Tag Archives: maine

GENERAL MANAGER OPENING

Portland Water District

help-wanted
The Portland Water District (PWD) is seeking an experienced, customer focused, innovative General Manager.
The position is open due to the retirement of the incumbent.

Dacri & Associates has been engaged to exclusively conduct this recruitment search.

Portland is the largest city in Maine. Located on the southern coast, PWD and the communities it services enjoy a mixture of artistic and outdoor adventures. With a thriving working waterfront, vibrant economy and downtown districts, historic buildings, art community, and colleges and universities, all contributing to the cultural pulse of the city and region, making this area an outstanding place to work, live and enjoy.

PWD supplies water to 15% of Maine’s population. It has a rich tradition that forms a solid foundation for delivering quality products, while forward thinking provides innovative approaches to combat emerging issues within the industry. PWD is an independent quasi-municipality, serving over 200,000 people, in 11 Greater Portland communities and provides both water and wastewater service to five of those communities.

PWD employs 178 employees, services 54,000 customers, and has 69 wastewater pump stations and 4 wastewater treatment plants, in a service area of 140 square miles. Its annual budget exceeds $40 million.

A Board of Trustees composed of 11 members manages the affairs of PWD. Trustees are elected for a term of 5 years. The General Manager is selected by and reports to the Trustees.

The ideal candidate for Portland Water District’s next General Manager will have a broad and varied professional, business, municipal and management background with demonstrated success in leadership. The individual will be current in modern leadership and management practices, technologically adept and have well-developed skills in strategic planning, people management, labor relations, regulatory affairs, government, board relations, utilities, conflict resolution, organizational analysis, and consensus building. He/she will have strong financial skills, but won’t be afraid to invest; can work well with the trustees, but is comfortable challenging them; and can outreach to the legislature, town managers, regulators, ratepayers and all other stakeholders. The new GM must be willing to be the face of PWD, yet be equally comfortable working behind the scenes. The right candidate should possess a Bachelor Degree in business or public administration, while a Masters is ideal, and have at least 10 years of progressive business or municipal leadership experience.

This is a unique opportunity for the career-minded manager, who thinks strategically, works collaboratively, listens attentively and can make tough decisions. PWD is facing unique challenges with an aging infrastructure, increased regulations, changing technology, and deregulation. Portland Water needs a General Manager who can hit the ground running, lead a vibrant team of engaged employees in concert with the Trustees, work effectively with the 11 municipalities, their leadership and rate payers and provide the vision and direction to PWD in the future.

PWD takes pride in being a premier employer and a respected community partner.

The Portland Water District offers an attractive salary and comprehensive benefit package along with the opportunity to grow a career in a vibrant community.

To learn more about this position, call Rick Dacri, Dacri & Associates Executive Search, at 207-229-5954 or rick@dacri.com. 

To apply, email your resume, cover letter and salary history, in confidence, by January 29, 2016:

Rick Dacri
Dacri & Associates, LLC
Executive Search
207-229-5954
rick@dacri.com

Feel free to forward this posting.

The Portland Water District is an Equal Opportunity Employer.

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Filed under careers, executive recruitment, Uncategorized

2016 Holiday Schedule

(Post by Rick Dacri, December 3, 2015)

2016 Holiday Schedule

Here are the 2016 Federal Holidays. For my Maine and Massachusetts’ employers, add Patriots Day on Monday, April 20.

Date Holiday
Friday, January 1 New Year’s Day
Monday, January 18 Birthday of Martin Luther King, Jr.
Monday, February 15 Washington’s Birthday
Monday, May 30 Memorial Day
Monday, July 4 Independence Day
Monday, September 5 Labor Day
Monday, October 10 Columbus Day
Friday, November 11 Veterans Day
Thursday, November 24 Thanksgiving Day
Monday, December 26 Christmas Day

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Rockettes, Wal-Mart, and People “From Away”

(This article, written by Rick Dacri, was originally published in the York County Coast Star, 12/24/14)

It’s the holiday season. A time for family, friends, thanks, and reflections. My family and I traveled to New YorkUnknown City for Thanksgiving this year. We attended the Macy’s Day Parade, dinner in the city at a fine restaurant, and then the Christmas Show at Radio City Music Hall. A must for everyone’s bucket list.

While enjoying the day, I couldn’t help thinking about all the people working to make our holiday enjoyable and safe: the hotel staff, restaurant workers, cab drivers, police and even the Rockettes. All working on a holiday. My son works in hospitality. To get Thanksgiving off, he’ll work Christmas and New Years. My neighbor’s daughter is a nurse. She’ll likely be working too. With all these people working the holiday, I’m wondering what’s the outrage about department stores opening Thanksgiving night. Are their owner’s really greedy capitalists?

The world doesn’t shut down for the holidays. How could it? Sure it’s easy to point a disapproving finger at retail operations, but should we also shut down hospitals, nursing homes, gas stations and airports? If you had the day off, hopefully you enjoyed it; if you worked, maybe you got holiday pay. Regardless, all the outrage is a bit misdirected.

In that vain, let’s talk about the demand that Wal-Mart pay its workers at least $15 per hour, a 106% increase over the federal minimum wage of $7.25 per hour! Now anyone who has read my columns know I support a minimum wage increase and I’m clearly no defender of Wal-Mart. But before we demand these adjustments, we need to fully understand the implication of $15 per hour or any government mandated pay adjustment. If we require Wal-Mart to increase their pay, then every company must do so, and that includes the shop in Ogunquit and the nursing home in Biddeford. And having designed many a compensation plan for my clients, you should know that if wages are increased at the bottom, it is likely every employee’s wages must go up. Continue reading

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Help Wanted Ad: City Manager, Rockland Maine

help-wantedThe City of Rockland is seeking an experienced, progressive and forward thinking City Manager.

Rockland is located in the heart of Midcoast Maine. With a thriving working waterfront, vibrant economy and downtown district, historic buildings and an art community that includes the Farnsworth Art Museum, its Wyeth Center and the Strand Theatre that contribute to the cultural pulse of the City, Rockland is an outstanding place to work, live and enjoy.

While each year tourists flock to the City, Rockland enjoys a year round population of 8,000 and a growing business community and economy that is expanding beyond commercial fishing to include boatbuilding, light manufacturing and a thriving financial service sector. The City has 100 full-time employees and a $16 million operating budget.

Rockland operates under a city charter, council-manager form of government with a five-member council elected city wide and serving three year staggered terms. The City Manager is selected by and reports to the Council.

The ideal candidate will have strong finance, operations, labor and management skills; experience as a town or city manager; and the ability to work effectively and with transparency with elected officials, citizen groups, employees and the legislature. The right candidate should possess a Bachelors degree in business or public administration, while a Masters Degree is preferred, and have at least five years of progressive municipal leadership experience.

This is a unique and exciting opportunity for the career minded manager, who thinks strategically, works collaboratively, listens attentively, and who can make tough decisions. Rockland is facing some unique challenges over the next five years: a need for increased economic development, an aging infrastructure that needs addressing, aging housing, and a municipal government that needs refocusing and reenergizing. Rockland needs a City Manager who can hit the ground running, lead a vibrant team of municipal employees, in concert with the Council, to provide leadership to the City for the future.

Rockland offers an attractive salary and comprehensive benefit package along with the opportunity to grow your career in a vibrant, supportive community. To learn more about this position, call Rick Dacri, Dacri & Associates Executive Search, at 207-967-0837 or rick@dacri.com.

To apply, email or mail resume, cover letter and salary history, in confidence, to Rick Dacri, Dacri & Associates; 207-967-0837 or rick@dacri.com.

The City of Rockland, Maine is an Equal Opportunity Employer

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Staffing a Volunteer Fire Department: Why Leadership matters

UnknownThis article, written by Rick Dacri, was originally published in the York County Coast Star, August 27, 2014

Imagine awakening in the middle of the night to find your loved one experiencing severe chest pain. You call 9-1-1 knowing you need help fast. Imagine the agony of waiting and waiting for an ambulance to arrive. Delay. No one comes. 5 minutes. 10 minutes. Longer. Now imagine days later finding out that an all-volunteer group, short on staff, mans the local rescue. And then you learn that your neighbor is an EMT, but she works for another town, preferring not to work in your hometown.

You wonder why. Why the delay in response, when minutes and even seconds make the difference between life and death? Why does your neighbor prefer to work away, rather than her hometown? Why is your rescue department staffed by on-call volunteers rather than having full-time staff ready, round the clock?

This scenario sounds far fetched. Doesn’t it? This clearly cannot be the case in your town. Aren’t there fire and rescue personnel in each of those fire stations, waiting for a call? If you live in a small town in Maine, those facilities are generally empty.

The all volunteer fire and rescue is a way of life in many communities. Neighbors helping neighbors. Generation after generation of primarily men (this is slowly changing) volunteering—working regular full time jobs in the community, but responding to fire and rescue calls whenever it happens. But times have changed. More and more people are not volunteering. More people now work outside their communities. Time-consuming state regulations requiring long hours of training and certifications, personal and family commitments, and a detachment from a sense of community have all contributed to a steady decline in volunteerism. And as new recruits decline and existing, long service members age, many departments find themselves desperately seeking ways to staff their operations. All of this when the demand for rescue ambulance calls is increasing.

These on-call volunteers receive minimal pay for the hours they work, are required to attend countless hours of training, and are expected to respond to calls that could occur any day, at any time. When you’re snug in bed at 2 AM on a snowy, cold February morning, you may be called to a fire or rescue call. Why would you respond? What would motivate you? Three things, primarily: a belief in what you’re doing, a love of their community and a strong sense of loyalty to your chief and “brothers and sisters.”

The volunteer fire and rescue department is the backbone of many small communities. Break it up and you destroy the fabric of the community. A love of what they are doing, embracing the value of helping their neighbor, and the camaraderie and pride that comes from service, is the magnet that draws volunteers, generation after generation. It is a fragile balance to maintain, one that community leaders struggle to preserve, and unfortunately more and more are not succeeding.

Departmental cohesiveness is critical to this balance. Departments with a strong chief—one who understands the needs of the volunteers—one who can instill a sense of pride and community; who exudes the qualities and traits that can get men and women to run into burning buildings, is essential. Without this, members become disengaged. They drop out, by either not responding to calls, not attending mandatory training, or performing at a substandard level. And without a strong chief, recruiting and retaining new staff, even from individuals living in the community, becomes nearly impossible.

The true volunteer fire and rescue departments are at a crisis level. Recruiting and retaining new on-call volunteers is becoming harder and harder. More communities are being forced to move to a full-time, round the clock, professional staff, with few or no volunteers, at a cost to the communities that few can afford. At the same time, other towns continue to enjoy the benefits from having an engaged volunteer staff, where residents want to be part of these departments. The difference? In most cases it is the leadership. While no chief can stem societal changes, they are the glue that holds the department together and they are the engines that make it work. When these volunteers are committed to their mission and believe in their chief, engagement follows and that means those 2 AM calls are answered. With the right person at the top, most communities can rest a bit more peacefully.

Another article that may interest you:

Preserving Your Volunteer Fire & Rescue Department

 

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Maine Mandates Sexual Harassment Training

hammer1(Post by Rick Dacri, June 16, 2014)

Maine is one of three states nationally that mandates sexual harassment training for all their employees (California and Connecticut are the other two). Many other states, like Massachusetts, strongly encourage it.

Under Maine law, employers with at least 15 employees must conduct training for all its new employees within one year of their start date. Additional training for supervisors and managers is required within one year of becoming a supervisor or manager.

Training for all employees must include:

  1. notice that sexual harassment is illegal
  2. a definition of sexual harassment
  3. a description of sexual harassment utilizing examples
  4. a description of any internal compliant process available
  5. a description of the Maine Human Rights Commission complaint process
  6. a statement that any complainant will be protected against retaliation

Supervisory training must include everything that is included in the employee training plus clarification of the supervisor’s responsibilities and methods for prevention and correcting sexual harassment.

While Maine only requires that initial training, I have found that those organizations that regularly (usually annually) train and educate their managers and employees rarely have harassment claims and enjoy a respectful and productive workforce.

Call me if you would like to learn more about training and your responsibilities under the law and if you would like to schedule training for your company. For a description of my online supervisory training program, click Training.

Incidentally, the Maine Human Rights Commission has included Rick Dacri on their “Sexual Harassment Trainers Referral List.”

Other posts you may want to read:

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Sexual Harassment Prevention Training Webinar

workplaceharassment-225Sexual Harassment Prevention Training Webinar

For Managers and Supervisors

July 9 at 9AM

 

Claims of sexual harassment continue to be in the news on nearly a daily basis. A sexual harassment problem can disrupt your organization, scar lives, ruin reputations, and send employee morale plummeting and lawyer fees soaring.

For the past 20 years, I have trained hundreds of managers and supervisors in harassment prevention…always at a company setting. While I will continue to do this, many managers would like to like this same program offered online, for all of their managers and supervisors to hear. To meet that need I am introducing:

 Sexual Harassment Prevention Training Webinar

For Managers and Supervisors

July 9 at 9AM

This 60-minute webinar-based sexual harassment prevention program is designed to teach managers and supervisors to recognize behaviors and situations that could lead to claims of harassment. They will learn their legal responsibilities, how to respond to workplace situations, and most importantly, how to create an environment where harassment does not exist.

The value of this program to you will be that your managers will know:

  • How to eliminate harassment claims;
  • How to handle to any potential claims;
  • How to prevent claims of retaliation;
  • How to assist any victims of harassment;
  • How to conduct an investigation; and
  • How to implement an effective prevention program.

By training your management and supervisory staff, you will demonstrate your commitment to a harassment free workplace—a critical piece in defending your organization against any potential harassment claim. And many states, like Maine and Connecticut, mandate sexual harassment training while others, such as Massachusetts and Rhode Island, “strongly encourage it.”

The cost of the program is $200 for an individual and $400 for a company with unlimited participants. To enroll, simply give me a call at 207-967-0837 or send me an email at rick@dacri.com. It’s that simple. Once enrolled, I’ll send you your webinar log-in information.

Added bonus:

I will also provide you a model Sexual Harassment Policy that meets all state and federal requirements and a copy of the training program slides.

I hope you’ll register now. Again, send me an email to rick@dacri.com or call me direct at 207-967-0837.

 P.S. Still have questions? Just send me an email or give me a call (my direct line: 207-967-0837), and I’ll be happy to address and questions or concerns you may have.

P.P.S Hurry, as this program will fill fast. And, if you prefer to offer our onsite training at your facility, give me a call and we can schedule it.

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