Executive Director LAWA

City of Fargo

Fargo, ND

Job Summary:
The Executive Director serves as the chief executive and administrative officer of the Lake Agassiz Water Authority (LAWA) and is accountable to the LAWA Board of Directors (Board). The Executive Director is responsible for providing strategic leadership; managing the Authority’s operations, finances, and external relationships; coordinating with project partners and regulatory agencies; and maintaining strong, transparent relationships with member entities.
The Executive Director leads the Authority in advancing regional water supply goals and objectives, overseeing long-term planning and project development, and ensuring alignment among diverse stakeholders while carrying out the policies and direction established by the Board.
This position requires a collaborative leader capable of navigating complex regional partnerships, public-sector governance, infrastructure development, and intergovernmental coordination.
The LAWA is a political subdivision of the State of North Dakota. The LAWA Executive Director is appointed by the Board.Essential Duties and Responsibilities:

Organizational Leadership and Governance
1. Serve as the primary advisor to the Board of Directors, providing professional guidance, analysis, and recommendations on policy, strategy, operations, and long-range planning. Implement Board-adopted policies and ensure the Authority operates in compliance with its bylaws, member agreements, and applicable laws and regulations.
2. Lead the development and execution of organizational goals, objectives, and performance measures aligned with LAWA’s mission and regional water supply needs.
3. Establish and maintain effective internal controls, administrative systems, and management practices to ensure accountability and transparency.
4. Recruit, supervise, and evaluate Authority staff and consultants as applicable, fostering a culture of professionalism, collaboration, and safety.

Project Partner Coordination and Regional Collaboration

1. Serve as LAWA’s primary point of coordination with project partners, including member entities, engineering firms, contractors, and state and federal agencies.
2. Lead and coordinate planning, development, and implementation of regional water supply projects, ensuring alignment among participating partners and stakeholders.
3. Represent LAWA in interactions with state and federal agencies, including legislative committees, regulatory bodies, and funding organizations, to advance project approvals and secure financial support.
4. Facilitate communication and cooperation among partners to resolve technical, financial, and governance issues associated with large-scale regional projects.
5. Oversee the preparation and delivery of project-related presentations, reports, and briefings to partner boards, agencies, and legislative bodies as required.

Member Relations and Stakeholder Engagement

1. Build and maintain strong, trust-based relationships with LAWA member entities, including elected officials, board representatives, and senior staff.
2. Serve as the primary liaison between the Authority and its members, ensuring timely, accurate, and transparent communication regarding projects, finances, schedules, and policy matters.
3. Attend and participate in member entity meetings as appropriate to support coordination, address concerns, and strengthen regional collaboration.
4. Develop and implement strategies to enhance member engagement, collaboration, and alignment with Authority objectives.
5. Address member questions, issues, and complaints in a proactive and constructive manner to ensure effective service and long-term confidence in the Authority.

Financial Management and Administration

1. Direct the development, review, and administration of the Authority’s annual operating and capital budgets, and recommend budgets to the Board for approval.
2. Monitor financial performance, cash flow, and expenditures, ensuring alignment with approved budgets and long-term financial plans.
3. Coordinate with auditors, financial advisors, and legal counsel on audits, financing, bonding, and compliance matters.
4. Oversee grant applications, funding agreements, and reporting requirements related to state and federal funding sources.

Planning, Compliance, and Public Representation

1. Lead long-range planning efforts related to capital improvements, system development, and regional water supply needs.
2. Ensure compliance with applicable local, state, and federal laws, regulations, permits, and contractual obligations.
3. Serve as the public spokesperson for LAWA, representing the Authority through public meetings, media interactions, legislative testimony, and community outreach as appropriate.
4. Promote understanding of LAWA’s mission, projects, and regional value among stakeholders and the general public.

Reporting Relationship:
The Executive Director reports directly to the Lake Agassiz Water Authority Board of Directors and the City Administrator for the City of Fargo.Minimum Qualifications:

Bachelor’s degree in public administration, engineering, business administration, natural resources, or a related field; advanced degree preferred.
A minimum of five years of senior-level experience in public-sector management, regional authorities, utilities, infrastructure development, or intergovernmental organizations.
Demonstrated experience working with governing boards, multiple member entities, and complex stakeholder groups.
Strong leadership, communication, negotiation, and consensus-building skills.
Knowledge of water systems, infrastructure finance, regulatory environments, and regional collaboration models is highly desirable.
A valid drivers license is also required.

Physical Demands & Working Conditions:
Most work is performed in a normal office environment. Work is generally light with considerable variety. Daily work often involves moving between buildings and rooms. Regular driving is required to attend meetings. There is considerable attention required to detail and deadlines.
Activities include fingering, grasping, talking, hearing/listening, seeing/observing, repetitive motions. Work is sedentary: Exerting up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull or otherwise move objects including the human body. Sedentary work involves sitting most of the time.

First 12–24 Month Priorities:
During the first one to two years, the Executive Director will be expected to focus on establishing strong leadership, advancing regional coordination, and positioning the Lake Agassiz Water Authority for long-term success. Key priorities include:

Board Alignment and Organizational Foundation
1. Develop a strong working relationship with the Board of Directors, ensuring clear communication, mutual trust, and a shared understanding of roles, responsibilities, and decision-making processes.
2. Review governing documents, bylaws, member agreements, policies, and procedures, and recommend updates or refinements as appropriate to support effective governance and operations.
3. Establish clear internal management practices, reporting structures, and performance expectations to support transparency and accountability.
Member Relations and Regional Cohesion
1. Meet individually with each member entity to understand their priorities, concerns, and expectations related to LAWA’s mission and projects.
2. Establish consistent, predictable communication practices with members, including regular updates on project status, finances, schedules, and emerging issues.
3. Strengthen collaboration and trust among diverse member entities by fostering a culture of regional partnership and shared purpose.
Project Coordination and Strategic Advancement
1. Gain a comprehensive understanding of all current and planned LAWA projects, including technical, financial, regulatory, and governance considerations.
2. Coordinate closely with project partners, engineers, legal counsel, contractors, and funding agencies to maintain alignment, manage risks, and advance project milestones.
3. Identify potential challenges or decision points early and provide clear, timely recommendations to the Board and member entities.
Financial Oversight and Funding Strategy
1. Review the Authority’s financial position, budgets, funding agreements, and long-term financial plans to ensure sustainability and alignment with project needs.
2. Work with financial advisors and funding partners to position LAWA for future financing, grants, and legislative support as projects advance.
3. Ensure strong financial controls, reporting practices, and audit processes are in place and clearly understood by the Board and members.
External Relations and Advocacy
1. Establish and strengthen working relationships with state and federal agencies, legislative bodies, and other regional partners relevant to LAWA’s mission.
2. Serve as a credible and consistent spokesperson for LAWA, clearly communicating the Authority’s goals, progress, and regional value to external stakeholders.
3. Support legislative and regulatory engagement necessary to advance projects and protect the Authority’s long-term interests.
Long-Range Vision and Organizational Readiness
1. Work with the Board and members to refine or affirm a long-range strategic vision for LAWA, including future system development, governance evolution, and regional role.
2. Assess organizational capacity and resource needs as projects and responsibilities expand, and recommend appropriate staffing or consultant support when necessary.
3. Lay the groundwork for sustained organizational effectiveness beyond the initial development phase.