The initial discussion focused on the recruitment process, which had attracted 61 candidates, reflecting a wide demographic range, including an increased number of female candidates. Doug Thomas from Strategic Government Resources, who presented an overview of the recruitment strategy, emphasized the competitive landscape resulting from the retirement of Baby Boomers. The commission was advised to mark candidates with scores reflecting their interest levels.

Candidates came from varied backgrounds, including municipal leadership roles, financial management, community development, and public-private partnerships. For instance, Angie Stone was noted for her assistant town manager role in Hilton Head Island, South Carolina, and Brian Kelly for his financial expertise as Director of Administrative Services in Sandy, Utah. Other notable experiences included Carrie Vargo’s CEO background in a consulting engineering firm and Charles Anderson’s negotiation skills as deputy city manager in Great Falls, Montana.

Controversies surrounding past tenures of certain candidates were discussed, with some commissioners expressing concerns over issues like job hopping and previous resignations under contentious circumstances. The case of a city manager from Tuttle, Oklahoma, with a history of frequent job changes was contrasted with the long-standing loyalty demonstrated by the city manager of Lake Wales, Florida. The commission acknowledged that while controversies are part of managing a city, they necessitated a rigorous vetting process.

The commission also considered candidates’ professional development credentials, such as affiliations with the American Institute of Certified Planners (AICP) and the International City/County Management Association (ICMA). They delved into the candidates’ experiences across different communities, from small towns to larger cities, and the unique challenges each presented.

The commission debated at length the merits and drawbacks of each applicant. For example, Jeff Shoubridge’s work in restructuring financial programs in Rennington Shores was highlighted, while concerns were raised about Patrick Janowski’s job history.

Further, the commission discussed the next steps in the selection process, which included comprehensive background checks, media searches, and video interviews. The commission planned to engage the community in the selection process.

The meeting concluded with the commission’s decision to advance the current list of candidates for further consideration, with plans to post the resumes and cover letters of semi-finalists on the city manager search page for public review. The commission was committed to a careful evaluation process.