Letter: City Manager Recruitment needs public participation

Something important was missing from the winning proposal from headhunting firm Peckham and McKenney, chosen by city council last week to find Sonoma’s next city manager: public participation in the process.

But it’s not too late for council to fix this oversight.

There are a couple of points along the way where opening up the hiring process to citizen participation could be helpful in producing a strong, thoroughly-reviewed shortlist of candidates to council members, who make the hiring decision. It would also demonstrate council’s commitment to more public transparency and avoid the charge that it all happened behind closed doors.

The first opportunity is now – when creation of a “candidate profile” is under way. Describing what’s needed in the next city manager is a crucial first step and the search firm, chosen for its track record in finding “good fits,”  will consult with council members and city staff for their thoughts.  Surely public perspectives, expressed directly and not filtered by city politicians, media or other intermediaries,  are also valuable in creating that ideal profile.

So why not invite input from the community at the next council meeting about the desirable qualities of the next city manager? Pose the question via the city’s online CityPulse mechanism?  Publicize the desire for public input through local media, the city website and other communication channels?

Another opportunity is when the recruiter has screened applicants, presents a vetted short list to council and council decides (probably, and appropriately, in closed session) which candidates it wants to bring in for interviews.

Why not organize public input as part of the on-site interviews? For instance, candidates could have interview sessions with a panel of representatives from city commissions; a panel of city business representatives; and a panel of citizens from other walks, one or two selected by each council member. Or some other scheme that elicits a range of public interests.

Some might say that adding public elements to a personnel decision is too much effort, too cumbersome. But a city manager’s position is a big, many-faceted job even in a small town and the incumbent Carol Giovanatto leaves big shoes to fill when she retires later this year after a long career in public service. City manager is an important and influential post. And it is well-paid, with good benefits and a generous pension. All the more reason for city council to seek 360-degree input at key points in the process.

Many cities of varying sizes have involved the community in one or more stages of selection for the top administrative post.  Sometimes it is because controversies and crises have forced them into greater openness and transparency. More often it is because it is just the smart and right thing to do.

Mary Nesbitt, Sonoma