Director of Procurement – FT Myers, FL
ABOUT FORT MYERS, FLORIDA
Fort Myers, incorporated in 1885, is the oldest city in Lee County and serves as the county seat. Fort Myers is located on the lower west coast of Florida, midway between Tampa and Miami, and has a current population of approximately 97,711 residents. The City encompasses 48.82 total square miles, including waterways, and is bordered to the north and west by the Caloosahatchee River, which is part of the intercoastal waterway connecting the Atlantic Ocean and the Gulf of Mexico.
Over the years, Fort Myers evolved from a military post into a thriving community. The late 19th and early 20th centuries marked a significant period for Fort Myers with the arrival of winter residents, including inventors Thomas Edison and Henry Ford. Their influence is still visible today at the Edison and Ford Winter Estates, where visitors can explore historic homes, gardens, and laboratories.
Today, Fort Myers has a vibrant economy and downtown highlighted by excellent restaurants, and events such as the Art and Music Fest, the Celtic Fest and the annual Edison Festival of Lights. Popular downtown landmarks include the Collaboratory, the Edison Theater, the Sidney & Berne Davis Art Center, the Uncommon Friends Sculpture, the Caloosa Sound Convention and
Amphitheater and Centennial Park.
Additional information about Fort Myers is available at http://www.fortmyers.gov.
ABOUT THE CITY GOVERNMENT
Fort Myers is a home rule city operating under the Council-Manager form of government. Policymaking and legislative authority are vested in the City Council consisting of the mayor and six other members. The City Council is responsible for all policymaking functions of the government and for the appointment of City Manager, City Attorney, Community Development Agency
and advisory boards. The City Manager hires or recommends the hiring of departmental directors.
The City Manager is responsible for the day-to-day administration of the City. Fort Myers is a full service City. Services provided include police and fire protection, water and sewer services, solid waste services, park and recreational facilities, street improvements, building permits and inspections, stormwater management, a yacht basin, a cemetery, parking garages, and an iceskating community center. Additionally, the City offers two professionally designed 18-hole golf courses. Fort Myers employs a staff of 1106. FTEs. The City’s General Fund budget for FY 2025 is $172,843,250. The total current budget including the Capital Improvement budget is $662,583,964.
ABOUT THE PROCUREMENT SERVICES DEPARTMENT
Procurement Services is the centralized authority responsible for the procurement of and contracting for supplies, goods, equipment, contractual services, professional and consultant services, capital improvements and construction, and/or any combination of goods and services at the best value, with fairness and integrity on behalf of the City of Fort Myers, City Council, City Manager, staff and citizens. The City of Fort Myers follows sound and prudent business practices, promotes full and equitable economic participation of all segments of the business community, and follows the strictest ethical standards when procuring commodities and contractual services.
In the past, Procurement has been a Division under the direction of the Financial Services Department Director. Understanding the importance of procurement to the overall success of the City, the City Council established a Procurement Department and a Procurement Director. The Procurement Director will report directly to the Assistant City Manager. The successful candidate will have the opportunity to establish updated policies and procedures and increase efficiency and effectiveness of the procurement function for the City for years to come.
THE POSITION OF DIRECTOR OF PROCUREMENT
Under the direction of the City Manager or designee, the Director of Purchasing is responsible for directing and managing all aspects of the City’s Procurement function. Consistent with the strategic priorities of the City, the Director performs professional work of unusual difficulty in planning, organizing, development and coordination of the procurement activities for the entire
organization. This executive management position serves as the principal public procurement official for the City and is responsible for procurement of all goods, supplies and services in accordance with applicable federal, state and local laws, ordinances, rules and regulations.
Responsibilities include but not limited to providing professional support and sound contractual advice to all stakeholders involving contractual services, consultants, equipment, supplies, construction, capital improvements and other applicable activities. Supervision is exercised over professional, technical and clerical staff engaged in procurement activities. In addition to the
Director of Procurement, there are six professional and para-professional positions allocated to the Procurement Services Department.
Duties/Responsibilities
• Procure or supervise the timely procurement of all goods, supplies and services needed, in accordance with all applicable federal, state and local laws, policies and procedures.
• Ensure compliance with all applicable laws and procurement policies and procedures by reviewing and monitoring procurement conduct by any designee or department.
• Maintain the integrity of the public procurement process.
• Recommend policies to the City Council regarding procurement of goods, supplies and services.
• Ensure purchasing practices are consistent, open, and designed to encourage maximum competition and best value procurements.
• Research market sources and vendors to locate and ensure most effective and competitive pricing for the purchase of supplies and services.
• Prepare and issue solicitation documents.
• Receive and evaluate proposals and bids; award or recommend the award of contracts to the City Council.
• Conduct negotiations with suppliers on proposals, contracts and contract claims,
• Establish standard contract clauses for use in contracts, solicitations, and purchase orders.
• Prepare or supervise the preparation of contractual documents with suppliers.
• Review and execute contracts, purchase orders, change orders, and other documents within delegated authority.
• Formulate, in conjunction with using departments, short-term and long-term strategic procurement plans in order to maximize buying power and minimize inefficiencies.
• Continuously review policies and procedures governing procurement in order to improve upon and standardize processes.
• Select, hire, supervise and evaluate subordinate staff; review of performance reports prepared by subordinates; exercise authority for department personal actions consistent with established personnel rules, and all other applicable rules and regulations.
• Delegate authority and assign work to subordinate staff commensurate with their qualifications and existing workload.
• Review the work of staff to ensure compliance with applicable laws, policies and procedures.
• Conduct training for employees in the procedures and techniques required in the performance of their duties. Assist staff by providing technical guidance and direction.
• Serve as public procurement advisor and technical expert to management.
• Establish and supervise a contract administration system designed to ensure that contractors are performing in accordance with the terms and conditions of their contracts.
• Develop, recommend and monitor the departmental budget.
• Effectively communicate purchasing policies and procedures to personnel and interpret said policies and procedures as necessary.
• Maintain open communications with the supplier community to provide a comprehensive understanding of the procurement practices and maintain supplier confidence.
• Coordinate bid protest and negotiate for an acceptable solution.
• Suspend or debar persons for cause from consideration of award of contracts.
• Prepare or direct the preparation of reports which accurately represent the department’s activities.
• Represent the department to other governmental departments, other public agencies, suppliers and the City Council.
• Exercises general supervision and control over all inventories of supplies.
• Designate surplus supplies and supervise their selling, trading or disposal.
• Establish and maintain programs for the inspection, testing and acceptance of supplies and services.
• Prescribe operational procedures governing the procurement function, and the disposal, transfer and reutilization of personal property and equipment, consistent with all applicable laws, policies and rules.
• Perform other related duties to ensure the accomplishment of the strategic priorities of the City.
• Develop and align the strategic priorities of the department consistent with those of the City.
MINIMUM REQUIREMENTS
Bachelor’s degree (or equivalent) from an accredited college or university in Business or Public Administration, Business Law, Finance, Purchasing or closely related field. A Master’s degree is preferred.
Minimum five (5) years progressively responsible experience in public procurement, including supervisory responsibilities.
Certified Public Procurement Officer (CPPO) or the ability to obtain the certification within one year of employment.
COMPENSATION AND BENEFITS
The current salary range is $96,075.20 to $148,780.80
Perks and Benefits
- Free city-paid employee health coverage, additional for spouse or family
- 3 weeks Paid Time Off (sick & vacation)
- 13 paid holidays
- Pension plan & optional Deferred Compensation
- City-paid life insurance
- Optional Vision, Dental, and Disability Insurance
- Tuition reimbursement
- On-site Gym facility
- And much more!
Click here for full profile about position.
Determining Market Value of Jobs with Multiple Functions
Why we Label some Positions as Non-Classified due to High Market Rates
Determining Market Rates, Internal Equity & Affordability
Why Municipalities Want a Classification & Compensation Study
Introduction in Classification & Compensation Manual
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!
