Town of Darien, CT Town Administrator
Located on the southwestern coast of Connecticut, along Long Island Sound, Darien is part of affluent Fairfield County. There are two train stations in Darien, serviced by Metro North Railroad, for commuting to cities to the north and south of town. To the south, neighboring Stamford, a large CT community with many business headquarters, and New York City are easily accessible. To the north, Bridgeport and New Haven are frequent destinations. Amtrak is also accessible through the train stations in Stamford, Bridgeport and New Haven.
While Darien is one of the most expensive places to live, it has one of the lowest mill rates in the state. Darien residents enjoy two public beaches, a number of parks, and a newly acquired 63-acre property known as Great Island. The Town offers a first-class public school system. Due to a lack of available undeveloped property, recent efforts have included redevelopment of old commercial properties into mixed-use locations with retail, restaurants, personal services on the first floor, and condos or apartments on upper floors. This will have the effect of increasing the population of this beautiful town.
Form of Government
The Town has a First Selectman, who serves as the Chief Elected and Executive Officer. The First Selectman is part of the five-member Board of Selectmen (BOS). The Board of Selectmen reviews, edits and approves the Town Administrator’s budget. The BOS also appoints all members of non-elected boards and commissions, including the Police Commission, which hires the Police Chief. The BOS hires the Town Administrator (TA), who serves as the Chief Administrative Officer for the Town. The BOS approves the hiring of all Department Heads, based on recommendations from the First Selectman and Town Administrator.
In addition, the Town has a Board of Finance (BOF) that is elected. The Representative Town Meeting (RTM) consists of 100 elected members from six districts, who serve as the legislative body for the Town. Members serve 2-year terms, with half of the seats up for election every year. The RTM approves ordinances recommended by members or the BOS. They also approve the final budget for the Town; leases or purchases of property; and all capital improvement projects including those that need to be bonded.
Qualifications
- A bachelor’s degree in public or business administration or closely related field plus ten (10) years of progressively responsible experience in municipal management, five (5) of which was as a chief administrator, department head or an assistant administrator in a municipal organization is required (Charter requires municipal experience). Master’s Degree is a plus, with 9 years of experience listed above.
- Knowledge, skills and abilities should include: Finance, budgeting, administration, management of organizations, human resources, labor relations, and working with various stakeholders and citizens.
- Ability to: deal with strong personalities, manage people and professional Department Heads, provide strategic planning and management to anticipate future needs, manage large initiatives or projects, be organized and responsive.
Compensation and Application Process
The Town of Darien offers a competitive salary commensurate with qualifications and experience. The Town provides a generous benefits package which includes health, dental, life insurance and paid vacation and sick leave. Additionally, the Town provides a defined benefit pension/retirement plan. Relocation assistance is negotiable. Please contact the Consultant for more details on position, profile, the town and salary.
Darien is an AA/EOE Employer
Website: https://www.darienct.gov/
If you are interested in this exciting opportunity, or need additional details, please contact Ms. Frank at the address listed. To apply now please submit your cover letter and resume to Ms. Frank. Position will remain open until filled; first screening date is September 30, 2024. Top candidates will be asked to complete a questionnaire, so early resumes will be reviewed quickly. Click here for full profile about position.
Ms. Randi Frank, Randi Frank Consulting, LLC,
203-213-3722 [email protected] www.randifrank.com
Sexual Harassment Prevention: Supervisors Must Show Proof of Training
1. All supervisors must be trained on sexual harassment within six months of hire if they can’t show proof that they have already received training.
The State of Connecticut passed a law in 1992 requiring all supervisors to receive training on Sexual Harassment Prevention. The law says that a new supervisor must be trained within six months of being hired or promoted to a supervisor’s position.
Even if your state does not have this law, it is a good practice to prevent sexual harassment in your organization through training. When supervisors are aware of your organization’s commitment to a workplace free of harassment, you reduce the chance of having incidents and claims.
Supervisors are management’s representatives and they should set an example for a workplace free of harassment and hostility. Unfortunately, it is very common for supervisors to use their position of power to sexually harass employees. Scheduled training reminds supervisors of the importance of prevention and their duty to enforce company policies.
Contact Randi Frank if you’re not sure your policy or training is up to date.
Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.
See my Web Site for more tips!
Town of Berlin, CT Town Manager
TOWN OF BERLIN, CONNECTICUT (Est 1785 -Pop 20,149)
Invites Candidates To apply for the
TOWN MANAGER POSITION
Berlin, Connecticut, the home of “The Yankee Peddler” is located at the geographic center of the state. In the 1800’s the Berlin Railroad Depot opened as a way station on the New York, New Haven and Hartford line. The railroad still operates in town and now also goes to Springfield. The area has had considerable Transportation Oriented Development (TOD) in recent years. There are jobs in Berlin now for construction, manufacturing, heavy equipment, automotive, trades, utilities, communications and more. There are also some downtown areas that are walkable and include a number of new small businesses and restaurants that bring visitors and townspeople. Its central location in the State (Routes 9, 84 & 91) allows access to destinations such as Boston or New York within an hour and a half. The Town is also known for its open space and trails.
Form of Government:
The Town of Berlin has a Council-Manager form of Government which was established in 1995. There are 6 Council members, all elected at large for two years with a minimum of 3 members of the Democratic and Republican party. The Mayor is elected separately for a two-year term at the same time as the Council and has only one vote. This means the full Council, including the Mayor will be 4/3 majority party.
The next election for Council and Mayor is in November 2025. The Town Manager is appointed or removed with a majority of the Council votes. The Council serves as the legislative body which approves the budget, determines the tax rate, sets community goals, and approves Town Ordinances. The Town Manager serves as the Chief Administrative Officer for the Town and supervises the Town Department Heads and employees. The Town Clerk serves as the Clerk to the Council in addition to handling statutory responsibilities.
Qualifications:
· Bachelor’s Degree required with 5-10 years management experience, with preference for municipal/government experience but not required if candidate has good operational/financial skills. MPA/MBA and ICMA/CM credential a plus, and CT CCMO certification a plus.
· Knowledge, skills and abilities should include: good communications skills, supervisory skills, labor relations knowledge, human resources experience, economic development experience, public/customer relations, ability to find, secure, and implement grants, excellent project management skills, budgeting experience and finance acumen to maintain a reasonable mill rate.
Compensation and Application Process:
The Town of Berlin offers a competitive salary commensurate with qualifications and experience. The Town provides a generous benefits package which includes health, dental, life insurance and paid vacation and sick leave. Additionally, the Town provides a defined contributions retirement plan and car allowance. Relocation assistance is negotiable. Residency is per Charter but the length of time to move into town is negotiable. Please contact the Consultant about more details on position, copies of Charter, budget, Plan of Development, financial audit, salary and negotiable length of time to move. Click here for full Profile
Berlin is an AA/EOE Employer
Website: https://www.berlinct.gov/
If you are interested in this exciting opportunity, or need additional details, please contact Ms. Frank at the address listed. To apply now please submit your cover letter and resume to Ms. Frank. Position will remain open until filled; first screening date is September 16, 2024. Top candidates will be asked to complete a questionnaire, so early resumes will be reviewed quickly. Click here for full profile about position.
Ms. Randi Frank, Randi Frank Consulting, LLC, 7700 Hoover Way, Louisville, KY 40219
203-213-3722 [email protected] www.randifrank.com
Sexual Harassment Prevention: Supervisors Must Be Trained to Report
2. All supervisors must be trained to report any incident to company management, even if it’s not related to their department.
When it comes to claims, Sexual Harassment Prevention laws take the position that the employer/management team should have known that Sexual Harassment was happening in the workplace. Supervisors need to understand they are part of the management team—in fact, they are the eyes and ears of the Chief Executive Officer. That’s why it is important for supervisors to inform Human Resources or upper management (CEO, COO) if they notice Sexual Harassment in the workplace or if an employee reports an incident—even if it does not involve their direct employees or does not happen in their department.
Keep in mind, though, that employees may not be comfortable talking to their supervisor about a sexual harassment incident. Employees should have the option of talking with another supervisor or member of management to report a concern or incident.
The law requires organizations to ensure they are free of Sexual Harassment, and claims are brought against employers when they haven’t done that. Of course, management can’t be everywhere. That’s why they rely on supervisors to enforce the policy for sexual harassment prevention and report any concerns or incidents.
If your employees and supervisors need training or your company’s policy isn’t up to date, contact Randi Frank. After discussing your particular needs, Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.
See my Web Site for more tips!
Sexual Harassment Prevention: Employees Should Know Policy
3. All employees should receive a copy of your organization’s Sexual Harassment Prevention Policy.
Employees should receive a copy of every company’s or organization’s Sexual Harassment Prevention Policy so they understand the definition of Sexual Harassment and how it can be prevented. The policy should also tell employees how to report concerns or incidents.
Your company’s policy should also stress that all employees are to be treated with respect and not be subject to harassment or hostility. And it should reassure employees they will not be retaliated against if they file a complaint.
Providing a copy of the policy also shows management’s efforts to promote a sexual harassment-free environment.
Contact Randi Frank if your supervisory training isn’t up to date. Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.
See my Web Site for more tips!
Sexual Harassment Prevention: Options for Employees to Report Incidents
4. The Sexual Harassment Prevention Policy must include several ways that employees can report incidents or concerns—not just talking with their immediate supervisor.
It is important to give employees and supervisors a variety of methods to report concerns and incidents of Sexual Harassment.
Sometimes Sexual Harassment incidents happen between people within a department, or in a small department where everyone knows each other. It might be difficult for the victim to speak up about incidents that involve people they work with every day.
Therefore, every policy should give the victim options to talk to other supervisors, someone in Human Resources, the Chief Executive Officer, other management personnel, or even an outside attorney or someone on the Board of Directors.
The lawsuit Meritor Savings Bank vs. Vinson (1986) made it clear how important it is for employees to have reporting options. In this case, the victim, Ms. Vinson, had no one to report to other than her supervisor—and he was the one sexually harassing her. The courts do not look kindly on this.
Contact Randi Frank if your employees and supervisors need training on your company’s Sexual Harassment policy. Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.
See my Web Site for more tips!
Sexual Harassment Prevention: Who Can Employees Talk To?
5. Employees should have the option of speaking with either a female or male manager about their concerns.
Sexual Harassment incidents are very personal and uncomfortable for the victim. Describing a sexual harassment incident in detail, as one must do when making a report, can be very embarrassing, especially if it involves personal sexual terminology.
To help alleviate the discomfort, it would be good if the victim had the option of speaking with someone of the same gender about the incident. If your company has at least one female and one male supervisor or manager for the victim to approach, that would be ideal.
If your organization is predominately male or female, you may need to find someone of the opposite gender outside of the organization who would serve in this capacity—like an attorney or consultant or even someone on your Board of Directors.
If your employees and supervisors need training or your company’s policy isn’t up to date, contact Randi Frank. After discussing your particular needs, Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.
See my Web Site for more tips!
Sexual Harassment Prevention: Everyone Needs to Know How to Report
6. All employees, including supervisors and management, should receive training on how to report incidents.
Even though many Sexual Harassment Prevention Laws require training of supervisors only, it is important to train all employees. Two ways to do this would be to schedule periodic training classes or discuss the Sexual Harassment Prevention Policy with new employees during orientation.
Employees need to understand the definition of Sexual Harassment and that it can happen between two employees, or between a supervisor and an employee, or even by customers. They also need to know how to file a claim and that they have the option of talking with another supervisor or member of management to report a concern or incident. If they don’t know your company’s process, employees might go directly to the Equal Employment Opportunity Commission (EEOC) with an issue that could have been easily resolved in-house.
The training also reinforces that your company has a Sexual Harassment Prevention Policy, that such behavior is prohibited and how employees can address the issue.
Contact Randi Frank if your company’s Sexual Harassment policy needs updating. Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.
See my Web Site for more tips!
Sexual Harassment Prevention: When To Take a Refresher Course
7. All employees, including supervisors and management, should receive a refresher course on Sexual Harassment Prevention every 2 to 3 years to remind them about the existing policy.
Since Sexual Harassment is such a sensitive issue, it is important to establish a culture that prohibits Sexual Harassment and treats all employees with respect. Training classes help, and they also give you a chance to discuss other types of discrimination or harassment that are prohibited.
Training every 2 to 3 years reminds supervisors and employees about the policy and the methods for prevention or reporting. Consistent training also shows that everyone was aware of the policy and the process for reporting. You might need this as evidence if one of your employees files a claim—it could help you win your case or reduce the cost of a settlement.
Contact Randi Frank if your employees and supervisors need training on your company’s Sexual Harassment policy. Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.
See my Web Site for more tips!
Sexual Harassment Prevention: Distribute Policy Every Year
8. Distribute your Sexual Harassment Prevention Policy every year.
It is important to distribute your Sexual Harassment Prevention Policy every year that you don’t have training or a refresher class. This keeps a focus on the issue and reminds employees and supervisors about the policy and reporting procedures.
During training, part of the class should be a review of the policy. Distributing the policy shows that everyone was made aware of it and knows the process for reporting. You may need to show this evidence if someone files a claim, and the information may help you win your case or reduce the cost of the settlement.
If your employees and supervisors need training, contact Randi Frank. After discussing your particular needs, Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.
See my Web Site for more tips!
Sexual Harassment Prevention: When Can You Be Sued?
9. If they knew it was happening and did nothing about it, both employers and employees can be sued for Sexual Harassment. (And employees can be arrested if the sexual harassment is really sexual assault.)
Sexual Harassment lawsuits are continually highlighted in the news and the EEOC (Equal Employment Opportunity Commission) reports that Sexual Harassment in U.S. companies is very common—even so many years after the implementation of the Sexual Harassment Prevention Laws.
Sexual Harassment lawsuits can cost your organization hundreds of thousands of dollars per case—money that could be better spent for things like capital improvements and salary increases. As an employer, you can be sued because you should have known Sexual Harassment was happening, especially since all management personnel are instructed to report such incidents.
Employees who commit Sexual Harassment can also be sued, especially if the incident is really sexual assault. These lawsuits become public very quickly; they can destroy an organization’s reputation and affect employee morale. This is why training, policy distribution and prevention are so important.
Contact Randi Frank if your company’s Sexual Harassment policy or training program isn’t up to date. Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.
See my Web Site for more tips!
Sexual Harassment Prevention: Retaliation is Unlawful
10. It is unlawful to retaliate against an employee who files a sexual harassment complaint. Your employees should know this because retaliation cases can cost as much money in the courts as Sexual Harassment cases.
The EEOC (Equal Employment Opportunity Commission) reports there are more retaliation lawsuits then actual Sexual Harassment lawsuits. This is because supervisors or management forgot—or didn’t know—that an employee has every right to file a Sexual Harassment complaint without fear of retaliation. You cannot fire an employee because he or she made a complaint or fire a witness who testified to witnessing Sexual Harassment.
(If an employee files a false statement and it can be proved, then your company’s discipline can be applied.)
Discrimination against or unfair treatment of employees during sexual harassment investigations can easily become a retaliation lawsuit—and can cost as much or more as a sexual harassment lawsuit.
Contact Randi Frank if your employees and supervisors need updated Sexual Harassment training. After discussing your particular needs, Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.
See my Web Site for more tips!
Executive Search Tip 1: What is the difference between an Executive Search and Recruitment?
I would say this is one of the most frequently asked questions about Executive Searches. The major difference is the amount of time and effort put into the project. An executive search requires understanding the needs of the agency for the specific position and from there, the time it takes to reach out to potential candidates. During a usual recruitment the agency will advertise and wait for the candidates to apply, with an executive search, efforts are made to find potential candidates that may not otherwise be looking for a position.
An executive search begins with a meeting of all the stakeholders to understand the position and the true needs of the agency to find the right type of candidates. Then networking is done to get the word out about the position to those who may know great candidates or those who can spread the word to the right type of candidates. It is a much more aggressive approach to finding the right candidate, not hoping they will find you.
Questions? Contact me today!
Tips for New Leaders/New Executives Tip 1: Make a Good First Impression
Starting a new position as an executive at an Agency with a long-time established staff can have it’s challenges. Here are some tips to help you transition into your new leadership position successfully.
Make a good first impression: be prepared and do your homework before you walk in the door.
- Know names–at least of the top staff.
- Find out if there was an internal candidate that you may meet.
- If there was an internal candidate find out if that person is willing to support you or if he or she is planning to move on to another position. If the staff member is willing to support you, make it clear that you’d like to help provide the support the person will need to develop into a leader so they can move up in the future.
- Remember almost everyone is afraid of change and that is what you represent – let staff members know how much you value their contributions and how much you are looking forward to working with each of them. Demonstrate your sincerity by getting to know as many of the staff as possible.
Questions? Contact me today!
