline decision-making and ensure all necessary materials were available for review.

In addition to recruitment discussions, the commission addressed several infrastructure-related issues, particularly the planning and design of drainage projects. A participant questioned the village’s strategy of treating each phase of drainage improvements as separate projects. This approach would potentially simplify the process and reduce costs.

The need for “shovel-ready” projects to secure state funding was emphasized, with a focus on preparing complete engineering designs. The village’s existing drainage systems were criticized as ineffective, prompting discussions on the feasibility of transitioning from temporary fixes to permanent solutions. The possibility of using grant money for matching funds was also explored to enhance funding opportunities.

The village’s long-term infrastructure planning was discussed, with a suggestion for proactive engagement with county officials to prioritize infrastructure needs.

The conversation extended to road safety and traffic calming measures, with the potential inclusion of these devices in ongoing road projects. A traffic study was proposed to evaluate their necessity. The importance of effective communication between the commission, vendors, and future management was stressed to ensure continuity and project success.