Special Meeting

Personnel Committee

January 6, 2020

11:00 am- Regular Meeting

CDA Office, 7645 Currell Blvd., Woodbury

1

BOARD OF COMMISSIONERS 3BWASHINGTON COUNTY COMMUNITY DEVELOPMENT AGENCY

4BWASHINGTON COUNTY, MINNESOTA

1BSSPECIAL PERSONNEL COMMITTEE MEETING January 6, 2020

5BWashington County CDA Office

6B7645 Currell Blvd. 7BWoodbury, Minnesota

Boardroom

UItem No.

Page No.

1 11:00 a.m. UCALL PERSONNEL COMMITTEE MEETING TO ORDER

2 ROLL CALL Commissioner Green _____ Commissioner Miron _____ Commissioner Dingle _____

3 DISCUSSION

Hiring Process Options - Sharon Klumpp, Baker Tilly

4 NEW BUSINESS

Recommendation for Executive Director hiring process

4 ADJOURN

2

To: Personnel Committee Commissioner Fran Miron Commissioner Dan Dingle Commissioner Roger Green From: Barbara Dacy, Executive Director

Ryan Gruber, Human Resources and Communications Coordinator

Re: NOTICE OF SPECIAL MEETING OF THE PERSONNEL COMMITTEE TO RECOMMEND A HIRING PROCESS FOR THE EXECUTIVE DIRECTOR

Date: January 6, 2020

Background Sharon Klumpp (Baker Tilly) was unable to be at the December 17, 2019 meeting to answer questions about the hiring process for the new Executive Director. Ms. Klumpp was the primary author of the CDA’s succession plans. The CDA Board discussed different options regarding hiring the new Executive Director and ultimately decided that the Personnel Committee should convene and make a recommendation to the full Board at its January 21, 2020 meeting. Purpose Ms. Klumpp was asked to the assist the Committee with its deliberations on January 6 regarding the new Executive Director (at no cost). Ms. Klumpp, at the Executive Director’s request, was asked to prepare a memo regarding her background with the agency’s succession plan, her experience with hiring chief executives and to act as a resource for the Committee. The purpose of the Committee’s discussion is to inform a recommendation for the full CDA Board to occur at the regular January meeting. Ms. Klumpp’s memo is attached. Also included for the Committee’s deliberations are the Agency’s Organization Statement/Strategic Initiatives, a blank potential employment agreement for the Executive Director, and Resolution 18-56 regarding the succession plan strategies for hiring the Executive Director position.

3

Recommendation After considering questions, comments, and concerns expressed today, it is intended that the Committee adopt a motion to recommend the appropriate resolution to the full CDA Board for consideration and approval at the January meeting.

4

The information provided here is of a general nature and is not intended to address the specific circumstances of any individual or entity. In specific circumstances, the services of a professional should be sought. Baker Tilly Virchow Krause, LLP trading as Baker Tilly is a member of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. © 2018 Baker Tilly Virchow Krause, LLP

Memo

To: Washington County CDA Personnel Committee

From: Sharon Klumpp

c.c. Barbara Dacy, Executive Director Ryan Gruber, Human Resources & Communications Coordinator

Date: December 31, 2019

Subject: January 6 Personnel Committee Meeting

Thank you for the opportunity to meet with the Personnel Committee on January 6 as you contemplate the next steps in filling the Executive Director position which Ms. Dacy will soon vacate. It is an exciting time for the CDA as it prepares for a change in leadership, but it is also a time of transition. The Washington County CDA stands out among local government organizations for the forethought and attention it has given to succession planning. Nine years ago, it was our privilege to assist the Washington County HRA in the development of its succession plan and then to update the plan five years later as the agency’s role changed, and it became the Washington County CDA. Over the intervening years, the Washington County CDA has been intentional about developing its staff and preparing them for future leadership opportunities. These actions provide a strong foundation for determining the process you use to fill the Executive Director position. I understand that at your December 17 meeting, which I was unable to attend, there was discussion about two courses of action that are open to you: to make an internal appointment or to conduct an external search process that solicits applications from interested internal and external candidates. Both are sound courses of action. When we meet on January 6, I can help you evaluate these options and determine the preferred course of action the Personnel Committee recommends to the full Board of Commissioners. One suggestion I would like to offer before we meet, irrespective of whatever course of action you decide to take, is to consider the leadership qualities that are important to achieving the vision and strategic direction of the Washington County CDA and addressing current organizational needs. Understanding past performance is important insofar as it gives some sense of the background and experience that an individual brings to the position. However, in making a decision about the next Executive Director, it is more important to focus on the current and future needs of the organization and to consider the next leader’s capacity to provide the guidance, perseverance and resiliency to help the organization achieve its strategic direction. I look forward to our meeting and the opportunity to provide insight and suggestions on how you might proceed in filling the Executive Director position.

5

WASHINGTON COUNT COMMUNITY DEVELOPMENT AGENCY ORGANIZATION STATEMENT

Mission Statement Through innovation, the Washington County Community Development Agency promotes community and economic development, and provides and maintains affordable, decent and safe housing opportunities in Washington County.

The CDA Brand Promise Adopting a brand promise of “Helping Communities Prosper” in 2017, the CDA has aligned its

initiatives to fulfill this promise and its mission. Our goal is to build strong communities where everyone has an opportunity to succeed.

Guiding Principles The following principles will guide the Agency’s deliberations. 1. It is important to be a value added partner responsive to the unique opportunities in county

communities.

2. Prosperous communities require a healthy mix of jobs at a variety of wage rates and a balanced, well maintained housing supply.

3. Fostering an understanding of the essential connections between housing and economic development with public, non-profit and private sector leaders shapes effective policy and investment decisions.

4. Community engagement is vital to insuring that policies and programs promote fair and equitable access to safe, quality, stable housing.

5. The conventional housing market cannot effectively serve the low end of the income spectrum;

effective partnerships are needed to create a full spectrum of housing choices and services.

6. The opportunity for homeownership is strengthened with ongoing education and counseling programs and access to a variety of mortgage products.

Strategic Vision Through 2023, the Agency will act as a strategic partner alongside communities in order to accomplish four strategic initiatives:

1. Building Our Future – A community truly prospers when people of all income levels and life

stages have a range of living options. 2. Serving Our Seniors - A place to call home offers seniors an opportunity to live and grow with

independence and dignity. 3. Housing Choices - People with unique challenges need stable housing to provide a secure

and stable place for themselves and their children. 4. Economic Development - A thriving and competitive local economy provides family-

supporting jobs, employment opportunities for our young people, and a tax base that supports critical public investments in our safety, schools, and quality of life.

6

2020 STRATEGIC INITIATIVES

BUILDING OUR FUTURE Communities truly prosper only when people of all income levels have stable

housing.

Workforce Housing – Create 40 units of workforce housing in 2020.

1. Create additional workforce housing through 100% allocation of the 9% Low Income Housing Tax Credit program allocation for 2020.

2. Evaluate spectrum of options regarding Naturally Occurring Affordable Housing (NOAH) and recommend strategies for implementation.

3. Apply to HUD Special Application Center to reposition public housing units and implement a new assistance platform.

Homeownership – Increase the number of households served by homeownership programs by 70% from 190 to 295.

1. Evaluate down payment assistance pilot program and if warranted, pursue potential funding sources for expansion.

2. Implement Rehabilitation and Emergency and Accessibility loan programs to serve 5 households.

3. Implement Home Equity Conversion Mortgage counseling program to serve 100 households.

Supportive Housing – Create 5 units of new supportive housing units.

1. Determine partnership with Washington County regarding the creation of an adult emergency shelter and strategies to create supportive housing for those transitioning out of homelessness.

SERVING OUR SENIORS A place to call home offers seniors an opportunity to live and grow with

independence and dignity.

Affordable Senior Housing- Identify sites for future senior housing developments and work toward creating 80 units by 2023.

1. Engage communities and developers regarding the unique financing resources administered by the Agency and Minnesota Housing’s Housing Infrastructure Bond program to identify sites for future senior housing developments.

2. Prepare and recommend financing and acquisition plan for future CDA development.

ECONOMIC DEVELOPMENT A thriving and competitive local economy provides family-supporting jobs,

employment opportunities for our young people, and a tax base that supports critical public investments in our safety, schools, and quality of life.

Economic Development – Implement programs to help community partners retain existing businesses and to create developable properties for new businesses.

7

2020 STRATEGIC INITIATIVES

1. Prepare and request approval of proposed economic development strategic plan for 2020 to 2022.

2. Develop a policy and funding plan for a revolving loan program. 3. Submit application for brownfield clean up grant program in collaboration with

community partners.

HOUSING CHOICES Children deserve the chance to succeed in school and life, which is tied to having a

stable home.

Housing Assistance – To initiate new rental assistance programs for 25 households.

1. Implement the Mainstream Voucher program for 30 participants. 2. Partner with Washington County Community Services to submit a joint application to

HUD for appropriate rental assistance programs to address the needs of low-income households.

3. Open targeted waiting list for specialized voucher programs to create a current list of potential recipients.

4. Implement voucher program for scattered site housing units, upon approval by HUD. 5. If approved by HUD, research and engage the community to determine

recommendations under the “Moving To Work” program.

CORE SERVICE ACTIVITIES Each year, the CDA undertakes a variety of activities to ensure existing programs are aligned with community needs, compliant with various federal, state, and local

regulations, and evaluated for program improvements.

Community Development Department

1. Complete the Analysis of Impediments process in cooperation with Fair Housing Implementation Council for plan adoption in 2020.

2. Complete the 2020 – 2024 Consolidated Plan process. 3. Evaluate social media campaign to increase Home Stretch attendance. 4. Review and recommend changes to rehabilitation loan program policies. 5. Apply for additional rehabilitation loan resources from the Federal Home Loan Bank

Board.

Economic Development Department

1. Complete annual program evaluation survey for the agency economic development initiatives with the Economic Development workgroup.

2. Evaluate the Predevelopment Finance Fund programs and amend policy as necessary.

3. Participate in the Minnesota Technology Corridor effort to promote county communities for future business development.

4. Conduct the fourth annual East Metro Economic Development Summit in collaboration

with community partners.

8

2020 STRATEGIC INITIATIVES

5. Continue marketing for Outlot A in Red Rock Crossing Redevelopment Area in

partnership with the Washington County Regional Rail Authority.

Finance Department

1. Conduct RFP for audit services. 2. Evaluate and recommend refinancing of properties in the portfolio as necessary, and

financing of capital improvements, if necessary. 3. Add “housing assistance program” payment module to Yardi financial software.

Housing Assistance and Administrative Services Department

1. Complete file assessments in preparation for the SEMAP evaluation and scoring process (Section 8 Management Assessment Program).

2. Evaluate and recommend software application for housing assistance programs.

Administration Department

1. Monitor legislative impacts on external funding resources and when appropriate, recommend alternative implementation options.

2. Research and recommend additional staffing needs in comparison to volume and nature of agency services.

3. Assess information technology needs and prepare a three-year plan to recommend implementation steps.

4. Prepare recommendations for employer and employee contributions to the retirement plan.

5. Adopt revised performance evaluation policy and implement recommended program. 6. Complete collective bargaining process with AFSCME union. 7. Partner with county administration to develop recruitment strategies for the Citizen

Advisory Committee and the CDA Board.

9

1

EMPLOYMENT AGREEMENT

This Employment Agreement, dated __________, 2020 (the “Agreement”) between the Washington County Community Development Agency (formerly known as the Washington County Housing and Redevelopment Authority) under the laws of the State of Minnesota (hereinafter called “Employer” or “CDA”), and ___________ (hereinafter called “Employee”).

RECITALS

WHEREAS, Employer and Employee have been involved in negotiations regarding the continuing terms and conditions of the employment relationship between Employer and Employee; and WHEREAS, the negotiations between Employer and Employee have been conducted on a good faith arms-length basis; and WHEREAS, a compensation analysis for Employee’s position was completed in 2017; and WHEREAS, Employer has determined it necessary to establish a step and pay range for Employee; and WHEREAS, Employer desires to compensate Employee in a manner that meets the intent of the compensation analysis; and WHEREAS, based upon such negotiations and as a result thereof, Employer and Employee have determined to continue the employment relationship and to document the terms thereof. NOW, THEREFORE, in consideration of the covenants and agreements set forth herein, the parties agree as follows:

1. Employment. Employer hereby employs Employee and Employee hereby accepts employment upon the terms and conditions hereinafter set forth.

2. Term. Subject to the provisions for termination as hereinafter provided, the

term of this Agreement shall begin on the ____day of ___________, 2020, and shall terminate on the ___ day of ________, 2020. This contract shall automatically renew for additional one year periods, absent written cancellation notice to Employee given not less than 90 days prior to the end of the contract period or any renewal period.

3. Compensation. For all services rendered by Employee under this

Agreement, Employer shall pay Employee an annual salary with the opportunity for the Employee to move to higher steps, on an annual basis,

10

2

within the established pay range, according to _______________ in the Personnel Policy and Procedure Manual, dated ________ and as may be amended from time to time established by the Employer (the “CDA Personnel Policy”). The pay range and step plan is attached as Exhibit A and incorporated herein.

Employer shall pay Employee ___________________ ($___________) in

calendar year 2020. The Employee may be eligible for performance pay adjustments, pursuant to ________ of the CDA Personnel Policy.

4. Automobile. Employee shall be reimbursed for traveling on official CDA

business with a privately-owned automobile at the current authorized rate. Mileage expenses and parking fees shall be reimbursed to Employee in accordance with the Employer’s Personnel Policy and Procedure Manual.

5. Classification. The position of Executive Director is classified as exempt

and reports to the CDA Board of Commissioners. 6. Employment Benefits. Employee shall be provided with all benefits

provided to other CDA employees, including, but not limited to individual or dependent health care insurance, individual or dependent dental insurance, worker’s compensation insurance, disability insurance, life insurance, retirement, paid holidays, and Planned Time Off (PTO) (including but not limited to Sections 9.02(c) and (d) of the CDA Personnel Policy), all benefits as defined and regulated in the CDA Personnel Policy. Additionally, Employee shall be provided with an errors and omissions policy naming her as an Additional Insured in the amount of $1,000,000.00.

7. Duties. The duties of the position are contained in the position description

adopted by the CDA Board of Commissioners on April 18, 2017 in Resolution No. 17-15, and as contained Exhibit B to this Agreement.

8. Working Facilities. Employee shall be furnished with an office, computer, and such other facilities and services suitable to Employee’s position and adequate for the performance of Employee’s duties.

9. Expenses. Employee is authorized to incur reasonable expenses for

promoting the CDA, including expenses for attendance at professional conferences, travel, and similar items. Employer will reimburse Employee for all such expenses as authorized in the annual budget.

10. Disability. Employer will provide short term and long term disability

insurance for Employee. If Employee is unable to perform services by reason of illness or incapacity, the compensation payable pursuant to this Agreement will continue to be paid until the short term disability benefit payable under the short term disability insurance policy commences. Employee’s full compensation shall be reinstated upon return to

11

3

employment and the discharge of Employee’s full duties hereunder. Notwithstanding anything herein to the contrary, Employer may terminate this Agreement at any time after Employee is absent from employment, for whatever cause, for a continuous period of more than six months, and all obligations of Employer hereunder shall cease upon any such termination; provided that Employer shall, through its best efforts, first ensure that it has met all of its legal obligations to provide reasonable accommodation to the known disability of Employee.

11. Termination by Employee. The Employee can terminate this Sixth

Amendment within sixty (60) days’ written notice.

12. Termination for Cause. The CDA can terminate this Agreement if the Employee:

a. is convicted of a felony or a criminal offense involving moral

turpitude; b. engages in fraud; c. engages in conduct that constitutes gross negligence; or d. cannot perform the functions required by the position.

13. Termination Without Cause. If the CDA terminates this Agreement for any reason not covered in Section 12 above, Employee shall be entitled to compensation for up to three (3) months following notice of termination to allow Employee to obtain alternative employment.

14. Notices. Any notice required or permitted to be given under this Agreement

shall be sufficient if in writing and if sent by certified mail to Employee’s residence in the case of Employee or to its principal office in the case of Employer. Such notice shall be effective upon delivery to the U.S. post office, postage and fees prepaid.

15. Assignment. The rights and obligations of Employer under this Agreement

shall inure to the benefit of and shall be binding upon the successors and assigns of Employer.

16. Terminology. Unless the context hereof clearly requires otherwise, the

singular shall include the plural and vice versa, and the masculine shall include the feminine and vice versa.

17. Entire Agreement; Modification; Waiver. This Agreement constitutes the

entire agreement between the parties pertaining to the subject matter hereof and supersedes all prior agreements, understandings, negotiations and discussions, whether oral or written, of the parties; there are no warranties,

12

4

representations or agreements among the parties in connection with the subject matter hereof, except as set forth or referred to herein. No supplement, modification, waiver, or termination of this Agreement or any of its provisions shall be binding unless executed in writing by the parties to be bound. No waiver of any of the provisions of this Agreement shall constitute a waiver of any other provision, and no such waiver shall constitute a continuing waiver unless otherwise expressly provided.

18. Governing Law. This Agreement shall be construed and enforced pursuant

to the laws of the State of Minnesota.

19. Counterparts. This Agreement may be executed in any number of counterparts, any one of which shall be deemed to be an original, but all of which shall constitute but one and the same instrument.

20. Headings. Section headings used in this Agreement are for convenience

only and shall not affect the construction of this Agreement.

IN WITNESS WHEREOF, the parties have executed this Agreement on the date first above written.

WASHINGTON COUNTY COMMUNTIY DEVELOPMENT AGENCY BOARD OF COMMISSIONERS

By: Its: Chair Barbara Dacy

13

5

EXHIBIT A

STEP AND SALARY RANGES

Year Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Maximum

2020 $111,109 $115,553 $120,175 $124,982 $129,981 $135,180 $156,711

Performance based salary increases occur above Step 6 in accordance with CDA Personnel Policy and up to the maximum range amount.

14

6

EXHIBIT B

POSITION DESCRIPTION: EXECUTIVE DIRECTOR

Administration Executive Director

Dept/Div: Administration FLSA Status: Exempt

General Definition of Work

Performs complex executive and difficult professional work directing all agency programs, performing short and long term fiscal and programmatic planning, developing and establishing performance benchmarks, evaluating services ensuring compliance with local, state and federal mandates, laws, regulations and policies pertaining to the operation of a housing authority, developing and maintaining appropriate personnel administration policies, developing and maintaining information technology and data security plans, and administrative support plans, developing and maintaining positive stakeholder relationships, providing ongoing policy and program recommendations to the Board of Commissioners regarding housing assistance and administration, affordable housing finance and development programs, property and asset management agency owned properties, finance, and economic development, and related work as apparent or assigned. Work involves setting policies and goals under the direction of the Board of Commissioners. Organizational supervision is exercised over all personnel within the organization.

Qualification Requirements

To perform this job successfully, an individual must be able to perform each essential function satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Essential Functions

Oversees the management, planning, direction and implementation of staff, programs and policies of the agency; establishes the annual work plan and performance benchmarks.

Manages and supervises program operations and staff; hires, trains, supervises, evaluates and disciplines staff; recommends promotions and terminations; develops and administers budget; identifies and secures other funding sources as needed; oversees the administration of grant and loan funds.

Acts as a representative of the agency various external meetings; attends required agency meetings, including preparation of written and oral presentations at the Board of Commissioners meeting; gives requested updates and written and verbal reports of department activities

Reviews and approves program protocols and policies to ensure compliance with local, state and federal laws, regulations, policies and procedures.

Attends meetings and events as a representative of the agency; coordinates agency outreach and partnerships; creates public relations strategies and communications plans related to agency plans and projects; acts as the official contact with the media.

Analyzes, researches, creates, funds and assigns programming related to economic development, redevelopment, housing assistance, affordable housing and housing finance.

Prepares related records, files and reports; reviews and composes reports; analyzes data and prepares recommendations for board action.

15

7

Advises and oversees the development and evaluation of policies and programming; acts as an advisor to the board in developing and recommending agency policies and programmatic actions; attends required agency meetings, including preparation of written and oral presentations at the Board of Commissioners meeting; gives requested updates and written and verbal reports of agency activities.

Acts as a direct supervisor to department heads and indirect supervisor to other agency staff; conducts human resources functions including but not limited to making hiring and termination decisions, promoting and demoting staff assignments, administering performance reviews and scheduling staff work hours, identifying and implementing necessary training, negotiating collective bargaining agreements, responding to grievance and arbitration requests, and maintaining collective bargaining related data.

Prepares and implements appropriate safety and security plans, information technology plans, data security plans, and administrative support operations, and implements necessary policies and protocols.

Develops effective communication and branding strategies to the public and oversees marketing and communication programs of all function areas.

Prepares and manages agency budgets, bond finance programs, financial management plans, grant and loan programs and property assets.

Oversees housing and redevelopment initiatives that involve property acquisitions/relocation, and when necessary negotiates, acquires, leases and/or sells real estate for housing projects and/or redevelopment programs.

Knowledge, Skills and Abilities

Competencies required:

Comprehensive skill leading mission driven change; comprehensive skill managing programs; comprehensive skill building strategic relationships; comprehensive skill leading other people; comprehensive skill managing work processes; comprehensive skill managing human resources; thorough skill managing financial resources; general skill serving program clients; ability to display analytical and critical thinking skills; ability to display proficient communication skills; ability to display project management and organizational skills; ability to use standard office equipment and related hardware and software.

Other knowledge, skills and abilities required:

Comprehensive knowledge of general laws, regulations and administrative policies governing municipal financing and housing agencies, practices and procedures; comprehensive knowledge of development and financing programs; comprehensive knowledge of development and construction documents associated with the construction and maintenance of housing; comprehensive knowledge of real estate and property management; comprehensive knowledge of the practices, methods and laws relating to municipal operations, tax increment financing; comprehensive skill composing standard correspondence related to housing programming; comprehensive skill analyzing data and creating user friendly guides or informational materials; comprehensive skill creating and administering a budget; general skill operating standard accounting and finance software; ability to make arithmetic computations using whole numbers, fractions and decimals; ability to compute rates, ratios and percentages; ability to prepare informative operational and financial reports; ability to plan, organize, direct and evaluate the work of subordinate employees; ability to establish and maintain effective working relationships with staff, vendors, residents, elected officials and the general public; ability to respect and relate well to people from varied backgrounds, understand diverse worldviews, and be sensitive to group differences; ability to see diversity as an opportunity, and challenge bias and intolerance.

16

8

Education and Experience

Master's degree with coursework in planning, public administration, business administration, housing finance, and extensive experience in community development projects and programs, public and housing finance, housing assistance programs, administration and supervising personnel, or equivalent combination of education and experience.

Physical Requirements

This work requires the occasional exertion of up to 25 pounds of force; work regularly requires sitting, speaking or hearing and using hands to finger, handle or feel, frequently requires standing, reaching with hands and arms and repetitive motions and occasionally requires walking, pushing or pulling and lifting; work has standard vision requirements; vocal communication is required for expressing or exchanging ideas by means of the spoken word; hearing is required to perceive information at normal spoken word levels; work requires preparing and analyzing written or computer data, operating machines, operating motor vehicles or equipment and observing general surroundings and activities; work occasionally requires exposure to outdoor weather conditions; work is generally in a moderately noisy location (e.g. business office, light traffic).

Special Requirements

National economic development council housing or economic development certification upon hire.

Valid driver's license in the State of Minnesota.

Last Revised: 02/02/2017

1068094-3.DOCX

17

EXHIBIT A – Executive Director Succession Strategies EXHIBIT B – Temporary Reassignments

WASHINGTON COUNTY COMMUNITY DEVELOPMENT AGENCY

RESOLUTION NO. 18-56

RESOLUTION TO APPROVE AND ADOPT A SUCCESSION STRATEGY FOR THE POSITION OF EXECUTIVE DIRECTOR; TO APPROVE TEMPORARY REASSIGNMENTS IN THE CASE OF VACANCIES FOR DEPARTMENT DIRECTORS AND THE HUMAN RESOURCES AND COMMUNICATION COORDINATOR

WHEREAS, the Washington County Community Development Agency (the “Agency”) has worked with Springsted, Incorporated to adopt a Succession Plan for the Agency on December 1, 2010 and subsequently adopted a revision on March 15,2016; and

WHEREAS, the plan contains a succession strategy for the position of Executive

Director that provides guidance to the Board of Commissioners; and

WHEREAS, it is necessary to identify temporary reassignments in the case of vacancies in the Department Director positions and the Human Resource and Communications Coordinator position; and

WHEREAS, it is of value to the Agency to have a succession strategy in place for

this and future Boards of Commissioners to use as a starting point for filling vacancies in the position of Executive Director.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF COMMISSIONERS OF THE WASHINGTON COUNTY COMMUNITY DEVELOPMENT AGENCY, AS FOLLOWS:

1. That Exhibit A, Executive Director Succession Strategies is adopted as the Board’s strategy for hiring the position of Executive Director.

2. That this Exhibit is to serve as a starting point for any future discussion, and that the Board recognizes that future boards may choose to deviate from this strategy in any manner that it determines to be in the best interest of the Agency at that time.

3. That Exhibit B, Temporary Reassignments, is adopted.

Adopted this 18th day of December 2018.

18

EXHIBIT A – Executive Director Succession Strategies EXHIBIT B – Temporary Reassignments

_____________________________ Chair

ATTEST: __________________________________ Secretary

19

EXHIBIT A

Executive Director Succession Strategies

Appointment of an Acting Executive Director.

Current job descriptions assign the Deputy Executive Director the responsibility to serve as the

Acting Executive Director when the Executive Director is absent. In the event of a temporary or

permanent absence, the Deputy Executive Director may be appointed to the position of Acting

Executive Director, pursuant to action by the CDA Board of Commissioners.

The Acting Executive Director will have the full authority for decision-making and independent

action as the regular Executive Director. The Board of Commissioners will provide oversight of

the Acting Executive Director and will be sensitive to the workload requirements associated in

this temporary leadership role.

If the temporary absence of the Executive Director is expected to last more than three months,

the CDA Board of Commissioners in consultation with the Acting Executive Director will consider

temporarily filling the Deputy Executive Director’s position. It may be difficult for the Acting

Executive Director to carry out the mission-critical duties of both the Executive Director and the

Deputy Executive Director positions; a temporary manager could be hired to focus on those

areas where the Acting Executive Director needs assistance that is not available within the

organization due to special skill requirements or workload. In the event that the CDA Board of

Commissioners decides to fill a vacancy in the Executive Director position through a competitive

recruitment process, the Deputy Executive Director may serve as the Acting Executive Director

and concurrently seek appointment to the Executive Director position.

Executive Director Recruitment. In the event of a permanent absence, the Board of

Commissioners will meet to determine its strategy to recruit and select a new Executive Director

and whether the search will be conducted by the Board, a consultant, or another entity. The

recruitment and selection process begins with an analysis of the position including a review of

the minimum qualifications, discussion about the Board’s collective expectations for this

position, and identification of the priorities and critical issues that will be addressed by the

Executive Director. This information is summarized in a job announcement.

Many professional associations host job boards on their web sites as a membership service.

Recruitment sources for the Executive Director position include the Washington County CDA

web site and web sites operated by Minnesota NAHRO, NAHRO, National Association of Local

Housing Finance Agencies, the Association of Minnesota Counties, the Minnesota Council of

Non-Profits, American Planning Association, Minnesota Chapter, and the National Association

of Development Organizations. The Board should also give consideration to the process that will

be used to respond to applicant inquiries, to accept and acknowledge receipt of resumes, to

identify the most qualified candidates, and to design and structure the interview process. Steps

in the selection process could include:

• Collection and acknowledgement of resumes by the HRA’s legal counsel or human

resources consultant;

20

Exhibit A

• Board review of applicant materials and identification of the most qualified candidates in

consultation with the human resources consultant and/or area housing professionals

including the executive directors of Minnesota NAHRO and other suburban housing

authorities;

• Initial candidate interviews to be conducted by the Board and selection of the top

candidates to continue in the selection process;

• References for top candidates to be conducted by the outside human resources

consultant, a Board member, legal counsel, or others as directed by the Board;

• Second round of Board interviews with top candidates preceded by a tour of CDA offices

and introductions to CDA staff;

• Offer of employment approved by the Board and extended to the successful candidate,

contingent upon a satisfactory background records check to include a review of driver’s

license history;

• Educational verification, a review of state and federal criminal and civil history, and a

credit check.

Communications Plan. Upon the appointment of the Acting Executive Director, the Chair of the

Board of Commissioners will meet with CDA staff to explain the temporary leadership structure.

Then the Chair and the Acting Executive Director will contact external stakeholders and key

community partners to inform them of the temporary change in leadership.

Implementation. To ensure that succession plan implementation goes smoothly, the CDA

should maintain a current list of key contacts and resource people that includes the name,

address, telephone number, and e-mail address for individuals such as the agency’s legal

counsel, financial advisor, insurance providers, tax credit specialists, and grantors.

21

EXHIBIT B Temporary Reassignments

Executive Director Essential Functions Temporary Reassignment

Overall agency direction, establish annual work plan and performance benchmarks

Deputy Executive Director

Manages and supervises program operations and staff; hires, trains, discipline staff

Deputy Executive Director/Human Resource and Communications Coordinator

Acts as representative of agency at external meetings; coordinates agency outreach and partnerships; gives written and oral reports to Board of Commissioners

Deputy Executive Director

Reviews and approves program protocols and policies

Deputy Executive Director /Human Resource and Communications Coordinator

Creates public relations strategies, brand strategies and communications plans

Deputy Executive Director/Human Resource and Communications Coordinator

Oversees, evaluates and assigns programming Deputy Executive Director

Prepares related records and files Deputy Executive Director/Human Resource and Communications Coordinator

Direct supervisor to department heads; negotiates collective bargaining agreements

Deputy Executive Director/Human Resource and Communications Coordinator

Prepares and implements appropriate safety and security plans, IT plans, data security plans

Deputy Executive Director/Human Resource and Communications Coordinator

Prepares and manages agency budgets, bond finance programs, financial management plans, grant and loan programs and property assets

Deputy Executive Director/Finance Director

Oversees property acquisitions, real estate transactions, redevelopment programs

Deputy Executive Director/Economic Development Director

Development of board reports and recommendations

Deputy Executive Director

HR/Communications Coordinator Essential Functions

Temporary Reassignment

Website Content and Management Office Manager (assisted by 8bitstudio)

IT coordination and procurement Office Manager (assisted by Finance Director)

Labor Relations and Collective Bargaining Deputy Executive Director

HR – Benefits Enrollment Department Head (assisted by Bearance)

HR – COBRA Executive Director (assisted by Freedom Services)

HR – FMLA/OSHA Executive Director

HR – Maintenance of personnel files Executive Director (assisted by ADP)

HR – Administration of FSA accounts Senior Accountant

HR – Administration of Life/Disability/AD&D Senior Accountant

HR – Coordination of Hiring Process Department Head (assisted by ADP)

Event planning and coordination Office Manager (assisted by Admin. Assistant)

Managing access to HUD resources Executive Director (assisted by Office Manager)

Oversight of document retention Executive Director (assisted by Bill Lightner)

ED – Administrative Support Admin. Assistant (assisted by Office Manager)

22

EXHIBIT B Temporary Reassignments

Deputy Executive Director Essential Functions Temporary Reassignment

Management of affordable housing financing programs

Project Manager II/Economic Development Director

Project development coordination Economic Development Director/Project Manager II

Liaison activities with local governments, Project Manager II

Administration/oversight of the community development programs

Project Manager II/Project Manager I/Community Development Programs Manager/Senior Homeownership Specialist/Economic Development Director

Provide technical assistance to cities regarding housing and community development tools

Project Manager II/Community Development Programs Manager/Economic Development Director

Administration and management of capital improvement plan

Project Manager II/Shelter Corp. Maintenance Chief/Finance Director

Management of community development personnel

Economic Development Director/Housing and Admin. Services Director

Development of Board reports and recommendations

Project Manager II/Project Manager I/Senior Homeownership Specialist

Underwrite development proposals and negotiate funding terms

Economic Development Director/Finance Director/Project Manager II

Monitor program compliance Economic Development Director/Project Manager II/Community Development Programs Manager/Senior Homeownership Specialist

Coordinate development process, negotiate purchase agreements, oversee construction

Economic Development Director/Project Manager II

Housing and Administrative Services Director Essential Functions

Temporary Reassignment

Supervision of staff and activities Deputy Executive Director

Section 8 administration and compliance Deputy Executive Director/Housing Coordinator

Grant Reporting Finance Assistant Director/Housing Coordinator/Rental Assistance Specialist

Program utilization oversight Finance Assistant Director/Housing Coordinator/Rental Assistance Specialist

Ongoing contact with Section 8 landlords, program participants, and others

Rental Assistance Specialists/Housing Coordinator/Rental Assistance Specialist

Development of Board reports and recommendations

Housing Coordinator/Office Manager

Oversight of Continuation of Care duties Housing Coordinator

23

EXHIBIT B Temporary Reassignments

Finance Director Essential Functions Temporary Reassignment

Accounting system management and oversight Finance Assistant Director

Management of Finance Department personnel Finance Assistant Director

Financial Reporting Senior Accountant/Redpath

Debt management Finance Assistant Director/Senior Accountant

Debt management compliance reporting Finance Assistant Director/Senior Accountant

Fiscal forecasting and planning Finance Assistant Director/Senior Accountant

Property management and oversight Finance Assistant Director/Senior Accountant

Managing cash flow and investment of agency funds

Finance Assistant Director/Financial Advisor

Budget development and administration Finance Assistant Director/Senior Accountant/Executive Director

REAC reporting Finance Assistant Director/Senior Accountant/General Accountant II

Risk management Finance Assistant Director/Senior Accountant

Financial analysis Deputy Executive Director/Financial Advisor/Project Manager II

Development of board reports and recommendations

Finance Assistant Director

Coordination of financial audit Finance Assistant Director/Senior Accountant/Executive Director

Monitoring and accounting of grant and loan funds

Finance Assistant Director/General Accountant II/Project Manager I

Management of IT procurement Human Resources & Communications Coordinator/Executive Director

Economic Development Director Essential Functions

Temporary Reassignment

Market & promote Washington County for new business development opportunities

Deputy Executive Director/Project Manager II

Help new businesses start-up and existing businesses grow

Deputy Executive Director/MCCD Open to Business

Assist communities with economic development activities when asked

Deputy Executive Director/Project Managers

Assist businesses attract and retain talent Deputy Executive Director/Washington County Workforce Development

Promote infrastructure, transportation and broadband for economic development

Deputy Executive Director/Project Managers

Administer Predevelopment Finance Fund Deputy Executive Director/Project Managers

Financial analysis for business expansions and relocations

Deputy Executive Director/Financial Advisor/MCCD Open to Business

County Board and CDA Board reports and recommendations

Executive Director/Deputy Executive Director

Coordinate the ED Work Group Executive Director/Deputy Executive Director

24