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Minn. Slat § 471.59. <br /> <br />See i, MC fIR Reference <br />Manu./, Chpt. I: Hiring, <br /> <br />COBt[Lcl Ih~ ]~t~agtlC <br />Research Department t'or <br />sample job descriptions. <br /> <br /> Delegation of duties. What responsibilities can be delegated to the <br /> administrative officer? <br /> <br />· EffectiVe council relations. What is the best way for-the council to <br /> work with the administrative Officer? What is the best way for the <br /> administrative officer to work with the council? <br /> <br />· Clerk, administrator, or manager? When should, a city choose to have <br /> one of these positions versus another? <br /> <br />A. Shared clerks or administrators- <br /> Sometimes two or more smaller cities will share an administrator or clerk. <br /> Sharing the position allows cities that do not need a full-time position to <br /> combine with another city to create one full-thne position, and hopefully <br /> retain a more qualified candidate than would be attracted to a part-time <br /> position: Cities are authorized to enter into a joint powers agreement for <br /> such services if the cities involved all have the same power to appoint such <br /> a position. <br /> <br />B. Qualifications (what to look for in <br /> <br />candidates) <br /> <br />When a city hires anew clerk, administrator or manager, it should seek <br />only qualified Candidates. The qualifications that are best will vary <br />depending upOn tlie needs of the city and the functions the person will be <br />expected to perform. This section applies prilnarily to appointed city <br />clerks, administrators, and managers. It only applies to elected city clerks <br />insofar as it may help voters measure the degree of qualificationoftbe <br />candidates on the ballot. <br /> <br />City councils should be certain the job description is up-to-date. Look at <br />the various needs of the city and define specifically what tasks the <br />successful candidate will perform. Once the job description is current, it <br />should be easier to write an advertisement for the opening. <br /> <br />In addition to the job description, city councils should evaluate the current <br />and fufure needs of the cominunity. In this way, it can outline the <br />qualifications that Will help the city to grow in the future. <br /> <br />Candidates should have good communications skills. Such skills are <br />necessary because of the amount of contact c/erks, administrators, and <br />managers have with their city council, other city staff, the media, and the <br />general public. <br /> <br />Candidates ['or city administrator or manager are often required to have <br />degrees in public administration. Managers and administrators need to have <br />a thorough knoWledge of finance and budgeting. Often, cities require <br />advanced degrees in one or more of these areas. A master's degree in <br />public administration'is a common qualification preferred by manY city <br />councils. <br /> <br />(lil) .\dmini~IratioIi <br /> <br />25 <br /> <br />-47- <br /> <br /> <br />