City Manager Appointment Process Public Comment from Patrick GorskiReferral for Independent Review of City Manager Appointment Process — City of Kalispell
To: City of Kalispell Legal Department
Cc: Kalispell City Council / Governing Board
From: Patrick Gorski, Master of Public Administration, 773-580-5063,
patrickgorski25@yahoo.com
Date: December 17, 2025
Dear Counsel and Members of the Board,
I am writing in my capacity as a subject matter expert in public administration, governance, and
regulatory compliance to formally refer concerns regarding the process used to appoint the
City Manager for the City of Kalispell, as recently approved by the City Council.
This correspondence is not an allegation of wrongdoing as a matter of fact, but a request for
independent review and verification to ensure compliance with Montana law, municipal
ordinances, ethical standards, and best practices in public -sector hiring —particularly where the
appointment appears to involve a long -tenured internal candidate.
Basis for Referral and Request for Review
Based on publicly available reporting, recruitment materials, and statements made during the
council meeting, several issues warrant immediate and independent scrutiny:
1. Failure to Conduct a Genuine National or Competitive Search as Advertised
The City publicly advertised the City Manager position through GMP Consultants as a
professional, competitive search with a stated first review date of October 26, 2025, and
an annual salary range commensurate with a national executive recruitment. However,
available information strongly suggests that:
o No bona fide national or regional search was meaningfully conducted;
o The recruitment process did not produce multiple qualified external finalists; and
o The search appears to have functioned as a procedural formality rather than a
substantive competitive process.
If substantiated, this would constitute a material deviation from the representations made
to applicants, the public, and potential stakeholders, and raises serious concerns regarding
transparency and good -faith recruitment practices..
2. Single -Candidate Interview and Absence of Finalists
It has been represented publicly that only one individual —the eventual appointee —was
interviewed for the position, and that no other finalists were advanced, interviewed, or
publicly identified. Executive -level municipal appointments customarily involve:
o Multiple semifinalists and finalists;
o Structured interviews; and
o Comparative evaluation by the governing body.
The selection of a City Manager following a single -candidate interview process is highly
irregular and undermines the integrity and credibility of the recruitment effort.
3. Internal Appointment and Appearance of Predetermination
The selected candidate, Mr. Jarod Nygren, has been employed by the City of Kalispell for
approximately 11 years and served as Interim City Manager prior to his appointment.
While internal candidates are not inherently improper, best practices require heightened
safeguards to ensure:
o A competitive, open, and transparent recruitment process;
o Objective evaluation criteria applied uniformly to all applicants; and
o Clear documentation demonstrating that the outcome was not predetermined.
Public statements indicating that the candidate "came in with ranking," absent disclosure
of methodology or comparator candidates, reinforce the appearance that the outcome may
have been decided in advance.
4. Role and Oversight of GMP Consultants
GMP Consultants represented the position as a professional executive recruitment. A
review is warranted to deterniine:
o The scope of GMP Consultants' engagement and deliverables;
o Whether applicant outreach, vetting, and screening were actually performed;
o How many applications were received and reviewed;
o Whether semifinalists or finalists were identified but excluded; and
o Whether the consultant's process met industry standards for executive municipal
searches.
Any discrepancy between advertised recruitment practices and actual execution
materially impacts public trust and may expose the City to legal and ethical risk.
5. Compensation and Contractual Commitments
The approved five-year contract includes a $200,000 salary, vehicle allowance, and
family health benefits, closely mirroring prior compensation levels. A review is
warranted to confirm:
o Compliance with municipal compensation policies;
o Justification tied to qualifications, experience, and market comparables; and
o Whether contract terms were independently negotiated or effectively inherited.
6. Potential Conflicts of Interest and Governance Safeguards
Given the candidate's long-standing professional relationships with council members and
staff, an independent review should confirm:
o Disclosure and management of any actual or perceived conflicts of interest;
o Adherence to Montana ethics statutes and local ethics codes; and
o Whether recusals, disclosures, or advisory opinions were sought or required.
7. Public Confidence and Institutional Integrity
Even where technical legal compliance may ultimately be found, executive appointments
must also satisfy the higher standard of public trust. A process that appears
noncompetitive, predetermined, or inconsistent with advertised recruitment practices
risks undermining confidence in municipal governance and exposes the City to
reputational and operational harm.
Applicable Montana Law and Governance Standards (Non -Exhaustive)
The following provisions and standards are cited solely to guide an independent review and are
not asserted as violations of fact. They are referenced based on publicly available information,
council statements, and the advertised job posting:
Montana Code Annotated (MCA) Title 2, Chapter 2 — Ethics, Conflicts of Interest,
and Governmental Conduct
Including but not limited to provisions addressing ethical governance, conflicts of
interest, use of public office for private advantage, and the obligation of public officials
to act impartially and in the public interest (e.g., MCA §§ 2-2-101 et seq.; 2-2-121).
MCA § 2-2-302 — Nepotism and Preferential Treatment
While not alleging nepotism, this statute reflects Montana's policy against preferential
treatment in public employment and supports scrutiny where long-standing internal
relationships intersect with executive hiring decisions.
MCA Title 7 — Local Government
Including statutes governing municipal organization, council-manager forms of
government, and the authority and responsibilities of city councils in appointing
executive officers (e.g., MCA §§ 7-1-101 et seq.; 7-3-101 et seq.). These provisions
contemplate lawful authority while also presuming good -faith governance and procedural
integrity.
Implied Duties of Transparency and Good -Faith Recruitment
Where a position is publicly advertised as a competitive, professional search —
particularly through a third -parry consultant —there is a reasonable expectation that the
process will materially align with that representation. Any substantial divergence is
relevant to an ethics and governance review.
These citations are offered to assist legal counsel and oversight authorities in determining
whether the recruitment and appointment process comported with both the letter and spirit of
Montana law and accepted public -sector best practices.
Requested Actions
In the interest of transparency, accountability, and public confidence, I respectfully request that
the appropriate authorities:
• Conduct an independent legal and procedural review of the City Manager recruitment
and selection process;
• Verify compliance with all applicable Montana statutes, city ordinances, procurement and
hiring policies, and ethical standards;
• Review documentation related to applicant solicitation, evaluation criteria, scoring,
interviews, and final ranking; and
• Determine whether additional disclosures, corrective actions, or policy improvements are
warranted.
This referral is made in good faith and in the public interest, with the sole objective of ensuring
that municipal governance decisions —particularly at the executive level —are made
transparently, lawfully, and consistent with best practices.
I appreciate your attention to this matter and am available to provide further clarification,
professional insight, or supporting analysis if requested.
Respectfully submitted,
Patrick Gorski, Master of Public Administration, 773-580-5063, patrickgorski25@yahoo.com