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Ne W Sletter THIRD QUARTER 2018 How to Avoid BEING NEWSLETTER FIRED INSIDE… President’s Message 2018 Summer Conference Retirement - Brookings ICMA Credentialing ICMA Ethics Senior Advisor Reports Roger Jordan Honored as NPPGov Can Help with Managers on the Move Senior Advisor Emeritus Procurement Career Compass MESSAGE FROM THE PRESIDENT Christy Wurster • City Manager • Silverton Dear Managers, This message follows our recent summer conference in Bend. crisis of the day when necessary. Special thanks to our senior What an amazing time we had! The message that resonated advisors for nominating Roger Jordan for the status of Senior from the conference for me is that “times are a-changin’” and Advisor Emeritus. Roger has helped me and many of our our future reality will be those of our wildest dreams. If you members in one way or another from monetary contributions to attended the conference I’m sure you were impressed and support student scholarships, to personal mentorship and advice. astonished thinking about our future from the perspective of Last month included more training at the annual ICMA Confer- Steve Brown. His presentation highlighted many things that we ence in Baltimore, and also at the League of Oregon Cities Con- all need to consider as we plan for our delivery services models ference, manager’s workshop and annual membership meeting, and infrastructure needs in the years ahead. We were reminded in Eugene. I connected with many of you at these events as we that as we forge ahead as today’s pioneers we need to consider prepare for more change with the election of our new slate of the importance of innovation, ethics, inclusion and self-care as Board members for 2019. we prepare for the next Big Things. I will leave you with a quote from Harriet Tubman, “Every One thing that I always enjoy about the conference is the op- great dream begins with a dreamer. Always remember, you have portunity to network with colleagues. This year we welcomed within you the strength, the patience, and the passion to reach participants from the NW Women’s Leadership Academy and for the stars to change the world.” several scholarship recipients from both Portland State Univer- sity and the University of Oregon. It is encouraging to welcome the next generation of talent to our profession. We are fortunate to have professional contributions from individuals like Dr. Phil Cooper to help pave the way for our next generation. I think most of our members will agree that we also owe much gratitude to our senior advisors who help us navigate this Christy Wurster profession. They always seem to be there to help us through the 2018 OCCMA President ICMA Credentialing Program The ICMA Credentialing Program recognizes professional • Quantification of the unique expertise you offer local government managers qualified by a combination of education and experience, adherence to high standards of • Demonstration of adherence to high standards of integrity integrity, and an assessed commitment to lifelong learning • Structured and focused professional development plan and professional development. Managers are recognized by ICMA through a peer review credentialing process, and this • Peer review of professional development activities and self-directed program offers an opportunity for interested learning ICMA members to quantify the unique experiences they bring to communities. • Eligibility for Legacy Leaders Program There are many benefits to credentialing, including: • Access to special workshops and other training for ICMA Credentialed Managers and Candidates • Recognition as a professional local government manager For more information and to apply, visit icma.org. Page 2 Roger Jordan Honored as Senior Advisor Emeritus ll of us in this profession are fortunate to be in a Aposition to make an impact in the community we serve. That fortune, however, isn’t without a cost. There are days when the challenges we encounter are more than we can handle alone. Days the volume of work can be overwhelming. Days we wonder if we’re making a difference. Days we question ourselves and if we’re leading the organization in the right direction. Days we ask how we’re going to solve a new crisis. It’s during those times we all need a coach. A coach who will listen as we vent our latest frustrations. A coach who can empathize with our situation and who shares similar stories of their own. A coach who will help us through the tough days, so we can enjoy the good times. At the summer conference, we had the opportunity to give “Roger has been a passionate advocate and supporter for a special recognition to that kind of coach. For decades, our profession and our members for decades. His knack Roger Jordan has often been the first person to pick up the for bluster and filibuster combined with his undeniable phone when one of us needs support. In his formal role enthusiasm and intellect have become endearing hallmarks as a Senior Advisor, he has travelled the state to listen to of his character. His commitment as a mentor and coach our challenges, share his own experiences, offer guidance, for so many of his colleagues puts him in rare company. and help with contract negotiations. In name and practice, His willingness to reach out to anyone and everyone Roger has been the ultimate Senior Advisor. In addition regardless of position, experience or circumstances is to his time, Roger and his wife, Susie, have generously emblematic of what it means to be a Senior Advisor. We donated thousands of dollars to sponsor OCCMA coaching have learned from Roger (sometimes, what not to do), been initiatives. It is for these reasons the OCCMA was honored supported by Roger, been corrected by Roger, and just to present Roger with the title of Senior Advisor Emeritus. generally enjoyed his company.” Jeff Towery, McMinnville As part of Roger’s recognition, many of our colleagues City Manager shared what Roger has meant to them. It became evident “Over the past twenty years, Roger taught me about the that once Roger retired, his work wasn’t complete. He intuitive “art” of being a City Manager, or everything they understood the value in boastfully sharing his stories to help couldn’t teach me in graduate school. When I found myself the rest of us reach our goals. With his time and money, facing difficult, and potentially job ending decisions, Roger Roger has been a model coach. When times are tough, he was always there for me providing a grounded perspective, reminded us the fortune we have to serve our community. experience, and sound mentorship that helped me navigate Please join me and a few of our colleagues in thanking the crisis while still upholding my obligations. From Roger, Roger for his service. I learned the practical value of developing change-strategy “Roger has never failed to be there when I needed him. and letting “situations” unfold until just the right moment. He has been a supportive advocate for me and many As a leader, Roger showed me how and when to use others in this profession. He is the reason I became a city authority to achieve the right outcomes. Thanks to Roger, I manager. With his enthusiasm, integrity, and ability, Roger know that, although we report to the City Council, we also Jordan represents what is best about the local government serve the community and that smart managers understand profession.” Christy Wurster, Silverton City Manager and become part of their communities. Roger is proof that we can make our communities, and in fact, the world a better place by teaching others with passion, leadership and integrity. I would not be as successful as I have been without Roger.” Scott Derickson, Woodburn City Manager Page 3 HOW TO AVOID By Kevin Duggan, ICMA-CM By (or perhaps because of ) Department Heads ocalocal government government chief chief execu- • Membersmanager of who the governingended up body exiting the The samethe canway occur a department in a personal addressed interac- executivestives have have many many “audiences” attemptingorganization. to pressure the manager tion at thema community at a council event meetingor in some or “audiences”that require that their require time and on who to hire as a department head other setting.responded There to are a residentalso instances complaint. their time and attention— • Members of the governing body attention—neighborhood and andattempting when not to successful pressure in the doing manager so, whenThe employees same can or occurtheir employee in a personal orga- LneighborhoodLbusiness groups, and employees/business groups, employee threatening the manager’s job. nization representatives complain about employees/employee organizations, on who to hire as a department head interaction at a community event or organizations, other governmental agen- • Councilmembersand when not successful attempting toin pres-doing a departmentin some other head. setting.Complaints There can arealso also othercies, governmental and so forth. agencies, and so sure the manager to remove depart- come from residents, community groups, forth. so, threatening the manager’s job. instances when employees or their Yet it sometimes falls beneath the ment head(s) whom they viewed as or otheremployee sources. organization representatives Yetradar it sometimes how the government’s falls beneath department the radar • notCouncilmembers performing satisfactorily. attempting The to complainRecognizing about all of athese department potential head. howheads the government’sare particularly department critical to the managerpressure may the not manager agree with to remove the issues,Complaints managers canneed also strategies come for from headsmanager’s are particularly success. While critical this to should be council’sdepartment assessment head(s) of whom performance or workingresidents, with governing community boards, groups, with or other the intuitive,manager’s it is success. possible Whileto underestimate this maythey not viewed move as quicklynot performing as desired by individualsources.
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