The process of recruiting and selecting municipal executives can be expensive, time-consuming and fraught with such questions as:

• Can we do it ourselves?
• Should we hire a search firm?
• From what area will we recruit?
• How much will it cost?
• Who should be involved in the process?

In Streamwood, we have developed a process for the selection of department heads and other management positions which is conducted in-house, at minimal expense, and involves a variety of individuals associated with and impacted by the executive being recruited. While used many times, the specific process outlined below was used in the recruitment/selection of a new police chief in the Fall of 1994.

In June of that year, the Village was faced with the difficult task of hiring a new police chief to replace a retiring, distinguished and long-tenured chief. Recognizing the many relationships which exist between the police chief and various constituencies within and beyond the Village's borders, it was decided that the search process should be as inclusive and broad-based as possible.

• Recruitment — formal notice was published in five professional and local government publications, giving approximately 30 days after the last date of publication in which to apply; this resulted in 97 applications being received.
• Initial Screening — conducted by a three-person staff committee including the village manager, retiring police chief and personnel director; this process produced a pool of 37 semi-finalists.
• Pre-Interview Questionnaire — a 16-page questionnaire was sent to all semi-finalists in order to obtain more detailed information on their background, professional experiences and personal philosophies. Candidates were given 15 days in which to respond; 26 of 37 candidates completed this task.
• Selection Panel — an eight-person assessment panel was appointed, consisting of a local business executive and Chamber of Commerce representative; local grade school principal; village manager of a neighboring community; police chief of a neighboring community; a police officer from our department; our retiring police chief; personnel director; and village manager. The panel reviewed the cover letter, resume and supplemental questionnaire for all 26 semi-finalists. Each panelist identified those candidates that they were interested in meeting for a final interview. Based upon this process, we identified a total of seven candidates which received expressions of interest from at least five of the eight committee members. This group constituted our pool of finalists.
• Assessment Process — a total of six candidates accepted our invitation to a one-day interview, consisting of six parts: panel interview, oral presentation, in-basket exercise, self-evaluation, facility tour and community tour.
• Staff Participation — other Village staff members were involved in the assessment process — either as "audience" in the oral interview, proctors for the in-basket and self-evaluation or in giving tours. To assist the selection panel in its evaluation of candidates, each of these staff members was asked to complete an evaluation of each candidate. This material was shared with the selection panel as it reviewed each portion of the interview.
• Selection — at the conclusion of the interview process, each panel member rated each candidate. At that point, one finalist was eliminated from further consideration. The panel then reviewed the written and video work product generated by each candidate. At the conclusion of this review, each panel member again rated each candidate. At the conclusion of this process, the panel reduced the pool of finalists to two — with one unanimous choice.
• Background — an extensive background and reference check was conducted by the police department and personnel director. In addition, the village manager conducted personal interviews with nine municipal officials from the candidate's current employer.
• Appointment — an offer of employment was extended and the negotiations completed on the terms and conditions of employment.

In conclusion, the broad-based participation in this selection process gave the community, police department employees, as well as neighboring communities, a great sense of satisfaction with the selection of this high-profile local government executive. Furthermore, the process was completed within 90 days at a cost of less than $2,500, including all publication and travel expenses.

August 1995 / Illinois Municipal Review / Page 5