HomeMy WebLinkAbout2007-08-06 Info Packet
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CITY OF IOWA CITY
MEMORANDUM
DATE:
August 6, 2007
RE:
Mayor and City Council
Marian K. Karr, City Clerk /YL~
Ranking of Executive Search Firms
TO:
FROM:
The following firms have submitted proposals for executive search services to assist the
City in finding and hiring a new City Manager:
Company (Alphabetical Order)
Rankin2
Alliance Resource Consulting
Arcus
Avery Associates
Bennett Yarger Associates
The Brimeyer Group, Inc.
Management Resources Group
McPherson & Jacobson, LLC
The Mercer Group Inc.
The PAR Group - Paul A. Reaume Ltd.
Slavin Management Consultants, Inc.
Waters-Oldani Executive Recruitment
Please rank the companies and call me with your rankin2 no later than AU2ust 22.
HUMAN RESOURCES/PERSONNEL
MEMO
DATE:
August 6, 2007
TO:
City Council
FROM:
Sylvia A. Mejia, Personnel Administrator . V
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Evaluation of Search Firms
RE:
Enclosed are copies of the responses to the RFQ that was sent to search firms
regarding the City Manager Recruitment.
As you decided in your meeting, please review the responses and contact Marian
with your ranking of the firms no later than August 22.
Also enclosed is an evaluation tool which you might wish to use to assist you in
ranking the firms.
COMPANY: l1/iJ4~ <<}-s"W"ce.. LGMk/*nj
Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceotional - the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful performance. There are
no deficiencies in major areas or items.
Acceotable - the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
Marqinal - the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating (1 - 10)
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
SearchFinnRank.doc
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ALLIANCE
RESOURCE CONSULTING LLC
THE POWER OF PARTNERSHIP
Executive Recruitment Services
CITY MANAGER
CITY OF IOWA CITY,
IA
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Executive Recruitment Services
CITY MANAGER
CITY OF IOWA CITY,
IA
Copyright 2007 ALLIANCE RESOURCE CONSULTING, LLC
All rights reserved.
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ALLIANCE
RESOURCE CONSULTING LLC
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August 3, 2007
CONFIDENTIAL
Ms. Sylvia A. Mejia IPMA-CP
Personnel Administrator
City of Iowa City
410 East Washington Street
Iowa City, IA 52240-1826
Dear Ms. Mejia:
Alliance Resource Consulting is pleased to submit a response to your Request for
Qualifications to assist the City of Iowa City in its efforts in providing professional
executive search services in finding and hiring a new City Manager. This proposal
outlines our general understanding of your requirements and the steps we will take to
help accomplish this task.
Alliance Resource Consulting is considered the premier public sector executive recruiting
firm in the country. Our corporate motto is "The Power of Partnership." We take this
seriously and have built our reputation on providing services of the highest quality.
Alliance Resource Consulting was formed when our executive search consultants took
over the highly regarded executive search practice of one of the largest public sector
consulting/government services companies in the United States. At Alliance Resource
Consulting, we continue to build on the excellent reputation and commitments to service
that were the cornerstones of the previous practice. With the innovative use of
technology, and a commitment to forming enduring partnerships with our clients,
Alliance Resource Consulting is committed to setting a new standard for the industry.
We look forward with great interest to working with you on this very important
assignment.
Eric J. Middleton
Managing Partner
THE POWER OF PARTNERSHIP
ONE WORLD TRADE CENTER, SUITE 1155 LONG BEACH, CALIFORNIA 90831 Telephone: (562) 901-0769 Fax: (562) 901-3082
Website: www.allianceresourceconsulting.com - E-mail: info@allianceresourceconsulting.com
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FIRM QUALIFICATIONS
Alliance Resource Consulting is committed to providing our clients with
the highest caliber of service in the industry. Our team of dedicated
pr?fessionals utilizes state-of-the-art technology in conducting a search.
In October 2004, Alliance Resource Consulting acquired the national
executive recruiting practice of MAXIMUS. With a staff size of nine,
Alliance Resource Consulting is able to provide the best possible service
to our clients.
We believe we are exceptionally well qualified to assist you. We have
extensive experience recruiting City Managers. Weare currently
recruiting the City Manager for the City of Long Beach (CA), the City
Manager for the City of La Palma (CA) and the City Manager for
Hillsboro (OR). Lists of relevant experience are included under tab 2.
Eric Middleton will be responsible for this assignment and will be
assisted by Chris Strom. Resumes of key consultants can be found under
tab 3, and references can be found under tab 4.
Our ability to carry out the work required is heavily dependent on our
past experience in providing similar services to others, and we expect to
continue such work in the future. We will, however, preserve the
confidential nature of any information received from you or developed
during the work in accordance with our established professional
standards.
We assure you that we will devote our best efforts to carrying out the
work required. The results obtained, our recommendations and any
written material we provide will be our best judgment based on the
information available to us and our liability, if any, shall not be greater
than the amount paid to us for the services rendered.
If selected, we would be pleased to provide you with our firm's
Professional Services Agreement.
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ALLIANCE
RESOURCE CONSULTING ltC
THE POWER or PARTNERSHIP
Eric J. Middleton
Managing Director
Executive Recruitment
In 2004, Eric Middleton became a founding partner with Alliance
Resource Consulting. Previously, Mr. Middleton joined MAXIMUS
in 1999 and became the Director of the Executive Recruitment
Practice in 2003. He has over 18 years of public sector experience,
including 13 years with the County of Los Angeles and the City of
Los Angeles. During his tenure with Los Angeles County, Mr.
Middleton held various positions with the Chief Administrative
Office, the County Sheriff, the Countywide Criminal Justice
Coordinating Committee, the Office of the District Attorney, the
Department of Public Works and the Probation Department. Prior
to joining MAXIMUS, he was the Senior Legislative Deputy to a
Los Angeles City Council Member who was responsible for
oversight of the City's public safety and social service programs.
Since 1999, Mr. Middleton has assisted with recruitments in most
areas of general local governments, such as Information
Technology, Social Services, Public Safety, Public Works, and
Finance. Notable recruitments include:
General Local Government
. City of Phoenix, Arizona. Performed executive searches for
the positions of Deputy Director of Development Services,
Police Computer Services Bureau Administrator and Deputy
Director of Housing. Tasks included position analysis,
candidate identification, resume review and screening,
progress reports, and interviews.
. County of Los Angeles, California. Performed executive
search for the County Administrative Officer. Tasks
included position analysis, Board of Supervisors meetings,
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ALLIANCE
RESOURCE CONSULTING LLC
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THE POWER OF PARTNERSHIP
on-site candidate recruiting, resume review and screening,
progress reports, and interviews. City of Alexandria,
Virginia. Performed executive searches for the positions of
City Manager and the Economic Development Director,
Responsibilities included community outreach, business
community outreach, focus groups, and full recruitment
services.
. City of Lomita, California. Performed executive searches for
the positions of Public Works Director, Administrative
Services Director and Community Development Director.
. City of West Hollywood, California. Performed executive
searches for the positions of City Clerk, Community
Development Director and Director of Building and Safety.
. City of King City, California. Performed executive searches
for the positions of Police Chief, Finance Director, Public
Works Director and Recreation Director.
Public Safety
. City of Chicago, Illinois. Performed an executive search for
the position of Superintendent of Police.
. City of San Diego, California. Performed an executive search
for the position of Chief of Police.
. City of San Jose, California. Performed an executive search
for the position of Chief of Police.
. City of Glendale, California. Performed an executive search
for the position of Chief of Police.
Pension Funds
. Arizona State Retirement System. Performed an executive
search for the position of Executive Director.
. Fresno County Employees Retirement Association,
California. Performed an executive search for the position of
Retirement Administrator.
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ALLIANCE
RESOURCE CONSULTING LLC
THE POWER OF PARTNFRSHIP
. Santa Barbara County Employee's Retirement System,
California. Performed an executive search for the position of
Retirement Administrator.
. Kern County Employees Retirement Association, California.
Performed an executive search for the position of Assistant
Executive Director.
. Washington State Investment Board. Performed executive
searches for the positions of Portfolio Administrator,
Investment Officer - Private Equity and Investment
Accounting Controller.
Alliance Resource Consulting, Long Beach, CA, 2004 - Present
MAXIMUS, Inc., Los Angeles, CA, Director of the Executive
Recruitment Practice, Management Solutions Division, 2003 - 2004
MAXIMUS, Inc., Los Angeles, CA, Senior Manager, Management &
Financial Services Division, 2001 - 2003
DMG-MAXIMUS, Inc. (formerly David M. Griffith & Associates,
Ltd.), Los Angeles, CA, Manager, 1999 - 2001
City Council, Los Angeles, CA, Legislative Deputy, 1999
Los Angeles County, California, Chief Administrative Office, 1986-
1999
Bachelor of Arts, History, California State University at Northridge,
1985
Masters of Public Administration, University of Southern
California, 1988
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ALLIANCE
RESOURCE CONSULTING LLC
THE POWER OF PARTNERSHIP
In 1993, Mr. Middleton was recognized as a Los Angeles County
V olunteer of the Year for his civic involvement. He is currently the
Vice President of Programs for the Los Angeles Metropolitan
Chapter of the American Society for Public Administration.
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ALLIANCE
RESOURCE CONSULTING LtC
THE POWER OE PARTNERSHIP
Chris Strom
Senior Consultant
Executive Recruitment
Chris Strom began her career in executive search with Alliance
Resource Consulting in 2006. Her most recent nationwide clients
have included the City of Palm Springs, the City of Corpus Christi,
Metropolitan Nashville Airport Authority, the City of Dallas, the
and McCarran International Airport. In addition, she has
experience working on recruitments in the areas of public safety,
planning and engineering and city management. Recognized for
her achievements in customer service, Ms. Strom's combination of
public and private sector experience provides her clients with a
unique perspective for improving client operations. During her
career, Ms. Strom has extensive experience working directly with
appointed boards, commissions and elected officials.
She is a member of the Airport Minority Advisory Council,
American Association of Airport Executives, American Marketing
Association, National Retail Federation and the Society of Human
Resource Management. Notable recruitments include: Alameda
City, CA - Public Library, Deputy County Librarian; City of
Corpus Christi, TX - Director of Aviation; Clark County Nevada,
McCarran International Airport - Assistant Director, Aviation; City
of Dallas, TX - Aviation Director; Grand Junction, CO - Housing
Authority, Development Director; City of Long Beach, CA - City
Manager; Maricopa County, AZ - Planning and Development
Director; Metropolitan Nashville Airport Authority - Project
Design Engineer; Project Construction Engineer; Project Engineer,
Construction; Manager, Construction; City of Newport Beach, Ca -
Fire Chief; City of Orange, CA - Fire Chief; City of Palm Springs,
Ca - Executive Director; Assistant Director, Aviation; City of
Sacramento, Ca - Director, Department of Transportation; City of
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ALLIANCE
RESOURCE CONSULTING LLC
THE POWER OF PARTNERSHIP
Santa Fe Springs, CA - Fire Chief; City of Santa Fe Springs, CA -
Director, Library and Cultural Services
Alliance Resource Consulting, Long Beach, CA - Senior Consultant,
Executive Recruitment, 2006 - Present
City of Los Angeles, CA, Los Angeles W orId Airports, Los Angeles,
CA - Division Head, Concessions Management, 2004 - 2005
Retail Concepts, Redondo Beach, CA - Principal, 1996-
2004
lIT Sheraton Corporation, Los Angeles, CA - Vice President,
Marketing, 1994 -1996
Strom & Associates, Redondo Beach, CA - Marketing Consultant,
1992 -1994
R.H. Macy & Company, Inc./Federated Department Stores, Inc., Los
Angeles, CA - Director, Marketing and Operations 1983 -1992
Bachelor of Science, Business Administration, California State
Polytechnic University; Pomona, CA, 1988
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CAPABILITIES AND EXPERIENCE
A~vantages in Utilizing Our Services
Relative to your present search requirements, we believe the principal
advantages in using our firm and what may differentiate us from others
are:
~ Our specialization in public sector executive search on a nationwide
basis;
~ Our proactive recruitment of candidates who may not be seeking new
employment and would not normally respond to routine advertising,
or who may come from non-traditional sources;
~ Our extensive experience recruiting City Managers;
~ OUf ability to capitalize on an established network of the most
respected executives in the nation;
~ Our track record of success in placing senior level executives in
particularly sensitive and highly responsible/accountable positions;
~ The quality of our work-indicative of this is the fact that most of our
clients have utilized our services on more than one occasion, and
many have hired our consultants from 5-to-25 times;
~ Our team is skilled in the latest techniques to identify prospective
candidates and, as a search progresses, to assist in gathering
background information on leading candidates;
~ Our experience in recruiting and placing candidates from private
sector companies into public sector organizations;
~ Our proven ability to identify and recommend qualified female and
minority candidates;
~ Our ability to conduct your assignment in a timely and complete
manner;
~ Our reputation among clients and candidates for communication (e.g.,
acknowledgment of resumes, regular reports to the client, face-to-face
interviews with candidates); and
~ The thoroughness of our documented reference and background
checks. We do not merely ask for "five work related references."
Rather, we request very specific references from candidates and,
where feasible, gather newspaper articles via the Internet.
Desired Management Style and Personal Traits
The City of Iowa City is an innovative, progressive, dynamic organization
that continually strives to meet the changing needs of the community.
The City of Iowa City is looking for a candidate who has the same skills
and commitment to this innovative vision advanced by the Mayor and
City Council.
The ideal candidate will be a collaborative and confident leader and a
team builder who has the ability to work within an experienced senior
management team. In addition, he/she should be entrepreneurial with a
strong customer service orientation as well as committed to providing a
high level of services to the community. He/She must be able to motivate
staff to meet the high expectations of the organization and community,
hold them accountable, and at the appropriate time defend their actions.
This person should be politically astute and able to see the big picture of
the important and evolving role of city government. The candidate
should be comfortable being visible and working in a diverse work
environment and community. This person should be a strategic thinker
who is able to develop ideas and implement them through teamwork and
collaboration.
He/She should have excellent interpersonal skills, and be able to
communicate effectively with people from all walks of life including
citizens, elected officials, and City employees. This person should also be
organized, and respectful of other's opinions, but not afraid to express
their own. In addition this person should be action-oriented and able to
delegate and monitor performance without micro-managing. He/She
should be able to mentor and develop staff and maintain a healthy
workforce.
The City Manager should be proactive in bringing issues to the Mayor
and Council and treat all elected officials evenhandedly. He/She should
keep the Mayor and Council informed in a timely and accurate manner,
and provide hisjher best professional recommendations in helping the
Mayor and Council shape the vision of the City. However, when the
Mayor and Council makes a decision, he/she should be respectful of their
role and promptly implement their policy even if it is different from
hisjher recommendation.
Candidates should be energetic and friendly, with a professional
presence and excellent communication skills. It is important that
candidates have a good sense of humor and be active in the community.
From Where Might the New City Manager Come?
As part of Alliance Resource Consulting's assessment and evaluation of
the City of Iowa City's needs and expectations for the City Manager
position, we will research and create a target list of candidates from
which we would network. This target list will cover candidates from
comparable-sized cities or other organizations with similar complexities
and financial situations.
We will also selectively place advertisements in the appropriate
publications and journals to cast a wide net across the candidate pool.
In addition, we will utilize our state-of-the-art database to quickly notify
our network of contacts about the City Manager position and request
their recommendations for the position.
Past Experience
Example of Specific Method and Approach for Los Angeles County Chief
Administrative Officer recruitment
Our overall recruitment approach is designed to maximize the unique
and distinctive characteristics of each recruitment and conduct an
effective and strategic recruitment effort. We tailor our approach based
on the identified essential and necessary characteristics of a candidate so
it will lead to a successful placement.
Below, we have listed our method and approach to attracting a talented,
ambitious and dynamic individual to the Los Angeles County Chief
Administrative Officer (CAO) position:
.
Development of Position Description - Worked with County
Board of Supervisors, Department of Human Resources and the
Chief Administrative Office to develop a detailed position
description. Also discussed key qualifying skills, knowledge,
experiences and personality traits needed for the successful
candidate.
.
Research - Identified potential candidates who most closely
matched the requirements and desired qualities as outlined by the
County.
.
Network Outreach - Met with prominent local and national
leaders to seek recommendations for potential candidates,
.
Advertising - Strategically advertised the position to provide
outreach to those who were not on our target list or may have not
been reached through normal means.
.
Proactive Recruitment - Encouraged the interest of potential
candidates by sending out invitation letters with the profile
description, placing follow up telephone calls and conducting in-
person meetings. Maintained frequent contact with candidates to
sustain their interest.
. Background Checks - Verified degrees and certifications of the
selected finalist. Conducted reference interviews and new article
and internet checks. Also processed the credit, criminal, civil
litigation and motor vehicle record checks.
. Final Interview - Worked with the outgoing CAO and County
Board of Supervisors to identify the most qualified applicants to be
invited for an interview with the Board of Supervisors.
One of our most significant responsibilities as consultants is to maintain
frequent and appropriate contact with both our candidates and clients.
When the County Board of Supervisors identified their leading candidate
who was concurrently involved with another recruitment process, we
worked closely with the candidate to sustain the interest with the County.
We informed the Board of the situation in an effort to expedite the
process and to ensure that there were no surprises.
Example of Outcome of Services Provided to Los Angeles County for the
Chief Administrative Officer recruitment
Our recruitment efforts for the Los Angeles County Chief Administrative
Officer recruitment yielded approximately 45 candidates. Of those, six
were invited to be interviewed by the County Board of Supervisors. At
the conclusion of the interview process, the Board identified the leading
candidate who they thought brought a strong background of leadership,
creativity and public sector experience. The Board was aware that the
leading candidate was involved in several recruitments and attempted to
offer a competitive and expedited offer. The candidate accepted another
position that offered higher pay and did not require a geographical
relocation.
After the first candidate withdrew, we worked diligently to identify
additional candidates. Our outreach efforts yielded another highly
qualified and highly desired local candidate, We facilitated a successful
meeting between the Board and the candidate. The Board was pleased
with the candidate's breadth and depth of experience in public sector
management. In addition, the candidate had significant experience in the
Southern California region and was familiar with the key issues and
stakeholders. After the Board made an offer, the candidate accepted a
counter offer presented by his employer and withdrew from the Los
Angeles County recruitment.
Although the Board met with two highly competent and proven leaders,
they were not able to appoint a new Chief Administrative Officer due to
salary constraints. The County chose to place the recruitment on hold for
six to twelve months while reassessing the organization structure and
compensation package.
Diversity
Striving for diversity in our recruitments is a hallmark of our firm. We
use a variety of sources for outreach to various minority communities to
ensure the desired diversity of our candidate pool. In addition to our
personal contacts in various minority communities, we advertise our
positions in publications that target minorities in government and further
publicize the position through minority organizations. To ensure a
diverse pool, we also create a recruiting list of qualified candidates from
communities that have a comparable level of diversity as our client's
community.
Recently, we created lists for comparable diversity during recruitments
for the City Administrator for the City of Inglewood (CA), the Assistant
City Manager for the City of Irvine (CA), the City Manager for the City of
Calexico (CA), and the City Manager for the City of Marina (CA). The
final pool for the City of Irvine included three women among the six
finalists. We also collect Equal Employment Opportunity (EEO)
information on our candidate pool. This information is accessible to our
clients in real time on our company website. Our firm's staff also
exemplifies the diversity that we strive to bring to our recruitments. Our
staff of consultants includes an Asian American woman, a Mexican
American woman, and an African American woman.
Stakeholder Outreach
Our firm has used several methods, including stakeholder meetings,
community forums and surveys, for stakeholder outreach in a number of
previous recruitments. During the recruitment of the City Administrator
for the City of Huntington Beach (CA), our lead consultant met with each
councilperson, each department head, conducted an open citizen forum
and a forum for a group of stakeholders comprised of two citizens
recommended by each councilperson. For the City of Alexandria (VA)
City Manager recruitment, our consultants met with the Mayor and each
councilperson, conducted a stakeholder forum (2 recommended citizens
per council seat), and conducted an online survey for the community. For
the City Manager recruitment conducted for the City of Duarte (CA), our
consultants conducted a community panel as well, Our previous
experience in stakeholder outreach makes our firm very qualified to
conduct the meetings with the Mayor's Office and City Council Members
as well as facilitate multiple stakeholder outreach forums throughout the
City that your request for proposal outlined.
On several occasions we have also developed multi-lingual web-based
citizen surveys to ensure comprehensive community input. These
surveys have often provided significant and useful information for our
recruitment efforts.
Diversity
Striving for diversity in our recruitments is a hallmark of our firm. We
use a variety of sources for outreach to various minority communities to
ensure the desired diversity of our candidate pool. In addition to our
personal contacts in various minority communities, we advertise our
positions in publications that target minorities in government and further
publicize the position through minority organizations. To ensure a
diverse pool, we also create a recruiting list of qualified candidates from
communities that have a comparable level of diversity as our client's
community.
Recently, we created lists for comparable diversity during recruitments
for the City Administrator for the City of Inglewood (CA), the Assistant
City Manager for the City of Irvine (CA), the City Manager for the City of
Calexico (CA), and the City Manager for the City of Marina (CA). The
final pool for the City of Irvine included three women among the six
finalists. We also collect Equal Employment Opportunity (EEO)
information on our candidate pool. This information is accessible to our
clients in real time on our company website. Our firm's staff also
exemplifies the diversity that we strive to bring to our recruitments. Our
staff of consultants includes an Asian American woman, a Mexican
American woman, and an African American woman.
Stakeholder Outreach
Our firm has used several methods, including stakeholder meetings,
community forums and surveys, for stakeholder outreach in a number of
previous recruitments. During the recruitment of the City Administrator
for the City of Huntington Beach (CA), our lead consultant met with each
councilperson, each department head, conducted an open citizen forum
and a forum for a group of stakeholders comprised of two citizens
recommended by each councilperson, For the City of Alexandria (V A)
City Manager recruitment, our consultants met with the Mayor and each
councilperson, conducted a stakeholder forum (2 recommended citizens
per council seat), and conducted an online survey for the community. For
the City Manager recruitment conducted for the City of Duarte (CA), our
consultants conducted a community panel as well. Our previous
experience in stakeholder outreach makes our firm very qualified to
conduct the meetings with the Mayor's Office and City Council Members
as well as facilitate multiple stakeholder outreach forums throughout the
City that your request for proposal outlined,
On several occasions we have also developed multi-lingual web-based
citizen surveys to ensure comprehensive community input. These
surveys have often provided significant and useful information for our
recruitment efforts.
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ALLIANCE
RESOURCE CONSULTING LLC
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THE POWER OF PARTNERSHIP
Minority Placements
2005-
City of Barstow, CA - Director of Finance: Hector Rodriguez (Male, Hispanic)
City of Covin a, CA - Finance Manager: Joan Michaels Aguilar (Female)
Irvine Ranch Water District - Controller: Deborah Slack (Female)
2006-
City of Dallas, TX - Assistant City Manager: AC Gonzalez (Male, Hispanic)
City of Dallas, TX - Deputy City Manager: Ken Chandler (Male, African-American)
Broward County, FL - Director ofIT Security: Fattis Mann (Male, African-American)
City of Burbank, CA - Financial Services Director: Robert Torrez (Male, Hispanic)
City of Irvine, CA - Assistant City Manager: Sharon Landers (Female)
City of Lynwood, CA - Director of Public Works: Dan Ojeda (Male, Hispanic)
Long Beach Transit - Marketing Manager: Marcelle Epley (Female)
City of Los Alamitos, CA - Recreation and Community Services Director: Angie Avery
(Female)
Nashville Airport Authority - Manager, Construction: Christine Vitt (Female)
City of Santa Fe Springs, CA - Director of Finance: Jose Gomez (Male, Hispanic)
City of Stockton, CA - Director of Human Resources: Dianna Garcia (Female, Hispanic)
City of Walnut Creek, CA - CIa: Laura Peabody (Female)
Yorba Linda Water District - Director of Finance: Diane Cyganik (Female)
Y orba Linda Water District -HR Manager: Georgina Knight (Female)
2007 -
City of Alexandria, V A - Director of Planning and Zoning: Faroll Hamer (Female)
City of Charlottesville, V A - Public Utilities Manager: Lauren Hildebrand (Female)
City of San Jose, CA - City Manager: Debra Figone (Female)
Washoe County, NY - Director of Water Resources: Rosemary Menard (Female)
THE
POW E R
o F
PARTNERSHIP
ONE WORLD TRADE CENTER, SUITE 1155 LoNG BEACH, CALIFORNIA 90831 Telephone: (562) 901-0769 Fax: (562) 901-3082
Website: ~Y!:",~:ill.tll:!!;_t;)~!iQ!!r<;.<;fQmm.!1jngsmJ! E-mail: info@allianceRC.com
ALLIANCE RESOURCE CONSULTING LLC
CITY MANAGER RECRUITMENTS FOR THE YEARS 2000 to 2007
City State Position Dates of Recruitment Lead Consultant/Still with ComDan
Alexandria, City of VA City Manager Dec. 1999 to Feb. 2000 Eric Middleton YES
Bellaire, City of TX City Manager Oct. 1999 to Dec. 2000 Eric Middleton YES
Belmont, City of CA City Manager June 2000 to Aug. 2000 Eric Middleton YES
Brea, City of CA City Manager May 2000 to July 2000 Bob Murray NO
Brownsville, City of TX City Manager July 2000 to Sept. 2000 Lou Fox NO
Brunswick, City of OH City Manager Oct. 2003 to Dec. 2003 Bob Murray NO
Carroll ton, City of TX City Manager Aug. 2001 to Oct. 2001 Lou Fox NO
Cedar Park, City of TX City Manager Feb. 2001 to Apr. 2001 Lou Fox NO
Clearwater, City of FL City Manager Aug. 2001 to Oct. 2001 Lou Fox NO
Cleburne, City of TX City Manager Feb. 2001 to Apr. 2001 Lou Fox NO
ALLIANCE RESOURCE CONSULTING LLC
CITY MANAGER RECRUITMENTS FOR THE YEARS 2000 to 2007
City State Position Dates of Recruitment Lead Consultant/Still with Compan
Crystal Lake, City of IL City Manager Dec. 2002 to Feb. 2003 Bob N ehr NO
Daytona Beach, City of FL City Manager May 2004 to July 2004 Eric Middleton YES
Des Plaines, City of IL City Manager June 2001 to Sept. 2001 Bob Nehr NO
Desert Hot Springs, City ofCA City Manager Dec. 2001 to March 2001 Eric Middleton YES
Diamond Bar, City of CA City Manager Feb. 2001 to April 2001 Eric Middleton YES
Dover, City of DE City Manager Oct. 2001 to Dec. 2001 Bob Nehr NO
Edmond, City OK City Manager Nov. 2001 to Feb. 2002 Lou Fox NO
Edna, City of TX City Manager Nov. 2001 to Feb. 2002 Lou Fox NO
EI Monte, City of CA City Manager Dee, 2002 to Feb. 2003 Eric Middleton YES
Fresno, City of CA City Manager March 2001 to May 2001 Eric Middleton/ YES
Nicole Zieba NO
ALLIANCE RESOURCE CONSULTING LLC
CITY MANAGER RECRUITMENTS FOR THE YEARS 2000 to 2007
City State Position Dates of Recruitment Lead Consultant/Still with Compan
.
Georgetown, City of TX City Manager ApI. 2002 to June 2002 Lou Fox NO
Hartford, City of CT City Manager June 2002 to Aug. 2002 Bob Nehr NO
Hesperia, City of CA City Manager Feb. 2004 to April 2004 Eric Middleton YES
Hillsboro, City of OR City Manager May 2007 to Aug. 2007 Eric Middleton YES
King City, City of CA City Manager May 2000 to July 2000 Eric Middleton YES
La Palma, City of CA City Manager May 2007 to June 2007 Eric Middleton YES
Laramie, City of WY City Manager Feb. 2001 to April 2001 Lou Fox NO
Lathrop, City of CA City Manager Feb. 2000 to April 2000 Bob Murray NO
Long Beach, City of CA City Manager May 2007 to Aug. 2007 Eric Middleton YES
Marina City, City of CA City Manager May 2002 to July 2002 Eric Middleton YES
ALLIANCE RESOURCE CONSULTING LLC
CITY MANAGER RECRUITMENTS FOR THE YEARS 2000 to 2007
City State Position Dates of Recruitment Lead Consultant/Still with Como an
Martinez City, City of CA City Manager Dec. 2000 to March 2001 Eric Middleton YES
Menlo Park, City of CA City Manager Dec. 2000 to March 2001 Bob Murray NO
Mesa, City of AZ City Manager Dec. 2000 to March 2001 Nicole Zieba NO
Miami Beach, City of FL City Manager March 2000 to June 2000 Norm Roberts NO
Mustang, City of OK City Manager Oct. 2001 to Jan. 2002 Lou Fox NO
Orange, City of TX City Manager Aug. 2002 to Oct. 2002 Lou Fox NO
Palm Springs, City of CA City Manager Feb, 2000 to May 2000 Eric Middleton YES
Porterville, City of CA City Manager Oct. 2001 to Jan. 2002 Eric Middelton YES
Redlands, City of CA City Manager Sept. 2000 to Dec. 2000 Eric Middleton YES
Redmond, City of OR City Manager J ul y 2000 to Sept. 2000 Bob Murray NO
ALLIANCE RESOURCE CONSULTING LLC
CITY MANAGER RECRUITMENTS FOR THE YEARS 2000 to 2007
City State Position Dates of Recruitment Lead Consultant/Still with Comoan
San Jose, City of CA City Manager Nov. 2006 to May 2002 Eric Middleton YES
Santa Clarita, City of CA City Manager Aug, 2002 to Oct. 2002 Eric Middleton YES
Sarasota, City of FL City Manager June 2001 to Sept. 2001 Lou Fox NO
South Lake Tahoe, City of CA City Manager Feb. 2000 to April 2000 Bob Murray NO
Tucson, City of AZ City Manager March 2000 to June 2000 Norm Roberts NO
West Covina, City of CA City Manager July 2001 to Sept. 2001 Eric Middleton YES
West Hollywood, City of CA City Manager Feb. 2000 to April 2000 Eric Middleton YES
Whittier, City of CA City Manager Jan. 2000 to March 2000 Eric Middleton YES
Y orba Linda, City of CA City Manager Oct. 2000 to Dec. 2000 Eric Middleton YES
DESCRIPTIONS OF THREE CITY MANAGER
RECRUITMENTS
HUNTINGTON BEACH, CA - CITY ADMINISTRATOR (Pop. 200,000)
The recruitment for the City of Huntington Beach, CA involved a national recruitment effort to
attract candidates that had experience with a coastal or beach community, a tourist community,
combined with a strong background in finance and budgeting. The recruitment for the City
Administrator followed the retirement of the previous City Administrator who had held the
position for eight years. The challenges presented to the candidates were addressing the City's
structural deficit (they were facing a potential deficit of $15 million) and a ballot initiative that
would have reduced the number of City Council Members from seven to five, and changed
elections from at-large to district.
The recruitment began in January, 2004 with one-on-one interviews with the City Council,
interviews with each Department head, a 25 person stakeholder meeting (attendees were
appointed by the City Council) and a community meeting. The recruitment ended in early March,
2004, and the final appointed candidate took office in July of2004 (after a 45 separation from
their current employer)
The recruitment yielded a total of 45 candidates, of which 15 candidates were presented to the
City Council, who narrowed the field to six final candidates, including one internal candidate.
The final selected candidate was recruited from a similarly sized city in Southern California. One
year after her appointment, the City Administrator presented a budget that addressed the
structural deficit, and turned a $15 million deficit to a $12 million surplus.
CITY OF SAN JOSE, CA - CITY MANAGER (Pop. 954,000)
This recruitment involved the recruitment of a City Manager by a newly elected Mayor who ran
on an open government platform. As the first, and arguably the most important appointment of
Mayor Reed's administration, we engaged in an extensive public outreach program, including on-
line surveys in Spanish, Vietnamese and English for employees and residents. The on-line survey
yielded over 500 comments on issues and challenges facing the city, management style, personal
traits and overall satisfaction with City services.
The recruitment began in November, 2006 with interviews with nine often Council Members.
The public outreach component began in December, 2006 and concluded in early February, 2007.
Final interviews were conducted in May, 2007 and the final candidate began her appointment
July 23, 2007.
The recruitment yielded a total of35 candidates, of which 10 were presented to the Mayor for
consideration. The Mayor reduced the list of semi-finalists to four finalists. Finalists were
interviewed by three separate panels; two community panels consisting of community leaders,
stakeholders (school district, chamber of commerce) and City Department Heads. The third
panel consisted of two peer City Managers, the Mayor and two City Council Members.
LOS ANGELES COUNTY, CA - CHIEF ADMINISTRATIVE OFFICER (Pop. 10.5
million)
This recruitment involved a national recruitment to locate a replacement of the longest tenured
Chief Administrative Officer in the history of Los Angeles County. Aside from being the largest
municipal government in the United States, the Chief Administrative Officer oversees 100,000
employees, and 38 business units, but does not have authority to hire or fire department heads.
The recruitment targeted several high profile candidates beginning in September of2006. A total
of25 candidates applied for the position, which was reduced to five finalists (including two
internal candidates). The Board of Supervisors unanimously agreed to offer the position to the
leading candidate from Hennepin County, MN. Although this candidate was also being recruited
to head a major philanthropic organization in Minneapolis, it was her preference to take the
position with Los Angeles County. We advised the Board of Supervisors that the final candidate
would be offered a position with another organization, and new the salary considerations prior to
our final negotiations. The Los Angeles County Board of Supervisors offered a competitive and
expedited offer, which was ultimately turned down by our candidate.
After the first candidate withdrew, we worked tirelessly to identify additional candidates. One
week later, we had identified and presented a final candidate from a Southern California County,
who was interviewed by the Board of Supervisors, offered the position and accepted. 48 hours
after agreeing to accept the position, he received a counter offer from his current employer and
agreed to stay in his current position. At this point, we decided to conclude our efforts, and the
County hired a different firm to re-recruit.
Los Angeles County decided to reclassify the position as a Chief Executive Officer, giving this
person authority over Department Heads, and increased the salary from $255,000 to $399,000.
The newly appointed Los Angeles CEO was appointed in July 2007 at a salary of $31 0,000.
Ironically the selected candidate was approached by our firm in January 2007, but refused to
accept the position because of the classification as a Chief Administrative Officer.
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REFERENCES
CLIENT:
CONTACT: Name:
Title:
Phone #:
CLIENT:
CONTACT: Name:
Title:
Phone #:
CLIENT:
CONTACT: Name:
Title:
Phone #:
CLIENT:
CONTACT: Name:
Title:
Phone #:
CLIENT:
CONTACT: Name:
Title:
Phone #:
I
City of San Jose, CA
Mark Danaj
Human Resources Director
(408) 975-1475
MAXIMUS
Allan P. Burdick
Vice President, Cost Services
(916) 485-8102 xl13
City of Irvine, CA
Sean Joyce
City Manager
(949) 724-6246
City of Duarte, CA
Margaret Finley
Mayor
(626) 357-7931
City of Alexandria, V A
William Euille
Mayor
(703) 838-4500
I
CLIENT:
CONTACT: Name:
Title:
Phone #:
I
Washoe County, NV
Joanne Ray
Human Resources Director
(775) 328-2089
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City of Ale
City
VA
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HELPING GOVERNMENT SERVE THE PEOPLE
The Community
The City of Alexandria is located in northern Virginia and
is bordered by the District of Columbia (Potomac River)
and Arlington and Fairfax counties. With an estimated
Fiscal Year 2005 population of 137,600 and a land area of
15.75 square miles, Alexandria is the seventh largest city in
the Commonwealth of Virginia.
Alexandria is unique-an historic place which keeps pace
with the modern world. The City is part of a large metro-
politan area and the nation's Capital, yet it has retained its
historic character. About one-quarter of the City has been
designated as a national or local historic district. Thousands
of buildings in these districts are monuments to the past,
while being actively used by citizens for homes, businesses
and museums.
The City has become more racially and ethnically diverse.
Today, approximately one-quarter of the City's residents are
foreign born. Students at the City's single public high school
corne from 88 different countries, and speak 69 different
languages. Overall, African-Americans comprise over
22 percent of the residential population, Latinos constitute
almost 15 percent, and Asians constitute almost 6 percent.
Alexandria's first recorded beginnings were 255 years ago
in 1669, when it was included in a patent granted by
colonial Governor VVilliam Berkeley of Virginia. The patent
was purchased by John Alexander, the pioneer for whom the
city was later named. In 1749, the House of Burgesses
authorized a town of 60 acres, and George Washington
helped layout the town lots. With its incorporation in
1779, Alexandria was made a Port of Entry to the United
States, and a Customs House was established. Prospering,
it became a city of fine houses and shops, a center of culture
and trade, with George Washington and George Mason
prominent in the community. In 1852, Alexandria acquired
city status and its first charter.
Alexandria was founded almost 50 years before the District
of Columbia. Its Old and Historic District and Parker
Gray Historic District are preserved with oversight by
architectural review boards which monitor and review
exterior building changes. Historic landmarks include
Robert E. Lee's boyhood home; Christ Church, where
famous Virginia statesmen worshiped; and Gadsby's Tavern,
a favorite meeting place of Lafayette and President Washington.
In addition to its historical sites, Alexandria includes a
variety of attractions. One of the metropolitan area's largest
concentrations of international restaurants can be found in
Old Town. The Torpedo Factory Art Center, located on the
City's waterfront, provides an opportunity for the public to
meet more than 200 professional artists. Sailing marinas
and a surfaced biking trail allow visitors to enjoy the
beautiful Alexandrian shore of the Potomac River.
The last decade has seen the City's economy become one of
the strongest in the nation, driven by steady growth in its
service-oriented employment base and income base.
Following national trends, the City has seen the greatest
employment growth over the last decade in its service sector.
Alexandria continues to grow as a center for national
association headquarters, a center for high technology and
related headquarters operations, and a center for national,
regional and divisional headquarters for corporations
representing a broad range of fields. The U.S. Patent and
Trademark Office (USPTO) is locating its headquarters in
the East Eisenhower area. Occupancy of the USPTO began
in late fall 2003 and all of its 7,000 employees will be
relocated to Alexandria by spring 2005 when construction
of the headquarters is complete.
Alexandria is a primary business center in the Washington
metropolitan area. Lower operational costs, unsurpassed
access, diverse office opportunities, unique ambiance, and
safe work and living environments are just several of the
advantages enjoyed by business operations located there.
There are approximately 68,721 housing units (including
32,000 apartments) in the City. The average assessed value
of a single family home is $474,681, and the average
assessed value of a residential condominium is $216,571.
In 2004, per capita income is estimated at $56,063, and
median household income in 2002 was estimated at
$74,091. While the City has many very high income
residents, it also has a sizeable low-income population.
There are 3,274 units of public and subsidized rental
housing, and the City provides a full range of social
services to its residents in need.
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The City Government
The City adopted the Council-Manager form of government
in 1922. The governing body is the City Council, which
formulates policies for the administration of the City. The
current City Council is composed of a Mayor and six Council
Members elected at-large, on a partisan basis, for a three-year
term (not staggered). The Mayor is chosen on a separate
ballot and presides over sessions of the Council, but is not
vested with the power of veto or authority over other
Members of the Council. The Vice Mayor, by practice, is
the member of the Council who received the largest
number of votes at the regular City election. The City
Council appoints the City Manager, the City Attorney, and
the City Clerk.
Legislative sessions of the City Council are held on
Tuesday evenings twice per month except in July and
August. Public hearings are held on one Saturday per
month when Council is in session, allowing citizens an
opportunity to speak on matters that concern them. In
addition, there are over 100 City Boards and Commissions
with Council-appointed citizen representation.
The Alexandria City Council conscientiously operates
under the Virginia Freedom of Information Act, which
prohibits closed sessions of the Council except for specific
matters regarding personnel, pending litigation and land
acquisition. Accordingly, nearly all sessions of the City
Council are open to the public, where citizens actively
participate in public hearing discussions.
Alexandria has had a strong tradition of self-government
since its founding in 1749. It is an independent city
(Virginia cities have no county affiliation) and derives its
governing authority from a Charter granted by the Virginia
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General Assembly. Virginia is a Dillon Rule state which means
that local governments have only the authority expressly
granted to them by the Virginia Constitution or by the
Virginia General Assembly in their Charter or in general law.
The City is an active participant in regional agencies such
as the Washington Metropolitan Council of Governments,
the Washington Metropolitan Transit Authority, the
Northern Virginia Transportation Commission, the
Northern Virginia Regional Commission and the Northern
Virginia Regional Park Authority.
The City provides a comprehensive range of municipal
services including: education, health, welfare, housing and
human services programs; public safety and administration
of justice; community development, recreation, library,
consumer assistance, cultural and historic activities; and
transportation, environmental services and planning (see
the attached organization chart).
Strong fiscal management remains a hallmark of
Alexandria's City government and has enabled the City to
respond to priority needs, including public safety, public
education, and modernization of heavily used recreation
and library facilities, despite relatively flat revenues.
Alexandria is among an elite group of only 23 cities in
America to hold triple-A bond ratings from both of Wall
Street's major credit rating agencies.
The City budget provides for approximately 2,300 full-time
employees, excluding school employees. The City of
Alexandria's FY2005 approved total City and Schools
Operating Budget is $503.8 million. The FY2005-FY201O
approved Capital Improvement Program (CIP) recommends
a six-year, $302.6 million program of City-funded public
improvements. Funding is included for: the protection of
the City's investment in existing physical assets, including
maintenance, upkeep and renovation; the planning,
construction or purchase of major new facilities and properties
(i.e., new Public Safety Center and the acquisition of open
space); and the City's Information Technology Plan.
The City also has a historic dedication to excellence in
public education. The changing nature of the City's school
system, including the implementation of an elected School
Board in 1994, requires a high degree of cooperation
between the City Manager's Office, the City Council, the
School Board and school officials.
The City's public school system is governed by an elected
nonpartisan School Board consisting of nine members
elected from three voting districts for three-year terms. All
School Board members, as well as the Mayor and City
Council members, are elected in May every third year with
the next election scheduled for May 2006. The School
Board submits its financial requirements for review and
approval in the City's annual budget process. The City
funds approximately 76% of the schools' operating budget,
with the remainder coming from aid from the state and
federal governments. The schools' capital improvement
budget is incorporated into the City's six-year capital improve-
ment budget, and currently constitutes about $106 million of
the City's six-year Capital Improvement Program. The FY2005
appropriation for the schools operating budget is $130 million.
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The City has 13 elementary schools, two middle schools,
one ninth-grade center, one high school and the Secondary
Training and Education Program, which provides special
programs for students who are unable to function within
the traditional classroom setting. Over the next few years,
the City schools will build a new central high school to
replace the current aging facility, and undergo a major
renovation at the Ninth Grade Center. In all there are
approximately 50 construction projects of varying size and
scope planned at facilities throughout the school system.
Issues/Challenges
Issues/Challenges facing the City of Alexandria include
(not in priority order):
. Maintaining financial sustainability, efficiency and
community orientation.
. Ensuring quality development and redevelopment that
are well planned and consistent with the City's vision.
. Respecting, protecting and enhancing the natural
environment.
. Ensuring an integrated, multimodal transportation
system that efficiently and effectively gets people from
point "A" to point "B."
. Ensuring that the City has a strong local economy that is
growing in varied small businesses and job opportunities.
. Continuing to be a caring community that is diverse and
affordable.
. In partnership with schools, ensuring that the public
schools are among the best in Northern Virginia.
. Implementing the City Council's Strategic Plan and
vision and taking the City to the next level in its strategic
planning effort.
The Position
The City Manager is the chief executive officer of the City
government. He/She is responsible to the Council for the
proper administration of all affairs of the City, except those
responsibilities vested by law in the school board.
The City Manager may appoint and remove the heads of all
departments and all other officers and employees of the
City, except employees of the school board and advisory
board/commission members. The City Council appoints
the City Manager, the City Attorney and City Clerk. The
City Attorney and the City Clerk appoint and remove their
respective staff.
Responsibilities of the position, as outlined in the City's
Charter, include, but are not limited to:
. Attend all meetings of the Council with the right to
introduce ordinances and to speak but not to vote;
. Keep the Council advised of the financial condition and
future needs of the City and of all matters pertaining to
its proper administration, and make such recommenda-
tions as may seem desirable;
. Prepare and submit the annual budget to the Council
and be responsible for it~ administration after its adoption;
. Prepare in suitable form for publication and submit to
the Council each year at its first meeting in the fifth
month following the end of the preceding fiscal year a
concise, comprehensive report on the financial transactions
and administrative activities and all other operations of
the City government during the fiscal year ending on the
last day of the preceding fiscal year;
. Present adequate monthly financial and activity reports
at a regular meeting of the Council; and
. Prepare and submit to the Council, whenever required
by the Council, a program of capital improvement
projects and a budget therefore, covering such years as
the Council may designate.
The position is open due to the forthcoming departure of the
incumbent after 18 years of service with the City, including
over four years as City Manager and almost 14 years as
City Attorney.
The Candidate
Education and Experience
Prefer a Master's degree, but emphasis will be placed on
experience and personal attributes.
The ideal candidate will have several years of senior level
executive responsibility in a general purpose local government.
Council Members believe it is important for the selected
candidate to have worked in an organization of comparable
size with experience handling urban-environment and
metropolitan issues. Individuals from both the public and
private sector from all areas of the country will be considered.
A stable employment history and a proven track record of
success are important.
Specifically, candidates must have a proven ability in
finance and budgeting, organizational management,
intergovernmental relations, land use, development!
redevelopment, economic development issues and the
selection, hiring and supervision of high-performing
personnel. It is preferred that candidates also have experience
conducting benchmark studies and preparing report cards
on management progress towards established goals.
Management Style and Abilities
The selected candidate should:
. Encourage creativity and reasonable risk-taking, and be
supportive of staff;
. Balance a directive/participatory style, as appropriate;
. Encourage citizen involvement and work well with the
community;
. Promote diversity;
. Maintain timely, open, and accurate communication and
keep the Mayor and Council informed (no surprises);
. Have excellent presentation and writing skills;
. Maintain objectivity in dealing with staff, make tough
personnel decisions; and hold staff accountable for results/
actions against pre-determined goals or benchmarks;
. Be able to delegate while keeping abreast of the details
of departmental operations, without micro-managing;
. Be proactive with a solution oriented approach;
. Support and encourage the use of innovative technology;
. Have conflict resolution skills (willing to listen to all
sides); and
. Be a team player and understand that City Council sets
policy and the City Manager implements policy.
Personal Traits
The ideal candidate will be a committed and reliable leader
with vision, who is creative, innovative, a strong communicator
and a solid strategic thinker. The City is seeking someone
who is personable, accessible, thoughtful, motivated, and
firm. The ideal candidate will also be fair and ethical with a
high degree of integrity. It is important that this person be
diplomatic (e.g., able to work with diverse personalities and
to say "no" while not being abrasive), objective, politically
astute and a good listener.
The selected candidate will be someone who thinks on his/her
feet, adapts well to change and has a sense of humor. Lastly,
the candidate will be able to set realistic expectations and
enjoy his/her job.
Compensation and Benefits
The salary for this position is competitive and will be
dependent upon the qualifications and experience of the
selected candidate. In addition, benefits will be provided,
including: annual leave, holidays and sick leave; a contributory
retirement plan; health insurance, dental plan, life insurance,
and long-term disability insurance; optional deferred
compensation (ICMA); savings bonds; credit union
membership; catastrophic illness leave bank; and an
employee assistance program.
How To Apply
Send resumes or nominations by: September 8, 2004 to:
Eric J. Middleton, Director or
Sherrill A. Uyeda, Senior "o/lanager,
Executive Recruitment Services
MAXIMUS
10474 Santa Monica Boulevard, Suite 208
Los Angeles, CA 90025-6922
Telephone: (310) 475 -800 1
Facsimile: (310) 475-8007
E-mail: searchla@maximus.com
An Equal Opportunity/ADA Employer
Female, Minority and Disabled Can
Encouraged to Apply.
Assistant City Mana
The Community
The City of Irvine (population: 180,803) is a 65 -square
mile city located in Orange County, California. It is a
planned city, mainly developed since the 1960s. Thoughtful
planning has made Irvine one of the most desirable and
fastest growing communities in Orange County. The City
boasts a reputation as one of the nation's safest communities
and has access to a highly educated and skilled labor force.
Irvine offers a full range of housing opportunities, excellent
climate, and a wealth oflifestyle amenities.
The City is acclaimed for its public schools, administered
by the Irvine and Tustin Unified School Districts, attracting
young families seeking schools with above average standardized
test scores and other performance distinctions. Irvine is home
to the University of California, Irvine (VCI), which is ranked
the 10th best public university in the nation according to
the u.s. Nnvs and World Report's 2006 annual rankings.
Located in the heart of Orange County and Southern
California's "Technology Coast," Irvine is renowned for its
dynamic business environment. It is a growing hub of the
commercial and technology industries.
Irvine's population is rich in cultural diversity and includes
Chinese American, Korean American, Indian American and
Iranian American populations. The presence of such diversity
has resulted in the emergence of various ethnically-influenced
small businesses.
For more than 30 years, residents and businesses have been
choosing the City of Irvine because of its dedication to
maintaining its reputation as one of the safest, master-planned,
business-friendly communities in the country. This dedication
makes Irvine the strong community it is today, and what it
will be for generations to come.
Irvine is also home to the developing Orange County Great
Park. The Great Park plan will divide about 5,000 acres of
the former EI Toro Marine Base into a mix of wilderness
parks, developed parks, schools, residential, business, farms
and museums. The actual park space is approximately
1,347 acres, making it larger than New York's Central
Park, San Francisco's Golden Gate Park and San Diego's
Balboa Park.
The City
Incorporated in 1971, the City of Irvine operates under a
charter law form of government which was adopted in 1975
and provides for a City Council-City Manager form of
government. The City Manager is appointed by the City
Council to function as the chief administrator of the City.
City Council sets the policy directions for the City, and the
City Manager is charged with implementing those directions.
The City ofIrvine is divided into the City Manager's Office
and seven operating departments: Administrative Services,
City Clerk, Community Development, Community Services,
Public Safety, Public Works and Redevelopment. Together,
these departments manage and perform all of the business
and services of City Hall. Fire Services are provided
through the Orange County Fire Authority, and library,
educational and utility services are provided through
special districts.
The City has an annual adopted operating budget for
2005-2006 of$113.5 million and 646 full-time staff.
To learn more about the City ofIrvine, please visit its web
site at www.ci.irvine.ca.us.
The City Manager's Office
The City Manager's Office is responsible for the implemen-
tation of decisions established by the Irvine City Council,
and the coordination of those efforts through the various
City departments. The Office provides legislative support,
policy implementation, budget and strategic planning,
communication services, and legal services. In addition, the
City Manager's Office provides leadership for the City's
operational departments, Sister Cities program, and
management of the Great Park implementation effort. The
Department's budget is based on the continuation of
essential, mandated, and City Council-directed services and
includes General Fund expenditures of$8 million. The
budget provides for a total of 47 full-time employees.
The City Manager's Office assists the City Council in the
development and formulation of policies, goals and objectives,
and keeps them informed of important community issues.
It provides administrative direction to the City's executive
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Irectors an IS responsl e lOr managmg e actIVItIes an
operations of the City, ensuring the provision of quality
I services. The City Manager's Office is also responsible for
representing the City's interests throughout the region and
beyond through coordination of international activities,
I receiving foreign officials and promoting business development
with foreign countries.
I The Position
The Assistant City Manager, under general direction, assists
I in the development, management, operation and evaluation of
the City's various operating departments. The position reports
to the City Manager, serves as an integral member of the City
Manager's executive management team and provides highly
1 responsible and professional assistance to the City Manager
and City Council. The Assistant City Manager supervises the
Directors of Administrative Services, Community Development,
I Community Services, Public Works, and Redevelopment and
the City Clerk.
The City of Irvine is undergoing significant residential and
I business growth and development which will increase the
number of parks, streets, and new villages. The Assistant City
Manager will be instrumental in determining how the City
I organization will meet the challenges associated with this
growth and maintain a high quality of service to a larger area
and increased population.
1 Major responsibilities of the position include:
. Provide strong daily oversight, management and leadership
1 to six of the seven operating departments;
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1
Serve as a member of the City's management team. Assist in
developing overall fiscal and management policy and
direction. Assist the City Manager in his/her responsibility
to develop, prepare, and administer operating and capital
budgets and strategic business plans;
Serve as project leader on broad organizational develop-
ment and strategic planning projects involving multiple
departments;
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Support the City Council's desire to participate in regional
and intergovernmental efforts; and
. Prepare recommendations for new programs, services,
equipment or policies as directed by the City Manager and
City Council; gather and analyze data on existing programs;
conduct surveys and prepare proposals including financing,
staffing and organization requirements; and prepare
comparative analysis when appropriate.
The Candidate
Education and Experience
. Requires a bachelor's degree from a four-year college or
university with a major in public administration or a related
field; and
Eight years of progressively responsible experience in municipal
city management, including three years of supervisory
responsibilities. Experience managing a medium to large
city, county or comparable organization is preferred. A
graduate degree is desirable, although emphasis will be
placed on experience and ability.
. The selected candidate should have strong experience in
budgeting, finance, business analysis, negotiating, team
building, economic development/redevelopment and strategic
planning, as well as short- and long-range planning. He/She
will be expected to take an active and visible role in the
community, be open to public participation, and respectful
of grass roots organizations.
Skills and Knowledge
The selected candidate should have appropriate knowledge
and skills in:
. Economic development/redevelopment;
. Finance and budgeting;
. Human resources;
. Planning and community development;
. Community services and recreation programs;
. Public works; and
. City contracted services and intergovernmental relations.
The ideal candidate should be able to:
. Build cohesive teams;
. Develop, motivate and evaluate subordinate staff;
. Keep a balance in dealing with diverse interests of the
community;
. Work under pressure, handling significant problems and
tasks that arise simultaneously and/or unexpectedly;
. Establish and maintain effective working relationships with
direct reports, other City employees and the public; and
. Delegate responsibility and monitor effectively.
Management Styk
The ideal candidate will be a confident, strong and innovative
leader. He/She should be a good listener, motivator, and
team builder who is decisive and able to command and earn
respect throughout all levels of the organization and in the
community. This person will have vision and be a strategic
thinker who achieves results. He/She should be thick-skinned,
flexible, responsive, customer service oriented, able to see
the big picture and willing to take reasonable risks.
In addition, this person needs to be politically savvy,
autonomous, diplomatic and persuasive. He/She should
have strong ethical principles, a high level of integrity, be
able to work in a changing environment and cogently
provide his/her best professional recommendations in
helping the Council shape the vision of the City.
Compensation
The salary range for this position is $134,312 to $186,803
with hiring dependent upon the qualifications and experience
of the selected candidate. Annual increases within the range
of up to 6 % are granted through a pay-for-performance plan.
An additional 6% performance bonus is available upon
reaching maximum base salary. In addition, an excellent
benefit package is provided which includes:
. Retirement: CalPERS 2.7% @ 55 plan; 5.488% employee
contribution of base salary with City funding remaining
cost of plan; a City contribution of 2 % to a Retiree Health
savings account for post-retirement health insurance
prenuums.
. Management Incentive Compensation: Additional
compensation in the amount of 3 % above base salary.
. Car Allowance: $415 per month.
. Cellular Phone Allowance: $100 per month.
. Health Plan: Medical, dental, and psychological
insurance coverage for employees and their dependents
subject to an established cap; a fully paid vision plan for
City employees; and life insurance and a disability plan
for employees.
. Leave Time: 120 hours to 200 hours of annual vacation
accrual, depending on years of service; 12 paid holidays per
year; 96 hours of sick leave per year; 40 hours of admin-
istrative leave; and a choice of receiving an additional
40 hours of annual family sick leave or 32 hours of
personal leave. City offices are closed on alternate Fridays.
. Other Benefits: Professional Development/Education
Reimbursement up to $1,300 per year; flexible spending
account; reimbursement of up to $350 for annual
physical examination; and a City Wellness program that
includes on-site fitness center.
How To Apply
Please apply by April 21, 2006 at
www.allianceresourceconsulting.com.
For questions and inquiries, please contact:
Eric Middleton, Managing Partner or
Aggie Marinesh, Consultant
ALLIANCE RESOURCE CONSULTING LLC
One World Trade Center, Suite 420
Long Beach, CA 90831
Telephone: (562)901-0769
Facsimile: (562) 901-3082
E-mail: info@allianceresourceconsulting.com
An Equal Opportunity/ADA Employer
Long Beach, CA - A Unique City of
Opportunity and Possibility
Majestically located on the coast of the Pacific Ocean between
Los Angeles and Orange County, the City of Long Beach
(population 491,564) is frequently described as a series of strong,
diverse, interwoven smaller neighborhoods within a large city.
USA Today has called Long Beach, the fifth-largest city in
California, the "most diverse city" out of the 65 most populous
cities in the nation. Long Beach is proud of the depth of its
integrated ethnic diversity. The City is home to residents of
Mrican American, Asian, Caucasian, Native American/Alaskan,
Hispanic and Native Hawaiian/Pacific Island descents, as well as
the largest Cambodian population outside of Cambodia.
Enjoying an ideal Southern California climate, Long Beach is
home to an abundance of cultural and recreational opportunities.
The Long Beach Convention Center, the International City
Theatre, Aquarium of the Pacific, Queen Mary, and the annual
Toyota Grand Prix of Long Beach plus a wide variety of other
attractions serve to draw over five million visitors a year.
While Long Beach offers all the amenities of a major metropolis,
the City has the added benefit of having maintained a strong
sense of community and cohesiveness despite its growth. A superb
climate, quality schools, a vibrant and revitalized downtown and a
wide variety of neighborhoods help make Long Beach one of the
most livable communities in the country. The Long Beach Unified
School District consistently ranks among the Top 10 urban school
districts in the country. The City is also home to Long Beach
City College, and California State University, Long Beach which was
recently ranked the No.3 best-value public college in the nation.
The Port of Long Beach, combined with the adjacent Port of Los
Angeles, is the busiest on the West Coast; the volume of cargo
tonnage handled make the combined port the nation's largest
container facility and the second-busiest in the world. The City
also has its own full-service commercial airport which has become
a favored travel-friendly alternative to other Southern California
airports by offering preferred flight schedules, carriers, and
overall accessibility. In addition, Los Angeles' rail transit system,
the Metro Blue Line, has numerous stops within the City and
throughout the region.
Covering approximately 50 square miles, Long Beach is supported
by a wide mix of industries with education, health and social services,
manufacturing, retail trade, and professional services comprising
the highest representation. Known for its livable and desirable
neighborhoods, the City consists of more than 163,000 households.
Thirty-two percent of the population is under the age of 20. The
median family income is slightly over $40,000 however, nearly 25
percent of families earn more than $75,000 per year.
City Manager
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The future looks bright in Long Beach, the City is alive with
activity - growing, improving, proudly advancing into the future.
With its strategic location - an ideal spot in Southern California
and on the Pacific Rim - year-round comfortable climate, healthy
business environment and far ranging cultural pursuits, Long
Beach is being rediscovered by investors, developers and new
businesses in increasing numbers.
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For more information about the City of Long Beach, please visit
their web site at www.longbeach.gov.
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The City Government
The City of Long Beach is a full-service Charter City governed
by nine City Council members who are elected by district. The
Mayor is elected at-large. Elected officials are subject to two,
four-year terms. Elected officials also include the City Attorney,
City Auditor, and City Prosecutor.
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In addition to all traditional municipal services, the City operates
and maintains a world-class international deep-water harbor, a
nationally recognized convention center, and several beaches and
marinas. Long Beach is also one of only three cities in California
with its own Health Department and Energy Department and
the only city in California with its own Oil Department, which
manages close to 2,000 oil wells.
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The City Council is also assisted by various commissions. Charter
Commissioners are nominated by the Mayor and approved by the
City Council. The Civil Service Commission, Board of Water
Commissioners, and the Board of Harbor Commissioners
oversee the operations of their respective areas.
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The City Council also appoints the City Clerk and the City Manager.
The City Manager oversees the administration of 13 of the city's 21
Departments, excluding those under the direction of a separately
elected official, Board or Commission. The City is supported by a
total budget of approximately $2.3 billion, and FY 06-07 General
Fund budget of $3 77 million. Approximately 5,626 employees
compromise the City's workforce with most represented by nine
bargaining units.
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The City of Long Beach is guided by a set of values that have been
developed with the assistance of City employees. The City of Long
Beach values statement is:
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The City's Business Is Service
We are committed to providing quality service to our diverse
community in ways that are helpful, caring and responsive.
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I Working Together To Serve
We believe that the success of our organization depends on teamwork,
I' mutual trust, and honesty achieved through commitment to the
Ii following values:
PARTICIPATION by citizens and City team members in setting
[and attaining the City's goals.
.. COMMUNICATION with one another and with citizens.
COURTESY in all personal relations.
[ INTEGRITY in everything we do.
LOYALTY to our community, to this organization and to each team
I member.
INNOVATION in meeting the present and future needs of the City.
RESPONSIBILITY as a team for the efficient and effective
I delivery of services.
PRIDE in our work, in our dedication to public service, and in being
the best we can be.
I Opportunities and Challenges
- The City's General Plan is scheduled to be updated in the next
I two years. The next City Manager will oversee the implementa-
tion of a plan for future growth and land use, transportation and
mobility, protection and preservation of the environment, job
growth, affordable housing, infrastructure capacity, deferred
1 maintenance, and overall community wellness.
- Prioritize and balance the needs of the City within its financial
limitations. Maintain a high City bond rating, and look for new
I financing and service delivery models.
_ Address the need for financing of City infrastructure, and address
deferred maintenance projects (i.e. streets, sidewalks, fire and
I police stations, libraries, and parks).
_ Review City Departments for improved efficiencies and service
delivery.
I_ Continue to build on the performance based management model
adopted by the City to improve service delivery and maximize the
rate of return on City dollars.
I_ Address the issues associated with a growing community (i.e.
transportation and mobility, airport, port, density and housing,
smart growth and poverty).
I The City Manager's Department
The City Manager's Department is responsible for the administra-
tion of all City departments with the exception of elected and
appointed offices and commission-governed departments. The City
Manager plans and directs the implementation of City programs in
accordance with City Council policies, the City Charter, and the
Municipal Code, and provides leadership for efficient and effective
municipal services for the community. The City Manager's Department
staff also includes an Assistant City Manager, two Deputy City
Manager's, a GovernmentlPublic Affairs Director, a Public Information
Officer, Director of the Citizen Police Complaint Comission, and a
Manager of the Human Dignity Program.
The Position
The City Manager is the chief administrative officer of the City, and
is responsible for the administration of all departments except the
City Attorney, City Auditor, City Prosecutor, City Clerk, Civil
Service Department, Legislative Department, Harbor Department
and Water Department. The City Manager serves at the pleasure of
the City Council who appoints the person deemed best qualified on
the basis of executive and administrative capabilities, with special
reference to experience in, and knowledge of, accepted practices with
respect to the duties of the office as set forth in the City Charter.
The City Manager shall be appointed for an indefinite period and
cannot be removed from office except by a vote of five (5) members
of the City Council subiect to veto by the Mayor and City Council
override by a vote of two thirds (2/3) of its members. Recent changes
to the City Charter have granted the Mayor veto power over the
appointment of the City Manager and granted the City Council the
opportunity to override the Mayor's veto by two-thirds (2/3) vote.
In accordance with Section 302 of the City Charter, the City
Manager has the following powers and duties:
_ To direct and supervise the administration of all Manager-directed
departments of the City.
_ To appoint, suspend and remove all City employees in both the
classified and unclassified service; except that for the classified
service, such powers shall be pursuant to the Civil Service
provisions of this Charter, Civil Service rules, regulations and
ordinances; and except the City Clerk's Department and the
elective officers and their appointees and such officers and
employees as shall be subject to appointment by the City Council.
_ To see that all laws, ordinances, orders, resolutions, contracts and
franchises are enforced and executed.
_ To attend all City Council meetings or councilmanic committee
meetings; and to have the right to participate in the discussion
without vote.
_ To prepare and submit the annual budget; and to keep the City
Council fully advised as to the financial condition and needs of the
City, including the filing of an annual and interim financial reports.
. To submit such reports as the City Council may require
concerning the operations of manager directed departments,
and to recommend to City Council the adoption of measures
deemed advisable.
. To perform such other duties as are specified in the Charter,
by law or required by City Council.
The position is vacant due to the retirement of the current City
Manager who was appointed in 2003. The City of Long Beach
has had three City Managers since 1990, and six since 1960.
The Candidate
Education and Experience
Must have a bachelor's degree from an accredited college or
university. A master's degree in public administration or business
administration and prior experience as a City Manager in a
comparable, diverse, cosmopolitan city is highly desirable.
Experience with and enthusiasm for using performance measure-
ments for accountability and efficiency are also highly desirable.
Desirable skills and experience include budgeting and financial
management, planning, economic development, redevelopment,
public works, labor arbitration and negotiation, intergovernmen-
tal relations and community relations.
Candidates from all geographic regions and from private industry
and government will be considered.
Management Style and Personal Traits
The City of Long Beach is a dynamic and diverse community
that prides itself on a long history of civic involvement and
solution oriented government. The City of Long Beach is
looking for a candidate who will thrive in this environment and
provide progressive and innovative ideas to meet the changing
needs of the community and advance the vision ofthe City
Council.
The ideal candidate must be a confident team leader who will
work proactively with the City Council, engage the community
and believes in transparent government. He/She should have
strong communication and listening skills, is calm under pres-
sure, able to motivate staff to meet the high expectations of the
organization and community, hold them accountable, and at the
appropriate time defend their actions. This person should be able
to understand the role of the Mayor, but recognize the responsi-
bilities of the City Council, capitalize on the political will and
work pro actively with the Mayor and Council to create a vision
for the City.
This person shall have high ethical standards and the integrity
and courage to do what is right, not necessarily what is popular.
The City Manager should be proactive in bringing issues to the
Council and treat all Council Members evenhandedly. He/She
should keep the Council informed in a timely and accurate
manner, and provide his/her best professional recommendations
in helping the Council shape the vision of the City. However,
when the Council makes a decision, he/she should be respectful
of the role of the Council and promptly implement their policy
even if it is different from his/her recommendation.
In addition, he/she should be entrepreneurial with a strong
customer service orientation as well as committed to providing a
high level of services to the community. This person should be a
strategic thinker, and a calculated risk taker who is able to
develop ideas and implement them through teamwork and
collaboration. This person should also be organized, and
respectful of other's opinions, but not afraid to express their own.
He/She should be able to mentor and develop staff and maintain
a healthy workforce.
Candidates should be optimistic, energetic and friendly, have a
good sense of humor and be active in the community.
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Compensation
The salary for the position is negotiable and will be dependent on
the qualifications and experience of the selected candidate. In
addition, the following benefits are provided: medical, dental and
life insurance; paid leave, including holidays, vacation, executive,
sick (which can be converted upon retirement to cash credit
toward health and/or dental insurance premiums or to pension
credits), bereavement, military and disability; a deferred compen-
sation program; vehicle allowance; paid professional member-
ships; a management physical; an employee assistance program; a
dependent care assistance program; and participation in CalPERS
Retirement Plan 2.5% at 55 plan, coordinated with Social
Security with the employee contributing 2%.
Selection Process
Each candidate's background will be evaluated on the basis of
information submitted at the time of application to determine the
level and scope of the candidate's preparation for this position.
The resume should include any additional information which the
candidate wishes considered. Only the more qualified candidates,
as determined by the screening process, will be invited to
participate in the selection process. The names of the most highly
qualified candidates will be submitted to the appointing authority
for final selection. Final interviews may include presentations to
multiple panels as determined by the Mayor and City Council.
How to Apply
Interested candidates can apply for this position and obtain
additional information at www.allianceresourceconsulting.com
by July 20, 2007.
Questions, inquiries and nominations may be directed to:
Eric J. Middleton, Managing Partner
Alliance Resource Consulting LLC
One World Trade Center, Suite 1155
Long Beach, CA 90831
Telephone:
Facsimile:
E-mail:
(562) 901-0769
(562) 901-3082
emiddleton@alliancerc.com
The City of Long Beach is an ADA/Equal Opportunity
Employer and values diversity at all levels of the organization.
San Jose - A World Leader
Recognized throughout the world as a center of technology and
innovation, the City of San Jose is proud to be recognized as one
of the most diverse large cities in the United States and the Capital
of Silicon Valley.
The San Jose area is home to the largest concentration of technology
expertise in the world with more than 6,600 technology companies
employing more than 254,000 people.
The City of San Jose has been recognized as being the safest big
city in the nation for the fifth consecutive year.
San Jose does not have an ethnic majority, and it is proud of the
rich cultural and ethnic diversity of its population, its workforce,
and its many neighborhoods.
With a population of 945,000, San Jose is the 10th largest city in the
nation, and the third largest city in California. Nearly 1.8 million
people reside in Santa Clara County, of which San Jose is the
county seat.
Situated between the Diablo and Santa Cruz mountain ranges,
the City of San Jose encompasses 178 square miles at the
southern tip of San Francisco Bay. San Jose's central location
between San Francisco to the north and Monterey/Carmel to the
south makes the Capital of Silicon Valley a gateway to adventures
throughout California.
San Jose's quality oflife is unsurpassed. With an average of 300 days
of sunshine a year, and temperatures varying from an average of
50 degrees in January to an average of70 degrees in July, those living
and working in San Jose can enjoy the City's many attractions,
cultural and performing arts, sports and recreation opportunities
and year-round festivals and celebrations. Seventy-nine percent
of residents rated the quality of life in the City as either "excellent"
or "good" in the City's most recent community survey.
San Jose has received accolades as a place to live and do business
from Business Week, Money Magazine and other national media. The
City of San Jose has a rich history. Once a largely agrarian community,
San Jose was a city of bucolic hillsides and an expansive valley dotted
with orchards of apricots, walnuts, cherries and plums. In those days,
San Jose was known as the "Prune Capital of the World." However,
over the past 50 years, SanJose experienced one of the most signifi-
cant economic changes in California history, transforming from an
agricultural community to what is known today as the "Capital of
Silicon Valley."
Its residents speak more than 56 different languages. Nineteen public
school districts and an estimated 301 private and parochial schools
provide families with a range of educational choices. Innovative
programs in local school districts include a nationally acclaimed
performing arts magnet and concentrations in aerospace, international
studies, math and science, radio and television and more. Universities
in and near San Jose include SanJose State University, Santa Clara
University, Stanford University, University of California at Berkeley,
University of California at San Francisco, and University of California
at Santa Cruz.
The downtown area is currently undergoing a renaissance with high
rise residential projects, renovated theatres, cultural attractions, and
downtown activities that center around ballet, opera, symphony,
live theater, night clubs, restaurants, and museums such as the Tech
Museum ofInnovation, the Children's Discovery Museum and
the Museum of Art.
The City of San Jose has a rich civil rights history and has been a
leader in social inclusion and leadership, including being the first large
city with a woman mayor and the first Asian American Mayor.
For more information about the City of San Jose, please visit the
City's website at www.sanjoseca.gov.
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The City Government
The City of SanJose is a charter city and operates under a council-
manager form of government. The City Council consists of 10
council members elected by district and a mayor elected at large.
The Charter makes the Mayor the political leader of the City and
gives the Mayor additional authority to frame the City budget, as well
as a budget office and a public information office. The City also
operates its own international airport, foreign trade rone, convention
center and museums, 140 parks encompassing 2,900 acres, and 20
community recreation centers.
The City of San Jose believes that the strength of the City lies with
its employees. Community surveys consistently give high ratings to
the delivery and quality of City services even though the City operates
with a smaller staff than other comparable communities. Although
recognized as a leader in innovation and technology, the City of San
Jose has been recognized nationally for its innovations in public
service delivery.
The 2006-2007 Operating and Capital Budgets for the City of
SanJose total $3.0 billion. The City employs approximately
6,843 fulltime employees.
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Mayor Chuck Reed's Vision for the
City of San Jose
Recently elected Mayor Chuck Reed campaigned on a platform
of honesty, fiscal responsibility, and open government, and he is
looking for a candidate who shares those values and will thrive in
San Jose's diverse community.
The Mayor is committed to keeping SanJose the Capitol of Silicon
Valley and the Valley as the innovation center of the world. To achieve
this, San Jose must become the best community in the world to live,
work, and raise a family; and must be an exceptional place in which
to start and grow a business, a place where our driving industries
want to stay and grow.
SanJose must continue to show the world the success that can be
achieved when people from around the world come together and
focus on what they have in common rather than on their differences.
To achieve these goals and to create a great city, the Mayor's
priorities include:
. Ensure that neighborhoods are safe and have good schools;
providing all children an opportunity to reach their full
potential.
. Create a fiscally responsible city government which efficiently
delivers quality services.
. Continue the development of downtown into an economically
strong center with a vibrant mix of arts, culture and entertainment.
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I. Emphasize sustainable growth, giving future generations opportu-
nities for jobs and housing while preserving open space and
protecting the environment.
[, Additional information about the Mayor's vision for San Jose can be
found at http://www.sanjoseca.gov/mayor/.
r Opportunities and Challenges Facing
II the City of San Jose
I.
Strengthen the financial condition of the City, eliminate the
structural budget deficit, maintain a high City bond rating, and
look for new financing and service delivery models.
· Address the need for financing of City infrastructure (i.e. streets,
fire and police stations, libraries, and parks).
Attract and retain a results-oriented City staff in the context of an aging
workforce, while continuing to emphasize innovation and creativity
and the implementation of technology in the delivery of City services.
Review the current General Plan, which has not been updated in
14 years, plan for future growth and land use, and take into
account the needs of a growing community including affordable
housing, infrastructure capacity, deferred maintenance, green
building, transportation and overall community wellness.
Continue the implementation of the newly adopted Employee Values
Project and recognition program, an employee-initiated effort focused
on representing, motivating and cultivating the City workforce
and identifying the values which guide the organization.
Address the ongoing need for affordable housing.
Diversify the economy, and create an environment that encourages the
attraction, retention and expansion of all sizes and types of businesses.
Prioritize and balance the needs of the City within its financial
limitations.
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I The Position
The City Manager, nominated by the Mayor for approval by the City
I Council, is the administrative head of the City government. As the
chief administrative officer of the City government, he/she is responsible
for the proper operations of all City departments.
Under policy direction from the Mayor and City Council, the City
'I Manager directs the overall operations of the City of San Jose, with
the exception of the Redevelopment Agency Director, Independent
Police Auditor, Office of the City Clerk, Office of the City Attorney,
and Office of the City Auditor. As the Chief Administrative Officer, the
I City Manager is accountable and responsible for executing all policies
and programs mandated by the City Council and for making recommen-
dations to the City Council to further the City's goals and objectives.
I In accordance with Section 701 of the City Charter, the City Manager
has the following powers and duties: .
. Subject to the Civil Service provisions of this Charter and of any
Civil Service Rules adopted pursuant thereto, and except as
otherwise provided elsewhere in the Charter, the City Manager
shall appoint all officers and employees of the City; and, when he or
she deems it necessary for the good of the service, the City Manager
may, subject to the above-mentioned limitations, suspend without pay,
I
demote, discharge, remove or discipline any City officer or employee
who under the Charter is appointed by the City Manager;
. Except as otherwise provided elsewhere by the Charter, the City
Manager shall dil'ect and supervise the administration of all
departments, offices and agencies of the City;
. The City Manager shall have the right to attend all meetings of
the Council, other than closed executive sessions where the City
Manager or another Council appointee is the subject of discussion,
and to take part in its discussions, but not to vote. The City Manager
shall attend all regular and special meetings of the Council unless
prevented by illness or physical incapacity or unless his or her
absence has been authorized by the Council;
. The City Manager shall be responsible for the faithful execution
of all laws, provisions of the Charter, and acts of the Council which
are subject to enforcement by the City Manager or by officers
who are under the City Manager's direction and supervision;
. The City Manager shall prepare and submit the annual budget to
the Council in accordance with the provisions of Section 1204;
. The City Manager shall submit a complete report on the finances
and administrative activities of the City as of the end of the preceding
fiscal year to the Council at a public meeting to be held within three
calendar months following the close of each preceding fiscal year. The
annual report, which shall be personally certified by the City Manager
to be accurate and complete shall contain a statement indicating:
. Whether the revenues budgeted for the preceding fiscal year were
actually received, and an explanation concerning any material
differences between the total revenues budgeted and the revenues
actually received;
. The extent to which expenditures budgeted actually were
incurred, and an explanation for any material variance between
budgeted expenditures and actual expenditures;
. The amount of the financial reserves of the City; and
. All other information which, in the opinion of the City Manager,
is necessary to provide an accurate and complete picture of the
fiscal status and condition of the City.
The report shall be in a form which is susceptible to confirmation by
audit. It shall be made available to the public in the Office of the City
Clerk.
. The City Manager shall make such other reports as the Council
from time to time may request concerning the operations of City
deparnnents, offices and agencies subject to his or her direction
and supervision; shall keep the Council fully advised as to the
financial condition and future needs of the City; and make such
recommendations to the Council concerning the affairs of the
City as he or she deems desirable or as requested by Council.
. The City Manager shall exercise such other powers, and shall
perform such other duties, as are specified in this Charter or may
be authorized or required by the Council.
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The Candidate
Education and Experience
Must have a bachelor's degree from an accredited college or university. A
master's degree in public administration or business administration and
leadership experience in a complex private sector organization or
as a City Manager in a comparable, diverse, cosmopolitan city
and/or county are highly desirable. Experience with and enthusiasm
for using performance measurements for accountability and efficiency
are also highly desirable.
Desirable skills and experience include budgeting and financial
management, economic developmeIlt, labor arbitration and
negotiation, intergovernmental relations, planning, environmental
regulatioQ and community relations.
Candidates from all geographic regions and from private industry
and government will be considered.
Management Style and Personal Traits
The City of San Jose is an innovative, progressive, dynamic
organization that continually strives to meet the changing needs
of the community, The City of San Jose is looking for a candidate
who has the same commitment to this innovative vision.
The ideal candidate must have integrity and courage and will be a
collaborative and confident leader and a team builder who has the
ability to work within an experienced senior management team. In
addition, he/she should be entrepreneurial with a strong customer
service orientation as well as committed to providing a high level
of services to the community. He/She must be able to motivate staff
to meet the high expectations of the organization and community,
hold them accountable, and at the appropriate time defend their
actions. This person should be politically astute and able to see the
big picture of the important and evolving role of city government.
The candidate should be comfortable being visible and working
in a diverse work environment and community. This person
should be a strategic thinker who is able to develop ideas and
implement them through teamwork and collaboration.
He/She should have excellent interpersonal skills and be able to
communicate effectively with people from all walks of life, including
citizens, elected officials, and City employees. This person should
also be organized and respectful of others' opinions, but not afraid to
express their own. In addition this person should be action-oriented
and able to delegate and monitor performance without micro-
managing. He/She should be able to mentor and develop staff
and maintain a healthy workforce.
The City Manager should be proactive in bringing issues to the
Council and treat all Council Members evenhandedly. He/She should
keep the Council informed in a timely and accurate manner, and
provide his/her best professional recommendations in helping the
Council shape the vision of the City. However, when the Council
makes a decision, he/she should be respectful of the role of the Council
and promptly implement their policy even if it is different from
his/her recommendation.
Candidates should be energetic and friendly, with a professional
presence and excellent communication skills. It is important that
candidates have a good sense of humor and be active and engaged
in the community.
Compensation
The salary for the position is negotiable and will be dependent on the
qualifications and experience of the selected candidate. The City
provides an excellent array of benefits that includes the following:
. Retirement - 2.5%@ 55 formula utilizing single highest year -
full reciprocity with CalPERS - The City contributes 21.98%
and the employee contributes 7.58%;
. City pays 90% of the lowest cost health insurance premium for
family coverage; employee family premium cost for the lowest
cost plan will not exceed $100 per month in 2007. If another
plan is selected, the employee pays the amount in excess of
90% of the lowest cost plan;
. City pays and 100% for the lowest priced dental insurance
plan for family coverage. If another dental plan is selected, the
City pays 95% and employee pays 5%;
. Generous vacation, executive leave, sick leave, and holiday package;
. Life insurance equal to two times annual salary;
. Vehicle Allowance;
. 457 (b) Deferred Compensation Plan;
. Tax deferred medical and dependent savings plans;
. Accident insurance, long-term disability insurance, and an
employee assistance program are also available;
. Out of area relocation assistance; and
. Housing Assistance program.
Selection Process
Each candidate's background will be evaluated on the basis of
information submitted at the time of application to determine the
level and scope of the candidate's preparation for this position.
The resume should include any additional information which the
candidate wishes considered. Only the more qualified candidates, as
determined by the screening process, will be invited to participate
in the selection process. The names of the most highly qualified
candidates will be submitted to the appointing authority for final
selection. Final interviews may include presentations to multiple
panels as determined by the Mayor and City Council.
How to Apply
Interested candidates can apply for this position and obtain additional
information at www.allianceresourceconsulting.com by April 9, 2007.
Questions, inquiries and nominations may be directed to:
Eric]. Middleton, Managing Partner
Alliance Resource Consulting LLC
One World Trade Center, Suite 1155
Long Beach, CA 90831
Telephone:(562) 901-0769
Facsimile: (562) 901-3082
E-mail: emiddleton@alliancerc.com
An Equal Opportunity/ADA Employer.
Female, minority and disabled candidates are enco'UTaged to apply.
---
6
~lsonJon~
www.wilsonjones.com
TIME FRAME
The following is a typical schedule to conduct a thorough recruitment.
However, we would be pleased to modify this to meet your needs:
1 st week
Meet with the appropriate individuals to
gather background information.
2nd to 4th week
Develop and obtain approval for the
Recruitment Profile.
Develop a list of potential candidates to target.
Prepare and place advertisements, if desired,
5th to 8th week
Active recruitment-solicit, receive and
acknowledge resumes.
9th week
Evaluate resumes and gather supplemental
information.
10th week
Submit progress report and meet with you to
review leading candidates.
11 th to 12th week
Verify degrees and certifications, conduct
preliminary references and interview the best
qualified candidates.
13th week
Submit final report and initiate the interview
process with you.
Following Interviews
Finalize references, conduct
credit/criminal/dvillitigation/motor vehicle
record checks, and assist with negotiations.
OUR CLIENT'S ROLE
The client has a very important role in the recruitment process. While we
may identify and recommend qualified candidates, it is the client who
must make the decision about which candidate to hire.
In order to insure that the best candidates are available from which to
choose, our clients should be willing to do the following:
~ Clearly inform us about matters relevant to the search that you wish
to keep confidential (e.g., salary, personnel issues, and other
privileged information);
~ Supply us with the names of people you have previously interviewed/
considered for this position;
~ Forward to us copies of the resumes you receive, to avoid duplication
of effort;
~ Provide feedback to Alliance Resource Consulting regarding the
information and recommendations provided by us;
~ Promptly decide upon and follow up in scheduling interviews with
the most promising candidates; and
~ Assist in providing information to candidates that will enable them to
make their career decisions.
By doing the above, we will maximize the likelihood of mutual success.
Finally, please be reminded that the United States Immigration Reform
and Control Act of 1986 requires that all employers verify an employee's
eligibility to work in the United States. Since Alliance Resource
Consulting cannot serve as your agent in this matter, your hiring process
should include this verification procedure.
THE RECRUITMENT PROCESS
Our objective is alw-ays to find the best qualified candidates. We believe
that, although notices in professional journals may be helpful, many of
the best candidates must be sought out and their interest encouraged.
Our familiarity with the City of Iowa City, knowledge of the field and our
relationships with professional organizations make us well qualified to
assist you.
Our clients have found that we are able to:
)- Build consensus among those involved in the hiring process.
)- Develop the appropriate specifications for a position.
)- Encourage the interest of top-level people who would otherwise be
reluctant to respond to an advertisement.
)- Preserve the confidentiality of inquiries.
)- Save a considerable amount of time for client staff in developing and
responding to candidates.
)- Independently and objectively assess the qualifications and suitability
of candidates for the particular position for which we are recruiting.
If our proposal is accepted, we will do the following:
Organization and Position Analysis
We will interview the appropriate individuals to determine views of the
position and expectations regarding desirable training, experience and
personal characteristics of candidates. We will also gather/review
relevant updated information about the City, such as budgets,
organization charts, etc.
Once our findings have been summarized, we will submit a Recruitment
Profile with the desired qualifications and characteristics for your
approval. The Recruitment Profile that will be sent to potential
candidates will include information about the City, the job and the
criteria established by you. Sample Recruitment Profiles are enclosed.
Recruitment
Once you have approved the Recruitment Profile, we will actively seek
out individuals with superior qualifications and invite and encourage
their interest. Announcements can be placed on-line and in professional
journals. However, we will rely heavily on our own experience, contacts
and file data.
As a matter of corporate policy, we will not discriminate against any
applicant for employment on the basis of race, religion, creed, age, color,
marital status, sex, sexual preference, disabilities, medical condition,
veteran status or national origin. A substantial percentage of the
placements made by our firm have been minority or female candidates.
Frequent communication with our clients is a hallmark of our firm. While
consultants will provide regular updates on the progress of your search,
you will also be able to access up-to-date 'real time' information
regarding your search from our secure website.
Preliminary Screening
We will review, acknowledge and evaluate all resumes received.
Preliminary screening will be based upon criteria contained in the
Recruitment Profile, information contained in the resumes submitted to
us, and our knowledge of the people and organizations in which they
work. Telephone screening will be conducted with the most promising
candidates to gain a better understanding of their backgrounds.
Progress Reporting
Upon completion of our preliminary screening, we will assemble and
submit a progress report of the leading candidates to you. This report
will include summary resumes, supplemental information, and the
original resumes of those candidates we believe to be best qualified for
the position. Supplemental information on a candidate typically
includes: the size of the organization for which the person works,
reporting relationships, budget responsibility, the number of people
supervised, related experience and reasons for interest in the position.
Any other specific information will be dictated by the criteria set forth in
the Recruitment Profile.
The purpose of our progress report is two-fold. It allows you an
opportunity to review the candidates prior to the conclusion of the search
and allows us to receive feedback on the caliber of the candidates
recruited. In this way, you will not be surprised by the candidates, as
you will have seen their qualifications prior to the final interviews. Of
course, we are flexible and may consider other individuals as final
candidates who are subsequently identified and were not included in the
progress report.
Candidate Evaluation
We will interview (either in person or via video-conference) those
candidates whose qualifications most closely match the criteria
established by you. We will examine their qualifications and
achievements in view of the selection criteria. Additionally, we will
verify degrees and certifications and gather newspaper articles via the
Internet.
As part of our process in evaluating candidates, we make telephone
reference checks. In conducting these references, it is our practice to
speak directly with individuals who are, or have been, in a position to
evaluate the candidate's performance on the job. These references and
our evaluations provide you with a frank, objective appraisal of the
candidates. We will conduct preliminary references on candidates to be
interviewed, and will finalize these for the top one or two candidates.
Final Reporting/Client Interviews
We will assist you in scheduling final candidates for interview with your
organization, and will send the candidates packets of information which
we obtain from you (e.g., information about the organization and the
geographic area, budgets, etc.).
We will prepare a brief written report for those candidates most nearly
meeting your specifications, and will provide you with
interviewing/selection tips, suggested interview questions, and rating
forms for your use. Candidates will not be ranked, for we believe it will
then be a matter of chemistry between you and the candidates. We will
conduct a "briefing session" immediately preceding your interviews to
make sure that the process flows smoothly, and will assist you in a
"debriefing" immediately following the interviews. Once we finalize
references on the top one or two candidates, and conduct
credit/criminal/civil litigation/motor vehicle record checks through an
outside service, we will provide you with a detailed, supplemental
written report.
Special Assistance
Our efforts do not conclude with presentation of the final report. We are
committed to you until a successful placement is made. Services that are
routinely provided include:
~ Arranging the schedule of interviews and the associated logistics for
final candidates;
~ Advising on starting salary, fringe benefits, relocation trends and
employment packages;
~ Acting as a liaison between client and candidate in discussing offers
and counter offers;
~ Conducting a final round of reference checking with current
employers (if not previously done for reasons of confidentiality); and
~ Notifying unsuccessful candidates, who were not recommended for
interview, of the decision.
I I
New Ideas, Trusted Consultants.
~
ALLIANCE
-
RESOURCE CONSULTING LLC
THE POWER OF PARTNERSHIP
One Wodd Trade Center, Suite 1155, Long Beach, California 90831
(562) 901-0769 - FAX: (562) 901-3082
www.a1lianceresourceconsulting.com
COMPANY:
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Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceptional - the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful performance. There are
no deficiencies in major areas or items.
Acceptable - the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
Marqinal - the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating(1-10)
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
SearchFinnRank.doc
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City of Iowa City
City Manager
August 6, 2007
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PUBLIC
www.arcus.net
Arcus
101 West Elm Street, Suite 330
Conshohocken Pennsylvania 19428
610.834.1221
Arcus
600 North Second Street, Suite 100
Harrisburg, Pennsylvania 17101
717.703.3200 local
877.570.8040 tollfree
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PUBliC
City of Iowa City
City Manager
August 6, 2007
.. 1'\t:CUS~
Pu b lie
August 3, 2007
Sylvia A. Mejia
Personnel Administrator
Office of the City Clerk
410 E. Washington Street
Iowa City, IA 52240
Dear Mrs. Mejia:
Arcus Public is very excited for the opportunity to assist Iowa City in their search for a new
City Manager. Arcus Public's experience in placing the City Manager for the cities of San
Antonio and Irving, TX provides us with the knowledge and experience needed to
successfully execute this search. Recently awarded the City Manager search in McKinney,
TX, the CIO search in Chandler, AZ, and the Director of Finance search in Tacoma, WA;
Arcus Public continues to excel at executive search solutions across the nation. Our
partnership approach and high quality of work fosters the level of comfort our clients value
and deserve. This collaborative approach has enabled Arcus Public to conduct multiple
searches for the majority of the clients we serve.
Arcus Public is an Executive Search firm that specializes in identifying and placing
exceptional executives within the Public Sector. We work with cities, counties and states
throughout the nation to define the profile of the ideal candidate and target similar
organizations from which we attract the best and the brightest for delivery to our client.
We at Arcus Public differentiate ourselves from our competition by seeking out passive, as
well as active candidates that will best meet the needs of our clients. By conducting
searches in this manner we are able to provide a tailored pool of candidates rather than
recycling the same candidates search after search.
Arcus Public is a leader in providing Executive Search to the nation's largest cities and
government agencies. A sampling of our recent placements includes:
. City of San Antonio
. City of Philadelphia
. City of Dallas
. Los Angeles World Airport
. State of Texas
. City of Tacoma
. City of Los Angeles
. City of San Jose, CA
On behalf of Arcus Public, we would be thrilled to be your firm of choice to conduct this very
important search! Please feel free to contact me directly at 877.570.8040. I look forward to
speaking with you in the near future.
Sincerely,
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Chris Kennedy
National Sales Manager
Chris.Kennedv@arcus.net
CC: Scott J Reilly, Vice President
COMPANY PROFILE
Arcus is an executive search firm. We specialize in identifying the nation's best and
brightest executives, and delivering those individuals to our Public Sector Clients.
Our Partners are typically city, county, state, and government organizations as well
as authorities and non-profits.
Since 1999 President and CEO R. Douglas Firestone has amassed a team of
industry-experienced professionals with a shared vision and a common goal.
The Vision - Better LeadershiD. Better Governance
The Goal - Redefine the standard of excellence for
Executive LeadershiD in the Public Sector
Today, this dynamic company, headquartered in
Harrisburg: 600 North 2nd Street Harrisburg, PA
17101 is one of the fastest growing firms of its kind in the United States. Additional
locations include our offices in Philadelphia: 101 W, Elm Street, Suite 330,
Conshohocken, PA 19428, Pittsburgh: 8193 Thompson Run Road, Pittsburgh,
PA 15237 and Los Angeles: 10635 Santa Monica Blvd., Suite 360, Los Angeles,
CA 90025. Recognized as a leader in public sector executive searches, Arcus has
attained "preferred" vendor status or an exclusive relationship with the majority of its
client partners. While earning the confidence of our clients from coast to coast, we
have managed to grow the firm nearly 260 percent since its inception
Our Mantra - Exceptional Talent. Total Confidence.
WHY ARCUS?
We are different. As a company, our strengths lie in our people, our passion, and our
commitment. Arcus employs an extremely talented group of professionals that bring
a diverse set of skills and an average of 10+ years of experience in government and
private sector venues. Extraordinary, trusted client partnerships have separated us
from others in the industry. Embracing a small business approach has enabled the
entrepreneurial spirit of Arcus, while also ensuring a personalized approach and
customized solution for our partners.
It is our unique understanding of the complexities of the public sector that gives us
an edge. We know what to challenge potential candidates on, and we know how to
discern and qualify the very specific set of skills an executive needs in order to
succeed within the public realm. Our particular expertise lies in our ability to reach
out to and ultimately attract the best and the brightest into the public executive
domain. Short and long term, Arcus is looking for valued, long lasting partnerships,
where we can have a real and positive effect for our client.
Our Public Sector Team provides a full range of customized executive recruiting and
management consulting services. Particular areas of expertise lie within strategy,
human resources, process and solutions. We have served in an advisory capacity to
city, municipal, and state governments across the country.
rArcus-
1
Exceptional Talent. Total Confidence. ™
P U 811 C
Historically, our specialized executive recruitment services have been client driven.
By building strong client partnerships, and practicing arduous due diligence, we gain
an invaluable understanding of the mission, motivation and culture of our client. This
has allowed us to successfully recruit across all departmental disciplines and
ultimately to provide top executives to an array of governmental agencies and
authorities. (e.g. Information Systems, Engineering, Health and Human Services,
Water Utilities, Economic Development, Assistant City managers, City Managers,
etc.)
WHAT WE DO 01 FFERENT
Our executive search goal is to specify, identify, qualify, and deliver top-level
executives. After consulting with client executives and stakeholders, we utilize a
systematic search methodology to customize and tailor the ideal candidate and
position profile to meet the specified need.
Targeting organizations that are similar to our client, we set out to find individuals
that meet and exceed the background, education, experience, and personal
characteristics required. This is done in a highly confidential manner and in
compliance with applicable legal standards. Once a potential candidate has been
identified, they will enter into a rigorous qualifying process to further establish the
''fit''. A comprehensive Confidential Report on each of the selected candidates is
prepared to include pertinent information relative to the candidates work history and
background. A professional appraisal of the candidates' competencies compared to
the specific requirements will be provided as a continuum to the Report. In the form
of a Binder Presentation, we meet with the stakeholders to make our
recommendations. We deliver individuals that are competent, qualified, and capable.
We deliver individuals that want the job. We deliver solutions.
2
~ l~CUSw
Exceptional Talent. Total Confidence. ™
PUBLIC
Individuals Assigned to Searches:
Scott Reilly, Vice President will provide executive oversight
and quality assurance to the Search. Scott serves as the last
Arcus 'hurdle' that all Executive candidates must leap in order to
make the final cut for promotion to the client for consideration.
He is the final point of quality control for every Arcus Executive
Search.
With more than 15 years of experience in sales and sales
management, Scott provides Arcus with a valuable background
in new business development, contract negotiations, market
analysis and strategic planning. He has worked directly with
City Managers, Chiefs of Staff for Governors, Mayors,
Commissioners and Executives of cities, states and authorities across the country.
He has held various positions from account manager, sales manager, district sales
manager, regional sales manager and VP of sales in a variety of industries.
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During his tenure with Arcus Public Scott has managed numerous Public Sector
executive searches including: City Manager searches in the Cities of San Antonio
and Irving, as well as the current City Manager search in the City of McKinney. Scott
has also managed a bundle of other searches for executive directors and assistant
city managers.
Chris Kennedy, National Sales Manager, will be the
engagement partner dedicated to this project. During this
engagement, he will be responsible for everything from the client
and key stakeholders meeting to developing of the specific
profile and parameters.
With more than six years of sales and account management
experience, Chris has been responsible for building and
managing major accounts, contract negotiations, marketing
initiatives, and strategic business development for national
accounts. He joined the Arcus Public team as the National Sales
Manager. He has worked with many clients throughout his
career and has been charged with staff training, RFP development and building new
business. Chris has built strong and long lasting relationships with both clients and
candidates enabling him to build a vast network of contacts through multiple
industries.
Lisa Pursel, Executive Recruiter, will be dedicated to this
project. During this engagement, Lisa will be responsible for
identifying, profiling, and the initial screening of all candidates.
She will assist in coordinating interviews, soliciting feedback,
and conducting professional reference checks. Additionally, her
role will include qualifying potential candidates, conducting
interviews of candidates and may be involved in the
presentation of the final candidates to the stakeholders for
consideration.
~i\rcus-
P U 811 C
3
Exceptional Talent. Total Confidence. ™
With more than 10 years of diverse experience within the industry, Lisa offers a
strong background in Human Resources and Executive Recruiting. She holds her
Professional Human Resources designation and offers a valuable perspective to the
recruiting process. She has built trusted, long-lasting, invaluable relationships with
the clients she has worked with and her goal is to identify the best candidate for the
search assignments for our clients.
Ben Allatt, Executive Recruiter, will be dedicated to this
project. He will be responsible for recruiting, profiling and all
initial screening of candidates. Ben will be responsible for
gather previous work product, news and Internet background
checks and conducting and coordinating face-to-face interviews
with all the candidates.
With more than 10 years of industry experience, Ben has placed
a variety of executives nationwide. Ben consummate
professionalism and ability to convey and match the client's
opportunity to the candidate's career goals has been a proven
success. His highest goal is to achieve a "great match" when completing all search
assignments for our clients.
~ i\rcus.
4
Exceptional Talent. Total Confidence. ™
PUBLIC
Arcus Searches
City ManaQer and Assistant City ManaQer Searches
All searches in this section were run by Scott Reilly
City of San Antonio
City Manager
Assistant City Manager
City of Irvina
City Manager
Assistant City Manager
City of McKinnev
City Manager - Current Search
City of Tacoma
Assistant City Manager
City of Mesa
Deputy City Manager
Citvof Lynwood
Assistant City Manager
Other Relevant Searches
City of Los Anaeles
General Manager Department of Aging
Director of Sanitation
Director of Los Angeles Zoo
Chief Information Officer
City Engineer
City of Irvina
Fire Chief
Director of Human Resources
City Attorney
Director of Finance
City of Dallas
Chief Information Officer
Assistant Director Water Department
Assistant Director of Information Services
Public Information Officer
City of Mesa
Director of Human Resources - Current Search
~ i\rcus.
5
Exceptional Talent. Total Confidence. ™
PUBLIC
City of Ft. Worth
Chief Information Officer
Emoloyees Retirement System of Texas
Chief Information Officer
Development Manager
Director of Benefits
State of Texas
Executive Director Department of Information Resources
City of Philadelohia
Chief Information Officer
Los Anaeles World Airoorts
Chief Information Officer - Current Search
City of Atlanta
Chief Information Officer
City of Lynwood
Director of Human Resources
Deputy Director of Development
Assistant Director of Public Works
City of San Jose
Deputy Director of Administration
Deputy Director of Integrated Waste Management
Philadelohia Police Deoartment
Chief Information Officer
City of Tacoma
Director of Finance - Current Search
Roanoke Redevelooment & Housina Authority
Executive Director
State of Florida
Chief Information Officer
City of Chandler
Chief Information Officer - Current Search
Washtenaw County
Community Development Director - Current Search
6
,-- l'\rCUS.
Exceptional Talent. Total Confidence. ™
PUBLIC
Description of a Past City ManaCler Search
The best way to illustrate our method and approach to perform this search is to
outline the process we went through when we performed the City Manager Search
for the City of San Antonio, Texas. This search began at the beginning of 2005 and
finished in March of that year.
Process
The following is an outline of the individuals which we interviewed for our stakeholder
meetings:
. San Antonio Mayor Ed Garza
. All 10 City Council members
. All 6 Assistant City Managers
. Interim City Manager
. City Auditor
. City Clerk
. Former Mayors Lila Cockrell and Henry Cisneros
. Former Mayor and County Manager Nelson Wolff
. Mayoral Candidate Phil Hardberger (who is the current Mayor of San
Antonio)
. Police Chief
. Fire Chief
. Greater San Antonio Chamber of Commerce Chairman & President
. Hispanic Chamber of Commerce Chairman & President
. South San Antonio Chamber Chairman & President
. Women's Chamber Chairperson & President
. Educational Leaders from universities and school district
. San Antonio Water System Chairman & CEO
. San Antonio Housing Authority Chairman & CEO
. CPS (San Antonio Utility company) Chairman & President
. Former City Manager Alex Briseno
. Civic Leaders
Upon completion of the stakeholder meetings Arcus provided two unique profiles.
The position profile included not only the requirements the successful individual
would possess but also what they would be doing on a daily, weekly and monthly
basis. This profile was critical in analyzing the potential candidates' previous
experience. The second profile was the candidate profile. This profile allowed Arcus
to define the type of individuals that will be successful in San Antonio.
A recruitment brochure was created and agreed upon by the key stakeholders and
advertisements were posted on the appropriate websites. We started our
recruitment process and created a targeted list of individuals and entities that meet
the specific criteria established by the stakeholders. We proactively recruited
passive candidates and spoke with them about the opportunity with San Antonio.
7
,.- i\rcus.
Exceptional Talent. Total Confidence. ™
PUBLIC
Each candidate was screened and met face to face or via video conferencing. They
were qualified and verified as to their specific experience. Background checks and
web searches were completed on the entire finalist list prior to presentation to the
stakeholders.
Eight candidates were selected for formal presentation to the Mayor and Council.
The Mayor and Council elected to bring in five finalists for interviews with the City.
Each candidate interviewed with various panels, made a PowerPoint presentation of
a relevant topic and participated in numerous meet and greets with city and
community leaders. A final candidate was identified and provided a helicopter tour of
San Antonio. The compensation was negotiated and the City Council approved the
hiring of Sheryl Sculley.
Results
The outcome of the service provided for the City of San Antonio was the hiring of
Sheryl Sculley. San Antonio is the 8th largest City in the country and the 2nd largest
City governed by the City Manager form of Government. This was and still is the
highest profile City Manager search in the last three years. Sheryl Sculley was
previously the Assistant City Manager for the City of Phoenix and had held the
position for 14 years prior to leaving for San Antonio.
Special Circumstances
This was an extremely challenging search due to several issues. The search was
started prior to an election in which the Mayor was term limited out and numerous
City Council seats were being contested. Due to the political climate, the search was
slowed, a new Mayor was elected and 5 of the 10 Council seats changed. Arcus
was able to maintain Ms. Sculley as a candidate through the process and work with
the new Mayor and Council for the successful placement. Ms. Sculley has been
extremely successful in her position and the City of San Antonio is thriving as a
result.
~ .L~CUS-
8
Exceptional Talent. Total Confidence. ™
PUB LI C
References
All listed executive searches were performed by Arcus Public as the sole contractor.
Arcus was completely responsible for the management and completion each of the
searches mentioned.
Citv of San Antonio - City Manager Search - 2005
Sharon De La Garza
Director of Human Resources
111 Plaza De Armas
San Antonio, Texas 78205
210-207-4016
sdelaaarza@sanantonio.aov
Citv of Irvina - City Manager and Assistant City Manager Searches -2006
Herbert A. Gears
Mayor, City of Irving
825 W. Irving Boulevard
Irving, TX 75060
972-721-2493
haears@citvofirvina.ora
Tommy Gonzalez
City Manager
825 W. Irving Boulevard
Irving, TX 75060
972-721-2521
taonzalez@citvofirvina.ora
Citv of Mesa - Deputy City Manager Search -2007
Chris Brady
City Manager
20 East Main Street Suite 750
Mesa, AZ 85211
480-644-2066
chris.bradv@citvofmesa.ora
Julie Yu
Assistant Director of Human Resources
20 East Main Street, Suite 750
Mesa, AZ 85211
480-644-2367
iulie. vu@citvofmesa.ora
,.- i\rcusw
9
Exceptional Talent. Total Confidence. ™
PUBLIC
Citv of Tacoma - Assistant City Manager Search - 2006
Eric Anderson
City Manager
City of Tacoma
747 Market Street
Tacoma, WA 98402
210-207-4016
Eric.Anderson @citvoftacoma.orQ
Tansy Hayward
Assistant to the City Manager
City of Tacoma
747 Market Street
Tacoma, W A 98402
253.591.5130
Tansv. Havward@citvoftacoma.orQ
10
~ .L~CUS-
Exceptional Talent. Total Confidence. ™
PUB LI C
Proposed Work Plan
1. Developing the Candidate Profile
Arcus' approach to executive searches is a very personal and systematic one. Our
success is very much dependent on the access and information granted us by the
client organization, so that we can gather all the information possible to have a true
understanding of the client's needs. Only if we know the organization intimately and
develop a very thorough and detailed profile of the ideal candidate, can we be
assured of the right match for the organization and the individual who is ultimately
selected.
We pride ourselves in the value add we bring to the table by working with the client
to develop the profile of the ideal candidate from which to conduct our search. We
do this by spending a great deal of time with the chief decision makers, elected
officials, etc. at the very beginning, learning the history of the position, the mission
and goals of the Organization, the past successes and failures of the position, staff,
budget and virtually everything the selected candidate would need to have
experience and success addressing. In order for us to locate the ideal leader for an
organization, we must know where that organization wants to go and what it will take
to get it there.
Each search is different and we invest as much time in getting to know the style and
organizational culture of our client as we do getting to know each candidate under
consideration. We develop a strong relationship with the decision makers and
people with whom the potential candidates would be working to ensure the right
match. We spend time with the decision maker(s) to understand their idea of the
"ideal" candidate, their own management style, and what the position means to them
and to the organization. We learn and adopt the Organization's vision, so that we
are able to recruit candidates who will embrace those goals and lead a strategy that
will support that vision.
We prefer to interview other successful executives at the peer level of the vacant
position to get an understanding of the kind of leaders who are successful in the
Organization. We also find it valuable to interview some subordinate level staff, if
possible, to assess some of the challenges or strengths within the current resources
that the incoming executive would find.
These early stages of the search are, in our mind, the most important. Our entire
search team, including our assigned recruiter(s), is involved in this information
gathering/ relationship process from the beginning so we all know exactly what our
client is seeking in applicants and are qualifying candidates on the client's
organizational culture.
For national searches, our team also investigates the community in which the
position resides. We investigate the public and private school options, and even
spend time with a realtor to get a feel of the local housing market for relocation. All
of this helps us when we screen and sell candidates on the position.
,- .L'\rCUsw
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Exceptional Talent. Total Confidence. ™
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From the interviews and fact gathering, we will prepare a comprehensive Candidate
Recruitment Profile for the position, with the desired qualifications and
characteristics, for approval by the Client's designee(s). It is from this customized
Profile that we conduct our systematic search.
2. Input from Stakeholders
The first steps in any search begin with our onsite stakeholder meetings. The
purpose of the stakeholder interviews is to allow Arcus an intimate understanding of
the organization, the people and the environment. These interviews are how we
develop the two key profiles in which the search is built around. The first profile is
the position profile. The position profile includes not only the requirements the
successful individual will possess but also what they will be doing on a daily, weekly
and monthly basis. This profile is critical in analyzing the potential candidate's
previous experience.
The second profile is the candidate profile in which we spoke previously about. This
profile allows Arcus to define the type of individuals that will be successful in your
organization.
The stakeholder meetings begin with developing the list of individuals that will be
working directly with this person. This list would include the Mayor, the City Council,
important civic and community leaders, the Human Resource Director and all direct
reports of the City Manager. Arcus is committed to spending as much time as
necessary on the stakeholder meeting to ensure a successful placement.
The stakeholder meetings are approximately one-hour interview session in which our
team will ask probing questions to what will make the candidate successful. These
are generally done on an individual basis.
3. Candidate Pool
Arcus is a relationship driven, select targeting firm. We use our own internal
database to draw upon potential candidates with whom we have built relationships
and/or referrals. We use the telephone to reach out to referrals and candidates
initially. We use the Internet as well as select research firms to investigate credit,
criminal and other background checks as well as to obtain any written publications
authored by, or regarding, the candidates. Beyond this limited use of technology, our
efforts are all carried out in person. We post the job on the Internet or advertise in
print as required by the client organization. Even our utilization of networks of
professional or trade associations, is done in person. This personal approach is how
we have been most successful in targeting and attracting the best and most diverse
selection of candidates.
Each Arcus recruitment effort is customized specifically to the client organization's
needs and preferences. One of the additional values achieved from the time we
spend in the beginning is getting to know the client organization and its culture and
obtaining mutual agreement on a process that works for both of us. While we have a
very strict and systematic internal qualifying/screening process, it is only visible to
the client in the result it produces. Any processes external to our
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Exceptional Talent. Total Confidence. ™
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qualifying/screening process may be modified to accommodate the client's
organizational needs.
4. Arcus Process in Screening
While the general steps outlined herein are the basis of the Arcus search, flexibility is
built into our model to accommodate a particular client's preferences. Our search is
customized to best meet the needs of our client and as long as we are not asked to
forego steps to ensure quality, modifications or additions can be made.
Sourcing/Recruiting Candidates
Our Senior Executive Recruiters (100% dedicated to this search) will identify
candidates who have been successful in like organizations
in similar positions. We search from a variety of sources to
ensure development of a broad representative pool in
terms of affirmative action efforts and experience; including
our own network of contacts and files; public or private
entities, professional and other associations and
organizations related to the position and referrals. We do
targeted advertising in publications specific to the position.
Targeted Recruiting
Arcus maintains a national database through extensive networks in industry specific
business groups, trade and professional organizations. To further ensure a diverse
candidate pool, we also source candidates from professional organizations and
networks that are ethnic and gender specific. We reach out to a variety of sources to
collectively find the best talent available.
As a result of our previous and ongoing recruiting efforts within government and
quasi-government organizations, (local, city, county, and state) Arcus has, and
continues to build, an expansive network of candidates that includes the best and the
brightest in the public sector. That network of candidates exemplifies our
professional commitment to building valued relationships, knowing the individuals'
experience and leadership styles, and understanding their needs and career goals.
By operating within these guidelines, our deliverable to our client results in being a
known and trusted entity.
Screening/Qualifying Candidates
Our Senior Executive Recruiter conducts preliminary screening interviews of all in-
house candidates and the most promising candidates to determine their
qualifications, pertinent accomplishments, experience, ability to meet special needs
of the position and their interest in being considered. Preliminary screening will be
based on a resume rating instrument developed from criteria contained in the
customized Candidate Recruitment Profile, information contained in the resumes
submitted to Arcus, and Arcus' knowledge of the people and organizations with
whom and in which we work. At this point in the search, our recruiter is also securing
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Exceptional Talent. Total Confidence. ™
PUBLIC
preliminary, confidential reference information on the most promising candidates (as
available and appropriate) to verify experience and qualifications; Le., to ensure that
it is worthwhile proceeding with them.
After qualifying the best candidates into our process, those individuals are subjected
to two more rounds of interviews by additional Arcus Executive staff. The same
criteria are used, but the emphasis here, is on organizational and cultural fit, and
political acumen. This process assures the quality we demand of the short list of
semi-finalists that are selected.
All candidates are met face-to-face when possible. If the face-to-face interviews
cannot be arranged then video conferencing is arranged to ensure that the recruiters
and executives within Arcus are comfortable with the candidates they are presenting
for consideration.
Investigation
When all members of the Arcus qualifying team have agreed that the candidate fits
the desired profile we begin extensive background checks to include: criminal,
education, and financial investigations. Reference calls are completed. Political
Internet searches are conducted. This entire procedure is intended to further
eliminate unqualified candidates, and to validate the credentials of the final
candidates in process.
Selecting Finalists for Promotion to Client
From our rigorous qualifying process and investigation, Arcus
typically narrows the field of qualified candidates to the top 6-8.
We present all of the Client's designated representatives with a
comprehensive book of material on each of the selected
individuals. These books contain summary profiles, resumes,
applications, articles by or regarding the candidate, pertinent work
product, and photographs of those candidates whose
qualifications, work experience, achievements, and/or other
special qualities qualify them for the position. This comprehensive
Confidential Report on each candidate covers not only the
candidate's working career and those personal aspects that are relevant to the
position, but also our appraisal of how the candidate's competencies compare to
your specific needs and environment. Arcus and the Client's representatives will
meet to review the detailed contents of the book.
5. Internal Candidates
Arcus always screens and evaluates those applications and resumes received by the
Client from in-house or outside applicants to insure, on the client's behalf, that the
process is considered fair to all applicants and to determine if any of these
individuals are qualified, viable candidates. We encourage/invite qualified minority
and female candidates to enter the candidate pool. Often, at the client's preference
we keep all in-house applicants in process until the final qualifying phases of the
14
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Exceptional Talent. Total Confidence. ™
P U 8 LI C
search process, unless it is clearly established that certain individuals are not
qualified.
We review, evaluate and acknowledge in writing all applications and resumes
received. Additionally, we ask that all solicitations for consideration made directly to
the client be forwarded to Arcus immediately to avoid duplication of efforts and take
work off the client's shoulders.
6. Client Selection of Candidates for Interview
The finalist interviews would be in two phases. The first phase would be an oral
presentation accompanied by a visual presentation. We typically ask all candidates
to prepare a twenty-minute presentation in a power-point format. This presentation
can be on a topic agreed upon by Arcus and the client. The purpose of this
presentation is to allow the selection committee to see how the candidates
communicate their thought process and the candidate's ability to effectively express
those thoughts to their audience.
The second phase of the interview is the formal interview. This involves the same
set questions asked to each candidate by the same panel member. This allows the
selection committee to evaluate each candidate on a fair and equal field. These
questions are agreed upon in advance with Arcus and the selection committee.
Arcus will be involved throughout the entire interview process to facilitate the
interviews.
7. Selection of Finalist
Arcus would work closely with the Mayor, the City Council and Human Resource
Director for selecting the finalist. Arcus will make a portfolio presentation to the key
stakeholders which will include; the resume, a brief bio written by the candidate, a
description of the candidate's strengths and weaknesses, and an answer to the
questions 'Why Should I be the Next..." Upon our face-to-face presentation of the
finalists, with our recommendations and comprehensive background information, we
require that the Client select the number and names of the candidates it wishes to
interview in person.
Upon the Client's direction, Arcus personnel will coordinate with Client personnel to
arrange interviews with the top candidates selected for consideration. Arcus will work
with the client to coordinate any travel or accommodation details that may be needed
for each outside candidate.
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Exceptional Talent. Total Confidence. ™
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8. Hiring
Once its time for a hiring decision, Arcus will provide assistance on final employment
matters, such as the negotiation process with successful candidates and notification
to unsuccessful candidates.
Any candidate that is presented for consideration will have been pre-qualified on the
salary range, benefits and relocation package. Once the finalist has been selected it
is our standard practice that the client sends a formal offer letter to Arcus on behalf
of the successful candidate. Arcus will facilitate the signature and closing of the
process.
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Exceptional Talent. Total Confidence. ™
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9. Proposed Timeline
Day 1
Day 2
Day 3
Day 4-10
Day 15
-
Day 60
Day 70
Day 80
Day 90
Day 95
-
. Deadline for RFQ's from Executive Search Firms
. Evaluation and selection of Search Firm
. Arcus to negotiate and finalize contract.
. Facilitate a meeting to discuss timelines, recruitment process and plan
for completing the Position and Candidate Profiles
. Arcus to meet with identified stakeholders to begin the due diligence
process
. Simultaneous indust research takin lace
. Arcus presents draft of Profile
. Finalize Profile
. Search Firm conducts recruitment to include:
o Journals, personal contacts, websites, etc.
o Place advertisements
o Review resumes
. Progress Report-Check for quality and diversity of applicants.
Determine need to target any specific group or area.
. Review and qualify all potential candidates
. Arcus concludes the recruitment campaign
. Review and finalize candidate selection to be presented
. Arcus conducts reference checks of finalists to include:
o References for finalists are contacted and background
checks completed
o Newspaper search conducted on finalists
o Finalists are advised of status and further instructions given
to continue assessment rocess
. Presentation of 6-8 qualified candidates to the Selection Panel
. Arcus will facilitate a review of the final candidates
. Conduct first round of candidate interviews with the Search Committee
and key stakeholders
. Finalize decision on the candidate of choice and negotiate employment
agreement with the candidate
. New City Manager named.
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Exceptional Talent. Total Confidence. ™
Arcus Statement on Diversity
Diversity is one of our core values, as well as part of our heritage.
~~ It acknowledges and celebrates the richness and value created by
the differences among our employees, our customers, our service
offerings, and our businesses. It is about people, backgrounds,
lifestyles, ideas and balance between our work and personal lives.
It is about maximizing the contributions from all members of our
team so that we deliver greater value to our customers. It is about
valuing differences. It is not a code word for affirmative action. It is
much larger than that. It is about valuing differences. It is about
inclusion. It relies on standards of performance and behavior,
which lead to mutual respect. Diversity is about effectively using our collective talent
to create a competitive advantage that leads to success - both for our internal
support staff and contract workforce. Arcus is truly committed to effectively recruiting
and maintaining a diverse workforce.
Arcus maintains an Affirmative Action Program and policy to afford equal
employment opportunity to all without regards to race, color, religion, sex, national
origin, sexual orientation, handicap or disability or status as a disabled veteran or a
veteran of the Vietnam War era. We take affirmative action to ensure applicants for
employment and employees are treated without regard to these characteristics. The
sole basis for decisions regarding employment status has been, and will continue to
be, an individual's qualifications, and based only on valid, non-biased job
requirements in positions being filled. To carry out our policy, the commitment
includes, but is not limited to: recruitment, hiring, promotions, transfers,
compensation, benefits, layoffs, terminations, educational tuition assistance and
company sponsored training and recreational programs.
Arcus employs responsible reporting and monitoring procedures to ensure that all
personnel actions are in strict compliance with the Equal Opportunity Policy and our
Affirmative Action program. We are further committed to being an Equal Opportunity
Employer by various federal, state and city laws on fair employment practices, All of
Arcus' advertising reflects these same important standards.
18
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Exceptional Talent. Total Confidence. ™
PUBLIC
COMPANY: A fJ eY T
Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceptional - the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful performance. There are
no deficiencies in major areas or items.
Acceptable - the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
Marqinal - the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating (1 -10)
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
SearchFinnRank.doc
PROPOSAL FOR IOWA CITY
RECRUITMENT FOR
CITY MANAGER
~
AVERY
a \ \ 0 ( i ate \
William Avery & Associates
Management Consultants
OWNERSHIP AND COMPANY J
PROFILE
---.--------
PROJECT TEAM ASSIGNED
QUALIFICATIONS
SERVICES PROVIDED
REFERENCES
GUARANTEES AND ETHICS
TIME LINE
August 1,2007
Sylvia Mejia, Personnel Administrator
City of Iowa City
Office of the City Clerk
410 E. Washington St.
Iowa City, IA 52240
Dear Ms. Mejia:
p;;~
AVERY
associates
Los Gatas
Santa Cruz + San Luis Obispo + Bend, OR
Thank you for the opportunity to submit our proposal in consideration for executive recruitment
services for the City of Iowa City. We feel well suited to fulfill your executive search
requirements based on our track record of successful recruitments, our service approach, and
overall recruitment expertise.
A very Associates is a San Francisco Bay Area based consulting firm, which specializes in
Executive Search and Labor Relations consulting. While we often conduct national recruitments,
the majority of our business base is in the western states. Our home office is located in Los
Gatos, California, a suburb of San Jose. Our company was incorporated in 1982, with a primary
emphasis on labor relations. In 1997, the firm started a search practice with a focus in both the
private and public sectors. During the high technology "meltdown" in 2000, we shifted our
recruitment focus exclusively to public sector recruitment and an occasional not-for-profit
assignment. Since that time, our recruitment practice has evolved into one of California's
leading municipal executive search entities. During the past three years, we have completed
between 40-50 executive recruitments annually. Our goal is to expand and maintain a practice
focused in the western states. While the majority of our clients are in California, we also have
clients in Washington, Oregon, Arizona and Colorado.
We take great pride in our ability to provide our clients with positive recruitment service and
exceptional results. We would be honored to include the City of Iowa City among our clients and
are confident you will be pleased with the results and service level from our executive search
services. Following your review of this proposal, it is our hope that our knowledge and
background in municipal recruitment and in your specific recruitment needs will provide the
basis for positive consideration of our firm. This proposal of recruitment services contains the
following information:
1. Ownership and Company Profile
2. Project Team Assigned
3. Qualifications
4. Services Provided
5. References
6. Guarantees and Ethics
7. Timeline
If you have any questions regarding our services or this proposal, please do not hesitate to call
Paul or me at 408-399-4424.
Sincerely,
William Avery & Associates, Inc.
Labor Relations/Executive Search
3Y, N. Santa Cruz Ave., Suite A
Los Gatos, CA 95030
408.399.4424
Fax 408.399.4423
www.averyassoc.net
~
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I
STATEMENT OF QUALIFICATIONS FOR THE CITY OF IOWA CITY
RECRUITMENT FOR THE NEW CITY MANAGER
1. Avery Associates - Ownership and Company Profile
A very Associates is a Los Gatos, California based Management Consulting firm
incorporated in 1982 and owned by Bill Avery.
The initial focus of the firm was Labor Relations as representatives of management. In
1997 the company expanded into the area of Executive Recruitment. Avery Associates
now has a staff of 10 of which eight are dedicated to the recruitment practice. The
growth of the firm recently resulted in the opening of offices in Santa Cruz, San Luis
Obispo and Bend, Oregon.
Our firm currently has two Principals and several key Consultants. Bill A very heads the
Firm and the Management/Labor Relations practice in addition to participating in key
searches. Paul Kimura is the Principal who oversees the Search and Recruitment
practice. Ann Slate, Cris Piasecki and Gary Rogers form the core recruitment team for the
firm. Jackie Collins, Canela Bermea and Leah Jakusovszky handle administrative
support. Anne Matteini oversees contracts and finance. Ellen Aldridge works with
Mr. A very in the labor relations practice.
We offer a unique recruitment service as the background and capabilities of our firm
Consultants gives us the ability to provide recruitment services that positively
differentiates us from other strictly public sector search firms. We do so by incorporating
private sector search methodologies into our public sector recruitment process, and
combining "best" practices from each of the sectors in which we operate.
.
I
2. Project Team Assigned
~
Bill A very or Paul Kimura serve as the Principal in charge of all recruitment projects.
Mr. A very or Mr. Kimura will be personally involved in all client meetings, development
of position specification, outreach strategy, interview and assessment of candidates,
presentation of candidates and participation in the final interview process with the client,
and will be available throughout the search process to provide other related consulting
serVIces.
Our approach to a recruitment project is heavily reliant on a team approach. In every
assignment we would have Ann Slate, Gary Rogers or Cris Piasecki serve in the critical
role of Senior Recruiter/Outreach Coordinator.
..
I
3. Qualifications
~~
Bill Avery and Paul Kimura are the two firm Principals who will lead the Avery project
team. The senior recruiters include Ann Slate, Gary Rogers, and Cris Piasecki. Senior
recruiters assist in the development of the search strategy, conduct the majority of the
outreach effort, and as-needed will assist in the qualifying of candidates for interview,
development of candidate assessments, and completion of reference interviews. Ms.
Slate is formerly the HR director for the City of San Luis Obispo; Mr. Rogers is the
former HR director for the Town of Los Gatos; and Ms. Piasecki is a former recruitment
director in the high technology field. Due to the timing variations of a recruitment cycle,
our recruiters are able to provide dedicated support to several assignments
simultaneously. The professional profiles of Messrs. A very, Kimura and Rogers; and Ms.
Slate are enclosed with this proposal.
Avery Profi Ie
William Avery
William Avery founded his successful management consulting firm in 1981.
He has directed William Avery & Associates in service as a Labor Relations and
Executive Search consultancy, serving personal~ as a chief negotiator, trainer,
and representative in grievance and disciplinary matters.
~~
AVERY
A specialist and wide~ recognized expert in employer-employee relations, he
has served as a Ciry Manager (Los Gatos) and Assistant Ciry Manager. While
Ciry Manager. he was President of the Santa Clara Counry Ciry Manager's As-
sociation and Chair of the Counry Employee Relations Service.
ass 0 ( j ate s
William Avel)' &: Associates
Management Consultants
3\"2 N. Santa Cruz Ave, Suite A
Los Gatos, CA 95030
408.399.4424
Fax: 408.399.4423
Bill has lectured at De Anza College, San Jose State Universiry, and Stanford
Universiry. and regular~ makes presentations for the League of California
Cities, CALPELRA, and other public sector organizations.
Building on his personal track record of success, he expanded the firm's focus
to include increased emphasis on public and private sector search. He added
proven industry professionals with expertise in these areas. The result has been
to create an exceptional~ strong management consulting firm, now known
as Avery Associates, with the expertise to provide the full range of services
reQuired for successful public or private sector executive search.
A key measure of the firm's success has been the many long-term relationships
that he and his staff have established with clients.
Bill holds B.A. in Political Science and an MPA from San Jose State Universiry,
where he was graduated with highest honors.
EXECU riVE SE/\~ClI
IIUMi\N RESOURCES CONSUlIINC
Avery Profile
Paul Kimura
Paul Kimura brings a uniQue combination of recruitment and business experi-
ence to Avery clients.
~~
AVERY
Paul is involved in leading both private and public sector professional searches.
He has been both a corporate recruitment director and HR director for a number
of high technology companies, ranging from Fortune 500 firms such as Novell
and National Semiconductor to a Silicon Valley start-up. His proven recruitment
and HR generalist skills help him bring forward the best available candidates and
properly assess their skills and "fif' with client organizations.
associates
Indeed, many of the recruitment strategies and tactics incorporated into the Avery
search process are a direct result of Paul's extensive recruitment experience in
the high technology industry.
William Avery & Associates
Management Consultants
3Y2 N. Santa Cruz Ave, Suite A
Los Gatos, CA 95030
408.399.4424
Fax: 408.399.4423
Paul has been a successful HR consultant, guiding clients through all aspects of
Human Resources functions - compensation & benefits, employee and manage-
ment training, performance management. and termination issues.
He is skilled in areas such as strategic planning, executive coaching, separation
negotiation, and organizational assessment and design. It's another service that
Avery Associates is able to offer its clients because of the uniQue background of
its principals - and Paul's extended skill set in Human Resources underscores
the fact that Avery professionals "have been there" and understand your needs
from a personal perspective.
Paul holds a B.5. degree in Business Administration from San Jose State Universiry.
He is active in professional HR organizations and in the communiry,
where he has worked with a number of education, youth service, civic, business,
and cultural organizations.
"Just as Avery looks to form long-lasting relationships with its clients, I believe
in making the same commitments within my communi~y."
EXLCUTlVE SE/\RCH
IIUM/\N RESOURCES CONSUL T INC
Avery Profile
Gary Rogers
Gary Rogers joined Avery Associates in 2005 and conducts executive search
and human resources consulting services. Prior to joining the Avery team. Gary
served as Human Resources Director in the communities of Los Gatos and Arcadia
and has 19 years of diverse local government experience.
P'}~
AVERY
With a commitment to the client's needs and attention to detail, Gary has
engaged in more than one hundred executive level recruitments. He also provides
human resources operational audits and special studies. He is dedicated to the
continuous improvement of local government and regular\)' makes presentations
to public sector organizations promoting collaboration and the enhanced delivery
of service.
associates
William Avery &: Associates
Management Consultants
31/2 N. Santa Cruz Ave. Suite A
Los Gatos. CA 95030
408.399.4424
Fax: 408.399.4423
Gary has served as President of the Bay Area Employee Relations Service and
was active in joint powers authority and municipal management organizations. He
earned an M.P.A. from California State University. Long Beach where he received
awards for exceptional research and academic achievement, and holds a Bachelor's
degree in Public Administration from California State University, Chico. Gary
works out of the Avery Associates' Bend. Oregon office.
EXECUTIVE SE/\RCII
IIUMAN RESOURUS CONSULT INC
Avery Profile
Ann Slate
Ann Slate recentlY culminated a 22 year public sector career in Human
Resources. She has worked for the Universiry of California, Santa Cruz, and
the Pajaro Valley Unified School District. before transitioning into municipal
government in the earlY 1980's. first with the Ciry of Watsonville. as their first
Personnel Director. Ann spent the remaining 14 years of her career with the Ciry
of San Luis Obispo. as the Director of Human Resources.
P?~
AVERY
She served as President of the League of California Personnel and Employee
Relations Department. Chair of the Central Coast Cities' Self Insurance Fund,
a risk management joint powers authoriry (two terms) and as President of the
San Luis Obispo Counry United Way. She is a member of the International
Personnel Management Association. and the California Public Employee Relations
Association (CALPELRA).
associates
William Avery &: Associates
Management Consultants
3Yz N. Santa Cruz Ave, Suite A
Los Gatos, CA 95030
408.399.4424
Fax: 408.399.4423
Ann is a graduate of the Universiry of California, Berkeley. and did graduate
studies at San Francisco State Universiry and Cal PolY, San Luis Obispo. Since her
retirement in 2003 from the Ciry of San Luis Obispo. Ann has assisted a number
of non-profit organizations and other cities with team-building. organizational
goal setting, and recruitment for executive officers. Ann joined Avery in 2004.
LXLCUTlVL SL,\I\ClI
HUMt\N I\LSOUI\CFS CONSULT INC
4. Services Provided
~~
During the past 15 months, we've also completed City Manager recruitments for the
cities of Los Altos, Greenfield Redding, Hanford, Los Altos Hills, King City, Vallejo,
Half Moon Bay, Belmont, Rancho Palos Verdes and Emeryville. Currently, we are
engaged with City Manager assignments for the cities of Los Gatos, Atherton and
Colorado Springs. Below is a listing of the City Manager recruitments we've done within
the last seven years.
Position
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
Town Manager
Client
City of Redding
City of Reedley
City of Pismo Beach
City of Avalon
City of Vallejo
City of Gonzales
City of San Marino
City of Sanger
Town of Los Gatos
In these engagements, Paul Kimura and Bill A very were Principal Consultants for the
assignments. All assignments required extensive participation in defining the ideal
candidate and in the selection process. These searches were completed within six months.
a. Recruitment Plan
(1) Development of Candidate Profile and Organizational Assessment
The initial assessment phase is a critical component of our search process.
Our Project Lead will meet with the key decision makers and if
appropriate, key stakeholders, to discuss the organizational needs, ideal
candidate attributes, and position requirements and to formalize the job
description. Our goal for this aspect of the recruitment process is to:
.
Understand the City priorities for each position.
.
Develop a clear understanding and consensus on the expertise,
experience, education, performance attributes and operational style
of the ideal candidate.
.
Discuss the goals, objectives, deliverables, and challenges related
to this position.
~~
.
Gain insight of the various organizational dynamics and
departmental issues that exist within the organization.
.
Identify the compelling aspects to this opportunity.
The formal position description and a subsequent ideal candidate profile
would be developed from the above discussions and incorporated into the
formal position announcement. The candidate profile is also utilized in
various other means as a marketing tool, for advertising copy, postings,
and for other announcements.
(2) Development of the Search Strategy & Outreach to Potential Candidates
The search strategy is developed in conjunction with the organizational
assessment. The final approach is based on your input and considerations
during the assessment activity. In all cases, we feel it is critical to develop
a high level of visibility with a comprehensive outreach program
supplemented by a focused targeted recruitment approach. We would
incorporate the following elements into this search:
.
Development and contact of a targeted candidate list based on our
extensive database of recruitment contacts, referrals and
recommendations from key sources and other current and former
incumbents or related personnel who have extensive contacts and
networks in the area being recruited.
.
Job postings on Internet-based job boards and association-based
web sites that are unique to these disciplines and/or to the public
sector in general.
.
Research, which begins with identification and contact of current
incumbents or other candidates who meet the profile, but are not
actively seeking employment. This is the crux of our direct and
aggressive phone and email outreach approach. It is our
experience that despite extensive mailing, postings and
announcements, many qualified individuals will not know of a
position being available.
.
An extensive, personalized mailing campaign to individuals
identified through the identification process described above.
.
Print advertising in various periodicals related to the various
positions being recruited. These may include discipline-specific
~
periodicals, or general distribution magazines such as Jobs
A vail able or League of Cities publications.
.
Development and distribution of the comprehensive posItIOn
announcement to various city, county, and state departments, as
well as agencies throughout the state and country.
.
Reaching out to ethnically based or gender based organizations via
email campaigns and/or direct mail and phone outreach.
(3) Candidate Assessment and Screening
Our assessment process involves several "tiers" of evaluation. All
candidates responding to this position will initially be evaluated based on
their resume and if appropriate, an extensive phone "screening" by a firm
Consultant. Candidates who pass the initial "qualifying" criteria are then
scheduled for a formal interview with the Principal in charge of the
project. These extended personal interviews typically take one hour and a
thorough discussion and evaluation of their experience, accomplishments,
management philosophy and interpersonal style takes place. Those
individuals who appear to best fit the position requirements will have two
initial reference interviews conducted and documented. The Principal who
conducted the formal interview will also develop a written candidate
assessment based on the interview.
(4) Candidate Presentation
Upon completion of formal interviews, a selection of candidates is made
and presented to our client. We feel that our extensive qualification,
interview and reference process will provide our client with a
comprehensive evaluation of the recommended candidates.
The final candidates are presented in our candidate presentation "book".
Each finalist will have a file consisting of a candidate summary sheet, a
resume, the candidate assessment report (based on the formal interview),
and two candidate reference interviews.
(5) The final Interview Process
Once the final candidate interview group is identified, we will assist in the
structuring of the interview process and coordinate the interview
scheduling activity. Our firm will also provide candidates with guidance
related to travel planning and hotel accommodations, as well as other
interview planning issues. Generally, the client will secure the interview
~~
panelists for this phase of the evaluation. We can assist with development
of the logistics and development of interview questions.
We will attend the final interviews to observe and to actively facilitate the
consensus deliberation upon completion of these interviews. Prior to or
consistent with the final decision, our firm will also arrange for
completion of a summary background check on the City's final one or two
candidates. Costs associated for these background evaluations are
included in the expense budget.
(6) Appointment. Position Closure and follow-Up
Based on the firm's experience in human resource management and
executive search, we are able to assist our clients in formulating
appropriate compensation and other employment arrangements. We will
be available throughout our retention to assist in this process. This
includes negotiating the terms and conditions of employment.
I
5. References
a. City of Emeryville, CA
Nora Davis, Mayor 510.596.4376
b. Town of Los Gatos
Joe Pirzynski, Mayor 408.356.3024
c. City of Rancho Palos Verdes
Steve Wolowicz, Council Member 310.378.9911
e. City of Los Altos
Valerie Carpenter, Mayor Pro Tern 650.941.0487
~~
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I
6. Guarantees and Ethics
~
Whenever William A very & Associates, Inc. is retained, we make several guarantees and
commitments to a client. Due to our experience, knowledge and success within the
management consulting field, we assure a client that we will only present candidates who
meet a substantial majority of the ideal qualifications that you have outlined. We are also
committed to continue our search efforts until a successful candidate is employed.
It is also our practice to replace a candidate who may voluntarily resign during the first
year of his/her employment. This same commitment applies if the client finds it
necessary to terminate or to request the resignation of the selected individual in the first
year for reasons which would have precluded his/her employment had they been known
at the time employment started. In either case, we invoice a client only for out-of-pocket
expenses incurred in identifying a replacement.
..
7. Recruitment Timeline
~
Our experience reflects the approximate timeline from initial client meeting to offer
acceptance will take a minimum of four months. The key activities and timeframes are as
follows:
Initial client meeting to identify and develop specifications
Develop job announcement & secure related materials from client
Advertising developed and website postings
Print and distribute job announcement
Outreach period
Assessment/evaluation/referencing of candidates
Candidates presented and discussed with clients
final interviews
Offer extended
week 1
week 3
week 4
week 5
week 6-12
week 11-14
week 15
week 16-17
week >17
COMPANY, B ennejl far r r.
Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceotional - the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful performance. There are
no deficiencies in major areas or items.
Acceotable - the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
Marqinal - the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating (1 -10)
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
SearchFinnRank.doc
Bennett Yarger Associates
1501 3rd Street · Sacramento. CA 95814
916.443.2421 · Fax 916.443.5949
A Proposal to Provide Executive Search Services
For a City Manager Search for the City of Iowa City, IA
Request for Qualifications August 2, 2007
City of Iowa City
1
BenncttYars:er Associates
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ExccU!I\C RCI'rllilcrs ond ,ijOi/ogClJlCIII COII.\lIllalllS ::Y9 Westloke Dril'c' \\c:;i Sacramcnio. C;\ 95605
['cI916-.143-2421 . Fax 916-443-5949
TABLE OF CONTENTS
Letter of Transmittal/Cover Letter - page 2-3
Tab 1. Firm Name, Owners and History - page 4
Tab 2. Key Personnel
Tab 3. Capabilities and Experience - page 6-9
Tab 4. References - page 10
Tab 5. Other Information - Method of Approach - page 10-16
Tab 6. Administrative Process and Time Schedule - page 17-18
Appendices and Appendix Items - page 19
A. Project/Search Team - page 20-22
B. Representative Client List - page 23 (printed brochure)
C. References
D. Sample Recruitment Brochure
~ft
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BenncttYars:er Associates
"-'
Execllt!\'(' Rccrtlilcrs al/d /\4al/agclIlcl1l COI/SII/IaIltS 299 I,Vestlakc Dri\'i' . We~l Sacramenlo, C;\ 95605
rei 916-,+:j3-2421 . Fax 916-443-59,19
August 2, 2007
Letter of Transmittal
City Manager Search
City of Iowa City
Office of the City Clerk
410 E. Washington St.
Iowa City, IA 52240
Dear Sir/Madame:
Thank you for the invitation to submit this proposal to assist you and the City of Iowa City in
recruiting for a new City Manager. We appreciate the opportunity to submit this specific proposal.
Bennett Yarger Associates is deeply committed to executive search as a specialized form of
senior-level management consulting that is an indispensable service to organizations. As a retained
recruiting firm, we endeavor to maintain the highest standards of professional competence, integrity,
equal opportunity, objectivity, confidentiality, accuracy, and loyalty to our clients, to avoid conflicts
of interest, and to serve the public good.
We specialize in recruiting leadership for our nation's civic infrastructure: cities, counties, state,
regional authorities, and nonprofit organizations. Our client list (see the Appendices) attests to our
experience in assisting public service organizations large and small to find the talent they need.
Working with boards, councils, search committees, executives and human resource offices in such
settings, we are accustomed to the complex internal dynamics and candidate evaluation processes
that routinely arise in recruitments of this nature, and to the high level of constituent, political, and
media interest they sometimes engender.
OUR SEARCH SERVICES FEATURE:
. Designing a customized recruitment strategy to match the City's history and leadership patterns,
current issues and future challenges;
. A calendar that starts immediately upon authorization to proceed, includes regular progress
reports, and usually concludes within 90 to 120 days with the selection of a successful candidate;
City of Iowa City 2
.
~
I
. An extensive, narrative-written job profile including the City's history and leadership
patterns, current issues, and future challenges of the job;
. A recruitment process and approach that includes advertising, but also relies more upon
aggressive networking than passive advertising;
. A large pool of applicants who meet the minimum qualifications and a targeted, diverse pool
of qualified, proven candidates for interview;
. Comprehensive reference and background checking;
. Personal guidance and assistance to the City and designated City staff that facilitates
interviewing, the evaluation of candidates, decision making, and negotiations/employment
agreement assistance with the candidate selected.
We know that executive search consultants can have a profound influence on the organizations we
serve, and we also understand that the importance of the hires extends beyond the City to the greater
community which depends on your services.
We look forward to the possibility of working with the City ofIowa City on this very important
search.
If you have any questions or require additional information, please feel free to call me. I am an
authorized representative of our firm, and by submission of this proposal am committing to provide
the services in accordance with all project requirements. I will also serve as the primary contact
person. My direct telephone number and e-mail are listed below.
Robert L. Neher, Jr.
Executive Vice President
Phone: (916) 443-2421
Cellular: (310) 809-0618
rnehen@bennettvarger.com
City of Iowa City
3
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STATEMENT OF CERTIFICATION
Bennett Yarger Associates certifies that:
I. Its position as a professional recruitment consultant will not create any conflict of
interest for them or any of is officers or employees to be assigned.
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Tab 1. FIRM NAME, OWNERS AND HISTORY
2. It is an equal opportunity employer and does not discriminate against applicants or
employees on the basis of race, color, religion, sex, age, disability, national origin or
ancestry.
3. It is not currently in violation of or under any investigation or review for a violation of
any state or federal law or regulation that might have a material adverse impact on the
firm's ability to serve if selected.
FIRM HISTORY
I. Bennett Yarger Associates is a national firm.
Established in 1981, Bennett Yarger Associates is a member-company of Richard T.
Bennett & Co. Inc., a Massachusetts corporation. Our EIN is 04-334533 I. We serve
government and nonprofit organizations that comprise the public/civic infrastructure
of the country and recruit experienced leaders and managers into positions that
improve the capabilities of those institutions. We operated under the name of Bennett
Associates until 2003/2004 at which time we merged with the Yarger Group
(founded in the 1950's) to become Bennett Yarger Associates.
2. We have main offices in California and Massachusetts. The address for our
Massachusetts office is: 37 Belltree, Plymouth, MA 02360. The phone number is
(508)209-0055. The California office is: 299 Westlake Drive, West Sacramento, CA
95605. The phone number for our California office is (916) 443-2421, and the fax is
(916) 443-5949. Our Bennett Yarger web site is www.bennettyarger.com, and
e-mail should be addressed to: rneher(a)beImettyargeLcom
Our California Office will be the primary office for management of the search for the
City Manager for the City of Iowa City.
3. Our firm has made over 1,000 successful placements. These placements include over
100 City Managers, Town Managers, Deputy and Assistant City Managers, County
Executives. Etc. We have also conducted another I, I 00 general consulting
assignments.
City of Iowa City
4
Tab 2. KEY PERSONNEL
I. Bennett Yarger staff will be assigned based upon the specific search criteria
established jointly with the City. Our firm has over 60 years of combined experience
and Robert Neher has over twenty five years experience recruiting and consulting.
He and other members of Bennett Yarger Associates also have considerable
experience working with and providing a diverse pool of candidates to their clients.
.~
{'J
2. Our team for this engagement has worked together on many engagements, and brings
to this project a combination of background and skills vital to the requirements of the
City of Iowa City. The overall Project Manager will be Robert L. Neher, assisted by
others in the firm. See Appendix A - Project Team for Bio information. He is based in
the California Office and is available immediately to assist with your important
search. His current additional assignments include management of four other
searches including two City Manager type searches, a City Finance Director, and a
Deputy Director of General Services Administration for a large Metropolitan County
Government. Our executive search staff are all professionals, each with extensive
management background as key executives in public and nonprofit organizations.
Because all our principals and staff have had successful careers in those arenas, we
bring to our clients not only our expertise in recruiting for the civic sector, but our
experience as managers as well.
City of Iowa City
5
..
Tab 3. CAPABILITIES AND EXPERIENCE
As previously noted, Bennett Yarger Associates staff have completed over 1,000
executive searches, including more than 100 City Manager, Assistant City Manager and
related searches.
We have also completed numerous successful searches for the ICMA and various
Councils of Governments. Please see the copy of our partial client list in appendix B.
Our practice focus is on the Public Sector as is clearly indicated in the client list. We have
successfully completed hundreds of searches for not only City Managers, but also County
Administrators, Police and Fire Chiefs, Finance Directors, Public Works Directors, Human
Resources Directors, City Attorneys, Housing Executives, Public Health Directors, Utility
Directors, Information Services Directors, Social Service Directors and just about all other
Department and Agency Directors and Managers in the Public and Not-for-profit sectors.
Over 95% of our work is in these sectors and another 5% in the Private Sector.
~\
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W
Bennett Yarger Associates has built long-term relationships with our Clients. We
currently hold a five-year recruitment contract with the New York City Metropolitan
Transportation Authority, a two-year renewal of a long-standing recruiting contract with the
District of Columbia, a long-standing and active contract with the State of Michigan, master
contract relationships with the Metropolitan Government of Nashville and Davidson County,
TN, and Montgomery County, MD. We have also been selected and completed searches as
part of master contracts in the last few months for the City of Alexandria, V A and Broward
County, FL, and Miami-Dade County, FL. In addition we have been selected as a Pre-
qualified/Preferred Provider for the City of Los Angeles, CA, the City and County of San
Francisco, CA and the Santa Clara Valley Transportation Authority, CA, the City of San
Jose, CA. the City of Peoria, AZ, the California State University System, Pennsylvania State
System of Higher Education, and others.
As requested, a partial list of City Manager or related searches over the past seven years is as
follows:
2007:
East Hampton, CT - Town Manager* *
Seekonk, MA - Town Manager - Being Assigned
Wareham, MA - Town Administrator**
Ossining, NY - Village Manager***
Flagstaff, AZ - City Manager* * *
City of Iowa City
6
Eugene, OR - City Manager***
Derry, NH - Town Administrator**
2006:
Femdale, MI - City Manager*
Lawrence, KS - City Manager*
Easton, MA - Town Manager* * * * *
East Providence, RI - City Manager*
Coventry, RI - Town Manager*
Newington, CT - Town Manager*
Oak Park, IL - Village Manager*
2005:
Weston, MA - Town Manager*
Grafton, MA - Town Administrator*
Concord, NH - City Manager*
Manchester-by-the-Sea, MA - Town Administrator*
Ogdensburg, NY - City Manager*
Contra Costa County, CA - Assistant CAO***
Portage, MI - City Manager*
Wayland, MA - Town Administrator*
Hastings on Hudson, NY - Village Manager*
Lunenburg, MA - Chief Administrative Officer & CFO*
Meriden, CT - City Manager*
2004:
Belmont, MA - Town Administrator*
Richmond, CA - City Manager***
Middletown, PA - Town Manager*
Merrimack, NH - Town Manager*
Killingly, CT - Town Manager*
Derry, NH - Town Administrator*
2003:
Greenville, SC - City Manager*
Rye, NY - City Manager*
Crystal Lake, IL - City Manager***
City of Alexandria, V A - Assistant City Manager* * *
Wateliown, NY - City Manager* * * *
City of Iowa City
7
2002:
Raymore, MO - City Administrator*****
Wethersfield, CT - Town Manager*
Grand Haven, MI - City Manager*
Brunswick, NJ - City Manager***
Hartford, CT - City Manager* * *
Kalamazoo County, MI - County Manager/Administrator***
Barron County, MN - County Administrative Officer***
Richmond, CA - Assistant City Manager* * *
The Woodlands, TX - Executive Officer***
Peekskill, NY - City Manager****
Miami, FL - City Manager*****
Saginaw, MI - City Manager*****
Watertown, CT - Town Manager*
Apache Junction, AZ - City Manager*****
Darien, CT - Administrative Officer****
Solebury, P A - Town Manager*
Spartanburg, SC - City Manager*
Summit, NJ - City Administrator****
2001 :
Milton, MA - Town Administrator*
Newtown, P A - Town Manager*
Saint Charles, MO - City Manager***
Dover, DE - City Manager***
Briarcliff Manor, NY - Village Manager*
Weston, MA - Town Manager*
2000:
Augusta, GA - Administrator*
Laconia, NH - City Manager*
Greenville, SC - City Manager*
Chelsea, MA - City Manager*
Yellow Springs, OH - Village Manager*
Notationfor search Manager: *Dick Bennett; **Dick Kobayashi; ***Robert Neher;
****Frank Cuirass; *****Mike Casey; ******Mark Warter
Mike Casey and Mark Wafter are no longer affiliated with Bennett Yarger Associates.
City of Iowa City
8
2002 were done while he was a Managing Director for MAXIMUS & DMG MAXIMUS
Executive Search.
We will put the full resources of our company at work on the City Manager search, including
research staff, networking and consulting staff, data systems support, etc. Weare available to
immediately assist with the search.
We strongly believe that a successful executive search requires a partnership between us and
the Client and must also include input from key stakeholders in the City and Community as
identified by us and the Client.
As an indication of our quality, we have also been asked by a large number of clients
to conduct multiple searches over time.
Most of the City Manager searches we conduct are on a 90 to 120 day timetable. We have
conducted some in as little as 60 days (Saint Charles, MO); Hartford, CT and Richmond, CA
was done in about 110 days, and Dover, DE in about 90 days. All were successful.
City of Iowa City
9
.
Tab 4. REFERENCES
Sample references are attached in Appendix C
Tab 5. OTHER INFORMATION - METHOD OF APPROACH
This proposal addresses the approach and understanding of successful search process
for the City Manager and outlines a proven process that will consistently
identify excellent candidates. Among recruitment firms, the elements of a successful
search are often similar. The main difference is one of emphasis, and in matching
those elements to the specific needs of each client. We are singled out for our ability
to work with clients to identify the strategic impact of the hire, define the specific
accomplishments to be demanded of the appointee, and then use that information to
lure and assess the best candidates for the job.
~
~
Here, then, are the details of our approach to the scope of work, and the City Manager
search:
We have a straightforward, structured search process. We adapt it to your
requirements, and then ask you to join us as partners in its implementation. At each
stage, we provide written materials, explanations, and training as needed. Although
we will follow a clear strategic work plan and will closely monitor agreed upon tasks
and goals, we also believe that, in the long term, results are most important.
~
Tasks and Outcomes and Techniques in Recruitment:
The following information is provided to illustrate both our approach to
executive recruitment, and what we believe the client has a right to expect as
successful outcomes of a search.
We firmly believe that outcomes are very important and therefore include below
what we believe to be many of the outcomes a client can expect from our work.
Task One: Understanding the Assignment
We begin the search with an intentionally simple question: "How would you know
one year, three years, or five years after you hire someone that you had, in fact,
City of Iowa City
10
hired exactly the right person?
To answer that important question, we will meet first with the City Council,
Human Resources, key employees, and principal community representatives. We
want to understand the culture of the City and the greater community, the
expectations of the key stakeholders that surround this role, and the strategic
expectations that the City Council has for the new City Manager.
We interview as many stakeholders as possible, exploring with them the
measures of future success in the role. Working with the City and your
designated representatives, we will also develop a list of community leaders
and constituency groups to be interviewed. This list should be representative of
those parts of the community that directly interface with the City government, and
particularly the Office of City Manager.
Executive search is a strategic act. When you pick a person, you pick a path.
Therefore it is very important to know the client's intended path when we design
the search. Considerable effort is invested in this phase which contributes in
many ways to the final success of the recruitment.
At the conclusion of these interviews, we will summarize in a comprehensive
Challenge Statement (Brochure) for your review and modification our
understanding of the organization's needs, the strategic challenges of this
particular role and, as a result, the personal and professional characteristics of the
ideal candidate. This process often helps to build a consensus within an
organization about its direction and what is expected of new people. It also helps
to ensure that we and the City have the same understanding when we begin to
network for prospective candidates, and that we can effectively represent the
City and the position recruited. We are well known for our ability to help clients
truthfully define the challenges of the position in a manner that provides insight
into the actual priorities, thus focusing the recruitment on those few individuals
capable of doing the job and aiding us in persuading them to pursue the position.
Typical Outcomes
. Clarify and focus the strategic direction of the City and Office of the City
Manager.
. Identify differences in the expectations of key stakeholders, for the City,
and the Office of the City Manager.
City of Iowa City
11
. Develop a specific set of objectives for the position that can be used to:
(1) gauge whether candidates have comparable accomplishments; and, (2)
serve as a framework for subsequent performance evaluations of the
person hired.
. Examine the implicit values and internal cultural norms of a
workplace to: (1) grasp the intangibles of personal fit and management
style currently; and, (2) frame the challenge of diversifying leadership in
the organization.
. Prepare an extensive profile of the challenges and opportunities facing the
City and the criteria and expectations for a successful candidate. The
process focuses the organization on developing a statement to which all
stakeholders can subscribe. The product enables uS to confidently present
and effectively promote the position to our sources and to potential
candidates.
Task Two: Networking and Screening of Prospective Candidates
In this phase of our work, we seek to answer the question: "What experience
would prepare a candidate for the challenges that are inherent in this role? /I
We want to know the nature and magnitude of tasks, and what measure of
success they have achieved, to prepare them for their work in this position.
Once we have identified our target employers, we will systematically canvass
them to find candidates who match your requirements. Our on-going work in all
sectors enables uS to search electronically, systematically, and reliably for
talented people.
We do not rely on professional announcements alone to generate applicants.
Utilizing our own automated data base, the Internet, resources from past
recruitments, and arduous telephone networking, we are able to quickly develop
pools of qualified candidates.
Many of the people we will identify are busy and successful in their work and
are not looking for another assignment. To attract them, we will stress the
unique challenges of this opportunity, working closely with you to develop this
portion of our presentation. During the course of this networking phase of our
work, we will want to speak with you regularly in order to keep you up-to-date
City of Iowa City
12
on the progress and scope of the search. At the conclusion of our networking,
we will have an extensive pool of prospective candidates.
Typical Outcomes:
. Develop a pool of candidates that is more than applicants, by
aggressively seeking out the best people in the field whether or not they
are looking for a new job, and attempting to persuade them.
. Seek out unconventional candidates, not just those who do similar work
currently, by looking into related fields and to those who have met
similar challenges in other sectors or venues.
. In doing both of the above, explore fully the distinct networks that more
readily yield good candidates who are women and people of color. Over
the last two years, 56% of those hired at the conclusion of our searches
have been people of color and/or women.
. Examine internal candidates by the same standards and process by which
external candidates are evaluated.
. Ensure thoroughness overall, leading to the confidence that, as we
together narrow the pool, we are choosing from among the best talent
available.
. Engage the City in what we are learning about the field, and in shaping
our understanding of what is most important in candidates so that we
stay on track.
Task Three: Interviewing, Recommendation of Finalists, and Reference
Checking
We will then conduct preliminary interviews and reference checks, and submit
written comments on the most promising candidates to the officially designated
City representatives. When our clients hire us, they seek assurance that the hire
we recommend will succeed. We take that challenge seriously; the capacity to
provide that assurance is at the core of our practice.
Like every recruiter, we have a method. We learn a candidate's history to
measure whether this person has encountered challenges that are analogous in
City of Iowa City
13
scale to the work contained in this role/position. We track the individual's
career, ascertaining each successive role why the person was hired for that
paIiicular job, what he or she discovered, who they answered to and interacted
with, what ideas were essential to success, what conflicts erupted, and how the
candidate measured results. When we walk precisely through a person's career,
we begin to see patterns, both in what candidates avoid and what they embrace.
We treat these as predictors about how the candidates will perform in the future.
Although our interviews are comprehensive, they are not the sole barometer. In
order to test the hypotheses we develop from our interviews, we conduct
preliminary reference checks and background verifications on the finalists. Our
personal interviews and reference checks are extremely thorough. We speak
with employers, professional peers, and subordinates, systematically probing the
same questions with references that we explore with the candidate.
We will aid the City in preparation for semi-finalist interviews. We will review
the challenges and criteria for the position as outlined originally. We will
provide written and oral guidance on the interview process. Normally, we
participate in the interviews as an observer and are available to answer questions
and assist the client in their evaluations and selections. If it is useful, we can
help structure the discussion, suggest questions, and offer a format for
comparison that can aid in selecting finalists. We are always prepared to offer
our opinions and recommendations, but we believe these choices are the
client's to make, and we only make recommendations when requested.
Typical Outcomes:
. Preserve our client's good reputation by acknowledging all applications and
nominations, keeping prospective candidates advised of their status, handling
rejected candidates with consideration, informing important sources on the progress
of the search, and by our attention to courtesy and confidentiality in our
communications throughout.
. Develop a pool sufficient to yield six to ten candidates for personal interview and
preliminary reference checking. From that group, we work closely with our client
to narrow the pool to four to eight semi-finalists to be interviewed by the City.
. Reveal and present those candidates as a coherent whole, assessing issues of
character and disposition as well as knowledge and skill in determining who is
likely to be a suitable candidate, and gauging their balance of knowledge,
experience, ability, drive, and organizational savvy in relation to the requirements
of the job.
. Answer through experience, not conjecture, what we and our clients most want to
know about the finalists, by questioning in depth people (both on and off a
City of Iowa City
14
candidate's list) who have experience with their work. Confirm the finalists come
with no skeletons in the closet, no unpleasant revelations lurking, no subsequent
surprises in the newspaper.
Task Four: The Final Choice
If there are several strong candidates whose strengths and weaknesses are known
in detail, making the final choice is often hard. Alternatively, some candidates
may require additional persuasion to leave jobs they already enjoy. We help our
clients make a well-informed choice by profiling each candidate in the context of
the job and its requirements.
Negotiating the conditions of employment is the sole responsibility of the City.
While we firmly believe the final choices are yours, we can help to establish the
framework for the negotiations, clarify issues, and review the requirements of the
employment relationship. Weare also prepared to playa role in the actual
negotiations between the candidate and the client, if asked.
At the end of the search, all applicants will be appropriately notified of the result.
Typical Outcomes:
. Enable both the City and the final candidate to confidently make an informed
decision.
. Overcome inertia, not only by persuading the chosen candidate of the
compelling opportunities and challenges of the job, but by aiding the
candidate and his or her family in dealing with the complications and
stresses of the transition.
. Mediate as needed the City's negotiation of a compensation package and terms of
employment with the final candidate, by gleaning those factors that either party
may legitimately want kept confidential, and by suggesting solutions and
alternatives.
. Summarize for both our client and the person hired what we have learned in the
course of the search about the City's work in the context of the field.
. Ensure that the person hired will fit, will succeed, and will stick.
. Warranty that if they don't, we will find someone who will, for no
additional fee.
City of Iowa City
15
CITY RESPONSIBIITIES
The City Council, Selection Committee, Human Resources/Personnel Director, Procurement
Office, and their delegates are critical to the search process from assistance in providing initial
information regarding goals and objectives of the City, criteria relevant to the duties and
responsibilities City Manager, input and approval of the overall recruitment process and
recruitment profile/challenge statement/ brochure, interview and selection of the final candidate,
approval of the final employment agreement, etc.
Our role is to assist in the process and to consult with and help you to make a well
informed decision. We believe the final choice is the City's to make. We will help you make a
well-informed choice by framing what we have together learned about the candidates in the
context of the job and specific requirements. Our role is to help make that decision easier.
Bennett Yarger Associates has a strong and long-standing policy and practice of non-
discrimination on the basis ofrace, religion, color, sex, sexual orientation, national or ethnic
origin, age, handicap, or military service. This policy and practice extends to employees of our
company as well as candidate recruitment.
PROJECT FEES, COST AND GUARANTEE
Weare prepared to share a cost proposal upon request. We understand that the Request for
Qualifications has specifically suggested that this not be submitted at this time.
It is also important to note that we guarantee or work and will commit to the search until a
placement is made. In addition, if you hire a candidate whom we have found and recommended,
and if you choose to terminate the person for any reason excepting disability, or if the person
leaves for any reason excepting death, disability, military, or national emergency within twelve
(12) months from the date of hire, we will reopen this search and replace the person for no
additional professional fee. You will only be responsible for actual reimbursable expenses as
outlined. This guarantee is offered provided that you request such a process within 30 days of the
termination or resignation.
City of Iowa City
16
..
Tab 6 . ADMINISTRATIVE PROCESS AND TIME SCHEDULE:
The following chart reflects a realistic assessment of the time required for completion of the
various phases of a full search. We commit to providing all the professional time required to
successfully complete this recruitment to your total satisfaction.
Weeks marked with an ( ) are designated as regular reporting periods unless otherwise directed by
the City.
WEEK: (2) 3 (4) 5 (6) 7 (8) 9(10) 11
Phase I:
Understanding
the Assignment
Deliver Profile Letter 0
Phase II:
Networking and
Screening of
Prospective
Candidates 0 0 0 0 0 0
Phase III:
Interviewing and
Reference Checking
Client Interviews
Final References
o
o
~l
~
Phase IV:
The Final Choice
Offer*
We will begin the recruitment upon receiving the signed authorization to begin the search. At the
beginning of the engagement, a detailed recruitment strategy will be prepared and submitted for
your approval. Based on past experience, we can generate a preliminary pool in the first six
weeks, and a final pool within the next four. Because recruitment is ultimately a "people
business" involving many personal schedules, the usual setbacks to an orderly timetable involve
delays caused by holidays, vacations, professional schedules, and the consequent problems with
availability.
* Depending on you and the candidate
City of Iowa City
17
.
I
Bennett Yarger Associates will act at all times in an attentive, ethical and responsible manner in
support of the interests and goals of the City and to the benefit of its image with candidates,
competitors, and members of the general public.
In addition to approximately 1,000 successful executive searches, Bennett Yarger has also conducted
over 1,000 additional consulting assignments for some 800 Clients in Organization Management and
Human Resources. We offer comprehensive personnel management services including the design and
installation of job evaluation systems and compensation plans, analysis of benefit plans, preparation
of policies and procedures, and performance appraisal systems.
City of Iowa City
18
..
APPENDICES & APPENDIX ITEMS
Appendix A. Project/Search Team
Appendix B. Representative Client List
Appendix C. References
Appendix D. Sample Recruitment Brochure
~
~~
,~
,-
IX
City of Iowa City
19
APPENDIX A. PROJECT/SEARCH TEAM
Robert L. Neher is Executive Vice President for Bennett Yarger Associates. He has over 25 years of
executive management and consulting experience and has conducted and managed numerous regional
and national recruitments for public and private sector clients. Previous Executive Recruitment
experience includes having served as Executive Vice President of Intech Summit Group, Inc., as a
Vice President of Norman Roberts & Associates, Inc., and as a Managing and Regional Director with
MAXIMUS. Additional experience includes having served as Executive Director, National
Consulting for Joint Commission World-Wide Consulting; and Vice President and Chief Executive
Officer of Vista Management Services. Mr. Neher has also served as a County Human Services
Agency Director and as a Deputy County Administrative Officer. His public sector clients have
included numerous city, county governments, state government, utilities, education, and not-for-profit
agencies and organizations, where he has recruited numerous City & County Managers, Deputy
Managers, Public Safety, and other high level executives. He received his Bachelor of Science degree
from San Diego State University and a Masters degree in Urban Studies and Public Administration
from Occidental College. He was also an Economic Development Intern with the US Department of
Commerce and a Fellow in Public Affairs with the prestigious CORO Foundation. He is a current and
past Board member, officer, diplomate, and general member of numerous professional and
community organizations, and is the recipient of many awards and honors for his teaching, business,
and public service. Mr. Neher has authored articles and spoken before statewide, regional and national
organizations on the subjects of operational management, managed care, integrated systems delivery,
strategic planning, marketing, quality assessment and performance improvement, human resources
management, diversity training, and executive recruitment and retention. Mr. Neher will serve as the
primary on-site representative and overall Project Manager.
***
Lawrence Davenport is a Senior Vice President for Bennett Yarger and Associates. He has over 25
years of top-level executive management and consulting experience in education, public and private
sector business and government organizations. His experience includes serving as Executive Vice
President for University Advancement/Executive Director for F AU Foundation and Chief Operating
Officer for Florida Atlantic University, Chief Executive Officer for Hale House Center, Inc in New
York, Deputy Administrative Officer for the U.S. House of Representatives, Washington, DC, Senior
Vice President- Mid-Atlantic Region, AntinNeher Associates, CA, Vice President of Finance and
Operations and Chief Financial Officer for Milton Hershey School, P A, Chief Financial Officer for
Seattle Public School, W A, Associate Vice Chancellor for University Advancement and Planning at
the University of California, San Francisco, Assistant Secretary for Management and Administration
for the United States Department of Energy, DC, Assistant Secretary for Elementary and Secondary
Education, United States Department of Education, DC, Associate Director of ACTION, DC, Provost
for the San Diego Community College District, CA, Vice President for Development, Tuskegee
Institute, AL and Assistant Dean, the University of Michigan-Flint, MI. Dr. Davenport received a
Bachelor of Arts and Master of Arts Degree from Michigan State University, an additional Master of
Arts from Leicester University, England, and a Doctorate of Education from Fairleigh Dickinson
University, NJ. He also has completed additional training in management and finance at Stanford
City of Iowa City
20
University, CA and Harvard University among others. He has written several articles, is co-author of
the book Career and Minorities. He has served on numerous advisory councils and commissions,
including Presidential appointments as Chairman of the National Advisory Council of Vocational
Education and Vice Chairman of the National Council on Equality of Educational Opportunity. In
addition he has served as a member of the Editorial Board for Financial Executive Institute, and a
Member of the Board of Trustees for Financial Executives Research Foundation. Dr. Davenport has
also received numerous honors and awards including profiles in Financial Executive Magazine, and
appears in Who's Who in America, Who's Who Among Black Americans, and Who's Who in
Finance and Industry. He will serve as a consultant on the search, and will be available as a Co-
Project Manager as needed.
***
Jesse Hall is an Associate and Assistant to the Executive Vice President with Bennett Yarger
Associates. Prior to Bennett Yarger Associates he has worked as an Accounting Manager, Network
Administrator, and Assistant to the Managing and Regional Director for MAXIMUS Executive
Search. While at MAXIMUS, he also assisted and provided administrative and technical support to a
number of high profile executive and senior level executive searches. Mr. Hall has also served
previously as an Account Manager for Integrated Electrical Services, an Account Executive and
Project Manager for MasTec Network Service, and as a Network Service Engineer for Kaiser
Permanente. His educational background includes a Bachelor's degree in Business Administration-
Marketing from California State University, Sacramento, and special training in workflow integration,
hardware and application support. He will assist with research, reference and administrative support.
***
Geri Connors is an Associate/Consultant and has been with Bennett Yarger Associates for five years
and her responsibilities include assisting in the development of recruiting materials, research related
to identifying and recruiting qualified candidates, and conducting detailed reference inquiries while
assisting candidates and clients to navigate the complexities associated with the interview process.
Other responsibilities have included logistics, scheduling, degree verification, and handling
background investigations.
Other potential team members include:
***
Richard M. Kobayashi is President of Bennett Yarger Associates. He has over 25 years experience in
public sector management and consulting including service as a Senior Manager with the
Massachusetts Water Resources Authority, Director of Planning and Development for the City of
Lawrence, MA, Director of Program Development for the City of Malden, MA, and
Deputy Assistant Secretary, MA for the Office of Communities and Development. Mr. Kobayashi has
extensive experience assisting government, non-profit, and civic organizations improve their
capabilities to plan and manage their missions. His particular expertise is in institutional
strengthening and organizational development including strategic planning, recruiting, public
administration, public finance, and planning. He has also worked as a facilitator and mediator. His
City of Iowa City 21
consulting experience has focused on civic sector clients in the United States, Eastern Europe, and the
former Soviet Union. His assignments have included recruitment and selection, classification and
compensation, budgeting/finance/capital improvement programming systems, organizational
development, economic/community development programs, and interim management. He received
his Bachelor of Arts Degree in Economics at the University of Massachusetts, and a Master of Public
Administration at Northeastern University. Mr. Kobayashi also holds a Certificate of Advanced
Graduate Study in Dispute Resolution from the University of Massachusetts, and was a Loeb Fellow
at Harvard University. He may serve as a member of the team and will assist in assessment of
candidate's capabilities in strategic planning and community/economic development as appropriate to
the search position.
***
Ned Rightor, Principal Recruiter, has been recruiting nonprofit executives and public managers for
more than 20 years, working for a wide variety of public purpose organizations and institutions,
government agencies and regional authorities. He also spent nearly 14 years as Senior
Recruiter/Executive for Isaacson Miller. He brings a background in nonprofit management, public
relations, political consulting and policy research. In addition to developing and evaluating the pool
of candidates, he specializes in the in-depth reference checking required to verify their qualifications
and articulate their qualities before they are recommended. Mr. Rightor holds a Bachelor of Arts
degree from the College of Wooster and a Master of Divinity degree from Andover Newton
Theological School. He may serve as a member of the team and assist in referencing as appropriate.
***
Susan Ruderman is a Senior Consultant with Bennett Yarger Associates. As a senior recruiter and
researcher, she has been responsible for developing search strategies, networking, and candidate
development. Prior to Bennett Yarger Associates, Ms. Ruderman was Vice President of Veritas
Information Services where she performed online, print and telephone research in support of funding
sources for a variety of organizations. She has also served as Outreach Coordinator, Project Zero for
the Harvard School of Education, Director of Research for Isaacson Miller, an Executive Search Firm,
an Associate Director/Development Research at Harvard University, and a Research Analyst and
Assistant Director of Campaign Systems at the Massachusetts Institute of Technology. Her education
includes an undergraduate degree in Classics from Harvard College and a Master of Education from
the Harvard School of Education. She may assist with research.
City of Iowa City
22
APPENDIX B. BENNETT YARGER CLIENT LIST
Attached is a Bennett Yarger Associates Client List of Executive Recruitment Clients and Searches
City of Iowa City
23
.
, ~~:.,~=ates
Representative Client List
Executive Recruitment Clients Served by Current and Past Associates of the Firm
January 2007
ARIZONA
City of Apache Junction
· City Manager
City of Flagstaff
· City Mana~er
City of PeOrIa
· Preferred Vendor/
Master Contract
City of Phoenix
. Master Contract
Health Partners of
Southern Arizona
. Director of Senior
Services
Maricopa County
· Hospital Director/CEO
CALIFORNIA
AC Transit
· General Manager
Bay Area Rapid Transit
. Personnel Analysts (2)
. Manager of Labor
Relations
. Assistant General
Manager for
Engineering
& Construction
. Project Manager,
Pittsburgl Antioch
Extension
California Pacific
Medical Center
Research Institute
. Grants Administrator
California Special
Olympics
. Executive Director
California State
University System
. Master Enabling!
Preferred Vendor
Contract
Contra Costa County
. Director of
Environmental Health
. Assistant Director of
Mental Health
. Director, Substance
Abuse Programs
. Assistant County
Administrative Officer-
Director of Human
Resources
City of Los Angeles
. Preferred Vendor
. Director of
Telecommunications,
Department of Water
and Power
City of Montebello
. Director of Parks and
Recreation (partial)
City of Oakland
. Director, Office of
Corporate Information
Services
· Library Director
. Finance Director
City of Pasadena
. Director of Capital
Projects
. MIS Administrator (2)
City of Richmond
. City Manager
· City Attorney
. Assistant City
Manager-
Director of Human
Resources
. Executive Director,
Housing Authority
. Assistant City
Manager
. Planning
ManagerlDirector
. Community and
Economic
Development
Director
City of San Diego
. Executive Vice
President/CEO, San
Diego Data Processing
Corporation
. Director Consulting
Services, San Diego
Data Processing
Corporation
. Director of Marketing,
San Diego Data
Processing
Corporation
. Executive Director,
Housing Authority
City & County of
San Francisco
. Preferred Vendor/
Master Contract
City of San Jose
· Preferred Vendor/
Master Contract
· Director of
Negotiations
City of Torrance
. Theater Manager
. Director of
Information
Systems
County of Alameda
. Assistant Agency
Director, Welfare
East Bay Municipal
Utility District
. General Manager
· Chief Engineer
· Assistant Chief
Engineer, Planning
. Manager of
Employment
Kern County
. Director of Human
Services
. Director, Department
of Human Services
Los Angeles County
. Chief Medical
Examiner-Coroner
. Director, Office of the
Coroner
. Medical Director,
County Health
Services
· Associate Medical
Director, Harbor
UCLA
. Director of Family
Practice, Harbor UCLA
. Chief, Alcohol & Drug
Program
. Chief Clinics
Administrator, LAC +
USC Healthcare
Network
Los Angeles Superior
Court
. Executive Officer
Metropolitan Water
District of So.
California
. Assistant Director of
Information Systems
. Manager of User
Services
Molina Medical
Centers/American
Family Care
. Vice President for
Medical Affairs/
Corporate Medical
Director
. Associate Medical
Director for Quality
Resource Management
Monterey County
. Chief Executive
Officer/Administrator,
Natividad Medical
Center
. Chief Operating
Officer,
Natividad Medical
Cen ter
. Chief Financial Officer,
Natividad Medical
Center
. Director of Public
Works
Monterey Peninsula
Water Management
District
. General Manager
Paracelsus Healthcare
Corporation
. DirectorjManager of
Development &
Managed Care
Contracting
Port of Oakland
. Planning Manager
· MIS Director
. Manager of Financial
Planning & Analysis
Project Open Hand
. Chief Operations
Officer/CEO
. Chief Development
Officer
. Comptroller
. Director of Volunteers
Queen of the Valley &
St. Helena Hospitals
. Executive Director,
Hospice of the Napa
Valley
RiversIde County
. Hospital
Administrator/CEO,
Riverside County
Regional Medical
Center
Sacramento County
. Director, Medical
Systems Agency
San Mateo County
. Employee Relations
Manager
Santa Clara Valley
Transportation
Authority (VTA)
. Preferred Vendor/
Master Contract
Sequoia Institute
. Director (President)
. Chief Financial Officer
Solano County
. Director, Health and
Social Services
Stanislaus County
· Chief Information
Officer
. Deputy Director of
Public Works
. Managing Director,
Health Services
Agency
Summit Health
· Regional Director,
Managed Care
UniversIty of California
System
. Executive Director
Tobacco Related
Disease Program
University of California,
Los Angeles
. System/Network
Manager
· Medical Center,
Assistant Director of
Materials
Management/
Purchasing
· Executive Director,
UniCamp
University of California,
San Francisco
. Associate Vice
Chancellor
for University
Advancement &
Planning
University of California,
San Diego
. Director of Capital
Planning & Budget
Ventura County
. Director of Behavioral
Health Services
. Deputy County
Executive Officer for
Risk Management
CONNECTICUT
Capitol Region Council
of Governments
. Executive Director
Channel 3 Country Camp
. Executive Director
East Coast Office . P.O. Box 1360 . Plymouth, MA 02362 . Telephone 508.209.0055 · Fax 781.545.8565
West Coast Office . 150 I Third Street . Sacramento, CA 95814 · Telephone 916.443.2421 · Fax 916.443.5949
. Director of Planning &
Development
Metropolitan Area
Planmng Council
. Executive Director
Northeast Solid Waste
Committee
. Executive Director
Northeast Public Power
Association
. Executive Director (2)
Town of Arlington
. Town Manager
Town of Ashburnham
. Town Administrator
. Light Plant
Superintendent
Town of Barnstable
. Chief of Police
Town of Bellingham
. Executive Secretary
(CAO)
Town of Belmont
. Town Administrator
. Executive Secretary
(CAO)
Town of Brookline
. Director of Retirement
Services (partial)
. Director of Human
Resources (partial)
Town of Chatham
. Chief of Police
Assessment Center
Town of Charlton
. Town Administrator
Town of Cohasset
. Town Manager
Town of Concord
. Town Manager
. Chief of Police
. Personnel Director
. Light Plant Supervisor
Town of Dennis
. Chief of Police
. Fire Chief
Town of Douglas
. Administrative
Assistant (CAO)
Town of Dracut
. Town Manager
Town of Duxbury
. Town Manager
Town of Easton
. Town Administrator
Town of Foxborough
. Fire Chief (partial)
Town of Framingham
. Chief Financial Officer
Town of Grafton
. Town Administrator
Town of Lunenburg
. Chief Administrative
and Finance Officer
Town of Manchester-
by-the-Sea
. Town Administrator (2)
Town of Hull
. Town Mana~er
Town of IPSWICh
. Fire Chief
Town of Milton
. Town Administrator
Town of Nantucket
. Finance Director
I
LOUISIANA
City of Hartford
. City Manager
City of Meriaen
. City Manager - Partial
City of New Haven
. Chief Admin. Officer
Community Foundation
of Greater New Haven
. Executive Director
Connecticut Conference
of Municipalities
. Assistant Director
. Office Manager
. Chief Financial Officer
Town of Bloomfield
. Finance Director
Town of Darien
. Town Administrator
Town of Groton
. Town Assessor
Town of Killingly
. Town Manager (2)
Town of Manchester
. General Manager
Town of Newington
. Town Manager
Town of Plainville
. Town Manager
Town of Simsbury
. Director of Planning
Town of Stratford
. Finance Director
Town of Putnam
. Economic and
Community Dev.
Director
Town of Rocky Hill
. Town Manager
Town of Wethersfield
. Town Manager
Town of Watertown
. Town Manager
DELAWARE
City of Dover
· City Manager
Delaware Transit
Corporation
. Assistant Director,
Statewide Support
Services
FLORIDA
Broward County
. Deputy Director
Aviation
Administration/
Operations (partial)
. Deputy Director
AViation Planning/
Construction
. Master Contract
. CFO/Director of
Finance & Admin.
Services
ColumbialHCA
. MSO Executive
Director
Miami-Dade County
. Preferred Vendor/
Master Contract
. Director, Housing
Agency
. Assistant Director,
General Services
Administration
Osceola County
. Master Contract
. County Manager
City of tamarac
. Finance Director
City of Tampa
. Director of Urban
Redevelopment
Florida Black Business
Investment Board
. Executive Director
(partial)
Health Management
Associates
. Reimbursement
Consultant
Hillsborough Area
Regional Transit
Authority
. Executive Director
Our Kids of Miami-
Dade/Monroe, Inc.
. President
Palm Beach County
. Director of
Communications
. County Engineer
St. Leo University
. Associate Vice
President of Finance
GEORGIA
Augusta-Richmond
County
. Administrator
. Finance Director
ILLINOIS
Chicago Transit
Authority
. Senior Deputy
Executive TIirector for
Transportation (COO)
. Senior Manager, Rail
Maintenance
City of Crystal Lake
. City Manager
DMG-MAXIMUS
. Consultant H.R.
Midwest Practice
State of Illinois
. Deputy Director,
Dept of Public Health
Village of Oak Park
. Village Manager
KANSAS
City of Olathe
. Chief of Police
. Chief Financial Officer
. Budget & Management
Director
City of Lawrence
. City Mana&er
City of WichIta
. Director of Parks &
Recreation
KENTUCKY
Baptist Health Care Sys.
. VP of Managed Care &
System Chief
Operating Officer
Elmwood Medical Ctr.
. Director of Managed
Care
MD Healthshares
. VP Marketing and
Sales
MAINE
City of Auburn
. City Manager
City of Augusta
. Assistant City
Manager
for Administration and
Finance (partial)
City of Bangor
. Airport Manager
City of Lewiston
. City Manager
City of Waterville
. City Administrator
Eastern Maine Electric
Cooperative
. Plant Superintendent
Kennebec Water District
. Superintendent/Water
Treatment
Maine Education
Association Benefits
Trust
. Executive Director
MARYLAND
Montgomery County
. Master Contract
Open Society Institute,
Baltimore, MD
. Senior Program Officer
for Workforce
Development (partial)
University of Maryland
Medical System
. Director of
Engineering Consulting
Services &
Infrastructure Planning
. Director of Plant
Management and
Engineering
. Director of Site
Operations, Kernan
Campus
. Director of Access
Management
. Medical Facilities
Planner
MASSACHUSETTS
Boston Housing Authority
. Administrator (CEO)
Central MA Regional
Planning Commision
. Executive Director
City of Boston
. Mayor-elect Transition
Team
. Deputy Commissioner
for Pohcy & Planning,
Transportation Dept.
. Director of Finance &
Administration,
Transportation Dept.
City of Chelsea
. City Manager
City of Fitchburg
. Director of Employee
Relations
City of Gardner
. Chief of Police
City of Lawrence
. Administrative Officer
. Planning Director
. Finance Director
. Personnel Director (2)
. Director of Public
Works
City of Marlborough
. Finance Director
City of Pittsfield
. Chief of Police
City of Northampton
. Fire Chief
Commonwealth of
Massachusetts
. Commissioner,
Department of Social
Services
. Director, Office of
Employee Relations
. Chief Medical
Examiner (2)
. Assistant Medical
Examiner
. Inspector General
Commonwealth
Medicine
. Director, State
Laboratory Institute
State Laboratory
Institute
. Director
Eldercare Charitable
Foundation
. Director of
Development
Fuller Art Museum
. Director of
Development
HampshIre County
. County Administrator
Martha's Vineyard
Airport
. Airport Manager
Harvard University
. Director of Labor
Relations
Mass Audubon
. Sanctuary Director
Massachusetts
Turnpike Authority
. Communications
Engineer
Massachusetts Bay
Transportation
Authority
. General Manager
(CEO)
Massachusetts Land
Bank
. Director of Devens
Division
Massachusetts
Community
Development
Finance Corporation
. President
MassPort
. Director of
Engineering
r
Town of Needham
· School Superintendent
Town of Northbridge
· Director of Public Works
Town of Rowley
· Executive Secretary
(CAO)
Town of Seekonk
· Executive Secretary
(CAO)
Town of Sims bury
· Director of Planning
Town of Southbridge
· Town Manager
Town of Stoughton
· Chief of Police
Town of Sutton
· Town Administrator
Town of Wayland
· Town Administrator
Town of Wellesley
· Executive Director
Town of W. Springfield
· Executive Secretary
(CAO)
Town of Westford
· Town Manager
Town of Weston
· Town Manager (2)
Town of Westport
· Chief of Police
Town of Winchester
· Fire Chief
· Town Manager
Woods Hole, Martha's
Vineyard, Nantucket
Steamship Authority
· General Manager
Workers Compensation
Research Institute
· Director of
Development
r
II.
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.
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.
..
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.
..
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~
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~
I
MICHIGAN
I
City of Ann Arbor
· Fire Chief (partial)
City of Battle Creek
· Kellogg Arena General
Manager
City of Farmington Hills
· City Manager
City of Ferndale
· City Manager
City of Grand Haven
· City Manager (partial)
City of Kalamazoo
· City Manager
City of Portage
· City Manager
City of Saginaw
· City Manager
City of Wyoming
· City Manager
· Chief of Police
County of Kalamazoo
· County Administrator
Kalamazoo Nature Ctr.
· Executive Director
Michigan State
University
· Director, Human
Resource Development
State of Michigan
· Director, Family
I
I
I
I
I
I
I
Independence Agency
· Project Director, Child
Support Enforcement
· Commissioner of
Revenue
· Chief Deputy
Treasurer
· Chief Information
Officer, MI State Police
· Chief Information
Officer, Transportation
· State Purchasing
Director
· Director of Technical
Acquisitions
· Director, Office of
Retirement Systems
· CEO, Community
Public Health Agency
· Director, Child
Support
Enforcement Program
· Director, Property
Management
· Director, Community
Service Commission
· Chief Medical Officer,
Dept. of Corrections
· Federal Liaison,
, Family
Independence Agency
· Chief Information
Officer, Family
Independence Agency
· Director of Office
Services, Management
& Budget
· Senior Deputy Director
for Planning,
Transportation (partial)
Traverse City Area
Chamber of Commerce
· President
MINNESOTA
City of Minneapolis
· Equipment Services
Director/
Superintendent
MISSOURI
City of Blue Springs
· Chief of Police
City of Kansas City
· City Manager
· Director, Office of
Technology &
Information Services
City of St. Charles
· City Manager
· Public Works Director
Correctional Medical
Services, Inc.
· Director of Public
Relations & Govt.
Affairs
Maryland Heights Fire
Protection District
· Fire Chief
NEBRASKA
Alegent Health
· Financial Analyst/
Regional Hospital
NEVADA
Health Access
Washoe County
· Executive Director/
CEO
Regional Transportation
Commission, Reno
· Executive Director
(partial)
NEW HAMPSHIRE
City of Concord
· City Manager (2)
· Director of General
Services (partial)
· Finance Director (partial)
City of Dover
· City Manager (2)
· Director of
Community Services
City of Laconia
· Chief of Police
· Finance Director
· City Manager
City of Manchester
· Executive Director,
Employees'
Participatory
Retirement System
City of Portsmouth
· City Manager
City of Rochester
· Arena Director
Mount Washington
Observatory
· Executive Director
Town of Derry
· Town Manager (2)
Town of Memmack
· Town Manager
Town of Londonderry
· Finance Director
Town of Salem
· Town Manager
· Human Resource
Director
· Chief of Police
NEW ERSEY
City of Summit
· City Administrator
Housing Authority of
Bergen County
· Assisted Housing
Administrator (partial)
New Jersey Highway
Authority
· Executive Director
NEW YORK
Buffalo & Fort Erie
Public Bridge Authority
· Operations Mgr. (CEO)
Center for
Environmental Science
& Economics
· President
Center for
Governmental Research
· President
City of Auburn
· City Manager
City of Ogdensburg
· City Manager
City of Peekskill
· City Manager
City of Rye
· Comptroller
· City Manager (2)
· Police Commissioner
City of Watertown
· City Manager
· Chief of Police (partial)
Erie County Water
Authority
· Director of Water
Quality
Ford Foundation
· Program Officer,
Governance & Public
Policy
· Program Officer,
Economic & Social
Policy
· Program Investment
Officer (partial)
MetropolItan
Transportation
Authority (NYC)
· Chief, Operations
Planning
· Director of Quality
Assurance in Design &
Construction
Management
· Master Contract
New York City School
Construction Authority
· President
· Senior Vice President
for Construction
Operations (partial)
New York Metropolitan
Transportation Council
· Executive Director
New York State Office
for Technology
· Chief Information
Officer
New York State
Department of
Transportation
· Executive Deputy
Commissioner
· Deputy Chief
Engineer - Structures
Niagara Frontier
Transportation
Authority
· Executive Director
Port Authority of New
York and New Jersey
· Director of Aviation
· Director of Planning
and Development
· Project Manager,
Resource Recovery
Project
Port Authority
Trans-Hudson
Corporation
· Superintendent, Car
Equipment Division
· Asst. Superintendent,
Car Equipment
Division
· Senior Engineer,
Signals
& Communications
· Senior Engineer, Rail
Planning Division
Sullivan County
· County Manager
The RocKefeller
Foundation
· Director, Health
Sciences Division
(consulting)
The Wallace Foundation
· Director of Evaluation
· Senior Evaluation
Officer
· Evaluation Officers (2)
· Communications
Officer
· Program Officers (4)
Town of Mamaroneck
· Town Manager
Triborough Bridge &
Tunnel Authority/
MTA Bridges
· Vice President for
Engineering and
Construction
University of Rochester
Medical School
· Assistant V. President
for Development
Village of Briarcliff
Manor
· Village Manager
Village of Hastings-on-
Hudson
· Village Manager
Village of Ossining
· Village Manager
~
. . . ..
Charlotte/Mecklenburg
County
· Director of Planning
OHIO
Central Ohio Transit
Authority
· General Manager
(CEO)
City of Brunswick
· City Mana~er
City of Cincmnati
· Finance Director
· Budget & Evaluation
Manager
· Executive Director,
Citizens Complaint
Commission
City of Cincinnati Park
Board
· Director of Parks
· Superintendent of
Parks
City of Dayton
· City Manager
· Director of
Information
Technology
. Civil Engineering
Manager
. Systems Engineering
Manager
City of Seattle
. Chief Technology
Officer
. Seattle Center Director
King County
. Preferred Vendor/
Master Contract
. Public Health - Seattle
& King County,
DirectorlHealth Officer
. Public Health Officer
. Classification &
Compensation
Manager
King CountyfIhe
Municipality of
Metropolitan Seattle
. Director of Transit
Port of Seattle
. Executive Director
. Managing Director,
Aviation
Seattle Municipal Court
. Chief Technology
Officer
. Principal Systems
Analyst
State of Washington
. Director of Information
Services
II
City of Fairborn
. City Manager
County of Summit
. Director of Offender
Services
Cleveland/Cuyahoga
Port Authority
. President
Greater Cleveland
Regional Transit
Authority
. General Manager
(CEO)
Miami Valley Regional
Transit Authority
. Director of Strategic
Planning
Ohio Police and
Fireman's Disability
and Pension Fund
. Executive Director
Ohio Public
Employees Deferred
Compensation Program
. Executive Director
Village of Yellow
Springs
. Village Manager
OREGON
City of Ashland
. City Administrator
City of Medford
. City Manager
. Police Chief
. Traffic Engineer
Tri-County
Metropolitan
Transportation District
of Oregon
. Chief Engineer -
Communications
PENNSYLVANIA
Middletown Township
. Township Manager
(partial)
Newtown Township
. Township Manager
The Pew Charitable
Tmsts
. Evaluation Officers (2)
(partial)
Pennsylvania State
System of Higher
Education
. Preferred Vendor/
Master Contract
Port Authority of
Allegheny County
. Chief Executive Officer
Port of Pittsburgh
Commission
. Executive Director
(partial)
Reading Regional
Airport
. Executive Director
Sole bury Township
. Township Manager
Southeastern
Pennsylvania
Transportation
Authority
. Assistant General
(partial)
San Antonio Water
System
. Vice President -
Human Resources
Dallas Area Rap'id
Transit Authonty
. Director of Minority
Business Enterprises
Dallas Fort Worth
International Airport
. Director of
Maintenance
Greater Kelly
Development Authority,
San Antonio
. Executive Director
. Town Manager The Woodlands
""{.1,,,:."";{.].1.;'!'~'" Commu~ity Services
Corporation
City of Greenville · Gen~ral Manager
. City Manager (2) · President/General
. Finance Director Manager
. Environmental
Engineering
Administrator
City of Spartanburg
. City Manager
Manager for
Operations
. Budget Director
WHYY.FM
. Director of
Programming
and Production
RHODE ISLAND
Town of Barrington
. Town Manager
Town of Coventry
. Town Manager
City of East Providence
. City Manager
Town of West Warwick
TENNESSEE
Nashville & Davidson
County, Metropolitan
Government
. Master Contract
. Public Works Director
. Transportation
Manager
. Director of Pavement
Management
. Assistant Director of
Information Systems
. Public Health Officer/
Director
Paracelsus Health Care
Corporation
. Hospital
Administrator/CEO
Plateau Mental Health
Center
. Director of Medical
Services
. Psychiatrist
TEXAS
Capital Metropolitan
Transportation
Authority
. General Manager
(CEO)
City of Austin
. Deputy Chief (CIO)
. Assistant Director of
Planning and Zoning
City of Austin
Employees' Retirement
System
. Executive Director
City of Corpus Christi
. Deputy City Manager
. Director of Engineering
Services
. Director of Public
Health
City of San Antonio
. Aviation Director
VIRGINIA
Bon Secours Health Sys.
. CBO Executive & Vice
President, Credit and
Collections
City of Alexandria
. Master Contract
. Director of Human
Services
. Chief Social Worker
Supervisor
. Assistant City Manager
. Director, Department
of Human Services
. City Architect
. Deputy Director,
Department of Real
Estate Assessments
MAXIMUS
. Director, Children &
Family Services
. Senior Manager,
Fleet Operations &
Management
. Director Program
Finance, St. Louis
Airport - UNISON
City of Richmond
. Deputy City Manager,
Administration
. Deputy City Manager,
Operations
. Director of Finance
. Director of Economic
Development
. Director of Budget &
Strategic Planning
. Director of Public
Utilities
. Deputy Director of
Public Utilities/
Operations
. Building
Commissioner
WASHINGTON DC
Amtrak
. Vice President for
Human Resources
. Senior Director,
Leadership &
Oq~anizational Change
District of Columbia
. Director, Department
of Human Services (2)
. Chief Operating
Officer, DHS
. Commissioner of
Mental Health
. Director of Public
Health
. Director of Social
Services
. Director of Child
Welfare Services
. Director, Office of
Planning
. Director of Consumer
and Regulatory Affairs
. Director of Labor
Relations and
Collective
Bargaining (partial)
. Fire Chief
Dmg Policy Foundation
. Executive Director
Earthforce
. Vice President for
Administration
Finance
. Vice President for
Development
. Vice President for
Marketing
. Vice President for
Programs
ICMA - Retirement
Corporation
. Board Member
ICMA - Retirement
Corporation Vantage
Point Fund
. Board Member
Metropolitan
Washington Council of
Governments
. Chief Financial Officer
. Director of Public
Affairs
. Director of Human
Resources
. General Counsel
. Director of Finance
National Association of
Housing
Redevelopment
Officials (NAHRO)
. Executive Director
Washington
Metroyolitan Area
TransIt Authority
. General Manager
(CEO)
. Assistant General
Manager for Bus
Operations
. Assistant General
Manager for Design,
Construction &
Facilities Maintenance
. Director of
Procurement
l..../a'"''1: II ~[~I.] ~.......r:"'~ 1::::1
Central Puget Sound
Regional Transit
Authority
WISCONSIN
County of Barron
. County Administrator
City of "Bau Claire
. City Manager
Milwaukee County
Transit System
. Assistant
Superintendent
for Transportation
(partial)
City of Wauwatosa
. City Administrator
WYOMING
City of Green River
. City Administrator
APPENDIX C. REFERENCES
Following are the some references for Bennett Yarger Associates. Other references are available
upon request.
City of Richmond, CA and City of Oakland, CA
Contact: Cedric Williams
Former Director of Human Resources Management City of Richmond, CA and for
City of Oakland, CA
510-530-9451; Cell 510-290-0536
Position:
Recruiter:
City Manager, Assistant City Manager, Community Development Director &
Planning Manager/Director, Human Resources Director, Housing Authority
Executive Director, and City Attorney for the City of Richmond, CA
Director, Office of Corporate Information Services, Library Director, and Finance
Director for the City of Oakland, CA
Robert Neher
Village of Ossining, NY
Contact: Bill Hanauer
Mayor
914-980-6865
Village Manager
Ro bert Neher
Position:
Recruiter:
City of Greenville, SC
Contact: Ron McKinney
City Attorney
864-467-5700
City Manager (2), and Environmental Engineering Services Director
Richard Bennett
Position:
Recruiter:
City of Portage, MI
Contact: J ames Graham
Mayor
269-327-4026 extl
City Manager
Richard Bennett
Position:
Recruiter:
City of Brunswick, OH
Contact: Tim Reid
Law Director
216-861-3086
City Manager
Ro bert Neher
Position:
Recruiter:
City of Hartford, CT
Contact: Eddie Perez
Mayor
Matthew Hennesy
Chief of Staff
860-543-8500
City Manager
Robert Neher
Position:
Recruiter:
City of St. Charles, MO
Contact: James O'Connor
(Former City Manager, St. Charles)
City Manager, Oakridge
865- 425-3550
City Manager, and Public Works Director
Ro bert Neher
Position:
Recruiter:
City of Meriden, CT
Contact: Carol Beitman
Personnel Director
203-537-1084
City Manager
Richard Bennett
Position:
Recruiter:
Town of Arlington, MA
Contact: Caryn Malloy
Personnel Director
781-316-3121
City Manager
Richard Bennett
Position:
Recruiter:
City of Corpus Christi, TX
Contact: George (Skip) Noe
City Manager
361-880-3222
Deputy City Manager, Director of Engineering Services, Director of Public Health
Ro bert Neher and others
Position:
Recruiter:
APPENDIX D. SAMPLE BROCHURE (included with original proposal)
Village of Ossining, NY
Village Manager
,
Bennett Yarger Associates
The Village of Ossining
The Mayor and Board of Trustees of the Village of
Ossining seek an experienced Chief Executive Officer to
help them lead this vibrant and historically significant
community into the next phase of its revitalization.
Ossining, with a current population of about 24,000 is
located about 30 miles north of New York City on the
shores of the Hudson River where it has just concluded
negotiations for multi-million dollar mixed-use development
of its waterfront. Plans are also underway for 4.5 mile
pedestrian shoreline walkway enabling residents and visitors
to have access and enjoy magnificent views of one of the
great rivers of this nation. Westchester Magazine has
named Ossining as one of six "boom" towns in the county
further attesting that the Village's unofficial slogan,
"Things are happening in Ossining!" is not hyperbole.
The next Chief Executive is expected to lead the Board's
effort to add affordable and market rate housing to the
historic Central Business District to strengthen its economic
base. A number of the buildings there are on the National
Register of Historic Places and the Downtown District
shopping area has the potential to be a designated Local
Historic District assuring its preservation, historic char-
acter, and sense of place. The Sparta neighborhood, which
was a separate village until the nineteenth century, has
already been so designated.
Overall, the community offers a vast range of housing from
the very modest to luxurious estates. Ossining prides itself
on being a racially, ethnically, and economically diverse
community and sees this as an asset in its portfolio of
business and residential benefits. There is an abundance
of recreation and community services, and excellent public
and parochial schools. Four 2006 Ossining High School
graduates entered Harvard University last Fall. There is
also a satellite campus of the Westchester Community
College and, in nearby Briarcliff Manor and Pleasantville,
there are branches of Pace University.
The Village is operated by a Board of Trustee/Manager form
of government with a Mayor and four Trustee Members
who are elected to two-year terms. The Village Manager
serves as the Chief Executive and is appointed by the
Mayor and Board of Trustees. He/She is responsible for
the overall management of the Village. The Village has
an operating budget of about $24 million and a current
capital budget of approximately $7.4 million. The Village
also operates its own Water System. All 170 staff (full and
part-time) and Department Heads in the Village report
to the Village Manager with the exception of the 58 person
Police Department, Chief, Corporation Counsel, Village Court
Judge and the all volunteer, 400 person, Fire Department.
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Issues, Challenges, and Opportunities
As noted in the overview above "Things are happening in
Ossining." In addition to the multi-million dollar mixed-use
development on its waterfront, other challenges/oppor-
tunities include continued revitalization of the Ossining
Downtown, historic development, increasing housing at all
levels of affordability, emphasizing affordable housing, and
updating of the planning and development Comprehensive
Plan for the Village. Other challenges include addressing
overcrowding in some areas of the residential community,
team building, and maintaining a high quality of life in
the Ossining Community.
The Position
The Village Manager is the Chief Executive Officer of the
Village of Ossining. He/She is appointed by the Mayor and
Board of Trustees and is responsible for providing adminis-
trative leadership in the daily management of the Village.
The Manager also provides policy advice to the Board and
leadership to Village staff to meet the goals and objectives
of the Mayor and Board. The successful candidate will
have strong team building, leadership, financiaVbudgeting,
and communication and public relations skills, as well
as the ability to work well with the community. He/She
should be able to facilitate the development of proactive
policy with the Mayor and Board of Trustees.
In general, the Village Manager is responsible (under policy
direction of the Mayor and Board of Trustees) for planning,
directing, organizing and controlling the e
departments/agencies through Department Directors and
other key management staff. Typical duties and respon-
sibilities of the position include:
· Directs and supervises the administration of all depart-
ments, offices and agencies of the Village except as other-
wise provided by Charter or Village ordinance.
· Attends all Village Board meetings and takes an active
part in discussions.
· Works closely with the Mayor and Board Members to
ensure that the policy decisions of elected officials are
implemented efficiently and assists the Mayor and
Board in establishing goal priorities, strategies and
timelines.
· With department Heads, prepares and submits the annual
budget and capital programs to the Board, and directs
ongoing analysis of the Village's financial affairs including
recommending appropriate action to ensure financial
stability and the adequacy of funds to meet current
and future requirements including bond rating.
· Helps to identify new revenue sources to fund new and
existing programs and ensures that the Village financial
systems are adequate to protect assets, allow for timely
reporting of financial data, and meet all local, state,
and Federal legal and regulatory requirements.
· Oversees personnel policies, administers labor relations,
and assesses staffing levels and effectiveness.
· Ensures equal opportunity, fairness and consistency
in all recruitment, selection, hiring, and promotions, and
selects, directs and evaluates key department/division
heads.
· Directs economic, planning and community development
efforts including attracting new business and retaining
and strengthening existing businesses.
· Works with community groups regarding community
affairs and interests in Village services to strengthen
neighborhoods, improve quality of life, Village services
and infrastructure, and respond to the diverse needs
of the community.
· Promotes the interests of the Village of Ossining at
the Federal, State and regional levels.
· Advances the Village's technology capabilities to increase
operational effectiveness, cost savings, and access to
reliable and timely information.
· Directs the Village contracting including professional
service contracts and purchasing activities to ensure
"best practices" methodologies are utilized.
· Ensures that the Village's emergency preparedness
plans are maintained and updated.
· Works closely with Police, Fire and other agencies and
departments to help ensure public protection and safety.
· Assumes other duties and responsibilities as assigned
by the Mayor and Village Board of Trustees.
The Candidate
Education and Experience
· Possession of a four-year college or university under-
graduate degree with major course work in public
administration, business administration, finance, or a
closely related field, supplemented by graduate courses
specializing in public management (a Master's Degree
is preferred) and
· A minimum of five years of strong governmental man-
agement and administrative experience, preferably as
a City/TownNillage Manager or as an Assistant/Deputy
Manager.
Knowledge, Skills and Abilities
The successful candidate should have strong leadership,
communication, and interpersonal skills as well as solid
presentation and organizational abilities. This person
should also have knowledge/skills in:
· The principles and practices of public administration.
· A hands-on understanding of municipal government
or other organizations of similar complexity.
· Public management practice including finance, personnel,
labor negotiation, planning, economic development,
community relations, organization management, and
communications.
· Budget preparation and control.
In addition, he/she should be able to:
. Work effectively in an environment with diverse interests.
. Establish and maintain effective working relationships
with a wide variety of people, including members of
the public, staff and colleagues, the Village Board of
Trustees and other elected and appointed officials.
Management Style and Personal Traits
The successful candidate will be someone who is a strong
yet inclusive leader who is also visible and credible with
staff and the community. He/She should be politically
astute, approachable, and comfortable in a diverse, complex
municipal organization, as well as interact well with the
Mayor, Board of Trustees, colleagues and community in
a professional and collegial manner.
The person should be a good strategic thinker and planner
who is people friendly, likes challenge, and is comfortable
in expressing their opinion and leadership. He/She should
be confident and self-assured with good comprehension
of financial and operational management, and a strong
customer service orientation.
The selected individual must also have a high degree of
integrity, be a good listener, be facilitative rather than
confrontational in nature, and believe in the mission and
goals of good municipal government. He/She should be
able to delegate effectively, seek innovation and champion
good ideas. He/She should also be a strong decision maker
and team builder.
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challenges and situations with professionalism, confidence,
flexibility, energy and a positive outlook.
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Compensation
The salary range for this position is open, with hiring
dependent upon experience and qualifications. The Village
of Ossining also offers an excellent fringe benefits package.
Details are available upon request.
. '0
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How 10 Apply
If you are interested in this outstanding opportunity,
please submit a detailed resume by January 31, 2007 to:
Robert L. Neher, Jr., Executive Vice President
Bennett Yarger Associates
1501 3rd Street
Sacramento, CA 95814
Telephone: (916) 443-2421
Facsimile: (916) 443-5949
Cellular: (310)-809-0618
E-mail: rneher@bennettyarger.com
Applications are preferred electronically at:
www.bennettyarger.com. Please identify this recruitment on
the home page, combine your cover letter, resume and other
relevant documents into a single file, and then complete
the application form as directed.
Should you have any questions with regard to your own
interest, or a recommendation of a colleague, please contact
us at the numbers above.
An Equal Opportunity/ADA Employer
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Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceotional - the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful performance. There are
no deficiencies in major areas or items.
Acceotable - the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
Marqinal - the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating (1 - 10)
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
SearchFinnRank.doc
.
PROPOSAL
Executive Search Services
City of Iowa City
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
.
I
PROPOSAL
Executive Search Services
City of Iowa City
Tab I. Transmittal Letter
Tab II. Proposal/Timetable
Tab III. Biographies
Tab IV. Client List/References
Tab V. Sample DiSC Personality Proftle
....
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The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
I
Fifty South Ninth Avenue. Suite #101
Hopkins, MN 55343
July 31, 2007
Mayor and Members of the City Council
City of Iowa City
410 East Washington Street
Iowa City, IA 52240
Dear Mayor and City Council:
We appreciate the opportunity to submit a proposal to assist the City of Iowa City in the recruitment and
selection of a City Manager. Responsibility for the search will be under the direction of James Brimeyer.
Jim has twenty years experience in public sector management and has been involved in executive search
since 1988. He will be assisted by Richard Fursman, Associate of The Brimeyer Group.
We are providing you with biographies, a client list and references. We have also enclosed Position
Profiles from similar searches, as examples of the type of document we will develop for the City of Iowa
City. For more information, please visit www.brimgroup.com and www.gsyng.com
It is our understanding that the City of Iowa City will be interviewing search firms on September 15,
2007. Due to a prior commitment with a current client, Jim Brimeyer will be unable to meet with the
City Council at that time. Jim may be contacted at (952) 945-0246, should an alternate date become
available.
Thank you for your consideration. We very much look forward to working with you in what must be
considered a most challenging and exciting effort.
Very truly yours,
J~~
President
(952) 945-0246
fax (952) 945-0102
.
IT
City Manager
of the
City of Iowa City, Iowa
A PROPOSAL SUBMITTED BY:
THE BRIMEYER GROUP, INC.
EXECUTIVE SEARCH CONSULTANTS
FIF1Y SOUTH NINTH AVENUE, SUITE 101
HOPKINS, MN 55343
City of Iowa City
Page One
Introduction
The Brimeyer Group is a full-service executive search and consulting firm working primarily in the public
sector to assist City Councils, boards, and commissions in recruiting individuals for top management
positions including managers, administrators, department heads, and other key staff positions. We are
experienced in recruiting administrative staff for non-profit organizations and private corporations. In
addition, we provide services in the areas of team building, strategic planning, goal setting, and
organizational and management studies for selected clients.
Our approach to executive search promotes maximum input from our client in the search process. The
client is the final authority in the selection of candidates.
We maintain continual contact with the client throughout the search and keep the candidates informed as
the search progresses. In addition to our milestone meetings with the City Council, we will provide
periodic updates to keep you informed of our progress.
The Brimeyer Group, Inc. is committed to accurately portraying all candidates to the City. Likewise, we
strive to accurately represent the position to candidates to prevent unrealistic expectations.
Consultan t
James L. Brimeyer
Jim has twenty years of experience in public sector management and has been involved in executive
search since 1988. Mr. Brimeyer served in public administration in four cities, three as City Manager,
including his last position in St. Louis Park, Minnesota (1980 to 1988), with a budget of $28 million and
230 employees. He also served in Worthington, Ohio (1974 to 1980) and Wood Dale, Illinois (1971 to
1974). He began his career as Assistant City Manager in Park Ridge, Illinois after obtaining a Master's
degree in Public Administration from Northern Illinois University. His Bachelor's degree is from Loras
College in Dubuque, Iowa.
Mr. Brimeyer is past President of the Ohio City Management Association. He belongs to the
International City Management Association, the Metropolitan Area Management Association, the
Minnesota City Management Association, and the Minnesota Municipal Utilities Association. He is past
President of the St. Louis Park Rotary and past President of the Rotary Foundation Board.
In December 2003, Mr. Brimeyer completed his second four-year term as City Councilmember at-large in
St. Louis Park, Minnesota. Currently, Mr. Brimeyer serves on the Board of the St. Louis Park Community
Foundation.
City of Iowa City
Page Two
The Search Process
We anticipate the search for the City Manager for the City of Iowa City will take three to four months
from the time we are retained to the time the City Council makes an offer. This is somewhat dependent
upon the availability of the City Council to participate in Prof1le development, selection of finalists, and
the interview process. We have prepared a search timetable, which corresponds to the various steps in
the process. After further discussions with the City Council we will develop a target date for the
reporting of the new City Manager.
PHASE I
Position Profile
A successful search begins with a thorough definition and agreement by the City Council on each aspect
of the position to be filled. During this initial phase, our consultants will meet individually with the City
Council, Department Heads, and key staff to learn more about your goals and objectives. Critical factors
to be determined include position responsibility and authority; reporting relationships; educational and
experience requirements; personal and leadership qualities; and management style.
Also important to the success of the search is identifying community priorities and the environment in
which the City Manager must function. We would expect to meet with selected representatives from the
community to further assess the climate within which the selected candidate will most effectively perform.
This may be accomplished through individual interviews or through a public forum.
We will pay considerable attention to establishing organizational goals and priorities for the position. The
identification of priorities serves a two-fold purpose: It assists the hiring authority in developing a
consensus on what is important for the organization and it alerts potential candidates to the important
issues of the organization.
Prior to our meetings we will supply an Ideal Candidate Profile Survey to assist the interviewees in
assembling their ideas on what should be included in the Position Proflie.
As a result of the meetings we will reach an understanding of the critical specifications of the position and
we will draft a Position Profile. A great deal of emphasis is placed on the agreement of this analysis.
Without this information, it is difficult to determine how potential candidates will affect the City's plans
and organizational team. The final Position Profile, after approval by the City Council, becomes the
document against which we evaluate prospective candidates.
City of Iowa City
Page Three
PHASE II
Place Announcements - Recruit Candidates
After the Profile is approved, we will conduct a comprehensive program to contact candidates and
determine sources of candidates. In addition to placing announcements in the appropriate professional
and trade journals, we will announce the position on appropriate web sites and the Profile will be featured
on The Brimeyer Group web site with a link to your web site. We will utilize our local, statewide, and
regional contacts to identify potential candidates. We will identify comparable organizations from which
key individuals can be contacted. Often we are able to identify candidates from similar assignments who
may be appropriate for the position. Because the most qualified candidates are often not in the job market
and do not respond to traditional advertising, we will directly recruit specific individuals with established
patterns of talent, stability, and success.
Review Resumes and Screen Candidates
Following the application deadline, we will screen each applicant's experience and background against the
Position Profile. After evaluating and comparing each application, we will compile a list of candidates for
further consideration. We will conduct one-on-one interviews with the most promising individuals. Our
staff will make every effort to conduct face-to-face interviews with these candidates. Our in-depth
evaluation and appraisal techniques will cover issues such as work experience, education, professional
development and achievement, career objectives, accomplishments, suitability, and specific interest in the
position. We will pay particular attention to behavior patterns and management style that most closely
reflect the needs of the organization.
Progress Report
From these interviews, we will select the most qualified individuals to present to the City. We will prepare
a Progress Report that will provide information on eight to ten candidates whose backgrounds most
closely meet the requirements of the position. This Progress Report will provide specific information on
educational and work history, accomplishments and growth potential, strengths and possible limitations.
We will personally deliver and review this report with the City Council. On the basis of this review, four
to six candidates will be selected for further consideration. At this time we will propose a schedule for
interviewing the candidates and discuss the compensation expectations of the City Council for the new
City Manager.
PHASE III
Reference and Credential Checks
Prior to the interviews, we will conduct discreet reference checks on the finalist candidates. We will talk
with peers and former associates of these candidates. We will speak with individuals who are, or have
been, in positions to directly evaluate the candidates' job performance. We will verify the finalist
candidates' credentials through educational, criminal, and credit checks.
City of Iowa City
Page Four
Assessment (No additional fee)
The Brimeyer Group is authorized to administer the DiSC Behavioral Management System assessment
tool. The results will be provided to the City Council and the candidates and will cover the following
areas: motivation and behavior patterns, management strategies, identification and management of
conflict areas. The City will gain insights into the strengths, management style, and likelihood of success
for each finalist candidate. This assessment is available at the request of the City Council. A sample
DiSC Profile Report can be provided at your request.
Client Interview and Selection Process
Resumes, cover letters, and reference reports will be provided on each candidate prior to the interview.
We will also provide the City Council with a list of suggested interview questions and evaluation forms.
We will discuss the proposed procedures to be used in the interview process. Our suggested interview
schedule will allow the candidates to get acquainted with the community and community leaders and to
visit with the City Council and the staff in informal settings. We culminate the process with individual
and group interviews. If possible, all interviews will be scheduled within a period of one to two days
depending upon the desire of the City Council. A consultant will be present at each interview.
Selection
After the interviews we will meet with the City Council to review the individual ratings and assist in
determining the top candidate. The consultant will assist in this process to the extent requested by the
City Council. We take responsibility for notifying all unsuccessful candidates each time the candidate pool
is narrowed down.
Negotiating Compensation Package
The Brimeyer Group, Inc., will take great care that the City of Iowa City secures acceptance from the
most desired individual. We will recommend a compensation package calculated to attract the finalist and
will participate in the final negotiations. If any concerns arise in the final hour, by working as a third-party
intermediary we can resolve important details of the offer which may have significant bearing on its final
acceptance or rejection.
Additional Services
A. If requested by the City Council, The Brimeyer Group, Inc., will act as a spokesperson with the
media, when appropriate, in order to maintain the integrity of the selection process as well as to
protect the confidentiality and privacy of the candidates who are not hired.
B. Family issues and dual career households are factors that influence an individual's decision to change
jobs. We address circumstances arising from a job change including spouse careers, real estate
issues, family concerns, and relocation details.
C. After the candidate is employed, we will follow up with both the City and the candidate to insure a
smooth transition and satisfactory completion of the assignment. This follow-up contact is intended
to identify potential issues early so that adjustments can be made, if necessary.
City of Iowa City
Page Five
First Performance Evaluation
If requested by the City Council, we will assist in conducting a performance evaluation of the selected City
Manager at six to twelve months of employment. We will develop a Work Program that will contain
objectives for the City Manager to accomplish in the ensuing six to twelve months. The only cost
incurred for this service will be expenses.
Guaran tee
If the City Council utilizes the entire process, Phase I, Phase II, and Phase III, as described, The Brimeyer
Group offers an 18-month guarantee on the effectiveness of the City Manager. Should the City Council
determine it necessary to terminate the City Manager due to failure to adequately perform the duties as
specified in the Prof1le and as represented by the process, we will refill the position at no additional fee
and will charge expenses only. We offer this assurance because of our confidence in the thoroughness of
the process.
Should there be substantial changes in the political situation at the City of Iowa City and a decision is
made to terminate the City Manager for reasons other than failure to perform the duties as specified in
the Position Profile, this guarantee is subject to negotiations between the City Council and The Brimeyer
Group. The Brimeyer Group will not recruit candidates we have placed with your organization.
Costs
EXPENSES
The Brimeyer Group, Inc. will bill expenses directly related to the assignment. Necessary expenses
include announcements, travel, meals, lodging, long distance telephone, printing, credential verification,
print media search, mailing, courier service, and administrative expenses. Our expenses for this
assignment be in the range of $3,500 to $4,500. This estimate does not include costs associated with
candidates' expenses for the final interview. These expenses are influenced by the following
factors: number of candidates invited to interview, location of candidates, spouse and family
attendance, meals and hotel accommodations provided.
FEE FOR SERVICE
The Brimeyer Group will charge a flat fee of $20,000 to complete this assignment. The fee includes the
following services:
Phase I
Meet individually with the City Council, Department Heads, and key staff
Meet with selected representatives from the community and/ or conduct public forum
Develop, present, and print Position Profile
City of Iowa City
Page Six
Phase II
Place Announcements
Direct Recruiting, Send Proftles
Review Resumes
Screen and evaluate candidates
Prepare and present Progress Report
Phase III
Reference checks/ credential verification
DiSC Personality Profile assessment instrument (included in base fee)
Schedule and coordinate candidates' interviews with the assistance of City staff
Participate in interviews
Develop compensation package
Participate in negotiations
Six month Performance Evaluation
PAYMENT
Our payment policy is one-third of the fee due upon signing this agreement; one-third after
presentation of the Progress Report; and the balance due 10 days after the search has successfully been
completed, whether the agreement is oral or written. In the event the City Council terminates this
agreement during the search, we will retain the progress payments to that point.
/l!:::!~J(~
7A~7
Date
President
The Brimeyer Group, Inc.
Mayor
City of Iowa City
Date
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
City of Iowa City
City Manager
Suggested Search Timetable
9/17/07
Authorization to Proceed
9/19 to 10/11/07
Develop Proftle
10/15/07
Approve Proftle
Week of 10/15/07
Place Announcement
10/18 to 11/16/07
Recruit Candidates
11/19/07
Deadline for Application
11/22 to 12/5/07
Screen and Review Candidates
12/10/07
Progress Report/Selection of Finalists
12/13 to 12/28/07
Reference and Credential Checks
1/4 and 1/5/08
Interviews
March 2008
Start Date
Underlined dates indicate direct participation by the City Council.
(952) 945-0246 . fax (952) 945-0102
-
III
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
James L. Brimeyer
President
After twenty years in public sector management, Jim Brimeyer began his career in executive search in July, 1988. In
January 1992 he established The Brimeyer Group, Inc., an executive search firm serving cities, counties, non-profit
organizations, semi-public agencies and private sector companies.
Representative searches conducted by The Brimeyer Group include:
. City of Minneapolis - City Coordinator, Budget Director, and Communications Director
. City of Red Wing, MN - Council Administrator
. Lake Johanna Fire Department - Fire Chief
. City of Hopkins, MN - City Manager, Police Chief
. Consolidated Public Service Answering Point - Center Administrator
. City of Elk River, MN - Economic Development Director
. City of Mankato, MN - City Manager
. City of Minnetonka, MN - City Engineer, Director of Public Safety
. Environmental Consulting Firm - Director of Engineering
. Rice County, MN - County Administrator
. City of Moorhead, MN - City Manager
. City of Minnetrista, MN - Council Administrator
. Elk River Municipal Utilities, MN - General Manager
. City of Baxter, MN - Manager of Public Services
. City of Brookings, SD - City Manager
. City of Fergus Falls, MN - City Administrator
. City of Sauk Rapids, MN - Police Chief
. Sheriffs Youth Programs of Minnesota - President/CEO
. City of Stillwater, MN - City Administrator
. City of Newton, IA - City Administrator
. Village of Shorewood, WI - Village Manager
. City of Cedar Rapids, IA - City Manager
. A list of assignments covering the last four years is also available.
In addition, Jim serves as a facilitator for public and private sector organizations for strategic planning, team building,
goal setting, and board governance at both a policy-making and administrative stafflevel.
Previously, Jim served four cities: three as a City Manager including his last position as City Manager of St. Louis
Park, Minnesota (population 45,000). He also served in Worthington, Ohio and Wood Dale, Illinois. He began his
career as Assistant City Manager in Park Ridge, Illinois after obtaining a Master's Degree in Public Administration
from Northern Illinois University. He received a B.A. Degree from Loras College in Dubuque, Iowa. Jim is a
member of the International City Management Association, the Minnesota City Management Association, and the
Minnesota Municipal Utilities Association. He is active in the community as a Past President of the St. Louis Park
Rotary Club and the St. Louis Park Rotary Foundation. In December 2003 he completed eight years as City Council
Member at-large in St. Louis Park, Minnesota. Jim currendy serves as President of the St Louis Park Community
Foundation and recendy served as Chair of the St. Louis Park Community Visioning Project.
(952) 945-0246
fax (952) 945-0102
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
Pamela A. Carlson
Vice President
Ms. Carlson joined The Brimeyer Group, Inc. at the company founding in 1991 after serving for over
fourteen years in an administrative capacity for a nationally-recognized, locally-based executive search
firm. Pamela has experience in each phase of the executive search process. She contributes to the
success of executive search engagements at The Brimeyer Group through proposal and report
preparation; Position Profile development; candidate screening and interviews; and references. She
has played an active role in the process for numerous City Manager and other Administrative positions
including:
. Farmington, MN - City Administrator
. Pipestone, MN - City Manager
. Storm Lake, IA - City Administrator
. Carroll, IA - City Manager
. Red Wing, MN - Council Administrator
. Sheldon, IA - City Manager
. BWER - Manager of Administrative Services
. St. Anthony, MN - City Manager
. Northfield, MN - Community Development Director
. Elk River, MN - Director of Economic Development
. Metropolitan Library Services Agency, Executive Director
. Saint Peter, MN - City Administrator
. Cottage Grove, MN - City Administrator
. Minnetrista, MN - City Administrator/Clerk
. Mahtomedi, MN - City Administrator
. Carver County Library Director
. Eagan, MN - Director of Communication
. Albert Lea Housing Authority - Executive Director
. Lake Panorama Association - General Manager
. City of Waconia - Park and Recreation Director
. City of Staples, MN - City Administrator
Additionally, Pamela holds full responsibility for seeing that all administrative needs of the company
are met.
(952) 945-0246
fax (952) 945-0102
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
Robert W. Schaefer
Senior Associate
Bob Schaefer joined The Brimeyer Group, Inc. in 1992 after serving as City Administrator ofInver
Grove Heights, Minnesota for 20 years. His career in municipal government spans all areas of
management responsibility making him uniquely suited to provide consulting services to our clientele.
Bob received his undergraduate degree from the College of St. Thomas and his M.A. in Public
Administration from the University of Minnesota. He began his career as an Administrative Intern in
the City of Hopkins; served as Administrative Assistant in Bloomington and Richfield and became
Village Manager for New Brighton in 1964, where he served until beginning his tenure in 1972 in
Inver Grove Heights.
Since joining The Brimeyer Group, Inc., Bob has assisted in numerous executive search assignments:
. Minnetonka, MN - Operations and Maintenance Director and City Engineer
. Chisago County - Administrator
. Becker County - Administrator
. Albert Lea, MN - Waste Water Treatment Plant Manager
. Roseville, MN - Assistant Public Works Director
. Senior Engineer - Twin Cities engineering consulting firm
. St. Louis Park - Director of Public Works/City Engineer and Community Development Director
. Stillwater - Police Chief
. Freeborn County - County Assessor
. City of Baxter, MN - City Administrator and Manager of Public Services
. City of Lake City, MN - Public Works Director
Throughout his career, Bob has been active in professional associations and served as President of the
Metropolitan Area Managers Association, President of the Minnesota State Managers Association and
as a member of the International City Managers Association Planning Committee. He has lectured on
planning and zoning issues at Inver Hills Community College and made presentations on variances
and special use permits. Bob's breadth of experience as an educator, municipal manager and
professional association leader proves valuable to The Brimeyer Group, Inc.
(952) 945-0246
fax (952) 945-0102
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
Richard Fursman
Associate
Richard has over 25 years of senior management experience in local government, most
recently as the City Manager of Maplewood, Minnesota. Throughout his career, Mr.
Fursman has supervised, managed and trained over a thousand employees in seven
cities. Mr. Fursman is currently an Adjunct Faculty member at the University of St.
Thomas where he teaches Master's level Courses in Leadership.
Richard earned his Bachelor of Arts in Economics from the University of St. Thomas and
his Master of Arts degree in Urban and Regional Affairs from Mankato State University.
He is a Organization Development Doctoral Candidate at the University of St. Thomas.
Richard has been awarded the title of Credentialed Manager by the International City
Manager's Association. He is a certified Economic Development Professional, and
successful development practitioner.
Richard is a past board member of the Minnesota City Manager's Association, is a
member of Rotary International, and past president of the Minnesota Metropolitan
Manager's Association.
Richard is a Principal of Global Synergy Group, LLC. GSG is comprised of a network of
professional human resource and organization development professionals working with
public and private sector clients in change management, operations and systems
improvement, workplace culture remediation, and leadership development. Richard has
international consulting experience in Ustad, Sweden as part of a City Manager Exchange
Program and in Kiev, Ukaine at NaUKMA University.
(952) 945-0246
fax (952) 945-0102
-
IV
The Brimeyer Group
Client/References
2001 to 2007
Mayor Mary Hamann-Roland
City of Apple Valley
14200 Cedar Ave.
Apple Valley, MN 55124
(952) 953-2500
Police Chief - 2001
Kandis Hanson, City Manager
City of Mound
5341 Maywood Road
(952) 472-0600
Mound, MN 55364
Community Development Director - 2001
Police Chief - 2003
Mayor Mark Schiffman
City ofWaconia
109 S. Elm
Waconia, MN 55387
(952) 442-2184
City Administrator - 2001
Matt Fulton, City Manager
City of New Brighton
803 Old Hwy. 8 NW
New Brighton, ~IN 55112
(651) 638-2100
Finance Director - 2001
Daniel Beranek, Council
City of New Vlm
100 North Broadway
New Vlm, MN 56073
(507) 359-8233
City Manager - 2001
Mayor Robert Pogatshnik
City of Sartell
310 2nd St. S.
Sartell, lvIN 56377
(320) 253-2171
City Administrator - 2001
Mike Johnson, City Administrator
City of Marshall
P.O. Box 477
Marshall, MN 56258
(507) 537-6760
Director of Public Works/Engineer - 2001
Director of Economic Development - 2006
Mayor Jay Kimble
City of Stillwater
216 N. 4th St.
Stillwater, ~IN 55082
(651) 430-8800
City Administrator - 2001
Mayor Cheryl Fischer
City of Minnetrista
7701 County Road 110W
Minnetrista, ~IN 55364
(952) 446-1660
City Administrator - 2001
City Administrator - 2007
Dave Severson, County Coordinator
Steele County
P.O. Box 890
Owatonna, lvIN 55060
(507) 444-7470
Nursing Home Administrator - 2001
Detention Center
Assistant Finance Director - 2002
Human Services Director - 2005
Dave Mullenbach
Freeborn County
P.O. Box 1147
Albert Lea, lvIN 56007
(507) 337-5299
County Administrator - 2001
Victoria Simonsen, City Manager
City of Albert Lea
221 E. Clark St.
Albert Lea, MN 56007
(507) 377-4300
Executive Director Housing Authority - 2002
Mayor Mark V oxland
City of Moorhead
P.O. Box 779
Moorhead, MN 56561
(218) 299-5301
City Manager - 2002
Mayor Bonnie Rietz
City of Austin
500 4th Ave. NE
Austin, MN 55912
(507) 437-9940
City Administrator - 2003
Mark Sievert, City Administrator
City of Fergus Falls
112 W. Washington
Fergus Falls, :NfN 56538
(218) 739-2251
Economic Development Director - 2002
Mayor Beth Baumann
City of South St. Paul
125 3rd Ave. N.
South St. Paul, MN 55075
(651) 544-3200
City Administrator - 2003
Rice County
320 NW Third St.
Faribault, :NfN 55021
(507) 637-4013
County Administrator - 2002
John Chattin, Administrator
Swift County
301 14th St. N.
Benson, MN 56215
((320) 843-4069
County Engineer - 2003
Mark Kober, City Manager
City of Sleepy Eye
200 Main St. E.
Sleepy Eye, :NfN 56085
(507) 794-3731
EDA Coordinator - 2002
Charles Robinson, City Administrator
City of Forest Lake
220 Lake St. N.
Forest Lake, :NfN 55025
(651) 464-3550
Police Chief - 2003
Tom Lawell, City Administrator
City of Apple Valley
7100 147th St. W.
Apple Valley, MN 55124
(952) 952-2500
Fire Chief - 2002
Mayor William Phelps
City of West Liberty
409 N. Calhoun St.
West Liberty, IA 52776
(319) 627-6523
City Manager - 2003
Tom Hedges, City Administrator
City of Eagan
3830 Pilot Knob Road
(651) 675-5000
Director of Communications - 2002
Anne Norris, City Manager
City of Crystal
4141 Douglas Drive N.
Crystal, :NfN 55422
(763) 531-1000
Fire Chief - 2002
Mayor Ted Godfrey
City of Park Rapids
212 2nd St. W
Park Rapids, :NfN 56470
(218) 732-3163
Police Chief - 2003
City Administrator - 2004
Tim Madigan, City Administrator
City of Faribault
208 1st Ave. NW
Faribault,:NfN 55021 (507) 334-2222
Community Development Director - 2003
Director of Public Works - 2003
Liz \X'heeler, HR Director
City of N orthfield
801 Washington St.
Northfield, MN 55057
(507) 645-8832
Community Development Director - 2003
Director of Public Works - 2004
Operations Manager - 2004
Mayor Eric Seanger
City of Melrose
225 E. First St. N.
Melrose, lvIN 56352
(320) 256-4278
City Administrator - 2004
Rich Bauer, Mayor
City of Zumbrota
175 West Ave
Zumbrota, MN 55992
(507)-732-7318
City Administrator - 2005
Dean Johnson, Mayor
City of Lake Elmo
3800 Laverne Ave. N.
Lake Elmo, MN 55042
(651) 777-5510
City Administrator - 2004
J'vWt Kramer, Mayor
City of Manchester
200 East Main St
J'vlanchester, IA
(563)-927 -3696
City Manager - 2005
Mark Paulson
City of Minneapolis, BIS Department
350 South 5th St., Room 127
Minneapolis, J\1N 55415
(612) 673-3596
Customer Relations/Decision Support
Services Director - 2004
Harvey Sprafka, Mayor
City of Knoxville
305 So Third St
Knoxville, IA
(641 )-842-4885
City Manager - 2005
Mark KroWenberg, Village President
Village of Shorewood
3930 N. Murray Ave.
Shorewood, WI 53211
(414) 847-2601
Village Manager - 2004
Curt Bernard, Mayor
City of Yankton
416 Walnut
Yankton, SD 57078
(605)-668-5221
City Manager - 2005
Greg Sparks
City of Owatonna
540 West Hills Circle
Owatonna, J'vIN 55060
(507) 444-4300
Police Chief
Susan Arntz, City Administrator
City ofWaconia
201 S. Vine Street
Waconia, MN 55387
(952) 442-2184
Parks and Recreation Director - 2005
Gary Weiers
Rice County
320 NW Third Street
Faribault, J'vIN 55021
(507) 332-5999
MIS Director
Gene Dietz, Public Works Director
City of Eden Prairie
8080 Mitchell Rd.
Eden Prairie, J\1N 55344
(952) 949-8300
Manager of Utility Operations - 2005
Mayor Eugene Maxwell
City of Hopkins
1010 I" St. S.
Hopkins, J'vIN 55343
(952) 935-8474
City Manager - 2004
Cris Gears, County Administrator
Kitsap County
614 Division Street
Port Orchard, WA 98366
(360) 337-5361
Director of Facilities, Parks and Recreation - 2005
Mike Rardin, Public Works Director
City of St. Louis Park
5005 Minnetonka Blvd.
S1. Louis Park, J\IN 55416
(952) 924-2500
City Engineer - 2005
Swift County
301 14th S1. N.
Benson, MN 56215
(320) 843-4069
County Highway Engineer - 2005
Mayor Hans Trousil
City of West Burlington
122 Broadway Street
West Burlington, IA 52655
(319) 752-5451
City Administrator - 2006
Tomas Meyer, Interim City Administrator
City of Mason City
10 First Street NW
Mason City, IA 50401
(641) 421-3600
Police Chief - 2006
Mayor Jerome Rockvam
City of Spring Park. MN
4349 Warren Ave.
Spring Park, ~fN 55384
(952) 471-9051
City Clerk/Administrator - 2006
Ronald Moorse, City Administrator
City of Orono
P.O. Box 66
Orono, MN 55323
(952) 249-4600
Police Chief - 2007
Mayor Gary Sturm
City of St. James
124 Armstrong Blvd. S.
St. James, ~fN 56081
(507) 375-3241
City Manager - 2006
Mayor Bruce Nelsen
City of Staples
611 Iowa Ave. NE
Staples, MN 56479
(218) 894-2550
City Administrator - 2007
Mayor Kay Halloran
City of Cedar Rapids
50 Second Ave Bridge
Cedar Rapids, Iowa 52401
(319) 286-5115
City Manager - 2006
Mayor J ames Kreft
City of Arlington
204 Shamrock Drive
Arlington, 1fN 55307
(507) 964-2378
City Administrator - 2007
Mayor Richard Lehmann
City of Bemidji
317 4th St. NW
Bemidji, ~fN 56601
City Manager - 2006
Mayor Bill Miller
City of Olivia
1009 W. Lincoln Ave.
Olivia, ~fN 56277
City Administrator - 2007
Ivlichael Johnson, City Administrator
City of Marshall
344 W. Main St.
Marshall, ~fN 56258
Director of Economic Development - 2006
Mayor Reynold Peterson
City of Spencer
418 2nd Ave. W.
Spencer, IA 51301
City Manager - 2007
Tom Lawell, City Administrator
City of Apple Valley
7100 W. 147th St.
Apple Valley, ~fN 55124
Community Development Director - 2006
Ron Johnson, City Administrator
City of Lake City
205 W. Center St.
Lake City, ~fN 55041
Public Works Director - 2007
Mayor Alan Oberloh
City of Worthington
303 9th St.
Worthington, MN 56187
(507) 372-8600
City Administrator - 2006
Mayor Larry Buboltz
City of Detroit Lakes
1025 Roosevelt Ave.
Detroit Lakes, MN 56502
City Administrator - 2007
Mayor Mark V oxland
City of Moorhead
500 Center Ave.
Moorhead, lvIN 56562
(218) 299-5166
City Manager - 2007
Mayor John Hall
City of Osseo
415 Central Ave.
Osseo, MN 55369
(763) 425-2624
City Administrator - 2007
Mayor Tom Kuntz
City of Owatonna
540 W. Hills Circle
Owatonna, MN 55060
City Administrator - 2007
The Brimeyer Group - Partial Listing of Assignments
CITY AND COUNTY MANAGERS/ ADMINISTRATORS
City Manager - Roseville, :MN (pop. 36,000)
City Administrator - Lakeville, :MN (pop. 23,000)
City Manager - New Brighton,:MN (pop. 24,000)
City Administrator - Hastings, :MN (pop. 15,000)
City Administrator - Cottage Grove, :MN (pop. 24,000)
City Manager - St. James, MN (pop. 5,000)
City Manager - Brooklyn Park, :MN (pop. 60,000)
City Administrator - Little Canada, :MN (pop. 10,000)
City Manager - Hopkins, :MN (pop. 16,000)
City Manager - Bemidji, :MN (pop. 24,000)
City Administrator - Hibbing, :MN (pop. 20,000)
City Administrator - Hermantown, :MN (pop. 7,000)
Clerk/ Administrator - Mounds View, :MN (pop. 12,000)
City Administrator - Orono, :MN (pop. 7,000)
City Administrator - South St. Paul, :MN (pop. 24,000)
Village Manager - Village of Hazel Crest, IL (pop. 15,000)
City Manager - Robbinsdale,:MN (pop. 15,000)
City Administrator - Becker, :MN (pop. 1,000)
City Administrator - Arden Hills, :MN (pop. 10,000)
City Administrator - Sandstone, :MN (pop. 2,000)
County Administrator - Chis ago County, :MN
City Manager - Prior Lake,:MN (pop. 12,000)
City Administrator - Luveme, :MN (pop. 4,400)
City Manager - Columbia Heights,:MN (pop. 19,000)
City Manager - Webster City, IA (pop. 8,600)
City Coordinator - Minneapolis, :MN (pop 370,000)
City Administrator - Pipestone, :MN (4,500)
City Administrator - Marshall, :MN (pop. 12,000)
City Administrator - Oak Park Heights,:MN (pop. 3,700)
City Administrator - Rosemount,:MN (pop. 10,000)
City Manager - St Anthony, :MN (pop. 8,000)
City Manager - Carroll, IA (pop. 8,000)
City Administrator - Savage,:MN (pop. 12,000)
City Manager - Sheldon, IA (pop. 5,000)
City Administrator - Emmetsburg, IA (pop. 4,000)
County Coordinator - Benton County, :MN (pop. 30,000)
City Manager - Mankato,:MN (pop. 31,500)
City Administrator - North Mankato, :MN (pop. 11,000)
City Manager - Robbinsdale, MN (pop. 14,000)
City Administrator - Worthington, MN (pop. 10,000)
City Administrator - Farmington, MN (pop. 6,870)
City Administrator - Mounds View, MN (pop. 12,600)
Clerk/ Administrator - Centerville, MN (pop. 2,000)
County Administrator, St. Louis County, MN (pop. 198,000)
City Administrator - Northfield, MN (pop. 15,200)
City Manager - Columbia Heights, MN (pop. 19,000)
City Manager - Benson, MN (pop. 3,500)
City Manager - Storm Lake, IA (pop. 9,000)
City Manager - West St. Paul, MN (pop. 19,000)
Coordinator - Bryant Neighborhood, Minneapolis
Council Administrator - Red Wing, MN (pop. 15,700)
City Manager - Maquoketa, IA (pop. 6,000)
City Manager - Spencer, IA (pop. 11,600)
City Administrator - Cottage Grove, MN (27,726)
City Administrator - St. Peter, MN (pop. 10,000)
City Administrator - Minnetrista, MN (pop. 3,900)
City Administrator - Mahtomedi, MN (pop. 6,800)
City Manager - Montevideo, MN (pop. 5,500)
City Administrator - Charles City, IA (pop. 8,000)
City Manager - West Liberty, IA (pop. 3,000)
City Administrator - Mora, MN (pop. 3,000)
City Administrator - Baxter, MN (pop. 4,800)
City Administrator - Waukee, IA (pop. 3,500)
Clerk/ Administrator - St. Joseph, MN (pop. 4,500)
City Administrator - Sauk Rapids, MN (pop. 10,000)
City Administrator - Park Rapids, MN
City Administrator - Dyersville, IA (pop. 3,800)
City Administrator - Fergus Falls, MN (pop. 13,000)
City Manager - Brookings, SD (pop. 18,000)
City Administrator - West Burlington, IA (pop. 3,000)
City Administrator - Wayne, NE (pop. 5,000)
County Administrator - Becker County, MN (pop. 30,000)
City Administrator - Sauk Centre, MN (pop. 3,800)
City Administrator - Mounds View, MN (pop. 12,900)
City Administrator - Shorewood, MN (pop. 7,000)
City Administrator - Andover, MN (pop. 25,000)
City Administrator - Waconia, MN (pop. 6,000)
City Manager - New Ulm, MN (pop. 14,000)
City Administrator - East Grand Forks, MN (pop. 8,000)
City Administrator - Stillwater, MN (pop. 16,000)
City Administrator - Farmington, MN (pop. 10,000)
City Administrator - Minnetrista, MN (pop. 4,400)
City Administrator - Lake City, MN (pop. 5,000)
City Administrator - Sartell, MN (pop. 10,000)
City Manager - Moorhead, MN (pop. 32,000)
County Administrator B Rice County, MN (pop. 57,000)
City Administrator - Northfield, MN (pop. 17,500)
City Administrator - Austin, "MN (pop. 23,000)
City Administrator - South St. Paul, "MN (pop. 20,167)
City Administrator - Newton, IA (pop. 16,000)
City Administrator - Mahtomedi, "MN (pop. 8,000)
City Manager - West Liberty, lA (pop. 3,300)
City Administrator - Lake Ehno,:MN (pop. 7,387)
City Administrator - Melrose,"MN (pop. 3,150)
Village Manager - Shorewood, WI (pop. 12,000)
City Administrator - Zumbrota,"MN (pop. 3,000)
City Manager - Yankton, SD (pop. 14,000)
City Manager - Manchester, lA (pop. 5,000)
City Manager - Knoxville, lA (pop. 7,700)
City Manager - Dennison, lA (pop 7,500)
City Administrator/Clerk - Cresco, lA (pop. 4,000)
City Manager - Webster City, lA, - (pop. 8,200)
City Administrator - West Burlington, lA (pop. 3,200)
City Administrator/Clerk/Treasurer - Spring Park, MN (pop. 1,700)
City Manager - Cedar Rapids, lA (pop. 128,000)
City Administrator - Ottumwa, lA (pop. 25,000)
City Administrator - Stewartville, "MN (pop. 5,650)
City Manager - Bemidji, "MN (pop. 13,000)
City Administrator - Worthington, "MN (pop. 11,000)
City Administrator/Clerk - Maple Plain,"MN (pop. 2,100)
County Administrator - Yellow Medicine County, "MN
City Administrator - City of Minnetrista, "MN
City Administrator - Staples, "MN
City Administrator - Arlington, "MN
City Administrator - Olivia, "MN
City Manager - Spencer, IA
City Administrator - Detroit Lakes, "MN
City Manager - Moorhead, "MN
City Administrator - Osseo, "MN
City Administrator - Owatonna, "MN
DEPARTMENT HEADS
Finance Director - Minneapolis, "MN
Fire Chief - Centennial Fire District
Police Chief - Orono,"MN
Public Works Superintendent - New Hope,"MN
Budget Director - Minneapolis,"MN
Superintendent Wastewater Treatment - Albert Lea, "MN
Public Works Director/City Engineer - Savage,"MN
Finance Director - Austin, "MN
City Engineer - Minnetonka, "MN
Community Development Director - St. Louis Park, MN
Public Works Director/Engineer - St. Louis Park, "MN
Community Development Director - Fairmont, "MN
Community Development Director - Rosemount,"MN
City Engineer/Director of Public Works - Marshall, "MN
Community Development Director - Northfield,:MN
Economic Development Director - Elk River, MN
County Economic Development Director - Becker County, MN
Principal Planner, Minnetonka,:MN
General Manager, Utilities Commission, Elk River,:MN
Community Development Director - Farmington, :MN
Communications Director - Minneapolis, :MN
Director of Property, Records, and Revenue - Ramsey County, :MN
Assessor - Freeborn County, :MN
Police Chief - Stillwater, :MN
Appraiser - Minnetonka, :MN
Manager of Planning and Economic Development - Worthington,:MN
County Engineer - Chis ago County
Manager of Public Services - Baxter, :MN
Director of Public Safety - Minnetonka, :MN
Director of Planning - Elk River
Assistant Director of Economic Development - Elk River
Park Superintendent - Minneapolis Park and Recreation Board,:MN
Police Chief - Mounds View, :MN
Police Chief - Eagan,:MN
City Engineer - Fairmont,:MN
Police Chief - Hopkins, :MN
Police Chief - Sauk Rapids, :MN
Police Chief - Crystal, :MN
Police Chief - Grand Rapids, :MN
Police Chief - Faribault, MN
Finance Director - Woodbury,:MN
Police Chief - Apple Valley, MN
Finance Director - Woodbury,:MN
Public Works Director - Lake City,:MN
Finance Director - New Brighton,:MN
Fire Chief - West Metro Fire District, New Hope/Crystal,:MN
Director of Communications - Eagan, :MN
Planning Director - Lake City, :MN
Fire Chief - Apple Valley, :MN
Fire Chief - Lake Johanna Fire Department
EDA Director - Sleepy Eye, :MN
Police Chief - Mound, :MN
Assistant Finance Director, Detention Center - Steele County, MN
Housing Authority Executive Director - Albert Lea, :MN
Community Development Director and Director of Public Works - Faribault,:MN
Director of Public Safety - Forest Lake,:MN
Community Development Director and Director of Public Works - Northfield,:MN
Customer Relations and Decision Support Services Director - Minneapolis, :MN
Executive Director - Fergus Falls Area Economic Improvement Commission
Operations Manager - Northfield, MN
Human Services Director - Steele County, :MN
Swift/Yellow Medicine County - County Highway Engineer
Director of Economic Development - Marshall, MN
Police Chief - Mason City, IA
Community Development Director - Apple Valley, MN
Director, Public Information and Communications - Dakota County
Police Chief - Mason City, IA
Public Works Director - Lake City, MN
NON-PROFIT
Executive Director - Urban Concerns Workshops
Executive Director - Minnesota State Council on Disability
Executive Director - Local Government Information Systems
Manager, LRT Development - Regional Transit Board - Twin Cities
Executive Director - Cold Weather Resource Center
Executive Director - Minnesota Chiefs of Police Association
Executive Director - North Suburban Cable Commission and Access Corp.
Executive Director - League of Minnesota Cities
Executive Director - Family Violence Network
Executive Director - Southwest Minnesota Initiative Fund
Executive Director - PossAbilities of Southern Minnesota
Executive Director - Metropolitan Library Services Agency
Executive Director - Blue Earth Economic Development Authority
Executive Director - St. Cloud Housing and Redevelopment Authority
Executive Director - East Central Solid Waste Commission
District Administrator - Minnehaha Creek Watershed District
Library Director - Carver County
Center Administrator - Consolidated Public Safety Answering Point
Director of Finance and Administration - Lincoln Pipestone Rural Water Assoc.
President/CEO - Sheriffs Youth Programs of Minnesota
Executive Director - Rice Creek Watershed District
PRIVATE SECTOR
COO - sporting goods manufacturer
Senior Account Manager - government leasing corporation
Director, Sales and Marketing and Production Manager - optical lens company
Senior Design Engineer and Production Manager - sign manufacturing company
Transportation Engineer - engineering consulting firm
Urban Planner - engineering consulting firm
Senior Engineer - engineering consulting firm
Manager of Administrative Services - architectural firm
Senior Associate - engineering consulting firm
Electrical Engineer - industrial engineering firm
Marketing Manager - architectural firm
Marketing Coordinator - architectural frrm
Senior Transportation Engineer - engineering consulting frrm
General Manager - Minnesota Valley Country Club
Water Resources Engineer - environmental consulting and engineering frrm
General Manager - Lake Panorama Association
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
The Brimeyer Group "affected class" placements
St. Louis County, MN
City of West St. Paul, MN
City of Red Wing, MN
City of Minneapolis, MN
Minneapolis Park and Rec.
CPSAP
Carver County, MN
City of Minneapolis, MN
City of Sauk Centre, MN
City of Minnetonka, MN
City of Elk River, MN
City of St. Joseph, MN
City of Elk River, MN
City of Fairmont, MN
City of Park Rapids, MN
City of Mounds View, MN
City of Waconia, MN
City of Sartell, MN
City of Mound, MN
City of Northfield, MN
City of Dundas, MN
City of West Liberty, IA
City of Albert Lea, MN
City of Northfield, MN
Rice County
City of Spring Park
City Administrator
Executive Director
City Administrator
Technology Services Director
Administrative Services
Marketing
Dir. of Admin Services
Dir. of Marketing
County Administrator
City Manager
Council Administrator
Dir. of Communications
Park Superintendent
Center Administrator
Library Director
City Coordinator
City Administrator
Director of Public Safety
Economic Development Director
City Administrator
Senior Planner
City Engineer
City Administrator
City Administrator
City Administrator
City Administrator
Community Development Director
City Administrator
City Administrator
City Manager
City Manager
Director of Public Works
MIS Director
City Clerk/Administrator
Female
Female
Female
Female
Female
Female
Female
Female
Female
Female
Female
Female
Black Female
Female
Female
Black Male
Female
Female
Female
Female
Female
Female
Female
Female
Female
Female
Female
Female
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Black Male
Female
Female
Female
Female
City of Arden Hills, MN
Family Violence Center
City of Pipestone, MN
League of MN Cities
BWBR, Inc.
(952) 945-0246 . fax (952) 945-01 02
.
v
\
DiSC@ Behavioral Profile for:
Susan
Personalized Description and
Success Strategies from the
Personal Profile System@
. General Characteristics
...
Dimensions of Behavior
The Brimeyer Group Executive Search
Fifty South Ninth Avenue, Suite 101
Hopkins, Minnesota 55343
(952) 945-0246 - Phone, (952) 945-0102 - Fax
WVoniolllOI
C1998 bylnscepe Pubbshing,lnc. ...1 rights reserved
C1998 byThe GeryLillle COl'Tlp8fff."c. AH rig/'ts reserved DI
BEHAVIORAL HIGHLIGHTS
This section lists the potential strengths of Susan's behavioral profile. Personalize the information using
these steps: <1> Check mark the boxes of those statements that you think accurately describe Susan's
behavioral style. <2> Cross out the boxes of those statements that you feel do not describe Susan's
behavioral style very well. <3> Write in comments to modify the statements to make them more descriptive.
-
\
\ 1/
o I S C
Some of Susan's behavioral strengths may be:
o Likes a fast pace, new activities, change, and variety
o Quick to act and creates a sense of urgency in others
o Enjoys challenges and competition
o Can move forcefully to get results
o Uses direct, action-oriented approach to solving problems
o Likes to interact with many different types of people
o Likes to express thoughts and feelings to others
o Animated and enthusiastic in expression
o Quick to adapt to new ideas and changes
o Seeks to find ways to interact positively in difficult situations
WVersion3.01
Q199B by nsClilpe Pubj shing, he, AI rigtts r.s&lWd
The Brimeyer Group Executive Search
Fifty South Ninth Avenue, Suite 101
Hopkins, Minnesota 55343
(952) 945-0246 - Phone, (952) 945-0102 - Fax
- 1 -
Q1998 by The GARYlrTTlE cOtvPANY.n:. Alrighls reserved
Personal Profile System@ Graph
7
6
5
4
3
2
1
o
.
I
s
c
Name: Susan.
Date: 09-22-2003
Classical Pattern: Inspirational
The DiSC@ Dimensions of Behavior
model describes behavioral patterns
in terms of four tendencies. They are
briefly defined below:
D Dominance: People with a high "D"
behavioral tendency seek to shape their
environment by overcoming opposition to
accomplish results.
i Influence: People with a high "i" behavioral
tendency seek to shape their environment by
influencing or persuading others.
S Steadiness: People with high "S" behavioral
tendency seek to cooperate with others to
carry out their tasks.
C Conscientiousness: People with high "C"
behavioral tendency seek to work within
existing circumstances to ensure quality and
accuracy.
All people have all four behavioral
tendencies but in differing intensities.
The relationship of the four
tendencies to each other creates a
profile pattern which provides
information about a person's potential
behavioral responses.
Completed by:
Environmental Focus: Work
The above graph displays the relationship of the four behavioral tendencies in
Susan's profile pattern. The information on the following pages is based upon this
profile pattern.
Remember, the Personal Profile System@ is not a test. There is no such thing as a
"good" or "bad" pattern. Research indicates that the most successful people are
those who know themselves and develop strategies to meet the needs of specific
situations. The following information is most helpful when reviewed, discussed, and
put to use in developing specific action plans for increasing personal effectiveness.
The Brimeyer Group Executive Search
Fifty South Ninth Avenue, Suite 101
Hopkins, Minnesota 55343
(952) 945-0246 - Phone, (952) 945-0102 - Fax
- 2 -
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C1998 by The GARVLrTTLE CQfvPAN'f, Inc. Alngts reHfWd
BEHAVIORAL OVERVIEW
The following narrative, based upon the profile responses, provides a general ovelView of Susan's natural
behavioral style in the environment. This section is designed to provide a broad overview of her natural,
most comfortable behavior. Susan's actual obselVed behavior may be somewhat different due to
modifications based on the demands of the situation, the expectations of others, and her personal values.
Review and discuss the information, deleting the portions that do not seem applicable and highlighting the
portions which may be most relevant and useful.
r-
\
\ /
o i S C
Susan tends to be very direct, daring, forceful and enthusiastic. She may also be very charming and
sociable. Tending to be quick in thought and action, she may enjoy matching her wits and skills against
others.
In seeking to control her environment, Susan may make a conscious effort to modify the thoughts and
actions of others. She may be astute in identifying the motives and desires of others. She may then use
this information to direct their behavior toward her predetermined goal. She may use charm and
persuasion to sway others to her point of view. However, if necessary, she may also use demands,
intimidation, and the control of rewards to get what she wants. She tends to be clear about her desired
results. However, she may not verbalize them to others immediately. She may introduce her desired
results only when she has created an attitude of readiness in the other person.
Though generally charming in her contacts with others, she may occasionally cause them to experience
a conflicting feeling of being drawn to her and yet somehow being distanced at the same time. She may
be very persuasive in achieving her desired results and in obtaining assistance with the repetitive and
time-consuming details of the activity at hand.
While she sometimes may inspire fear in others and may override their decisions, Susan tends to be
generally well liked by co-workers. This may be true because she tends to use her considerable verbal
skills to persuade others rather than demand from them whenever possible. She clearly may prefer to
work through others to accomplish her goals rather than ride over them.
Susan naturally may be comfortable with interpersonal aggression. In fact, she may enjoy competitive
and antagonistic situations. She may welcome the challenge of a win/lose situation. Her objective may
be to win, sometimes at a cost to relationships. Appearing to reject affection, she tends to not allow
feelings of love or friendship to interfere with the pursuit of her goals. She may not always give the
other person a chance to express feelings or show concern for such matters as cooperation or
emotional attachment. In fact, she may be concerned that to do so would appear to be too soft toward
others.
A self-starter, Susan may get up early to get a head start on the day's activities. She may start activities
without any prodding or direction from others. Her energy may continue to be high throughout the day.
She may also get other people moving. She may set high standards for performance and expect them to
be met. She is likely to be critical of others who fail to meet her expectations. Although she tends to
express her displeasure directly, usually face-to-face, people generally accept it with little resentment
due to her persuasive abilities.
When things are not going well, Susan may become quarrelsome or even belligerent if she does not get
her way on something that may be important to her. Typically, in a pressure situation in which her goals
are being blocked, she may suddenly discontinue her charm and persuasion and become unusually
quiet. Just as suddenly, she may then reassert herself in a demanding, aggressive manner.
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The Brimeyer Group Executive Search
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(952) 945-0246 - Phone, (952) 945-0102 - Fax
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Cl998 by The GARYUrn..E COWPmY,nc. AI fi!ttS feserved
BEHAVIORAL OVERVIEW
--Continued--
Susan may tend to evaluate others based upon their ability to project strength and power. She may
appreciate those who are able to master and control their environments. She may have little patience
for those who are primarily concerned with "little things" such as details, accuracy and correctness.
She also may have little use for "red tape" or procedures which seem to interfere with the
accomplishment of her goals.
When approaching a new problem or decision, Susan tends to move quickly and directly. She may
solicit opinions from others; however, she may not pay much attention to the input from anyone whom
she does not respect, unless it presents a clear opportunity for a successful outcome. She may quickly
size up the information and reach a tentative conclusion upon which she can take action. She may take
risks and try new, challenging ideas. She may watch the results to make sure that her desired results
are achieved, quickly making changes as indicated.
The Brimeyer Group Executive Search
Fifty South Ninth Avenue, Suite 101
Hopkins, Minnesota 55343
(952) 945-0246 - Phone, (952) 945-0102 - Fax
-4-
"1998 by The GARYLrTTlE COtvPAHf. nc. A1rigttsreserved
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Cedar RapidJ... City of Five 5 eaJonJ
~~
~I~
The Community
The City of Cedar Rapids, located
in east central Iowa, is the County
Seat of Linn County. As the
second largest city in Iowa, Cedar
Rapids has a growing population of
121 ,500 residen ts and serves as a
regional center of commerce,
industry and transportation for a
combined population of 431,800
people in the surrounding eight-
county area.
Cedar Rapids area has a diverse
economy, balancing a historical
agri-business base with technology-
based industries. More than 275
manufacturing plants, two dozen
Fortune 500 companies, and many
international export businesses are
located in Cedar Rapids, making
the city an important link in the
global economy. The largest
manufacturing companies have a
combined employment of over
16,000 workers and include
Rockwell Collins, Inc., Amana
May tag Appliances, Quaker Oats
Company, General Mills, Inc., and
Gazette Communications. Large
corporations include AEGON
USA, Inc., MCI, and WorldCom,
Inc., as well as many major health
care organizations, retail and
grocery compa01es.
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Residents engaged in the promotion of stable
neighborhoods have formed a number of
active neighborhood associations.
A variety 0 f
housing choices
may be found
throughout the city's
established
neighborhoods and
ne\\ier subdivisions,
including charming
older homes,
excellent starter
houses,
condominiums,
duplexes and
apartment units.
Cedar Rapids has gained a reputation for creating a
blend of educational, cultural and recreational
advantages for its citizens that has resulted in the
sense of community and hospitality associated with
midwestern life. The enjoyment of each of nature's
four beautiful seasons and the focus on quality of life
issues has led residents to nickname Cedar Rapids the
"City of Five Seasons" w'ith the encompassing Fifth
Season representing "the Time to Enjoy."
Recreation and Culture
The Cedar Rapids ~Iuseum
of Art features permanent
collections by Iowa artists,
including Grant \V ood.
The area's rich Czech culture is celebrated
at the National Czech and Slovak i\Iuseum
and Library.
---
IL
Built in 1928, the 1,900-seat Paramount
Theatre for the Performing Arts hosts live
stage shows, Broadway performances,
community theater, movies and concerts.
Theatre Cedar Rapids and the Cedar Rapids Opera
Theatre provide outstanding musical productions and
plays. The award-winning Cedar Rapids Symphony
Orchestra performs over 25 times each year.
The U.S. Cellular Center is a multipurpose arena with
10,000 seats that hosts concerts, sporting events, trade
shows and conventions. A popular attraction is
Ushers Ferry Historic Village, located in Seminole
Valley Park and featuring over 20 authentic buildings.
Many other theaters, historic sites, museums and
attractions are located throughout Cedar Rapids.
Due to the city's central location,
many college level sporting
events may be accessed locally
and regionally. The Cedar Rapids
Kernels, an affiliate of the
Anaheim Angels professional
baseball organization, play in a
new $14 million, 5,300-seat
stadium.
The city also serves as the home
of the RoughRiders, a minor
league hockey team that plays
home games in a 4,000 seat Ice
Arena.
Cedar Rapids takes pride in having the largest park system in Iowa w'ith over 4,000 acres of park land
comprising 73 parks. Area parks feature opportunities for swimming, boating, ice skating, cross
country skiing, snowmobiling, football, baseball, volleyball, tennis, picnics and scenic drives. In
addition, hundreds of acres of undeveloped green space are available for future park expansion and
flood control.
.L-\n abundance of community
festivals provide
entertainment for residents
and visitors.
Three state parks and four county parks within 20
minutes of Cedar Rapids offer fishing, swimming,
sailing, camping, rock climbing and hiking trails.
The 4,900-acre Coralville Lake recreation area is a
Corps of Engineers project providing extensive
outdoor activities. Four municipal golf courses,
four privately owned public golf courses and three
private county club golf courses serve the area. An
expansive trail system is sustained by the Linn
County Trails Association, a non-profit volunteer
organization working to connect established trails.
Other recreational facilities include 6 municipal
aquatic centers, 50+ public tennis courts, 3 private
tennis clubs, 50 public baseball or softball diamonds
for league use, 30+ volleyball courts, 3 outdoor ice
rinks, and a central YMCA. The Parks Department
maintains all weather basketball courts, sand
volleyball courts, a BMX dirt track, rugby field, off-
leash dog exercise area, 22 pavilions, and operates
16 spray pools, a soccer complex, children's zoo,
Frisbee golf courses, and park flower gardens.
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The Science Station and the IMAX theatre.
Education and Health Care
Parade magazine has rated Cedar Rapids as one of the 10 best cities in the United States to raise a
family. A key reason is the excellence of the school system. The metropolitan area is served by four
public school districts, the Metropolitan Office of Catholic Education, and other private schools.
Total enrollment for the Cedar Rapids area is approximately 35,000 students. Graduation rates
continue to be among the highest in the nation and Iowa ranks second in the nation in American
College Testing (ACT) scores. Over 80% of high school graduates enroll in post-secondary
education. Students have access to three private liberal arts colleges. Coe College and Mount Mercy
College, located in Cedar Rapids, are four-year educational institutions. Kirkwood Community
College is a nationally recognized community college that provides vocational, technical, arts and
sciences, and continuing education programs. Additionally, Cedar Rapids is within close proximity to
three state universities with the University of Iowa only 25 miles away.
Two highly advanced hospitals are located in Cedar Rapids and served by a dedicated medical
community. Over 300 physicians in the city represent every area of medical specialty. In addition,
The University of Iowa Hospitals and Clinics and Veterans Administration I Iospital are located in
Iowa City.
--,
The Organization
As a result of a petition submitted in October 2004, the City Council created a Home Rule Charter
Commission to prepare a proposed Home Rule Charter that called for a part-time Mayor and City
Council and a full-time City Manager. Following a general election, in June of 2005, the Home Rule
Charter was approved. An election occurred in November 2005 and the new form of government
took effect on January 2, 2006. The ne\v City Council is comprised of eight Councilmembers and a
Mayor. Five of the members represent specific districts and three members are elected at-large. A
transitional team, comprised of an Interim City Manager, City Clerk, City Controller-Auditor and
City Attorney are addressing administrative and operational matters during the transition.
The city employs 1,453 full-time equivalent workers. Approximately 600/(, of the employees are
represented by one of eight labor unions.
The General Fund budget is $90 million and the total budget is $360 million. A total five year
Capital Improvement Plan (CIP) will approximate $629 million. Major projects include street,
airport, water system and sanitary sewer improvements.
The following Departments report to separate Boards: Veterans Memorial, Library, Airport and Civil
Rights. The City Attorney and the City Clerk report directly to the City Council.
L
The Position
The City Manager is a newly created position reporting to the Mayor and City Council and serving as
Chief Administrative Officer of the city. Specific duties include:
. Supervise and direct the administration of city government and the official conduct of employees
including training, reclassification, suspension or discharge.
. Appoint the Chief of Police and the Fire Chief, with the advice and consent of the City Council.
. Supervise the Chief of Police and the Fire Chief, including suspension or discharge, with the
advice and consent of the City Council.
. Appoint or employ persons to occupy positions for which no other method of appointment is
provided by state law or city charter.
. May appoint, supervise and direct an officers to administer departments. With the consent of the
Council, the City Manager may serve as the head of one or more departments or may appoint
one person as the Director of two or more of the departments.
. Supervise the performance of all contracts for work undertaken by the city and supervise the
purchase of materials and supplies.
. Direct the preparation of annual budgets and submit to the City Council.
. Monitor and advise the City Council of financial conditions and city needs.
. Manage all public improvements and city-owned property, including buildings, plants, systems,
enterprises, and oversee construction, improvements, repair and maintenance.
. Provide primary interaction with the City Council and Staff.
. Coordinate activities of city departments to meet overall organizational goals.
. Build and develop a management team by providing growth opportunities through seminars and
professional training.
. Meet with local business groups, individuals, citizen groups, the media and other government
officials regarding issues affecting the city.
. Make recommendations and provide guidance regarding future planning for capital
improvements, financing, equipment, staff, economic development and operational needs.
. Assure that grievances and communications from citizens receive prompt attention and
resolution.
. Represent the city in economic development activities.
Background and Experience
Candidates for the City Manager position will possess a Bachelor's degree (M.A. preferred) in public
administration or other related field and 8-10 years experience in a responsible management position.
(
Ideally qualified candidates will posses:
· Background in staff development with specific experience in evaluating and refining
organizational structure.
· Understanding of economic development and redevelopment activities. Experience in
downtown development, job growth, and business attraction.
· Solid experience in budget development and monitoring, financial management, and capital
improvements planning.
· Background in working effectively with elected officials and staff and experience in developing a
governance model.
· Experience in intergovernmental relations and working cooperatively with other professional
organizations.
· Background in housing development and housing programs.
· Broad supervisory experience and knO\vledge of labor law and union activities.
· Experience in managing outside consultants.
· Familiar with human resources functions including compensation plans.
Management Capabilities
· Be committed to public service and enjoy working in a very visible position.
· Build credibility and trust of city government by fostering transparent public processes.
· Create a climate for organizational change and affect changes within appropriate time frames.
· Cooperate with the Mayor on sharing spokesperson functions. Promote a clear communications
style and speak with a unified voice for City Hall.
· Be willing to make recommendations and provide options to the Council.
· Project a diplomatic presence within the organization.
· Assume the role of public educator on the new form of government.
. Promote a customer friendly approach to the development process.
. Work with elected officials and staff to develop new ways to identify problems and implement
effective solutions.
. Understand the need to defend and explain options and positions.
. Develop an appropriate and effective system to delegate duties and responsibilities and a
concurrent system to assure accountability.
Community and Position Priorities
. Assist the organization in the transition to a City Manager form of government. Work with the
Council to develop the roles of the City Council and the City Manager within the organization.
. Evaluate the organizational structure with an eye to refining staff duties and functions to achieve
efficiencies.
. Ensure that the city's financial monitoring system is adhered to in order to properly manage
expenditures.
. Assist the Council to adopt a governance model that will clarify "governance versus
management."
. Enable a strategic planning process for the Council and the management team. Assist in and
contribute to the process for community visioning.
. Advance economic development strategies identified by the Chamber, Priority One, the EDC
and the City Council.
. Explore options for sharing services and working on regional issues with the county and adjacent
cities.
. Promote cooperative efforts with the Chamber of Commerce and Visitors Bureau. Be involved
with the local service organizations.
. Utilize available resources to improve municipal technology. Expand the city's web site services
to enhance communications.
. Maximize partnership opportunities with the county and local school district.
. Maintain a strong link between businesses and the public on publicly financed projects.
. Implement plans to create centralized services for a variety of city functions.
For more information on the City of Cedar Rapids,
please visit www.cedar-rapids.org and the many other links available at this site.
Announcement
City Manager, Cedar Rapids, Iowa (pop. 120,0(0). Starting Salary: Open, expectation of mid to high S100s,
depending on qualifications and experience. The City of Cedar Rapids is located in eastern Iowa and is a
regional hub for industry, retail and area attractions. As the county seat of Linn County, Cedar Rapids enjoys a
healthy economic climate, quality schools, beautiful parks, attractive housing, and many recreational
opportunities. This newly created position reports a nine member part-time City Council including a Mayor.
The position was established after a petition to change the form of government was fued, which resulted in the
adoption of a new [lome Rule Charter. Responsible for the supervision of 1,400 full-time employees, a G1'
budget of $90 million and total budget of $360 million. Prefer experience in all phases of municipal
government, with specific experience in organizational realignment, establishing reporting relationships,
economic development and redevelopment, and a strong desire for customer service and the public process.
Candidates for the City Manager position will have a four-year degree (advanced degree preferred) with
emphasis on public administration or related field and a minimum of 8 years experience in a responsible
management position. Position Profile available. Send resume by 05/08/06 to The Brimeyer Group Executive
Search, 50 S. 9th Avenue, #101, Hopkins, MN 55343. Phone: (952) 945-0246, Fax: (952) 945-0102, e-mail:
brimgroup@aol.com, web: \v\v\v.brimgroup.com
Timetable for the City Manager search
May 8, 2006
Deadline for applications
May 31, 2006
Present candidates
June 16-17, 2006
Interviews and Selection
August, 2006
Start date
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
CITY OF BRIDGES...RIVER OF OPPORTUNITY
The Community
City Administrator
Position Prof1le
The City of (>ttumwa is the county scat of WapeUo County located on the Des Moines River,
approximately 90 miles southeast of Des Moines, [O\va. With a population of 25,000, Ottum\va is
the largest city \vithin a 90-mik radius. Ottum\va \vas born as a river tmvn in 1851. Approaching the
city from the south or west, you arc presented \vith a panoramic vie\v of a tree-covered bluff rising
from the Des l\Ioines R.i.\'er Valley with church spires and roof tops peaking through.
[n the heart of the citv three
bridges span the ri\'er, earning
( htumwa the desi!-,'11ation "City
of Bridges." Most notable is the
Jefferson Viaduct \vhich is the
longest municipal bridge in the
State of [mva. The bridge is
listed on the National Register of
llistoric Places, as are three
neighborhood districts and
several public and private
buildings. These residential
districts \vere developed as the
City of ()ttum\va gre\v up and
:m;ay from the river during the
second half of the 19th century.
As a regional retail center for
southeastern [mva and northeast Missouri, Ottumwa features the region's largest shopping mall,
Quincy Place. The Mall \vas opened in 1lJ89 and covers 26 acres. Over the years significant
commercial development has occurred along the Quincy A venue corridor with the addition of
several large retail stores, clusters of small businesses, auto dealerships, and a variety of restaurants.
The most recent ne\v development was completed in 2006 and includes an eight screen movie
theater.
I
The central business Jistrict straJJlcs the Des i\Ioines River anJ is ch,lracterizeJ
by ~l mix of small anJ meJium-sizeJ retail shops anJ profession~ll oftices.
Under the supervision of the Imv:l DOT, :l four lane byp:lsS is currently under construction which
will connect the e:lst :lnd north\vest :lreas of the Ottum\v:l. The bypass \vill be part of a high\v:lY
connecting Burlington, IO\V:l on the Mississippi River \vith the State Capital in Des Moines.
(htum\v:l has a di,'ersified industrial b:lse and is :1 manuf:lcturing center, \vith over 30 manufacturers,
wh( llesalers and distributors. One of the city's largest employers is John Deere (htumw:l Works, :In
industry leader in the compcritive hay and fomge equipment m:lrket, \vith 950 employees. Pork
processing has been a tradition in the city for more than too years :lnd Caq.,rill Meat Solutions has
been in operation since 19H7. The f:lcility continues to grow and currently employs over 2,000.
The lSS-acre (htum\v:l Industrial P:lrk is O\vned and operated by the Ottum\va r':conomic
De,'elopment Corporation (OEDC). At 1,400 :lcres, the City's ,\irport Industrial Park is the brgest
industrial park in southeast Imv:l.
The Arts and Recreation
The City of (htumw:l h:ls cre:lted 17 parks comprised of ne:lrly 700 :lcres. The city maintains 20
baseball :lnd softball fields and numerous lighted b:lsketball :ll1d tel1nis courts. Popular f:lcilities
include The Beach (htum\va containing:l 13-acre \vater park and features t:\vo major \vater slides, a
\vave pool :lnd tot pool. The 53.5 million facility can accommodate 4,000 people and is the site for
year-round s\vimming competition with available seating for 500 spectators. The Beach also features
sand volleyball courts and picnic areas. Also popular, is the Ottum\va YMC\ - a 4H,O()() square foot
facility featuring a pool, wellness center, fitness studio, gymnasium, indoor track, mcquetball, day care
and other amenities. Golfers are accommodated at the Cedar Creek Golf Course, a city-opemted I H-
hole course, and the I H-hole pri,'ately-owoed Ottum\va Country Club.
I
BRIDGE VIEW CENTER
Curn:ntly undel"\v:lY is the Bridge Vie\v Center - :In event center being built through community,
business, county and st:lte funding. The complex, which is nearly complete, \vill provide :l venue for
ref,rlon:ll, civic, soci:ll, f:lmily and educ:ltional events and features :l 30,000 sq. ft. exhibit hall, meeting
spaces, :lnd :l 650-se:lt performance the:ltcr in :l setting that overlooks the river.
Ottum\V:l sen'es as a center for
musical and cultur:ll e\"ents.
The city bO:lsts the 60-member
Southeast [o\V:l Symphony
Orchestra and the Ottum\V:l
Symphony Orchestr:l. The
orchestr:ls perform locally and
regionally and enrich
community life through fund
rmsing events, youth
competition, outdoor
perform:lnces, pop concerts
:lnd other cultural events. The
Area Arts Council :lctivdy
represents and sponsors a \vide
variety of events and
perform:lnces. [n June, The
Familv ;\rts liestival dr:l\vs
artists from all over the Mid\vest. Additionally, the Civic Music Association promotes concerts of
the popubr municipal band and the Community Players have entertmned theater audiences for over
40 years. The Wapello County Historical Museum displays over 10,000 items and features artif:lcts
of the [ndi:lns who settled the Des Moines River V:llley.
Education and Health Care
The city is sel"\'ed by the 700-employee Ottumwa Community School District. The District operates
eight dement:lry schools, one junior high school, one high school and one alternative voc:ltional high
school. Tot:ll enrollment for the district is approxim:ltely 5,000. Indian [[ills Community College
provides vocational and technical education and is associated with Buena Vista College. Eight other
universities and colleges are located within a GO-mile radius of the city.
Ottumwa and the surrounding portion of
southeastern IO\va are served by the
Ottumwa Regional r fcalth Center,
providing general acute care hospital
services in a 235-bed facility. The Center
employs 960. Paramedical air and ground
ambulance selTices are provided. The
Ottum\va Medical Clinic is a multi-
specialty clinic with a pharmacy and
optical shop. The Ottum\va Regional
r fcalth Foundation constructed a major
retirement li\'ing community complex
consisting of independent and assisted-
living residential units.
The Organization
Ottum\va \vas incorporated in I H50. the city operates a Mayor-Council form of gm"ernment. The
City Council is composed of the Mayor and five Councilmembers. The Mayor is elected at-large for
a l:\vo-year term and the Councilmembers are all elected at-large for O\"edapping four-year terms.
The City Council is assisted by various boards and commissions including, but not limited to, the
,\irport .\d\"isory Board, Library Board, Cemetery Board, Civil Service Commission, Historic
Preservation Committee, Inspection Board of Revie\v, Parks Advisory Board, Planning and Zoning
Commission, I':nterprise Zone Commission, I Iuman Rights Commission, Inspection Board of
Revie\v, Board of Transit Trustees, and the Water Works Board of Trustees.
City Services
The city ()\vns and operates the (lttumwa Industrial Airport, which provides charter services. The
,\irport has its ()\vn interchange off U.S. r Iigh\vay 63. The city operates a public transportation
system with approximately 70 employees offering service to 11 counties through a 28E Agreement.
Waste\vater and storm \vater services are provided by city utilities. The waste\vater treatment plant is
an acti\'ated sludge facility. The ()ttum\va Water Works operates a plant with a capacity of 8 million
gallons and elevated storage capacity of over 11.5 million gallons. Electricity is provided by
Ottum\va Water and Ilydro through the i\lliant Energy Company and natural gas is supplied by Mid
i\merican I ~neq..,'}'.
Police protection is provided by 36 full-time police officers headed by a Police Chief. The Fire
Department employs 33 full-time personnel. The city's fire insurance rating is class 5.
The city has 240 full-time employees. Fi\'e bargaining units represent city employees in the areas of
police, fire, municipal and public \vorks and library.
The general fund budget for 2007 is 510 million and the total budget is S50 million.
I
(hgaruzational Structure
i\hv' ,r :lnd
(:in' (:, )unci!
City Clcrk
Boards
Cltv Attorncv
, ,
CommIssIons
City
Adrninis trator
(l,)lice
hn:
I;ilunce
Plannll1g and
I )C\'c!, lpmcn t
IIe:ll th
. \dministclti, l\1
Park
I\l:untcnancc
The Position
The ( :itl ,\dmlllistclI' >r c<)( ,rdin:ltes the :ldmlnistr:lti, 1Il :lIld "peclti, Ins ,>f :111 dep:trtments, "ffices :lnd
:lgencles ,>1- thl' citl'. ~pl'cific dUlles Illclude:
. \\', ,rk In c, >nluncti, ,n with the hn:lnce l )lrect, >r in the pfep:lclti, ,n :lIld submitt:tl "f the :Illnu:t!
, 'pecning budget :lnd C:lpll:t! 1'1'< >gclms.
· De\'el, >1' I, >ng range Ilsc:t! m:ln:lgen:t! phns :lnd str:lIL'!-,ries :lnd reI" >rt t, > the (:itl (:, >UIlCi! '>11 the
tlll:lnCl:t! c' lIldill' ,n ,>f the clll.
. (:,)( ,rdin:lIe hunun res, >LlITe :lctwnies \\lIh the II H. Direct< ,r, including unit ,n neg' >tl:lll' Ins,
empl, 'I'ee grie\':lnces, perf, 'fm:lnce e\':tlu:lti, ,ns, disciplin:1Cl :ICli, ,ns :lnd ,>ther 11LTs' ,nnel ,ICIl' Ins,
· (l:lrticip:lte in :11'1" ,Inlments :lnd tennin:lti, >n ,>f cill' empl, >ITes, except th, >Sl' :11'1" >intl,d bv the
( :ill ( :, >unci!.
. I ni ti:ne 1" >Iicv rec, ,mmend:lIi, ,ns t~ >r ( :ill' (:, >unci! C( ,nsideclti, >n,
. ,\ssure c' ,mpli:lnce I\'ith the cilY I ,rdin:lIlces :lIld sLlle :lIld fedeul feguhti, ,ns,
. 1'1'< >vlde gUld:lnce :lnd :lssist:lnce in the dl'\-cl, >pmenl I >f I, 'ng :lnd sh, Irt clnge g' 1:t!S,
. ~l1pp' Irt el'l Inl 'mlC :lIld C' ,mmunitY deH'I, lpment eff, ,rts Illcluding business relenli, In.
rede\-cl, 'pn1en t :lnd fecrullnwn t ( If ne\\' business.
I
Background and Experience
Candidatt:s for tht: City ,\dministrator position \vill posst:ss a Bachdor's Lkgret: in public or business
administr:ltion, fin:lnct: or :l rehtt:d fidd plus a minimum of st:vt:n yt:ars of responsiblt: municipal
govt:rnmt:nt m:uugt:mt:IH t:xpt:rit:nct: including five yt:ars at the city or county administr:ltor or
assistant :ldministr:ltor It:\-el. [Iighly qualified candidates \vill possess:
. Gem:ral knowlt:dge of tht: principles and objectives of public administmtion :lnd municipal
oper:ltH JI1S.
. Extensivt: knowlt:dge of budgt:ting :lnd fin:lncial administr:ltion, including financial fort:c:lsting.
. Spt:cific b:lckground in economic devdopment \vith :In emphasis on rede\-dopment and
rt:jU\-enati( JI1.
. (.:xperience in annexation procedures, bnd use, :lnd urban planning :lnd zoning concepts.
. Underst:lnding of public financing options including gr:lnt \vriting :lnd 'I'll;.
. (.:xperience in stratq.,ric planning, goal setting and long term community planning.
. Undt:rst:lnding of technology pt:rt:1ining to city opt:r:ltions.
. (.:xperienct: in facilitating :l form:ll team building proct:ss :lnd implt:menting outcomt:s.
. (':xperience with hbor rehtions issue and union nt:gotiations.
Management Capabilities
. Becomt: informt:d :lbout community issut:s.
. lk approachable to tht: public and (;\1joy :l high level of public exposure.
. Instill a strong customt:r service orient:ltion within City [bU. Promote improvements in the
city's image.
. Promote the use of public processes in pbnning :lnd impro,-emt:nt projects.
. Est:lblish mdhods to judge tht: productivity of st:lff.
. Work closdy \vith the Mayor :lnd City Council in est:lblishing Council policies. Be diligent in
interpreting :lnd foUmving Council direction.
. Be consistent in communic:ltions :lnd procedures.
. Work \vith tht: Mayor in the city's public rdations efforts.
Community and Position Priorities
. Finalize operational
procedures for the
Bridge Vie\v Center.
Address the issue of
O\'errun costs in the
completion of the
proJect.
.
Explort: ;1dditional
options for joint
services \vith the
county and adjact:nt
citit:s, espt:ci:llly in the
:lrea 0 f police and firt:
servict:s, :lnnexati( In
;1nd grmvth issues and
h( lusing opti( lI1S.
-
.
'~.d:_'~ :.=-.
Cooperate \vith appropri:lte devdopment agencies ;1nd community groups on developing a
dt:sign themt: for dmvntmvn, utilizing tht: Iowa M:lin Strt:et program.
.
lnitiatt: :In inclusive community visioning process.
l\hnage rt:devdopment and grmvth opportunities, along \vi.th infrastructure improvemt:nts, along
tht: nt:\v high\vay corridor, in coopt:ration with development agencit:s and the Iow:l Dt:partmt:nt
of' l'mnsportati()I1.
.
Work with devdopers and the [lousing Authority to develop additionallift:-cycle housing
options. Initiate plans for nt:ighborhood revitalization programs working with neighborhood
orgal11z:lt1ons.
.
.
Continut: plans for tht: st:wer separation projt:ct, including tht: need for additional funding
sources. In addition, manage a plan for tht: rt:plact:ment of all of tht: city's infrastructure.
.
Managt: the replacemt:nt of key staff and Dt:partmt:nt [- leads due to pending retiremt:nts.
.
Work closely \vi.th 0 EDC, tht: hospital and tht: collt:ge on economic devdopm(;\1t activitit:s ;1nd
options for crt:ating a brger tax base.
.
Evaluate the city budget with an eye to city resourct:s and cost saving measures.
.
Work with tht: Parks and Recreation Advisory Board, tht: Ad Hoc committee and city staff, to
t:xplort: ways to make mort: t:Eft:ctivt: use of the city's parks and opt:n spact:s.
Announcement
City ;\dministmtor, Ottumw:l, Iow:l (pop. 25,(00). Starting Sal:lry: high 580s to mid 590s. County
se:lt of W:lpello County loc:lted on the Des Moines River. The city serves as a region:1l retail center
for southt::lstt:rn Imva and northeast Missouri. Position rt:purts a l\hyor and five-member City
Council. Rt:sponsible for tht: supt:(\'ision of 240 full-time employt:es, a GF budget of 510 million
and total budget of 550 million. Prefer eXpt:rienct: in all phases of municipal government, \vith
specific experience in t:conomic development and redt:vdopment, staff development and customer
service. Candid:ltes for the City Administrator position ",ill possess :l Bachdor's dt:grt:t: in public or
busint:ss administration, finance or a related field plus a minimum of sevt:n ye:lrs of responsiblt:
municipal govt:rnment management eXpt:rience including five years at tht: city or county
administr:ltor or assist:lnt administrator level. Position Profile available. Send rt:sumt: by 06/12/06 to
The Brimeyt:r Group Executive Search, 50 S. 9th Avenue, #101, Hopkins, MN 55343. Phont:: (952)
945-0246, Fax: (952) 945-0102, e-mail: brimgroup@aol.com, web: ww\v.brim~l"(oup.com
St:e Ottum\va web site for additional info: W\Vw.Ottumw:llmva.com
Timetable
(j/12/()(j
Deadline for Application
7/1O/()(j
Present Candidates/Select Finalists
7/21 and 7/22/()(j
Interviews / Selection
:\U,l,TUst 2()()()
Start Date
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
City of Mason City
City Administrator
Position Profile
City of
M
I
The City of Mason City is the county seat of Cerro Gordo County in northern Iowa and is home to
nearly 29,000 residents. As a trade center, Mason City has a strong business and industrial sector
with home-grown businesses, large international finns, a healthy education system and top-quality
health care facilities. Over 326,000 acres of the county are devoted to farmland with soybeans and
corn as the major crops. An array of award-winning attractions, from puppets to prairie school
architecture, museums to malls, and an assortment of festivals cater to residents and visitors.
Leading manufacturers include Kraft Foods, one of the major contributors to the economic
development of the Mason City Area. In 2003, Kraft Foods expanded operations with the opening
of a new 108,000 square-foot refrigerated distribution center. Other Fortune 500 companies include
ConAgra Foods, Cargill and Alliant Energy, which in 2004 completed the $500 million Emery
Generating Station - a natural gas-ftred power plant. An additional beneftt for the agriculture
industry was the addition of Golden Grain Energy, a $56 million, state-of-the-art ethanol production
facility.
The history of the region
dates back to the
Winnebago and SiolLx
tribes. The first settlers
resided at Clear Lake and
later a settlement was
formed at the confluence
of Win neb ago River and
Willow Creek that grew to
become Mason City.
Thriving mining, cement
and brick industries shaped
the city with the area
becoming one of the
largest producers of brick
and tile in the early 1900s.
Mason City's colorful
historical events are
commemorated annually in the community - from the recreation of John Dillinger's 1934 attempt to
rob the First National Bank to the remembrance of the tragic plane crash originating from the
Mason City Airport that killed performers Buddy Holly, Ritchie Valens and J.P. Richardson in 1959.
Mason City is the boyhood home of Meredith Willson, composer of the Broadway musical "The
Music Man" and the inspiration for River City in the popular musical of Broadway and Hollywood.
His 1895 modified Queen Ann house has been restored and is open for tours. Mason City is also
home to Prairie School Architecture with several buildings in the community designed by Frank
Lloyd Wright and the largest collection of Prairie School architecture unifted in one setting.
I
The Charles
MacNider Art
Museum is north
Iowa's premiere
cultural treasure,
housed in a
historic Tudor
Revival mansion.
The museum features a permanent collection of 19th and 20th century American art including
paintings, prints, photographs, and sculpture by some of America's best-known artists as well as the
largest collection of Bil Baird's puppets from "The Sound of Music". Museum offerings include
films, music, tours, art classes, the MacNider Arts Festival, receptions, lectures by artists and
curators, and other art-related events.
~-..'
LJ
Recreation and Culture
Recreational opportunities in Mason City and the surrounding area offer something for everyone.
Hikers enjoy the Winnebago Trail and the River City Green Belt Trail system, which extends from
the city to the Lime Creek Nature Center nestled atop the limestone bluffs of the Winnebago River.
Once at Lime Creek Nature Center, you will discover over eight miles of trails to enjoy, winding
through prairie, forest and wetland habitats.
I
The city operates several parks and organized sporting events and other outdoor activities include
baseball, softball, basketball, soccer, volleyball, tennis or golf or skateboarding at the Ray Rorick
Skate Park. Swimming is available at one of the area pools or the newly renovated Mason City
Aquatic Center. Opportunities for fishing, boating horseback riding and camping are found in the
Mason City area. Ice hockey and figure skating are available at the North Iowa Ice Arena, Marian
Park Ice Rink in Clear Lake and other county venues. The area's extensive trail system is perfect for
cross-country skiing during the winter months, and East Park is the ideal destination for sledding.
The areas around Clear Lake, McIntosh Woods, and Wilkinson Pioneer in Rock Falls or Shellrock
River draw plenty of snowmobile enthusiasts. The North Iowa Fair Facility features the Price
Motors 1-35 S eedwa .
The Mason City Family YMCA offers
aerobic classes; fitness, personal and
strength training; racquetball; swimming;
Tae Kwon Do; tumbling; and volleyball.
There are movie theatres and bowling
alleys in both Mason City and Clear
Lake, archery at the Mohawk Indoor
Archery Club, and indoor tennis courts
at the North Iowa Tennis Club.
The largest community celebration is the
North Iowa Band Festival held in May.
The North Iowa Area Community
College Performing Arts Series regularly
fills a 1,200-seat auditorium bringing
local and national talent in award-winning musicals, special holiday events, lectures and concerts.
Mason City Community Theatre performs five productions annually and the Stebens Children's
Theater showcases the talent of area youth during the school year.
Education and Health Care
Mason City Community School District students may attend the early childhood center, one of five
elementary schools, two middle schools, one high school and one alternative high school in the
public school system. In addition, private Christian-based schools are available for all ages. The
Mason City Seventh Day Adventist School teaches students in grades three through seven.
The Newman Catholic School System educates students from preschool through high school.
North Iowa Area Community College (NIACC) offers two year degrees and vocational certificate
programs. NIACC is home to the Pappajohn Entrepreneurial Center which helps launch and
support new and existing businesses and manages technology and business programs. Hamilton
College is the oldest business college continuously operating in Iowa and offers a variety of Associate
degrees. Both Buena Vista University and Drake University operate satellite locations in Mason City.
The Mason City Public Library provides comprehensive library services and features the Lee P.
Loomis Archive, which contains histories of Mason City. Youth Services assists children and young
adults in reading with special and seasonal programming. The Lifelong Learning Center provides
computer classes and free Internet access to library card holders. Outreach supplies books to
homebound citizens and institutions. The library pat1:icipates in county, regional and statewide library
programs.
Mercy Medical Center-North Iowa in Mason City has been named a Top Ten Hospital three
consecutive years, The facility employs over 275 physicians, physician assistants and nurse
practitioners. As the hub of Mercy Health Network-North Iowa, Mercy Medical Center-North Iowa
manages nine rural primary care hospitals and owns 38 primary care specialty clinics. The Mason
City Clinic is located on Mercy's East Campus and offers an array of medical specialists. Physicians
travel to rural communities throughout a 15-county area providing over 100 half-day specialty clinics.
An engaged citizenry is evident in community programs and cooperative initiatives. The Youth Task
Force is appointed by the Mayor and City Council and has strong local support in providing
programs to guide the city's young people. Advocates of strong, organized neighborhoods are aided
by the city's Neighborhood Services Division and focus on solving neighborhood problems,
developing a vision for neighborhoods, and implementing neighborhood improvements.
The Organization/City Services
Mason City has a Mayor/ Council form of government with six City Councilmembers, four of which
are elected from wards and two elected at-large. The City Administrator reports to the City Council,
Ten city departments are under the direction of the City Administrator. The City Attorney is under
the direction of the City Council and six departments are under the direction of eight boards or
conunissions. The Mayor and Council appoint members of the Airport Conunissioners, Library
Board, Cemetery Board, Museum Board and Youth Task Force Conunissioners
Departments include City Clerk, Economic and Community Development, Engineering, Finance,
Fire, Human Resources, Operations and Maintenance (includes streets, water and sewer utilities)
Parks, Recreation and Police. The Neighborhood Services Division of the Police Department
provides Mason City Public Transit, Neighborhood Inspection Services and Animal Control.
The city owns the Mason City Public Library, the Highland Park Golf Course and the Mason City
Municipal Airport. The airport has with two runways, local charter service and daily air service to the
Twin Cities International Airport in Minneapolis, MN.
The city employs 250 full-time employees and 300 part-time and seasonal workers. The General
Fund budget for 2006 is $14 million, with a total budget of $54 million.
I
>_Cityl\(ijrU6i~ttatQr/'
'. "~P.lo/.C~k'>
Po\;cc Chief
Fire Chief
Organizational Structure
Citizens
r
1
Mavor
City Council
Park and
Rt'CIT:t tH)\1 H, )al'(l
\
,1----------
<:1fV.\[t(l(Jlt'V
Airport
Commission
-I-
()per:lrions!
'tlin [nunce
I )tn't"t' ,r
r--------------------,
( :, )\1 fen'nCl' II
- '
Board
I
Airport
Manager
I
--------1
.\~~('s~( If I
Gnlf Course
\tIlLl~;ef
( :ttv
Cemetery
Board
I
"
City Engineer
--
Cdmmunity
!)"ve!()pment
!)trl'd"r
FiruU1ce
[)trl,,'[.lr
t3ldg!Nhbrd
SCr.1Ct'~ ! )tC
Rcicreation
-';Upt"flll tl'lldl'll t
Cemetery
Manager
1--
. .. '- '"
'P.\tk
SUpl'rtlltl'n,kll[
Human Rights
Commission
1-1-
-,C-
Human
Rl'~' 't1r['t'~ \I<>:r_
I
Human Rights
Director
-
The Position
The City Administrator ensures that the policy direction set by the City Council is implemented, that
City operations are conducted efficiently, economically, and effectively and that the concerns of the
citizens are addressed, Specific duties include:
. Appoint and remove all department heads, officers, and employees of the city,
. Oversee the supervision of all departments, work procedures, and work schedules to expedite
workflow.
. Train and evaluate assigned staff and review progress of work.
. Prepare and submit a preliminary annual city budget and administer the adopted budget.
. Oversee cost control activities and monitor revenues and expenditures to assure sound fiscal
control.
. Advise the City Council on the financial conditions of the city and future needs.
. Provide professional advice to the City Council and make presentations to the Council, boards,
commissions, civic groups and the general public.
. Provide leadership in the development of short and long range plans.
. Provide recommendations to the City Council.
. Be active in state and regional activities that affect the City.
I
Library Board
I
Library
Director
Museum
Bo.lrd
I
Museum
Dirb.tor
Youth Task
Force Board
I
Youth Task
Force Dir.
Background and Experience
Qualified candidates for the City Administrator position will possess a Bachelor's (MA preferred)
degree in public administration, political science, business management or a related field and have a
minimum of five years experience in municipal management. Specific qualifications include:
. Considerable knowledge of public administration including a working knowledge of municipal
finance, human resources, public works, public safety and community development.
. Experience with the collective bargaining process.
. Skills in preparing and administering municipal budgets. Knowledge of a variety of municipal
funding options.
. Experience in economic development activities with an emphasis on retail development and
downtown revitalization.
. Familiarity with the annexation process and with Industrial Park development,
. Background in personnel issues, specifically staff evaluation
. Background in infrastructure planning and finance.
. Experience in developing park and recreation facilities and equipment.
Management Capabilities
. Encourage a strong sense of accountability in staff. Allow staff input into the decision making
process,
. Enjoy holding a highly visible position within the community. Be comfortable talking with all
types of citizen and community groups.
. Set organizational goals based on work sessions with the Council.
. Make an effort to keep all Counci/members informed of activities and projects in the community.
. Share duties with the Mayor in serving as representative and spokesperson for the city.
. Look creatively towards the future. Provide focus, vision and direction to the Council and staff.
Position Priorities
I
. Lead the Council in team building and goal setting sessions and assist them in the decision
making process, the development of priorities and plans for implementation.
. Develop a process for Council and staff governance.
. Focus economic development efforts on job creation in all areas of the city, Make advantageous
use of the Mason City location when promoting the city to potential businesses, particularly in the
recently annexed area.
. Evaluate organizational efficiency and staff assignments and develop a meaningful perfonDance
evaluation system.
. Develop five and ten year replacement plans to deal with aging infrastructure, e.g.. stormwater
system, wastewater facility, sanitary sewer and water supply systems.
. With staff input, conduct a study of departmental needs and update the Capital Improvement
Plan.
. Implement plans for the revitalization of various areas of the conununity. Ensure the continued
efforts to maintain a viable downtown area.
. Implement plans for park and recreation improvements, i.e. a pedestrian bridge to the Aquatic
Center, a covered area for the steam locomotive, campground improvements, trail expansion,
skate park improvements and the need for additional gytlUlasium space.
. Support the local business
corrununity through financing
economic development projects,
especially those projects that meet
council goals, including the addition
of new jobs.
. Implement the recently adopted
Comprehensive Plan.
. Coordinate Vision Iowa application
with local and regional
organizations.
. Keep abreast of legislative changes
and the decisions of other local
agencies that affect the city.
I
Announcement
City Administrator, City of Mason City, IA (pop 29,000) Starting Salary $mid-90s to $Iow-100s
County seat of Cerro Gordo County in northern Iowa, a trade center and home to nearly 29,000
residents. Mason City has a strong business and industrial sector with large international firms, a
healthy education system and top-quality health care facilities. The City Administrator reports to a SL"{
member City Council and is responsible for 250 full-time employees and 300 part-time and seasonal
workers. The General Fund budget for 2006 is $14 million, with a total budget of $54 million.
Qualified candidates will possess a Bachelor's Degree (MA preferred) in public administration,
political science, business management or a related field and have a minimum of five years experience
in municipal management, including a working knowledge of municipal finance, human resources,
public works, public safety and community development. Position Profile available. Send resume by
11/27/06 to The Brimeyer Group Executive Search; 50 S. 9th Ave., #101, Hopkins, MN 55343,
Phone: (952) 945-0246, Fax: (952) 945-0102, e-mail: hri.n1group@aol.com web:
www.brinwOl~.com
For more information on the City of Mason City visit www.masoncity.net
Search Timetable
11/27/6
Deadline for Application
12/19/06
Present Candidates/Select Finalists
1/12 and 1/13/07
Interviews / Selection
February 2007
Start Date
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
The City has emerged as a strong economic force in southern
l\;1innesota with a well diversified industrial, financial and service
base. Owatonna supports over 500 retail, wholesale, and
professional firms and over 40 industrial firms that are primarily located in four industrial parks.
Nationally renowned firms that are headquartered in Owatonna include Federated Mutu:1l Insurance
Company, Wenger Corporation, Viracon/Curvlite, Inc., SPX Corporation (Owatonna Tool
Company) and ]ostens, Inc. Cabela's World's Foremost Outfitter mega-store and educational center
has made Owatonna a destination place for outdoor enthusiasts nationwide.
.;.; "':~-<1,'
, l' _' ~,,-;..,- .
.._;~ ,r~-';
-, I:: ' . The City is well-known
for a centrally located
historic downtown that is
not only a vital shopping
area, but the location of
many buildings of
architectural distinction.
Most notable, is the 1908
downtown bank
designed by Prairie
School architect Louis
Sullivan that is on the
National Historic
Landmark.
City of Owatonna
City Administrator
Position Profile
The City of Owatonna is located on the Straight River in heart of
southern Minnesota, The City's characteristic beauty, healthy
economy, quality lifestyle and proximity to the Twin Cities
l\Ietropolitan Area are factors that have contributed to the City's
substantial growth over the last ten years. The population has
expanded from 20,000 to 24,000 and it is anticipated that the
population will reach 30,000 by 2015. Owatonna is the County Seat
of Steele County and is located at the crossroads of Interstate 35
and U.S. Highways 14 and 218.
I
Tourist attractions
include The Minnesota
State Orphanage
Museum and the
Owatonna Arts Center and Sculpture Gardens. The Village of Yesteryear features 15 furnished
buildings and a railroad station dating back to the 1850's. Owatonna is home to the week-long
Steele County Free Fair - Minnesota's largest county fair. Community festivals are held throughout
the year and include Festival of the Arts and CulturFest - a multi-cultural outdoor celebration.
Recreation
I
Surrounded by farmland and
teeming with parks and trails,
Owatonna is a great place for
people 'who enjoy outdoor
recreation and nature. The
Owatonna Parks and
Recreation Department
maintains over 800 acres of
parkland within a 24-park
system. One of the most
popular recreation areas is
Kaplan's Woods Park'way
offering 225 acres for hiking,
biking, jogging, skating, and
cross-country skiing. Within
this scenic park'way is 35-acre
Lake Kohlmier that provides
a bathhouse, concession
stand, swimming beach,
fishing piers and areas for
canoeing, Other City parks
feature volleyball, basketball, horseshoe and tennis courts, ball diamonds, skating rinks, and
playgrounds, The Bike and Skate Park accommodates in-line skating.
Central Park is used for
special events including
summer band concerts on
the new Community
Stage.
One of the oldest parks is 38-acre Mineral Springs located on Maple Creek where park visitors may
enjoy a drink of natural spring water and the story of Princess Owatonna. Located in the Park is the
statue of Princess Owatonna, daughter of Chief Wabena who according to legend moved his tribe
to the site allowing the Princess to recover her health by drinking the mineral waters.
I
The Steele County Trail System provides 175
miles of groomed snowmobile trails connecting
with five adjoining counties. Over 11 miles of
cross country skiing trails can be found at
Brooktree Golf Course, Kaplan's \Voods
Parkway, Morehouse Park and Prairie Park.
Golfers enjoy Hidden Creek Golf Club, an 18-
hole championship links style golf course, The
Four Seasons Centre, located at the Fairgrounds,
is a popular complex used for ice skating, dry
floor events and community events.
Education and Health Care
Owatonna Public School District 761 operates four elementary schools, one middle school, one
junior high school, and a senior high school. O\vatonna Public Schools educates over 5000 students
annually in programs serving children and adults from pre-school to adulthood. Private schools
serving Owatonna are EI Shaddai Private School, Owatonna Christian School, St. Mary's School,
Pillsbury Baptist Bible College and the University of St. Thomas. River/and Community College,
MSU-Mankato, Concordia University and Crown College operate in a collaborative partnership at
the Owatonna College and University Center to offer public higher education.
Owatonna Hospital is a regional medical center providing quality, comprehensive care to patients in
and around Steele County. The hospital provides a full range of inpatient, outpatient and emergency
care services, as well as home and hospice care, The Owatonna Clinic/Mayo Health offers
outpatient and specialty services and a full-service optical shop. A team of visiting specialists from
Mayo Clinic see patients locally.
I
The Organization
The City of Owatonna was organized as a municipality in 1854. The City operates under a home
rule charter form of government consisting of an eight-member City Council of which the Mayor is
not a voting member. The Mayor is elected to a four-year term and Councilmembers are elected to
four-year terms, \'vi.th two members at-large and five members from wards.
The 2007 general fund budget is $15.4 million and the total City budget is $28.8 million. The City
currently has 134 full-time, 20 part-time and 430 seasonal employees
City Services
The Police Department employs a staff of 43 including the Police Chief, 3 Captains, 7 Patrol
Sergeants, 5 Investigators, 20 Sworn Patrol plus support staff. The Dispatch Center operates under
a joint agreement ",i.th two counties and three cities. The Fire Department employs a Chief, 7 full-
time fIrefighters, 22 part-time fIrefighters and provides rural ftre protection for the surrounding area.
Owatonna Public Utilities is a community-owned water, internet access, electric and natural gas
supplier, created by local residents more than 80 years ago to provide high quality, affordable
services tailored to the unique needs of the Owatonna area. Owatonna Public Utilities serves 11,090
electric, 9,600 natural gas and 9,000 water customers.
I
The O\\":ltonna Degner Region:ll Airport is loc:lted northwest of the City. The primary ruO\\-a;- is
5,500 foot, concrett: p,n-ed and lighted. The Airport is equipped with an all weather precision
Instrument Landing System (ILS). Senior Place is a subdi,-ision of the Owatonna Park and
Recreation Dep:lrtment dedic:lted for use by the residents O\-er 50 years of age.
The Owatonna Public Library provides for the informational, recrt:ational, educational
and cultural needs for the residents of Owatonna, Blooming Prairie and rural Steele County and
offers collections of \-arious media and access through technology to other resources.
Organizational Chart
\I.t\, 't" ,\I1d
('It\ ( "'lined
Community
Dncl, )pll1L'lll
Administrativc
SCfnecs
Public \'\'orks
Community
Scn-tCCS
Policc
Fire
J ,ibran' and
l'cchnu lug,
I
The Position
The City Administrator reports to the Mayor and City Council.
Specific duties include:
. Ad,'ise the City Council on policy matters and implements Council policies.
. Hire Department Directors and other City employees except those covered under civil seC\'ice.
. Represent the City in collecti\~e bargaining with employee groups,
. Prepare and implement the annual budget with input from the Department Heads and Council.
. \Vork with other governmental agencies such as Owatonna Public Utilities, Steele County,
School District, State and Federal offices.
. Perform statutory requirements of City Clerk.
. Work with media representatives and make presentations at public events and meetings.
Background and Experience
Candidates for the City Administrator position must have a Master's Degree in Public
Administration or related field and a minimum of ten years local government management
expenence.
Qualified candidates \"ill possess:
. Strong budget experience tied to strategic planning.
. Solid experience in fisc:1l management.
. Experience in downtown redevelopment.
. Strong human resources background and experience in staff supervision, staff development,
and the performance review process.
. Experience in union activities.
. Experience in strategic planning and goal setting.
. Experience in economic development, redevelopment and housing activities with knowledge of
public financing options.
. Understanding of public safety issues.
. Understanding of the legislative process.
I
. Knowledge of airport management.
. Experience in parks and trail development.
. Desire for community involvement and public contact.
~lanagement Capabilities
. Be assertive and confident when faced \vi.th confrontational situations.
. Be attentive to bringing foC\vard all sides of an issue.
. Make changes in an organized and deliberate manner,
. Provide communication and information to Council and staff to allow them to make decisions,
. Take a leadership/management role, encourage staff accountability and enforce personnel rules
equitably,
. Take the time to see and meet with employees on site.
. Provide strong leadership and direction to Council and staff through strategic planning. Be
proactive in focusing on planning activities.
. Become an active participant in the community through involvement with the Chamber, service
clubs and the business community.
. Understand how to deal effectively with diverse groups and different cultures.
. Use available tools to communicate with the public about City activities.
. Be a good lis tener.
. Possess a good sense of humor.
Current Activities:
The following represent current and ongoing activities that the City Administrator is involved in
either directly or indirectly as a liaison on behalf of the City. The activities are not ranked according
to priority. It is anticipated that the new administrator will assist with prioritizing activities.
. Implement plans for:
- Trail expansion and Straight River park project
- New Aquatic Center
_ Development of a Law Enforcement Center, in cooperation with Steele County.
. Manage expected annual growth rate of 1-2% in population.
I
. Evaluate and upgrade technology, including new financial software.
. Take a leadership role in organizing a community-\vi.de visioning process.
. Explore options to determine possibilities for contracting selected city services.
. Evaluate options for the use of the City hospital building, which will be available upon
completion of the new Allina hospital.
. Ensure the financial stability and the continued viability of the City's Incubator Center.
. Facilitate the process for the transfer of the community college/university center and campus to
the MnScu system.
. Collaborate with others on a process to plan for Phase II of the downtown Gateway project.
. Maintain a liaison role with the Hwy 14 Bypass project, \vi.th Mn/Dot and Steele County.
. Oversee the upgrade of the wastewater treatment plant to comply with federal and state
regulations.
. Work cooperatively on airport management and expansion issues.
Announcement
City Administrator, Owatonna, MN (pop. 24,000). Starting salary range mid-$90s to low $100s.
Located in southern l\1innesota at the crossroads of Interstate 35 and U.S. Highways 14 and 218.
The City's characteristic beauty, healthy economy, quality lifestyle and proximity to the Twin Cities
metropolitan area are factors that have contributed to substantial growth over the last ten years.
The City Administrator is responsible for 134 full-time employees, a general fund budget of $15.4
million and a total budget of $28.8 million. Position requires a Master's degree in public
administration or a related field, and a minimum of 10 years experience in a local government
management position. Qualified candidates will have strong budget experience tied to strategic
planning, background in downtown redevelopment and solid human resources and supervisory
skills. Position Profile available. Apply by 8/24/07 to The Brimeyer Group Executive Search; Fifty
South Ninth Ave., Suite 101, Hopkins, MN 55343. Phone: (952) 945-0246 Fax: (952) 945-0102
e-mail: brimgroup@aol.com web: www.brimgroup.com
For more information, please visit \vww.ci.owatonna.mn.us
Timetable
8/24/07
9/18/07
10/19 and 10/20/07
November 2007
Deadline for Application
Present Candidates/Select Finalists
In terviews / Selection
Start Date
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
City of Owatonna
City Administrator
Position Proflle
The City of Owatonna is located on the Straight River in heart of
southern Minnesota. The City's characteristic beauty, healthy
economy, quality lifestyle and proximity to the Twin Cities
r-vIetropolitan Area are factors that have contributed to the City's
substantial growth over the last ten years. The population has
expanded from 20,000 to 24,000 and it is anticipated that the
population will reach 30,000 by 2015. Owatonna is the County Seat
of Steele County and is located at the crossroads of Interstate 35
and U.S. Highways 14 and 218.
I
The City has emerged as a strong economic force in southern
iVIinnesota with a well diversified industl1al, financial and service IOlJltltonnacoat.Qjl-../b'ms/
base. Owatonna supports over 500 retail, wholesale, and
professional firms and over 40 industrial firms that are primarily located in four industrial parks.
Nationally renowned firms that are headquartered in Owatonna include Federated Mutual Insurance
Company, Wenger Corporation, Viracon/Curvlite, Inc., SPX Corporation (Owatonna Tool
Company) and Jostens, Inc. Cabela's World's Foremost Outfitter mega-store and educational center
has made Owatonna a destination place for outdoor enthusiasts nationwide.
The City is well-known
for a centrally located
historic downtown that is
not only a vital shopping
area, but the location of
many buildings of
architectural distinction.
Most notable, is the 1908
downtown bank
designed by Prairie
School architect Lows
Sullivan that is on the
National Historic
Landmark.
Tourist attractions
include The Minnesota
State Orphanage
Museum and the
Owatonna Arts Center and Sculpture Gardens. The Village of Yesteryear features 15 furnished
buildings and a railroad station dating back to the 1850's. Owatonna is home to the week-long
Steele County Free Fair - Minnesota's largest county fair. Community festivals are held throughout
the year and include Festival of the Arts and CulturFest - a multi-cultural outdoor celebration.
Recrea cion
I
Surrounded by farmland and
teeming \vi.th parks and trails,
Owatonna is a great place for
people who enjoy outdoor
recreation and nature. The
Owatonna Parks and
Recreation Department
maintains oyer 800 acres of
parkland within a 24-park
system. One of the most
popular recreation areas is
Kaplan's Woods Parkway
offering 225 acres for hiking,
biking, jo&.!?;ing, skating, and
cross-country skiing. Within
this scenic park'way is 35-acre
Lake Kohlmier that provides
a bathhouse, concession
stand, swimming beach,
fishing piers and areas for
canoeing. Other City parks
feature volleyball, basketball, horseshoe and tennis courts, ball diamonds, skating rinks, and
playgrounds. The Bike and Skate Park accommodates in-line skating.
Central Park is used for
special events including
summer band concerts on
the new Community
Stage.
One of the oldest parks is 38-acre Mineral Springs located on Maple Creek where park visitors may
enjoy a drink of natural spring water and the story of Princess Owatonna. Located in the Park is the
statue of Princess Owatonna, daughter of ChiefWabena who according to legend moved his tribe
to the site allowing the Princess to recover her health by drinking the mineral waters.
I
The Steele County Trail System provides 175
miles of groomed snowmobile trails connecting
with five adjoining counties. Oyer 11 miles of
cross country skiing trails can be found at
Brooktree Golf Course, Kaplan's \'</oods
Parkway, Morehouse Park and Prairie Park.
Golfers enjoy Hidden Creek Golf Club, an 18-
hole championship links style golf course. The
Four Seasons Centre, located at the Fairgrounds,
is a popular complex used for ice skating, dry
floor events and community eyents.
Education and Health Care
Owatonna Public School District 761 operates four elementary schools, one middle school, one
junior high school, and a senior high schooL Owatonna Public Schools educates over 5000 students
annually in programs serving children and adults from pre-school to adulthood. Private schools
serving Owatonna are EI Shaddai Private School, Owatonna Christian School, St. Mary's School,
Pillsbury Baptist Bible College and the University of St. Thomas, River/and Community College,
MSU-Mankato, Concordia University and Crown College operate in a collaborative partnership at
the Owatonna College and University Center to offer public higher education,
Owatonna Hospital is a regional medical center providing quality, comprehensive care to patients in
and around Steele County. The hospital provides a full range of inpatient, outpatient and emergency
care services, as well as home and hospice care. The Owatonna Clinic/Mayo Health offers
outpatient and specialty services and a full-service optical shop. A team of visiting specialists from
Mayo Clinic see patients locally.
I
The Organization
The City of Owatonna was organized as a municipality in 1854. The City operates under a home
rule charter form of government consisting of an eight-member City Council of which the Mayor is
not a voting member. The Mayor is elected to a four-year term and Councilmembers are elected to
four-year terms, with two members at-large and five members from wards.
The 2007 general fund budget is $15.4 million and the tot:1l City budget is $28.8 million. The City
currently has 134 full-time, 20 part-time and 430 seasonal employees
City Services
The Police Department employs a staff of 43 including the Police Chief, 3 Captains, 7 Patrol
Sergeants, 5 Investigators, 20 Sworn Patrol plus support staff. The Dispatch Center operates under
a joint agreement with two counties and three cities. The Fire Department employs a Chief, 7 full-
time firefighters, 22 part-time firefighters and provides rural fire protection for the surrounding area.
Owatonna Public Utilities is a community-owned water, internet access, electric and natural gas
supplier, created by local residents more than 80 years ago to provide high quality, affordable
services tailored to the unique needs of the Owatonna area. Owatonna Public Utilities serves 11,090
electric, 9,600 natural gas and 9,000 water customers.
.
The OW:ltonna Degner Region:ll Airport is located northwest of the City. The primary runW:lY is
5,500 foot, concrete pa,-ed and lighted. The Airport is equipped with an all weather precision
Instrument Landing System (ILS). Senior Place is a subdi,-ision of the Owaronna Park and
Rccrcation Dep:lrtmcnt dedicatcd for use by the residents O\'Cr 50 years of age.
The Owatonna Public Library prO\'ides for the informational, recreational, educational
and cultural nt:t:ds for the residents of Owatonna, Blooming Prairie and rural Steele County and
offcrs collt:ctions of \~arious mcdia and access through technology to other resources.
Organizational Chart
\1.11' ,r ,1I1d
( '111 ( " 'lIllcd
Communit\-
l)nT!' 'pmcllt
:\dmintstratiyc
')Cf'.lCCS
Public \'(arks
Communin'
SCn"ICl"
Policc
Firc
T .ibran' and
Tcchnul. 'g;
I
The Position
The City Administrator reports to the Mayor and City Council.
Specific duties include:
. Advise the City Council on policy matters and implements Council policies.
. Hire Department Directors and other City employees except those covered under civil service,
. Represent the City in collective bargaining with employee groups.
. Prepare and implement the annual budget with input from the Department Heads and Council.
. \Vork with other governmental agencies such as Owatonna Public Utilities, Steele County,
School District, State and Federal offices.
. Perform statutory requirements of City Clerk.
. \Vork with media representatives and make presentations at public events and meetings,
Background and Experience
Candidates for the City Administrator position must have a J\1aster's Degree in Public
Administration or related field and a minimum of ten years local government management
expenence,
Qualified candidates \vill possess:
. Strong budget experience tied to strategic planning.
. Solid experience in fisc:1l management.
. Experience in downtown redevelopment.
. Strong human resources background and experience in staff supervision, staff development,
and the performance review process.
. Experience in union activities.
. Experience in strategic planning and goal setting.
. Experience in economic development, redevelopment and housing activities with knowledge of
public financing options.
. Understanding of public safety issues.
. Understanding of the legislative process.
I
. Knowledge of airport management.
. Experience in parks and trail development.
. Desire for community involvement and public contact.
~1anagement Capabilities
. Be assertive and confident when faced with confrontational situations.
. Be attentive to bringing foC\vard all sides of an issue.
. Make changes in an organized and deliberate manner.
. Provide communication and information to Council and staff to allow them to make decisions.
. Take a leadership/management role, encourage staff accountability and enforce personnel rules
equitably.
. Take the time to see and meet \vi.th employees on site.
. Provide strong leadership and direction to Council and staff through strategic planning. Be
proactive in focusing on planning activities.
. Become an active participant in the community through involvement with the Chamber, service
clubs and the business community.
. Understand how to deal effectively with diverse groups and different cultures.
. Use available tools to communicate with the public about City activities.
. Be a good listener.
. Possess a good sense of humor.
Current Activities:
The following represent current and ongoing activities that the City Administrator is involved in
either directly or indirectly as a liaison on behalf of the City. The activities are not ranked according
to priority. It is anticipated that the new administrator will assist with prioritizing activities.
. Implement plans for:
- Trail expansion and Straight River park project
- New Aquatic Center
- Development of a Law Enforcement Center, in cooperation with Steele County,
. Manage expected annual growth rate of 1-2% in population.
I
. Evaluate and upgrade technology, including new financial software.
. Take a leadership role in organizing a community-wide visioning process,
. Explore options to determine possibilities for contracting selected city services.
. Evaluate options for the use of the City hospital building, which will be available upon
completion of the new Allina hospit:1l.
. Ensure the f1nancial stability and the continued viability of the City's Incubator Center,
. Facilitate the process for the transfer of the community college/ university center and campus to
the MnScu system.
. Collaborate with others on a process to plan for Phase II of the downtown Gateway project.
. Maintain a liaison role \vi.th the Hwy 14 Bypass project, with Mn/Dot and Steele County.
. Oversee the upgrade of the wastewater treatment plant to comply with federal and state
regulations.
. Work cooperatively on airport management and expansion issues.
Announcement
City Administrator, Owatonna, MN (pop. 24,000). Starting salary range mid-$90s to low $100s.
Located in southern i\1innesota at the crossroads of Interstate 35 and U.S. Highways 14 and 218.
The City's characteristic beauty, healthy economy, quality lifestyle and proximity to the Twin Cities
metropolitan area are factors that have contributed to substantial growth over the last ten years.
The City Administrator is responsible for 134 full-time employees, a general fund budget of $15.4
million and a total budget of $28.8 million. Position requires a Master's degree in public
administration or a related field, and a minimum of 10 years experience in a local government
management position. Qualified candidates will have strong budget experience tied to strategic
planning, background in downtown redevelopment and solid human resources and supervisory
skills. Position Prof1le available. Apply by 8/24/07 to The Brimeyer Group Executive Search; Fifty
South Ninth Ave., Suite 101, Hopkins, MN 55343. Phone: (952) 945-0246 Fax: (952) 945-0102
e-mail: brimg-roup@aol.com web: www.brimgroup.com
For more information, please visit \vww.ci,owatonna.mn.us
Timetable
8/24/07
9/18/07
10/19 and 10/20/07
November 2007
Deadline for Application
Present Candidates/Select Finalists
In terviews / Selection
Start Date
The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
COMPANY: J1len ~ 1lI,.n.,L Rt- --SO<<r~ Q I'.-af
Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceptional - the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful performance. There are
no deficiencies in major areas or items.
Acceptable - the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
Maroinal - the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating (1 -10)
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
SearchFinnRank.doc
.
M
R
G
, ~
CITY 0 F IO\JA CITY
CITY MWiAGE.R
JEARCt=t PROPOJAL
August 2, 2007
800 /'lorth Compton,Juite 2, Hiawatha, IA 52233
319.294.9499/ FAX 319.378.1217
Table of Contents
1. Proposal
2. J ample Position Profile and Recommendation Letter
3. Assessment Result Examples
a. AssessJurvey
b. /itO Personality Inventory (/itO PI-R) including
compatibility
c. General Management In-~asket (GMI~)
4. MRG Client List
..
1
.
M
R
G
r ~
August 2, 2007
City Manager Search
City of Iowa City
Office of the City Clerk
410 E. Washington 8t.
Iowa City, IA 52240
Thank you for considering Management Resource Group, Ltd. (MRG) as you begin your
search process for the City Manager position for the City oflowa City, Iowa. We submit
the following proposal for your review and approval.
A STAT6MSNT OF QvlALlFICATlONS, H-ISTOR.Y, ANt::> E3XPSR.ISNCS OF
MANACfE3ME3NTRE3S0VlRCE3 CfRDVl"P (MRCf)
MRG is a human resource consulting firm specializing in executive-retained
searches, outplacement, executive coaching and training, strategic planning and
human resource consulting. Our firm was founded in 1989 in Davenport, Iowa,
and Rockford, Illinois. We have since expanded to Cedar Rapids in 1998, and
were previously in Des Moines, specifically to service Amoco Oil Company.
Our search practice has predominately been in the areas of banking, accounting,
non-profit, manufacturing, healthcare, quasi-governmental, and service-related
businesses. We are commonly referred to as a "generalist firm" as our practice
covers many different industries and positions. Although our clients are primarily
in the Midwest, we have conducted searches nationwide; and our network, which
extends from coast to coast, will afford us valuable assistance for this search.
While MRG provides a local touch, we also have a national and international
reach. Weare a shareholder and partner in Career Partners International, LLC
(CPI). CPI is owned and operated by 60 of the world's leading boutique talent
management firms. Through our partner firms we offer you a Dream Team of the
world's most seasoned coaches and consultants with an in-depth knowledge, not
only of talent management issues and practices, but are marketplace leaders in
the cities and communities they serve as is MRG in our community. Many of our
consultants are themselves former human resources executives and business
executives.
August 2, 2007
Page 2
MRG's philosophy is to create partnerships with our clients. Our process assists
you in determining some of the factors and benchmarks you should be looking for
in candidates as well as giving you a greater understanding to determine the
viability of the candidates presented. Our goal is to enable you to make better
hiring decisions by offering a clear and thorough understanding of the individual
candidates through the use of in-depth behavioral interviews, as well as utilizing
various assessment tools (please refer to the Sample Position Profile, Candidate
Recommendation Letter, and Assessments in the enclosed proposal book).
We understand how to directly solicit candidates utilizing a variety of sources to
increase our pool. Our search strategies always include pursuing people currently
employed rather than submitting database candidates. This assures that you will
end up interviewing the passive candidates who are presently employed and are
only interested if it furthers their career. These candidates become available
because they are professionally approached and our "timing" matches with the
candidates' personal and professional goals. We believe the key to successfully
filling these positions will be dependent upon our ability to assist the Selection
Committee in going far beyond job requirements and qualifications. MRG excels
in the area of identifying not only what a candidate needs to do to be successful,
but also how they will go about getting results.
Equally important, we feel that coming from this community and being involved
in all facets of our community gives us a definite advantage in selling this
opportunity to prospective candidates. In addition, we will be able to answer the
prospective candidates' questions and concerns, as we know not only our
community's positives, but also some of its challenges.
KSy 1>SRSONNSLASSlyNSD TO TttlS 'PR.l2JSCT AND
TH-S SPSCIFIC RDLS OF 6ACH- I NDIVIDV(AL
Marcia Rogers, President of Management Resource Group, Cedar Rapids, will
lead the search efforts for Iowa City's City Manager position.
As a long-time community leader and gubernatorial appointee serving on the
Iowa Department of Economic Development Board, Marcia brings a wealth of
experience to this search process. Her role in economic development matters at
the State level makes her imminently qualified to conduct an appropriate search
process based on the needs of the Iowa City community and the government
representation.
August 2, 2007
Page 3
She currently serves on the Boards of St. Luke's Hospital, United Way of East
Central Iowa, The Meth- Wick Community, Inc., and is an ex-officio on Priority
One, the economic development organization of the Cedar Rapids Area Chamber
of Commerce.
From a City Manager perspective, Marcia is currently involved in an extensive
project with Jim Prosser, the new City Manager for Cedar Rapids. Mr. Prosser
(319-286-5082) would be a very good contact for your search committee to utilize
in order to discuss the range of services and quality of performance of both
Marcia Rogers and Management Resource Group.
Participating in this search also will be Daniel Portes, Chairman/CEO and
Director of the Search Division of MRG, Dan is a graduate of Drake University
with a degree in Communications. An active member of the community, he is past
Chairman of DavenportOne and the Quad-City Federation of Chambers. He also
served on several nonprofit boards and committees including the Davenport
School Board, Friends of Davenport Library, the Putnam Museum of Natural
History and the Adler Foundation.
OVSRVISW OF MRC1'S
6X~CIATlV~ S~ARCrt M~TrtO]::)OLOC1Y
Although everyone involved in a search is interested in completing the assignment as
quickly as possible, MRG is even more concerned with making sure all parties are
making the best decision. We strive to strike a balance between doing things "right"
and getting things done. Specifically, we typically present qualified candidates within
90 days of approval of the position profile. Establishing the position profile before
recruiting ensures that only qualified candidates are considered and speeds up
candidate selection. Interviewing of candidates with a requirement of a second and
possibly third interview that includes board participation will determine the length of
the entire search process. Traditionally most searches take four to five months from
start to finish.
MRG prides itself on doing more than expected or agreed upon. Weare flexible with
our process to meet the needs of our client, but not at the expense of sacrificing our
integrity.
August 2, 2007
Page 4
. Interview key Search Committee members involved with the hiring of the position
to ascertain their understanding of the position and necessary qualifications.
. Survey key Search Committee members to ascertain the most important
competencies and behavioral attributes needed to be successful in the position.
. Establish a "position profile" which will include a history of the organization,
mission, vision, job summary, job description, desirable qualifications,
organizational chart, benefits, relocation policy, and information on the community.
. Work with the Search Committee to develop an effective search strategy.
. Provide the Search Committee with weekly progress reports via email or telephone
conferences at mutually agreed upon and regularly scheduled time.
. Develop a strategy that will include a focus group that will include business and
community leaders and government representatives
. Work with Career Partners International, LLC, offices located in the US, Canada,
Europe, and Asia. (please refer to attached list of locations for referrals)
. Directly contact, recruit, and screen candidates who do not respond to typical
advertisements; the best candidates are those who are not looking. Additionally, we
will:
. Network with candidates in our database of existing government, economic
development, and city management professionals.
. Utilize our in-house research staff to make initial calls to targeted groups.
. Administer appropriate assessment tools to determine the best "fit" for the position
by measuring the candidate's: thinking style; occupational interests; behavioral
traits. These assessment include:
. The ASSESS Survey that will measure key dimensions of intellectual
abilities and potential. Competencies include: Visioning, In-Depth Problem
Solving and Analysis, Championing Change, Driving for Results,
Influencing and Persuading, Managing Others, Organizational Savvy,
Business Acumen, Integrity, courage of Convictions, Presentation Skills
and Continuous Learning.
. The NEO Personality Inventory (NEO PI-R) that is a nationally recognized
August 2, 2007
Page 5
personality inventory that will lead to assessment along five dimensions.
These results are then incorporated to produce the Professional
Development Report that outlines personality styles in relationship to career
and management positions.
. In addition and if requested, administer the General Management In-Basket
exercise (GMIB), which measures leadership, decision-making,
performance evaluation, delegation, conflict resolution, and organizational
skills and ability.
. Conduct in-depth, face-to-face interviews with qualified candidates after prior
client approval of expenses.
. Prepare recommendation reports on the candidates, including their general
background, work history, comparison to benchmark of competencies, cognitive
abilities, motivation and personality.
. Assist Search Committee with interview and establishing behavioral questions for
candidates to facilitate consistency for the purpose of comparison.
. Arrange all travel and coordination of interviews, along with social events if
deemed necessary by the Search Committee.
. Assist in the negotiations with the candidates of choice and help facilitate the
closing of a deal.
. Conduct in-depth reference checks and background checks, which include credit,
criminal, driving, and verification of education.
D6TAIL6D LIST OF 'PRoF6SSIONAL F66S AND ~XP6NS6S
MRG will receive an Exclusive Search for a period of 90 days commencing with client
approval of a Position Profile.
. MRG's executive search fee will be 30% of the first year's base salary. One-third
of this fee is to be paid at contract acceptance and the balance at contract
completion.
August 2, 2007
Page 6
. Additional expenses will include charges for travel expenses, lodging, and meals
for candidates and search consultant, plus any necessary overnight mailings, but
only with prior approval from the Search Committee.
. Services provided at no additional charge to the client include:
. Administering GMIB Assessment
. Administering ASSESS Assessment
. Administering NEO PI-R Assessment
. Long distance phone charges
. Photocopies
. First-class mail postage
. Our guarantee period, commencing with the first day of work, will be for one
year, which includes replacement and/or a refund of two-thirds of the fee if the
candidate should leave voluntarily or be dismissed for cause from the position.
Respectfully submitted,
MANAGEMENT RESOURCE GROUP, LTD.
Marcia Rogers
President
p.~
~cJL
MRlap
August 2, 2007
Page 7
CONTACT R.6F6R..6NC6S
1) City of Cedar Rapids
Contact: Jim Prosser, City Manager
2) Iowa City Chamber of Commerce
Contact: Nancy Quellhorst
3) Davenport One
Contact: Tara Barney, President & CEO
4) City of Des Moines
Contact: Tom Turner, Director of Human Resources
5) Eastern lowalWestern Illinois
Contact: John Stavness, President & CEO of Wells Fargo
6) Elliott Aviation
Contact: Wynn Elliott, Chairman & CEO
Phone numbers for the above contact persons are available upon request.
See enclosed proposal book for a complete client list.
..
2
POSITION PROFILE
President and CEO
For
Cedar Rapids, Iowa
Client Organization
The Profol Group
Profol has been the global market-leading film manufacturer in cast polypropylene films since
1981. Profol operates five state-of-the-art cast extrusion facilities in Europe, the United States
and Asia with a combined annual production capacity of
over 70,000 tons of film. The Profol Group is dedicated to
providing their customers with the highest quality cast
polyolefin films. Their materials are used for a wide variety
of applications including adhesive-coated tapes, heat sealed
bags, multilayer laminates, printed banners, DVD box
overlays, and copy-safe stationery products. Profol offers a
standard product line of films as well as custom films that
are engineered to meet specific application requirements.
Quality that sets standards
Profol has been a leading polypropylene film manufacturer since it was founded in 1980. It is the
company's goal to continually optimize products and
to set new industry standards.
Partnership
Partnership is not just a word to Profol. The
relationship to their customers is characterized by
partnership in action. It is Profol's philosophy that this
partnership in action leads to a winning team of
customers and vendors.
Innovations of Polypropylene films
Breaking new ground in polypropylene film is more
than a slogan. It is the challenge Profol accepts to
continuously create new products and applications.
PP on the move
Polypropylene (PP) production has grown at a rapid pace since the material was first introduced
in the late 1950's. Today, because of its unique combination of low cost and performance,
polypropylene has become the most widely used polymer in the world.
Economy
Polypropylene also enjoys significant economic advantages over competing materials. Its low
specific weight, modem processing techniques and the use of cost effective raw materials make
PP a choice product. More and more businesses have chosen to use PP in their converting
operations.
Cedar Rapids Facility
Ecology
Polypropylene is environmentally friendly. Unlike some plastic films, PP contains no
plasticizers, acids or heavy metal compounds. The material is generally physically harmless and
non-irritating to skin. Profol's polypropylene films have a neutral taste and no unpleasant odor.
PP can be easily recycled through in-line recycling or thermal reprocessing.
Although American Profol reports to Profol's German headquarters, it is operated independently
and has highly autonomous management and operation. It is an organization with aggressive
2
growth goals and high personal accountabilities. The work environment is fast-paced,
collaborative and forward focused. The American subsidiary is responsible for $44 million in
revenue and employs 77.
Community
The people of Cedar Rapids enjoy a sense of security, a sense of hope and possibility and a sense
of belonging. The feelings are shared by residents of all great communities. They call themselves
the City of Five Seasons. The fifth season is a time to enjoy life, to enjoy the other four seasons.
Quality of life in Cedar Rapids has not gone unnoticed as numerous magazines and organizations
have ranked Cedar Rapids among elite cities in a variety of categories. Cedar Rapids has placed
among the top 20 Forbes Magazine Best Places and was named the No.2 kid-friendly city in the
country by an organization looking at factors such as education, crime and arts and culture.
Cedar Rapids is the manufacturing capital ofIowa and the state's second largest city. More than
120,000 people live in Cedar Rapids and the surrounding towns make Linn County a community
of more than 190,000 residents. The 2000 Census showed this area as one of the strongest
growth areas in Iowa.
The communities of Marion, Hiawatha and Iowa City are only a heartbeat away and complement
the amenities of Cedar Rapids. Each has a rich history and quaintness that residents find second-
to-none. If people cannot find what they want in Cedar Rapids, they are certain to find it in the
surrounding communities.
Theater and culture are deep-rooted in Cedar Rapids' history. They have celebrated history with
the preservation of the grand Paramount Theatre and the reinvention of the riverfront of the
Cedar River. They also have raced to the future with our state-of-the-art IMAX Theater and
exciting new hockey arena.
From their rich cultural heritage to their diverse leisure activities, the Cedar Rapids area is an
ideal place to raise a family. Quality education has long been a priority in the area. They are
ranked as having one of the highest educational standards in the country and an educational
system that guarantees these standards are met for all students. The neighborhoods are safe and
provide the necessary social interaction we all need to feel a part of the community.
The Cedar Rapids area has three private liberal arts colleges. Coe College and Mount Mercy
College, located in Cedar Rapids, are four-year educational institutions. Cornell College, located
15 miles east of Cedar Rapids, is a four-year college with an annual enrollment of approximately
1,000 students.
Kirkwood Community College, located in Cedar Rapids, is a comprehensive community college
that provides vocational/technical, arts and sciences, and adult continuing education programs.
Kirkwood is nationally recognized and a member of the League for Innovation in the
Community College.
Founded in 1900, Hamilton Business College is the oldest business college in Iowa. Program
offerings of one year diplomas to two year associate degree programs are available under the
quarter system. Hamilton also offers an accredited bachelor of science degree in management.
The University ofIowa is located 25 minutes south of Cedar Rapids in Iowa City. The university
offers an exceptionally broad range of degree programs - both on and off campus. It includes
The University of Iowa Education & Conference Center located in downtown Cedar Rapids. The
3
University ofIowa's medical, dental, law, pharmacy and business colleges are all nationally
recognized.
The University of Northern Iowa, only 45 minutes north of Cedar Rapids, also provides a
comprehensive curriculum in undergraduate, graduate and doctorate studies. University of
Northern Iowa's colleges of business and education are both highly regarded on a national level.
Cedar Rapids is a regional hub for Eastern Iowa because of its proximity to several of the
country's largest metropolitan areas and major interstate highways. Cedar Rapids has direct
access to cities in the Midwest like Chicago, Minneapolis, Milwaukee, Atlanta, 81. Louis and
Kansas City. However, most of the necessities oflife are found right in your own backyard-
great jobs, safe neighborhoods, theaters, museums, schools, symphonies, shopping, sports and
recreation. Cedar Rapids is large enough to offer all the amenities of life and far enough away
from the hubbub of metropolitan life to ensure a life filled with enrichment and quality.
Reporting Relationship
The position will report directly to the Managing Director/Chairman of the German parent
company and will work closely with a five-person Board of Directors. One of the Directors is
domiciled in North America and often acts as a liaison between the subsidiary and the parent
company.
Position Summary
The successful candidate will assume full managerial responsibilities for the operation and
manage the business in a hands-on and mentoring fashion. The successful candidate will build
enterprise value by a variety of means including, but not limited to, the following:
. Analyze corporate objectives for continued growth and profitability of the business.
. Formulate, recommend and implement strategies to build return on investment and
. .
mcrease earnmgs.
. Develop relationships with leading American office products, automotive aftermarket,
furniture, packaging and medical products companies.
. Provide leadership to the business. Continually demonstrate your ability to build
consensus, motivate, train and mentor.
. Take an active role in developing and building on key account relationships.
. Participate in and help formulate short-term and long-range planning disciplines to
identify areas of possible growth and expansion. Evaluate all suitable business
opportunities, including the assessment of possible mergers and acquisitions.
. Establish uniform and verifiable standards of performance. Provide hands-on guidance to
staff to ensure the quality and timeliness of organizational change. Monitor performance
of staff to ensure the quality and timeliness of organizational change. Monitor
performance against plan, make adjustments and advise superiors on the operational
progress and projected impact on investments and earnings.
4
. Stay informed on all market trends and the company's positioning in the marketplace.
Constantly review technological advancements that can be utilized to accentuate rapid
response to customer needs and market opportunities.
. Develop and maintain an aggressive, yet lean, organization necessary to achieve growth
objectives by selecting, training and encouraging the development of capable personnel at
all levels.
. Seek out new profit opportunities and ways to improve profitability by exploiting
competitor weaknesses and identifying new products, services, applications, business
opportunities and markets.
. Work with existing international business units while helping to execute projects.
. Protect corporate assets through preventive policy measures that limit potential liabilities.
. Analyze operating results on an ongoing basis and ensure that appropriate steps are taken
to correct deviations from plan. Coordinate and present proposed operating and capital
expenditure budgets for review by the Chairman and the Board of Directors.
. Represent the company in an appropriate manner in all relationships with customers,
suppliers, competitors, professional associations and trade groups, other outside
organizations and the business community in general.
. Acts as primary contact and chief negotiator with the organization's union.
Qualifications and Qualities
. Minimum of five to ten years management experience in a manufacturing environment.
. Significant general management experience.
. Strategic and analytical thinking skills.
. Ability to formulate and execute difficult decisions.
. Full understanding of financial statements and budgets, including oversight of
preparation and analysis.
. Intimately involved with sales and marketing including multi-channel product
distribution.
. Excellent communication skills.
. International experience; European strongly preferred, German preferred.
. Prior success in formulating and implementing a well-developed and profitable business
strategy is essential.
. Extensive union and union contract negotiating experience required.
. Experience in working with, or consulting to, business-to-business companies in the
plastics or other process manufacturing industries is preferred.
. Because the level of autonomy is significant, good judgment; a high personal energy
level; personal integrity and character; creativity; and a results focused attitude are
5
essential characteristics. Tough-mindedness and high standards of performance typify
the desired approach.
. Analytical acuity, quantitative analysis and superior intelligence must have been
demonstrated in an environment of independent decision making.
. The candidate must demonstrate a strong team building operating style while possessing
extraordinary administrative skills, including the ability to delegate in a clear and concise
manner when prudent, and to recognize the situations which necessitate hands-on
involvement. Individuals must believe in the philosophy that no job is too small and
everyone needs to be willing to do whatever it takes to satisfy the customer
. Demonstrable building of high quality teams of creative, aggressive professionals in a
fast paced growth environment.
. Demonstrated value builder who can point to experiences where success in actively
managing a business can be quantified and verified.
. Experience in leanly staffed organizations is critical. The environment necessitates quick
priorities, practical problem solving and goal-oriented behavior.
. Must be an initiator.
. Supportive leadership style must focus on strategic direction and the accomplishment of
high impact annual objectives.
. Past experience in effectively building an international business and growing market
share is highly preferred.
. MBA preferred
Summary of Employee Benefits
1. Blue Cross and Blue Shield health and Blue dental. Rates per pay period (26 pay periods
annually)are as follows:
a. Single: $2.31
b. Employee and spouse: $20.77
c. Employee and children: $20.77
d. Family: $43.85
i. Eligible on the first ofthe month following date of hire
2. Wellmark flexible benefit spending account (FSA)
3. Life insurance coverage. Amount of coverage equals one times salary; maximum of
$100,000
4. Short- and long-term disability insurance: 100% company funded
5. Vacation: two weeks per year; eligible for use after six months of employment
6. Personal time and sick leave: 40 hours per year. If not used in given year, paid out at 120%;
no carryover
6
7. Ten paid company holidays
8. 401(k) through Principal Group-
a. Eligible first of the month following date of hire
b. Company matches 50% of an employee's contributions up to 8% of base pay
9. EAP (Employee Assistance Program) through Mercy Hospital
10. Corporate membership at MAC and New Life fitness clubs at $10 per pay period
11. Continuing education program
Relocation Policy
Profo1 will pay reasonable and negotiated moving expenses.
References and Background Information
It is Management Resource Group, Inc.'s policy to complete an extensive background and
reference check of candidates. Once strong mutual interest has been established, candidates are
asked to provide a list of references that should include, but not be limited to a supervisor, peer
and a subordinate, when applicable. Management Resource Group, Inc. will respect the issue of
confidentiality and will conduct the reference checks accordingly. Candidates will be asked to
sign a Waiver and Authorization to Release Information for the purpose of the background
investigation, which may include verification of education, a credit check, and criminal and
driving records, depending upon the position. The Waiver will expire 60 days from the date it
was signed.
Should an offer be extended prior to the completion of this process, the offer will be made
contingent on the successful completion of the reference and background checks. Management
Resource Group, Inc. will keep candidates informed on the status of these inquiries.
Confidentiality/Equality Statement
We fully respect the need for confidentiality of information supplied by interested parties and
assure them that their background and interest will not be discussed with anyone, including our
client without their prior consent, nor will reference contacts be made until mutual interest has
been established. Our client, American Profol, Inc., firmly represents the principles and
philosophy of equal opportunity for all individuals, regardless of race, sex, creed, disability or
national origin.
7
.
M
R
G
r ~
RECOMMENDATION LETTER
(EXAMPLE)
I recommend you interview _ for the position of VP of Operations for ...
. was born and raised in Bettendorf and but for his 5 years in Seattle has lived and worked
here his whole life. .was marred for 20 years and has been divorced fO!l.lear and a half.
They have one daughter who is a senior at Pleasant Valley that lives with.. His ex-wife
moved back to Des Moines where her family is. She also has a son from a previous marriage that
.was very close to. He is ajunior at Colorado State, serves in the Reserves and has spent time
in Iraq. There does not appear to be any issues with the divorce that would affect.s
performance but staying in the Quad Cities is very important to him because of his daughter.
.s dad worked at" his entire career after trying to make it as a professional baseball
player. His mom worked at as an office manager. He is the oldest in his family
with a brother in Meza, Arizona and a sister in St.Louis.
When he isn't working, _ spends time with his daughter and her activities, works out at least 3
days a week and enjoys playing golf although he doesn't have a great passion for it. . presents
a very nice image, is articulate with excellent presentation skills, and is sincere. He is warm,
friendly and a pleasure to talk with and everyone I have talked to likes his style. He has a
professional demeanor and appears to be a serious guy but not too serious and is willing to laugh
even at himself.
_had a long career at _ which was stellar in terms of advancement and achievement. He
finds himself looking for a new position because the company has decided to retrench and get
out of all the business . worked to put together. The entire executive management team was
let go as well as the group just underneath them that .was part of. While he could have
already found a new position outside the community, he doesn't want to leave because of his
daughter. His exiting salary was IlK and his bonuses where around 20 to 25K for the last 3
years. His severance will run out in the next 4 weeks and I have talked to him about your salary
range and he feels comfortable with it. . has worked in a much larger company but the hand-
on experience is with smaller units. He has made a conscientious effort to look for positions with
smaller companies at a higher decision making level because ofthe politics and lack of control in
larger companies.
Work History
.has only worked for two companies but has had a variety of opportunities. A placement firm
in Des Moines put him in touch with" in 1983 that was located in Des Moines. While there
he received 2 promotions and lived in Kansas City and St. Louis.
At this time, he wasn't looking for a new opportunity but was contacted by a head hunter about a
position with _ but he wasn't sure where or exactly what he was going to do. He went
through a management training program and became familiar with the processes at _ and
was lucky to be at the right time and place to be given Seattle as his first assignment. Seattle was
underperforming and required a big turnaround which entailed ending business relationships
with some people and starting new relationships with others. He spent his first couple of months
surveying the market and trying to determine where the opportunities were, along with looking at
what was preventing them from moving ahead. He made dramatic changes and had the largest
compound growth of any city within I year. His job was going well but his wife hated the winter
clouds and rain and when an opportunity came up to move back to the Quad Cities he jumped on
it.
His first position back in the Quad Cities was as a Fleet Manager which was a new position and
new business initiative in the outsourcing aren~up a team which landed the largest
account _ had ever had which was _. Because of his success, he was
asked to start an entirely new outsourcing division which was or
... Their focus was on the largest trucking and logistics firms with the idea of taking over the
entire maintenance of their trucks. It took a while for. to turn this into a profit center and he
had to present to the board on a regular basis all the steps being taken to turn the division around
and he did turn it around. On the front end, he headed up the team that presented the business
plan, marketing and sales lan, and forecasts to the board and successfully landed their first big
account which was and a 29 million dollar contract. It was also during this time that
was sold to _ and . had to maintain that relationship moving
forward.
The outsourcing initiative took a twist when the board brought the whole initiative back into
corporate mold and .was given a new assignment as the Director of Fleet Sales in which he
was in charge of 15 states and Canada and a 110 million dollar division. He was in that division
for 5 years when he was asked to take on a new project of integrating a new ERP program that
covered people, accounting, sales, marketing and credit. . had made some signific~s
on the assignment when he was asked to assist in turning around a recent acquisition __
and to integrate their services with existing clients. He was not able to finish that project because
of the retrenching and downsizing of the company.
General interviewing responses
1. . has extensive experience with continuous improvement particularly with sales and
service delivery but does not have any formal training in the area.
2. I think .has a good understanding of how to manage technical people and firmly
believes in "feeding" people's strengths and getting around their weaknesses. He thought
_ spent too much time with trying to change people instead of making sure their
strengths match the needs of the position. He believes the programming staff are
normally creative people that want input and you need to provide those opportunities
within acceptable parameters.
3. He has some great experience in increasing productivity and did so by articulating the
vision, expectations and time frames for performance. He talks about the importance of
building trust and making sure people you hire have integrity.
4. . has had some good experience with customer retention and extensive experience
with customer service issues including having a 24-hour call center in which the manager
reported to him. This was in connection to the work they did with _.
5. .has written business plans, marketing and sales plans and executed on those plans.
6. .was involved in creating sales training programs as well as customer service training
and finance training for sales people.
7. Character is a very important part ofthe puzzle when . hires people. He looks for
people who have integrity, communication skills and technical skills and tries to look for
a good fit in terms of cultural issues.
8. . is used to working with a competent HR department and relies on them for most
legal issues but also seems to have a pretty good handle on most issues.
9. . has had to make numerous sales calls to very sophisticated buyers and has presented
to the board of directors on numerous occasions. I think his writing skills are above
average.
10. . was the lead person when they acquired _ account he had to analyze very
complex data and make important operational and strategic decisions. While he is a firm
believer in making informed decisions, he is not scared to make decisions which are time
sensitive and when you don't have all the information you may want.
11. . understands the differences between cash and accrual accounting but does not have
much experience with cash based accounting or work in progress issues because he was
involved with a public company.
12. . has limited or no experience with software development but does have extensive
experience with contracts.
13. . s worst business experience happen when bought out _ and he
had no relationship with _ and tried to save the business but did not. The lessons he
learned were: you need to have multiply contingencies that anticipate even the most
unlikely events and you n~ in place for everything. He never anticipated _
buying _ because __ was larger. He also made the mistake of going
around the maintenance manager and talking directly to the president and it backfired.
14. . is an avid reader and believes in continuous learning.
Why is. interested in the position?
1. He wants to be at the executive level decision making in a company.
2. He wants to be part ofa company looking to grow.
3. He likes entrepreneurial companies.
4. He likes the multi-dimensional part of".
5. He likes what he is reading about ...
6. It appears people count at ...
7. He likes extensive involvement with customers and making customers satisfied.
8. He believes the needs of the position match well with his strengths.
9. The only reservations are that he has concern the financial position of the company and
his lack of software experience but believes his strengths are a good counter balance with
..' strengths.
Why I recommended.
1. Presents himself very well and would represent the company well.
2. Has a great deal of experience that matches well to the position.
3. Has a good mix of sales and operational experience.
4. Understands all the issues in starting a new company.
5. His smart and thoughtful but not scared to make a decision.
6. His fun to be around but also very serious.
7. He is used to leading teams and being a good team player.
8. While he has worked for large companies, I think he would also do well in a smaller
company.
9. I like him personally and I think most people that meet him have the same impression
that I do.
10. While there are areas that would require some work in terms of compatibility with III,
I think those issues could be worked out.
11. I think he would do well in the operations area and he is capable of ~ore
particularly in business development. I'm somewhat concerned that _ may find him
intimidating and threatening but it won't be something he will cause because he has no
problem collaborating with others.
12. While .has been in the Quad Cities for a long time once his daughter goes off to
school there is not a strong ties for him to stay here.
13. His lack of software experience is not an issue for me but there will be a learning curve.
..
.3
4lsse.<<.
General: Executive Selection with Structured Interview
for Suzanne Example
4/15/2003
Introduction
Competency Overview
Ability Results
Personality Qetail
Interview Guide
Making the Selec;tion Deci~ion
ManagementSLJggestions
Graphic Profile
.::f\:~ss
Copyright 2003 Bigby, Havis & Associates, Inc. and David G. Bigby, Ph.D. All rights reserved.
INTRODUCTION
Suzanne Example
General: Executive Selection 4//5/2003
Confidentiality
Because of the nature of appraisal information and the dangers of its misuse, this report must be kept confidential and its contents
restrieted to those who have direct responsibility for deeision making. This Selection Report should not be shown to or diseussed
with the candidate. The ASSESS Developmental Report has been designed for this purpose.
How To Use This Report
· Since everyone has strengths and weaknesses, special caution must be exercised to view this report as a whole. Be careful
not to overemphasize specific statements, but rather consider this person's overall suitability for a particular position in your
organizational environment.
· Many of the characteristics described in this report could be assets in some circumstances and liabilities in others. You will
notice that a characteristic may appear as a strength in relation to one competency, but a weakness when considered in
relation to another competency.
· The report does not take into aceount the candidate's background, training, or technical skills or experience, Therefore, the
results do not measure personal effectiveness or the quality of job performance; rather, they describe characteristics that
(along with these other factors) may influence job performance. To minimize the chances of erroneous decisions, the
contents of this report should be combined with information from other sources (for example; interview impressions,
references, work experience, job eompetence, work habits, background, etc.) to gain a complete picture of this person.
· Over time, people and organizations change. If several years have passed since the date of this report, it may be valuable to
reassess the candidate. Remember, this person was evaluated at a particular age, stage of development, level of experienee,
ete. With the passage of time, the characteristies measured by ASSESS may have changed.
Interpretation Assistance
ASSESS is a computerized expert system that interprets test seores and writes reports for our clients in the same manner that
Bigby, Havis & Associates psychologists would. The reports are designed to be read by managers without regular assistance from
a professional. Occasionally, however, you may need additional interpretation assistance. See the ASSESS coordinator for your
organization to make arrangements.
Feedback to the Individual
Developmental Report: In addition to the Selection Report, a Developmental report is available. It is designed to be given directly
to the individual and provides construetive feedback on test results, specific developmental suggestions, and a guide for writing a
personalized developmental plan.
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COMPETENCY
OVERVIEVV
Su:z::anne Example
Gene....al: Executive Selection 4//5/2003
Your COITl.pany has identified a set of- cOITlpete:ncies in~portall.t to job success_
COlnpctcncy in an area is the result OT ITluny rac-tors vvarking logcther~ '\Nhich include innate characteristics (natural ability..
personality) and learned characteristics (knovvledge~ experience and skills) as is presented in the tollovving chart. People '\.Vho have
the right cOITl.petencics or vvho have a good potential Tor developing these cornpctcncies vvill be able toO do the .-ight things
(bchavior-s) to produce the desired results (ctTective outcolncs).
The ASSESS systern has evaluated this candidate's ,",ork related pcrsonali"ty and abilities (if-ability tests "'-Vere adn-.inistered) in
relation to the Competency .Model described on the Follo"'-Ving page~L
The tolloV'l.l"ing report provides detailed results and judgn-.ents about hoV'l.l" these innate characteristics tnay facilitate or hinder the
display or development or the desired con-.petencies and~ ultitTlatcly. job ef"fectiveness. Also provided is a con-.petency-oricntcd
intervicV'l.l" protocol to use to evaluate the skills. knoV'l.l"ledge and other learned characteristics irnportant to this job~ as '\..Veil as a
general n....odel 'or tTlaking a good decision TrotTI all sources of" inCorn-.ation.
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I N N AT E L E A R N E 0
Natural Ability I Personal Knavvledge I Skills I Learned
Potential Characteristics Experience Abilities
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ABILITY
RESULTS
Suzanne Example
General: Executive Selection 4//5/2003
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Since abilities can impact most competencies, they are reported separately here.
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The following results are based on your performance on standardized ability tests. They are presented as percentile comparisons to
professional norms (people who, for the most part, have an education at or beyond the college undergraduate level) and to general
population nonns (people who, for the most part, have a high school education).
With a few exceptions, if this person is being considered for a position normally requiring a college degree, you should pay most
attention to the professional norm group comparisons. However, if the candidate has limited formal education or if a college
degree is not required, the general population comparisons may be more appropriate.
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The candidate completed the following ability test(s):
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Intellectual Ability Scores Compared to:
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General Population Norms: 0% ~-----------------------+-------------------'----1 100%
Critical Thinking ..........,........,........-...............................................................0
Abstract Reasoning .........................................................-........,...............0
Professional Norms:
Critical Thinking ..........................................................................i)
Abstract Reasoning ..........,........,....................................0;)
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Comments: Her critical thinking abilities appear to be very good. She should be able to easily understand complex written
problems, evaluate the relative merits of various interpretations of the information presented, and come to sound
conclusions.
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She should be able to solve problems that involve complex, abstract information as well as the typical
professional and better than the average person. She should also be capable of grasping new ideas and solving
problems that are outside her usual experience.
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Suzanne Example
General: Executive Selection 4/15/2003
General: Executive
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Visioning Identifying long-term goals and championing the implementation of different or alternative ideas.
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In-Depth Problem Solving And Solving difficult problems through careful and systematic evaluation of information, possible
Analysis alternatives and consequences.
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Championing Change I Taking action to support and implement change initiatives effectively.
Driving For Results I Challenging, pushing the organization and themselves to excel and achieve.
Influencing And Persuading Convincing others to adopt a course of action.
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Managing Others Directing and leading others to accomplish organizational goals and objectives.
Organizational Savvy I Recognizing and understanding organizational politics and working within organizational
dynamics to accomplish objectives.
Business Acumen" : Understanding general business and financial concepts, understanding the company's business,
I and using both general and specific knowledge to be effective.
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Integrity" Upholding a high standard of fairness and ethics in everyday words and actions.
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Courage Of Convictions" Having the personal courage to address difficult issues in the face of potential opposition.
Presentation Skills" Having the skills to effectively communicate to an audience in a formal selting.
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Continuous Learning" I Striving to expand knowledge and refine skills through education and training. Inspiring others to
I develop and refine knowledge and skills relevant to their work.
'Competencies not strongly impacted by the personality characteristics measured by ASSESS. Development feedback and suggestions may be obtained for
these competencies using the Assess 360 system.
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PERSONALITY
DETAIL
Suzanne Example
General: Executive Selection 4/15/2003
Reading The Competency Graphs:
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· For each personality characteristic, a distribution of possible scores (from less to more) is displayed in deciles (1-10% = 1st
decile, 11-20% = 2nd decile, etc.) using ten graph blocks.
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· This distribution is based on a professional norm group of approximately 40,000 respondents.
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· The candidate's score on each personality characteristic is represented by the graphic character 0 .
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· Overlaid on the normative distribution, the colors and shading on the graph represent desirable and undesirable ranges on
each characteristic for a particular competency.
· Ranges in which a characteristic may hinder are marked with least shading ( ~ ).
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· Ranges in which a characteristic may be a potential concern are marked in intermediate shading ( [d ).
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· Ranges in which a characteristic may help are marked with most shading ( ~ ).
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· You will notice from the pattern of shadings that low scores are not necessarily bad and high scores are not necessarily
good.
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· Also notice that the Helps and Hinders ranges for a characteristic may differ by competency. For example, a higher level of
assertiveness may be more desirable for one competency than another.
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PERSONALITY
DETAIL
Suzanne Example
General: Executive Selection 4/15/2003
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Personality Implications for
Visioning
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Visioning
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IdentifYing long-term goals and
championing the implementation of
different or alternative ideas.
Reflective ~~D[]~~QH~~~
Realistic ~G~~~~~~D~
Serious-Minded, Restrained ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
Assertiveness ~ ~ Q ~ ~ ~ ~ ~ ~HQ
Self-Reliance ~~~ ~~ ~ ~ ~~ ~
WorkPace ~~~~~~~~~H~
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Comments:
Helps
Hinders
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. As a result of her reflective style, she is likely to view issues
from multiple perspectives. She should be capable of thinking
broadly and considering long-term issues when setting goals
and the direction of her group.
. Her overly realistic nature may be a hindrance. Her
approach will likely lack originality and innovation.
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. She is impulsive by nature. She will commit too quickly to
an idea or direction without proper consideration,
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. Her assertive nature should be useful when championing
new ideas or a change of direction. Her interpersonal
forcefulness should help her to build the organizational support
or buy-in to transform ideas into action.
. Her slow work pace may hinder her ability to generate and
champion ideas.
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. Her self-reliant style will help her to show initiative in
championing her (and others') ideas and vision.
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PERSONALITV
DETAIL
Suz:an~e Example
General: Executive Selection 4/I5/20(}3
In-Depth Problem Solving And
Analysis
Personality Implications for
In-Depth Problem Solving And Analysis
Solving a(IIh._.ulr f;Jroblen7..... through
car~/i,1 and s_vsrenu:'ltic' eva/uarion ~~/-
i,"?/hrrnarion. EJo............ihle c7/lernCllives
clna cr.>J7:'..eqzlcncc......
ReflecUve b:lb:lD~~~~~~~
ReaUsUc b:lbJ~~~~~~D~
Fact-Based b:lD~~~~~~~Q
Ser;ous-M;nded, Restra;ned ~ D D ~ ~ ~ ~ ~ ~ b:l
Comments:
F-Fel.I-7.....
I-finders
."Ier reflective style ~ill lead her to delve belovv the surface
'\Nhen analyzing situations. This should help her to recognize
important subtleties and better understand underlying issues.
I-Iighly practical and pragrnatic in her thinking~ vvhen -Faced
vovith. problclTls that require a novel approach she Inay have
difT'iculty putting aside past solutions.
I-Ier f'act-bascd orientation should lead her to analyze data
and objective intorlTlution bef'ore dra"""",ing conclusions.
l)nrestrained and in"pulsive by nature.. she "",ill probably not
be as cautious as desired t"<--..r this cOITlpetency_ She is likely to
dra"", conclusions or ITlake decisions "",ithout sutficient
del iberation_
fIer le'7~h:.~nc_v 10 he in7IJul.....ive c1nd unre...-lr~lined rncl_V reduce the vCllue C!/'her r~/lective nt:1ture_ At ti,nes. she ,..na_v decide or c1Ct
lvithoUJ.fi.,/(v con.....idering the under(ving L.....YIU?'!o..
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PERSONALITY
DETAIL
Suzanne Example
General: Executive Selection 4/15/2003
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Championing Change
Personality Implications for
Championing Change
Taking action to support and
implement change initiatives
effectively,
Assertiveness ~ ~ ~ [;J ~ ~ ~ ~ ~ QJ
WorkPace ~[gJ~~~~~H~~~
Frustration Tolerance ~ ~ ~ IQ ~ ~ ~ ~ ~ ~
Realistic G]~~~~~~QD~
Serious-Minded, Restrained ~ GJ ~ ~ ~ ~ ~ ~ ~ ~
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Comments:
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Helps
Hinders
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. Her assertive style should help her to lead change efforts.
She should be capable of influencing and persuading people to
adopt new courses of action.
. Her slow work pace will inhibit her ability to energize
herself and others during a change effort.
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. She should remain positive and resilient even under difficult
circumstances,
. Her very pragmatic orientation may lead to an overreliance
on how things have been done in the past. She may not be
flexible and open-minded to new approaches or ideas,
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. Because of her low level of restraint, she may have a
tendency to react too quickly. She may adopt or reject ideas
without full consideration.
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PERSONALITY
DETAIL
Suzanne Example
General: Executive Selection 4//5/2003
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Personality Implications for
Driving For Results
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Driving For Results
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Challenging, pushing the
organization and themselves to excel
and achieve.
Assertiveness ~ ~ g ~ ~ ~H~~ ~ ~ QI
Self-Reliance ~ [] ~ [d ~ ~ ~ ~ ~ ~
Work Pace ~ QJ ~ D ~ ~ ~ !~H~~~ ~
Realistic ~[;]D~~~~~~~
Follow-Through ~ [QJ Q ~ ~ ~ ~ ~ ~ ~
Frustration Tolerance ~ Q Q ~ ~ ~ ~ ~ ~ ~
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Comments:
Helps
Hinders
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. Assertive and forceful, she should be able to challenge or
push people to attain results.
. Her slow work pace may interfere with her ability to achieve
high levels of personal work output and inhibit her ability to
inspire high effort levels in others.
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. Highly self-reliant, she should be comfortable establishing
goals and taking personal responsibility for their achievement
with little support or direction from others.
. Her level of follow-through may be lower than is desired,
Sometimes she may not carry projects through to completion.
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. Practical and pragmatic by nature, she should emphasize
tangible results and immediate outcomes.
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. As resilient as most people, she should be able to persist
despite frustration in most situations,
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The combination of her high self-reliance but low follow-through may lead her to take on more than she will actually accomplish.
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PERSONALITY
DETAIL
Suzanne Example
General: Executive Selection 4//5/2003
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Influencing And Persuading
Personality Implications for
Influencing And Persuading
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Convincing others to adopt a course
of action.
Assertiveness ~ ~ L;] ~ ~ ~ ~ ~ ~ IQ]
Sociability ~~~~~~~~~~
WorkPace ~~GJ~~~~~~~
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Comments:
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Helps
Hinders
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. Her high level of social comfort (sociability) should allow
her to interact smoothly with most people. She should be able
to build rapport in persuasive situations.
. Highly assertive, she may be too forceful in promoting her
point of view. At these times, people may resist what they
perceive as an overly aggressive approach.
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. Her low energy level (work pace) may hinder her ability to
actively generate the enthusiasm needed to persuade others.
While the above dimensions can addresspart of what is needed to effectively persuade or influence others, ASSESS cannot
evaluate her oral communication ability nor the quality of her arguments. Please take special care to evaluate these issues in the
interview,
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PERSONALITY
DETAIL
Suzanne Example
General: Executive Selection 4//5/2003
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Personality Implications for
Managing Others
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Managing Others
Assertiveness ~ ~ B 8 ~ ~ ~ !~H~ Q
Positive about People ~ IQl Q ~ ~ ~ ~ ~ ~ ~
NeedtobeLiked ~~~~~~~~~~
Sociability ~BGJ~~~~QJ~D
Work Pace ~ [QJ D ~ ~ ~ I~~H~ ~ ~
Self-Reliance ~ B Gj ~ ~ ~ ~ ~ ~ ~
Optimism ~:H:Jgg~~~~~~
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Directing and leading others to
accomplish organizational goals and
objectives.
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Comments:
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Helps
Hinders
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. Naturally assertive, she will enjoy the leadership role. She
should be capable of being forceful and directive when
necessary.
. She can be skeptical in her view of people. At times, this
may lead her to be critical and faultfinding rather than positive
and constructive in her interactions with subordinates.
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. Socially outgoing, she should be comfortable interacting
with her subordinates on a personal level.
. Her need to be liked is low for a managerial role. At times,
she may be unnecessarily disagreeable and may have difficulty
fostering a cooperative work environment among those she
manages.
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. Self-reliant, but not excessively so, she should be willing to
do the work herself or allow subordinates to participate, as
appropriate for the situation,
. Her work pace may be slower than is desired for a
management role. She may not be able to consistently exert the
level of personal effort needed to effectively manage people.
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. Her generally optimistic outlook should have a positive
impact on the morale of her group.
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The combination of her assertive style and slow work pace may result in her being perceived as more "talk" than "do" by those she
leads.
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The combination of her high assertiveness and low need to be liked suggests a very competitive nature. While this could help drive
her group to high levels of achievement. it could also lead to unnecessary conflict and detract from group morale if not proper~v
controlled.
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PERSONALITY
DETAIL
Suzanne Example
General: Executive Selection 4//5/2003
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OrganizationalSawy
Personality Implications for
Organizational Savvy
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Recognizing and understanding
organizational politics and working
within organizational dynamics to
accomplish objectives.
Assertiveness ~ ~ bJ GJ ~ l~H~~H~~H~ Q
Need to be Liked ~IQ]QB~~~~~~
Insight ~~g~~~QH~I~~
Sociability ~w~Q~~~Q1~~
Self-Control ~~~Q~~~~~~
Criticism Tolerance ~ QJ EI Gl ~ ~ ~ ~ ~ ~
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Comments:
Helps
Hinders
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. Her high level of assertiveness suggests self-confidence.
This should assist her to build relationships with powerful and
influential people.
. Her moderately low concern for how she is perceived by
people will occasionally interfere with her ability to build
alliances across organizational boundaries. When this happens,
she may not be as collaborative as would be desired.
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. Her strong interest in understanding other people should
help her to recognize their motives and adapt her approach to
better influence them. She may be more attuned to subtle social
and political issues than most.
. Her very low level of self-control is likely to be
problematic. She is likely to say or do things without
appropriate consideration of how she will be perceived by
others and by the organization as a whole. This may limit her
ability to gain the respect of important and influential people.
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. Her interest in and comfort with the social aspects of work
should allow her to develop and maintain contacts across the
organization.
. Her sensitivity to criticism may hinder her ability to interact
with powerful or difficult people. Especially in contentious
circumstances, she may overpersonalize the issues and become
defensive.
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While the dimensions addressed above by ASSESS are good indicators of the personality factors that will influence the effective
display of this competency. perhaps the most important issues involve the understanding of the political and social environment of
the organization. Please take special care to address these issues during the interview,
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INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4//5/2003
The following structured interview will guide you through a series of behaviorally based questions to help you better evaluate this
candidate's ability to display each eompetency. It also provides additional interview suggestions based on this eandidate's
personality results. Take notes in the space provided and record your summary rating for each competency area.
For additional, more detailed infonnation on conducting good behavior-based interviews, please visit the ASSESS managers
resource website at www.bigby.comLsystems/assessv2/resOlJfCes/llllloager.
Interview Date:
Before the Interview
Review the Competency Model definitions and representative behaviors.
Review the candidate's resume and be familiar with his/her background and experience.
Review the candidate's ASSESS results.
Review the interview questions and additional personality probes.
During the interview, remember to:
. Use open-ended questions
. Ask probing follow-up questions
. Focus on specific examples and behaviors
. Postpone judgment: don't rely on your first impression
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4/15/2003
BACKGROUND & HISTORY
Start the interview by diseussing the details of the candidate's edueational and work history.
Walk me through your educational background.
Listen and probe for accomplishments, grades, how he/she chose college/major, classes he/she liked or disliked, involvement in
outside activities, work experience during school, etc., and probe for how they relate to the job.
Walk me through your work history.
Listen and probe for milestones, accomplishments, relationships with co-workers and supervisors, tasks he/she liked or disliked,
work environments he/she liked or disliked, reasons for leaving each job, etc, and probe for how prior experience has prepared
himlher for this job.
NOTES:
Suggested transition to competency-oriented interview questions: "I'm now going to ask you to describe some specific
situations from your past experienee. For each, tell me about the situation itself, what you did specifically, and the results or
outcome of your actions. "
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4/15/2003
Visioning: Identifying long-term goals and championing the implementation of different or alternative ideas.
. Tell me about a time when you were involved in setting the long-term goals and direction for your group (or division,
company). What was your approaeh? What types of things did you consider?
. Describe a time when you felt it was important for your group (department or company) to ehange direction and thinking,
and you personally championed this change. What did you do? Were you successful? Why or why not?
Additional special probes based on ASSESS results:
. Give me some examples of your most innovative business ideas. (Listen for creativity.)
. Describe a few situations in which you made a quick decision about a change of direction for your group that you later
regretted. What were the circumstances? (Listen for a tendency to commit too quickly to an idea or direction.)
. Tell me about a time when you had to quickly implement a new approach or strategy in your group (department, company),
How did you manage to do this while maintaining your normal workload? (Listen to see if the candidate had the energy to
do both or if one suffered at the expense of the other.)
NOTES: (details of the situation, actions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4/15/2003
In-Depth Problem Solving And Analysis: Solving difficult problems through eareful and systematic evaluation of
information, possible alternatives and consequences.
. Tell me about two complex and difficult work problems you have faced. What were the cireumstances? What steps did you
take to solve the problems? What analyses did you make? How did you make your final decisions? What were the
outcomes of your decisions?
Additional special probes based on ASSESS results:
. Tell me about a complex problem you recently faced in an area in which you did not have prior experience. How did you
find a solution? (Listen for an ability to look for new and different approaches rather then simply modifying or using
current practices.)
. Describe a situation where you were too quick to draw a conclusion in your problem analysis. What were the circumstances
and the result? (Listen for a tendeney to find a quick solution.)
NOTES: (details of the situation, actions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4/15/2003
Championing Change: Taking action to support and implement change initiatives effectively.
. Tell me about two situations in which you took personal responsibility for ensuring that an important change occurred in
your organization. What was the issue? What did you do? What was the outcome? What would you do differently next
time?
Additional special probes based on ASSESS results:
. Describe the challenges you faced when implementing a change initiative quickly. In what time frame did you accomplish
this? (Does the candidate have the energy neeessary to successfully champion an initiative?)
. Tell me about a time when you felt it was better to continue with a way of doing something rather than championing a new
approach. (Is there a stubborn resistance to trying new things?)
. Tell me about a time when you committed to a change effort but realized afterwards that it was the wrong thing to do. What
did you not anticipate? (Listen for a tendency to adopt changes without eareful eonsideration.)
NOTES: (details of the situation, actions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4/15/2003
Driving For Results: Challenging, pushing the organization and themselves to excel and achieve.
. Describe a time when your group set and met an aggressive goal. What types of obstacles did you face? How did you
overcome them?
. Describe a time when your group failed to meet an aggressive goal. Why did this happen?
Additional special probes based on ASSESS results:
. Tell me about one of your projects that had an aggressive deadline for completion. How did you get it done? (Listen for an
ability to accomplish things quickly.)
. Describe two situations in which you were unable to thoroughly complete a project. What happened? Why? (Listen for an
ability to follow-through on commitments.)
NOTES: (details of the situation, aetions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4//5/2003
Influencing And Persuading: Convincing others to adopt a course ofaetion.
. Tell me about a recent work situation in which you were able to convince a group of people to do something that they did
not want to do. How did you do this? What would you do differently next time?
. Tell me about a recent work experience in which you tried to persuade someone of something and failed. What was the
situation? What did you do? What would you do differently next time?
Additional special probes based on ASSESS results:
. Describe a time when you tried to convince your boss to do something he or she did not want to do. What did you do? What
was the result? (Listen for a tendency to be too forceful or pushy.)
. Tell me about a time when you needed to really excite people about your ideas in order to persuade them. How did you do
it? Tell me about a time when you failed to generate enthusiasm. (Does the candidate have the energy to generate
enthusiasm, and will he/she do the work to convince others?)
NOTES: (details of the situation, actions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4//5/2003
Managing Others: Directing and leading others to accomplish organizational goals and objeetives.
. (If not previously covered) Give me a history of your management experience. For each step along the way, tell me what
your group did, how many people you managed and how you assigned work and organized the group to get the job done.
. Tell me how goals were set for the group and each of the individuals in the group for these situations? How did you manage
people to achieve these goals?
. How do you discipline and reward people who work for you? Give me specific examples of both.
Additional special probes based on ASSESS results:
. Tell me about your poorest performing subordinates. Why do you think they struggle? What have you done to improve
their performance? (Listen for a tendency to expect others to fail.)
. Give me several examples of positive feedback you have given to subordinates recently, Examples of negative feedback?
What did you say? Why? (Was the negative feedback constructive or overly harsh?)
. Tell me about a time when your group had a tight deadline to meet and was successful. What did you do to ensure the
deadline was met? What about a time when your group missed the deadline? What did you do to try to aehieve the missed
deadline? (Does the candidate have the energy level to set a good example and energize the activities of others?)
. Describe a situation where you, or others, thought you pushed your group too hard. How did it affect the group and their
performance? Looking back, would you change how you handled the situation? (Listen for a tendency to be overly
competitive to the detriment of group morale,)
NOTES: (details of the situation, actions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4/15/2003
Organizational Savvy: Recognizing and understanding organizational politics and working within organizational dynamics to
accomplish objectives.
. Give me several examples of important alliances and personal relationships you have developed across organization
boundaries in your previous jobs. Were you able to use them to advance or facilitate important projects? Explain,
. Tell me about a time when it was helpful to know the "polities" of your organization. How did this help you? How did you
get the infonnation? What did you do with it?
Additional special probes based on ASSESS results:
. In your experience, when do you find internal competition helps the organization move forward, and when is collaboration
better? Give me examples? (Will the candidate's competitive nature interfere with building alliances?)
. Describe a work situation where you had to be very delicate in how you responded to a situation. Why was it important to
be so earefuI? What happened? (Listen for an ability to exert enough self-discipline to choose words and aetions carefully.)
. Describe several situations in which you were criticized unfairly by others outside your immediate work group. What was
said, by whom? What impact did it have on you? (Can the candidate remain effective despite criticism?)
NOTES: (details of the situation, actions by the candidate, and the resulting outcomes)
INTERVIEW
G U IDE
Suzanne Example
General: Executive Selection 4/15/2003
Business Acumen*: Understanding general business and financial concepts, understanding the company's business, and using
both general and specific knowledge to be effective.
. What general business skills do you have? How much experience or education do you have in accounting, finance and
marketing? Please give examples.
. How much experience do you have in writing general business plans, capital and operating budgets, and forecasting income
and expenses? Please give examples and highlight your personal involvement.
. How much experience do you have in conducting formal performance reviews of subordinates, budgeting for salary
expenses and aIlocating annual raises and bonuses? Please give examples and highlight your personal involvement.
NOTES: (details of the situation, aetions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4//5/2003
Integrity*: Upholding a high standard of fairness and ethics in everyday words and aetions.
. Describe for me an ethical business dilemma that you have faced. What were the circumstances? What did you do? Why?
. Tell me about two situations in which you have seen others be unfair or dishonest. What happened? What would you have
done differently? Why?
NOTES: (details of the situation, actions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4//5/2003
Courage Of Convictions*: Having the personal eourage to address difficult issues in the face of potential opposition.
. Tell me about your values at work. What sorts of things are important to you about how you and others behave and about
how business should be conducted?
. Give me several examples of business situations in which you said or did things you thought were right when others
disagreed.
. Give me several examples of business situations in which your work group initially opposed your ideas, but you were able
to change their point of view because of your tenacity.
NOTES: (details of the situation, actions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4/15/2003
Presentation Skills*: Having the skills to effeetively eommunieate to an audience in a formal setting.
. Describe the level of your experience making presentations to small and large audiences. What types of presentations have
you typically made? For what purpose?
. How would you evaluate your ability to make good presentations to small groups and to large groups? What do you do
well, and what do you do poorly?
. What type of training have you taken to prepare yourself to make good presentations?
. (If this competency is extremely important to the position, we recommend the eandidate be asked to make a formal
presentation to the selection committee to provide a sample of his/her skills.)
NOTES: (details of the situation, actions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4/15/2003
Continuous Learning*: Striving to expand knowledge and refine skills through education and training. Inspiring others to
develop and refine knowledge and skills relevant to their work.
. (If not previously discussed earlier in the interview proeess) In broad terms, describe to me your edueational baekground.
What degrees or coursework have you completed? At what stage(s) of your life?
. What additional formal and informal training have you completed? When?
. What new things have you learned in the last five years? What did you do to learn them? Why?
. What have you done recently to maintain or improve your skills or knowledge? What do you plan to do in the future? Why?
NOTES: (details of the situation, actions by the candidate, and the resulting outcomes)
INTERVIEW GUIDE
Suzanne Example
General: Executive Selection 4/15/2003
Closing the Interview
Your goal is to bring the interview smoothly to a close,
Ensure that the candidate feels that he/she has been able to give you a complete and accurate picture of him/herself.
Explain the next steps in the process and timeframe as appropriate.
Thank the candidate for hislher time and close the interview.
[J
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MAKING
DECISIONS
Su:za....ne Example
General: Executive Selection 4/;5/2003
Good selection decisions require careCul consideralion or all the available in-torn'lution (education.,. training" experience" skills.
abilities. personality" etc.) 'reHt") as lTl.any ditTerent credible sources as possible (inlcrvic'\Ns" rcrere-nce checks" background checks"
ASSESS results.. etc.) against a clear specification or vvhat is needed or desired in the job.
Use the t"ollo,",ing chart to evaluate the candidate on each or the cOlnpetencies oT the Model. Careft.llly consider each. ccunpetency
beCore rnaking your overall judgen"lcnt.
Very strong Strong SOome evidence Strong Very strong
evidence evidence evidence evidenca
competency competency competency is competency is competency is
not present not present present present present
Visioning 2 3 I .. J 5
In-Depth Problem Solving And Analysis 2 3 ~ .. 5
Championing Change 2 3 .. 5
Driving For Results 2 3 .. 5
Influencing And Persuading 2 3 .. 5
Managing Others 2 3 .. 5
Organizational Savvy 2 3 .. 5
Business Acumen-- 2 3 .. 5
Integrity" 2 3 .. 5
Courage Of Convictions'" 2 3 .. 5
Presentation Skills'" 2 3 .. 5
Continuous Learning'" 2 3 .. 5
Very strong Strong Some evidence Strong Very strong
evidence evidence he/she "",ill evidence evidence
he/she "",ill not he/she "",ill not perlorm he/she "",ill he/she "",ill
perform perlorm perlorm perform
effectively on effectively on effectively on effectively on effectively on
the job the job the job the job the job
Overall Rating 2 3 I I .. II 5
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MANAGEMENT
SUGGESTIONS
Suzanne Example
General: Executive Selection 4//5/2003
While the ASSESS Development Report for this competency model provides detailed suggestions for helping this person to
manage potential problem areas, in this section of the Selection Report we provide a few additional recommendations to help you
to effectively manage this person. Each of the following management suggestions identifies a potential problem area for this
candidate and recommends an approach to optimizing his/her effectiveness on the job. For some suggestions, reference books and
other resources are listed for additional recommendations.
II
~
Low Serious-Minded Thinking
~
The quality of her analysis and decisions could
be improved by the development of more
restraint.
~
This May Impact:
. Visioning
. In-Depth Problem Solving And Analysis
. Championing Change
w
I~
Low Work Pace
1J
Her slow or methodical work pace may not be
adequate in afa'it-paced work environment,
u
~
This May Impact:
. Visioning
. Championing Change
. Driving For Results
. Influencing And Persuading
. Managing Others
D
Low Positive About People
~
She may be critical andfaultfinding of others.
Her tendency to be negative could hinder her
work relationships.
o
This May Impact:
. Managing Others
Low Criticism Tolerance
~
She appears to be thin-skinned and prone to
taking negative feedback more personally than it
is intended.
~
This May Impact:
. Organizational Sawy
~
~
Low Self-Control
D
She appears to be expressive and may be
Suggestions:
Encourage her to record her first thoughts or "instincts," then have her
return to them later and ask "tough" questions about their usefulness.
Suggest she play "devil's advocate" for herself to critique her ideas or plans
(and thereby improve them). Encourage her to ask others to help generate
alternatives and to judge these against her first ideas. Ifnecessary, require
her to obtain approval before launching new programs or initiatives.
Suggestions:
If this position demands high productivity in limited time frames, she is
likely to need external pacing, time deadlines and specific work goals to be
effective.
Motivation and GoaLS_ettllig~How to..B.et and Achi~ye GOll.I!Land Insllir~
Others (Motivation and Goal Setting) by Jim Cairo, Career Press, 1998.
Motivation in the Workpl!1ce: In~lliring MQtiva.1i!mjnJh~ WO..rkpJAG..~ by
Lydia Banks, Amer Media Inc., 1997.
Suggestions:
Encourage her to develop realistic expectations for the performance of
others and, if she has supervisory or management responsibilities, to
recognize effort and reward accomplishments. Training and development in
areas such as positive performance management would also be appropriate,
Suggestions:
In correcting her, her boss should make a special effort to criticize the
behavior, not the person -- that is, correct her in a manner where the focus
is on observed behavior and where clear suggestions for changes in
behavior are provided, When possible, give negative feedback in a manner
that allows her to maintain her self-esteem yet still calls for her to meet
performance standards.
The Power of Positive Criticism by Hendrie Davis Weisinger, AMACOM,
1999.
Suggestions:
She should be encouraged to think before she speaks and to exercise more
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excessively spontaneous in voicing her opinions,
ideas, etc.
restraint in her actions.
~
This May Impact:
. Organizational Savvy
Auger and Conflict in th<;: WQrkplac.e:~Spot the Sign~, Avoid_the_Trauma by
Lynne McClure, Impact Publishing, 2000.
Additional Suggestions
D
For coaching resources and additional suggestions on how to best manage and develop this person, please visit the ASSESS
Manager's Website at www.bjgJnr.com/1>ystem~ass~~y2Ll!Lanag~.
~
In addition, developmental suggestions for this person can be obtained from the ASSESS Developmental Report. This report is
designed to provide constructive feedback and extensive developmental suggestions to the individual assessed (books to read,
courses to take, developmental experiences or assignments to negotiate with the boss, etc.). You can use these developmental
suggestions in coaching sessions to help the candidate capitalize on key strengths and compensate for potential weaknesses. Check
with your test administrator or Human Resources representative to see how you may obtain a Developmental Report on this
individual. The following books are general resources that may be useful in coaching this person or other people in your
organization.
~
~
Master:fuLC_ml(~hing:J~xtraordinill")' Results.J)y_hTIp_a.Gting.J>.e.Qple and the Way They Think~fl Work_T.ogetl1~r by Robert
Hargrove, Pfeiffer & Company, 1995.
~
Leader As CoaG.h.:.-SJJ_aJ.egies_fQLCoaching & Developing Oth.e.rs by David B. Peterson & Mary Dee Hicks, Personnel Decisions
International, 1996.
D
Action Coaching: How t!LL_exerageJtldiyidual Performance for CQillp-atly_S_uccess by David L Dotlich & Peter C. Cairo, Jossey-
Bass, 1999.
u
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Res.lllts:.Based_Lea~rship by David Ulrich, Jack Zenger, & Norman Smallwood, Harvard Business School Press, 1999.
L.e1\..dership: The..AS_T.D_Trainer~ Sourcebook by Anne F. Coyle, McGraw-Hili, 1996.
Coaching for Imgroved WorkJ>.e.riQlJIlance by Ferdinand Fournies, McGraw-Hili, 2000.
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GRAPHIC
Suzanne Example
General: Executive Selection 4/15/2003
~
Critical Thinking
Abstract Reasoning
~ Reflective
Structured
I Serious-Minded, Restrained
Fact-Based
Realistic
~ Work Pace
Self-Reliance
~ Work Organization
Multi-Tasking
~ Follow-Through
Acceptance of Control
Frustration Tolerance
Need for Freedom
) Need for Recognition
I Detail Orientation
U Assertiveness
Sociability
D Need to be Liked
Positive about People
0 Insight
Optimism
Criticism Tolerance
~ Self-Control
Cultural Confonnity
~
Positive Response Factor 1
Positive Response Factor 2
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PROFILE
Low need to probe
Avoids step-by-step
Quick to decide
Intuitive
Imaginative
Unhurried
Abilities
Low
o
High
High
Thoughtful, philosophical
Logical, systematic
Serious, careful, cautious
Factual
No-nonsense, pragmatic
Active, busy
With others .... ~:::l::i:::: ;:: ::~ :: ::[:10 r:::; :::: By self
Prefers structure, order
Dislikes structure, order Q:
Routine, one task at a time
Dislikes rules, controls
Sensitive
Dislikes details
Shy or uninterested
Skeptical, cautious
Does not analyze others
Pessimistic
Subjective, sensitive
Expressive
Low
....:....~o:...
. . .. .... . . . .
Thinking
..."....., ..... :.....: .... 0
o
o :.......r.....: ........ ;......; ........ :....j ........ :......~ ........
.......................... ....n... ........ ......... ........ ......... ........
o
....... ........,......., ........ ......... ........ ,......., ........ ....... 0
. -. . . . .. .
. .. . . . " .
. .. . . . .. .
: :: : : : : : : :
.....................-.......................................................
Working
0:
Low
::::::::;:::::::;;:::::::;0;:::::::;:::::::::::::::::::::::::;:::::::;::::::::
Q:
........:.......;0:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::
.. 'g'
::::::::::::::::::::::]:::::::::::::::::::::::::::::::::iO:::::::::::::::::
g
Low
Low
a~""fr" :....: ....j..T... :....~....
............. .... ............. .... ....
LOW:::::::: ::::::::i:::::] ::::::j:~~ri:~r::::::i :::::::: ::::::::j 0 High
Multiple tasks, variety
High
Welcomes rules, controls
Resilient
High
High
Enjoys detailed work
Low
, 0 ' Outgoing
Q ::::::::i :::::::: ::::::::: :::::::: ::::::::i :::::::: ::::::::: ::=:: HkJh
g : ..... ... .... ...... ... . . ...... ........ Trusting, positive
............. .... ....
. .. . . .
. .. . . .
. .. . . .
. .. . . .
. .. . . .
. .. . . .
.... ............. .... ....
o
........,................'Q'.......,........,.......,........,.....,........
. . .
.. ..
.. ..
.. ..
........ :.......::.......: :.......: ........ :.......: ........ :.......: ........
0:
......(............ ('''; ............. (''', ....
V=....::...:....:....:....:...:....=....:....
Low
;0'
Low
Others
o
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..................................
..................................
..........................................
. . . .
. . . .
..........................................
Low
Analyzes others
Positive, optimistic
Objective, thick-skinned
Reserved, careful
High
High
High
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ID
Personality Compatibility Report
L.W. McCallum, Ph.D.
December 21, 2006
The following report compares the personalities of Person X and Person Y based on the
results of the NEO PI-R personality inventory. Data for this report was obtained based
on the test results as no interviews of the individuals were conducted. Therefore, all
conclusions should be considered in this light.
Printouts summarizing the 5 personality factors for each individual are appended to this
report, and will not be reiterated here. Instead, this report will outline the areas of
personality where the individuals are similar as well as those where they are dissimilar.
Similarities and differences can be positive or negative for the working relationship
depending on what personality factors are involved and what the expectations for the
working relationship are.
Interpreting the Report
Certain of the personality areas are highlighted in 11II. These areas are ones which are
likely to work to their mutual advantage. Others are highlighted in. Those areas are
likely to lead to potential problems. Finally, some areas are highlighted in gr,!y. Those
areas could either work to their advantage or lead to problems depending on how they
handle the relationship.
Important Personality Relationships
Person X - Person Y Compatibility Report
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Self-Consciousness
Person X
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Self-Conscious
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Socially Confident
Person Y
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Low A verage High
Person Y is comfortable in new and strange social situations and is not apt to feel inferior
or uncomfortable around other people. Person X experiences feelings of inferiority and
discomfort around other people no more or less frequently than the average person. Self-
consciousness and embarrassment are not likely to be problems or cause for concern in
their dealings with each other or with other people.
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Person X - Person Y Compatibility Report
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Person X - Person Y Compatibility Report
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Assertiveness
~ - ....., ~
Stay in Person x'
- I
the Back2round Take Charge
Person yj
L _ _ -- .....
Low Average High
Person Y is an aggressive person who strives to be the dominant one in a relationship.
Person X has neither a strong need to take charge of others nor a strong need to let others
take the lead. Person Y needs to be sensitive to those times when he may be overriding
Person X's needs and might benefit the relationship by listening carefully to what he has
to say. Person X needs to be sure that his views are considered when important decisions
are being made.
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Person X - Person Y Compatibility Report
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Excitement-Seeking
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Low Average High
Both Person Y and Person X have average levels of excitement-seeking. Their desire for
adventure and involvement in exciting activities is typical of most people. They are
probably satisfied with their balance of routine and adventure.
Person X
Climb Every
Mountain
Sit by the Fire
Person Y
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Fantasy
Person X
.
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What
Could Be
What Is
Person Y
Q
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Low A verage High
Both Person X and Person Y have an average tendency to use imagination to visualize
how things could be. They focus their attention rather equally on how things could be and
how they are. Although they sometimes enjoy activities involving imagination and
fantasy, they are able to consider the realistic and practical aspects of things when
needed.
Person X - Person Y Compatibility Report
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Aesthetics
Little Person X
Artistic Interest
Person Y
Great
Artistic Interest
.
Low A verage High
Person X is relatively lacking in artistic sensitivity and is seldom interested in attending
artistic events. Person Y's aesthetic sensitivities, however, are typical of most people and
he has an average degree of interest in and appreciation for various forms of artistic
expressIOn.
Actions
-
Person X Eager to Try
. -
Creature otHabit __ r- New Things
· Person YI
-
Low Average High
Person Y has a strong preference for a variety of new experiences. He enjoys change and
likes to try new things and new places. He becomes bored quickly when things become
too familiar or routine. Person X is apprehensive of change and resists it. He prefers to
stick with what is familiar, comfortable, and predictable. There will likely be an ongoing
conflict in the relationship on this facet of personality, with Person Y always "pushing"
and Person X always "digging in his heels."
Person X - Person Y Compatibility Report
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Ideas
P<~.. X I
Closed-minded
Person Y
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Open-.......inded
1--0........ Average High
J:>erson X and Person Yare neither mOIre open nOor more closed to exploring nevv ideas
and tlclds or interest than is the average person. Each is vvilling tOo be open-minded and
discuss son-.e issues objectively.. but vvill be rather closed-rnindcd on other subjects.
Per....r~n X - Per....I:.In Y C~,n"pal;b;l;~y Repr~rt
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Altruism
Every Man
For Himself
Person X
Person Y
..
He Ain't
Heavy, He's
My Brother
Low Average High
Person X is a fundamentally self-centered person who is reluctant to become involved in
other people's problems. Person Y is about average in his level of empathy and
generosity. At times he willingly offers a helping hand; on other occasions, he will take a
more self-centered approach and look after his own needs first.
Compliance
Person X
Person Y
.
Go With
the Flow
Do it Mv Way
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Low A verage High
Person X would usually prefer to compete rather than cooperate. He likes to have things
go his way and will assert himself strongly to see that this happens. Person Y is neither
more nor less compliant than the average person.
Person X - Person Y Compatibility Report
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Modesty
lAm
the Grt;,atest~
.....
Person X.
__.J
Humility
Personified
. "-J
Person YI
_ .J
Low Average High
Person X is humble, self-effacing, and willing to share credit for his accomplishments. It
is difficult for him to brag. He is likely to feel embarrassed when complimented. Person
Y, on the other hand, is boastful and proud. In most instances he believes he is superior to
others and may be seen as conceited or arrogant.
Tender-Mindedness
I
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Unsympathetic
j Person Yl
-...,
Person Xl
I Feel
Your Pain
Low Average High
Both Person X and Person Y usually maintain a hard-hearted and unsympathetic position
on most issues. They both make their decisions based on hard facts and are unmoved by
emotional appeals. They may accomplish a lot working together as a team but may
alienate a lot of people. They are likely to be seen as cold or insensitive, at times even to
each other.
Competence
- ~ i
Person x,
- ..)
U nsure"otSelf. - - Sure of Self
Person ~
Low Average High
Person Y sees himself as capable, sensible, and effective. He is confident of his ability to
take on whatever life throws his way. Person X is at times quite confident, but at other
times he is uncertain of his ability to face successfully the situation before him.
Person X - Person Y Compatibility Report
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Person X - Person Y Compatibility Report
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Self-Discipline
.
r-
Low A verage High
Both Person X's and Person Y's level of perseverance and tenacity is like that of most
people. They are likely to stay focused on the task at hand much of the time, but be less
self-disciplined at other times.
Take All Person X
the Side Streets
Stay Right
On Track
Person Y
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Summary and Interpretations
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In many ways Person Y provides either a good balance to Person X or shares important
characteristics that will work to their advantage: specifically, anxiety, angry-hostility,
depression, impulsiveness, vulnerability, warmth, gregariousness, activity, positive
emotions, feelings, values, trust, straightforwardness, order, dutifulness, achievement-
striving and deliberation.
There are areas that could work to the advantage of the relationships but will likely
require negotiation and attention: specifically, assertiveness, actions, modesty, tender-
mindedness and competence.
There are no areas where the probability of conflict is high.
Person Y could serve as a good balance in many areas, especially in that Person Y is
more of an outgoing, gregarious person. He could easily serve as the public face of the
organization and people will tend to like him. He will work hard and is driven to succeed.
However, he is rather immodest and may appear too self-assured. Neither Person X nor
Person Y are particularly interested in the interpersonal concerns of others, but are more
interested in practical and factual issues.
Person X - Person Y Compatibility Report
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,-
GENERAL MANAGEMENT IN-BASKET
CAREER DEVELOPMENT REPORT
ASSESSEE: SALLY DOE
<0 Copyright 2005, Management & Personnel Systems, Inc.
2717 North Main Street. Suite 2. Walnut Creek, CA 94597
GENERAL MANAGEMENT IN-BASKET (GMIB) SCORE PROFILE
INTRODUCTION
GMIB scores are reported in relation to the managerial candidates in the United States and Canada. Your scores
show the percentage of people in the data base that you equaled or exceeded. In addition to your total score on
the GMIB, you are provided your scores on the four factors measured by the GMIB (referred to in the body of
this report as Success Factors). To better understand your scores, please see the Appendix (Interpretive
Guidance).
The body of this report provides feedback on how you did on the various GMIB problems. Based on how you
handled the problems, your current skill level is described and developmental areas with specific suggestions
for improvement are made. It is important to understand that your report is tailored to your specific responses
in the GMIB test and is not a generic report. Finally, the GMIB is a validated managerial skills test, and the
GMIB data base against which you have been evaluated is the largest data base of its kind, consisting of
approximately 20,000 managers.
GENERAL MANAGEMENT IN-BASKET SCORES
(SALLY DOE)
Total Score Percentile Standing:
82.0%
Percentile Standing on Test Factors:
Leadership Style & Practices
Handling Priorities & Sensitive Situations
Managing Conflict
Organizational Practices/Management Control
65.2%
93.8%
30.3%
67.5%
Your total score on the GMIB is the most important result. For ease of understanding GMIB test results, seven
total score categories have been established: Very High, High, Above A verage, Average, Below Average, Low,
and Very Low. These categories are based on your total score percentile standing. As an example of how this
works, those candidates who score in the top 5% of the entire GMIB data base are placed into the Very High
Category. For more information on this and other features of the GMIB scoring and reporting system, be sure
to read the Appendix.
YOUR TOTAL SCORE FALLS INTO THE FOLLOWING CATEGORY: ABOVE AVERAGE
GENERAL MANAGEMENT IN-BASKET (GMIB) CAREER DEVELOPMENT REPORT
ASSESSEE: SALLY DOE
INTRODUCTION
This assessee's current supervisory skill level is in the ABOVE A VERAGE range. This assessee scored at the
82.0 percentile, meaning that this assessee scored equal to or higher than 82.0% ofthose previously taking the
GMIB. This assessee fully attempted 14 ofthe 15 in-basket items and received partial or full credit on 10 items.
GMIB SUCCESS FACTORS
LEADERSHIP STYLE AND PRACTICES: SUCCESS FACTOR #1
Leadership Style and Practices pertains to the ability to motivate others using effective human relations
principles; to lead rather than rule, guiding and motivating others to develop a team approach that contributes
to employee morale and overall effectiveness; to be proactive in situations in which subordinates need direction
but to do so in a manner that motivates employees to meet expectations; to be assertive in situations in which
subordinates are engaging in practices that could lead to lowered employee morale and take appropriate action
in guiding and developing such subordinates for their own individual improvement as well as the improvement
of the work group as a whole; to deal effectively with subordinates with regard to new ideas and programs that
they may suggest.
SIX GMIB items are used to score this factor, but a maximum of FIVE skill descriptions may appear in this
report section. This assessee fully attempted..2.. items related to this factor.
The following are the major characteristics of this assessee's current skill level and managerial style on this
factor:
. SKILL DESCRIPTION: Demonstrates above average skill in situations in which employees
are seeking support for their efforts and contributions; demonstrates an understanding of how
to maintain the employee's sense of responsibility and accomplishment when not complying
with employee requests for supervisory support and approval; demonstrates ability in defining
problem situations posed by employees and understands when additional information is
needed in order to make a supervisory decision; improvement could result, however, by
utilizing approaches that help the employee to develop an even greater sense of responsibility
for developing viable approaches to organizational improvement.
Developmental Areas and Learning Objectives:
Establishing Expectations: Learn to examine subordinate handling of specific job situations
to determine whether they are attempting to meet a reasonably high set of managerial
expectations, and if not, provide constructive guidance which helps the subordinate reach a
higher level of performance; where subordinates project a "low set of expectations" (e.g., they
believe they have done a good job and you know they have not), learn to use positive
techniques to encourage them to assume full responsibility for operating in a highly
professional manner.
SALLY DOE: PAGE 1
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, situations involving subordinates who are demonstrating confusion or difficulty in meeting
their responsibilities or in attaining specific objectives within their general sphere of
responsibility; recognizes the need for some sort of supervisory action or involvement but does
not demonstrate a meaningful analysis or plan of action.
Developmental Areas and Learning Objectives:
Performance Assessment/Establishing Expectations: Learn to assess subordinate performance
in various job-related situations in an ongoing manner, with particular attention to whether
poor performance is a function of poor skill level, lack of effort and/or a poor attitude; learn
to devise action strategies appropriate for each of these situations, setting reasonable
expectations of performance as appropriate to the underlying problem, then guiding and
motivating subordinates to meet these expectations.
. SKILL DESCRIPTION: Demonstrates above average skill in recognizing the need for
employee involvement in appropriate situations, and to lead rather than "rule," thereby
increasing the likelihood that subordinates will be more cooperative and committed to
achieving organizational goals; improvement could result, however, from increasing
understanding of how the more complex, underlying principles of employee motivation should
be utilized to build work group morale.
Developmental Areas and Learning Objectives:
Emplovee Motivation: Build upon current knowledge and skill in this area by learning more
about underlying principles of employee motivation and morale. Why are certain actions by
the manager more likely to build cooperation and commitment on the part of subordinates?
What are the underlying psychological principles? How can these be used to strengthen
teamwork, commitment and morale?
. SKILL DESCRIPTION: Demonstrates above average insight and skill in dealing with
problems related to group dynamics and group processes where style of leadership is the
primary issue affecting the accomplishment of organizational objectives; avoids the use of
ineffective leadership approaches in such situations and demonstrates an understanding of why
these approaches are ineffective; appears to understand the need to find solutions that result
in improved interpersonal relations and satisfactory group morale in order to effectively
accomplish organizational and group-oriented objectives; also appears to understand the need
to distinguish between the use of power as a compliance tool and the use of personal
leadership skills in appropriate situations and to avoid using power where it is likely to create
resistance and fail to accomplish desired objectives; improvement could result, however, by
developing a greater understanding of underlying employee motivation and morale principles
as these pertain to group dynamics -- along with an improved understanding of how to not
only avoid the use of ineffective approaches, but also, to apply these principles in formulating
positive leadership strategies that will successfully accomplish desired objectives.
Developmental Areas and Learning Objectives:
Group Dvnamics: When dealing with subordinate activities that might be termed "cooperation
essential," develop an understanding of various approaches to leadership and how these
approaches are likely to affect the dynamics of the work group; learn to utilize approaches
which are more likely to build group cohesiveness and commitment to the goals ofthe group;
develop a better understanding of underlying employee motivation and morale principles that
SALLY DOE: PAGE 2
affect the individual's degree of effort and commitment to work group goals; learn to be
proactive in creating a work group culture in which subordinates realize that their efforts are
valued and that they will not be treated in a heavy-handed or autocratic manner.
. SKILL DESCRIPTION: Demonstrates average insight into the relationship between
employee motivation, morale and productivity of the organization as a whole in dealing with
employee performance problems; appears to understand the need to deal with employee
performance problems and take corrective action but does not demonstrate an understanding
of the types of actions that may negatively affect the motivation, morale and productivity of
others in the organization.
Developmental Areas and Learning Objectives:
Emplovee Motivation: Develop a better understanding of how the manager's method of
dealing with performance problems affects perceptions of his /her leadership style, as well as
the motivation and morale ofthe work team as a whole; learn how the manager's actions in
dealing with subordinates who are not meeting performance expectations can affect the overall
morale of the work team, leading to an autocratic, "top-down" environment in which
subordinates believe that the manager is only concerned with productivity and that they don't
count; learn how damaging morale in this way can lead to lower productivity in the long run.
HANDLING PRIORITIES & SENSITIVE SITUATIONS: SUCCESS FACTOR #2
Handling Priorities and Sensitive Situations pertains to the ability to identify priority situations or problems and
to plan and organize time to insure that such matters are fully addressed; to plan all necessary actions and
appropriately delegate responsibilities and/or guide personnel as necessary to insure that priority objectives are
met; to identify the interpersonal as well as practical problems associated with responding to or dealing with
personnel external to the organization and to plan and formulate a course of action that is appropriate and
responsive to the specific demands of the situation, including concerns for efficiency, public relations or sensitive
interpersonal issues that could affect the outcome.
FOUR GMIB items are used to score this factor and there are a maximum of FOUR skill descriptions that may
appear in this report section. This assessee fully attempted..i. items related to this factor.
The following are the major characteristics of this assessee's current skill level and managerial style on this
factor:
. SKILL DESCRIPTION: Demonstrates above average skill in handling situations which are
obviously important and sensitive from a public relations perspective and which possess the
potential for negative organizational outcomes if not skillfully handled; demonstrates skill in
formulating a plan of action that is appropriate to the situation and which takes into account
both organizational efficiency and public relations; successfully avoids taking any actions that
might be perceived as not responsive from a public relations perspective; improvement could
result, however, by implementing courses of action which more comprehensively address the
public relations elements of such situations and/or in simply refining public relations skills.
Developmental Areas and Learning Objectives:
Public Relations/Interpersonal Insight: Learn to utilize public relations approaches which
project the appropriate degree of concern and responsiveness, being careful to ensure that the
most critical elements of the situation have been appropriately identified and fully addressed;
SALLY DOE: PAGE 3
learn to anticipate potential objections to public relations oriented responses and be proactive
in dealing with any sensitive issues that could pose public relations problems ifnot adequately
addressed; learn to view solutions to problems in terms of both "content" and "process,"
keeping in mind that solutions which focus only on the "content" of the problem may fail
unless the "process" used to implement the solution is also effective and appropriate to the
situation.
. SKILL DESCRIPTION: Demonstrates above average skill in handling sensitive situations
that require a high degree of interpersonal skill and planning; devises a responsive course of
action that properly addresses the critical planning elements of such situations; also
demonstrates concern for the interpersonal elements of sensitive situations as opposed to
focusing only on the obvious work-related issues; improvement could result, however, by
giving greater consideration to some of the more subtle, underlying interpersonal issues when
formulating a course of action.
Developmental Areas and Learning Objectives:
Interoersonal Insight: Learn to more carefully define complex problem situations to be certain
that the interpersonal elements of the situation have been carefully addressed; learn to evaluate
the characteristics of the "audience" and/or "the individual person" that is critical to a
successful resolution of the problem situation, and design action strategies accordingly; learn
to evaluate action strategies in terms of the likelihood that they will be perceived by the
"audience and/or key person" as responsive, respectful and appropriate to the situation.
. SKILL DESCRIPTION: Demonstrates above average understanding of methods for
accomplishing critical organizational objectives that should not or cannot be accomplished
through own efforts; identifies the need for control of delegated assignments in critical
situations and implements a plan of action that achieves necessary control; improvement could
result, however, by utilizing methods of delegation that are more likely to establish effective
control over expected results by subordinates.
Developmental Areas and Learning Objectives:
Delegation: Learn to consider the nature of each delegated assignment in determining the
most appropriate method of delegation; develop an understanding of the issues that should be
considered in effecting a delegation so that the delegation may be made in an appropriate
manner that contributes both to the sense of responsibility inherent in the delegation as well
as to the likelihood of ensuring that organizational objectives are met.
. SKILL DESCRIPTION: Demonstrates excellent skill in dealing with situations in which
public relations is a relatively straightforward issue but one which may be obscured or which
may appear less important than other issues that are involved; spots public relations issues in
such situations and avoids taking actions that could lead to negative public relations outcomes;
demonstrates excellent skill in formulating a course of action that effectively deals with the
need for subordinates to utilize or develop these same public relations skills and insights in
dealing with situations that are sensitive from a public relations perspective; also demonstrates
excellent insight into the kinds of ongoing employee motivation and morale issues that can
lead to improper handling of sensitive public relations situations and skillfully exercises
appropriate management control to insure that problems are avoided.
Developmental Areas and Learning Objectives: NONE. Excellent understanding and skill
were demonstrated in this management area.
SALLY DOE: PAGE 4
MANAGING CONFLICT: SUCCESS FACTOR #3
Managing Conflict pertains to the ability to identify situations in which conflict is either apparent, disguised, or
likely to develop, and to effectively manage these situations; to identify underlying subordinate motivations
and/or the subtle interpersonal elements of situations and take these issues into account in formulating a course
of action with regard to "surface" issues raised or requests made by subordinates; to identify underlying
competitiveness among subordinates and to deal with it in a productive and efficient way, managing it for the
good of the organization rather than being managed by it; to understand the interpersonal elements of dealing
with other segments of the organization and use methods that achieve cooperation rather than underlying
resistance and conflict.
SIX GMIB items are used to score this factor, but a maximum of FIVE skill descriptions may appear in this
report section. This assessee fully attempted...2.. items related to this factor.
The following are the major characteristics of this assessee's current skill level and managerial style on this
factor:
. SKILL DESCRIPTION: Demonstrates above average skill in dealing with overt
organizational conflict; demonstrates an understanding of the role of conflict in organizations
as well as appropriate techniques for managing it productively to avoid negative organizational
consequences; improvement could result, however, by developing a more in-depth
understanding of the underlying causes of organizational conflict and how to productively
manage it in an ongoing manner.
Developmental Areas and Learning Objectives:
Nature of Organizational Conflict: Develop a better understanding of the role of conflict in
an organization, including what forms of conflict are normal and serve a useful purpose if
properly managed, as well as what forms of conflict may be highly detrimental; learn how to
identify underlying sources of conflict and design action strategies which are most appropriate
to the particular form of conflict identified.
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, the subtle interpersonal issues and rivalries that may develop among subordinates and
which can lead to low morale, tensions and conflict if not properly managed; does not tend to
perceive underlying interpersonal issues and/or subordinate attempts to involve the supervisor
in "power plays" in relating to other subordinates; apparently as a result, may take actions as
a "supervisor" which lead to increased conflict and rivalries, as opposed to cooperation and
teamwork.
Developmental Areas and Learning Objectives:
Interpersonal Insight: Develop an awareness of the role of interpersonal relationships in
influencing the way in which subordinates work toward individual and common organizational
objectives; learn to examine problems pertaining to goal accomplishment and needed
cooperation in terms of underlying interpersonal relationship issues and problems; learn to
devise action strategies which contribute to a sense of teamwork and common purpose and
which increase the likelihood of productive and cooperative working relationships in the
future.
SALLY DOE: PAGE 5
Development of Subordinates: Learn to distinguish between the apparent need for an
immediate solution to a particular problem and the need to train and develop subordinates in
the internal processes to be used in similar situations in the future; learn to use such ongoing
problem situations as leadership opportunities to build an effective team atmosphere; in this
vein, learn to guide subordinates to apply effective conflict resolution methods as a normal
part of their jobs.
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, the interpersonal elements of communication patterns within an organization; does not tend
to perceive interpersonal communication issues that could lead to organizational inefficiencies
or unresponsiveness by others; demonstrates a tendency to focus only on the seeming "work-
related" aspects of such situations, thereby adopting a course of action that is likely to lead to
interpersonal tensions and organizational conflict, as opposed to cooperative problem solving.
Developmental Areas and Learning Objectives:
Communication Patterns: Develop a better understanding of styles of communication within
organizations, including how approaches to communication may project either a
"participative" or "autocratic" style of leadership; learn to resolve problems at the lowest
possible level within the organization, avoiding overly formalistic approaches that give the
impression that all disagreements or problems should be resolved by "those in authority."
Development of Subordinates: Encourage subordinates to resolve problems in a calm and
professional manner, based on personal skills and abilities, rather than by relying upon
position power or by "putting people on notice with written communications." Learn to guide
subordinates toward the use of methods that project teamwork and cooperation as opposed to
methods that project competitiveness and the use of authority to accomplish their individual
needs or work goals.
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, situations in which employees are demonstrating resistance to routine or standard
organizational practices; demonstrates a tendency to overlook or give insufficient weight to
the interpersonal elements of such situations, including underlying principles of employee
morale, thereby engaging in supervisory practices that are likely to create increased tensions,
conflict and resistance.
Developmental Areas and Learning Objectives:
Interpersonal Insight: Learn to project a high degree of respect in dealings with subordinates,
even in those instances in which subordinates are demonstrating resistance to standard
organizational practices and providing seemingly "weak" reasons for doing so; develop a
better understanding of how the manager's handling of subordinate resistance shapes the
attitudes of all subordinates, and may create perceptions ofthe manager ranging from a purely
"task-based autocrat" to that of a "team manager" with an equal emphasis on production and
people.
Development of Subordinates: Develop the practice of viewing each subordinate as a unique
individual and, from that perspective, avoid rigid application of "standard practice" if a
different solution will better serve both the individual and the organization; learn to avoid the
common temptation of assuming the role of the parent who "prescribes" what is best for the
subordinate; learn to exercise respect and flexibility in arriving at solutions which will actually
work based on the unique characteristics and needs of the individual.
SALLY DOE: PAGE 6
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, situations in which employees are experiencing frustrations in meeting their job
responsibilities; does not formulate meaningful analyses or a plan of action which
demonstrates sensitivity to these issues, but at the same time, does not propose any overtly
insensitive actions.
Developmental Areas and Learning Objectives:
Organizational Culture: Develop an understanding of how various interpersonal styles,
including requests for leadership action by the manager, provide insight into the existing
culture of the organization and may reveal whether subordinates perceive it as autocratic or
participatively managed; learn to identify subordinate behavior which projects a desire for, or
acceptance of, autocratic organizational values; avoid providing assistance to subordinates in
a way that might be interpreted as "parental" and which might implicitly convey preference
for "top-down" problem solving and communication patterns; learn to devise and implement
action strategies which build the confidence and competency of subordinates, as opposed to
strategies which reinforce the role of the manager as problem solver and power broker.
ORGANIZATIONAL PRACTICES/MANAGEMENT CONTROL: SUCCESS FACTOR #4
Organizational Practices/Management Control pertains to the ability to identify ineffective practices, methods
and systems in use or proposed for use by subordinates and to exercise management control, where appropriate,
in redirecting, guiding and holding subordinates accountable for meeting their responsibilities and established
goals or objectives; to recognize situations in which employees are evading their responsibilities or engaging in
ineffective practices and to provide guidance and direction as appropriate to improve performance; to deal
effectively with issues related to job classification, organizational structure and employee accountability; to avoid
solutions to problems which are appealing in the short run but which have long-term negative consequences for
productivity, efficiency, employee accountability for results and/or employee morale.
FIVE GMIB items are used to score this factor, but a maximum of FOUR skill descriptions may appear in this
report section. This assessee fully attempted..i. items related to this factor.
The following are the major characteristics of this assessee's current skill level and managerial style on this
factor:
. SKILL DESCRIPTION: Demonstrates average insight into, and understanding of, how to
manage situations involving substandard performing employees; recognizes situations in
which management action is appropriate and demonstrates a willingness to exercise
management control; however, does not demonstrate a clear understanding of efficient
organizational practices with regard to the relationship betweenjobs, organizational units and
organizational structure as these relate to the performance of specific individuals.
Developmental Areas and Learning Objectives:
Managing Emplovee Performance Problems: Develop a better understanding of all possible
options that are open to the manager in dealing with subordinates who are not meeting
reasonable performance expectations; learn the various courses of action that the manager
should consider in the short run, as well as action strategies that may need to be pursued
should problems persist.
SALLY DOE: PAGE 7
Morale of the Work Team: Develop a better understanding of how the manager's actions (in
dealing with subordinates who are not meeting reasonable performance expectations) are
likely to affect the motivation and morale of other members of the work team -- and may build
commitment to the team or may lead to resentment of the manager.
. SKILL DESCRIPTION: Demonstrates very good insight and skill in identifying inefficient
organizational practices and methods of organizing work; demonstrates a willingness to
exercise management control in situations where control is appropriate and demonstrates skill
in doing so; also demonstrates skill in formulating efficient work organization methods and
in directing and guiding subordinates in their use.
Developmental Areas and Learning Objectives:
Planning and Organizing Work: When concerned about the efficiency of cooperative efforts
by subordinates, ask yourself: "What would be the most effective method of planning and
organizing this activity?" Also, develop a better understanding of how to guide, direct and
control the planning process by placing greater responsibility on subordinates for giving due
consideration to efficiency of operations; where you are unsure of the most effective method
for planning and organizing a major activity, learn to openly surface efficiency issues for
discussion and resolution with subordinates.
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, situations in which subordinates are promoting their own dependency on their supervisor;
in situations where other issues related to organizational goal attainment appear to take
precedence, does not tend to recognize dependent behavior by subordinates; does not identify
the need for more effective organizational practices by subordinates, focusing instead on the
need to solve the immediate problem; apparently as a result, does not provide appropriate
developmental guidance, direction and management control to hold subordinates accountable
for more effective and competent performance in the future; demonstrates a tendency to take
actions which perpetuate subordinate dependency to a significant degree.
Developmental Areas and Learning Objectives:
Performance Assessment: Learn to assess subordinate performance in various job-related
situations in an ongoing manner, with particular attention to whether poor performance is a
function of poor skill level, lack of effort and/or a poor attitude; learn to devise action
strategies appropriate for each of these situations, setting reasonable expectations of
performance as appropriate to the underlying problem, then guiding and motivating
subordinates to meet these expectations.
Holding Subordinates Accountable: Learn to identify situations in which subordinates are
engaging in attempts to effectively decrease their accountability for results, whether through
making excuses, blaming others, or projecting a lack of skill or authority to accomplish a task
or objective; learn to critically analyze such situations, and where it is clear that the
subordinate is evading responsibility and accountability, adopt action strategies which
realistically address the underlying problem, and hold the subordinate accountable.
SALLY DOE: PAGE 8
ADMINISTRATIVE SPEED/ATTENTION TO PRIORITY MATTERS
. Administrative Speed: No development needed. Assessee processes administrative workload
at an above average pace as indicated by fully completing an above average number of in-
basket items.
. Attention to Priority Matters: No development needed. Assessee plans and organizes time
to insure that all critical problems are fully attempted.
SALLY DOE: PAGE 9
APPENDIX
INTERPRETIVE GUIDANCE FOR
GENERAL MANAGEMENT IN-BASKET
GENERAL MANAGEMENT IN-BASKET (GMIB)
Interpretive Guidance
INTRODUCTION
The General Management In-Basket (GMIB) is a validated test of supervisory/managerial ability. Scores on the
GMIB have been proven to be useful in predicting success in supervisory and managerial jobs. The GMIB is
used for a wide range of positions, from first level supervisors up through top management. Widespread usage
of the GMIB has permitted the development of a national data base that makes it possible to interpret assessee
performance in relation to other supervisors and managers.
The GMIB requires assessees to play the role of a manager in a fictitious organization. In this role they must
evaluate and handle 15 separate problems (referred to as "items"), each of which is a realistic
supervisory/managerial situation. The assessee's analysis and handling of these situations yields valuable
information about the assessee's current overall ability level and supervisory/managerial style in four distinct
areas, or "Success Factors."
SUCCESS FACTORS
The GMIB measures four supervisory/managerial abilities that have been proven to be related to success on the
job. The four success factors are:
Leadership Style & Practices pertains to the ability to motivate others using effective human relations
principles; to lead rather than rule, guiding and motivating others to develop a team approach that contributes
to employee morale and overall effectiveness; to be proactive in situations in which subordinates need direction
but to do so in a manner that motivates employees to meet expectations; to be assertive in situations in which
subordinates are engaging in practices that could lead to lowered employee morale and take appropriate action
in guiding and developing such subordinates for their own individual improvement as well as the improvement
of the work group as a whole; to deal effectively with subordinates with regard to new ideas and programs that
they may suggest.
Handling Priorities and Sensitive Situations pertains to the ability to identify priority situations or problems
and to plan and organize time to insure that such matters are fully addressed; to plan all necessary actions and
appropriately delegate responsibilities and/or guide personnel as necessary to insure that priority objectives are
met; to identify the interpersonal as well as practical problems associated with responding to or dealing with
personnel external to the organization and to plan and formulate a course of action that is appropriate and
responsive to the specific demands ofthe situation, including concerns for efficiency, public relations or sensitive
interpersonal issues that could affect the outcome.
Managing Conflict pertains to the ability to identify situations in which conflict is either apparent, disguised,
or likely to develop, and to effectively manage these situations; to identify underlying subordinate motivations
and/or the subtle interpersonal elements of situations and take these issues into account in formulating a course
of action with regard to "surface" issues raised or requests made by subordinates; to identify underlying
competitiveness among subordinates and to deal with it in a productive and efficient way, managing it for the
good of the organization rather than being managed by it; to understand the interpersonal elements of dealing
General Management In-Basket Interpretive Guidance: Page 1 of8
with other segments of the organization and use methods that achieve cooperation rather than underlying
resistance and conflict.
Organizational Practices/Management Control pertains to the ability to identify ineffective practices, methods
and systems in use or proposed for use by subordinates and to exercise management control, where appropriate,
in redirecting, guiding and holding subordinates accountable for meeting their responsibilities and established
goals or objectives; to recognize situations in which employees are evading their responsibilities or engaging in
ineffective practices and to provide guidance and direction as appropriate to improve performance; to deal
effectively with issues related to job classification, organizational structure and employee accountability; to avoid
solutions to problems which are appealing in the short-run but which have long-term negative consequences for
productivity, efficiency, employee accountability for results and/or employee morale.
GMIB SCORE PROFILE
The GMIB Score Profile is a one page summary of the assessee's scores in relation to other supervisors and
managers in the GMIB data base. The GMIB Score Profile consists oftwo parts: (1) Percentile Standing Scores
on the Total Test and each of the four GMIB Success Factors; and (2) the assessee's Total Score Category.
Percentile Standing Scores: Raw scores on a test have no real meaning until they can be interpreted in relation
to some reference group. The GMIB national data base makes it possible to determine how high or how low the
assessee's scores are relative to other supervisors and managers. This is the same system used for various
standardized tests, such as college entrance exams, except that the GMIB evaluates supervisory skills and
abilities.
Each "percentile standing" score indicates the percentage of asses sees in the GMIB data base that the assessee's
score "equaled or exceeded." Thus, if the GMIB Score Profile reports a Total Score Percentile Standing of
98.2%, this would mean that the assessee's total test score was as high or higher than 98.2% of all the supervisors
and managers in the GMIB data base. If the percentile standing score for "Leadership Style and Practices" is
75.5%, that would mean that the assessee's score on Leadership Style and Practices equaled or exceeded 75.5%
of the candidates in the GMIB data base.
The total score is the most reliable indicator of the assessee's current overall ability level. Different assessees
may demonstrate a different pattern of strengths and weaknesses on the four GMIB Success Factors yet have the
same total score. Such assessees should be considered equal in terms of their overall development and current
skill level.
It is important to understand that the total score percentile standing is NOT an average ofthe scores on the four
GMIB Success Factors. The total score percentile standing may be higher than the percentile standing on any
of the four GMIB Success Factors. This is because a trend of scoring high across a majority of the four GMIB
Success Factors is a strong indication of OVERALL skill as a supervisor or manager. Similarly, a pattern of
scoring low on a majority of the GMIB Success Factors often leads to a total score percentile standing that is
lower than that of any of the four factors.
Total Score Category: Although the exact total score percentile standing is reported, an additional statistic, the
Total Score Category, is provided at the bottom of the GMIB Score Profile page. Assessees in the same score
range are considered "roughly equal" on the test. GMIB total score percentile standings have been divided into
seven Total Score Categories based on a normal distribution (Le., bell curve).
It should be understood that the "average" group is the largest group. The term "average" represents a range of
candidates who score above and below the 50th percentile. In the GMIB Total Score Category system, 30% of
the candidates are considered average. The remaining Total Score Categories have smaller percentages. Only
5% are in the top and bottom Score Categories.
General Management In-Basket Interpretive Guidance: Page 2 of8
The seven GMIB Total Score Categories and their associated total score percentile ranges are:
TOTAL SCORE CATEGORY
PERCENTILE RANGE
Very High
High
Above Average
Average
Below Average
Low
Very Low
95.00% - 99.99%
85.00% - 94.99%
65.00% - 84.99%
35.00% - 64.99%
15.00% - 34.99%
5.00% - 14.99%
0.00% - 4.99%
The percentile range may be used as an aid in interpreting the assessee's total score or scores on any of the four
GMIB success factors. For example, if an assessee's total score is at the 62.5 percentile, that assessee's Total
Score Category would be AVERAGE. Similarly, if the assessee scored at the 87.0 percentile on Leadership that
assessee would be considered HIGH in that ability area. Given the existing GMIB data base and the quality of
supervisors and managers in competition on the GMIB, assessees should not be discouraged with an "average"
GMIB Total Score Category. This may be an indication of opportunity for improvement but by no means does
this indicate unsatisfactory performance as a supervisor or manager.
CAREER DEVELOPMENT NARRATIVE REPORT
The GMIB Career Development Narrative Report follows the GMIB Score Profile. GMIB Career Development
Narrative Reports are NOT clinical assessments or personality evaluations. GMIB Career Development
Narrative Reports are performance-oriented. They are based on the assessee's specific test responses and
methods of dealing with the GMIB supervisory/managerial situations and problems.
Introduction: The introductory section of the GMIB Career Development Narrative Report provides an
overview of the assessee's performance, including the total score category, total score percentile standing in
relation to others in the GMIB data base, the number of items that the assessee fully attempted and the number
of items on which the assessee scored at least some credit. While the number of items fully attempted vs. the
number of items on which some credit was obtained is not a formal part of the GMIB scoring process, it may
provide some insight into the assessee's overall style or skill level. Primarily, however, this information is to set
the tone for reviewing the specific information contained in the body of the report.
Success Factors: Scores on the GMIB success factors are based on performance on the specific GMIB items.
Each GMIB item is scored against specific criteria that were developed and validated through extensive research.
Performance on the GMIB items and the test as a whole are indicative of the assessee's current level of
supervisory/managerial skill.
Each GMIB item yields information on at least one of the GMIB Success Factors. The assessee's performance
in handling a GMIB item results in a SKILL DESCRIPTION under one of the four success factors. The skill
descriptions are designed to provide insight into the assessee's current supervisory/managerial style and skill level
with regard to each ofthe four success factors measured by the GMIB. Some GMIB items yield useful feedback
information on more than one success factor and may lead to skill descriptions in more than one section of the
report.
Following each skill description is a section which delineates DEVELOPMENTAL AREAS and LEARNING
OBJECTIVES. Because managerial training courses may differ widely in both title and content across the
country, the "Developmental Areas and Learning Objectives" section makes no attempt to name specific course
titles.
General Management In-Basket Interpretive Guidance: Page 3 of 8
Rather, the developmental area(s) related to each skill description are identified and the specific learning
objectives are described. The assessee should confer with the organization's Personnel or Human Resources
Department in order to plan a development strategy to address the specific developmental needs identified in the
report.
Length of Report/Cautionary Notes: The number of items that the assessee "fully attempted" will influence
the length of the GMIB Career Development Narrative Report since statements are only generated for those items
that are fully attempted. Items are counted as "fully attempted" if the item was completed in accordance with
the test instructions. Partial work on an item, or failure to follow through in writing memos or letters that the
assessee had indicated he/she would immediately write, typically result in the item being considered "not fully
attempted," with no credit awarded and no skill description included in the report.
It is helpful in interpreting the assessee's skill level in each success factor to know how many GMIB items are
used in calculating the success factor score and how many of these items were fully attempted. A low score on
a success factor could be a function of poor performance on the items that measure the factor or of simply not
attempting or not fully attempting many of the items that measure the factor. Thus, this information is provided
for each success factor and should be carefully reviewed.
The number of skill descriptions listed for a success factor does not necessarily equal the number of items used
to score that success factor. This is due to the fact that some GMIB items provide insight into several ofthe
success factors measured by the GMIB. Thus, where the information is reported is a function of where it is most
relevant and helpful for feedback purposes.
As an example, six items are used to calculate the score on Success Factor #1 (Leadership Style and Practices),
but the maximum number of skill descriptions ever reported for this factor is five (5). This is because one of the
six items also yields information on one of the other success factors and is reported under that success factor.
A high percentile standing on the GMIB (e.g., 99.5%) is not an indication of "absolute skill" and is not meant
to imply perfection as a supervisor or manager. The percentile standing obtained by an assessee is a reflection
of that assessee's skill level in relation to other supervisors and managers. The GMIB is a "power" test.
Assessees who score high on the test may still have some areas in which they can improve. Thus, it is common
for an assessee with a high percentile standing to have some "less than ideal" skill descriptions in the report.
Similarly, an assessee with a low percentile standing may have a number of positive skill descriptions -- because
a low percentile standing means only that the assessee scored low in relation to others, not that he/she has no
effective skills.
It is IMPORT ANT to understand that excessive weight should not be placed on anyone skill description
contained in the GMIB Career Development Narrative Report. While GMIB skill descriptions are directly tied
to assessee performance, poor performance on anyone item could be a function of a number of variables, such
as misreading or misinterpreting the meaning of a sentence. Therefore, readers should proceed with some
caution. All of the information available on a success factor should be considered without excessive reliance
on anyone particular skill description.
Administrative Speed/Attention to Priority Matters: Following the information provided on each of the four
success factors, the report contains a statement regarding speed of processing administrative work. This
statement is based on the number of GMIB items that the assessee fully attempted as compared to the number
fully attempted by others in the GMIB data base. Although the GMIB is not a test designed to emphasize speed
in processing managerial problems, it is important to understand that, as with any test, working too slowly will
reduce the likelihood of obtaining a high score.
While speed of processing the GMIB items plays a role, it is also important to understand that it is possible to
score in the VERY HIGH range without completing all items. Some assessees who have attempted only 10 or
General Management In-Basket Interpretive Guidance: Page 40f8
II items have completed them in an above average or superior manner and scored in the VERY HIGH range on
the GMIB. Thus, the GMIB is more a test of current skill level and potential for success in higher-level positions
than of speed in dealing with supervisory/managerial problems.
The final statement in the GMIB Career Development Narrative Report pertains to the handling of the more
significant priorities among the 15 GMIB items. For asses sees who fullv attempt all 15 items, a positive
statement regarding planning and organizing of time to fully handle critical problems is generated. In such cases,
handling all of the priority matters may be more a function of speed than planning and organizing. Readers
should therefore be aware that assessees who complete the entire test may simply possess speed rather than any
particular emphasis on planning and organizing of time with regard to critical matters. At a minimum, however,
such asses sees do plan their time sufficiently well to insure that they deal with all GMIB items, including those
that are critical.
If the assessee did not complete all 15 GMIB items, the statements in this section will describe the assessee's
strengths and/or weaknesses in identifying and fullv attempting critical administrative problems. These
statements do not reveal how well the assessee deals with critical issues -- just whether or not the assessee fully
attempted these problems.
SUMMARY OF IMPORTANT POINTS TO REMEMBER
. The GMIB is not a clinical assessment or personality diagnosis.
. The most reliable and valid indicator is the assessee's total test score -- regardless of the particular pattern of
scores on the four GMIB Success Factors.
. The skill descriptions contained in the report are based on actual assessee performance in dealing with the
GMIB supervisory/managerial situations; developmental areas and learning objectives are based upon the
assessee's current skill level in handling each problem.
. The skill descriptions for a given success factor should be considered collectively without placing excessive
reliance on anyone specific statement.
. The pattern of strengths and/or weaknesses across the four success factors is important but caution should be
exercised by reviewing the number of items fully attempted for each success factor.
. The GMIB data base provides "normative" information which is a valuable aid in determining exactly what
a particular raw score means relative to other supervisors and managers.
. The GMIB data base is comprised ofa large sample of private and public sector supervisory and managerial
job candidates in the United States and Canada, and/or incumbents who have taken the GMIB for training and
development purposes (approximately 20,000 supervisors/managers).
General Management In-Basket Interpretive Guidance: Page 5 of8
TECHNICAL SUMMARY OF SCORING ISSUES
Introduction: The information in this section is typically not needed in order to understand the GMIB Score
Profile and/or Career Development Reports. However, it is supplied as an aid to understanding percentile scores
on the four factors which may not "appear" correct to the assessee. To thoroughly understand percentile scores
on the total test and the four GMIB Success Factors, it is necessary to have a detailed understanding of some of
the technical issues that are involved in calculating and reporting GMIB scores. This section serves that purpose.
Raw Scores vs. Normative Scores: The type of scoring system used for the GMIB is common for standardized
tests for which "norms" exist. For example, the Scholastic Aptitude Test (SAT) used by many colleges to
evaluate college applicants reports scores in terms of the norms that have been developed. All such scoring
systems are based on a scoring key to determine the individual's score on each problem. The total score obtained
by the individual is then compared to everyone else. This method makes it possible to determine what a
particular score means in terms of the competition. A raw score in itself doesn't mean very much. However, if
we know that it is high enough to be better than 95% of those who have taken the test, we realize that it is a high
score. This is the value of norms. They make it possible to compare the person to others to determine the
individual's relative standing.
The total score on the GMIB is the sum of the individual's score on each of the problems completed by the
individual. Explicit scoring guidance, developed in empirical research, is used to score each problem. The
individual's total score is referred to as the "raw score." Client agencies often report this score as a number on
a 1 - 100 point scale.
The GMIB Score Profile does not report raw scores, but rather, it shows the individual's "normative" scores. The
normative score is a percentile standing score. The percentile standing score shows how the individual did in
relation to everyone else in the data base. For example, a total score of 55.5% would mean that the individual
did as well or better than 55.5% of those who have taken the test (or who are in the particular normative data
base, such as police or fire personnel).
Factor Scores: The GMIB consists of 15 problems. Based on what is known as "factor analysis" research, it
has been determined that the problems on the test measure four different factors. This is similar to the SAT
which reports scores on both verbal ability and mathematics ability. A score of 600 on the mathematics
component does not necessarily mean the same thing as a score of 600 on the verbal component. To understand
each score, it is necessary to refer to the norms for each (Le., math norms, verbal norms).
The GMIB factor scores are calculated by weighting and adding the scores assigned to different problems on the
test. Some problems are used to calculate more than one factor score. For example, if a particular problem is
known to provide information about the individual's Leadership Style and Practices (factor 1) AND the
individual's Organizational Practices/Management Control (factor 4), the score on that problem may be part of
the formula that is used to calculate the score on each factor. This approach makes maximum use of the
information provided by each problem on the test in scoring the four factors and in providing feedback to
assessees about their skill level in each factor.
While a particular problem may be used in calculating more than one factor score, it is important to understand
that the problem is counted ONLY ONCE in determining the individual's total raw test score (and consequently,
total normative test score). Thus, factor scores are NOT added to arrive at the total test score. If they were
added, those individuals who happened to complete problems that entered two factor scores would get double
the credit, simply because they happened to complete such problems.
General Management In-Basket Interpretive Guidance: Page 60f8
Finally, to simplify the reporting of GMIB results, raw scores on the factors are not provided. Only the
normative scores are reported for the four factors. These scores are shown on the GMIB Score Profile page.
Each score is a percentile standing that shows how well the individual did on each factor relative to everyone
else on that factor.
The only raw score that really matters is the raw score on the test as a whole since that score counts each problem
only once, and is simply the sum of the scores on each problem completed by the individual. If raw scores on
the factors were used to calculate the individual's total score, they would be reported; but, as explained, they do
not playa role in determining the individual's total score and therefore are not reported.
Interpreting the GMIB Score Profile: The total score percentile standing shows how the individual's raw score
stacks up against everyone else in the data base. The same is true for each of the four factor scores. However,
as explained above, the factor scores are designed more for feedback to the individual than for scoring the test.
It is not essential to report factor scores. They are only reported to assist individuals in understanding their
profile of strengths and weaknesses.
As noted, some of the problems on the GMIB are used to calculate more than one factor score. Doing well on
these particular problems may result in factor scores which appear to warrant a higher overall total score --
UNLESS it is understood that the scores on the four factors are not added or averaged to arrive at the total score.
For example, suppose two assessees each completed only eight problems on the GMIB, but one assessee
happened to select three problems which count toward two factor scores, while the other assessee did not choose
to complete any ofthese problems. Further suppose that each assessee performed acceptable work on each test
problem and got the same total test score. Since all available information is used to calculate the factor scores,
it would be possible to supply more feedback to the first individual. This would be a "chance" occurrence,
simply because of the problems completed by this individual. Given the available information, however, the
factor scores would be calculated and the feedback would be given. This individual would get credit on a
"second" factor on each of the three problems, resulting in higher factor scores than the other individual. The
Career Development report would also contain additional skill description statements, developmental areas and
learning objectives.
HOWEVER, the same total raw score and normative score would be reported for these two individuals. The first
individual would not be considered more qualified simply because he/she happened to complete problems which
are used in calculating more than one factor score.
So, is it appropriate to report higher factor scores for this individual? The answer is yes. These scores are based
on the best information available. The real problem is that there is limited information on both asses sees because
of working slowly on the test and only completing eight problems. To the extent that this is true, then there is
limited information about each factor on the test, and factor scores are greatly influenced by the particular
problems completed by the assessee.
In this vein, it is important to understand that the factor scores are based on subsets of information, consisting
of four to six test problems. The total test score is based on all of the work completed by the assessee. Where
assessees complete only 7 or 8 problems, the factor scores are based on less and less information, hence they are
more unreliable. The total test score takes into account all of the work completed by the assessee and is the most
reliable indicator of his/her current ability level. Thus, two individuals who complete the same number of
problems, and who score the same on eight problems, are considered equal overall, even if one assessee happens
to have higher factor scores due to the particular problems that were completed.
Finally, factor scores need to be interpreted with additional caution because the factors differ in their degree of
difficulty. The particular data base that is used may also affect the normative results. For example, if the "public
safety data base" normS are used (i.e., police and fire personnel), it is possible to score at the 9th percentile on
General Management In-Basket Interpretive Guidance: Page 70f8
factor 4, yet score no points on this factor. This is because 9% of these assessees score ZERO on factor 4. For
factors 1,2, and 3, however, the percentage of asses sees who have scored zero points in this data base is 1.0%,
1.5%, and 3.5%, respectively. For the test as a whole, only .1 % (one tenth of one percent) of these assessees
have scored "0."
Consider what the percentile score profile would look like for an individual who scored "0" points on the entire
test (and thus, "0" on each factor). The percentile factor scores in the public safety data base on the four factors
would be 1.0%, 1.5%,3.5%, and 9.0%. Yet, such an individual would see a total percentile score of.l %. The
individual might think there was an error in scoring his/her test. Without understanding how the test was scored,
the individual might think that his/her total score should be 1.0% + 1.5% + 3.5% + 9.0% / 4 = 3.75%. In truth,
the reported test scores would be perfectly accurate BECAUSE the total test score is not an average or a sum of
the factor scores.
Remember, the factor scores are supplied for feedback information. They are based on all information available,
but this information may be incomplete, especially for assessees who complete a small number of test problems.
The most reliable indicator is the total test score, and individuals who attain the same total test score are
considered equally qualified, no matter what the factor scores happen to be.
General Management In-Basket Interpretive Guidance: Page 8 of 8
GENERAL MANAGEMENT IN-BASKET
CAREER DEVELOPMENT REPORT
ASSESSEE: JOHN DOE
@ Copyright 2005, Management & Personnel Systems, Inc.
2717 North Main Street. Suite 2. Walnut Creek, CA 94597
GENERAL MANAGEMENT IN-BASKET (GMIB) SCORE PROFILE
INTRODUCTION
GMIB scores are reported in relation to the managerial candidates in the United States and Canada. Your scores
show the percentage of people in the data base that you equaled or exceeded. In addition to your total score on
the GMIB, you are provided your scores on the four factors measured by the GMIB (referred to in the body of
this report as Success Factors). To better understand your scores, please see the Appendix (Interpretive
Guidance).
The body ofthis report provides feedback on how you did on the various GMIB problems. Based on how you
handled the problems, your current skill level is described and developmental areas with specific suggestions
for improvement are made. It is important to understand that your report is tailored to vour specific responses
in the GMIB test and is not a generic report. Finally, the GMIB is a validated managerial skills test, and the
GMIB data base against which you have been evaluated is the largest data base of its kind, consisting of
approximately 20,000 managers.
GENERAL MANAGEMENT IN-BASKET SCORES
(JOHN DOE)
Total Score Percentile Standing:
49.5%
Percentile Standing on Test Factors:
Leadership Style & Practices
Handling Priorities & Sensitive Situations
Managing Conflict
Organizational PracticesIManagement Control
53.2%
60.9%
40.4%
59.5%
Your total score on the GMIB is the most important result. For ease of understanding GMIB test results, seven
total score categories have been established: Very High, High, Above A verage, Average, Below Average, Low,
and Very Low. These categories are based on your total score percentile standing. As an example of how this
works, those candidates who score in the top 5% of the entire GMIB data base are placed into the Very High
Category. For more information on this and other features of the GMIB scoring and reporting system, be sure
to read the Appendix.
YOUR TOTAL SCORE FALLS INTO THE FOLLOWING CA TEGORY: AVERAGE
GENERAL MANAGEMENT IN-BASKET (GMIB) CAREER DEVELOPMENT REPORT
ASSESSEE: JOHN DOE
INTRODUCTION
This assessee's current supervisory skill level is in the AVERAGE range. This assessee scored at the 49.5
percentile, meaning that this assessee scored equal to or higher than 49.5% of those previously taking the GMIB.
This assessee fully attempted 15 of the 15 in-basket items and received partial or full credit on 9 items.
GMIB SUCCESS FACTORS
LEADERSHIP STYLE AND PRACTICES: SUCCESS FACTOR #1
Leadership Style and Practices pertains to the ability to motivate others using effective human relations
principles; to lead rather than rule, guiding and motivating others to develop a team approach that contributes
to employee morale and overall effectiveness; to be proactive in situations in which subordinates need direction
but to do so in a manner that motivates employees to meet expectations; to be assertive in situations in which
subordinates are engaging in practices that could lead to lowered employee morale and take appropriate action
in guiding and developing such subordinates for their own individual improvement as well as the improvement
of the work group as a whole; to deal effectively with subordinates with regard to new ideas and programs that
they may suggest.
SIX GMIB items are used to score this factor, but a maximum of FIVE skill descriptions may appear in this
report section. This assessee fully attempted...2.. items related to this factor.
The following are the major characteristics of this assessee's current skill level and managerial style on this
factor:
. SKILL DESCRIPTION: Demonstrates above average skill in situations in which employees
are seeking support for their efforts and contributions; demonstrates an understanding of how
to maintain the employee's sense of responsibility and accomplishment when not complying
with employee requests for supervisory support and approval; demonstrates ability in defining
problem situations posed by employees and understands when additional information is
needed in order to make a supervisory decision; improvement could result, however, by
utilizing approaches that help the employee to develop an even greater sense of responsibility
for developing viable approaches to organizational improvement.
Developmental Areas and Learning Objectives:
Establishing Expectations: Learn to examine subordinate handling of specific job situations
to determine whether they are attempting to meet a reasonably high set of managerial
expectations, and if not, provide constructive guidance which helps the subordinate reach a
higher level of performance; where subordinates project a "low set of expectations" (e.g., they
believe they have done a good job and you know they have not), learn to use positive
techniques to encourage them to assume full responsibility for operating in a highly
professional manner.
JOHN DOE: PAGE 1
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, situations involving subordinates who are demonstrating confusion or difficulty in meeting
their responsibilities or in attaining specific objectives within their general sphere of
responsibility; recognizes where subordinates are in need of guidance and projects a helpful
attitude; demonstrates a tendency, however, to be somewhat too directive and does not tend
to take the employee's developmental needs into account in formulating a course of action; as
a result, leadership style in such situations may seem to serve the employee's immediate needs
but it also tends to promote employee dependency rather than professional growth and
development.
Developmental Areas and Learning Objectives:
Performance Assessment/Establishing Expectations: Learn to assess subordinate performance
in various job-related situations in an ongoing manner, with particular attention to whether
poor performance is a function of poor skill level, lack of effort and/or a poor attitude; learn
to devise action strategies appropriate for each of these situations, setting reasonable
expectations of performance as appropriate to the underlying problem, then guiding and
motivating subordinates to meet these expectations.
. SKILL DESCRIPTION: Demonstrates a need to gain greater insight into, and understanding
of, participative management principles and practices in situations in which the key issues are
employee motivation and work group morale; demonstrates a tendency to overlook or give
insufficient weight to some basic principles of employee motivation and morale where these
should be the primary considerations; the result being that the morale of the work group may
be negatively affected.
Developmental Areas and Learning Objectives:
Emplovee Motivation: Develop a better understanding of the principles of employee
motivation with the goal of empowering employees and building teamwork and commitment.
Decision Making: Develop a better understanding of managerial decision making processes,
including when to make a unilateral decision, when to obtain the input of subordinates, and
when to guide subordinates toward a consensus decision.
. SKILL DESCRIPTION: Demonstrates very good insight and skill in dealing with problems
related to group dynamics and group processes where style ofleadership is the primary issue
affecting the accomplishment of organizational objectives; avoids the use of ineffective
leadership approaches in such situations and demonstrates an understanding of why these
approaches are ineffective; understands the effect of the leadership method used in certain
situations upon interpersonal relations and group morale -- and how these can affect the
accomplishment of organizational and group oriented objectives; understands the need to
distinguish between the use of power as a compliance tool and the use of personal leadership
skills in appropriate situations and to avoid using power where it is likely to create resistance
and fail to accomplish desired objectives.
Developmental Areas and Learning Objectives:
Group Dvnamics: When dealing with subordinate activities that might be termed "cooperation
essential," ask yourself: "What leadership methods are most likely to stimulate a high degree
of commitment by all members of the work group to achieving a high quality result?" Refine
current skill level by learning the advantages and disadvantages of different approaches to
JOHN DOE: PAGE 2
gaining a high degree of individual effort and commitment -- so that the most effective
approach for the specific situation can be implemented.
. SKILL DESCRIPTION: Demonstrates above average insight into the relationship between
employee motivation, morale and productivity of the organization as a whole in dealing with
employee performance problems; understands issues related to dealing with employee
performance problems as well as the underlying relationship between supervisory decisions
in such situations and the impact on the motivation, morale and productivity of others in the
organization; improvement could result, however, by developing greater insight or skill in
implementing leadership strategies to successfully deal with such problems.
Developmental Areas and Learning Objectives:
Emplovee Motivation: Develop a better understanding of how the manager's method of
dealing with performance problems affects perceptions of his /her leadership style; develop an
understanding of various options available to the manager in dealing with subordinates who
are not meeting performance expectations, as well as how these options affect the sense of
"accountability" felt by subordinates; learn how to deal with such situations in a way that
projects fairness, while maintaining the need for each individual member of the work team to
strive to meet reasonable performance expectations.
HANDLING PRIORITIES & SENSITIVE SITUATIONS: SUCCESS FACTOR #2
Handling Priorities and Sensitive Situations pertains to the ability to identify priority situations or problems and
to plan and organize time to insure that such matters are fully addressed; to plan all necessary actions and
appropriately delegate responsibilities and/or guide personnel as necessary to insure that priority objectives are
met; to identify the interpersonal as well as practical problems associated with responding to or dealing with
personnel external to the organization and to plan and formulate a course of action that is appropriate and
responsive to the specific demands of the situation, including concerns for efficiency, public relations or sensitive
interpersonal issues that could affect the outcome.
FOUR GMIB items are used to score this factor and there are a maximum of FOUR skill descriptions that may
appear in this report section. This assessee fully attempted..i. items related to this factor.
The following are the major characteristics of this assessee's current skill level and managerial style on this
factor:
. SKILL DESCRIPTION: Demonstrates average skill in handling situations which are
obviously important and sensitive from a public relations perspective and which possess the
potential for negative organizational outcomes if not skillfully handled; avoids taking any
actions that would be perceived as purposely non-responsive from a public relations
perspective; however, demonstrates a tendency to either underestimate the degree of public
relations emphasis necessary in formulating an effective plan of action in such situations, or
demonstrates a tendency to over-react and go beyond what is required from an effective public
relations perspective; essentially, the response that is needed is misjudged to some degree and
not completely appropriate to the situation.
Developmental Areas and Learning Objectives:
Public RelationslInteroersonal Insight: Learn to better define the public relations elements of
problem situations that arise; learn to utilize public relations approaches which project the
JOHN DOE: PAGE 3
appropriate degree of concern and responsiveness; learn to carefully analyze the interpersonal
and/or emotional aspects of problem situations and design action strategies which take these
elements into account, with the goal of defusing them to the extent possible; learn to view
solutions to problems in terms of both "content" and "process," keeping in mind that solutions
which focus only on the "content" of the problem may fail unless the "process" used to
implement the solution is also effective and appropriate to the situation.
. SKILL DESCRIPTION: Demonstrates average skill in handling sensitive situations that
require a high degree of interpersonal skill and planning; demonstrates a desire to be
responsive to the obvious work-related aspects of such situations and takes prompt action to
deal with problems; demonstrates understanding of the need to formulate a course of action
that takes the interpersonal elements of such situations into account and does so; however,
either tends to overlook some of the planning elements of such situations or simply does not
properly plan all necessary actions, the result being that the planned course of action might not
be effective.
Developmental Areas and Learning Objectives:
Planning: Learn to more carefully examine complex problem situations to be certain that all
required actions have been properly planned; learn to scrutinize problems that could have
serious negative consequences if not handled properly, with attention to the sequencing of all
required actions, including actions by subordinates.
. SKILL DESCRIPTION: Demonstrates above average understanding of methods for
accomplishing critical organizational objectives that should not or cannot be accomplished
through own efforts; identifies the need for control of delegated assignments in critical
situations and implements a plan of action that achieves necessary control; improvement could
result, however, by utilizing methods of delegation that are more likely to establish effective
control over expected results by subordinates.
Developmental Areas and Learning Objectives:
Delegation: Learn to consider the nature of each delegated assignment in determining the
most appropriate method of delegation; develop an understanding of the issues that should be
considered in effecting a delegation so that the delegation may be made in an appropriate
manner that contributes both to the sense of responsibility inherent in the delegation as well
as to the likelihood of ensuring that organizational objectives are met.
. SKILL DESCRIPTION: Demonstrates average skill in dealing with situations in which
public relations is a relatively straightforward issue but one which may be obscured or which
may appear less important than other issues that are involved; spots public relations issues in
such situations and avoids taking actions that could lead to negative public relations outcomes;
however, does not tend to formulate a course of action that effectively deals with the need for
subordinates to utilize or develop these same public relations skills and insights in dealing with
situations that are sensitive from a public relations perspective; as a result, does not tend to
exercise appropriate management control to ensure that problems in handling sensitive
situations are avoided.
Developmental Areas and Learning Objectives:
Performance AssessmentlEstablishing Expectations: Learn to assess subordinate performance
in various job-related situations in an ongoing manner, with particular attention to whether
JOHN DOE: PAGE 4
poor performance is a function of poor skill level, lack of effort and/or a poor attitude; learn
to devise action strategies appropriate for each of these situations, setting reasonable
expectations of performance as appropriate to the underlying problem, then guiding and
motivating subordinates to meet these expectations.
Holding Subordinates Accountable: Learn to hold subordinates accountable for those
elements of problem situations which they should be able to handle based on their skill level
and position in the organization; in particular, learn to avoid actions which convey to
subordinates that poor performance and/or poor attitudes will be accepted or reinforced in any
way; learn to devise action strategies which keep responsibility for meeting established
standards with the subordinate and which require the subordinate to demonstrate a
commitment to meeting those standards.
MANAGING CONFLICT: SUCCESS FACTOR #3
Managing Conflict pertains to the ability to identify situations in which conflict is either apparent, disguised, or
likely to develop, and to effectively manage these situations; to identify underlying subordinate motivations
and/or the subtle interpersonal elements of situations and take these issues into account in formulating a course
of action with regard to "surface" issues raised or requests made by subordinates; to identify underlying
competitiveness among subordinates and to deal with it in a productive and efficient way, managing it for the
good of the organization rather than being managed by it; to understand the interpersonal elements of dealing
with other segments of the organization and use methods that achieve cooperation rather than underlying
resistance and conflict.
SIX GMIB items are used to score this factor, but a maximum of FIVE skill descriptions may appear in this
report section. This assessee fully attempted...2.. items related to this factor.
The following are the major characteristics of this assessee's current skill level and managerial style on this
factor:
. SKILL DESCRIPTION: Demonstrates above average skill in dealing with overt
organizational conflict; demonstrates an understanding of the role of conflict in organizations
as well as appropriate techniques for managing it productively to avoid negative organizational
consequences; improvement could result, however, by developing a more in-depth
understanding of the underlying causes of organizational conflict and how to productively
manage it in an ongoing manner.
Developmental Areas and Learning Objectives:
Nature of Organizational Conflict: Develop a better understanding of the role of conflict in
an organization, including what forms of conflict are normal and serve a useful purpose if
properly managed, as well as what forms of conflict may be highly detrimental; learn how to
identify underlying sources of conflict and design action strategies which are most appropriate
to the particular form of conflict identified.
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, the subtle interpersonal issues and rivalries that may develop among subordinates and
which can lead to low morale, tensions and conflict if not properly managed; does not tend to
perceive underlying interpersonal issues and/or subordinate attempts to involve the supervisor
in "power plays" in relating to other subordinates; apparently as a result, may take actions as
JOHN DOE: PAGE 5
a "supervisor" which lead to increased conflict and rivalries, as opposed to cooperation and
teamwork.
Developmental Areas and Learning Objectives:
Interoersonal Insight: Develop an awareness of the role of interpersonal relationships in
influencing the way in which subordinates work toward individual and common organizational
objectives; learn to examine problems pertaining to goal accomplishment and needed
cooperation in terms of underlying interpersonal relationship issues and problems; learn to
devise action strategies which contribute to a sense of teamwork and common purpose and
which increase the likelihood of productive and cooperative working relationships in the
future.
Development of Subordinates: Learn to distinguish between the apparent need for an
immediate solution to a particular problem and the need to train and develop subordinates in
the internal processes to be used in similar situations in the future; learn to use such ongoing
problem situations as leadership opportunities to build an effective team atmosphere; in this
vein, learn to guide subordinates to apply effective conflict resolution methods as a normal
part of their jobs.
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, the interpersonal elements of communication patterns within an organization; does not tend
to perceive interpersonal communication issues that could lead to organizational inefficiencies
or unresponsiveness by others; demonstrates a tendency to focus only on the seeming "work-
related" aspects of such situations, thereby adopting a course of action that is likely to lead to
interpersonal tensions and organizational conflict, as opposed to cooperative problem solving.
Developmental Areas and Learning Objectives:
Communication Patterns: Develop a better understanding of styles of communication within
organizations, including how approaches to communication may project either a
"participative" or "autocratic" style of leadership; learn to resolve problems at the lowest
possible level within the organization, avoiding overly formalistic approaches that give the
impression that all disagreements or problems should be resolved by "those in authority."
Development of Subordinates: Encourage subordinates to resolve problems in a calm and
professional manner, based on personal skills and abilities, rather than by relying upon
position power or by "putting people on notice with written communications." Learn to guide
subordinates toward the use of methods that project teamwork and cooperation as opposed to
methods that project competitiveness and the use of authority to accomplish their individual
needs or work goals.
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, situations in which employees are demonstrating resistance to routine or standard
organizational practices; demonstrates a tendency to overlook or give insufficient weight to
the interpersonal elements of such situations, including underlying principles of employee
morale, thereby engaging in supervisory practices that are likely to create increased tensions,
conflict and resistance.
JOHN DOE: PAGE 6
Developmental Areas and Learning Objectives:
Interoersonal Insight: Learn to project a high degree of respect in dealings with subordinates,
even in those instances in which subordinates are demonstrating resistance to standard
organizational practices and providing seemingly "weak" reasons for doing so; develop a
better understanding of how the manager's handling of subordinate resistance shapes the
attitudes of all subordinates, and may create perceptions ofthe manager ranging from a purely
"task-based autocrat" to that of a "team manager" with an equal emphasis on production and
people.
Development of Subordinates: Develop the practice of viewing each subordinate as a unique
individual and, from that perspective, avoid rigid application of "standard practice" if a
different solution will better serve both the individual and the organization; learn to avoid the
common temptation of assuming the role of the parent who "prescribes" what is best for the
subordinate; learn to exercise respect and flexibility in arriving at solutions which will actually
work based on the unique characteristics and needs of the individual.
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, situations in which employees are experiencing frustrations in meeting their job
responsibilities; demonstrates a tendency to take actions as a supervisor that alleviate short-
term frustrations but which are not in the long-term best interests ofthe employee and which
increase the likelihood that such problems will continue on a long-term basis.
Developmental Areas and Learning Objectives:
Organizational Culture: Develop an understanding of how various interpersonal styles,
including requests for leadership action by the manager, provide insight into the existing
culture of the organization and may reveal whether subordinates perceive it as autocratic or
participatively managed; learn to identify subordinate behavior which projects a desire for, or
acceptance of, autocratic organizational values; avoid providing assistance to subordinates in
a way that might be interpreted as "parental" and which might implicitly convey preference
for "top-down" problem solving and communication patterns; learn to devise and implement
action strategies which build the confidence and competency of subordinates, as opposed to
strategies which reinforce the role ofthe manager as problem solver and power broker.
ORGANIZATIONAL PRACTICES/MANAGEMENT CONTROL: SUCCESS FACTOR #4
Organizational PracticesIManagement Control pertains to the ability to identify ineffective practices, methods
and systems in use or proposed for use by subordinates and to exercise management control, where appropriate,
in redirecting, guiding and holding subordinates accountable for meeting their responsibilities and established
goals or objectives; to recognize situations in which employees are evading their responsibilities or engaging in
ineffective practices and to provide guidance and direction as appropriate to improve performance; to deal
effectively with issues related to job classification, organizational structure and employee accountability; to avoid
solutions to problems which are appealing in the short run but which have long-term negative consequences for
productivity, efficiency, employee accountability for results and/or employee morale.
FIVE GMIB items are used to score this factor, but a maximum of FOUR skill descriptions may appear in this
report section. This assessee fully attempted.2. items related to this factor.
JOHN DOE: PAGE 7
The following are the major characteristics of this assessee's current skill level and managerial style on this
factor:
. SKILL DESCRIPTION: Demonstrates above average skill in managing situations involving
substandard performing employees; identifies pitfalls and ineffective organizational practices
and avoids them, even when they appear on the surface to have merit; also demonstrates a
willingness to exercise appropriate management control; improvement could result, however,
by more clearly identifying and focusing on long term options and solutions in dealing with
substandard performing employees.
Developmental Areas and Learning Objectives:
Managing Emplovee Performance Problems: Develop an understanding of all possible options
that are open to the manager in dealing with employees whose performance problems persist
over the long run; learn to establish a meaningful long-term plan in correcting problems,
specifying the actions to be taken under various circumstances; adopt action strategies that
convey the organization's policies and which have the effect of developing a common
understanding of these policies among employees and subordinate supervisors or managers.
. SKILL DESCRIPTION: Demonstrates average skill in identifying inefficient organizational
practices; demonstrates a willingness to exercise management control in situations where
control is appropriate; however, does not demonstrate insight into, or recognition of, some less
obvious inefficient methods of organizing work, thereby permitting certain organizational
practices and subordinate activities that call for management scrutiny and control.
Developmental Areas and Learning Objectives:
Planning and Organizing Work: Learn to scrutinize methods of planning and organizing work
activities, especially in cases where multiple subordinates are involved in efforts that require
cooperation and planning, with the following question in mind: "What would be the most
effective method of planning and organizing this activity?" Develop the habit of projecting
the importance of efficiency in organizing cooperative activities and request information or
plans as necessary from subordinates to ensure that they take efficiency into account.
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, ineffective organizational systems or procedures; either does not tend to scrutinize
subordinate activities for potentially unsound work methods or simply does not identify
potential problems that could arise with regard to systematic methods of operation.
Developmental Areas and Learning Objectives:
Evaluation of Work Methods: Learn to examine work methods and procedures to determine
whether they are likely to result in high quality, productivity and organizational effectiveness;
learn to design and implement action strategies that sensitize subordinates to the need to do
the same.
Organizational Values: Develop a better understanding of how to create a work environment,
and system of values among subordinates, that leads to mutual problem solving based on both
the needs of the organization and the interpersonal needs of subordinates; learn to examine
ineffective attempts at problem solving to determine whether subordinates are properly
balancing and integrating the needs of the organization with their own needs for interpersonal
JOHN DOE: PAGE 8
harmony and group cohesiveness; learn to implement action strategies which reduce the
likelihood of ineffective problem solving in the future.
. SKILL DESCRIPTION: Demonstrates a need for greater insight into, and understanding
of, situations in which subordinates are promoting their own dependency on their supervisor;
in situations where other issues related to organizational goal attainment appear to take
precedence, does not tend to recognize dependent behavior by subordinates; does not identify
the need for more effective organizational practices by subordinates, focusing instead on the
need to solve the immediate problem; apparently as a result, does not provide appropriate
developmental guidance, direction and management control to hold subordinates accountable
for more effective and competent performance in the future; demonstrates a tendency to take
actions which perpetuate subordinate dependency to a significant degree.
Developmental Areas and Learning Objectives:
Performance Assessment: Learn to assess subordinate performance in various job-related
situations in an ongoing manner, with particular attention to whether poor performance is a
function of poor skill level, lack of effort and/or a poor attitude; learn to devise action
strategies appropriate for each of these situations, setting reasonable expectations of
performance as appropriate to the underlying problem, then guiding and motivating
subordinates to meet these expectations.
Holding Subordinates Accountable: Learn to identify situations in which subordinates are
engaging in attempts to effectively decrease their accountability for results, whether through
making excuses, blaming others, or projecting a lack of skill or authority to accomplish a task
or objective; learn to critically analyze such situations, and where it is clear that the
subordinate is evading responsibility and accountability, adopt action strategies which
realistically address the underlying problem, and hold the subordinate accountable.
ADMINISTRATIVE SPEED/ATTENTION TO PRIORITY MATTERS
. Administrative Speed: No development needed. Assessee processes administrative workload
at an above average pace as indicated by fully completing an above average number of in-
basket items.
. Attention to Priority Matters: No development needed. Assessee plans and organizes time
to insure that all critical problems are fully attempted.
JOHN DOE: PAGE 9
APPENDIX
INTERPRETIVE GUIDANCE FOR
GENERAL MANAGEMENT IN-BASKET
GENERAL MANAGEMENT IN-BASKET (GMIB)
Interpretive Guidance
INTRODUCTION
The General Management In-Basket (GMIB) is a validated test of supervisory/managerial ability. Scores on the
GMIB have been proven to be useful in predicting success in supervisory and managerial jobs. The GMIB is
used for a wide range of positions, from first level supervisors up through top management. Widespread usage
of the GMIB has permitted the development of a national data base that makes it possible to interpret assessee
performance in relation to other supervisors and managers.
The GMIB requires asses sees to play the role of a manager in a fictitious organization. In this role they must
evaluate and handle 15 separate problems (referred to as "items"), each of which is a realistic
supervisory/managerial situation. The assessee's analysis and handling of these situations yields valuable
information about the assessee's current overall ability level and supervisory/managerial style in four distinct
areas, or "Success Factors."
SUCCESS FACTORS
The GMIB measures four supervisory/managerial abilities that have been proven to be related to success on the
job. The four success factors are:
Leadership Style & Practices pertains to the ability to motivate others using effective human relations
principles; to lead rather than rule, guiding and motivating others to develop a team approach that contributes
to employee morale and overall effectiveness; to be proactive in situations in which subordinates need direction
but to do so in a manner that motivates employees to meet expectations; to be assertive in situations in which
subordinates are engaging in practices that could lead to lowered employee morale and take appropriate action
in guiding and developing such subordinates for their own individual improvement as well as the improvement
of the work group as a whole; to deal effectively with subordinates with regard to new ideas and programs that
they may suggest.
Handling Priorities and Sensitive Situations pertains to the ability to identify priority situations or problems
and to plan and organize time to insure that such matters are fully addressed; to plan all necessary actions and
appropriately delegate responsibilities and/or guide personnel as necessary to insure that priority objectives are
met; to identify the interpersonal as well as practical problems associated with responding to or dealing with
personnel external to the organization and to plan and formulate a course of action that is appropriate and
responsive to the specific demands ofthe situation, including concerns for efficiency, public relations or sensitive
interpersonal issues that could affect the outcome.
Managing Conflict pertains to the ability to identify situations in which conflict is either apparent, disguised,
or likely to develop, and to effectively manage these situations; to identify underlying subordinate motivations
and/or the subtle interpersonal elements of situations and take these issues into account in formulating a course
of action with regard to "surface" issues raised or requests made by subordinates; to identify underlying
competitiveness among subordinates and to deal with it in a productive and efficient way, managing it for the
good of the organization rather than being managed by it; to understand the interpersonal elements of dealing
General Management In-Basket Interpretive Guidance: Page 1 of8
with other segments of the organization and use methods that achieve cooperation rather than underlying
resistance and conflict.
Organizational Practices/Management Control pertains to the ability to identify ineffective practices, methods
and systems in use or proposed for use by subordinates and to exercise management control, where appropriate,
in redirecting, guiding and holding subordinates accountable for meeting their responsibilities and established
goals or objectives; to recognize situations in which employees are evading their responsibilities or engaging in
ineffective practices and to provide guidance and direction as appropriate to improve performance; to deal
effectively with issues related to job classification, organizational structure and employee accountability; to avoid
solutions to problems which are appealing in the short-run but which have long-term negative consequences for
productivity, efficiency, employee accountability for results and/or employee morale.
GMIB SCORE PROFILE
The GMIB Score Profile is a one page summary of the assessee's scores in relation to other supervisors and
managers in the GMIB data base. The GMIB Score Profile consists of two parts: (1) Percentile Standing Scores
on the Total Test and each of the four GMIB Success Factors; and (2) the assessee's Total Score Category.
Percentile Standing Scores: Raw scores on a test have no real meaning until they can be interpreted in relation
to some reference group. The GMIB national data base makes it possible to determine how high or how low the
assessee's scores are relative to other supervisors and managers. This is the same system used for various
standardized tests, such as college entrance exams, except that the GMIB evaluates supervisory skills and
abilities.
Each "percentile standing" score indicates the percentage of assessees in the GMIB data base that the assessee's
score "equaled or exceeded." Thus, if the GMIB Score Profile reports a Total Score Percentile Standing of
98.2%, this would mean that the assessee's total test score was as high or higher than 98.2% of all the supervisors
and managers in the GMIB data base. If the percentile standing score for "Leadership Style and Practices" is
75.5%, that would mean that the assessee's score on Leadership Style and Practices equaled or exceeded 75.5%
of the candidates in the GMIB data base.
The total score is the most reliable indicator of the assessee's current overall ability level. Different assessees
may demonstrate a different pattern of strengths and weaknesses on the four GMIB Success Factors yet have the
same total score. Such assessees should be considered equal in terms of their overall development and current
skill level.
It is important to understand that the total score percentile standing is NOT an average of the scores on the four
GMIB Success Factors. The total score percentile standing may be higher than the percentile standing on any
ofthe four GMIB Success Factors. This is because a trend of scoring high across a majority of the four GMIB
Success Factors is a strong indication of OVERALL skill as a supervisor or manager. Similarly, a pattern of
scoring low on a majority of the GMIB Success Factors often leads to a total score percentile standing that is
lower than that of any of the four factors.
Total Score Category: Although the exact total score percentile standing is reported, an additional statistic, the
Total Score Category, is provided at the bottom of the GMIB Score Profile page. Assessees in the same score
range are considered "roughly equal" on the test. GMIB total score percentile standings have been divided into
seven Total Score Categories based on a normal distribution (i.e., bell curve).
It should be understood that the "average" group is the largest group. The term "average" represents a range of
candidates who score above and below the 50th percentile. In the GMIB Total Score Category system, 30% of
the candidates are considered average. The remaining Total Score Categories have smaller percentages. Only
5% are in the top and bottom Score Categories.
General Management In-Basket Interpretive Guidance: Page 20f8
The seven GMIB Total Score Categories and their associated total score percentile ranges are:
TOTAL SCORE CATEGORY
PERCENTILE RANGE
Very High
High
Above Average
Average
Below Average
Low
Very Low
95.00% - 99.99%
85.00% - 94.99%
65.00% - 84.99%
35.00% - 64.99%
15.00% - 34.99%
5.00% - 14.99%
0.00% - 4.99%
The percentile range may be used as an aid in interpreting the assessee's total score or scores on any of the four
GMIB success factors. For example, if an assessee's total score is at the 62.5 percentile, that assessee's Total
Score Category would be AVERAGE. Similarly, ifthe assessee scored at the 87.0 percentile on Leadership that
assessee would be considered HIGH in that ability area. Given the existing GMIB data base and the quality of
supervisors and managers in competition on the GMIB, assessees should not be discouraged with an "average"
GMIB Total Score Category. This may be an indication of opportunity for improvement but by no means does
this indicate unsatisfactory performance as a supervisor or manager.
CAREER DEVELOPMENT NARRATIVE REPORT
The GMIB Career Development Narrative Report follows the GMIB Score Profile. GMIB Career Development
Narrative Reports are NOT clinical assessments or personality evaluations. GMIB Career Development
Narrative Reports are performance-oriented. They are based on the assessee's specific test responses and
methods of dealing with the GMIB supervisory/managerial situations and problems.
Introduction: The introductory section of the GMIB Career Development Narrative Report provides an
overview of the assessee's performance, including the total score category, total score percentile standing in
relation to others in the GMIB data base, the number of items that the assessee fully attempted and the number
of items on which the assessee scored at least some credit. While the number of items fully attempted vs. the
number of items on which some credit was obtained is not a formal part of the GMIB scoring process, it may
provide some insight into the assessee's overall style or skill level. Primarily, however, this information is to set
the tone for reviewing the specific information contained in the body of the report.
Success Factors: Scores on the GMIB success factors are based on performance on the specific GMIB items.
Each GMIB item is scored against specific criteria that were developed and validated through extensive research.
Performance on the GMIB items and the test as a whole are indicative of the assessee's current level of
supervisory/managerial skill.
Each GMIB item yields information on at least one ofthe GMIB Success Factors. The assessee's performance
in handling a GMIB item results in a SKILL DESCRIPTION under one ofthe four success factors. The skill
descriptions are designed to provide insight into the assessee's current supervisory/managerial style and skill level
with regard to each ofthe four success factors measured by the GMIB. Some GMIB items yield useful feedback
information on more than one success factor and may lead to skill descriptions in more than one section of the
report.
Following each skill description is a section which delineates DEVELOPMENTAL AREAS and LEARNING
OBJECTIVES. Because managerial training courses may differ widely in both title and content across the
country, the "Developmental Areas and Learning Objectives" section makes no attempt to name specific course
titles.
General Management In-Basket Interpretive Guidance: Page 3 of8
Rather, the developmental area(s) related to each skill description are identified and the specific learning
objectives are described. The assessee should confer with the organization's Personnel or Human Resources
Department in order to plan a development strategy to address the specific developmental needs identified in the
report.
Length of Report/Cautionary Notes: The number of items that the assessee "fully attempted" will influence
the length ofthe GMIB Career Development Narrative Report since statements are only generated for those items
that are fully attempted. Items are counted as "fully attempted" if the item was completed in accordance with
the test instructions. Partial work on an item, or failure to follow through in writing memos or letters that the
assessee had indicated he/she would immediately write, typically result in the item being considered "not fully
attempted," with no credit awarded and no skill description included in the report.
It is helpful in interpreting the assessee's skill level in each success factor to know how many GMIB items are
used in calculating the success factor score and how many of these items were fully attempted. A low score on
a success factor could be a function of poor performance on the items that measure the factor or of simply not
attempting or not fully attempting many of the items that measure the factor. Thus, this information is provided
for each success factor and should be carefully reviewed.
The number of skill descriptions listed for a success factor does not necessarily equal the number of items used
to score that success factor. This is due to the fact that some GMIB items provide insight into several of the
success factors measured by the GMIB. Thus, where the information is reported is a function of where it is most
relevant and helpful for feedback purposes.
As an example, six items are used to calculate the score on Success Factor #1 (Leadership Style and Practices),
but the maximum number of skill descriptions ever reported for this factor is five (5). This is because one of the
six items also yields information on one of the other success factors and is reported under that success factor.
A high percentile standing on the GMIB (e.g., 99.5%) is not an indication of "absolute skill" and is not meant
to imply perfection as a supervisor or manager. The percentile standing obtained by an assessee is a reflection
of that assessee's skill level in relation to other supervisors and managers. The GMIB is a "power" test.
Assessees who score high on the test may still have some areas in which they can improve. Thus, it is common
for an assessee with a high percentile standing to have some "less than ideal" skill descriptions in the report.
Similarly, an assessee with a low percentile standing may have a number of positive skill descriptions -- because
a low percentile standing means only that the assessee scored low in relation to others, not that he/she has no
effective skills.
It is IMPORT ANT to understand that excessive weight should not be placed on anyone skill description
contained in the GMIB Career Development Narrative Report. While GMIB skill descriptions are directly tied
to assessee performance, poor performance on anyone item could be a function of a number of variables, such
as misreading or misinterpreting the meaning of a sentence. Therefore, readers should proceed with some
caution. All of the information available on a success factor should be considered without excessive reliance
on anyone particular skill description.
Adm inistrative Speed/Attention to Priority Matters: Following the information provided on each ofthe four
success factors, the report contains a statement regarding speed of processing administrative work. This
statement is based on the number of GMIB items that the assessee fully attempted as compared to the number
fully attempted by others in the GMIB data base. Although the GMIB is not a test designed to emphasize speed
in processing managerial problems, it is important to understand that, as with any test, working too slowly will
reduce the likelihood of obtaining a high score.
While speed of processing the GMIB items plays a role, it is also important to understand that it is possible to
score in the VERY HIGH range without completing all items. Some assessees who have attempted only 10 or
General Management In-Basket Interpretive Guidance: Page 40f8
11 items have completed them in an above average or superior manner and scored in the VERY HIGH range on
the GMIB. Thus, the GMIB is more a test of current skill level and potential for success in higher-level positions
than of speed in dealing with supervisory/managerial problems.
The final statement in the GMIB Career Development Narrative Report pertains to the handling of the more
significant priorities among the 15 GMIB items. For assessees who fully attempt all 15 items, a positive
statement regarding planning and organizing of time to fully handle critical problems is generated. In such cases,
handling all of the priority matters may be more a function of speed than planning and organizing. Readers
should therefore be aware that assessees who complete the entire test may simply possess speed rather than any
particular emphasis on planning and organizing of time with regard to critical matters. At a minimum, however,
such asses sees do plan their time sufficiently well to insure that they deal with all GMIB items, including those
that are critical.
If the assessee did not complete all 15 GMIB items, the statements in this section will describe the assessee's
strengths and/or weaknesses in identifying and fullv attempting critical administrative problems. These
statements do not reveal how well the assessee deals with critical issues -- just whether or not the assessee fully
attempted these problems.
SUMMARY OF IMPORTANT POINTS TO REMEMBER
. The GMIB is not a clinical assessment or personality diagnosis.
. The most reliable and valid indicator is the assessee's total test score -- regardless of the particular pattern of
scores on the four GMIB Success Factors.
. The skill descriptions contained in the report are based on actual assessee performance in dealing with the
GMIB supervisory/managerial situations; developmental areas and learning objectives are based upon the
assessee's current skill level in handling each problem.
. The skill descriptions for a given success factor should be considered collectively without placing excessive
reliance on anyone specific statement.
. The pattern of strengths and/or weaknesses across the four success factors is important but caution should be
exercised by reviewing the number of items fully attempted for each success factor.
. The GMIB data base provides "normative" information which is a valuable aid in determining exactly what
a particular raw score means relative to other supervisors and managers.
. The GMIB data base is comprised of a large sample of private and public sector supervisory and managerial
job candidates in the United States and Canada, and/or incumbents who have taken the GMIB for training and
development purposes (approximately 20,000 supervisors/managers).
General Management In-Basket Interpretive Guidance: Page 50f8
TECHNICAL SUMMARY OF SCORING ISSUES
Introduction: The information in this section is typically not needed in order to understand the GMIB Score
Profile and/or Career Development Reports. However, it is supplied as an aid to understanding percentile scores
on the four factors which may not "appear" correct to the assessee. To thoroughly understand percentile scores
on the total test and the four GMIB Success Factors, it is necessary to have a detailed understanding of some of
the technical issues that are involved in calculating and reporting GMIB scores. This section serves that purpose.
Raw Scores vs. Normative Scores: The type of scoring system used for the GMIB is common for standardized
tests for which "norms" exist. For example, the Scholastic Aptitude Test (SAT) used by many colleges to
evaluate college applicants reports scores in terms of the norms that have been developed. All such scoring
systems are based on a scoring key to determine the individual's score on each problem. The total score obtained
by the individual is then compared to everyone else. This method makes it possible to determine what a
particular score means in terms of the competition. A raw score in itself doesn't mean very much. However, if
we know that it is high enough to be better than 95% ofthose who have taken the test, we realize that it is a high
score. This is the value of norms. They make it possible to compare the person to others to determine the
individual's relative standing.
The total score on the GMIB is the sum of the individual's score on each of the problems completed by the
individual. Explicit scoring guidance, developed in empirical research, is used to score each problem. The
individual's total score is referred to as the "raw score." Client agencies often report this score as a number on
a 1 - 100 point scale.
The GMIB Score Profile does not report raw scores, but rather, it shows the individual's "normative" scores. The
normative score is a percentile standing score. The percentile standing score shows how the individual did in
relation to everyone else in the data base. For example, a total score of 55.5% would mean that the individual
did as well or better than 55.5% ofthose who have taken the test (or who are in the particular normative data
base, such as police or fire personnel).
Factor Scores: The GMIB consists of 15 problems. Based on what is known as "factor analysis" research, it
has been determined that the problems on the test measure four different factors. This is similar to the SAT
which reports scores on both verbal ability and mathematics ability. A score of 600 on the mathematics
component does not necessarily mean the same thing as a score of 600 on the verbal component. To understand
each score, it is necessary to refer to the norms for each (i.e., math norms, verbal norms).
The GMIB factor scores are calculated by weighting and adding the scores assigned to different problems on the
test. Some problems are used to calculate more than one factor score. For example, if a particular problem is
known to provide information about the individual's Leadership Style and Practices (factor 1) AND the
individual's Organizational PracticesIManagement Control (factor 4), the score on that problem may be part of
the formula that is used to calculate the score on each factor. This approach makes maximum use of the
information provided by each problem on the test in scoring the four factors and in providing feedback to
assessees about their skill level in each factor.
While a particular problem may be used in calculating more than one factor score, it is important to understand
that the problem is counted ONLY ONCE in determining the individual's total raw test score (and consequently,
total normative test score). Thus, factor scores are NOT added to arrive at the total test score. If they were
added, those individuals who happened to complete problems that entered two factor scores would get double
the credit, simply because they happened to complete such problems.
General Management In-Basket Interpretive Guidance: Page 60f8
Finally, to simplify the reporting of GMIB results, raw scores on the factors are not provided. Only the
normative scores are reported for the four factors. These scores are shown on the GMIB Score Profile page.
Each score is a percentile standing that shows how well the individual did on each factor relative to everyone
else on that factor.
The only raw score that really matters is the raw score on the test as a whole since that score counts each problem
only once, and is simply the sum ofthe scores on each problem completed by the individual. Ifraw scores on
the factors were used to calculate the individual's total score, they would be reported; but, as explained, they do
not playa role in determining the individual's total score and therefore are not reported.
Interpreting the GMIB Score Profile: The total score percentile standing shows how the individual's raw score
stacks up against everyone else in the data base. The same is true for each of the four factor scores. However,
as explained above, the factor scores are designed more for feedback to the individual than for scoring the test.
It is not essential to report factor scores. They are only reported to assist individuals in understanding their
profile of strengths and weaknesses.
As noted, some ofthe problems on the GMIB are used to calculate more than one factor score. Doing well on
these particular problems may result in factor scores which appear to warrant a higher overall total score --
UNLESS it is understood that the scores on the four factors are not added or averaged to arrive at the total score.
For example, suppose two assessees each completed only eight problems on the GMIB, but one assessee
happened to select three problems which count toward two factor scores, while the other assessee did not choose
to complete any of these problems. Further suppose that each assessee performed acceptable work on each test
problem and got the same total test score. Since all available information is used to calculate the factor scores,
it would be possible to supply more feedback to the first individual. This would be a "chance" occurrence,
simply because of the problems completed by this individual. Given the available information, however, the
factor scores would be calculated and the feedback would be given. This individual would get credit on a
"second" factor on each ofthe three problems, resulting in higher factor scores than the other individual. The
Career Development report would also contain additional skill description statements, developmental areas and
learning objectives.
HO WEVER, the same total raw score and normative score would be reported for these two individuals. The first
individual would not be considered more qualified simply because he/she happened to complete problems which
are used in calculating more than one factor score.
So, is it appropriate to report higher factor scores for this individual? The answer is yes. These scores are based
on the best information available. The real problem is that there is limited information on both asses sees because
of working slowly on the test and only completing eight problems. To the extent that this is true, then there is
limited information about each factor on the test, and factor scores are greatly influenced by the particular
problems completed by the assessee.
In this vein, it is important to understand that the factor scores are based on subsets of information, consisting
of four to six test problems. The total test score is based on all of the work completed by the assessee. Where
assessees complete only 7 or 8 problems, the factor scores are based on less and less information, hence they are
more unreliable. The total test score takes into account all of the work completed by the assessee and is the most
reliable indicator of his/her current ability level. Thus, two individuals who complete the same number of
problems, and who score the same on eight problems, are considered equal overall, even if one assessee happens
to have higher factor scores due to the particular problems that were completed.
Finally, factor scores need to be interpreted with additional caution because the factors differ in their degree of
difficulty. The particular data base that is used may also affect the normative results. For example, if the "public
safety data base" norms are used (Le., police and fire personnel), it is possible to score at the 9th percentile on
General Management In-Basket Interpretive Guidance: Page 7 of 8
factor 4, yet score no points on this factor. This is because 9% of these assessees score ZERO on factor 4. For
factors 1, 2, and 3, however, the percentage of assessees who have scored zero points in this data base is 1.0%,
1.5%, and 3.5%, respectively. For the test as a whole, only .1 % (one tenth of one percent) of these assessees
have scored "0."
Consider what the percentile score profile would look like for an individual who scored "0" points on the entire
test (and thus, "0" on each factor). The percentile factor scores in the public safety data base on the four factors
would be 1.0%, 1.5%,3.5%, and 9.0%. Yet, such an individual would see a total percentile score of .1%. The
individual might think there was an error in scoring his/her test. Without understanding how the test was scored,
the individual might think that his/her total score should be 1.0% + 1.5% + 3.5% + 9.0% / 4 = 3.75%. In truth,
the reported test scores would be perfectly accurate BECAUSE the total test score is not an average or a sum of
the factor scores.
Remember, the factor scores are supplied for feedback information. They are based on all information available,
but this information may be incomplete, especially for assessees who complete a small number of test problems.
The most reliable indicator is the total test score, and individuals who attain the same total test score are
considered equally qualified, no matter what the factor scores happen to be.
General Management In-Basket Interpretive Guidance: Page 80f8
.
4
-
4
FINANCIAL
American Bank & Trust Co.
American Trust & Savings Bank
Armstrong Financial Group
Bank of Edgar
Bank One
BankORION
Brenton Bank
Brenton Brokerage Services
Caterpillar Asset Management
Caterpillar Investment Management
Central State Bank
Citizens Bank
Commercial Federal
Community First National Bank
Community National Bank
Deere & Company Credit Union
DeWitt Bank & Trust Company
Effingham State Bank
Great Western Bank
Great Western Bank Iowa
Farmers & Mechanics Bank
Farmers National Bank
Farmers State Bank
First Midwest Bank
First Midwest Trust Company
First City Mortgage
First National Bank of Colorado
First National Bank of Kansas
First National Bank of Muscatine
First National Bank of Omaha
First National Bank of Oelwein
First National Bank of Sterling
First National Bank & Trust
First of America Bank
First Trust & Savings Bank
Firstar Bank
Firstar Corporation of Iowa
Freedom Security Bank
Fulton State Bank
Grand Premier Financial Services
Grinnell State Bank
Hampton State Bank
Herget National Bank
Homeland Bank
Homeland Bankshares
IIlini Bank
Iowa State Bank and Trust
Iowa State Savings Bank
Keokuk Savings Bank & Trust
M & I First National Leasing
Mahaska State Bank
Marquette Bank
Mercantile Bank
MRG Client List
Merrill Lynch
MidAmerica National Bank
Monmouth Trust & Savings Bank
National City
Nebraska Trust Company
Northwest Bank & Trust Company
Norwest Bank
Norwest Investment Management
Old National
Perpetual Savings Bank
Pohland Financial Group
Quad City Bank & Trust
The Rock Island Bank
Rushmore State Bank
Sauk Valley Bank
Sanwa Bank California
Southeast National Bank
Spectrum Financial Services, Inc.
State Bank of Orion
THE National Bank
U.S. Bank
Wells Fargo Bank Iowa NA
MANUFACTURING
American Profol
Brammer Mfg Co.
Case IH
Deere & Company
Fulton Corporation
Genesis Systems Group
Hardi International
John Deere Davenport Works
John Deere Harvester
LaMont, Ltd.
Norcross Footwear
Packaging Technologies
Performa Manufacturing Group
Purathane
Reade Manufacturing Company
Red Jacket PumpslMarley Pump
SCAFCO Corporation
The Schebler Company
W.W. Grainger
Williams White & Company
Wright Packaging
HEALTHCARE
Genesis Health Services
Heritage National Healthplan
Primary Care Family Center
SERVICES - WHOLESALE - RETAIL
Abrahams Parts & Machine Service
Alter Barge Line, Inc.
Alter Tmding Corporation
Axon' Cable Inc.
BDO-Seidman, LLP
Clinton Chamber of Commerce
Davenport Chamber of Commerce
The Davenport Club
Design-Build Associates, Inc.
Eagle Foods
Elliott Aviation
Estes Company
Fidlar Companies
Gierke-Robinson Company
Horan & Barker
Interactive Technologies Group, Inc.
Lee Enterprises
Lujack's Auto Plaza
New Horizons Computer Learning Center
Palmer College of Chiropractic
Perkins and Company
Petersen Tire Mounting System, Inc.
Plaza One Hotel
Point Builders, Inc.
Polaris International
President Riverboat Casino
Republic Electric
Ring King VisibIes
Ronald J. Borden & Company, Ltd.
Ruhl & Ruhl Commercial
Russell Construction
Sieg Companies
Standard Forwarding
Stanley, Reiling, Lande
Steepmeadow Condominiums
Sun court, Inc.
Swan Engineering
TBD Logistics
Tri Cities Sales
Trinity Logistics Corporation
Twin Bridges Mack
W.G. Block/Blue Grass Steel
Watertown Ageny
Wessels, Stojan & Stephens, P.c.
Wm. Condon & Company, Ltd.
Yash Technologies
MRG Client List cont'd
NOT FOR PROFIT
Arrowhead Ranch
City of Des Moines
Focus Watertown
Davenport Museum of Art
DavenportOne
Downtown Davenport Association
Downtown Davenport Development Corporation
Girl Scouts of Mississippi Valley
Iowa Business Council
Modem Woodmen of America
Moline Foundation
Putnam Museum
Quad City Arts
Quad City Botanical Center
River Music Experience
Rock Island Housing Authority
St. Ambrose University
COACHING AND ASSESSMENTS
A.D. Huesing
Alcoa
Central State Bank
City of Des Moines
Electro-Freeze
Estes Construction
F&M Bank
Guardian Industries
Hansaloy Corporation
Iowa Mutual Insurance Company
Lafarge Corpomtion
Lutheran Brotherhood
Midland Press
Palmer Chiropractic University
Per Mar Security
Quad City Times
Republic Companies
The Schebler Company
Wells Fargo Bank
COMPANy:/YLCfA erStPIl c:I- ~1'"1J hst!J'l
Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceotional - the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful performance. There are
no deficiencies in major areas or items.
Acceotable - the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
MarQinal - the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating (1 -10)
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
Search FinnRank.doc
AProposalPreparedfor
The City of Iowa City
Iowa
for
The Search and Selection
of a City Manager
by
McVhersun ~ Jacubsun~ L.L.C.
Executive Recruitment and Development
Mt;l)he..,un ~ Jat;Ub,un~ L.L.t:.
Executive Recruitment & Develo ment
McVhers()n ~ Jac()bs()n L.L.C.
Executive Recruitment and Development
P.O. Box 7346
Omaha, Nebraska 68107
Phone: 888-375-4814/402-991-7031
Fax: 402-991-7168
Email: mail@macniake.com
Website: www.macniake.com
T ABLE OF CONTENTS
Introduction ....................................................................................... 3
Background of McPherson & Jacobson L.L.C. .................................. 3
Five Phases of a City Manager Search............................................. 5
Phase I..................................................................................... 5
Phase II.................................................................................... 6
Phase III................................................................................... 8
Phase IV ................................................................................ 10
Phase V ................................................................................. 12
Ti mel i ne .......................................................................................... 15
Summary......................................................................................... 17
Statement of Qualifications.............................................................. 19
Lead Consultant for Iowa City Search............................................. 21
References...................................................................................... 23
This proposal is the property of McPherson & Jacobson L.L.C. and has been prepared at the
request of the City of Iowa City, Iowa. The contents of this proposal are not to be reproduced or
distributed for any reason other than for use by the City of Iowa City, Iowa.
07/07
2
Introduction
This is a proposal submitted by McPherson & Jacobson, L.L.C. to the City of
Iowa City, Iowa, for conducting a national search for the position of city manager.
The proposal for conducting the national search is divided into five sequential
phases and is based upon a proven search protocol developed by McPherson &
Jacobson L.L.C.
Included in this proposal are an overview of McPherson & Jacobson L.L.C. and a
description of the five sequential phases, investment, timelines, and a list of
professional consultants.
Background of McPherson & Jacobson L.L.C.
McPherson & Jacobson L.L.C. has been conducting executive searches since
1991 and has conducted numerous national searches. We are a full-time
business and maintain an office located in Omaha, Nebraska, staffed with three
employees.
McPherson & Jacobson L.L.C. does not hire city managers. We provide the city
council a decision-making model. While we provide expert advice to the city
council, the city council is in complete control of the process from start to finish.
McPherson & Jacobson L.L.C. represents city councils and works strictly for
them. McPherson & Jacobson L.L.C. does not represent potential candidates.
However, McPherson & Jacobson consultants are aware of and track the careers
of successful managers. Once a city council identifies the characteristics it
desires in its new manager, the consultants from McPherson & Jacobson L.L.C.
will identify and aggressively recruit, on a national level, candidates who match
the city council's identified criteria.
3
4
Five Phases of a City Manager Search
Phase I
Working with the city council, and any groups identified by the city council,
McPherson & Jacobson will:
-/ Identify with the city council the most important characteristics of the
new manager.
Using Nominal Group Technique, the consultants will assist the city council in
identifying the most important characteristics the city council would like to
have the new manager possess. These characteristics will be used as a
template for recruiting and selecting candidates. In addition, if the city council
desires, the consultants will meet individually with city council members to
discuss the search process.
-/ Meet with groups identified by the city council to provide stakeholder
input into the selection process.
The consultants will meet with groups identified by the city council to solicit
their input into the selection process. Each group is asked to identify the
strengths of the city government and community, the characteristics they
would like to see the new manager possess, and the issues facing the new
manager. The results of these meetings are summarized by the consultants
and presented to the city council. The city council chooses which groups it
would like the consultants to meet with, but the most common groups include
city employees, community and business groups. The consultants will assist
the city council in choosing which groups it wishes to include.
-/ Establish appropriate timelines and target dates for the selection
process.
The consultants will prepare a proposed calendar for the search process.
Dates for advertising the announcement of vacancy, closing date, dates for
interviewing, a target date for selecting the new city manager, and a date for
the new city manager to begin will be discussed.
-/ Determine appropriate advertising venues.
The consultants will assist the city council in determining whether to conduct
a national or regional search. Appropriate media venues (professional
journals, trade papers, newspapers, and websites) will be presented and
discussed. The consultants will discuss the cost of each media venue and
anticipated return on investment.
5
Phase II
In Phase II McPherson & Jacobson will:
./ Develop promotional literature and brochures announcing the vacancy.
In order to get the best applicants to apply, it is important to promote your city
government and community. The consultants will assist in preparing an
announcement of vacancy that highlights the strengths of your city
government and community. Our graphic artist will prepare a professional
color brochure that highlights the city government and community and lists
the selection criteria determined by the city council, the city council members,
and the application procedures and timelines.
./ Prepare and place announcement of vacancy.
The home office staff will prepare and place the announcement of vacancy.
The announcement of vacancy will be sent to league of municipalities and
manager associations, appropriate colleges and universities, and media
venues selected by the city council. McPherson & Jacobson maintains an
interactive website (www.macnjake.com) that allows applicants to access all
the application materials and apply on line.
./ Develop an application unique to your vacancy that reflects the
selection criteria determined by the city council.
Application forms will be developed that reflect the selection criteria
determined by the city council. All applicants will be asked to describe in
writing their particular strengths in each area. This will be one of the
preliminary screening devices used by the consultants when assessing
potential candidates.
./ Send out and receive all application materials.
The home office will send out and receive all application materials. No one
from your office staff will be burdened with this task. In fact, we only need
assistance from city personnel for two tasks: one task is providing information
for the promotional brochure, and the other is coordinating dates between the
consultants and the city meetings.
./ Actively recruit applicants who will meet the city's needs.
While McPherson & Jacobson does not represent candidates, we keep a data
bank of quality candidates. Once the city council has chosen its selection
criteria, we will send the information to all of our consultants across the United
States, asking them to nominate candidates who would be a good match.
Those candidates will be invited to apply. Some of our best candidates may
not be actively seeking another position and will need to be recruited.
6
-/ Assist the city council in determining compensation parameters.
In order to recruit and select top candidates, compensation packages need to
be competitive. The consultants will present data that indicates what cities in
the same geographical region and similar size are paying managers.
Whenever possible, they will also present compensation information for cities
that recently hired a city manager.
The consultants only provide data for the city council to consider in making
the decision on compensation parameters. Final compensation decisions will
be determined by the city council and the selected candidate.
-/ Keep all applicants informed of their status in the selection process.
Approximately a week before the closing date, candidates will receive a letter
notifying them of the status of their application materials and what may be
needed to complete the process. In some instances, recruits will receive
phone calls from the consultants verifying their status in the process.
7
Phase III
In Phase III McPherson & Jacobson will:
v" Evaluate each applicant against the selection criteria.
The consultants will read and evaluate all of the completed files submitted by
applicants. They will read the application form and all of the additional
material in each file and begin comparing it against the selection criteria.
v" Conduct reference and background checks.
We understand that applicants do not submit references who will not speak
highly of them. We begin with the references given and ask them a list of
questions relevant to the selection criteria. After asking those questions, we
ask each reference to give us the names of other people who can speak of
the applicant's qualifications. We then call those individuals and ask them the
same set of questions, including asking them to give us the names of other
people who could speak of the applicant's qualification. We repeat the
process until we have complete knowledge of the applicant's strengths and
weaknesses.
v" Review candidates with the city council and assist the city council in
determining which candidates it will interview.
The consultants will present a complete list of applicants to the city council for
its review. We do not eliminate any applicants. We will submit a short list of
those applicants who we feel most closely meet the city's criteria and will
present a written analysis for each.
Upon reviewing the applicants, the consultants will assist the city council in
determining which applicants it wishes to consider as candidates for
interviews.
v" Assist the city council in developing a set of interview questions that
reflect the identified selection criteria and characteristics.
The consultants will present an extensive list of potential interview questions
that reflect the selection criteria and characteristics from which the city council
may select. The consultants will also assist the city council in creating
interview questions that are unique to specific interests.
The goal is to write questions that are open-ended, so city council members
may accurately assess each candidate's knowledge and background in each
area. It is also a concern to assure that the questions are legal and in
compliance with Affirmative Action.
8
./ Send a letter to all applicants who will not be interviewed.
Once the city council has selected its final candidates, all other applicants will
receive a letter on behalf of the city council thanking them for taking the time
to complete the application materials and notifying them that they are not a
finalist.
9
Phase IV
In Phase IV McPherson & Jacobson will:
./ Coordinate interview and visitation procedures.
The consultants will assist the city council in establishing the interview
schedule. Working with the city council, the consultants will set up an
interview schedule that will give the candidate a tour of the community. The
consultants will also help the city council identify groups for each candidate to
meet. Typically, the same groups the consultants met with to receive input
into the selection process will also spend time with each candidate. Finally,
the consultants will help coordinate the formal and informal interview process
with the city council.
./ Assist the groups identified by the city council in procedures for
meeting each candidate and providing feedback to the city council.
A representative group of eight to twelve people will be selected to represent
each of the groups identified by the city council. The consultants will meet
with a chairperson for each group to discuss their roles and responsibilities.
The purposes of these groups are two-fold: one, to promote the city and
community to the candidate; and two, to form an impression of each
candidate, which they will share with the city council. The consultants will
coach each group on how to conduct the meeting with each candidate and
what questions they can or cannot ask. The consultants will also provide the
chairpersons with a form in which, using group consensus, they will record
their impressions of each candidate. The forms will be sealed in an envelope
after meeting with each candidate and turned in to the contact person. Upon
completing the interview process with all candidates, the city council will
receive and open the forms from each group.
./ Coordinate visitation procedures for the candidate's spouse.
In most instances the candidates are married and this, therefore, becomes a
two-person decision. We encourage city councils to invite spouses to attend
the interview day. The consultants will coordinate a portion of the interview
day for the spouse to have an expanded visitation of the community. Areas of
interest typically include available housing, medical facilities, churches,
recreational opportunities, and shopping. Other areas of interest unique to
your community will also be included.
./ Assist the city council in making final arrangements for each
candidate's visit.
In most states it is common for the city to pay for the interview expenses for
the candidates and their spouses. In order to assure expenses stay within
established guidelines, the consultants will assist in making lodging and travel
arrangements for each candidate.
10
../ Contact all finalists and schedule their interview dates.
The consultants will contact each finalist candidate; notifying them they are a
finalist for the position and scheduling their interview date. The consultants
will be the contact for answering any questions and coordinating the
candidates' visits to the community.
../ Personally contact each finalist who wasn't hired.
Once the city council has offered a contract to the final candidate, and it has
been accepted by the candidate, the consultants will call eac~ of the other
final candidates and thank them on behalf of the city council for interviewing
for the position. Final candidates are not notified until a contract has been
signed. If by chance you lose your top candidate, we want to keep viable
candidates available.
11
Phase V
In Phase V McPherson & Jacobson will:
., Establish performance objectives for the new city manager.
Working with the city council and new city manager, the consultant will use
Nominal Group Technique to assist in the establishment of performance
objectives for the new city manager. Outside of the day-to-day operation of
the city, the city council will identify two or three areas that they want the city
manager to focus on during the first year. Once the performance objectives
have been identified, city council members will be asked what evidence they
will accept that the city manager is making progress towards the
accomplishment of the identified performance objectives.
The city manager will take the information generated from this session and
develop an action plan for accomplishing the performance objectives. The
action plan will be presented to the city council for formal approval and
forwarded to McPherson & Jacobson's home office.
., Provide evaluative procedures for a six-month and one-year evaluation.
At the six-month interval of employment and again at one year, McPherson &
Jacobson will send out an evaluation form to the city council president to
distribute to the members of the city council. The completed evaluation forms
will be returned to the mayor to be utilized in the six-month and
year-end evaluation.
., Provide a one-year guarantee.
If the city council chooses to use our complete service, we will guarantee our
process for one full year. If the person selected leaves the position, FOR
WHATEVER REASON, within one year of being hired, we will repeat the process
at no charge except actual expenses.
We are convinced that our process of identifying your important selection
criteria, using an open process of involving stakeholders, screening
candidates against the criteria, using a research-based assessment of
candidates skills and characteristics, and being able to work with you during
the critical first year, will allow us to make a good match every time!
12
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80
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Phase I
Phase III
Phase V
Phase IV
Phase II
McPherson & Jacobson has designed a protocol. vvhich allovvs the city council to
concentrate on the most important segment. the intervievv. and selection of the
successful candidate.
Our mission is to provide your city council a hassle-free city manager search. ,^,e
vvill take care of all the drudgery. vvhich vvill free your city council to concentrate
on the decision-making process.
13
14
Timeline
The timeline for the search process is established when we meet with the city
council so we can tailor it to the unique needs of the city. However, from our first
meeting with the city council until the finalist is selected is typically a minimum of
two to three months.
An example timeline:
~ As soon as our firm is selected
. Advertising begins
. Work is started in identifying the qualities for the city manager
. An application form is created
. A formal timeline is formulated to meet the needs of the city council
. A brochure is created to advertise the city and the vacancy
~ At the time designated by the city council
. Focus Group/Community Meetings are held
. A summary of community input is presented to the city council
~ As applications arrive in our office
. A database is started to track all the applications as they come in
. The candidates are notified of what items they still need to complete
the application process
~ After the closing date
. Files for all candidates who completed the application process are
forwarded to the consultants for their review
. The consultants begin the review and pre-interview process
~ Approximately two to four weeks after the closing date
. The consultants meet with the city council to present summary profiles
on their final candidates and provide information to the city council on
all candidates who completed the application process.
. The city council selects the candidates they would like to interview.
. McPherson & Jacobson contacts each candidate who completed the
application process to notify them they have not been selected as a
final candidate.
~ At a time designated by the city council (usually the week after the finalists are
presented to the city council)
. The city council interviews their final candidates
. The city council selects their new city manager
. McPherson & Jacobson contacts each candidate who was interviewed
to notify them they have not been selected.
15
16
Summary
McPherson & Jacobson L.L.C. provides a complete search process. Some of the
highlights of our process are:
. Our process is a complete process; we do everything except interview the
candidates. City personnel are used only to help coordinate the visitation of
the consultants with the various groups identified by the city council.
. Confidentiality is of prime concern in our process. To attract top candidates,
we treat all applications with utmost confidentiality.
. We will take the entire city council through a consensus-building process to
identify the top criteria for the selection of the new city manager.
. We will meet with focus groups to provide stakeholder input into the selection
process. The consultants will summarize that information and present the
results to the city council.
. We are recruiters of quality applicants. Once the city council has established
its selection criteria, McPherson & Jacobson will actively recruit candidates
that meet the identified criteria. If the city council desires, McPherson &
Jacobson will recruit non-traditional candidates.
. We do not maintain a stable of candidates to bring to each search. However,
we do maintain a database of quality applicants from which we will recruit
applicants who meet your criteria.
. Once the city council has established the characteristics it desires in its new
city manager, our consultants will identify and aggressively recruit candidates
who match the city council's identified criteria.
. Phase V provides a one-year commitment to work with your city council and
new city manager. Working with the city council and new city manager, we
will help establish annual performance objectives for the new city manager's
first year and we will provide six-month and one-year evaluations. We have
found the acceptance of this phase to be very positive as it helps provide a
good transition.
17
18
Statement of Qualifications
McPherson & Jacobson L.L.C. Executive Recruitment and Development has
been conducting executive searches since 1991 and has conducted over 280
national searches plus public sector searches for the City of Falls City and the
Washington Pavilion of Arts and Science in Sioux City. From 1991 to 2004, we
have specialized in searches for superintendents of school districts. While
conducting superintendent searches we have realized the search protocol we
have developed works for any executive search that is conducted by an elected
board.
We know our protocol is proven and will work to successfully identify a City
Manager for the City of Iowa City.
19
20
Lead Consultant for Iowa City Search
Thomas Jacobson Ph.D.
PERSONAL INFORMATION
Name: THOMAS P. JACOBSON
Address: 19807 Sterling Court
Plattsmouth, NE 68048
Phone: (402) 298-7393 home
(402) 991-7031 office
EDUCATIONAL BACKGROUND
1983-86 Ph.D. University of Minnesota
Educational Administration
1977-80 Ed.S. University of Minnesota
Educational Administration
1971-73 M.S. S1. Cloud State University
Educational Administration
1965-69 B.S. Bemidji State University
Elementary Education
EXPERIENCE
1996 - Chief Executive Officer/Owner
Key Concepts L.L.C.
1991 - Chief Executive Officer/Owner
McPherson & Jacobson L.L.C.
1991 - Associate Professor
University of Nebraska at Kearney
Kearney, Nebraska
1988-91 President
Consortium for School Improvement
Gunnison, Colorado
1986-90 Superintendent
Gunnison Watershed School District
Gunnison, Colorado
1987 -89 Adjunct Professor
Western State College
Gunnison, Colorado
1980-86 Superintendent
Remer/Longville ISO #118
Remer, Minnesota
1982-84 Supervising Superintendent
Tri-County Coop
Grand Rapids, Minnesota
1979-80 Assistant Superintendent for
Remer/Longville ISO #118
Curriculum, Instruction, and Personnel
Remer, Minnesota
1975-79 Elementary Principal
Remer/Longville ISO #118
21
22
References
City of Falls City, Nebraska
Searches for Public Works Superintendent and Gas Superintendent
1820 Towle Street
P.O. Box 158
Falls City, Nebraska 68355
City Phone: 402-245-2707
Point of Contact: Martin Gist
2006
Washington Pavilion of Arts and Science
Director of Community Engagement and Learning
301 S. Main
Sioux Falls, South Dakota 57104
Phone: 605-367-7397
Point of Contact: Steve Hoffman
2006-2007
23
COMPANY:~ rn~rcer
GrtJ'f
Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceptional _ the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful performance. There are
no deficiencies in major areas or items.
Acceptable _ the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
Marqinal _ the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating (1 -10)
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
SearchFinnRank.doc
CITY OF IOWA CITY,
IOWA
Statement of Qualifications
for
Executive Search Services
for the Position of
CITY MANAGER
July 29, 2007
f;--\~--r
J)lJ
The Mercer Group~ Ine.
Consultants To Management
The Mercer Group,
Inc.
Consultants To Management
.5.51 W. Cordova Road, #726
Santa Fe, New Mexico 87.50.5
(50.5) 466-9.500
FAX (50S) 466-/274
E-lnail: 'ner('e,{tj)"lindsprl~nK.co'n
August 4, 2007
Ms. Sylvia A Mejia
Personnel Administrator
City of Iowa City
410 E Washington Street
Iowa City, IA 52240
Dear Ms. Mejia:
The Mercer Group, Inc. is pleased to submit this Statement of Qualifications to assist the City
of Iowa City to recruit nationally and to develop exceptionally well-qualified candidates for the
position of City Manager. The Mercer Group, Inc. has extensive experience in conducting city
manager searches locally and nationally. Our firm probably conducts more of the city manager
searches than any other group in the United States. Weare exceptionally well qualified to conduct
this search for the City of Enfield.
The purpose for engaging the services of an executive search firm is to seek out and recruit
experienced candidates and to assist the Town of Enfield in selecting highly qualified individuals
who meet the profile and needs of the Town and who might not otherwise apply.
We are the largest nationwide public sector search firm and we have more experience than
any other public sector executive search firm. Mr. Mercer is a Certified Management Consultant
(CMC) which is the preeminent designation earned in the management consulting profession. It is
an indication that the individual possessing it has met and continues to meet strict certification
requirements of the Institute of Management Consultants. The CMC designation represents that the
individual has met world-class standards of competence, ethics and independence in the management
consulting field. Mr. Mercer is the only management consultant with this designation operating in
the public sector. (Please see www.mercerifollpinc.com for more information about our firm and
about current searches that we are conducting.)
The mission of The Mercer Group, Inc. is to make our clients proud that they engaged us to
provide management consulting services for them. The Mercer Group, Inc. also makes extensive
ATLANTA · BRECKENRIDGE · DALLAS · GREELEY · LANSING · MARIETTA
NEW ORLEANS. PHOENIX · RALEIGH AREA · SANTA FE · SCOTTSDALE
SACRAMENTO AREA · WINTER HAVEN
www.mercergroupmc.com
Ms. Sylvia A Mejia
City of Iowa City
Page Two
Au~st 4. 2007
use of the Internet both with our own web page which can be located at www.mercergroupinc.com
and through e-mail. We post positions with other Internet providers and make information available
to a wide number of people who are Internet users. We also make extensive use of the Internet to
review newspaper articles on top candidates, etc., from the community in which they are currently
employed or were employed in the past.
This proposal is designed to provide an indexed and easily usable document for the City of
Iowa City to assess the qualifications of The Mercer Group, Inc. to handle this critical work. It
contains the following sections: Table of Contents; Name of Firm, Owners and Brief History of the
Firm; Key Personnel; Firm Capabilities and Experience: References; Additional Information;
Anticipated Schedule.
Our corporate headquarters is in Atlanta and we have branch offices in Breckenridge,
Colorado; Dallas, Texas; Greeley, Colorado; Lansing, Michigan; Marietta, Georgia; New Orleans,
Louisiana; Phoenix/Scottsdale, Arizona; Raleigh, North Carolina; Santa Fe, New Mexico; Weimar,
California; and Winter Haven, Florida. We will work on the assignment from our Santa Fe office.
This search will be personally conducted by James L. Mercer. Mr. Mercer will be assisted
on appropriate tasks by Karolyn Prince-Mercer.
*******
Thank you for the opportunity to respond to this important assignment. This proposal is valid
for ninety (90) days from receipt by the City ofIowa City. We are looking forward to discussing this
proposal with you personally, and urge you to allow us to come to Iowa City at our expense to do
that. W m quickly to do so. Please call me at 770-551-0403 if you have any questions.
Enclosures
THE MERCER GROUP, INC.
CITY OF IOWA CITY",
IOWA
Proposal for
Executive Search Services
for the Position of
CITY MANAGER
August 4, 2007
~
THEMEBCEBGROUP, INC.
S51.W Cordova Road
Suite. 726
Santa Fe, New Mexieo 87505
505-466-9500
50S-466-1274.FAX
mereer@mindsprlng.eom
www.mel"cergroupinc.colt\
TABLE OF CONTENTS
Section
Cover Letter
I. TAB ONE: NAME OF FIRM, OWNERS AND BRIEF HISTORY
II. TAB TWO: KEY PERSONNEL
III. TAB THREE: FIRM CAP ABILITIES AND EXPERIENCE
IV. TAB FOUR: REFERENCES
V. TAB FIVE: OTHER INFORMATION
VI. TAB SIX: ANTICIPATED SCHEDULE
.
TAB ONE
NAME OF FIRM, OWNERS AND BRIEF HISTORY
The Mercer Group, Inc. is an independent management consulting firm incorporated in the State
of Georgia and operating nation-wide. The firm was founded by James L. Mercer, a long-term
public management consultant.
Mr. Mercer started his own firm in 1981 and, in 1984, merged it with another consulting firm,
Wolfe & Associates, Inc. On June 1, 1986, Mr. Mercer acquired the Human Resource and
Organizational Consulting Practice of Wolfe & Associates, Inc. This acquisition formed the basis
for Mercer, Slavin & Nevins, Inc. He sold his interest in Mercer, Slavin & Nevins, Inc. early in
1990 and founded The Mercer Group, Inc.
The Mercer Group, Inc. provides exceptionally high quality management consulting services to state
and local governments, transit authorities, health care providers, utilities, special districts, and private
sector clients. Specialty practice areas include: executive recruitment, organization and operations
analysis, productivity improvement, strategic planning, management systems,
compensation/classification/policy studies, privatization, budget evaluation services, government
consolidation and organization development, training, and general management consulting. Our key
consultants have conducted successful searches for hundreds of public sector organizations
nationally and can offer numerous references as testimony of our work.
This important engagement will be conducted by Mr. James L. Mercer. Mr. Mercer has
conducted or assisted in the conduct of more than 1000 successful executive searches in recent
years. Mr. Mercer's resume is included below at TAB TWO.
Mr. Mercer is the Chief Executive Officer of our firm and can be located at our corporate
headquarters as follows:
James L. Mercer, President
The Mercer Group, Inc.
5579B Chamblee Dunwoody Road
Suite 511
Atlanta, Georgia 30338
Telephone: (770) 551-0403; FAX: (770) 399-9749
Federal Tax ID No.: 58-1877068
-
TAB TWQ
KEY PERSONNEL
Resumes of Our Key Staff
1. James L. Mercer. President - Atlanta and Santa Fe Offices
Mr. Mercer holds a Master of Business Administration degree from the University of Nevada,
Reno, and a Bachelor of Science degree in Industrial Management from the same institution. He
has also received a Certificate in Municipal Administration from the University of North Carolina
at Chapel Hill and is a graduate of the Executive Development Program at Cornell University.
Mr. Mercer is a Certified Management Consultant (CMC) and has more than 30 years of experi-
ence in executive search and management consulting. He has authored or co-authored six books
and has written more than 250 articles on various management topics. His experience covers the
following functional areas: executive search, organization and operations analysis, management
systems, productivity improvement, seminars/training, goal setting, strategic planning, privatiza-
tion, government, consolidation, and general consulting.
Prior to founding The Mercer Group, Inc., Mr. Mercer held positions as President of Mercer,
Slavin & Nevins, Inc.; Regional Vice President of Wolfe & Associates, Inc.; as Partner and Vice
President of KornlFerry International; General Manager of Battelle Southern Operations; National
Program Director for Public Technology, Inc.; and Assistant City Manager of Raleigh, North
Carolina. He has also been President of James Mercer & Associates, Inc., and has served as
Director of Government Consulting Services for Coopers & Lybrand in both the Southeast and
Southwest, as well as Director of the Industrial Extension Division for Georgia Tech.
2. Karolyn Prince-Mercer, Senior Vice President - Santa Fe Office
Ms. Prince-Mercer received her Bachelor of Arts degree in History with minors in Art, Political
Science and Education from the University of Nevada. She received her Doctor of Jurisprudence
degree from Woodrow Wilson College of Law. She is licensed to practice law in New Mexico
and in Georgia. MBTI qualified.
Ms. Prince-Mercer has been in management consulting for 13 years. She has experience working
in executive search, compensation and classification, and organization and management studies.
Major current assignments include:
Village Manager search for Village of Glen Ellyn, Illinois
Transportation Director search for Loudoun County, Virginia
Finance Director search for McAlester, Oklahoma
Executive Director search for Champaign County Regional Planning Commission, Illinois
Assistant City Manager search for Champaign, Illinois
City Administrator search for City of Prairie Village, Kansas
Human Resources Assistant Director search for City of EI Paso, Texas
City Manager Search for City of Richland, Washington
City Administrator search for City of Grand Island, Nebraska
City Administrator search for City of Monmouth, Illinois
Financial Services Manager search for City of Peoria, Arizona
Revenue Manager search for City of Peoria, Arizona
City Manager search for City of Mount Holly, North Carolina
County Manager search for Union County, North Carolina
Health Director search for Union County, North Carolina
Some of the searches listed above are in the very final stages of the process and will be closing
out soon. James L. Mercer and Karolyn Prince-Mercer are available to begin new searches and
have the quality time to undertake such new searches.
-
TAB THREE
FIRM CAPABILITIES AND EXPERIENCE
EXHIBIT I
THE MERCER GROUP, INC.
RECRUITMENT TEAM SKILLS MATRIX
CATEGORIES OF SKILLS
AND EXPERIENCE
Special District/Non-Profit
Small Municipality
Large Municipality
Urban County
Rural County
Suburban Government
Search Committee
Citizen Committee
Minority Placements
Internal Candidate Placement
Women Placement
Candidate Videotaping
Local Government Work Experience
Council/Manager Goal Setting
Sunshine and Open Records Act Ex-
perience
National Experience and Contacts
Other Public/Private Experience
CEO & Department Head Place-
ments
Unbundled Search Process
RECRUITMENT TEAM
J. MERCER K. PRINCE-MERCER
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Our firm probably conducts more of the city manager searches than any other group in the United
States. Weare exceptionally well qualified to conduct this search for the City of Iowa City. Weare
the largest nationwide public sector search firm and we have more experience than any other public
sector executive search firm. Mr. Mercer is a Certified Management Consultant (CMC) which is
the preeminent designation earned in the management consulting profession. It is an indication that
the individual possessing it has met and continues to meet strict certification requirements of the
Institute of Management Consultants. The CMC designation represents that the individual has met
world-class standards of competence, ethics and independence in the management consulting field.
Mr. Mercer is the only management consultant with this designation operating in the public sector.
(Please see www.mercergroupinc.com for more information about our firm and about current
searches that we are conducting.)
City Managers/Administrators
Alachua, Florida - City Manager - 2001
Albany, Georgia - Assistant City Manager (Limited scope search) - 2000
Angel Fire, New Mexico - Town Administrator (Limited scope search) - 2000
Andrews, Texas - City Manager - 2000
Ann Arbor, Michigan - City Administrator - 2001
Arkansas City, Kansas - City Manager - 2006
Athens/Clarke County Unified Government, Georgia - Manager - 2000
Avondale, Arizona - City Manager - 2000
Bay City, Michigan - City Manager - 2003
Beavercreek, Ohio - City Manager - 2003
Billings, Montana - City Administrator - 2006
Billings, Montana - City Administrator - 2003
Billings, Montana - Assistant City Administrator - 2003
Billings, Montana - Deputy City Administrator - 2003
Bloomfield Hills, Michigan - City Manager - 2006
Bloomfield Hills, Michigan - City Manager - 200 I
Boulder, Colorado - City Manager - 2002
Bryan, Texas - City Manager - 2006
Carpentersville, Illinois - Village Manager - 2001
Carrboro, North Carolina - Town Manager - 2003
Casa Grande, Arizona - City Manager - 2003
Casselberry, Florida - City Manager (Limited scope search) - 2003
Centennial, Colorado - City Manager - 2001
Centennial, Colorado - Assistant City Manager - 2006
Charlotte, North Carolina - City Manager - 2007
Charlotte, North Carolina - Deputy City Manager (Limited scope search) - 2000
Clayton, Missouri - City Manager - 2003
College Park, Georgia - City Manager - 2002
College Park, Maryland - City Manager - 2004
College Park, Maryland - City Manager - 2002
College Station, Texas - City Manager - 2006
College Station, Texas - Assistant City Manager (2) - 2006
Coral Springs, Florida - Assistant City Manager - 2000
Covington, Washington - City Manager - 2006
Culpeper, Virginia - Town Manager - 2000
Dayton, Ohio - City Manager - 2006
Dayton, Ohio - Assistant City Manager/Operations - 2007
Dayton, Ohio - Assistant City Manager/Economic Development - 2007
Daytona Beach, Florida - City Manager - 2002
Derby, Kansas - City Manager - 2001
Dothan, Alabama - City Manager - 2002
Downer's Grove, Illinois - Village Manager - 2005
Durham, North Carolina - City Manager - 2004
Eau Claire, Wisconsin - City Manager - 2006
Elkhart, Kansas - City Administrator (Limited scope search) - 2000
Eloy, Arizona - City Manager - 2000
El Paso, Texas - City Manager 2004
EI Reno, Oklahoma - City Manager - 2006
Eustis, Florida - City Manager - 2007
Federal Heights, Colorado - City Manager - 2007
Federal Heights, Colorado - City Manager - 2004
Flint, Michigan - City Administrator - 2001
Fort Smith, Arkansas - City Administrator - 2006
Fountain Hills, Arizona - Town Manager - 2002
Frankfort, Kentucky - City Manager - 2003
Gainesville, Florida - City Manager - 2005
Galesburg, Illinois - City Manager - 2006
Glen Ellyn, Illinois - Village Manager - 2006
Glencoe, Illinois - Village Manager - 2000
Glendale, Arizona - Deputy City Manager (2 Positions) - 2004
Glenview, Illinois - Village Manager - 2004
Glenn Heights, Texas - City Manager - 2006
Goldsboro, North Carolina - City Manager - 2004
Grand Island, Nebraska - City Administrator - 2007
Granville, Ohio - Village Manager - 2005
Greeley, Colorado - Deputy City Manager - 2006
Gulfport, Florida - City Manager - 2003
Highland Park, Michigan - Interim City Manager - 2002-2003
Howell, Michigan - Deputy City Manager for Financial Services - 2004
Huber Heights, Ohio - City Manager - 2000
Indian Rocks Beach, Florida - Interim City Manager (Assist) - 2005
Jackson, Michigan - City Manager - 2004
Jackson County, Missouri - Deputy Chief Administrative Officer - 2007
Jacksonville, North Carolina - City Manager - 2005
Jacksonville, North Carolina - Assistant City Manager - 2006
Johns Creek, Georgia - City Manager - 2006
Johnson City, Tennessee - City Manager - 2005
Joplin, Missouri - City Manager - 2004
Kent, Ohio - City Manager - 2005
Lakeland, Florida - City Manager - 2003
Lakeland, Florida - Assistant to the City Manager - 2004
Lapeer, Michigan - City Manager - 2002
League City, Texas - City Administrator - 2004
Liberty, Texas - City Manager - 2007
Los Angeles, California - Chief Legislative Analyst - 2005
Louisville, Ohio - City Manager - 2001
Manistee, Michigan - City Manager - 2001
Martinsville, Virginia - City Manager - 2004
Mason, Ohio - City Manager - 2006
Matthews, North Carolina - Town Manager - 2002
McAlester, Oklahoma - City Manager (limited scope search) - 2006
McKinney, Texas - Assistant City Manager - 2006
Melbourne, Florida - City Manager - 2002
Middletown, Pennsylvania - Borough Manager - 2001
Minnetonka, Minnesota - City Manager - 2000
Montgomery, Illinois - Village Manager - 2000
Mound, Minnesota - City Manager - 2000
Mount Holly, North Carolina - City Manager - 2007
Naples, Florida - City Manager - 2003
Negaunee, Michigan - City Manager - 2004
Newport News, Virginia - City Manager - 2005
North Miami, Florida - City Manager - 2002
Northglenn, Colorado - City Manager - 2001
North Myrtle Beach, South Carolina - City Manager - 2003
North Port, Florida - Assistant City Manager (Limited scope search) - 2003
North Port, Florida - Assistant City Manager (Limited scope search) - 2002
Oak Ridge, Tennessee - City Manager - 2003
Orlando, Florida - Chief Administrative Officer - 2005
Oxford, Ohio - City Manager - 2007
Parker, Colorado - Town Administrator - 2005
Payson, Arizona - Town Manager - 2002
Piqua, Ohio - City Manager - 2005
Plainview, Texas - City Manager - 2003
Ponce Inlet, Florida - Town Manager - 2001
Portsmouth, Virginia - City Manager - 2000
Powder Springs, Georgia - City Manager - 2006
Prairie Village, Kansas - City Administrator - 2007
Punta Gorda, Florida - City Manager - 2004
Raleigh, North Carolina - City Manager - 2000
Reading, Pennsylvania - Managing Director - 2003
Richland, Washington - City Manager (Limited scope search) - 2000
Rio Rancho, New Mexico - City Administrator - 2003
Rock Hill, South Carolina - City Manager - 2001
Safety Harbor, Florida - City Manager - 2006
Sandy Springs, Georgia - City Manager - 2005
Sarasota, Florida - City Manager - 2007
Saratoga, California - City Manager - 2000
Southlake, Texas - Assistant City Manager - 2005
South Miami, Florida - City Manager - 2003
Spartanburg, South Carolina - City Manager - 200 I
St. Pete Beach, Florida - City Manager - 2001
Suffolk, Virginia - City Manager - 2002
Sun'n Lake Sebring Improvement District, Florida - General Manager - 2006
Sun'n Lake Sebring Improvement District, Florida - General Manager - 2004
Sun'n Lake Sebring Improvement District, Florida - General Manager - 2002
Superior, Colorado - Town Manager - 2006
Swartz Creek, Michigan - City Manager - 2000
Takoma Park, Maryland - City Manager - 2004
Talladega, Alabama - City Manager - 2003
Temple, Texas, City Manager - 2004
Tifton, Georgia - City Manager - 2007
Topeka, Kansas - Chief Administrative Officer - 2002
Treasure Island, Florida - City Manager - 2004
Tucson, Arizona - City Manager - 2004
University City, Missouri - City Manager - 2005
Vero Beach, Florida - City Manager - 2004
Westerville, Ohio - City Manager - 2007
Westminster, Colorado - City Manager - 2000
Westminster, Maryland - City Administrator - 2006
White House, Tennessee - City Administrator - 2005
Wichita Falls, Texas - City Manager - 2005
Wilmington, North Carolina - City Manager - 2002
Wilmington, North Carolina - Deputy City Manager - 2003
Wilson, North Carolina - City Manager - 2004
Winter Haven, Florida - City Manager - 2001
Wylie, Texas - City Manager - 2004
York, Pennsylvania - Business Administrator & Assistant Solicitor - 2000
Mr. Mercer is/was the lead consultant on 80% of the above listed searches, he is still with the
company and has not been with another firm since 1991.
The Mercer Group, Inc. is very experienced in utilizing a participatory process involving the
community. Our firm's process is as follows:
After reviewing written materials provided by the City and meeting with you and others of your
choice to determine their objectives relative to the search, we would conduct the following steps:
1. Analyze the position and draft a Position Profile.
2. Recruit for the position on a regional and national basis.
3. Invite potential candidates to apply who meet the criteria established by the
City.
4. Review and screen applications.
5. Conduct interviews and background checks of selected candidates.
6. Recommend a list of final candidates with writeups, suggested questions and
forms.
7. Coordinate final interviews, conduct final background checks, negotiation and
follow-up.
1. Position Analysis
We will have extensive consultation with the members of the City, other City staff and
local leaders selected by them, as well as other individuals or groups (if you wish) to
determine the City's vision/mission, goals and objectives, the needs and issues, require-
ments of the job, and to obtain information about the environment within which the
position functions. In addition, we will spend a considerable amount of time at the
beginning of the process with the City in order to determine the level of experience and
training needed.
During this process, we will initiate individual interviews with the City, citizen organiza-
tions, department heads and key staff, and others of your choice to identify expectations,
perceptions, and concerns regarding the position.
Based on those meetings, we will prepare a draft position profile and review it with the
City in order to arrive at a general agreement regarding the specifications for the position.
The final position profile will include information about the City, the community, major
issues to be faced, the position, and the selection criteria established.
2. Recruitment Process
Because we have recently completed similar searches, we will first review our database
to determine those candidates whom we may already know and/or already have on file
who may meet the City's specifications.
Although this process is valuable, we will rely most heavily on our own contacts in the
city manager field and on our own experience. In other words, through "networking", we
will conduct a nation-wide professional search for the best qualified candidates and invite
them to apply for the position.
We will provide the City with several advertising alternatives with varying degrees of cost
and their associated benefits. Based on our discussions with the City, we will place ads
in professional journals, in national, in-state and local newspapers, and in various minority
and women's publications to encourage applicants to apply.
3. Resume Review
We will review and analyze each applicant's background and experience against the
position description criteria.
We will acknowledge all resumes received and keep candidates informed of their status.
4. Candidate Screening
Criteria for the preliminary screening will be contained in the approved "Recruitment
Profile". They may include such items as education, technical knowledge, experience,
accomplishments, management style, personal traits, etc. Screening of candidates against
those criteria will be based on data contained in the resumes and other data provided by
the candidates and on our knowledge of the organizations in which they work. At this
stage, each must meet the minimum qualifications specified in the Recruitment Profile.
We will be responsible for screening the applications received. This initial screening will
be conducted by telephone and/or interactive video with the prospective candidate. We
will conduct interviews with references who may know the candidate's background and
expertise by telephone. Where feasible, we will also conduct personal interviews with top
candidates.
Once the initial screening is completed, we will select the prospective candidates who most
closely match the criteria established by the City. The output of this step in the process
will be a matrix display of the top candidates showing how each rates against the selection
criteria established by the City. This matrix will be reviewed with the City in one-on-one
meetings and guidance obtained prior to proceeding. One contingency here is that the City
may not approve of any of the candidates. If that should occur, we would, of course, keep
searching until the City's needs are clearly met.
After review by the City, we will personally interview each using various interview tech-
niques. We will closely examine their experience, qualifications and achievements in view
of the selection criteria and our professional expertise in evaluating the quality of such
qualifications and achievements.
We also request that all candidates provide us, in writing, substantial information about
their accomplishments and their management style and philosophy. This information will
be verified and, at the City's option, may be further tested by having the finalists complete
management and leadership style inventories. We interpret these instruments for the City,
as well.
5. Background Investigations
As part of our process in evaluating top candidates, we make detailed and extensive
reference checks. In conducting these, it is our practice to speak directly to individuals
who are now or have previously been in a position to evaluate the candidates' job
performance.
We ask each candidate to provide us with a large number of references. We then network
these references to other persons who know the candidate. In this way, we thoroughly
evaluate each candidate. We have talked to as many as 23 references concerning a single
finalist candidate. These references and evaluations are combined to provide frank and
objective appraisals of the top candidates. We also verify past employment difficulties,
if any, including any legal action filed against former employers.
As part of our evaluation process, we verify undergraduate and graduate college degrees.
We arrange for credit checks, criminal checks, and, as an additional option, can arrange
for psychological (or similar) testing of the candidates that may be desired. As a part of
this project we can provide the results of a Teleometrics Management Style Inventory on
the finalist candidates. We can also conduct a Myers-Briggs analysis of the team with the
new team member for team building purposes. (These may be extra cost items.) We will
recommend background investigation criteria to the City which will make the final
decision on the specifics of the background check.
6. Interview Process
Based on the preceding steps, a recommended list of finalists for the position of City
Manager will be compiled. We will prepare a written summary on each finalist. The
information will cover, but not be limited to, 1) present position, 2) total years experience,
3) salary requirements, 4) education, 5) previous positions held, 6) notable projects, 7)
management style, 8) skills and abilities, 9) interests, and 10) professional goals.
This information will be presented to the City in a detailed written format combined with
the results of the background investigation and candidate screening. We will make a
recommendation on a group of five (5) to seven (7) finalists. The City will make the final
decision on which and how many candidates will be interviewed.
Our report will be presented in a meeting with the City in which we will discuss our
recommendations and provide background information, sample questions and a rating form
for the interviews. We can also assist the City at no extra charge in conducting targeted
selection and/or simulation processes with finalists, if desired.
In particular, we will explain which, if any, of the applicants specifically meet the total
criteria established by the City or whether the final group simply represents the best avail-
able talent.
We will also provide the City with our recommendations relative to timing, sequencing,
location, setting, format, and conduct of interviews with the finalists. We will provide
information about trends in employment, employment contracts and agreements, relocation
expenses, perquisites, appropriate role for spouses, receptions, etc. We will arrange
schedules for top candidate interviews with the City and will coordinate the process.
7. Negotiation and Follow-up
We will also assist in the negotiation process relative to salary, benefits and other
conditions of employment. We feel that we can be especially helpful because we have
proposed a fixed fee rather than one based on a percentage of salary. One contingency
here is that an agreement may not be able to be arranged. If that is the case, we will work
with the City to select an alternate candidate.
We will properly handle any and all media relations. Unless otherwise directed, it is our
standard practice to tell all media that we are working on behalf of the City and that a
public statement should come directly from the City. We will maintain confidentiality of
candidate information, to the degree possible, under New York law.
Finally, we will notify by letter all unsuccessful candidates who were not recommended
for interview with the City of the final decision reached. We suggest, however, that it is
more proper for the City to directly notify all unsuccessful candidates whom they inter-
viewed of the final result.
Once the new City Manager have been on board for 30 days or so, we will conduct a
session with the City and with the new new City Manager in order to establish mutual
performance criteria and goals for the position. In this regard, we will work with the City
to define the role of the new City Manager within the City.
We will follow-up periodically with the City and the new City Manager during the first
year in order to make any adjustments that may be necessary.
We will keep the City closely informed and involved in decisions concerning the search
process at all times. We will prepare and send to the City two reports each month. These
reports will contain a progress report on the recruitment and specific steps to be taken to
meet the City's deadlines and an itemization of expenses incurred-to-date and expected to
be incurred during each succeeding project step.
Support from the City will be needed, as follows:
Arranging interviews with the City and key City staff
Providing budget, organization charts and other documents
Place of contact for the search
Processing invoices for payment
Our approach is highly interactive and significantly involves the client in all important steps of
the process.
Three City Manager searches our firm has conducted include:
The Village of Downers Grove, Illinois. This was a Village Manager search, the timetable is below
and our firm successfully placed a Village Manager. The Village Manager is still there.
The City of College Station, Texas. This was a City Manager search, the timetable is below and our
firm successfully placed the City Manager. The City Manager is still there.
The City of University City, Missouri. This was a City Manager search, the timetable is below and
our firm successfully placed the City Manager. The City Manager is still there.
VILLAGE OF DOWNERS GROVE
VILLAGE MANAGER SEARCH
SUGGESTED TIME LINE FOR SEARCH PROCESS
Meet with Village Council/Tour Village
April 19, 2005
Interview Village Council/Village Manager
Assistant Village Manager/Department Directors
May 3-4, 2005
Submit draft Recruitment Brochure and
Suggested Time Line to Village
May 10, 2005
Village Approval of Recruitment Brochure
and Suggested Time Line
May 17,2005
Place AdvertisingIPrint Recruitment Brochure
May 18, 2005
Begin Networking Process to Recruit Candidates
May 18, 2005
Written E-Mail Progress Reports to Village Council
Weekly
Cutoff Date for Receipt of Applications
July 1, 2005
Meeting with Village Council to Discuss Semi-
Finalist Candidates
July 6, 2005
Reference and Background Checks on Applicants
July 7-25,2005
July 26, 2005
Report on Finalist Candidates
Village Council Interviews with Finalists
July 28-29, 2005
Decision on Selected Candidate
July 29,2005
Negotiate with Selected Candidate
July 29-August 5, 2005
New Village Manager Reports to Work
30 to 60 Days Later
Close off Search
Week of August 8, 2005
CITY OF COLLEGE STATION
ASSISTANT CITY MANAGER SEARCHES
SUGGESTED TIME LINE FOR SEARCH PROCESS
Submit Draft Recruitment Brochure to City
Interview City Manager and Department Directors/
Gather Written Materials
Submit Suggested Timeline to City
Submit Second Draft of Recruitment Brochure to City
City Approval of Recruitment Brochure
and Suggested Time Line
Place Advertising/Print Recruitment Brochure
Begin Networking Process to Recruit Candidates
Written E-Mail Progress Reports to City
Formal Progress Report to City Manager and Human
Resources Director
Cutoff Date for Receipt of Applications
Meeting with City Manager and Human Resources
Director to Discuss Semi-Finalist Candidates
Consultant Interviews, Reference and Background
Checks on Selected Applicants
Report on Finalist Candidates
City Interviews with Finalists
Decision on Selected Candidates
Negotiate with Selected Candidates
New Assistant City Managers Reports to Work
Close off Search
May 14, 2006
May 18-19, 2006
May 20, 2006
May 20, 2006
May 23, 2006
May 26, 2006
May 26, 2006
Weekly
June 16,2006
July 7,2006
July 12,2006
July 13-31 2006
August 1, 2006
August 3-4, 2006
August 7, 2006
August 7-14, 2006
30 to 60 Days Later
W/G Aug. 21, 2006
CITY OF UNIVERlSTY CITY
CITY MANAGER SEARCH
SUGGESTED TIME LINE FOR REMAINDER OF SEARCH PROCESS
Cutoff Date for Receipt of Applications
January 30, 2006
Send
Meeting with City Council to Discuss Semi-
Finalist Candidates
April 12, 2006
Consultant Interviews, Reference and Background
Checks on Chosen Applicants
April 13-28, 2006
Report on Finalist Candidates
May 2, 2006
City Interviews with Finalists
May 4-5,2006
Decision on Selected Candidate
May 5, 2006
Negotiate with Selected Candidate
May 5-12,2006
New City Manager Reports to Work
30 to 60 Days Later
Close off Search
W/O May 15,2006
TAB FOUR
REFERENCES
Mr. Jeff Pomeranz
City Manager
City of West Des Moines; population: 50,000
PO Box 65320
West Des Moines, IA 50265
515.222.3612
Various Engineering Searches (2002), Public Safety Searches (2002) and Director of
Development Services Search (2007)
The Mercer Group, Inc. was responsible for and handled 100% of the search
Mr. Robert Layton
City Manager
City of Urban dale; population: 35,000
3600 86th Street
Urbandale, IA 50322
515.278.3904
West-Com Search (911 center) (2003)
The Mercer Group, Inc. was responsible for and handled 100% of the search
Mr. Dennis Henderson
City Manager
City of Clive
1900 NW 114th Street
Clive, IA 50325
515.223.6220
West-Com Search (911 center) (2003)
The Mercer Group, Inc. was responsible for and handled 100% of the search
Ms. Cara Pavlecik
Village Manager
Village of Downers Grove; population: 50,000
801 Burlington Avenue
Downers Grove, IL 60515
630.434.5525
Village Manager Search (2006) and Finance Director Search (2007)
The Mercer Group, Inc. was responsible for and handled 100% of the search
Mr. Mike Baker
Assistant Village Manager
Village of Downers Grove; population: 50,000
801 Burlington Avenue
Downers Grove, IL 60515
630.434.6877
Village Manager Search (2006) and Finance Director Search (2007)
The Mercer Group, Inc. was responsible for and handled 100% of the search
TAB FIVE
OTHER INFORMATION
.
We believe some advantages to using The Mercer Group, Inc. which you may wish to consider
are:
. Critical Path Method -The Mercer Group, Inc. uses a "critical path" search
process which is designed to allow our clients to focus their attention on the
selection process rather than on recruiting and screening candidates. We have
learned that each client's need for key executives is different and that there is no
one "best" person for all situations. The best prospects are most frequently happily
employed and are not responding to advertisements. These people typically need
to be sought out and encouraged to become candidates. They are understandably
reluctant to apply for positions if their interest could become a matter of public
information prior to being assured that they will be finalist candidates. Our
approach to this assignment will reflect the unique qualities of the City of Iowa
City. It will honor the interests of candidates to the extent possible under Iowa
law.
. Reasonable Fees -Our practice was formed to provide exceptional quality
recruitment services to our clients. Our system is designed to allow us to extend
reasonable fees to our non-profit and governmental clients and still be well within
our profit margins on each assignment.
. Experience ~ur search specialists are among the most experienced recruiters in
the United States. We are also conducting similar consulting assignments
currently. Further, we have much experience in recruiting finance directors for
city governments the size of the City of Iowa City.
. Repeat Engagements -We have received a considerable amount of repeat business
from our clients during the recent past.
. Unique Skills and Services -We offer a valuable combination of skills and
services which is unique in our industry. Our firm is nationally respected in the
areas of organization analysis and development, teambuilding, strategic planning,
goal setting, and productivity analysis. Should you wish, we would facilitate a
goal and objectives setting workshop with the selected candidate and the City soon
after the new City Manager begins. This service is offered at no additional profes-
sional fee. It would be necessary for us to charge actual expenses, however.
. Strategic Location -We are a national firm and serve the United States from our
home office in Atlanta, which is strategically located near one of the world's
busiest airports. We are close by when you need us. We have opened offices in
Lansing, Santa Fe, Greeley, Dallas, New Orleans; Phoenix/Scottsdale, Raleigh,
Wiemar, and Winter Haven. We will work out of the Santa Fe office on this
project to better conserve spending.
. Specialists in Search -Weare specialists in public sector and related executive
search and will devote our most experienced consultants to this project. We will
not delegate any important aspect of the work to less experienced staff. Mr.
Mercer will conduct this search. He will be assisted on appropriate tasks by Ms.
Prince- Mercer.
. Positive Track Record - We have a positive track record of placements on all of
our search assignments and have satisfied clients as references.
. Objectivity and Custom Tailored Services -We do not use the same cadre of
candidates again and again. And, we have no allegiances which preclude our total
objectivity respective of any candidate.
. Thoroul:h Work Product -We check references, we verify education and our
work product is most thorough and of the highest quality.
. Contemporary Oq~anization Analysis Insil:ht - We have contemporary
organization analysis experience with similar organizations and will share our
insights about your organization as we proceed with the search.
. Proven Satisfaction -Over 90 percent of our placements during the past five years
are still in their same positions.
. Ethical Standards -We have participated in the establishment of ethical standards
for public sector executive search firms, and we abide by those standards. We also
abide by the Ethical Standards of the Institute of Management Consultants and the
International City and County Management Association.
. Objective Evaluation -We are experienced in objectively evaluating internal and
local candidates.
. Contacts -We have the local, state-wide and national contacts to expedite the
search process.
. Database -We have a large database of well-qualified candidates which can be
searched.
. Minority /W omen Placements -We have a number of minority and women
placements.
. Dial:llostic Techniques - We use diagnostic techniques to determine the needs of
our clients and to determine how candidates match up with those needs.
COX>E: OF' E:'r~I~S
Cllen..1i1il
1. We will serve our clients with integrity, competence, and objectivity.
2. We will keep client information and records of client engagements confidential and will use
proprietary client information only with the client's permission.
3. We will not take advantage of confidential client information for ourselves or our firms.
4. We will not allow conflicts of interest which provide a competitive advantage to one client
through our use of confidential information from another client who is a direct competitor
without that competitor's permission.
E:n.gageIn..e:n.1is
5. We will accept only engagements for which we are qualified by our experience and
competence.
6. We will assign staff to client engagements in accord with their experience, knowledge, and
expertise.
7. We will immediately acknowledge any influences on our objectivity to our clients and will offer
to withdraw from a consulting engagement when our objectivity of integrity may be impaired.
Fees
8. We will agree independently and in advance on the basis for our fees and expenses and will
charge fees and expenses that are reasonable, legitimate, and commensurate with the seIVices
we deliver and the responsibility we accept.
9. We will disclose to our clients in advance any fees or commissions that we will receive for
equipment, supplies or services we recommend to our clients.
Pro~essio:n.
10. We will respect the intellectual property rights of our clients, other consulting firms, and sole
practitioners and will not use proprietary information or methodologies without permission.
II. We will not advertise our services in a deceptive manner and will not misrepresent the
consulting profession, consulting firms, or sole practitioners.
12. We will report violations of this Code of Ethics.
The Council of Consulting Organizations, Inc. Board of Directors approved this Code of Ethics on January 8, 1991. The Institute of Management
Consultants (!MC) is a division of the Council of Consulting Organizations, Inc.
IMC
INSTm1T! OF I\l\ANAGEMENr CONSULTANTS
2.30 Park Avenue. New York. NY 10169..Q02.2
a division of the Council of Consulting Organizadons. Inc:.
~a;t's :Elehin..d
The ""ClVIC"?
Certification
When you see the initials "CMC"
following a consultant's name, it means
that he or she is a Certified Management
Consultant and has met strict certifica-
tion requirements of the Institute of
Management Consultants. The Institute
was founded in 1 969 by the principal
associations in the consulting field to
establish publicly-recognized standards
of competence and professional conduct
for the individual management consultant.
Applicants for Institute certification
undergo thorough investigation of their
consulting experience; they are inter-
viewed by a panel of senior consultants
to verify their technical competence; and
they must pass a written examination evi-
dencing their familiarity with the Institute's
Code of Professional Conduct, which
they have pledged in writing to follow.
A Code of
Conduct
CMCs pledge in writing to abide by the
Institute's Code of Professional Conduct.
Their adherence to the Code signifies
voluntary assumption of self-discipline
above and beyond the requirements of
law. Key provisions of the Code require
that CMCs:
. Safeguard confidential information
. Render impartial, independent advice
. Accept only those client engagements
they are qualified to perform
. Agree with the client in advance on
the basis for professional charges
. Develop realistic and practical solu-
tions to client problems.
The Institute enforces the Code by
receiving and investigating complaints of
violations and by taking disciplinary ac-
tion, including revocation of certification,
against any member who is found guilty
of Code violation.
Standards of
Competence
Every step leading to the CMC designation
has been designed to verify the candi-
date's professional competence.
. A Certified Management Consultant
must have had at least five years of ex-
perience in the full-time practice of
management consulting, with major
responsibility for client projects during
at least one of those years.
. The CMC has had to provide multiple
references, most of them officers or ex-
ecutives of clients served. These refer-
ences have been thoroughly interrogated
to assure that consulting relationships
were satisfactory.
. The CMC has had to provide written
summaries of five Clients assignments
(disguised to protect client identity).
. The CMC has had to pass a qualifying
interview by senior CMC's, demon-
strating professional competence and
currency in areas of specialization,
application of experience, and under-
standing of the management con-
sulting process.
The Mark of
Excellence
In selecting management consultants,
managers are well advised to seek indi-
viduals who meet the profession's own
standards of competence and ethics.
Institute certification is a valuable aid in
this quest. It is the mark of excellence
among management consultants.
. Position Dimensions Analysis -We use a technique which allows for the
determination of dimensions that are important in a city manager's position and
then, through a computer program, determine specific questions that we should
ask prospective candidates that will allow us to systematically determine whether
or not those individuals have those characteristics. (For example, one dimension
might be negotiating skills; leadership skills might be another, etc.)
. Dimensions Matrix -We also use a matrix approach to display the candidates
along a number of dimensions and then review the top 12 or so of those
individually with the City to get its involvement and feedback prior to us
spending City resources to interview a large number of candidates. This helps
better target the search and produces a much more effective result.
. Videos -We also use videos of the top 10 or so candidates to allow the City to
get a sense of the candidates prior to spending City resources to interview them.
. Group Process Techniques -In addition, we use a number of group process
techniques to assist the City and the new City Manager to better settle in and
focus on a set of mutual performance criteria once the new person has been
selected and comes on board.
. Automated Approaches -We use more modern automated approaches to
developing, analyzing and displaying data about our prospective candidates than
does any other firm.
. Never Say "No" - We almost never say "no" to our clients.
. Keep You Involved -We will keep the City actively involved in the search
process at all times.
. Ready to Go - We are ready to begin work immediately and proceed rapidly to
complete this assignment. We can meet your schedule.
The ten (10) guarantees of our search work are explained below:
1. Client Organization: The client is defined as the entire entity, including all
departments, divisions, sections and groups. This assures that all of our
guarantees apply to the entire client organization.
2. Two-Year Off Limits: We will not recruit candidates from a client organization
for two years after completion of a search assignment without the full agreement
of the client.
3. Placement Off Limits Forever: We will never recruit a candidate whom we
have placed in a client organization as long as he/she is employed by that
organization without the full agreement of the client.
4. Continue the Search: If, for any reason, the client does not feel comfortable
selecting a candidate from our original recommended group of candidates, we
will continue the search until the client can make a selection. The only caveat is
that we may need to charge additional out-of-pocket expenses only for this
additional work.
5. Replacement of Successful Candidate: If the candidate we place with the client
leaves the client organization for any reason during the 24 month period
following the date of placement with the client, we will replace the candidate for
the out-of-pocket expenses only that it costs us to make the new placement.
6. Parallel Candidate Presentation: We will not present a candidate simulta-
neously to more than one client. This permits our firm to represent one client
organization without any conflicts of interest.
7. Client Conflicts: If asked, we will disclose to our clients the names of the
organizations which are "Off Limits" that logically would be target organizations
on the new search assignment.
8. Deceptive/Misleading Search Techniques: We commit to our clients and to our
prospective candidates that we will not use any search techniques which may be
considered as deceptive or misleading.
9. Resume Floating: We will not float resumes to organizations in the hopes that
we can collect a fee if that individual is hired.
10. Not Represent Individuals: We assure our clients and individuals who may
become candidates that we will not collect a fee from candidates whom we may
recommend for a position.
31
TAB SIX
ANTICIPATED SCHEDULE
SCHEDULE OF SEARCH PROCESS
DAYS
PROJECT STEPS 0 30 60 90 120 365
1. Develop Search Process, ..
Recruitment Profile/Job
Description and Advertis-
ing Program for City
approval.
2. Identify Qualified Candidates,
Review Database,
Network, Conduct Intensive
Recruitment, Receive and
Review Resumes.
3. Evaluate Prospective
Candidates.
4. Written Progress Report. . . -
5. Interview and Evaluate
Prospective Candidates.
6. Make Final Recommendations, -
Assist in Selection,
Facilitate Employment.
7. Establish Evaluation
Criteria and Follow-Up.
8. Meetings with City: - . .
I. Interview reo profile
2. Approve profile
3. Review final 12 to 15 candidates
4. Present report of finalists
5. Interview finalists
This schedule could be condensed or expanded somewhat, depending on the needs of the City
of Iowa City.
I
City of EI Paso, Texas . www.cLel-paso.tx.us
If; OPPORTUNITY
Human Re.lource.l AJ.lutant Director. . .
An Exceptional Opportunity
This is an exceptional opportunity for a seasoned profession-
al to assist the Director of Human Resources in providing
human resources leadership and management to a very large
and complex municipality.
f!e IDEAL CANDIDATE
EiJucation aniJ Minimum Experience
A Bachelor's degree in social/behavioral sciences, human
resources, business or public administration or a related field,
and six (6) years of professional human resource administra-
tion experience, including two (2) years supervisory or man-
agerial experience are required for this position.
Overall Experience aniJ Trait.J
. Experience, abilities and a proven track record in recruit-
ment in general and in hard to fill positions in particular.
. Experience working with an automated HRIS and/or
timekeeping system. This includes knowledge of how the
systems function to a level so as to be able to make rec-
ommendations for enhancements and/or improvements.
. Have a full understanding and experience with FMLA and
be able to interpret the law in terms of employee benefits.
. Have a full understanding of FLSA and have experience in
dealing with employee and supervisory issues on overtime
and working conditions. Be able to work out compromis-
es between employees and supervisors/departments.
. Deal effectively with employee problems and issues.
Develop solutions to complex issues that work for the
departments and employees and ensure that the City is
protected from litigation and long term problems.
. Mentor subordinates in all HR and professional develop-
mental levels.
· Have an ability to
work well with com-
mittees, CSC groups,
other departments,
and City Leadership
as necessary.
I
. Understand the Federal
and State Open
Records requirements,
and Texas Public
Records retention laws.
· Be a joy to work for and with.
. Technical knowledge in human resources and tactical
experience working in the public sector environment.
. Experience resolving employee and supervisory
workplace concerns in a fair and equitable manner.
. Experience in project management and the ability to
work with diplomacy and tact on various projects that are
currently in the development and implementation phases.
. Knowledge of classification and compensation including
salary plans, classification methodology, compensation
strategies and grades/job titles.
K.nowleiJge~ SkilLJ aniJ Ahilitie.l
. Application of considerable knowledge of contemporary
human resource management principles and practices.
. Application of considerable knowledge of local, state and
federal laws and regulations governing human resources.
. Application of considerable knowledge of civil service
commission rules and regulations.
. Application of considerable knowledge of employee rela-
tions principles and techniques.
. Application of considerable knowledge of management and
supervisory principles and techniques and pertinent feder-
al, state and local labor and safety rules and regulations.
. Assist with assessing objectives and operational require-
ments to develop and implement appropriate administrative
policies and procedures for the city and the department.
. Clear concise oral and written communication to prepare
and present comprehensive reports to Civil Service
Commission, City Council, City management, supervi-
sors, employees and the general public.
. Establish and maintain effective working relationships
with coworkers, officials, customer departments, employ-
ees and the general public.
If; COMMUNITY
The City of EI Paso, Texas, located on the Mexican border, fea-
tures a scenic landscape, a friendly population, and is highly
regarded for its unique cultural blend. Founded over four cen-
turies ago as an outpost for traders and missionaries in the west,
EI Paso's dynamic growth has been credited to the development
of an integrated international trade region with Ciudad Juarez,
Mexico, long before free trade zones and global markets flour-
ished. According to Census 2000, EI Paso is currently the fifth
largest city in the State of Texas and the twenty-third largest
city in the United States. Ciudad Juarez, EI Paso's sister city
across the border, is the largest city in the State of Chihuahua
and the fifth largest city in Mexico.
the Council-Manager form, the Mayor
and Council Representatives terms of
office were extended from two years to
four years with a term limit of ten years
for life. The Mayor is elected at-large
and the seven Council Representatives
are elected from districts. The Mayor,
with the consent of Council members,
appoints to citizen advisory boards,
breaks tie votes, vetoes legislation and convenes the Council in
special sessions. The Mayor also appoints the City Attorney.
The City Manager is appointed by a majority vote of the total
membership of the City Council.
Official statistics indicate that the overall pop-
ulation of EI Paso County increased by 86,548
(14.5 percent) to 681,898 during the decade of
the I990s, with much of that growth occurring
in the suburbs and outlying areas. Within the
city limits, the population increased about 9.3
percent. However, outside the city limits, com-
munities such as San Elizario, Vmton, Fabens,
and Horizon City saw population increases of
approximately 48.4 percent from 1990 to 2000.
EI Paso is home to three school districts with a
total enrollment of over 140,000 students. EI
Paso has a wealth of cultural activities includ-
ing the EI Paso Symphony and the EI Paso
Museum of Art. The city enjoys livable neigh-
borhoods and the lowest crime rate of the
largest cities in Texas. EI Paso has a variety of
higher education offerings including the
University of Texas, EI Paso with an enroll-
ment of 17,000 as well as EI Paso Community College, Park
University and Webster University. EI Paso is an emerging cen-
ter for health care research and education, and it serves as home
to the Border Biomedical Research Center; Office of the U.S. -
Mexico Border Health Commission; the Paso del Norte Health
Foundation; and the Texas Tech School of Medicine campus, a
full-time teaching facility.
If; CITY GOVERNMENT
In February 2004, the citizens of EI Paso adopted Charter
amendments to change the form of government from Strong-
Mayor to Council-Manager. EI Paso became the largest city in
the United States (at the time of adoption) to move to the
Council-Manager form of government. In addition to adopting
The City Manager appoints three Deputy City Managers and
eleven key Department Directors, including the Human
Resources Director. The City has approximately 6,200 employ-
ees and an armual operating budget of over $550 million. The
City currently has a complex pay and classification system. The
current annual operating budget for the Human Resources
Department is $2.2 million
The City has a structured Civil Service System which is over-
seen by an independent Board. The Human Resources
Director serves as Secretary to the Civil Service Commission.
The City collectively bargains with police and fire unions.
Employee Benefits and Workers Compensation functions are
currently not located in the Human Resources Department.
I
www.ci.el-paso.tx.US
q; POSITION
Under general direction, plan, organize and manage the
day-to-day projects and activities of the human
resources department.
Typical Dutie.J
· Assist in planning, directing and reviewing the
activities and operations of the human resources
department. Involves: Supervise and manage,
directly and through subordinate supervisors, func-
tions and sections. This includes overseeing the
Recruitment Section.
. Assist in administering compliance with Civil
Service Commission rules and regulations by
reviewing appeals. Prepare rebuttals and explana-
tions for the Commissioners and City Council.
. Plan, organize and manage coordination of day-to-
day projects and activities directly and through
subordinate supervisors. Involves: Develop, plan
and implement department goals and objectives.
Recommend, implement and administer policies
and procedures. Direct, oversee and participate in
the development of the department work plan.
Analyze department personnel, equipment and pro-
cedures and recommend and implement improve-
ments, automation or streamlining of work activi-
ties. Assist in the development and monitoring of
department budget.
~
COMPENSATION
. Provide professional human resources advice and
information. Involves: Advise and assist employees
and department management in a variety of human
resource matters including the interpretation and
application of rules and regulations, policy issues,
employee relations activities and staff management.
Review and analyze reports, legislation, court cases
and related human resource matters. Direct and
coordinate special studies and work with contrac-
tors on departmental or citywide activities.
Research, review and recommend improvements to
existing or proposed policies/practices, semces,
benefits or other related activities.
j
,
I
t
I
J
i
I
. Supervise assigned personnel. Involves: Schedule,
assign and check work. Appraise employee per-
formance and review evaluations by subordinate
supervisors. Provide for training and development.
Enforce personnel rules and regulations and work
behavior standards firmly and impartially.
Counsel, motivate and maintain harmony.
Interview applicants. Recommend hiring, termina-
tion, transfers, discipline, and merit payor other
employee status changes.
. Represent the department in a professional manner
as requested by the Director. Involves: Interact
with a variety of department heads, managers,
supervisors, employees and the public to provide
and gather accurate information for human
resources. Attend and participate in professional
groups and committees. Prepare and deliver pre-
sentations at City Council, Civil Service
Commission and other boards, commissions and
community organizations. Serve as the Director
during absences.
The City of EI Paso has established a competitive compensation package for the Human Resources Assistant
Director that will be negotiable depending on experience and qualifications. In addition, the City provides an
excellent benefit package. Relocation expenses will be paid for the selected candidate.
HOW TO APPLY
Confidential resumes should be sent by close of business September 7, 2007, to:
James L. Mercer, President
The Mercer Group, Inc.
55 I W. Cordova Road, #726
Santa Fe, NM 87505
VOICE: 505-466-9500
FAX: 505-466-1274
E-Mail: mercer@mindspring.com
m The Mereer GroD~ IDe.
Consultants To Management -
The City of EI PiLlO i.J an equal opportunity employer.
COMPANY: .:JJ. ~..-:~Otf
~ V't:; up-
Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceptional - the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful performance. There are
no deficiencies in major areas or items.
Acceptable - the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
Marqinal - the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating(1-10)
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
SearchFinnRank.doc
-
I
PROPOSAL
FOR CITY MANAGER
SEARCH SERVICES
CITY OF lOW A CITY, lOW A
August 2, 2007
.....
1111 THE PAR GROUP, LLC
Public Management
Consultants
Since
1972
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Robert A. Beezat
Of Counsel
,
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~
CHICAGO OFFICES
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100 N. Waukegan Road, Suite 211
lake Bluff, Illinois 60044-1694
www.pargroupltd.com
TEL 847/234-0005
FAX 847/234-8309
rbeezat@pargroupltd.com
. THE PAR GROUP
'I a ~ Public Management
Consultants, LLC
THE PAR GROUP
Public Management
Consultants, LLC
CHICAGO
100 North Waukegan Road, Suite 211
Lake Bluff, Illinois 60044-1694
TEL 847/234-0005
FAX 847/234-8309
www.pargroupltd.com
Celebrating Over 30 Years Service
to a National Clientele
PROPOSAL FOR CITY MANAGER
SEARCH SERVICES
Weare pleased to respond to your request for our firm to propose how we can
assist the City of Iowa City in the successful recruitment, screening, interviewing
and selection of Candidates from which the City Council may appoint a City
Manager. We would be pleased to be of assistance in this important recruitment.
Our Proposal is set forth below and on subsequent pages as outlined in the
REQUEST FOR QUALIFICATIONS issued by the City dated July 20,2007.
STATEMENT OF QUALIFICATIONS
TABLE OF CONTENTS
Section 1: Name of Firm, Owners, and Brief History
Section 2: Key Personnel
Section 3: Firm Capabilities and Experience
Section 4: References
Section 5: Other Information
Section 6: Anticipated Schedule
Assisting in the Achievement of Excellence in the Public Service Since 1972
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Section 1: Name of Firm, Owners, and Brief History
The name of the firm is The PAR Group, Public Management Consultants, LLC.
The firm is incorporated in Illinois and is owned by Kevin Conlon, an attorney with
offices in Chicago.
The PAR Group consults exclusively in the public sector, serving the needs of local
government nationwide with corporate offices located in suburban Chicago. The PAR
Group was founded in 1972 by Paul A. Reaume, a former City Manager who provided
consulting search services to local governments nationwide continuously for over thirty
years until his death in 2003.
Robert Beezat, a former City Manager and a long time associate of Mr. Reaume
purchased the finn from Paul prior to his death. He sold the finn in 2006 to a successor
corporation named The PAR Group, Public Management Consultants. Heidi J . Voorhees,
also a former City Manager and associate of Paul Reaume, is President of the firm. Ms.
Voorhees is leading the firm forward in the same traditions of excellence and integrity
establishcd by Paul Reaume in 1972.
The PAR Group's services can be divided into two main categories: executive
search and public management consulting. All services are provided solely for public
jurisdictions and not-for-profit entities. To date we have served over 500 jurisdictions and
agencies in a variety of contemporary issues, providing management, financial, and
human resources assistance. We have a staff of five experienced full-time consultants and
a number of public management professionals who manage public sector organizations.
We call upon these individuals for their specialized expertise as appropriate. Enclosed
with this proposal is a list of management consulting assignments of the firm.
Clients have included local governments of under 5,000 to over five million
population, with budget responsibilities exceeding several billion dollars. The firm's
quality of work and sensitivity to Clients' needs and concerns are recognized hallmarks-
our firm was a pioneer in local govenunent recruitment and is considered a leader in the
public management consulting field. We have never failed to recommend a group of
qualified Candidates for Client consideration.
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Section 2: Key Personnel
Robert Beezat, Past President and former owner of The PAR Group, and currently Of
Counsel to the firm will be the consultant working with the City of we are selected to
provide search services to the City. His biography is set forth below. Mr. Beezat lives in
the Chicago metro area and works out ofthe firm's corporate offices in Lake Bluff,
Illinois.
CONSUL T ANT BIOGRAPHICAL PROFILE
ROBERT A. BEEZA T
Robert Beezat is the past President of The PAR Group and is currently Of-Counsel to the
firm and is actively engaged in providing the full-range of The PAR Group's consulting
services. He has over thirty-seven years of private and public sector management,
consulting, training, and teaching experience. For twenty of those years, he has been a
member of The PAR Group. During that time, he has provided a variety of management
consulting services to over 200 municipalities and public agencies nationwide. The public
jurisdictions which he has served range in size from 3,000 to 5,000,000 in population.
As part of The PAR Group consulting team, Mr. Beezat has conducted and participated in
over 200 executive search assignments. He has successfully undertaken and completed
over 125 consulting assignments in the areas of human resource management; i.e.,
classification and compensation systems, total cost employee compensation analysis,
employee personnel manuals, performance evaluation systems, and employee/labor
relations improvement programs. In particular, he served as the principal staff to several
regional consortiums of municipalities addressing the rapid increases in municipal
employee salaries and benefits. These consortiums involved over 70 municipalities in the
Chicago area, downstate Illinois, and out-state Minnesota.
Mr. Beezat has also performed a number of management studies which have reviewed the
organizational structure and management operations of municipalities. Studies have
ranged from individual departments including Fire, Police, and Public Works
Departments to the operations of entire municipal organizations. He is very proud that
one of the cities he worked with implemented many of the recommendations in his report
and eventually won the prestigious "All American City" award.
He has designed and conducted a number of management and supervisory training
programs for municipalities. He has also conducted a number of long-range, strategic
planning, and goal-setting processes for municipalities and not-for-profit organizations.
These processes have involved over 125 "live" participants as well as close to a thousand
citizens through the innovative use of cable television.
Beside his consulting experience, Mr. Beezat has served as a City Manager, Village
Manager, and Town Administrator for over fourteen years. He has worked in suburban
and independent cities which have included the full range of municipal services including
the not too common functions of a municipal hospital and electric utility. He has done a
great deal of work in the economic development field. This work has earned him and the
municipalities he worked for recognition from local businesses for innovative,
cooperative approaches to addressing economic development issues.
Finally, Mr. Beezat has been very active in working with and developing programs that
benefit lower socio-economic segments of the population. He has been successful in
putting together the municipal, educational, and business resources in a municipality to
address the diverse needs of a low-income, immigrant population. As an individual, he
has organized and led a number of community-based groups which have worked to
resolve neighborhood problems and issues.
Mr. Beezat is a graduate of Loyola University, Chicago, Illinois and has a Master's
degree in Public Administration from Roosevelt University in Chicago. He is an adjunct
faculty member at Lewis University in the Chicago area where he teaches business
management courses. He has also been an adjunct faculty member at Marquette
University in Milwaukee. Mr. Beezat is a member of the International City/County
Management Association.
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Section 3: Firm Capabilities & Experience
Subsection a. - Firm's Experience Filling Executive Level Positions with Public Sector
Employers.
We have conducted over 800 executive recruitments throughout the United States and
have worked successfully with a wide variety of elected and appointed Officials in local
government. Our executive search clients have ranged geographically from St.
Petersburg, Florida to Vancouver, Washington; from Meriden, Connecticut to Tucson,
Arizona; from Fargo, North Dakota to Dallas, Texas
In addition to our extensive experience in recruitment of public management
professionals for local governments, our firm has been sought out to assist related public
interest associations in recruitment of top staff, including the Executive Directors for the
National League of Cities (NLC), National Association of Counties (NACo), National
Community Development Association (NCDA), International Institute of Municipal
Clerks (lIMe), International Association of Assessing Officers (IAAO), National
Association of Housing and Redevelopment Officials (NAHRO), American Public
Works Association (APW A), National Association of Regional Councils (NARC),
National Forum for Black Public Administrators (NFBP A), and the President of Public
Technology, Inc. (PTI).
Following this page is a listing of all ofthe searches that The PAR Group has conducted
over the 35 years that we have been in business.
THE PAR GROUP
Public Management
Consultants, LLC
CHICAGO
100 North Waukegan Road, Suite 211
Lake Bluff, Illinois 60044-1694
TEL 847/234-0005
FAX 847/234-8309
www.pargroupltd.com
Celebrating Over 30 Years Service
to a National Clientele
REPRESENTATIVE CLIENT LIST
THE PAR GROUP
EXECUTIVE SEARCH ASSIGNMENTS
Clients Personally Served by Principals of the Firm
Client
Population
Recruitment
Arizona
City of Bullhead City (2)
27,000
Director of Public Works
City Manager
City of Glendale
215,000
Deputy City Manager
League of Arizona Cities & Towns
Executive Director
City of Mesa
456,000
Deputy City Manager
City of Tucson (4)
515,000
Director of Human Resources
Director of Parks and Recreation
Library Director
Director, Rio Nuevo Project
City of Yuma (2)
77,500
City Administrator
Human Resources Manager
Arkansas
Bella Vista Village Property Owners' Association (2)
Director of Public Works
General Manager
City of Little Rock
170,000
City Manager
California
Contra Costa County
880,000
Executive Director, Housing Authority
City of San Jose (6)
918,800
City Manager
City Auditor
City Attorney
City Clerk
Director of Policy Analysis
Employee Services Director
Assisting in the Achievement of Excellence in the Public Service Since 1972
Client
Population
Recruitment
California, continued
City of Santa Ana (2)
225,000
City Manager
Assistant City Manager
Colorado
City of Arvada
89,000
City Manager
City of Aurora
194,000
City Manager
City of Boulder (2)
77,000
City Manager (2)
City of Colorado Springs
272,000
City Manager
Denver Regional Council of Governments
Executive Director
City of Englewood
30,000
Downtown Development Director
City of Fort Collins
100,000
City Manager
City of Greenwood Village
8,500
City Manager
City of Lafayette
19,500
City Administrator
City of Lakewood (5)
121,000
City Administrator (3)
Director of Public Safety
Director of Public Works
City of Littleton
42,500
City Manager
City of Thornton
55,000
Chief of Police
Town of Winter Park
650
Town Administrator
Connecticut
Town of Bloomfield
19,500
Town Manager
Capitol Region Council of Governments
Executive Director
Town of Enfield
45,000
Town Manager
City of Hartford (2) 138,400
City of Meriden 57,000
City of New Haven 123,000
Town of Newington 29,420
Town of Rocky Hill 17,000
Town of Vernon 30,000
City Manager
Director of Finance
City Manager
Chief Administrative Officer
Town Manager
Town Manager
Town Administrator
The PAR Group
Client List
page 2
Client
Connecticut. continued
Town of West Hartford
Population
Recruitment
60,000
City Manager
Town of Windsor
28,000
Town Manager
District of Columbia
Government of the District
of Columbia (4)
607,000
Deputy Chief Management Officer (3)
Director, Dept. of Consumer & Regulatory
Affairs
Metropolitan Washington Council of Governments (2)
Executive Director (2)
Florida
City of Coral Springs
98,743
City Manager
East Central Florida Regional Planning Commission
Executive Director
City of Gainesville (2) 83,000
Hillsborough County 834,000
City of New Port Richey 16,000
City of New Smyrna Beach 21,000
Pinellas County 921,500
Polk County 430,000
City of St. Petersburg 241,000
Sarasota County 327,000
City of Tallahassee (2) 150,600
Deputy City Manager - Administration
Deputy City Manager - Operations
County Administrator
City Manager
Chief of Police
County Administrator
County Administrator
City Manager
Executive Director, Public Works
Business Center
City Engineer
Director, TalTran
West Coast Regional Water Supply Authority
Clearwater
General Manager
Georgia
DeKalb County (4)
674,000 Director of Fire and Rescue
Director of Public Works
Director of Planning
Assistant Director of Public Works
The PAR Group
Client List page 3
Client Population
Illinois
Village of Bannockbum 1AOO
Village of Barrington (3) 10,000
Village of Bensenville (2) 21,000
Village of Berkeley 5,200
City of Bloomington 52,000
Village of Brookfield 19,000
Village of Burr Ridge 9,300
City of Carbondale 25,000
Village of Carol Stream (3) 40AOO
Village of Carpentersville 28,000
Village of Cary (2) 17,000
Recruitment
Village Manager
Village Manager
Chief of Police (2)
Assistant Village Manager
Chief of Police
Village Administrator
Chief of Police
Village Manager
Village Engineer
City Manager
Chief of Police (2)
Village Manager
Village Manager
Director of Public Works
Director of Finance & Administration
Central Lake County Joint Action Water Agency (4)
Executive Director (2)
Director of Operations
Director of Finance
Champaign County
168,392 County Administrator
City of Champaign (14)
60,357 City Manager
Assistant City Manager for
Community Relations
Assistant City Engineer (4)
Fire Chief
Chief of Police (2)
Director of Human Resources
Director of Neighborhood Services
Director, Housing Authority
Director of Public Works (2)
Village of Clarendon Hills
7,600 Chief of Police
Director of Finance
Village of Coal Valley
3,800 Village Administrator
City of Country Club Hills (3)
15,000 City Manager
Director of Planning, Zoning,
Development & Building
Director of Finance & Administration
City of Countryside (2)
6,700 City Administrator (2)
The PAR Group
Client List page 4
Client
Illinois. continued
City of Crest Hill
Population
Recruitment
18,000
City Administrator
City of Crystal Lake (4)
33,000
Chief of Police (2)
Fire Chief (2)
Cunningham Children's Home
Executive Director
City of Decatur
85,000
City Manager
Village of Deerfield
18,400
Village Manager
Village of Downers Grove (2)
42,000
Fire Chief
Village Manager
DuPage County
727,000
Deputy Executive Director,
Forest Preserve District of DuPage County
DuPage Mayors and Managers Conference
Executive Director
DuPage Public Safety Communications Agency (2)
Executive Director (2)
DuPage Water Commission (2)
General Manager
Financial Administrator
Village of East Hazel Crest
1,300
Chief of Police
City of Effingham
12,000
Fire Chief
City of Elgin (9)
85,000
City Manager (2)
Chief of Police (3)
Director of Codes Administration and
Community Preservation
Director of Public Works
Director of Parks, Recreation, and
Leisure Services
Parks Superintendent
City of Elmhurst
43,000
Chief of Police
Elmhurst Park District
Executive Director
City of Evanston (4)
72,000
City Manager
Fire Chief (2)
Chief of Police
City of Fairview Heights
15,000
City Administrator
City of Flora
5,000
City Administrator
Village of Flossmoor (4)
8,000
Village Manager (3)
Director of Public Works
Foundation for Human Ecology
Park Ridge
President / CEO
The PAR Group
Client List
page 5
Client
Population
Recruitment
Illinois, continued
Fox Valley Park District
180,000
Executive Director
Glenbard Wastewater Authority
26,000
Utilities Manager
Village of Glencoe (4)
8,800
Village Manager (2)
Director of Public Safety
Director of Public Works
Village of Glendale Heights (2)
26,000
Village Administrator
Finance Director
Village of Glenview (2)
44,000
Village Manager
Police / Fire T elecommunicatons Director
Village of Grayslake (4)
7,300
Chief of Police (2)
Director of Finance
Village Engineer
City of Greenville
6,000
City Manager
Village of Gurnee (6)
40,000
Chief of Police (2)
Deputy Fire Chief (2)
Director of Public Works (2)
Village of Hawthorn Woods
8,500
Director of Public Works
Village of Hazel Crest (2)
14,000
Village Manager
Director of Public Works
Health Care Associates, Park Ridge
Group Practice Manager
HeatherRidge Property Owners Association
General Manager
City of Highland Park (11)
31,000
City Manager (2)
Chief of Police
Director of Finance
Director of Community Development (3)
Director of Public Works (3)
Building Commissioner
Village of Hinsdale
16,000
Director of Public Services
Village of Hoffman Estates (3)
41,000
Village Manager
Fire Chief
Director of Public Works
Homewood-Flossmoor Park District
Executive Director
Village of Homewood (2)
19,000 Village Manager
Director of Public Works
Huntley Fire Protection District
30,000 Fire Chief
The PAR Group
Client List page 6
Client
Population
Recruitment
Illinois, continued
Jo Daviess County
22,300
County Administrator
City of Joliet (3)
76,000
City Manager
Fire Chief
City Engineer jDirector of Public Works
J.U.L.I.E. Ooint Utilities Locating Information for Excavators)
General Manager
Village of LaGrange Park (2)
13,000
Village Manager (2)
Village of Lake Barrington
4,800
Village Administrator
Village of Lake Bluff (3)
4,000
Village Administrator (3)
Lake Carroll Property Owners Association
General Manager
Lake County (12)
516,000
Director of Planning and Development
Director of Human Resources
Interim Building Official
Director, Lake County Stormwater
Management Commission
Executive Director, Lake County
Forest Preserve District
Director of Finance and Administration,
Lake County Forest Preserve District
Executive Director, Solid Waste Agency
of Lake County (2)
Principal, Permit, and Watershed
Engineers, Lake County Stormwater
Management Commission
Watershed Planner, Lake County
Stormwater Management Commission
Lake County Municipal League
Executive Director
City of Lake Forest (7)
18,000 City Manager
Superintendent of Public Works
Chief of Police
Director of Finance
Director of Senior Services
Director of Parks and Recreation
Fire Chief
Village of Lake Zurich (2)
15,000 Village Administrator
Director of Public Works
Village of Libertyville
16,500 Village Administrator
Village of Lincolnshire (2)
4,000 Village Manager
Village Engineer / Director of Public Works
Village of Lincolnwood (2)
12,300 Village Administrator
Chief of Police
The PAR Group
Client List page 7
Client
Illinois, continued
Village of Lisle (2)
Population
Recruitment
19,529
Village Manager
Chief of Police
Village of Lombard
42,300
Chief of Police
Village of Long Grove
6,700
Village Manager
Lutheran General Health Care System, Park Ridge (2)
Corporate Attorney (2)
City of Macomb
18,500
City Administrator
Village of Matteson (6)
11,400
Village Administrator (2)
Chief of Police (3)
Director of Community Development
Village of Maywood (4)
27,000
Village Manager
Police Commander (3)
METCAD (Metropolitan Computer-Aided
Dispatch), Champaign-Urbana
Director
City of Moline (7)
45,000
City Administrator (4)
Chief of Police
Fire Chief
Library Director
Village of Montgomery 5,000
Village of Morton Grove (2) 22,500
Village of Mundelein 30,900
City of Naperville (3) 31,000
Naperville Park District 100,000
City of North Chicago 16,200
Village of Northbrook (2) 34,000
Director of Public Works
Director of Community Development
Director of Finance
Village Engineer
Village Administrator
City Manager (2)
Director of Community Development
Executive Director
City Administrator
Village Engineer
Assistant Village Manager
Northeastern Illinois Planning Commission
Executive Director
Northeastern Illinois Public Safety Training Academy
Executive Director
Northern Illinois Police Crime Laboratory
Executive Director
Village of Northfield
4,950 Village Manager
The PAR Group
Client List page 8
Client
Population
Recruitment
Illinois, continued
Northwest Municipal Dispatch Center (911)
Arlington Heights
Executive Director
Village of Oak Lawn
56,000
Fire Chief
Village of Oak Park (5)
55,000
Village Manager (3)
Chief of Police
Mall Administrator
Park District of Oak Park
Executive Director
Village of Orland Park
26,000
Chief of Police
Village of Oswego (3)
15,000
Village Administrator (2)
Director of Finance
Village of Palatine
32,000
Village Manager
Village of Park Forest
26,000
Chief of Police
City of Park Ridge (6)
37,000
City Manager (2)
Director of Public Safety (2)
Director of Community Preservation (2)
Parkside Human Services Corp., Park Ridge (3)
President / CEO
Director of Older Adult Services
Group Practice Manager
City of Peoria (3) 113,000
Village of Plainfield (2) 7,700
City of Princeton 7,000
City of Prospect Heights (2) 13,000
Village of Richton Park 13,800
Village of Riverside (5) 8,800
City Manager (2)
Fire Chief
Village Administrator (2)
City Manager
City Administrator
Chief of Police
Village Manager
Village Manager
Director of Finance (3)
Director of Public Works
City of Rochelle
9,500 City Manager
City of Rock Island
41,000 City Manager
City of Rolling Meadows (7)
22,000 City Manager (2)
Chief of Police (2)
Finance Director
Fire Chief
Director of Public Works
The PAR Group
Client List page 9
Client
Illinois, continued
Village of Romeoville
Population
Recruitment
14,000
Director of Finance
Village of Roselle
23,000
Fire Chief
Village of Round Lake Beach
26,000
Chief of Police
City of Salem (3)
8,000
City Manager
Chief of Police
Director of Economic Development
Village of Schaumburg
57,000
Village Manager
Village of Schiller Park
11,200
Village Manager / Comptroller
Skokie Park District
59,000
Executive Director
South Chicago Community Hospital
Director of Marketing
Village of South Elgin (2)
6,000
Village Administrator (2)
South Suburban Mayors and Managers Association (2)
Executive Director (2)
Southeast Emergency Communication (SEECOM)
Executive Director
City of St. Charles (3)
30,000
City Administrator
Chief of Police
Economic Development Director
City of Sterling (4)
15,000
City Manager (4)
Village of Streamwood (3)
29,495
Village Manager (2)
Fire Chief
Village of Sugar Grove
4,000
Village Administrator
Township Officials of Illinois
Executive Director
Uhlich Children's Home, Chicago
Executive Director
Union League Club of Chicago
Director of Membership Services
University of Illinois at Chicago
International Management and Justice
Development Programs
Municipal Internship Placements for Senior
Chinese Officials of Shanghai People's
Government
Village of University Park (2)
6,000 Village Manager (2)
City of Urbana
36,000 Grants Manager
Village of Vernon Hills (4)
11,000 Village Coordinator
Building Commissioner
Village Manager
Chief of Police
The PAR Group
Client List page 10
Client Population Recruitment
Illinois, continued
Village of Villa Park 22,300 Village Manager
City of Warrenville 13,000 Director of Finance
City of Washington 11,000 City Administrator
City of Waukegan (5) 70,000 City Engineer (2)
Civil Engineer
Assistant City Engineer
Water Superintendent
City of West Chicago 25,700 Chief of Police
Village of West Dundee (5) 3,000 Director of Public Works (3)
Chief of Police
Director of Community Development
Village of Western Springs 12,600 Village Manager
Village of Westmont (3) 24,500 Public Works Superintendent
Chief of Police (2)
City of Wheaton 55,750 Fire Chief
Wheaton Park District Chief Financial Officer
Village of Wheeling (2) 34,500 Village Manager (2)
Village of Willow Springs 5,000 Chief of Police
Village of Willowbrook (2) 6,000 Chief of Police (2)
Village of Wilmette 28,000 Village Manager
Village of Winfield (2) 7,000 Village Manager
Chief of Police
Village of Winnetka (4) 12,000 Village Manager
Director of Electric Utilities (2)
Fire Chief
City of Wood Dale (4) 11,000 City Manager (2)
Assistant City Manager
Fire Chief
City of Wood River 11,500 City Manager
Village of Wood ridge (3) 24,000 Village Administrator
Chief of Police
Director of Public Works
City of Woodstock (2) 12,000 City Manager
Director of Public Works
Zion Park District 20,000 Director of Ranger Police
The PAR Group Client List page 11
Client
Indiana
Town of Fishers (2)
Population
Recruitment
52,400
Town Manager
Wastewater Superintendent
Town of Highland
23,500
Town Manager
Northwestern Indiana Regional Planning Commission
Executive Director
Iowa
City of Ames (2) 45,000 Ci ty Manager
Director of Finance
City of Ankeny (2) 16,000 City Manager
Fire Administrator
City of Clinton (2) 30,000 City Administrator (2)
City of Council Bluffs (4) 56,900 City Manager
Director of Public Safety
Director of Parks and Recreation
Coordinator, Community Development
and Planning
City of Des Moines (3) 200,000 Fire Chief
A viation Director
Chief Information Officer
City of Iowa City (5) 56,000 City Manager
Director of Public Works
City Engineer
Director of Finance
Code Enforcement Official
City of Mason City 29,000 City Administrator
City of Muscatine 24,000 City Engineer
City of Newton 16,000 City Administrator
City of Sioux City (2) 81,000 City Manager
Director of Convention and Visitors' Bureau
City of Urbandale (2) 23,500 City Administrator
Director of Engineering/Public Works
City of Waukee 9,500 City Administrator
City of West Des Moines (2) 31,650 Director of Community Development
Director of Public Works
The PAR Group
Client List
page 12
Client
Kansas
City of Emporia
Population
Recruitment
27,000
City Manager
City of Lawrence
80,100
Assistant City Manager
Director, City / County Planning &
Development Services
City of Leawood 30,000
City of Lenexa 45,000
City of Manhattan (2) 42,000
City of Merriam 13,000
City of Mission Hills 4,000
City of Olathe (2) 46,000
City of Overland Park 144,000
Sedgwick County (4) 346,000
City Administrator
City Engineer
City Manager (2)
City Administrator
City Administrator
Director of Community Development
Strategic Financial Management Director
City Manager
Director of Mental Health
Fire Chief
Director of Human Resources
Coliseum Director
State of Kansas
President, Kansas, Inc.
City of Wichita - Sedgwick County (2) 346,000
Director of Planning (2)
City of Wichita (3) 346,000
City Manager
Assistant Director of Water and Sewer
Director of Human Resources
City of Winfield (2) 12,000
City Manager (2)
Kentucky
City of Covington 43,000
Chief of Police
City of Paducah (3) 27,300
Chief of Police
Director of Public Works
Director of Human Resources
Paducah-McCracken Co. E-911
Director
Louisiana
City of Shreveport (5)
219,000 Director of Airports
Chief of Police
Director of Public Works
Fire Chief
Personnel Director
The PAR Group
Client List page 13
Client Population Recruitment
Maine
City of Bangor (2) 32,000 City Manager
Airport Manager
Kennebeck Water District Superintendent/Water Treatment
City of Waterville 16,000 City Administrator
Maryland
Columbia Association 85,000 Executive Director / CEO
Maryland-National Capitol Park & Director of Planning
Planning Commission
Montgomery County 810,000 Fire Administrator
Montgomery County Planning 810,000 Director of Park and Planning
Board
Montgomery County Housing 810,000 Executive Director
Opportunities Commission
Prince George's County (3) 844,200 Chief Administrative Officer
Assistant Director of Parks & Recreation
Deputy Director, Facility Operations
City of Rockville 47,000 City Manager
Massachusetts
Town of Arlington 44,600 Town Manager
Town of Ashburnham 4,000 Town Administrator (CAO)
City of Chelsea 28,700 City Manager
Town of Plymouth 48,000 Town Manager
City of Worcester 159,000 City Manager
Michigan
City of Adrian 22,000 Director of Utilities
City of Ann Arbor (3) 107,000 Chief of Police
Director of Human Resources
Director of Utilities
City of Auburn Hills 18,500 City Manager
The PAR Group
Client List
page 14
Client
Michigan, continued
City of Benton Harbor (2)
Population
Recruitment
12,800
City of Brighton (4)
6,000
Central Dispatch Authority of Lower Michigan
Downtown Kalamazoo, Inc.
City of East Lansing (5)
46,000
City of Ferndale 25,000
City of Grand Haven (3) 11,000
City of Grand Rapids 183,000
Grand Traverse County 75,000
City of Kalamazoo (5) 80,000
City of Marquette 22,000
City of Marshall 7,000
Meridian Charter Township 30,160
City of Midland (2) 41, 700
City of Mount Clemens 17,300
City of Muskegon (2) 39,000
Muskegon County 170,200
City of Niles (2) 12,000
City of Northville 6,000
City of Novi (3) 48,600
City Manager (2)
City Manager (2)
Community Development Director
Utilities Director
Executive Director
Executive Director / CEO
City Manager (2)
Assistant City Manager
Director of Public Works
Fire Chief
City Manager
City Manager (2)
Deputy Chief of Police
Director of Personnel
County Administrator
City Clerk
Internal Auditor
Chief of Public Safety
Labor Relations Specialist
Community Development Director
City Manager
City Manager
Township Superintendent
Fire Chief
Director of Human Resources
City Manager
City Manager
Executive Director, 911 Communication Center
County Administrator
City Administrator (2)
City Manager
Director of Public Works
Planning Director
Director of Parks, Recreation and Forestry
The PAR Group
page 15
Client List
Client Population Recruitment
Michigan, continued
Oakland County 1,000,000 Director of Solid Waste Management
Ottawa County 246,000 County Administrator
City of Owosso 15,000 City Manager
City of Petoskey 6,000 City Planner
Plymouth Township 26,000 Chief of Police
City of Port Huron 34,000 City Manager
City of Riverview 14,000 Director of Solid Waste
City of Saginaw (4) 78,000 City Manager (3)
Director of Economic Development
City of Southfield (3) 78,000 City Administrator (2)
Assistant City Administrator
City of Sterling Heights (2) 109,000 City Manager
Chief of Police
City of Sturgis 10,000 Chief of Police
City of Troy (2) 80,000 City Manager
City Engineer
Washtenaw County (3) 280,000 County Administrator
Health Officer
Director of Community Mental Health
City of Wyoming 68,300 City Manager
Minnesota
City of Brooklyn Center 29,000 City Manager
City of Brooklyn Park 45,000 City Manager
City of Burnsville 36,000 City Manager
City of Coon Rapids (5) 62,000 City Manager (4)
Fire Chief
City of Fridley 30,000 City Manager
City of Hibbing 18,000 City Administrator
City of Hopkins 14,000 City Manager
City of Mankato 32,000 Community Development Director
City of Minnetonka (2) 39,000 City Manager
Chief of Police
The PAR Group Client List page 16
Client Population Recruitment
Minnesota, continued
City of Moorhead (3) 29,000 City Manager (2)
Chief of Police
City of Oak Park Heights 3,800 City Administrator
Ramsey County 486,000 Director of Personnel
City of Richfield 36,000 City Manager
Three Rivers Park District 750,000 Park Superintendent
City of West St. Paul 19,500 City Administrator
Mississippi
City of Jackson 208,810 Chief of Police
Missouri
City of Columbia 91,000 City Manager
City of Ferguson (3) 24,000 City Manager (3)
City of Independence 112,000 City Manager
City of Joplin 41,000 Fire Chief Assessment Center
City of Kansas City (13) 442,000 City Manager
Fire Chief
Assistant City Manager (2)
Director of Personnel
Environmental Services Manager
Budget and Systems Officer
Director of Codes Administration
City Attorney
Director of Convention and Entertainment
Centers
Director of Aviation
Director of Public Works
Director of Finance
City of Lee's Summit (3) 80,000 City Administrator (2)
Assistant Director of Public Works
City of Liberty 29,000 City Administrator
State of Missouri Executive Director, MOSERS (Missouri State
Employee Retirement System)
City of Webster Groves 23,000 City Manager
City of Wildwood 32,900 City Administrator
The PAR Group
Client List
page 17
Client
Montana
City of Billings
Population
Recruitment
69,000
City Manager
Nebraska
City of Grand Island
39,000
City Administrator
City of Hastings
23,000
City Administrator
Nevada
City of Boulder City (2)
13,600
City Manager (2)
New Jersev
Town of Plainsboro (2)
14,000
Town Administrator
Community Development Director
New Mexico
City of Albuquerque (5)
366,000
Assistant City Engineer - Hydrologist
Design Engineer - Municipal Development
Department (3)
Design Engineer - Water Resources Department
Mesilla Valley Regional Dispatch Authority,
Las Cruces
Director
New York
City of Auburn
32,000 City Manager
City of New Rochelle
67,000 City Manager
North Carolina
City of Fayetteville
121,000 Chief of Police
Mecklenburg County (5)
650,000 County Manager (2)
Deputy County Manager (2)
Director of Social Services
Mecklenburg County - City of
Charlotte Planning Commission
650,000 Executive Director
Town of Southern Pines
11,300 Town Manager
North Dakota
City of Fargo (2)
84,000 Library Director
Human Resources Director
The PAR Group
Client List page 18
Client
Ohio
Akron Regional Development Board
Population
Recruitment
President
City of Cincinnati
309,000
City Manager
Director, Cincinnati Recreation Commission
Cleveland Society for the Blind
Executive Director
City of Dayton (10)
182,000
City Manager (3)
Deputy City Manager
Director of Fire and Chief
Director of Aviation
Assistant City Manager
Director of Parks and Recreation
Director of Economic Development
Director of Management and Budget
City of Delaware 19,000
City of Dublin (2) 31,400
City of East Cleveland 36,000
City of Huber Heights 42,000
City of Kent 27,000
City of Kettering 57,00
City Manager
City Manager
Director of Land Use & Long Range Planning
Director of Finance
City Manager
Director of Finance
Fire Chief
Miami Valley Regional Planning Commission
Executive Director
Miami Valley Regional Transit Authority (2)
Chief Engineer
Chief Financial Officer
City of Oakwood 9,200
City of Oberlin 8,000
City of Shaker Heights (2) 31,000
City of Springboro 12,600
Sylvania Township (2) 26,000
City of Trotwood 30,000
City of Troy 23,000
City of Vandalia 14,000
City of Worthington 18,000
Public Safety Director
Public Utility Director
Recreation Director
Fire Chief
Chief of Police
Township Administrator
Chief of Police
Director of Finance
Director of Public Service and Safety
City Manager
City Manager
The PAR Group
Client List
page19
Client
Oklahoma
City of Bartlesville (5)
Population
Recruitment
35,000
City Manager (4)
Director of Finance
City of Enid
52,000
City Manager
Oregon
City of Beaverton
33,000
City Manager
City of Bend
50,600
City Manager
Columbia Regional Council of Governments
(now Metropolitan Service District, Portland)
Executive Director
City of Eugene (2)
101,000
City Manager
Chief of Police
Pennsylvania
Delaware Valley Regional Planning Commission
Executive Director
Township of Derry
18,400
Township Manager
Township of Lower Merion
58,000
Director of Finance
York County
380,000
Executive Director Human Services
Rhode Island
City of Newport
28,200
City Manager
Town of North Kingstown
26,000
Town Manager
Providence Convention Center
Convention Center Executive Director / CEO
South Carolina
Charleston County
286,000
County Administrator
City of Columbia
93,000
City Manager
City of Myrtle Beach
27,000
City Manager
South Dakota
City of Yankton (2)
14,000
City Manager (2)
Tennessee
City of Lakeland
6,800
City Manager
Metropolitan Development and Housing Agency
Nashville
Deputy Executive Director
The PAR Group
Client List
page 20
Client
Population
Recruitment
Texas
City of Abilene (2)
108,000
Director of Public Works
Fire Chief
City of Arlington
213,000
City Manager
City of Austin (6)
674,700
City Manager
Assistant City Manager
Deputy Chief Financial Officer
Budget Officer
Fire Chief
Director of Neighborhood Planning &
Development
City of College Station
68,000
Director of Development Services
City of Colleyville
19,600
City Manager
City of Dallas (9)
1,200,000
City Manager
Assistant City Manager
Director of Planning
Fire Chief
Director of Housing
Director of Development Services
Director of Water Utilities
Director of Convention & Event Services
Director of Human Resources
Dallas Area Rapid Transit (DART) (2)
Executive Director
Director of Finance
Dallas Housing Authority
974,000 Executive Director
City of Denton
48,000 City Manager
City of DeSoto
36,500 City Manager
City of EI Paso
600,000 Director of Parks and Recreation
City of Fort Worth (7)
600,000 City Manager (3)
Assistant City Manager
Director of Human Resources
Director of Finance
Executive Director, Human Relations
Commission
City of Frisco
50,000 Director of Development Services
City of Garland (2)
160,000 City Manager
Chief of Police
City of Grapevine
28,000 City Manager
City of Haltom City
32,000 City Manager
The PAR Group
Client List page 21
Client Population
Texas, continued
City of Hurst 34,000
City of Longview 75,600
City of Lubbock 178,000
City of Orange 24,000
City of San Antonio (2) 1,200,000
Recruitment
Chief of Police
City Manager
Assistant City Manager
City Manager
Assistant Director of Convention Facilities
Library Director
San Antonio Water System
Chief Information Officer
Southeast Texas Housing Finance Corporation
Pasadena
Executive Director
City of Wichita Falls (5)
98,000 City Manager
Director of Parks and Recreation
Director of Public Works
Fire Chief
Chief of Police
Virginia
City of Alexandria (2)
107,000 City Manager
Director of Personnel
Arlington County (21)
180,000 Director of Public Works
Director of Environmental Services (3)
Corrections Administrator
Deputy Director of Public Works (2)
Special Assistant to the County Manager for
EEO and Human Rights
Director of Parks, Recreation, and Community
Resources (2)
Director of Planning
Director of Housing Programs
Solid Waste Division Chief (2)
Director of Mental Health
Traffic Engineering Division Chief
Fire Chief
Director, Community Planning, Housing,
and Development
Director of Libraries
Chief of Police
Director of Human Resources
City of Charlottesville (3)
40,000 Chief of Police
Assistant City Manager
Assistant City Manager / Director of Parks
and Recreation
City of Chesapeake
204,000 City Manager
City of Falls Church
9,700 City Manager
The PAR Group
Client List page22
Client Population
Virginia. continued
City of Hopewell 22,000
City of Lynchburg 66,000
City of Manassas (2) 34,500
City of Petersburg (2) 38,000
Prince William County 256,000
Recruitment
City Manager
Director of Human Resources
City Manager
Energy Services Superintendent
Chief of Police
City Manager
County Executive
Metropolitan Richmond Convention, Visitors'
and Tourism Bureau
Executive Director / CEO
City of Richmond (2)
219,000
City Manager
Director of Planning
Richmond Renaissance, Inc.
Executive Director / CEO
City of Staunton (2)
24,500 City Manager (2)
City of Virginia Beach
439,000 Chief of Finance and Technology
City of Waynesboro
19,500 City Manager
Washington
City of Vancouver (2)
44,000 City Manager (2)
Wisconsin
City of Appleton
70,000 Director of Finance
City of Beloit (7)
36,000 City Manager (2)
Director of Finance and Administration
Director of Water Resources
Public Health Resource Manager
Director, Housing Authority
Transit Director
City of Brookfield (3)
35,000 Fire Chief
Library Director
Chief of Police
Brown County (2)
226,800 Director of Administration
Information Services Director
Village of Chenequa
600 Chief of Police/Village Administrator
Douglas County
43,000 Administrative Coordinator
Dunn County
39,000 Administrative Coordinator
City of Eau Claire (2)
53,000 City Manager (2)
The PAR Group
Client List page 23
Client Population
Wisconsin. continued
Eau Claire County 87,700
Recruitment
County Administrator
City of Fond du Lac (2) 35,000
City Manager (2)
Village of Greendale 16,000
Village Manager
Housing Authority of Racine County 188,800
Executive Director
City of Janesville (3) 51,000
Director of Planning
Engineering Director
Director of Public Works
City of Kenosha 92,000
Fire Chief
City of Madison (2) 170,000
City Assessor
Director of Public Works/Data Processing
Manager
Marinette County 43,400
County Administrator
City of Mequon (4) 22,000
City Manager
Information Services Director
Director of Human Resources
Fire Chief
Town of Mt. Pleasant 20,000
Town Administrator
North Shore Fire District
Fire Chief
North Shore Water Commission
Manager
Ozaukee County
80,000
Administrative Coordinator
City of Racine (3)
85,000
City Administrator
City Development Director
Director of Human Resources
Sauk County 51,000
Village of Shorewood 14,000
City of South Milwaukee 21,000
City of Sturgeon Bay 9,400
City of Superior 29,500
Washington County 108,600
City of Waukesha 57,000
City of Wauwatosa (4) 51,000
Administrative Coordinator
Chief of Police
City Manager
Director of Public Works
Chief of Police
Administrative Coordinator
Fire Chief
City Administrator
Fire Chief (2)
Chief of Police
The PAR Group
Client List
page 24
Client
Population
Recruitment
Wisconsin, continued
Village of Whitefish Bay (2)
14,000
Village Manager
Village Engineer /Director of Public Works
Wisconsin State Fair Park
Agriculture Center Director
Wyoming
City of Green River
13,000
City Administrator
I nternational/Nationa I
American Public Works Association (APW A) (2)
Kansas City, Missouri
Executive Director (2)
The Appraisal Institute
Chicago, Illinois
Executive Vice President
Commonwealth Utilities Corporation (2)
Saipan, Marianas Islands
Comptroller
Data Systems Administrator
Government Finance Officers Association (GFOA)
Chicago, Illinois
International Association of Assessing Officers (IAAO)
Chicago, Illinois
Director of Research
Executive Director
International Institute of Municipal Clerks (IIMC)
Pasadena, California
Executive Director
Kosrae Utilities Authority
Kosrae, Micronesia
General Manager
National Association of Counties (NACo)
Washington, D.C.
Executive Director
National Association of Housing and
Redevelopment Officials (NAHRO)
Washington, D.C.
Executive Director
National Association of Regional Councils (NARC)
Washington, D.C.
Executive Director
National Community Development Association (NCDA)
Washington, D.C.
Executive Director
National Forum for Black Public Administrators (NFBP A)
Washington, D.C.
Executive Director
National League of Cities (NLC)
Washington, D.C.
Executive Director
Public Technology, Inc. (PT!) (2)
Washington, D. C.
President
Executive Director
Republic of the Marshall Islands,
Majuro Atoll Local Government
Ci ty Manager
The PAR Group
Client List
page 25
Subsection b. - Listing of the past seven years of City Manager Recruitments including
identification (those with an asterisk) of those conducted by the lead consultant, Robert
Beezat. We have listed city, village, and town managers. Titles vary from state to state
and community to community within states.
CITY, VILLAGE, AND TOWN MANAGER AND ADMINISTRATOR
RECRUITMENTS CONDUCTED BY THE PAR GROUP
2000
Villa Park, IL
Mason City, IA
Merriam,KS
Mission Hills, KS
Port Huron, MI
Hopewell, V A
Staunton, V A
2001
Brookfield, IL
Lisle, IL
Sugar Grove, IL
Wilmette, IL
*Clinton, IA
Webster Groves, MO
Bend, OR
Lakeland, TN
Colleyville, TX
Haltom City, TX
2002
Carol Stream, lL
Lincolnwood, IL
Long Grove, IL
*Macomb, IL
Princeton, IL
*Washington, IL
Wheeling, IL
Kansas City, MO
*Wildwood, MO
Dublin, OH
Chesapeake, V A
Beloit, WI
2003
Peoria, IL
Grand Haven, MI
Lee's Summit, MO
*Racine, WI
2004
*Yuma, AZ
*New Port Richey, FL
Flossmoor, IL
*Glenview,IL
Lake Barrington, IL
Matteson, IL
Moline, IL
Fishers, IN
Mt. Clemens, MI
Southfield, MI
Southern Pines, NC
Beloit, Wisconsin
Fond du Lac, WI
2005
Fairview Heights, IL
*Flora, IL
LaGrange Park, IL
*Mundelein, IL
*Oswego, IL
*Plainfield, IL
*Rochelle, IL
*Salem, IL
St. Charles, IL
Highland, IN
Marshall, MI
Northville, MI
Columbia, MO
Liberty, MO
2006
*Enfield, CT
Berkeley, IL
Crest Hill, IL
Deerfield,IL
*Richton Park, IL
Clinton, IA
*Newton,IA
*Waukee, IA
Saginaw, MI
Brooklyn Center, MN
Sylvania Township, OH
Bartlesville, OK
North Kingstown, RI
Longview, TX
2007
Fairview Heights, IL
Lake Bluff, IL
Lake Zurich, IL
*Lockport,IL
Oak Brook, IL
*Oak Lawn, IL
*Princeton,IL
Republic, MO
Lake Lure, NC
*Racine, WI
Waukesha, WI
Subsection c. - Firms Experience Utilizing a Participatory Process Involving the
Community.
Our firm and Robert Beezat as the lead consultant have worked with a broad range of
citizen involvement in search processes.
Most city manager searches that we have conducted have had a fairly limited role for the
community.
The most common approach that city's use is to invite 10 to 15 people from the business
community, other governmental bodies (schools, park districts, libraries, etc.) and
occasionally neighborhood groups. The role of the community is limited to giving their
input into developing the Recruitment Profile for the city manager position.
In a few communities, the input is much broader. One approach that a community we
worked with recently had the following roles and participation from the community.
The first aspect of participation was to involve the community in the development of the
Recruitment Profile. The Village elected officials and staff identified approximately 45
community leaders representing a broad range of groups (e.g., neighborhood associations,
school officials, members of Village Boards and Commissions, business representatives,
other governmental representatives including a state representative for the area, etc.).
These individuals received letters from the Village inviting them to meet with our
Consultant, Robert Beezat in groups of 10 to 15 for about one and a half hours. In
addition, the Village advertised in the newspaper, on their website, and on the electronic
sign in front of Village Hall that their would be two open meetings where anyone in the
Village could come and meet with the Consultant to express their opinions regarding the
background and experience they think would be important for their new Village Manager
to possess. Input was also sought from all of those who attended one group session or
another relative to what they saw as the issues, challenges, and opportunities facing the
Village.
The second phase of participation was to involve the community in the selection process.
The Village invited all of the community members who participated in developing the
Recruitment Profile to attend a "Meet and Greet" session with the three finalist
candidates. The "Meet and Greet" was held on a Saturday afternoon. The Village
provided cookies and refreshments. Each candidate made a brief, three minute
presentation to those in attendance. The candidates then mingled with the crowd for
approximately an hour. The Village provided a comment sheet that citizens could fill out
regarding any or all of the candidates. The Village Board then reviewed those comments
before narrowing the group down to the candidate to whom they wished to make an offer.
Sometimes communities have had interview panels made up of citizens. Those panels
would usually conduct parallel interviews while the City Council was conducting their
own series of interviews. The citizens groups would then make a presentation to the City
Council regarding their impressions of the candidates before the City Council made their
decision to select a finalist.
We always work with a community to develop a citizen participation process as broadly
as fits the community. We would be happy to do so for the City of Iowa City.
Subsection d. - Description of Three City Manager Searches the Firm has conducted
including timetables and outcomes.
Three recent searches that were completed by Robert Beezat followed our standard
process as set forth below. The three searches that are used as examples are Enfield, CT;
Oak Lawn, IL; and Richton Park, IL.
The searches in Enfield and Richton Park had broader citizen input than in Oak Lawn.
But in each of the searches, the following steps were followed.
I. Interview the Members of the City Council, Department Heads, and key Staff, all
toward achieving clarity and consensus concerning the specific nature of duties,
responsibilities and expectations of the City Manager position. Interview data will be
used to prepare a Recruitment Profile for approval by the City Council (Sample
Recruitment Profile is enclosed in Section 5: Other Information).
During our on-site interview activities we devote significant effort to become
knowledgeable and familiar with the municipal organization, community institutions
and leadership, gain a sense of the city as a place to live and work, understand
intergovernmental activities/ relationships, take note of cultural and socioeconomic
diversity, and other efforts, all to clearly understand and be able to straightforwardly
present prospective Candidates (and their families) with information having an
important bearing on their decision to consider the City Manager position
If desired, we shall be pleased to conduct focus group sessions, comprised of
community leadership and citizenry, in an expanded effort to determine input and
feedback from such persons for inclusion in the draft Profile prepared for City
Council review, amendment, and ultimate approval; this service/assistance would be
provided for an additional fee.
2. Conduct an intensive independent professional search and recruitment effort,
utilizing an extensive local, regional and national contact network, seeking out
qualified Candidates who may not otherwise have an interest in your recruitment.
3. Place announcements in appropriate professional publications and on the internet to
provide maximum exposure of the position's career opportunity and to ensure an
open recruitment process.
4. Process all applications received from recruitment and announcement efforts,
including timely acknowledgments of receipt of application and status of recruitment
information to all Applicants, on behalf of the City.
5. Screen all applications received, matching all Applicants' credentials with the
specific criteria qualifications stated in the Recruitment Profile.
6. Interview prospective Final Candidates and make background inquiries and reference
checks with current employer and, where appropriate, most recent prior employer,
and verify claimed educational achievement.
7. Present a written report to the City Council on applications received for the position,
including resumes and background information on those individuals considered to be
most qualified and best suited for the position, recommending approximately 8 - 10
such persons for personal interview consideration.
8. Facilitate the selection of Candidates to be invited for personal interview and
appointment consideration; we recommend that no fewer than five Candidates be
interviewed.
9. Arrange for additional background inquiries of Candidates selected for interview, to
include criminal court, credit, and motor vehicle records checks and print media
searches, as desired.
10. Prepare interview questions and procedure for use by the City Council, developing a
process which will ensure that the same questions are asked of each Candidate and
that each interview is thoroughly and consistently evaluated.
11. Coordinate arrangements for Candidates' travel to Iowa City for interviews, be
present during interview sessions to facilitate effective discussion and deliberation
toward the City's selection of a Final Candidate, and also assist in employment
negotiation between the Final Candidate and City Officials, as desired.
12. Notify all Applicants of the final appointment action by the City Council, including
professional background information on the successful Candidate.
Timing
Generally, the search process from beginning to end can be accomplished
within 90 days (See Section 6 for anticipated schedule). We are prepared to
undertake your assignment in a timely manner (usually 7 to 10 days of notice to
proceed). The Recruitment Profile will be submitted for review and approval
within seven days following our on-site interviews of City Officials, Staff and
members of the community. We would be in a position to recommend Candidates
to the City Council for personal interview consideration within 60 days following
approval of the Recruitment Profile. Personal interview of Candidates could be
conducted approximately ten days to two weeks following the City Council's
selection of Candidates for interview. Overall, the recruitment process-from the
beginning to the date of appointment of a Candidate-should take no more than
90 days.
In reality, most searches end up taking a little more time. The Enfield search
ran very much on schedule. It began in February of 2006, Interviews were held
toward the end of April, and an appointment was made in early May of 2006.
The Richton Park took a little longer, mainly because of the Christmas/New
Year's holiday and the desire for broad participation of citizens. The search began
in December of 2006. Because of the holidays and citizen input, the Recruitment
Profile was not completed until late January of 2007. From then on the process
moved according to schedule. Interviews were held in late March and the
citizen's "Meet and Greet was held in early April. An appointment was made in
early May.
The Oak Lawn search followed the schedule closely for the first three months.
The search began in mid-February of 2007. Interviews were held in late-May.
The search process then got extended because the Village and selected candidate
were not able to negotiate an employment agreement satisfactory to both sides.
We then brought in some additional candidates and interviews were held in June.
An agreement was negotiated with the finalist candidate and the appointment was
made in late-July.
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SECTION 4: REFERENCES
The City of Iowa City should feel free to contact any of our clients. Weare proud of the
quality of our work and our commitment to finishing every search we undertake to the
satisfaction of our clients.
Three references related to the specific searches described above are as follows:
1. Town Manager Search
The Town of Enfield, Connecticut
2006
The PAR Group conducted the entire search following the steps outlined above. The
main contact for the search was:
Chris Bromson
Town Attorney
Town of Enfield, CT
860-253-6405 (Town Office)
860-627-9341 (Law Office)
2. Village Manager Search
Village of Richton Park, Illinois
2006-7
The PAR Group conducted the entire search following the steps outlined above. The
main contact for the search was:
Rick Reinbold
Village President
Village of Richton Park, IL
708-481-8950 (Village Hall)
3. Village Manager Search
Village of Oak Lawn, Illinois
2007
The PAR Group conducted the entire search following the steps outlined above. The
main contact for the search was:
Dave Heilmann
Village President
Village of Oak Lawn, IL
708-499-7740 (Village Hall)
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SECTION 5: OTHER INFORMATION
A sample Recruitment Profile follows. It is typical ofthe Profiles we prepare for each of
our clients and what we would prepare for the City of Iowa City.
I.
RECRUITMENT PROFILE
VILLAGE MANAGER
VILLAGE OF OAK LAWN, ILLINOIS
This Recruitment Profile outlines factors of qualification and experience identified as necessary and desirable for
Candidates for the Village Manager position to possess, and provides background information on the community
and organization. This profile was prepared following interviews with Village Elected and Appointed Officials and
a review of written materials relevant to Oak Lawn and the Village Manager position.
Importantly, this Profile will be used as a guide in the recruitment process, providing criteria by which applications
will be screened and individuals selected for final interview and appointment consideration.
All inquiries relating to the recruitment and selection process for the Village Manager position are to be directed to
the attention of the Consultant working with Oak Lawn Officials:
Robert Beezat
The PAR Group
100 North Waukegan Road, Suite 211
Lake Bluff, Illinois 60044
TEL: 847/234-0005
FAX: 847/234-8309
Email: www.pargroupltd.com
Resumes should be submitted to:
resume@pargroupltd.com
COMMUNITY INFORMATION
The Village of Oak Lawn is ideally located in southwest-
ern Cook County, fifteen miles from Chicago's Loop. It is
a stable, family-oriented, middle-class suburb where
many residents were born and raised and have chosen to
establish and raise their own families. The Village's
choice location has several bases:
· Located in one of the strongest and most dynamic
metropolitan economies in the country.
· Fifteen miles from downtown Chicago.
· Close to major expressways and Interstate High-
ways and networked with major thoroughfares.
· Commuter and freight lines within the Village.
· Three miles to Midway Airport and 35 minutes to
O'Hare Airport.
The Village developed from a modest farming commu-
nity originally called Black Oaks Grove. In 1842, a land
broker named Julian Hatch purchased 1,273 acres of the
land comprising modern Oak Lawn. The first settler was
John Simpson, a farmer who purchased in 1842 a heavily
wooded land parcel along modern 95th Street and in
1858 established his farm. By 1860, Black Oaks Grove had
its first school. A large number of German immigrants
were drawn to settle in the area after the Civil War and
organized the Trinity Lutheran church.
The impetus for the community's initial growth came in
1879 when a railroad builder agreed to route a railroad
through Black Oaks Grove with a freight and passenger
station, as well as a telegraph office. The Wabash Rail-
road laid the tracks, ready for service in 1881. In the early
1900s, two more churches were organized, and in 1905 a
larger school was built near the train depot. Residents
began to consider incorporation for several reasons,
including the City of Chicago's annexation of nearby
unincorporated areas which threatened Oak Lawn's
au tonomy. In 1909, with a population just under 300, the
Village of Oak Lawn incorporated.
By 1930, Oak Lawn had more than 2,000 residents.
This population growth was only slightly slowed by
the Depression and a decade later the population
stood at almost 3,500 residents. WP A and CW A efforts
improved the community by building a library in 1936
and Covington School in 1937. The Park District was
organized in 1944, and in 1945 bought land for use as
a park. After an emergency in 1944, Oak Lawn acquired
a permanent water connection to Chicago. Today Oak
Lawn supplies several south and southwest communi-
ties with water.
In 1950, the population total neared 9,000. A special
census conducted in 1953 revealed more than 13,300
residents. During the early 1950s, a village office, a new
library and a second fire station were built. In 1953, the
city manager form of government was adopted by refer-
endum. The 1960s marked a decade of rapid growth. The
population had tripled to 27,000 and the Village annexed
land which extended its boundaries. Thousands of new
families settled in the community. Expansion was tem-
porarily halted in April, 1967 when Oak Lawn was
struck by a tornado which killed 31 people and caused
millions of dollars in damage. Oak Lawn quickly re-
placed or modernized old buildings. In 1971, under a
new state constitution, Oak Lawn became a home rule
unit. Its population peaked in the mid 1970s at 63,500 and
then dropped back to 60,000. The 2000 census listed the
population as 55,245. The current population estimate is
approximately 57,000. The Village encompasses 8.61
square miles.
Because it is a mature community, Oak Lawn empha-
sizes redevelopment rather than development. Nearly
one-third commercial, it offers an array of retail service
and business establishments. These establishments are
located along the main streets. Some of the current
economic redevelopment initiatives include: a new
streetscape in the downtown business district; red pav-
ing brick marks the downtown area like the Freedom
Trail in Boston; and new condo developments that have
pedestrian access to the commuter rail station. The Vil-
lage recently established a TIF District to spur develop-
ment in the area of ll1th Street and Cicero Avenue.
Public Schools within the Village
include 18 elementary schools,
two junior high schools, and two
high schools. In addition, there
are eight non-public, religious
schools located in the Village. Vil-
lage residents also have easy ac-
cess to a broad spectrum of public
and private colleges and universi-
ties located in the Chicago area
and the south suburbs. Residents
are served by the Oak Lawn Park
District, a separate unit of govern-
ment with extensive facilities and
programs. Residents are also
served by the Oak Lawn Public
Library, which is a separate unit
of government. Christ Hospital is
the largest employer in the Vil-
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lage with over 3,500 employees. It is a 754-
bed, 60-bassinet, full-service teaching and
tertiary care facility. The hospital is an
Illinois Levell trauma center and a Level
III Prenatal center. In 1996, the hospital
opened its 115,000 square foot Hope
Children's Hospital.
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VILLAGE GOVERNANCE
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The Village of Oak Lawn is governed by a
Village President and Board of Trustees.
The Village President serves a four-year
term. The Village has a six-member Board
of Trustees. They are elected by Districts
and serve four-year overlapping terms.
The President and Board of Trustees are
responsible for determining policies, en-
acting ordinances, approving budgets and
establishing tax levies, as well as other
oversight responsibilities. Village residents also elect a
Village Clerk to a four-year term.
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The Village Manager is appointed by the Board of Trust-
ees for an indefinite term. The Village Manager need not
be a resident of the Village when appointed. Residency
within a ten-mile radius is currently required, but the
Village would consider broadening that parameter.
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Some pertinent excerpts from the Village Code of Ordi-
nances regarding the roles of the Village Manager are
as follows:
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See. 1-9A-4 POWERS AND DUTIES
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A. The Village Manager shall be the administrative
head of the government of the Village, and he shall
be responsible for the efficient administration of all
departments of the Village.
B. The powers and duties of the Village Manager shall
be:
1. To enforce the laws and ordinances within the
Village;
2. Appoint the following officers: The Chief of Police
Department, the Chief of the Fire Department, and
the Village Attorney and to appoint and remove or
suspend all department heads not subject to the
civil service provisions of this code. The Village
Manager is authorized to appoint, suspend, or dis-
charge the Chief of the Police Department and the
Chief of the Fire Department without the consent of
the Board of Trustees.
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Village Hall
3. To exercise control of all departments and divisions
of the Village.
4. To attend all meetings of the Board of Trustees with
the right to take part in the discussion, but with no
right to vote.
5. To recommend to the Board of Trustees for adoption
such measures as deemed necessary or expedient.
6. To see that all terms and conditions imposed in fa-
vor of the Village or its inhabitants in any contract
or public utility franchise are faithfully kept and
performed.
7. To make.. . all purchases of materials and supplies
necessary for the Village...and in all cases comply
with the provisions of these Codified Ordinances or
statutory provisions as to the solicitation of bids.
8. To have and exercise the power, authority and du-
ties any director of a department or division
thereof. . . during the time when such office is vacant.
9. To act as the agent of the Liquor Commissioner.
10. To issue all licenses and permits not otherwise pro-
vided by this code or the statutes of the State.
11. To appoint, remove or suspend all electrical and
plumbing inspectors of the Village.
The Village provides a full range of municipal services as
set forth in the organization chart which is part of this
Recruitment Profile. As noted previously, the Village
has an extensive water utility operation. The Village
buys Lake Michigan water from the City of Chicago. It
uses the water for its own community but also pumps
and sells water to a number of south and southwest
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suburban communities. The Village also provides Com-
munications and Dispatch services to nine other police
and fire departments in the area. There are a total of 400
full-time authorized positions with the Village.
The Village has a total budget for the 2007 fiscal year of
$97.6 million, consisting of a General Fund of $42.1
million, $30 million in Enterprise Funds, and $25.6 mil-
lion in Other Funds. The Village is a Home Rule munici-
pality under State Statutes. It has a calendar year fiscal
year. The Village has an Aaa bond rating from Moody's.
The Village has approximately $58 million in bonded
debt, including $5.4 million for water projects approved
in July 2006. There is approximately a $4.6 million fund
balance in the General Fund.
More information regarding the Village government
and the community can be found at the Village's web site
and related links: www.oaklawn-il.gov.
ISSUES, CHALLENGES, AND OPPORTUNITIES
The Village of Oak Lawn expects to address a number of
important issues and challenges in the next several years.
Some issues relate to broad policy matters. Some are
more specific to particular internal operational, organi-
zational and management matters. The Village Presi-
dent and Board of Trustees are seeking an experienced,
professional municipal administrator to assist them in
analyzing and evaluating these and other issues, and
implementing programs which will maintain and im-
prove the quality of life for its residents and businesses.
The following issues and challenges are
not listed in order of priority or impor-
ta/lce but are set forth to give candidates a
sense of the type and scope of issues which
the Village will be addressing. The list is
not to be considered as exhaustive, nor
should the statements be interpreted as
endorsing any particular course of action.
. Continue and expand the Vil-
lage's economic redevelopment
efforts to attract, retain, and
grow the retail and commercial
sectors of the local economy in-
cluding, but not limited to, the
downtown and 111 th Street /
Cicero A venue areas.
. Continue and expand the Vil-
lage's efforts to market itself as
an attractive and affordable sub-
urban environment in which to live, work, and
raise a family.
. Consider historic buildings in the Village as part of
the overall economic development strategy.
. Work with a broad base of Village stakeholders
including the Village Board, Staff, and members of
the community, to define a future vision for the
community and a strategic plan for achieving it.
. Develop longer term revenue and expenditure plans
based on five- and ten-year trends and projections.
. Evaluate community service needs in light of chang-
ing demographics and housing options.
. Develop housing options for long-time, senior resi-
dents who want to remain in the Village but cannot
maintain and / or afford a single family residence
any longer.
. Work with other municipalities who are water util-
ity customers to improve water system financial
strength and continuity of water service to a grow-
ing customer base.
. Evaluate and analyze the Village's organizational
structure and staffing levels and assignments in
light of current service levels desired by the com-
munity and cost-effective delivery of those ser-
vices; investigate and analyze outsourcing of some
Village functions; look for ways to avoid duplica-
tion of services that may be provided by other
organizations.
. Modernize the Village's information systems and
technology to improve internal communication,
timeliness and completeness of financial reporting,
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and management decision-making as well as e-busi-
ness services to residents and businesses relative to
utility billing, permits, etc.
· Consider Village-wide technology improve-
ments such as Wi-Fi as an economic development
attraction.
· Recruit, build, and develop a top management staff
in response to recent and projected retirements of
key staff.
· Develop an inclusive, team approach to managing
the Village and delivering Village services.
· Bring the Village's personnel policies and perfor-
mance evaluation system up to date to ensure con-
sistent application of personnel policies and to
see that the evaluation process is an opportunity
for employee growth and development as well
as increasing the efficiency and productivity of
employees.
· Improve traffic controls and the flow of traffic with-
in the Village.
· Increase weekend commuter train access to down-
town Chicago.
· Develop a more comprehensive capital improve-
ments plan to address current and future infrastruc-
ture needs.
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CANDIDATE QUALIFICATION CRITERIA
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The current and predictable issues, needs, and chal-
lenges confronting the Village of Oak Lawn call for
particular experience, style, values, and professional
commitment on the part of Oak Lawn's next Village
Manager. Village Manager Candidates should, ideally,
possess experience, achievement, and abilities in the
following areas. Criteria are not listed in order of im-
portance or priority. According to Village Ordinances,
the Village Manager "need not be a resident of the
Village, but shall reside at a residence within a ten
(10) mile radius of the Village as measured from the
Village Hall, within one year of his/her appointment."
Based on discussion with the Village Board, residency
within the Village is strongly preferred, and will be
required of someone who is appointed and who moves
to the area from out of state or from out of the south
suburban region. The Village Board also expressed
some possible flexibility regarding the ten-mile radius
requirement of the Ordinance. If the new Village Man-
ager is from the south Metro area of Chicago, residency
will be weighed in light of the candidate's accessibility
to and ability and enthusiasm for being an active parti-
cipant in the community.
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Education and Experience
Achievement of a baccalaureate degree in public admin-
istration, business administration or closely related
field is required; attainment of a graduate degree in
public administration or related field is preferred,
but not required.
Have proven executive-level management experience
with at least ten years of progressively responsible
supervisory, management, and administrative ex-
perience as a Village Manager or Assistant Manager
in a municipal government of similar size and with
the full range of municipal services provided by the
Village of Oak Lawn.
Have sufficient experience and knowledge of local gov-
ernment, in general, and the Village Manager plan in
particular, to understand the complementary but
differing roles performed by the Elected Officials,
Village Board, and staff; and have successful experi-
ence in working in a mutually respectful and pro-
ductive relationship.
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Have experience in working with elected officials, Vil-
lage department heads and staff, and the public in a
positive, cooperative, and team-oriented approach
to addressing issues and solving problems.
Have the ability and experience to think strategically
and help the Village Board, staff and other Village
stakeholders develop strategic plans and a commu-
nity vision; keep the focus of all on the future of
the Village.
Possess strong financial management abilities involving
financial forecasting, revenue enhancement, capital
improvement programming, and budget develop-
ment and control.
Have a strong background in and familiarity with all
aspects of economic development, including Tax
Incremental Financing (TIFs) and have experience
working with developers and negotiating agree-
ments with them on behalf of the Village.
Have knowledge of and experience with a water utility;
experience contracting with and providing services
to other municipalities is a plus.
Have experience and a successful track record of em-
ployee relations and be knowledgeable about mod-
ern human resources practices including personnel
policies and evaluation of employee performance;
labor relations experience is also desirable.
Have the experience and ability
to maintain effective public
relations; understand the im-
portance of the positive pre-
sentation of the image and goals
of the Village.
Have successful experience in
intergovernmental relations
and interacting with other
governmental jurisdictions
and agencies in a constructive,
cooperative, and mutually sup-
portive manner, while negoti-
ating for and representing the
Village's interests tactfully and
firmly.
Have a demonstrated record of in-
volvement in the community
beyond the official duties of the Village Manager
position; be a presence in the community and with
community organizations.
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Have experience in consensus / team building; have
strong skills in facilitation.
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Management Style/Personal Traits
Have demonstrated excellent oral and written commu-
nication skills and the ability and willingness to
communicate openly and in a straightforward man-
ner with the Village Officials, staff, employees, and
community.
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Be a strong Manager who is self-confident in presenting
well-developed recommendations and alternatives
to the Village President and Board of Trustees for
Board action; at the same time, be able to accept the
policy direction of the Board when it differs from the
Manager's and staff's recommendations and to dili-
gently and promptly follow through on the imple-
mentation of Board decisions.
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Be politically aware but not politically involved; have
the courage of her /his professional convictions to
advise the Village President and Village Board of
what is best for the Village from the Manager's
perspective and saying "no" professionally and dip-
lomatically when appropriate.
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Be a team builder and leader who can work profes-
sionally, positively, and cooperatively with Elected
Officials, Staff, residents and other community
stakeholders.
Be comfortable in delegating broadly to management
staff and fostering among Village Staff an attitude
of teamwork and creativity in municipal problem
solving, while ultimately being accountable and
holding staff accountable for the quality and ef-
fectiveness of municipal operations and work
products.
Be a dynamic, risk-taking leader who is able to bring
about change.
Be able to select high quality, professional staff and be a
mentor to and support the professional growth and
development of all Village staff.
Be a creative thinker, an innovator, one who is current
with developments in municipal governance.
Possess and exemplify high moral standards and per-
sonal ethics with a background of complete integ-
rity; be honest and fair.
Have a high energy level and enthusiasm for meeting
the challenges and responsibilities of the Village
Manager's position; be motivated by attaining
results.
Have a sense of humor.
PROFESSIONAL ANNOUNCEMENT
The following, or similar, text has been released for
insertion in appropriate professional publications and
internet sites.
VILLAGE MANAGER
VILLAGE OF OAK LAWN, ILLINOIS
Oak Lawn, IL (57,000) Village Manager. Stable and
progressive family-oriented community, located adja-
cent to the City of Chicago, seeks a dynamic leader to
assist the Village Board and Staff into the future. Three
Managers since 1990. Appointed by Village President
and six-member Village Board elected by districts to
four-year, staggered terms. $97 million total budget;
400 full-time employees. Require bachelor's degree in
public administration or closely related field; Master's
degree desirable. A minimum of ten years of significant
and progressively responsible municipal management
experience required. Excellent communication and in-
terpersonal skills, team management approach, budget /
fiscal management, economic development, and labor
relations experience required. Salary $130,000+ / -, DOQE,
plus excellent benefits. Apply to: Robert A. Beezat, The
PAR Group, 100 N. Waukegan Road, Suite 211, Lake
Bluff, IL 60044. TEL: 847/234-0005; FAX 847/234-8309;
Email: resume@pargroupltd.com.
IfllTHE PAR GROUP
~~ A ~ Public Management
- Consultants, LLC
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Rl:cycled Papt'!
VILLAGE OF OAK LAWN
ORGANIZATIONAL CHART
Citizens of Oak Lawn
I
President &
Board of Trustees
I
Village Manager
Information
Technology
Department
Human Resources
Department
Community
Development
Public Works
Department
Office of Quality
Control
Office of
Administrative
Services
Village Attorney
.
-
Human Services
Department
I
Communications
Department
Police
Department
Fire Department
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SECTION 6: ANTICIPATED SCHEDULE
A projected schedule for the search in Iowa City is attached. It can be modified to meet
the needs of the City.
IOWA CITY, IOWA
CITY MANAGER
RECRUITMENT TIMETABLE
Elapsed Weeks for Recruitment Process
Activity
12
11
10
9
8
7
6
5
4
3
2
On-Site Interviews with City Officials and Staff;
Consultant Development of Recruitment Profile
and Approval by Client
Interview
Candidate Identification, Search, Screen,
and Evaluation by Consultant
Consultant Prepares Report and Delivers
Rewmmendations of Qualified Candidates
Selection of Candidate Finalists by Client,
Additional Background Checks, Report
Preparation and Presentation by Consultant
First Round Interviews of Selected Finalist
Candidates by Client
Second Round Interview of Finalists and
Selection of Final Candidate by Client, Begin
Negotiation of Compensation and Employment
Conditions, Present Offers, Acceptance and
Appointment
THE PAR GROUP
Paul A. Reaume, Ltd
Public
Management Consultants
II
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THE PAR GROUP
Public Management Consultants, LLC
100 North Waukegan Road, Suite 211
Lake Bluff, Illinois 60044
TEL 847/234-0005
FAX 847/234-8309
I
COMPANY:
'Slavin
fJ"'{l/1t:l ~uI- G; n Su !-klt-k:,
Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceptional - the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful perfonnance. There are
no deficiencies in major areas or items.
Acceptable - the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
MarQinal - the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating(1-10}
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
SearchFirmRank.doc
I
CITY OF IOWA CITY, IOWA
Statement of Qualifications
Executive Search for
City Manager
Prepared by Robert E. Slavin on]uly 26,2007
~
SLAVIN MA AGEMENT
CONSULTANTS
I.
CITY OF IOWA CITY, IOWA
Statement of Qualifications
Executive Search for
City Manager
Prepared by Robert E. Slavin onluly 26, 2007
SLAVIN MA AGEMENT
CONSULTANTS
3040 Holcomb Bridge Rd. Suite A-1 . Norcross, Georgia 30071 . (770) 449-4656. FAX (770) 416-0848 . E-mail: slavin@beUsouth.net
www.slavinweb.com
With affiliates in Ann Arbor, Dallas, Hartford and Mesa
SLAVIN MANAGEMENT
CONSULTANTS
July 26, 2007
City Manager Search
City of Iowa City
Office of the City Clerk
410 E. Washington Street
Iowa City, Iowa 52240
Re: Proposal for City Manager Search Services
Slavin Management Consultants (SMC) is honored to be invited to provide a statement of qualifications for
providing professional executive recruitment services to assist the City of Iowa City in recruiting and hiring a new
city manager. From the information provided, It is our understanding that Iowa City, Iowa is strategically located
in the heart of the Midwest, near the geographical center of the country. Located in the center of eastern Iowa,
Iowa City lies within 300 miles of Chicago, Minneapolis, Omaha and St. Louis.
Iowa City is both casual and cosmopolitan, a gathering place for people from all walks of life. The downtown area
with its mall, specialty shops and services attracts people from surrounding areas. With a population of 62,220
people, Iowa City has a major art gallery, remarkable theatre and music events and many cultural events.
Iowa City is a center of learning, a place where education is valued by students of all ages and by the community
as a whole. The city's public school system has an enviable record of success in educating young people. Iowa
City is home to the University of Iowa which draws faculty and students from around the world.
Iowa City has long been distinguished as one of the nation's leading centers for medicine. The University of Iowa
Hospitals and Clinics provides health care through extensive clinical services. Iowa City residents also have the
services of Mercy Hospital, an outstanding community hospital. The Veterans Administration Medical Center is
Iowa City's third hospital.
Iowa City's largest employers include ACT Inc., Pearson Educational Measurement, Lear Corporation, University
of Iowa, Mercy Hospital, Proctor & Gamble, Oral B Laboratories, University of Iowa Health Care, VA Medical
Center, Systems Unlimited, Hy-Vee, the City of Iowa City, Iowa City Community School District and Johnson
County.
The City of Iowa City operates under a City Council/City Manager form of government. The voters of the City elect
the seven members of the City Council on a nonpartisan basis. The mayor is elected by the City Council. The City
Council is the governing body and is responsible for the appointment of the City Manager.
The City Manager is responsible for administering all policies, laws and ordinances enacted by the City Council.
With support from the Assistant City Manager and department directors the City Manager is responsible for the
day-to-day operations of the city organization. City departments include City Attorney, City Clerk, Finance, Fire,
Housing and Inspection Services, Library, Parking and Transit, Parks and Recreation, Planning and Community
Development, Police, Public Works and Senior Center. The City work force consists of 635 permanent positions
and up to 400 temporary positions.
Slavin Management Consultants is pleased to submit this qualifications statement to conduct an executive search
for the next City Manager of Iowa City. The purpose of this project is to help the City Council to develop and agree
to a comprehensive position profile for City Manager and then to identify, recruit and present outstanding
3040 Holcomb Bridge Road. Suite Al · Norcross, GA 30071-1357 · (770) 449-4656 · FAX (770) 416-0848
City of Iowa City
Page 2
candidates who meet these criteria. Once the profile has been developed and approved by the City Council, we
will have no difficulty identifying quality prospective candidates and becoming immediately productive. It is normal
for a City Manager search to take between sixty and ninety days to complete.
SMC is a high quality, independent management consulting firm. SMC is a national firm, strategically based in
Norcross, Georgia for easy access to Atlanta's Hartsfield - Jackson International Airport - the world's busiest
airport. We have affiliates in Ann Arbor, MI, Dallas, TX and Hartford, CT.
We are most capable and interested in being of service to the City of Iowa City and are prepared to commit the
highest level of our firm's resources to accomplish this work. I will manage and serve as the primary consultant
for this critical project. I am the owner and president of SMC and am among the most experienced recruiters of
governmental managers in the nation. I have a strong and proven commitment to providing exceptional
recruitment services to public agencies and have received many accolades supporting this work. I have the
authority to bind the corporation. Ms. Jill Pylant, Mr. Paul Wenbert and Mr. Sam Trager will assist with the project.
All are highly experienced human resources consultants.
SMC has recruited many executives for public agencies in the Midwest and all regions of the country. Within the
last year we have placed city managers in Evanston, IL; Fort Collins, CO and Wichita, KS. In Iowa, we placed
the current City Managers in West Des Moines and Muscatine and we are currently handling the search for
Executive Director of the Iowa League of Cities. We believe that it is significant is that we are experienced in
placing city managers in university communities. Examples include Ann Arbor, MI; Berkeley, CA; Columbia, MO;
Evanston, IL; Fort Collins, CO; Gainesville, FL; Kalamazoo, MI; Laramie, WY; Oberlin, OH; Riverside, CA;
Springfield, MO and Ypsilanti, MI.
We use a "critical path" search process which allows our clients to focus attention on the selection process rather
than on identifying, recruiting, screening and evaluating candidates. We understand that each client's need for
key executives is different and that there is no "best" person for all situations. The best prospects are typically
happily employed and not responding to advertisements. These people need to be found and encouraged to
become candidates. They are understandably reluctant to apply for positions when their interest could become
a matter of public information prior to being assured that the City Council is interested in their candidacy. Our
approach to this assignment will reflect the unique qualities of Iowa City. It will honor the interests of candidates
to the extent possible under Iowa law.
In considering our firm we point out several factors about our firm and our approach that will be of significant
benefit to the City:
. We are results oriented. Once the recruitment profile is approved, we "lock" into the criteria established
and carefully identify, recruit and evaluate candidates who meet your criteria. We do not simply bring
forward candidates whom we may already know.
. Our key staff members have extensive experience in conducting executive searches for the public sector
throughout the nation.
. We are committed to complete client satisfaction. Our successful placement-oriented approach will
ensure that the project work is practical, realistic, timely and that it has the full commitment and support
of the City Council so that a successful placement will be facilitated.
. We use discount airfares and leverage trips between clients whenever possible to reduce expenses to
our clients.
. We are leaders in the field of executive search in the public sector and our methodologies are state-of-the-
art. We can address all aspects of your assignment.
City of Iowa City
Page 3
. Every search that we have conducted has resulted in a selection from our recommended group of
candidates. Our experience includes large and small organizations, and chief executives and subordinate
level positions. More than 95% of our placements have remained in our client's positions for more than
five years.
. Our style is interactive, that is, we strive to build a partnership with our clients.
. We are experts in EEO/AA recruitment. Approximately 25% of our placements are women and/or
minorities.
Thank you for the opportunity to submit this statement. We look forward to working with the City of Iowa City on
this highly challenging and very important assignment. If you have questions concerning this proposal, please
contact me at (770) 449-4656.
Very truly yours,
SLAVIN MANAGEMENT CONSULTANTS
/~f~~
Robert E. Slavin
President
RES/jf
TABLE OF CONTENTS
Cover Letter
NAME OF FIRM, OWNERS, BRIEF HISTORY OF THE FIRM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 1
About Slavin Management Consultants ............................................ 1
A. Firm Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 1
S. Staffing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 1
Robert E. Slavin, President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 1
Jill T. Pylant, SMC Managing Consultant. . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 2
Sam Trager, CCP, CSP, SMC Senior Consultant. . . . . . . . . . . . . . . . . . . . . . .. 3
Paul Wen bert, SMC Western Regional Manager . . . . . . . . . . . . . . . . . . . . . . .. 4
FIRM CAPABILITIES AND EXPERIENCE ................................................ 5
Develop the Recruitment Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 5
Identify Qualified Candidates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 5
Evaluate Prospective Candidates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 5
Preliminary Screening and Progress Report .................................. 5
Selection and Employment .... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 6
In-depth Screening and Final Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 6
Establish Evaluation Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 7
Follow-up. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 7
Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 7
Deliverables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 7
Guarantees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 7
Slavin Management Consultants Search History ..................................... 8
Community Involvement ....................................................... 11
Description of at least three City Manager Searches and their Outcomes . . . . . . . . . . . . . . . .. 11
REFERENCES AND PERSONNEL EXPERIENCE. ... . . ......... ..... . . . ........ ... .... . .. 12
ANTICIPATED SCHEDULE. .. .. . . ... . . . . . . . . . . .... . . .. .... .... .. . . . . . . ....... ........ 13
AGREEMENT FOR SERVICES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 14
EXHIBITS
Pro Forma Invoice
Clients
Additional References
EEO Statement
Minority and Female Placements
Prepared for THE CITY OF IOWA CITY, IOWA by Slavin Management Consultants
NAME OF FIRM, OWNERS, BRIEF HISTORY OF THE FIRM
About Slavin Management Consultants
This section presents our qualifications to conduct projects of this type and describes the staff to be assigned
to the search.
A. Firm Qualifications
SMC is an independent management consulting firm formed in 1986 and incorporated in the State of Georgia.
We operate nationwide from our home office near Atlanta, Georgia. The principal and only stock holder of
the firm is Robert E. Slavin. Mr. Slavin has extensive experience as a local government executive and as a
management consultant. We have affiliates in Ann Arbor, MI; Dallas, TX; Hartford, CT and Mesa, AZ.
The company provides exceptionally high-quality consulting services to state and local governments, health
care providers, transit authorities, utilities, special districts, and private sector clients. Specialty practice areas
include executive recruitment, pay and classification, performance appraisal systems, and organization
development and training. Our key consultants have conducted successful assignments for hundreds of
public sector organizations nationally and offer many references as testimony of our work.
This important engagement will be personally conducted by Mr. Robert E. Slavin. Mr. Slavin has conducted
or assisted in the conduct of more than 600 successful executive searches throughout his career. Members
of the proposed search team have conducted executive searches for Slavin Management Consultants as well
as for others before joining the firm. All are professional public human resources practitioners with significant
direct management experience. All are long-term, active members of a variety of professional organizations
and stay abreast of new and changing laws, developments and trends by regularly attending specialized
workshops, seminars and annual conferences.
B. StaffinQ
Robert E. Slavin. President
Mr. Slavin will manage and serve as the lead consultant for this project. He is a pioneer in public sector and
nonprofit executive search. He is among the best known and respected professional recruiters in the
business. He is a frequent speaker before professional groups and he has written several articles for
professional journals concerning governmental management. By special invitation, Mr. Slavin assisted the
United States Office of Personnel Management to define and set up the Senior Executive Service for the
Federal Government.
Mr. Slavin began his local government career in 1967. His experience includes twelve years working directly
for local governments and it includes seven years as a principal consultant with the government search
practice of Korn/Ferry International, the largest private sector search firm in the world. He headed the local
government search practices for Mercer/Slavin, Incorporated, Mercer, Slavin & Nevins and Slavin, Nevins and
Associates, Inc. Mr. Slavin now heads the executive search practice for Slavin Management Consultants.
Clients include state and local governments, nonprofit and private sector businesses all over the United
States. His experience includes search assignments for the 1984 Los Angeles Olympic's Organizing
Committee.
Mr. Slavin's experience and qualifications include organizational analysis, classification and compensation
studies, and assessment centers and human resource's systems studies.
Before being invited to join Korn/Ferry International, Mr. Slavin served as Assistant City Manager/Director of
Human Resources for the City of Beverly Hills, California.
While at Beverly Hills, Mr. Slavin conducted many executive level recruitment assignments involving
nationwide search and placement. Before joining the City of Beverly Hills, Mr. Slavin was the Assistant
Personnel Director for the City of San Leandro, California.
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Before San Leandro, Mr. Slavin was on the personnel staff of Santa Clara County, California. His
assignments included recruitment, classification and selection for the County's Health Department, Medical
Center, Transportation Agency, Sheriffs Office, Superintendent of Schools, Fire Marshall, Assessor's Office,
Library System and County Recorder's Office.
Mr. Slavin received his Bachelor of Science degree in Political Science from the University of Santa Clara,
and has completed the graduate course work for a Master's degree in Public Administration at California State
University at Hayward. He is a Certified Professional Consultant to Management by the National Bureau of
Certified Consultants.
OrQanizations
· International City Management Association
· American Society for Public Administration
· International Personnel Management Association
· IPMA - Human Relations Commission
· IPMA - Publications Review Committee
· Certified Management Consultant (National Bureau of Certified Consultants)
· Southern California Public Labor Relations Council
· Southern California Municipal Assistants
· Bay Area Salary Survey Committee
Jill T. Pvlant. SMC ManaQinQ Consultant
Ms. Pylant is an intragal part of SMC's Atlanta based team. She heads our Classification and Compensation
Division and will assist Mr. Slavin with this project as needed. Ms. Pylant has more than 30 years experience
in the field of Human Resource Management and local government administration, including eight years as
a managing consultant and seven years in local government executive positions. She holds the Master of
Public Administration degree. Highlights of Ms. Pylant's career include:
· Personnel Director for the fastest growing urban county in the United States, with responsibility for
all personnel policies and practices for 2500 employees and a total payroll of $50 million.
. Redesigned the total compensation package and developed a professional management structure
for plan design, administration and communication for a large urban county government with 3800
employees.
· Directed many Compensation and Classification Studies. Developed job analysis methodology to
identify skills, knowledges and abilities of individuals and organizational functions.
. Responsible for countywide MIS planning and operations for a fastest growing large county using two
mainframe platforms and managing 43 major systems.
. Managed a Functional Job Analysis of several agencies within the South Carolina Department of
Social Services to restructure jobs and reassign organizational objectives for increased efficiency.
The results of the work were contributed to the National Task Bank for the Social Services developed
by the W. E. Upjohn Institute as well.
· Established performance and productivity standards for more than one hundred positions, including
clerical, technical and professional, in the Gwinnett County Department of Administrative Services.
· Facilitated numerous workshop group sessions to brainstorm goals and objectives, set priorities and
develop team decision making skills.
. Adapted the national government's Factor Evaluation System for job classification for use in state and
local government.
. Developed and conducted supervisory skills development training for local government jurisdictions
in South Carolina.
. Developed and conducted training in personnel for county government elected officials in Georgia.
. Set up a pay-far-performance system in a large county government.
. Managed employee "quality circles" group in the modification of performance appraisal system as well
as the development of new leave policies.
OrQanizations
· International Foundation of Employee Benefits Plans
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. American Society for Public Administration (held national, state and local offices)
. International City Management Association (served on a national committee)
. Georgia Local Government Personnel Association
· World at Work
Sam Traaer. CCP. CSP. SMC Senior Consultant
Mr. Trager is a key member of SMC's Atlanta based Executive Recruitment team. As such, he will provide
significant professional support to Mr. Slavin on this assignment. Sam has more than 19 years of
progressively responsible public sector human resources experience. Most recently, Sam served as Human
Resources Director of Hall County, Georgia, where he oversaw the functions of recruitment, compensation
and benefits, employee relations, risk management, and organizational development. Before accepting the
position with Hall County, he served as Compensation and Benefits Administrator for Athens-Clarke County
Government for some five years and, prior to that, he held a similar position with the Gainesville-Hall County
Human Resources Department. He has taught for the Terry College of Business at the University of Georgia,
instructing students in total compensation management, and has also conducted HR related training for the
Carl Vinson Institute and the Georgia Local Government Personnel Association. From 1988 to 1991, Sam
previously worked as a consultant with SMC.
A graduate of Mercer University, Sam holds an undergraduate degree in Political Science and a Master of
Business Administration. He is also a certified professional in Compensation and Benefits through World at
Work (the American Compensation Association).
Highlights of Mr. Trager's career include:
. With Hall County, conducted nationwide recruitments for 11 department directors to include, Public
Works, Planning, Parks and Recreation, Fire, IT, Purchasing and Central Communications (911).
. Maintained Compensation and Classification systems to include conducting annual surveys, re-
writing/updating all class specifications and making budget recommendations to management for
implementation.
. Oversaw the development and implementation of an individualized pay-for-performance system for
1300 employees.
. Transitioned Hall County from a fully insured health insurance plan to a partially self-insured plan
saving Hall County in excess of $1,000,000.
. Proposed and implemented a self-insured dental and short-term disability program. The self-insured
short-term disability program saved more than $300,000 per year.
. Designed, developed and gained approval for a random drug testing program for safety sensitive
employees to supplement post-accident and post-offer drug testing.
. Designed and administered an early retirement program that was accepted by 66% of eligible
employees.
. Designed and gained approval of a transitional pay program for employees on military leave.
. Oversaw the development of comprehensive training programs to include an eight-module
management training program, customer service program and time management.
Oraanizations
~ Society for Human Resource Management
~ International Personnel Management Association
~ Georgia Local Government Personnel Association
~ World at Work
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Paul Wenbert. SMC Western Reqional Manaqer
Mr. Wen bert, based in Mesa, Arizona, contracts with SMC to manage the firm's activities in the western states.
His value to the Iowa City project is his has extensive experience in Iowa combined with his great affinity for
the quality of life that Iowa offers. Paul has been professionally active on a national basis and has
comprehensive current knowledge city managers and assistant city managers around the country. We plan
to tap his knowledge to assist in locating and encouraging qualified candidates to apply for this job.
In all, Paul has more than thirty years of professional local government experience including twenty-four years
of executive level experience with thirteen of those years as a city manager. Mr. Wenbert joined Slavin
Management Consultants in 2007 as Western Regional Manager. He is headquartered in Mesa, Arizona.
Most recently, Mr. Wenbert completed seven years of service as Deputy City Manager of Mesa. His career
highlights include nine years as City Administrator for Newton, Iowa; four years as Village Manager for Villa
Park, Illinois and four years as Assistant City Manager for Ames, Iowa. Early in his career Mr. Wenbert served
as an administrative intern for Fort Wayne, Indiana and as an administrative assistant for Mesa, Arizona and
Marion, Indiana.
Mr. Wenbert earned his Masters in Public Administration degree from Arizona State University and his
Bachelor of Science degree From Indiana University. He is also an ICMA Credentialed Manager.
His career highlights include:
· Chaired Keep Maytag In Newton Task Force which facilitated retention of more than 2,000 jobs and
addition of 440 jobs and $41 million of investment
· Instituted Productivity Improvement Programs in Newton, Iowa and Villa Park, Illinois resulting in more
than $3 million of savings
· Negotiated revised 28E agreement with twelve local governments for regional landfill operated by City
of Newton and involved in many other intergovernmental relations activities in Newton, Villa Park and
Mesa, Arizona
· Supervised city departments with $33 million budget and 240 employees in Ames, Iowa
· Directed $80 million five-year Capital Improvements Program budget in Ames
· Served as chief negotiator on collective bargaining team for police, fire and blue collar union
negotiations in Ames
· Worked for the City of Mesa during the time period when it was the fastest growing community in the
United States and was involved with many growth issues such as infrastructure planning and
financing, freeway interchange decisions and allocating resources equitably to newly developed and
existing areas of the community
· Designed and administered first personnel and wage classification system for City of Marion, Indiana
· In all positions enhanced citizen connection to city government through various methods including
citizen-based strategic planning, citizen focus groups, regular community attitude surveys, citizen
academies and providing highlights of items on Council agenda
· In all positions improved staff team-building through city-wide staff development and training and city-
wide committee work assignments
· Served as Vice-President of International City/County Management Association
· Served as President of Iowa City/County Management Association
· Received ICMA Program Excellence Award for Collaborative Children and Youth Initiatives
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. Received Greater Newton Area Chamber of Commerce Key Award for Chairing Keep Maytag In
Newton Task Force
Organizations
~ ICMA(Past Executive Board Member and Chair of the three ICMA Committees
~ Iowa City/County Management Association (Past President)
Our consultants work as a team. We share the responsibilities for each project, each with specifically
assigned responsibilities. We currently have eight active search projects. Four are scheduled to be
completed within the next three weeks.
FIRM CAPABILITIES AND EXPERIENCE
We propose to use our success proven five-step executive recruitment process described as as follows:
. Develop job qualifications and requirements for the City Manager position -- the recruitment profile.
. Identify and recruit qualified candidates.
. Evaluate prospective candidates.
. Make recommendations, help in selection and facilitate employment.
. Establish evaluation criteria and follow-up.
Each step of this process is described below.
DeveloD the Recruitment Profile
We will meet with the City Council members individually and collectively and with staff and community leaders
(if the City Council wishes) to learn the City's needs, focus and requirements such as experience, education
and training as well as preferred management style and personal traits. In developing the recruitment profile,
we will spend a considerable amount of time at the beginning of the process in Iowa City to gather additional
information about the City and to ascertain, the unique challenges of the job and the general environment
within which the position functions.
Once we have gained the necessary information, we will prepare a draft recruitment profile and review it with
the City Council to arrive at a general agreement regarding the specifications for the position. The final profile
will include information about the region, the City of Iowa City, the City government, major issues to be faced,
the position and the selection criteria established.
Identifv Qualified Candidates
We will first review our database to find those candidates whom we may already know and/or already have
on file who may meet your specifications. Although the above process is valuable, we will rely most heavily
on our own contacts in related fields and on our own experience. In other words, through "networking," we
will conduct a professional search for the best-qualified candidates and invite them to apply for the position.
In this effort, we utilize appropriate professional organizations, our established contacts, and our knowledge
of quality jurisdictions and their employees.
We will develop a targeted advertising program utilizing professional publications and then will prepare and
place classified advertisements.
Evaluate ProsDective Candidates
Preliminary Screening and Progress Report
Criteria for the preliminary screening will be contained in the approved "Recruitment Profile." They may
include such items as education, technical knowledge, experience, accomplishments, management style,
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personal traits, etc. Screening of candidates against those criteria will be based on data contained in the
resume and other data provided by the candidates and on our knowledge of the organizations in which they
work. At this stage, each must meet the minimum qualifications specified in the Recruitment Profile.
We request that all candidates provide us, in writing, substantial information about their accomplishments and
their management style and philosophy. This information is verified and, at the City's option, may be further
tested by having the finalists respond to a supplemental questionnaire and/or complete management and
leadership style inventories. We interpret these instruments for the City as well.
We will meet with the City Council to provide a progress report on a number of semifinalist candidates. These
individuals will be top prospects who clearly meet the City's specifications for the position. With guidance from
the City Council, we will narrow the semifinalist candidate group on the basis of refined criteria. During this
meeting we will determine City's expectations relative to interview questions that we will write as well as the
candidate rating and scoring processes which will be included in our final report.
Selection and Emp/ovment
In-depth Screening and Final Report
At this point, we will interview those semifinalist candidates whom the City has the greatest interest in. Proper
"fit" is as important as technical ability. We assess both. In order to better assess candidates' management
style and interpersonal characteristics, we personally interview each in his or her present work environment.
We will closely examine each candidate's experience, qualifications, achievements, management style and
interpersonal skills in view of the selection criteria and our professional expertise in evaluating the quality of
such qualifications, skills and achievements.
We conduct in-depth background checks on those individuals who continue to demonstrate their overall
suitabilityforthe position. Included are detailed and extensive reference checks which cover a minimum period
of ten years. In conducting these, it is our practice to speak directly to individuals who are now or have been
in positions to evaluate the candidate's job performance. We ask each candidate to provide us with a large
number of references. We then network these references to other persons who know the candidate. In this
way, we thoroughly evaluate each candidate. These references and evaluations are combined to provide
frank and objective appraisals of the top candidates.
As part of our evaluation process we conduct credit checks and verify undergraduate and graduate college
degrees. We also conduct criminal history, civil court records and driving record checks. At the City's option,
we can arrange for assessment centers and/or psychological (or similar) testing of the candidates. (These
optional items will result in extra cost.)
We will then meet with the City Council to present a group of well-qualified finalist candidates for interviews
in Iowa City. These final candidates will not be ranked because, at this point, they will all be qualified and it
will then be a matter of chemistry between the candidates and the City Council that should produce the final
selection decision.
Our final report will be presented in a meeting with the City Council. This written report is a comprehensive
document. It contains our candidate recommendations, details about the search, interview tips, interview
questions, candidate evaluation forms and information about legal vs. illegal inquiries. The report also
includes the candidate interview schedule as well as our recommendations relative to timing, sequencing,
location, setting, format, and conduct of interviews. The report contains comprehensive information about
each recommended candidate. This includes educational and experience information, an evaluation of the
candidate's experience relative to the criteria established by the City, a summary of reference comments and
a statement of accomplishments and management style prepared by the candidate. Present compensation
is also provided for each recommended candidate.
We will provide information about trends in employment, employment contracts and agreements, relocation
expenses, perquisites, appropriate roles for spouses, receptions, etc. We arrange schedules for top candidate
interviews with the City and we will coordinate the entire process.
We will properly handle any and all media relations. Unless otherwise directed, it is our standard practice to
tell all media that we are working on behalf of the City of Iowa City and that any public statement should come
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from the City directly. Under no conditions will we release information to the media unless specifically directed
by the City to do so.
We will notify all unsuccessful candidates of the final decision reached. And, finally, will continue to work for
the City until a suitable candidate is recruited and hired by the City.
SMC is an equal opportunity employer and recruiter, and will not discriminate against any employee or
applicant for employment because of race, religion, creed, color, sex, disability or national origin.
Establish Evaluation Criteria
Once the new City Manager has been on board for 30 days or so, we will conduct a session with the City
Council and with the new City Manager to establish mutual performance criteria and goals for the position.
Follow-up
We will follow-up with the City Council and the new City Manager during the first year and assist in making
any adjustments that may be necessary.
Reportinq
We will keep the City informed, involved in decisions and involved in the search process. We will provide
frequent progress reports to the City Council.
Deliverables
Deliverables include the recruitment profile (draft and final), the advertisement (draft and final), the progress
report (presented in person), the final report with interview tips, interview schedule, interview questions,
candidate resumes, candidate evaluations, candidate writing samples, rating sheets, ranking forms, tabulation
forms and appropriate/inappropriate question list and negotiated employment agreement between the City
and the selected candidate.
The following list illustrates Slavin Management Consultants experience in completing city manager and
related searches comparable to the Iowa City city manager search.
Guarantees
We provide a comprehensive set of assurances and guarantees to out executive recruitment clients that
include:
. We are committed to excellence. We guarantee the highest quality of work and its success in your
environment. To accomplish this, we will continue to work with the City until the City Council is
satisfied with the candidates and a satisfactory candidate is selected and accepts employment.
. We guarantee our work and will redo the search if the position is vacated, for any reason, within two
years of the employment date of a candidate selected by the City through our efforts.
. We will never actively recruit any candidate who we have placed nor will we actively recruit any
employee from a client organization for at least two years from the completion date of an assignment.
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Slavin Manaaement Consultants Search History
CLIENT POPULATION POSITION RESULT YEAR PLACEMENT
STILL EMPLOYED
Albany, GA 77 City Manager Position filled 2005 N/A
Assistant City Manager Active search 2005
Police Chief Active search 2005
Asheville, 73 City Manager Position filled 2005 Yes
NC
Auburn Hills, 20 City Manager Position filled 2004 Yes
MI
Bethlehem 10 Township Manager Position filled 2003 Yes
Township,
PA
Broward 1.7M Equal Employment Position filled 2003 Yes
County, FL Opportunity Director
Bryan, TX 64 City Manager Position filled 2002 Yes
Clermont, FL 17 Police Chief Position filled 2005
Dallas, TX 1.2M Police Chief Position filled 2004 Yes
Decatur, GA 20 Police Chief Position filled 2003 Yes
Denton, TX 66 Police Chief Position filled 2003 Yes
District of 572 Alcoholic Beverage Position filled 2002 Yes
Columbia Control Director
Evanston, IL 76 City Manager Position filled 2005 Yes
Fort Collins, 131 City Manager Position filled 2005 Yes
CO
Gainesville, 95 EEO Director Position filled 2004 Yes
FL
Glastonbury, 32 Human Resources Position filled 2002 Yes
CT Director
Greensboro, 225 Assistant City Manager Positions filled 2002 Yes
NC (2 positions) Position filled 2004
Water Reclamation
Manager
Greenwood 11.5 City Manager Position filled 2006 Yes
Village, CO
Gwinnett 588 Fire Chief Position filled 2001 Yes
County, GA Human Resources Position filled 2004
Director
Hall County, 140 Community Position filled 2003 Yes
GA Development Director
Hollywood, 120 City Manager Position filled 2002 Yes
FL
Kalamazoo, 77 City Manager Position filled 2005 Yes
MI
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CLIENT POPULATION POSITION RESULT YEAR PLACEMENT
STILL EMPLOYED
Kent County, 547 Human Resources Position filled 2003 Yes
MI Director
Lake County, 680 Asst.County Position filled 2005 Yes
IL Administrator
Chief Info Officer Position filled 2005 Yes
Human Resources Dir Position filled 2004 Yes
Liberty, MO 26 Police Chief Position filled 2001 Yes
Lilbum, GA 12 Police Chief Position filled 2006 Yes
Metropolitan 845 Operations Position filled 2003 Yes
Sewer Superintendent
District of
Greater
Cincinnati
Montgomery 873 Director of Corrections Position filled 2001 Yes
County, MD and Rehabilitation
Mt. Lebanon, 33 Municipal Manager Position filled 2002 Yes
PA
Nashville, 511 Arts Commission Position filled 2004 Yes
TN Director
Neptune 7 City Manager Position filled 2004 Yes
Beach,FL
New Kent 13 County Administrator Position filled 2002 No
County, VA Accepted a
Promotion
North Port, 46 City Manager Position Filled 2005 Yes
FL
North Miami 35 Utility Finance Manager Position filled 2003 Yes
Beach, FL
Olathe, KS 93 Assistant City Manager Position filled 2000 Yes
Orange 896 Director of Position filled 2003 Yes
County, FL Environmental Position filled 2002
Management Position filled 2001
Director of Corrections
Director of Parks and
Recreation
Ormond 36 City Manager Position filled 2002 Yes
Beach,FL Budget Director Position filled 2004
Panama 36 Assistant City Manager Position filled 2004 Yes
City, FL
Peoria 183 County Administrator Position filled 2001 Yes
County, FL
Portage, MI 46 Assistant City Manager Position filled 2003 Yes
Deputy Police Chief Position filled 2004 Yes
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CLIENT POPULATION POSITION RESULT YEAR PLACEMENT
STILL EMPLOYED
Roanoke, VA 95 Director of Technology Position filled 2003 Yes
Director of Human Position filled 2003 Yes
Services Position filled 2002
Director of Parks and Position filled 2002 Yes
Recreation
Director of Libraries No
Rockville, 47 City Manager Position filled 2004 Yes
MD Police Chief Position filled 2002 Yes
Assistant City Manager Position filled 2002 Yes
Sarasota, FL 53 Human Resources Position filled 2000 No
Director Placement retired
SW Florida N/A Executive Director Position filled 2002 Yes
Regional
Planning
Council
Spotsylvania 90 Planning Director Position filled 2003 Yes
County, VA
Stratford, CT 49 Town Manager Position filled 2002 No
Human Resources Position filled 2002 (Mayor changed)
Director Yes
Takoma 17 City Engineer Position filled 2004 Yes
Park, MD Director of Public Works Position filled 2002 Yes
Director of Parks and Position filled 2002 Yes
Recreation Position filled 2002 Yes
Director of Public Yes
Planning
Topeka, KS 122 City Manager Position filled 2006 Yes
Police Chief Position filled 2006 Yes
Triangle N/A Deputy Executive Position filled 2002 Yes
Transit Director
Authority
(NC)
Virginia Key N/A Executive Director Position filled 2003 Yes
Beach park Museum Director Position filled 2007 Yes
Trust (Miami,
FL)
Volusia 443 County Manager Position filled 2005 Yes
County, FL County Manager Position filled 2000 No
West Palm 82 City Administrator Position filled 2000 Yes
Beach,FL
Wichita, KS 364 Fleet Maintenance Position filled 2002 Yes
Manager Position filled 2002
Traffic Engineer Position filled 2001 Yes
City Manager Position filled 2004 Yes
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Community Involvement
We are frequently asked by our clients to involve the community in our work. This almost always occurs when
we work for university communities. By nature these communities often have active citizens groups and
individuals who are interested municipal affairs and whose input is encouraged and valued. We very much
enjoy this aspect of our work because it provides us with valuable firsthand insight into community issues and
interests.
Due to the highly politically nature of this activity, we are careful to follow our client's guidance when we have
direct contact with citizens. We have used a variety of techniques to accomplished citizen input.
Examples include:
~ meetings to which all interested citizens are invited. These meetings often take place on different days,
at different times and in different locations around the City,
~ a series of focus group meetings to which specific categories of community leaders are invited to discuss
their individual interests and concerns,
~ in one city, we prepared a citizen input questionnaire that was published in the local daily newspaper,
~ we have facilitated live on-air televised citizen input sessions,
~ we have facilitated question and answer sessions during which citizens were invited to ask questions
directly of finalist candidates,
~ we have conducted one-on-one meetings with citizens who asked to speak with us,
~ and, we have participated in a variety of meet and greet receptions for finalist candidates.
Description of at least three City ManaQer Searches and their Outcomes
Please see above section J. Slavin ManaQement Consultants Search Historv
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REFERENCES AND PERSONNEL EXPERIENCE
The following is a list of sampling of city manager, county administrator, assistants and related searches conducted by Slavin
Management Consultants since 2000.
All of these searches were conducted by Mr. Slavin with assistance from staff consultants.
CLIENT pop FORM OF YEAR Search for CANDIDATE FEE Contact PHONE
(K's) GOVERNMENT STILL THERE $
Albanv, GA 65.0 COUNCIUMGR 2005 Citv ManaQer Y 13.6 Alford Loll 1229\ 431-2853
Atlantic Beach FL 14.0 COUNCIUMGR 2000 Citv Manaaer Y 12.5 James Hanson (904)247-5806
Asheville NC 74.0 COUNCIUMGR 2004 Citv ManaQer V 13.6 Charles Worley 1828\ 259-5600
Brvan TX 65.0 COUNCIUMGR 2001 Cilh Manaaer Y 13.5 Hugh Walker (409)361-3851
Decatur IL 83.8 COUNCIUMGR 2000 Citv ManaQer Y 12.5 Steve Garmen (217)424-2801
Dinwiddie County VA 24.5 BOARDIADMR 2004 County Admr. N 13.5 Donald Harawav 18041 265-8884
Eloin,lL 120.0 COUNCILIMGR 2003 City ManaQer Y 13.5 Mavor Ed Schock 18471931-5595
Evanston, IL 75 COUNCIUMGR 2004 City Manager Y 13.5 Mayor Lorraine (847) 866-2974
Morton
Fort Collins CO 130.3 COUNCIUMGR 2004 Citv ManaQer Y 13.6 Diane Jones 19701221-6505
Greensboro, NC 190.0 COUNCILIMGR 2005 Citv Manaaer Y 22.0 Larry Kerr 13361 273-2120
Hollvwood FL 120.0 COUNCILlMGR 2002 City ManaQer Y 13.5 Gail Reinfeld 19541921-3218
Huntersville, NC 4.0 COUNCIUMGR 2001 Town Manager Y 13.0 Jerry Cox 1704\875-6541
Lake County IL 680 COMMISSION/ADMR 2005 Asst. County Admr. Y 13.5 Barrv Burton 1847\ 377-2228
LaPlata Countv, CO 32.3 COMlADR 2000 County Administrator Y 12.5 Fred W. Klatt, Iii 13031 259-4000
Livinoston Countv, IL 40.2 COMM/COOR 2000 Countv Caordinator Y 12.5 John Jacobson (815\ 358-2478
Neotune Beach, FL 7.3 COUNCIUMGR 2003 Cilv ManaQer Y 13.0 Lisa Voloe (904) 270-2400
North Port FL 40.0 COUNCIUMGR 2005 Citv Manaaer Y 13.6 Helen Raimbeau /941\ 423-3120
Olathe, KS 100.0 COUNCIUMGR 2000 Asst City ManaQer Y 12.5 Mike Wilkes 19131 782-2600
Ormond Beach FL 40.0 COUNCIUMGR 2001 City Manaoer Y 135 Mayor Carl Persis /9041 677-0311s
Palm Bch Gardens, FL 38.0 COUNCIUMGR 2000 Citv ManaQer N-2000 12.5 Mavor Russo 1407\ 775-8250
Panama City FL 37.0 COUNCIUMGR 2003 Asst City Manaaer Y 13.5 Ken Hammond 18501872-3010
Peoria Countv, IL 185.0 BOARD/ADR 2001 Countv ManaQer Y 12,5 David Williams (309\ 672-5056
Pitts burn KS 18.0 COUNCIUMGR 2002 City Manaaer v 12,8 David Zacharias (316\ 231-4100
Portaae, MI 45.0 COUNCIUMGR 2003 Asst Citv ManaQer Y 12.0 Mike Stamofler (616)329-4412
Rockville, MD 46.0 COUNCIUMGR 2004 City Manager Y 13.6 Katherine Tuck- (301) 309-3301
Parrish
Seminole County FL 338 COMM/ADR 2000 County Administrator v 13.0 Robert Mc Million /407\321-1130
Volusia County, FL 380.0 COMMIMGR 2000 County Manager Y 13.5 Chairman Frank (386) 626-6582
Bruno
West Des Moines, IA 50.0 COUNCIUMGR 2000 City Manager y 12.8 Mayor Steven Gaer (515) 974-5261
West Palm Bch, FL 80.0 MAYORlCNCL 2000 City Administrator Y 13.5 Mr. Ed Mitchell (407) 659-8028
City Administrator
Prepared for THE CITY OF IOWA CITY, IOWA by Slavin Management Consultants
12
ANTICIPA TED SCHEDULE
The search process normally takes between sixty (60) and ninety (90) days to complete and typically follows
the following pattern:
I DAYS
I STEPS I 1-30 I 30-45 I 45-60 I 60-360 I
1. DEVELOP SEARCH PROCESS, RECRUITMENT PROFILE
AND ADVERTISING PROGRAM FOR CITY COUNCIL APPRO- ./
VAL
2. IDENTIFY QUALIFIED CANDIDATES, REVIEW DATA BASE,
NElWORK, RECEIVE AND REVIEW RESUMES ./ ./
3. SCREEN & EVALUATE PROSPECTIVE CANDIDATES ./
4. PROGRESS MEETING AND REPORT ./
5. INTERVIEW AND EVALUATE PROSPECTIVE CANDIDATES ./ ./
6. SUBMIT FINAL REPORT AND RECOMMENDATIONS, ASSIST ./
IN SELECTION, FACILITATE EMPLOYMENT
7. ESTABLISH EVALUATION CRITERIA AND FOLLOW-UP ./
Approximately twelve semifinalist candidates are presented to the City at the progress meetings. Generally,
about five finalist candidates are presented for interviews with the City.
Prepared for THE CITY OF IOWA CITY, IOWA by Slavin Management Consultants
13
AGREEMENT FOR SERVICES
This proposal is presented for Slavin Management Consultants by:
SIGNATURE:
R~vrJ: ~~
NAME:
Robert E. Slavin
TITLE:
President
DATE:
JulV 26. 2007
This proposal is accepted for the City of Iowa City, Iowa by:
SIGNATURE:
NAME:
TITLE:
DATE:
Prepared for THE CITY OF IOWA CITY, IOWA by Slavin Management Consultants
14
EXHIBIT I - PRO FORMA INVOICE
INVOICE DATE:
CLIENT:
ADDRESS:
CITY, STATE:
Progress billing for professional services
rendered in connection with our agreement:
$XXXX.XX
(Invoice _ of->
Reimbursable expenses at cost:
Airfare
Hotel
Ground Transportation
Meals
Tips
Telephone
Clerical Support
FAX
Messenger Service
Copies
Postage
Misc. Direct Costs
$ XXX.XX
XX.XX
XX.XX
XX.XX
XX.xx
XXX.XX
XXX.xX
XX.xX
XX.XX
XX.XX
XX.xX
XX.XX
Total Expenses
$XXXX.xX
TOTAL INVOICE
$XXXX.XX
SLA VIN MANAGEMENT CONSUL TANTS
EXHIBIT 11- SELECTED LIST OF CLIENTS
The following list of clients represent organizations for which our principal Consultants performed significant
project work. This client list spans some twenty years of experience of SMC consultants. Therefore, many
of these clients' project contacts have moved to other agencies or, in the case of elected officials, may not
hold office today.
Please contact SMC if you desire to speak with the individuals who were our project contacts. We will gladly
give you the project contact's current telephone number and/or address.
Adams County School District #14,
Commerce City, Colorado
Alameda County, California
Alameda-Contra Costa Transit District,
Oakland, California
American Public Works Association
Arapahoe County, Colorado
Arrowhead Regional Development,
Duluth, Minnesota
Association of County Commissioners Georgia
Bay Area Rapid Transit District,
Oakland, California
Beaufort County, South Carolina
Birmingham Public Library, Alabama
Borough of Bergenfield, New Jersey
Brown County, Wisconsin
Broward County, Florida
Buffalo County, Nebraska
California Housing Finance Agency
California State Government
Central Arkansas Library System
CDC Federal Credit Union, Atlanta, Georgia
Chaffee County, Colorado
Chesterfield County, Virginia
Children's Board of Hillsborough County,
Florida
City of Aiken, South Carolina
City of Albany, Georgia
City of A1pharetta, Georgia
City of Anaheim, California
City of Ann Arbor, Michigan
City of Arlington, Texas
City of Atlanta, Georgia
City of Atlantic Beach, Florida
City of Asheville, North Carolina
City of Auburn, Maine
City of Aurora, Colorado
City of Austin, Texas
City of Bartelsville, Oklahoma
City of Bentonville, Arkansas
City of Berkeley, California
City of Beverly Hills, California
City of Birmingham, Alabama
City of Bisbee, Arizona
City of Bloomington, Illinois
City of Brea, California
SLA VIN MANAGEMENT CONSUL TANTS
City of Boynton Beach, Florida
City of Brownsville, Texas
City of Bryan, Texas
City of Burbank, California
City of Camarillo, California
City of Carson, California
City of Casper, Wyoming
City of Charlotte, North Carolina
City of Chesapeake, Virginia
City of Clearwater, Florida
City of Columbia, Missouri
City of Columbus, Georgia
City of Concord, New Hampshire
City of Corpus Christi, Texas
City of Corta Madera, California
City of Culver City, California
City of Dallas, Texas
City of Davenport, Iowa
City of Decatur, Georgia
City of Decatur, Illinois
City of Delray Beach, Florida
City of Del Rio, Texas
City of Denton, Texas
City of Destin, Florida
City of Dothan, Alabama
City of Dubuque, Iowa
City of Duluth, Georgia
City of Durham, North Carolina
City of Eagle Pass, Texas
City of Edmond, Oklahoma
City of Elgin, IL
City of Enfield, Connecticut
City of Escondido, California
City of Evanston, Illinois
City of Fort Collins, Colirado
City of Fort Lauderdale, FL
City of Franklin, Virginia
City of Gainesville, Florida
City of Gainesville, Georgia
City of Galesburg, Illinois
City of Garden City, New York
City of Glendale, Arizona
City of Grand Rapids, Michigan
City of Greensboro, North Carolina
City of Gulfport, Florida
City of Hemet, California
SELECTED LIST OF CLIENTS
Page 2
City of Hercules, California
City of Highland Park, Illinois
City of Hollywood, Florida
City of Homestead, Florida
City of Huntington Beach, California
City of Independence, Missouri
City of Jacksonville Beach, Florida
City of Kalamazoo, Michigan
City of Kansas City, Missouri
City of Lakewood, Colorado
City of Lapeer, Michigan
City of Laramie, Wyoming
City of Laredo, Texas
City of Lenexa, Kansas
City of Liberty, Missouri
City of Little Rock, Arkansas
City of Long Beach, California
City of Manassas, Virginia
City of Miami Beach, Florida
City of Milwaukie, Oregon
City of Minneapolis, Minnesota
City of Miramar, Florida
City of Modesto, California
City of Muscatine, Iowa
City of Neptune Beach, Florida
City of New Smyrna Beach, Florida
City of Norfolk, Virginia
City of Norman, Oklahoma
City of North Las Vegas, Nevada
City of North Miami Beach, Florida
City of Northglenn, Colorado
City of North Port, Florida
City of Oberlin, Ohio
City of Ocean City, Maryland
City of Oceanside, California
City of Olathe, Kansas
City of Oklahoma City, Oklahoma
City of Oxnard, California
City of Palm Bay, Florida
City of Palm Beach Gardens, Florida
City of Palo Alto, California
City of Panama City, Florida
City of Park Ridge, Illinois
City of Pasadena, California
City of Peoria, Illinois
City of Phoenix, Arizona
City of Pittsburg, Kansas
City of Pompano Beach, Florida
City of Portage, Michigan
City of Pueblo, Colorado
City of Richmond, California
City of Richmond, Virginia
City of Riverside, California
City of Riverview, Michigan
City of Roanoke, Virginia
City of Rockville, Maryland
City of Sacramento, California
City of St. Louis Park, Minnesota
City of Salem, Oregon
City of San Diego, California
City of San Fernando, California
City and County of San Francisco, California
City of San Jose, California
City of San Juan Capistrano, California
City of Sandersville, Georgia
City of Santa Ana, California
City of Santa Monica, California
City of Sarasota, Florida
City of Shaker Heights, Ohio
City of Simi Valley, California
City of Sioux City, Iowa
City of Springfield, Missouri
City of Sunnyvale, California
City of Sunrise, Florida
City of Takoma Park, Maryland
City of Titusville, Florida
City of Thornton, Colorado
City of Traverse City, Michigan
City of Topeka, Kansas
City of Turlock, California
City of Upper Arlington, Ohio
City of Valdez, Alaska
City of Virginia Beach, Virginia
City of Waco, Texas
City of Washington, Illinois
City of West Des Moines, Iowa
City of West Hartford, Connecticut
City of West Hollywood, California
City of West Palm Beach, Florida
City of Wichita, Kansas
City of Winston-Salem, North Carolina
City of Winter Park, Florida
City of Worthington, Minnesota
City of Ypsilanti, Michigan
Albemarle County, Virginia
Chesterfield County, Virginia
Clark County, Nevada
Cobb County, Georgia
Columbia Development Corporation,
South Carolina
Columbus Water Works, Georgia
Dade County, Florida
Dallas Area Rapid Transit District, Dallas, Texas
Dallas Independent School District, Texas
District of Columbia
Eagle County, Colorado
East Brunswick Township, New Jersey
Escambia County, Florida
Fairfax County, Virginia
Forsyth County, Georgia
Fremont County, Colorado
Fresno County, California
SLA VIN MANAGEMENT CONSUL TANTS
SELECTED LIST OF CLIENTS
Page 3
Fresno Economic Development
Commission, California
Fresno Employment and Training Comm. (CA)
Fresno Redevelopment Authority, California
Fulton County, Georgia
Georgia Municipal Association
GoTopeka, Inc.
Glynn County, Georgia
Gunnison County, Colorado
Hamilton County, Ohio
Hall County, Georgia
International City Management Association
Jefferson County Housing Authority, Alabama
Jefferson County Personnel Board, Alabama
Ketchikan-Gateway Borough, Alaska
Lake County, Florida
Lake County, Illinois
Lake Sumpter Community College, Florida
La Plata County, Colorado
Las Vegas Housing Authority
Lee County Port Authority, Florida
Leon County, Florida
Lexington, Kentucky Library System
Lincoln County, North Carolina
Lincoln Road Development Corporation
Livingston County, Illinois
Local Government Insurance Trust (MD)
Los Angeles, California, Community
Redevelopment Agency
Los Angeles County, California,
Department of Community Public Health
Los Angeles Music Center Operating
Company
Los Angeles Olympics Organizing
Committee
Martin County, Florida
McHenry County, Illinois
Mecklenburg County, North Carolina
Memphis Housing Authority (TN)
Mendocino County, California
Mesa County, Colorado
Metropolitan Library System of Oklahoma
City/County
Metropolitan Nashville Arts Commission
Metropolitan Sewer District of Greater Cincinnati
Mid-American Regional Council, Kansas City,
Missouri
Moffat County, Colorado
Monterey County, California
Muscatine County, Iowa
New Kent County, Virginia
Ocala Housing Authority (FL)
Orange County, New York
Orange County, North Carolina
Palm Beach County, Florida
Parkland Hospital (TX)
SLA VIN MANAGEMENT CONSUL TANTS
Peoria County, Illinois
Peoria Housing Authority
Pinellas County, Florida
Polk County, Florida
Port Everglades Authority, Fort Lauderdale,
Florida
Port of Sacramento, California
Prince William County, Virginia
Public Works Commission of Fayetteville,
North Carolina
Ramsey County, Minnesota
Rivanna Water and Sewer and Solid Waste
Authorities (Virginia)
Riverside Transit Agency, California
Sacramento Municipal Utility District,
California
St. Louis County, Minnesota
Saline County, Kansas
San Diego County, California
San Francisco Bay Area Rapid Transit
District, California
San Luis Obispo County, California
San Mateo County, California
Sarasota/Manatee Airport Authority
Sarasota County, Florida
Sedgwick County, Kansas
Seminole County, Florida
Sonoma County, California
South Brunswick Township, New Jersey
Southern California Rapid Transit District,
California
Southwest Florida Regional Planning Council
Spartanburg Utility District (SC)
Springettsbury Township, Pennsylvania
Spotsylvania County, Virginia
Town of Blacksburg, Virginia
Town of Chapel Hill, North Carolina
Town of Frisco, Colorado
Town of Glastonbury, Connecticut
Town of Jupiter, Florida
Town of Stratford, Connecticut
Village of Arlington Heights, Illinois
Village of Glen Ellyn, Illinois
Volusia County, Florida
Washtenaw County, Michigan
West Palm Beach Downtown Development
Authority, Florida
Whiteside County, Illinois
Whitfield County, Georgia
Yolo County, California
EXHIBIT III - REFERENCES
Mr. Barry Burton
County Administrator
Lake County
Lake County
18 N County Street
Waukegan, IL 60085-4350
(84 7)377-2250
Chief Information Officer Search (2005)
Assistant County Administrator Search (2005)
Human Resources Director Search (2004)
Mr. William Hargett
City Manager
City of Pompano Beach
City Hall; Atlantic Blvd.
Pompano Beach, Florida 33061
(561) 786-4601
City Manager Search
Mr. T. Wayne Hobbs
Assistant City Administrator
City of Takoma Park
7500 Maple Avenue
Takoma Park, Maryland 20912
(301) 270-1700
City Administrator Search
Police Chief Search
Community Development Director Search
Public Works Director Search
Parks and Recreation Director Search
Mr. Jeffrey A. Pomerantz
City Manager
City of West Des Moines
4000 George M. Mills Civic Parkway
P.O. Box 65320
West Des Moines, Iowa 50265-0320
(515) 222-3612
Fire Chief Search (2000)
Chairman David Williams
Peoria County
Peoria County Administrative Office
324 Main Street
Peoria, Illinois 61602
(309) 672-6054
County Manager Search (2001)
Mr. Lief Ahnell
City Manager
City of Boca Raton
201 West Palmetto Park Road
Boca Raton, Florida 33432-3730
(561) 393-7703
Police Chief Search (1998)
Assistant City Manager Search - Human Resources
Focus (2000)
Mr. Scott Ullery
City Manager
City of Rockville
111 Maryland Ave.
Rockville, Maryland 20850
(301) 309-3301
Assistant City Manager Search (2001)
Police Chief Search (2001)
Mr. Don D. Stillwell
County Manager
Lee County
P.O. Box 398
Fort Myers, Florida 33902-0398 .
(941) 335-2221
Human Resources Director Search (2001)
Mr. W. Calvin Horton
Town Manager
Town of Chapel Hill
306 N. Columbia, Street
Chapel Hill, North Carolina 27516
(919) 968-2744
Transit Director Search (2000)
Human Resources Director Search (2001)
Ms. Diane Jones
Assistant City Manager
City of Fort Collins
City Hall West, 1st Floor
300 LaPorte Ave,
Fort Collins, Colorado 80521
(970) 221-6508
Ms. Carol A. Burkett
Assistant to the Public Safety Director
Orange County Administrator's Office
201 S. Rosalind Avenue, 5th Floor
Orlando, Florida 32802-1393
(407) 836-3857
Corrections Director Search (2001)
Mayor Nancy Sharpe
City of Greenwood Village
City Hall
6060 South Quebec Street
Greenwood Village, Colorado 80111
(303) 486-5741
City Manager Search (2006)
Ms. Tia M. Gronlund-Fox
Director of Human Resources
City of Novi
45175 W. Ten Mile Road
Novi, Michigan 48375-3024
(248) 347-0452
City Manager Search (2006)
SLA VIN MANAGEMENT CONSUL TANTS
EXHIBIT IV -EEO STATEMENT
Slavin Management Consultants (SMC) is committed to building a diverse workforce which reflects the face
of the community we serve, honors and respects the differences and abilities of all our employees and
residents, and provides employees with the necessary opportunities, tools, and support to achieve their
maximum potential.
Equitably managing a diverse workforce is at the heart of equal opportunity. Valuing diversity is the basis for
a policy of inclusion. Diversity recognizes and respects the multitude of differences which employees bring
to the workplace. Diversity complements organizational values that stress teamwork, leadership,
empowerment, and quality service. Diversity means striving to maintain an environment in which managers
value the differences in their employees and take steps to ensure that all employees know they are welcome.
To achieve workplace equity and inclusion, SMC will observe the practices outlined below:
· We will ensure that we do not discriminate in employment on the basis of race, color, religion, national
origin, sex, age, disability, marital status, sexual orientation, creed, ancestry, medical condition, or
political ideology.
· Our recruiting efforts will ensure that applicant pools are both capable and diverse.
· We will make employment decisions based on job-related criteria and will provide opportunities for
entry and promotion into non-traditional jobs.
· We will ensure a workplace free of all forms of harassment.
· We will develop a procedure for prompt, thorough and impartial investigations of discrimination or
harassment complaints and will act on appropriate measures to provide remedy or relief to individuals
who have been victims of illegal discrimination or harassment.
Measures to ensure accountability for managing diversity will be incorporated into the performance
management system for supervisors and managers. The chief executive officer will evaluate the effectiveness
of our diversity policies and programs.
By creating a workplace where everyone can work towards their maximum potential, SMC will retain quality,
productive employees who will provide excellent services to our clients.
SLA VIN MANAGEMENT CONSUL TANTS
EXHIBIT V - MINORITY AND WOMEN PLACEMENTS
CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO
ALACHUA COUNTY, FL County Administrator X
ALBANY, GA City Manager X
Police Chief X
Assistant City Manager X
ASPEN,CO City Manager X
AUSTIN, TX City Manager X
City Manager X
BERKELEY, CA City Manager X
Public Works Director X
BEVERL Y HILLS, CA Sanitation Director X
Library Director X
BOCA RATON, FL City Manager X
Asst. City Manager X
BROWARD COUNTY, FL Assistant Director of Equal X X
Employment
BRYAN, TX Municipal Court Judge X
City Manager X
CAMARILLO, CA City Clerk X
CARSON, CA Planning Director X
CHAPEL HILL, HC Transportation Director X
Human Resources Director X
CHARLOTTE COUNTY, FL County Attorney X
CENTRAL CITY ASSN. OF THE Director of Security X
CITY OF LOS ANGELES (CA)
CHARLOTTE, NC Neighborhood Services Director X
COLUMBIA, MO Police Chief X
CUL VER CITY, CA Finance Director X
DALLAS INDEPENDENT Chief Financial Officer X X
SCHOOL DISTRICT (TX)
DALLAS, TX City Attorney X
DECATUR,GA Chief of Police X
DISTRICT OF COLUMBIA Executive Director
Alcoholic Beverage Regulations X
Commission
DURHAM, NC City Manager X
City Manager X X
Police Chief X
Public Works Director X X
ESCONDIDO, CA Civic Center Construction Mgr X
EVANSTON, IL City Manager X
SLAVIN MANAGEMENT CONSULTANTS
Minority and Female Placements
Page 2
CLIENT POSmON AFRICAN AMERICAN WOMAN LATINO
FRESNO, CA (PIC) Executive Director X
FORT LAUDERDALE, FL Fire Chief X
GAINESVILLE, FL Equal Employment Director X
GLASTONBURY, CT Human Resources Director X X
GREENBEL T HOMES, INC. Executive Director X
(MARYLAND)
GREENSBORO,NC Assistant City Manager X
HAMIL TON COUNTY, OH Jobs and Family Services Director X
HILLSBOROUGH COUNTY (FL) Executive Director X
CHILDREN'S BOARD
HOLL YWOOD, FL City Manager X
JUPITER, FL Assistant to the City Manager X
Public Works Director X
KALAMAZOO, MI City Manager X
Assistant City Manager X
LAKE COUNTY, FL County Attorney X
LAKE COUNTY, IL Purchasing Director X
Human Resources Director X
Assistant County Administrator X
LA PLATA COUNTY, CO Human Services Director X
LEE COUNTY, FL County Administrator X
Human Resources Director X
LINCOLN ROAD Executive Director X
DEVELOPMENT CORP.
LONG BEACH, CA Police Chief X
LONG BEACH, CA Executive Director, Civil Service X
Commission
LOS ANGELES, COMMUNITY Sr. Project Manager X X
REDEVELOPMENT AGENCY
Project Manager X
Project Manager X
LOS ANGELES COUNTY (CA) Executive Director X X
HEAL TH SYSTEMS AGENCY
Deputy Exec. Dir. X
LOS ANGELES COUNTY Public Health Director X
DEPARTMENT OF PUBLIC
HEAL TH
LOS ANGELES OL YMPICS Human Resources Director X X
ORGANIZING COMMITTEE
Director of Venues X
METROZOO (MIAMI FL) Director of Marketing X
SLAVIN MANAGEMENT CONSULTANTS
Minority and Female Placements
Page 3
CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO
MEMPHIS (TN) HOUSING Executive Director X
AUTHORITY
MIAMI, FL Director of Cip X
MIAMI (FL) OFF-STREET Finance Director X
PARKING SYSTEM
MIAMI VALLEY REGIONAL Executive Director X X
TRANSIT AUTH. (DA YTON,
OH)
MIRAMAR, FL City Manager X
MONTEREY COUNTY, CA Hospital Administrator X
NOAH DEVELOPMENT Executive Director X
CORPORA TION
NORFOLK, VA Human Resources Director X
Senior Engineer X
NORFOLK, VA Social Services Director X
OCALA (FL) PUBLIC HOUSING Executive Director X
AUTHORITY
OBERLIN, OH City Manager X
ORMOND BEACH, FL City Manager X
OKLAHOMA CITY, OK City Manager X
PALM BA Y, FL Human Resources Director X
PALM BEACH COUNTY, FL Assistant County Administrator X
PALM BEACH COUNTY (FL) Executive Director X
CHILDREN'S SERVICES
BOARD
PALM BEACH COUNTY (FL) Executive Director X
HEAL TH CARE DISTRICT
PALM BEACH GARDENS, FL City Manager (1992) X
City Manager (1999) X
PALO AL TO, CA City Attorney X
PEORIA (IL) PUBLIC HOUSING Executive Director X
AUTHORITY
PRINCE WILLIAM COUNTY, VA Fire Chief X
RICHMOND, CA City Manager X
RICHMOND, VA Director of Public Health X
ROANOKE, VA Police Chief X
Economic Development Director X
Assistant City Manager X X
Director of Human Services X
ROCKVILLE, MD Assistant City Manager X
SACRAMENTO, CA Human Resources Director X X
SLAVIN MANAGEMENT CONSULTANTS
Minority and Female Placements
Page 4
CLIENT POSmON AFRICAN AMERICAN WOMAN LATINO
SAGINA~ MI Police Chief X
SAN DIEGO, CA City Manager X
SAN FRANCISCO, CA Assistant City Administrator X
SAN JOSE, CA Police Chief X
SANTA MONICA, CA Deputy City Manager X
SARASOTA, FL Human Resources Director X
SARASOTA COUNTY, FL Deputy County Administrator X
SHAKER HEIGHTS, OH City Administrator X
SUNNYVALE, CA Public Information Officer X
City Clerk X
STRATFORD,CT Human Resources Director X
TAKOMA PARK, MD City Manager X
Recreation Director X X
Housing and Community X
Development Director
Public Works Director X
THORNTON, CO Public Information Officer X
TOPEKA,KS City Manager X
VIRGINIA BEACH, VA Human Resources Director X
VIRGINIA BEACH PARK Executive Director X
TRUST (FL)
VOL USIA COUNTY, FL County Manager X
WACO, TX Deputy City Manager X
Exec. Dir. - Support Services X
Assistant City Manager X
Director of Facilities X
THE WEINGART CENTER Executive Director X
(LOS ANGELES)
WEST COVINA, CA Planning Director X X
WEST MIFFLIN, PA Town Administrator X
WEST PALM BEACH, FL Assistant City Administrator X X
WICHITA, KS Human Resources Dir X X
Community Services Dir X X
Communications Director X
Director of Libraries X
Housing and Development X X
Director
SLAVIN MANAGEMENT CONSULTANTS
Minority and Female Placements
Page 5
CLIENT
YPSILANTI, MI
ZOOLOGICAL SOCIETY OF
FLORIDA (DADE COUNTY)
SLAVIN MANAGEMENT CONSULTANTS
PpSITION
City Manager
AFRICAN AMERICAN
x
WOMAN
LATINO
x
City Manager
x
Executive Director
COMPANY. /Jk.kr:5' tJlcJa.l7 i [:1,.. ~rlL i ~ II.- ..{-
Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following
guidelines:
Exceptional - the proposal meets or exceeds the most important factors in a way that is beneficial to the
City. Risk is low and the proposal indicates a very high probability of successful performance. There are
no deficiencies in major areas or items.
Acceptable - the proposal meets all significant factors. Risk is low and there is a good probability
of success. There are no critical deficiencies and any other deficiencies can be readily corrected.
Marqinal - the proposal does not meet some important factors. Risk is evident and there is a low
probability of success. There are serious deficiencies in the proposal but they may be
correctable.
Unacceptable - the proposal does not meet several important factors. Risk is high and there is
little likelihood of success. The proposal would have to be substantially re-written to make it
acceptable.
EVALUATION CRITERIA
Rating (1 -10)
Qualifications and availability of key personnel
Experience filling executive level positions with public sector
organizations
Experience with City Manager searches
Experience utilizing a participatory process
TOTAL SCORE
SearchFirmRank.doc
STATEMENT OF QUALIFICATIONS
PRESENTED TO THE CITY COUNCIL
OF IOWA CITY, IOWA
EXECUTIVE RECRUITMENT SERVICES FOR
CITY J\1ANAGER
August 1,2007
III IIWATERS~OLDANI
00 EXECUTIVE RECRUITMENT
A Division of The Waters Consulting Group, Inc.
5050 Quorum Drive, Suite 625 Dallas, Texas 75254 800.899.1669 \vww.watersconsulting.com
TABLE OF CONTENTS
SECTION I
· INTRODUCTION
page
1
SECTION II
· CONSULTING TEAM
page
3
SECTION III
. CAPABILTIES & EXPERIENCE
page
7
SECTION IV
· REFERENCES
page
25
SECTION V
· PROJECT TIME LINE
page
26
The Waters Consulting Group, Inc
Page . 2
SECTION. I
INTRODUCTION
THE WATERS CONSULTING GROUP, INC.
800.899.1669 WWWWATERSCONSULTING.COM
IFI WATERS-OLDANI
Lf!b EXECUTIVE RECRUITMENT
A Division of The Waters Consulting Group, Inc.
July 31, 2007
City Council
c/o Office of the City Clerk
City of Iowa City, Iowa
410 E. Washington Street
Iowa City, IA 52240
Re: Request for Statement of Qualifications - Executive Recruitment for the position of City
Manager
Dear Council Members:
For over 30 years, our firm has provided executive recruitment services to local governments and other
public, private and non-profit organizations across the nation.
Our services include total executive recruitment programs or partial recruitment services such as reference
checks and background investigations. With our solid reputation and sound approach to executive
recruitment nationwide, coupled with our seasoned team of consultants, our goal is to help our clients avoid
the problems associated with costly hiring mistakes.
In addition, our executive recruitment professionals are backed by our full-time staff of compensation
experts. This added benefits helps to ensure that we are able to assist our clients understand the trends in
the salary market as they relate to effective executive recruitment. There is no other firm of our type that
knows better what is being asked and what is being offered in terms of total compensation. In addition, we
have a full-time team of HR consultants which help our recruitment consultants better understand the latest
labor and fair employment laws, rulings and court decisions.
One of the benefits offered to our clients that truly set our firm apart from the competition is our Triple
Guarantee™. Others may try to imitate, but we are pioneers in this approach to guaranteeing our work
product.
Our Triole Guarantee™
o We remain with you until a final selection is made for a fixed fee - no matter how long it takes. Ifwe
do not fmd the candidates you desire on the first presentation of candidates, we will go back out and
start this phase of the project again until you have a viable list of candidates for consideration.
8 Your executive recruitment is guaranteed for two (2) years against voluntary resignation or termination
for cause of the candidate. Within the first year, the replacement recruitment will be repeated for you
at no professional fee and for expenses only. During the second year, the replacement recruitment is
reduced to 50% of the professional fee plus expenses. Candidates appointed from within the
organization do not qualify for this guarantee. This guarantee is subject to further limitations and
restrictions of your state law. Additional services include a performance appraisal and review after
twelve (12) months of service of the appointed candidate, at expenses only with no professional fee to
you.
8 We will never directly solicit the candidate for any other position in which we may be recruiting as
long as the person is employed with you.
THE WATERS CONSULTING GROUP, INe. PRODUCTIVE MANAGEMENT CONCEPTS
5050 Quorum Drive Suite 625 Dallas, Texas 75254 972/481/1950 972/481/195 I (Fax) www.watersconsulting.com
-Dallas. Seattle. Cleveland. Austin-
Finally, as a point that clearly separates us from others, we would like to share with your our competency-
based success model, CareerNavigator™. We developed this psychological assessment model with the
public sector in mind. In fact, CareerNavigator™ is currently used by one of the largest professional
associations in the U.S. for the public sector as their key tool in their Coaching & Mentoring program.
Career Navigator™ may be used for selection, development, 360 degree feedback, succession planning,
and coaching and mentoring programs. For over 10 years, we have been using this content-validated tool
to assist our clients with executive selection as well as the many other specialized programs which focus on
individual and team success. With each of our searches, we provide the report developed from
CareerNavigator™ for up to 10 fmalists at no charge, with additional reports being only $350 each.
The rest of this document serves to explain our methodology and professional expertise in greater detail.
However, I am glad to answer any specific questions you may have. We look forward to working with
your organization in the near future. Please contact me at 1.817.965.3911 or via email
(canderson@watersconsulting.com) if you require additional information.
Sincerely,
~~
--
Charles (Chuck) S. Anderson
CEO of Waters-Oldani Executive Recruitment
CSA/slw
~ 2007-The Waters Consulting Group, Inc. Page. 2
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC.
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC.
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SECTION. II
CONSULTING TEAM
THE WATERS CONSULTING GROUP, INC.
800.899.1669 WWWWATERSCONSULTING.COM
AN OVERVIEW OF OUR CONSULTING TEAM
Waters-Oldani emphasizes the importance of custom-designing projects to meet our clients' specific needs.
In executing the executive recruitment assignment, we will tailor our approach to address the issues unique
to your organization's working environment. On every project, we assign a Senior Project Consultant and
a carefully chosen team of support professionals to carry out assignments in an effective and efficient
manner. Our Senior Project Consultant will interface with you to confirm the finalized scope of the project,
schedule and the resources needed to successfully meet our commitments in a timely manner.
An exact project schedule will be determined after consultation with you and may be adjusted as necessary.
Attached you will fmd the bios of the Senior Project Team Consultants that will be involved in your
recruitment. Andrea Sims has been carefully chosen to lead your project by the CEO of the recruiting
division in order to best serve the needs of your organization.
~ 2007-The Waters Consulting Group, Inc. Page. 3
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC
CHARLES (CHliCK) S. ANDERSON
Chief Executive Officer
\Vaters-Oldani Executive Recruitment Di, ision
Charles (Chuck) S. Anderson is the Chief Executive Officer for the Waters-Oldani Recruitment Division
within the Waters Consulting Group (WCG). In this role he also is a senior consultant within the HR
Consulting Division for projects related to organizational design and development, strategic planning, and
leadership/management development.
Prior to joining the WCG, Chuck worked for local governments and public education, including City
Manager for Dallas, Texas; Executive Director for the Dallas Area Rapid Transit (DART); and Executive
Director for the Michigan Education Association.
Chuck also served as Director for Local Government Reform for the International City/County Association
(ICMA), managing a U.S. government contract for the planning and delivery of technical assistance to
local governments in Central and Eastern Europe. His last assignment in this role with ICMA was to recruit
and supervise a team of technical consultants to assist in re-building local governments in Bosnia following
agreement on the Dayton Accords.
During his service with the Michigan Education Association, Chuck also served as Senior Consultant for
Urban Planning and Management for Michigan State University's Institute for Public Policy and Social
Research.
Areas of Expertise
. Executive Recruitment
. Leadership/Management Development
. Organizational Design
. Organizational Development
Professional Accomplishments and Education
Chuck received a Bachelor of Arts degree in political science and human resources management and a
Masters of Public Administration degree from the University of Kansas. He received the prestigious L.P.
Cookingham Award for Development of Young Professionals from the International City/County
Management Association (ICMA) and the Minority and Women Advancement Award from the American
Public Transit Association (APT A). He was also recognized as Public Administrator of the Year by the
American Society of Public Administration (ASPA) and Outstanding Management Innovator (Honorable
Mention) by ICMA.
IFI WATERS-OLDANI
Lf!b EXECUTIVE RECRUITMENT
A Division of The Waters Consulting Group, Inc.
~ 2007-The Waters Consulting Group, Inc. Page. 4
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG. INC.
ANDREA R\TTLE SIMS
Senior Consultant
Andrea Battle Sims has been working in executive search for over six years, managing all phases of the
search process for municipal, county, state and non-profit organizations, focusing on the East, Midwest and
Mid-Atlantic regions with numerous searches for a number of governmental and non-profit executives
including: City and Assistant City Managers, Library Directors, Chief Information Officers, Police Chiefs,
City/County Attorneys, Parks & Recreation Directors, Finance Directors and Workforce Development
Executive Directors.
Andrea is an experienced professional with over twenty years of prior experience in Information
Technology, EDP Audit and Management experience in both the public and private sector. Her local
government leadership roles include serving as the IT Director at Cleveland Public Schools with a staff of
50; Deputy Director of IT at Cuyahoga County with a staff of 70. In addition, her county experience
includes creating a start-up venture to sell public computer access to the legal community. Ms. Sims has
held management positions at AT&T, Progressive Insurance, and National City Bank managing IT projects
as well as IT professionals, along with serving as an internal consultant/auditor. She has successfully
managed IT professionals through the change process from legacy to client-server technologies including
both private and public sector Year 2000 implementations.
Areas of Expertise
. Executive Search
. Recruitment and Retention Training
. Information Technology
. Organizational Assessment
. Strategic Planning and Implementation
. Project Management
. Process Improvement
Professional Accomplishments and Education
Andrea's educational background includes a Bachelor of Arts in Mathematics from Spelman College,
Atlanta Georgia and a Master of Science in Operations Research from The Wharton School at the
University of Pennsylvania, Philadelphia, Pennsylvania. In addition, her post-graduate education includes
numerous IT and management courses and seminars and certification from the Leadership Academy at
Cleveland State University. Andrea's current and past civic involvement includes the Board of Trustees at
the American Cancer Society, Cuyahoga Unit; Junior League of Cleveland, along with leadership positions
with the Links, Inc., the Spelman Alumnae Association, and Delta Sigma Theta, Inc.
IFI WATERS-OLDANI
~. EXECUTIVE RECRUITMENT
A Division of The Waters Consulting Group, Inc.
~ 2007-The Waters Consulting Group, Inc. Page. 5
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, lNC
RICIL\RD PYn~RIK, Ph. D.
Senior Consultant
Richard Paterik serves as a Performance Management Specialist and Organizational Behavior Consultant
for Waters-Oldani.
Before joining the firm, Richard worked as the Director of the Career Development Center for the
University of Dallas and has provided consulting services to both the public and private sector throughout
his graduate work. He is a highly focused organizational psychologist with strong assessment, consulting,
and project management skills. He has successfully implemented professional-level services and programs
with business strategies and corporate cultures.
Areas of Expertise
. Performance Management and Appraisal System Development
. Job Evaluation System Design and Implementation
. Alternative Pay and Reward Programs
. Organizational Psychology
. Leadership Development Systems
. Pre-employment Psychological Testing and Assessments
. EEO Equity Analysis
. Statistical Analysis including Performance Scale Creation and Validation
. Conflict Resolution Training
. Position Evaluation and Position Description Development
. Skill-based Pay System Development
. Competency-based Performance Achievement Programs
Professional Accomplishments and Education
Richard received his Doctorate of Philosophy in Counseling Psychology from Texas Woman's University.
He received his Master of Arts in Counseling Psychology from Michigan State University. He is a
Licensed Psychologist and is a certified Birkman Consultant and Targeted Selection Interviewer. Richard
is also fully certified to administer ASSESS Strategic Success Modeling by the professional organizational
psychologists at Bigby, Havis & Associates - a nationally known, accredited and respected fIrm.
1~1~~~&i~~~~UITMENT
A Division of The Waters Consulting Group, Inc.
~ 2007-The Waters Consulting Group, Inc. Page. 6
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC.
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SECTION. III
CAP ABIL TIES & EXPERIENCE
THE WATERS CONSULTING GROUP, INC.
800.899.1669 WWWWATERSCONSULTING.COM
COMMITMENT TO SUCCESS
Our wlderstanding (~l(lf1d experience in the public seClor coupled with our commitment in
del'e!oping partnaing relationships with our clients are key.f(lctor.\ in our long-term succe,l,'.\.
PROJECT OVERVIEW
The City of Iowa City is considering the use of an outside consulting firm to assist in the executive
recruitment program for your new City Manager and has requested a statement of qualifications describing
a work plan and project approach from Waters-Oldani Executive Recruitment (Waters-Oldani), a division
of The Waters Consulting Group, Inc. With this in mind, we provide the following for your consideration.
PROFESSIONAL EXPERTS MAKE THE DIFFERENCE
Throughout the assignment, the Waters-Oldani team will serve as technical advisors to your organization,
serving to ensure that the recruitment process is conducted in a professional and effective manner. The
objective of Waters-Oldani will be to generate a highly qualified group of candidates from whom you may
select for a new City Manager, as well as assist you in the evaluation process of such candidates. Due to
our broad reaching professional relationships with hundreds of public sector entities across the nation,
Waters-Oldani is positioned to confidently promote this position to prospective candidates as a positive
career and personal growth opportunity quickly.
Since our firm's beginning, we have emerged as a leader in executive recruitment. It is our 30+ years of
consulting experience, coupled with our unique approach and personal touch that drives our internal
standard for delivering only outstanding services and leading-edge products. In addition, Waters-Oldani is
positioned as the largest privately held executive recruitment firm in the nation, with a focus on the public
sector. This kind of strength will prove to be invaluable for a recruitment of this nature.
With any consulting assignment, but particularly with an executive recruitment project, reliable, consistent
communication is fundamental to project success. At key points during the assignment, Waters-Oldani
consultants will meet, either by phone or in person, with appropriate leaders from your organization to
discuss the progress of the recruitment and to review subsequent steps in the recruitment process. These
regular overview sessions are vital in helping to ensure success with the recruitment assignment.
We have helped hundreds of public sector entities over the years with executive recruitment challenges.
We pride ourselves in the fact that we bring a high level of personal commitment to everything that we do.
We get to know our clients - their concerns for success, their strategic goals and their operational culture.
But our intense professional commitment does not stop with our clients. Time after time, we have
candidates who were not selected for positions call to extend compliments and thanks for how they were
treated during our recruitments. Many have stated that we provided the best recruitment experience in
which they have ever participated.
~ 2007-The Waters Consulting Group, Inc. Page. 7
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC
Client satisfaction is important to all organizations, but to our firm, it is our chief focus. In our business,
referrals and recommendations are the keys to success - not to mention longevity. Later in this proposal, a
list of references as well as a partial client list will be provided for your further consideration.
ROLE OF THE ORGANIZATION'S STAFF
We have a fulI and seasoned staff of professionals to deliver quality services with minimal effort required
from you. However, to assist in the project, we suggest that your organization designate a Project Manager
to serve as Waters-Oldani's primary contact for the recruitment assignment. Depending upon the chosen
tasks, your Project Manager wiIl facilitate such functions as coordinating meeting times and places,
arranging for meeting updates and any other coordination of recruitment activities including the review of
the draft brochure/profile and related advertising. Of course, our team of consultants will work to
thoroughly review your goals in regard to the recruitment by conducting an initial planning meeting as wen
as how much can be offered in terms of providing resources for the stated coordination efforts.
OUR TRIPLE GUARANTEE
During this project, the mission of Waters-Oldani wiIl be to assist your organization in the selection of a
seasoned, well-respected and innovative leader that has the ability to assist in the accomplishment of the
goals and objectives as required of the position. Our Triple Guarantee is defined as: (1) A commitment to
remain with the recruitment assignment until you have made an appointment for the fees and tasks quoted
in this proposal. If you are unable to make a selection from the initial group of finalists, Waters-Oldani wiIl
work to identify a supplemental group; (2) Your executive recruitment is guaranteed for two years against
voluntary resignation or termination for cause of the candidate. Within the first year, the replacement
recruitment will be repeated with no professional fee and charges incurred only for project-related
expenses. During the second year, the replacement recruitment is reduced to 50% of the professional fee
plus project-related expenses. Candidates appointed from within your organization do not quality for this
guarantee. This guarantee is subject to further limitations and restrictions of your state laws. Additional
services include a performance appraisal and review after 12 months of service of the appointed candidate,
with no professional fee charged to you. The only cost you would incur in this case would be the
reimbursement for any project-related expenses; and 3) Waters-Oldani will not solicit any candidates
selected under this contract for any other position while the candidate is employed with your organization.
@ 2007-The Waters Consulting Group, Inc. Page. 8
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC.
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC.
I)ESCRIPTION OF KEY TASKS
T/lef,,!!owinK is inrcl1ded to descrihe lhe key ta.\ks associated
~l'ith our approach to exccwil'(! recruitment.
TASK I
PROFILEIBROCHURE DEVELOPMENT AND ADVERTISING
This important fIrst step in the recruitment process will involve the development of a comprehensive
profile/brochure describing the minimum qualifications, desired experience, personal characteristics, and
other factors that will make a person likely to be a success in the position of City Manager.
Waters-Oldani will meet with your leadership team, as appropriate, to discuss the required background and
experiences for the new City Manager. (Many of our previous recruitments have involved an open-
community approach to profile development, and we have found this to be an excellent way to broaden our
perspective on the qualifications needed for the position. We would be pleased to provide information
relating to fees for this additional step if requested.)
In the development of the profile, Waters-Oldani will also gather organizational charts, budgetary
information, operational reports and other documentation describing the operations and workload of the
position, as necessary. Additionally, we will use our knowledge of current developments in the operations
of the public sector to further assist you in the development of the qualifications for this position.
Consideration will be given to requirements such as formal education and specific work experiences. We
understand the importance of developing truly meaningful position requirements that meet the current
needs of your organization that also complement your culture, goals and objectives.
Based upon the results of the discussions with your organization, Waters-Oldani will develop a customized
profile/brochure that represents a comprehensive view of the background, experiences and other
qualifications important for a successful City Manager. The draft profile will be presented to you for
review and fmal approval/edits prior to initiating the solicitation and advertising strategy.
In order to conduct an open recruitment and to encourage applications from a diverse pool of candidates,
Waters-Oldani will work with you to develop a comprehensive advertising strategy to notify potential
candidates about the vacancy. Advertisements will be placed in appropriate professional publications, local
newspapers of record and on Internet bulletin boards as approved by you. Draft ads will be submitted to
your organization for approval prior to publication. Waters-Oldani has direct access to the Internet through
our heavily trafficked Web site at www.watersconsulting.com and targeted e-mail
(search@watersconsulting.com). Additionally, we will use these resources to communicate with prospects
and candidates as appropriate directly as well as direct phone calls. The aggressive advertising campaign
for top talent will include national, regional, in-state and local elements as determined during our initial
meetings with your organization. We will work to create an appealing brochure in order to submit to
~ 2007-The Waters Consulting Group, Inc. Page. 9
THIS PROPOSAL CONTAINS PROPRIETARY INFORMA nON AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC
candidates in both a printed and electronic format. Additionally, our presence at appropriate public sector
conferences will be used to further promote the position (as occur during this recruitment and in which we
are a participant).
A solid and effective advertising strategy will help to ensure that we conduct an open recruitment. Waters-
Oldani is committed to making sure you meet your commitment to ensure against discrimination in
employment practices on the basis of race, color, national origin, ancestry, disability, gender or religion.
TASK II
EXECUTION OF RECRUITMENT STRATEGY
AND IDENTIFICATION OF QUALITY TALENT
Once the profile for the new City Manager has been created, Waters-Oldani will implement the campaign
to address prospective candidates on a national, regional, in-state and local basis (as determined). Using
the information provided by the profile and developed in Task I, Waters-Oldani will seek to identify
individuals who would be outstanding candidates for the position of City Manager. Often, potentially well-
qualified candidates are not actively seeking new employment and will not necessarily respond to an
advertisement. However, if a potential candidate is presented with the opportunity directly and in the
proper manner, he or she may apply. We take pride in our ability to locate quality candidates across the
nation based on our professional contacts and relationships. In addition, Waters-Oldani will send direct
informational mailings to key public sector associations and organizations across the nation.
During this assignment, we will use our knowledge of the public sector to identifY and contact individuals
who may be candidates or who may know of potential candidates. Waters-Oldani has reliable contacts
from coast to coast. We will contact individuals identified as potential candidates to discuss the career
opportunity presented by your organization. The objective of this effort will be to further identify highly-
qualified individuals, and then to interest these potential candidates in submitting a resume for your
consideration.
We have established networks with minority and female leaders throughout the nation and are proud of our
record of placement of qualified minority and female candidates. Waters-Oldani has adopted a corporate
policy of equal employment opportunity and will not participate in any recruitment effort where these
principles are not followed. Our record of combined successful placements of candidates from affected
classes from our public sector recruitments is in excess of 40%. In addition, we are charter members of
NFBPA and their Business Advisory Committee and the Hispanic Network among other minority and
women focused-organizations sponsorships.
~ 2007-The Waters Consulting Group, Inc. Page. 10
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, lNC
TASK III
CONDUCT PRELIMINARY SCREENING AND INITIAL INTERVIEWS
Our recruiting efforts generally identify a significant number of applicants, depending upon the position
and the availability of skills in the marketplace. From this group, we review the credentials of each
applicant including internal candidates based on his/her resume, referral source comments (for external
candidates only) and when appropriate, telephone interviews. We compare this information to the
requirements developed in the recruiting profile and generate a spreadsheet list of qualified candidates
whose backgrounds and experience most closely fit the requirements of the position.
We believe that one of the strengths of the Waters-Oldani recruitment process is our hands-on management
and care of candidates during the process. Each candidate submitting a resume is sent a timely
acknowledgement by Waters-Oldani giving an approximate schedule for the recruitment. Further
communications are maintained with each candidate regarding information about the recruitment progress
and, at the conclusion of the project, rejection notifications are sent. We take pride in the many
complimentary comments made by fmalists and non-fmalists regarding the level of communication and the
professionalism with which they are treated during our recruitments, which is also a positive reflection on
your organization.
After obtaining authorization from you, Waters-Oldani conducts in-depth interviews (either by phone, in
person or via video conference) with each semi-final candidate. Our interviews are conducted with a
targeted and customized set of questions developed by Waters-Oldani to measure management skills,
interpersonal traits and characteristics deemed most important to the Organization. These inquiries are
combined with a list of questions developed specifically for the position using issues identified in the
profile development.
As part of our thorough screening of candidates, we also utilize our content-validated behavioral
assessment and success profile system CareerNavigator™. Our unique and customized approach to
recruitment features a content-validated competency model that measures the core competencies of public
sector leaders in conjunction with a comprehensive psychological assessment. In short, it helps to identify
those competencies that are proven to make a candidate much more likely to be successful in a certain
position of leadership.
Our CareerNavigator™ Competency Model and Assessment System go far beyond the core competencies
most organizations use to assess candidates in the public sector. It compares innate, behavioral
characteristics with the full range of core competencies our research identified to predict with greater
accuracy a candidate's likelihood of success on the job. This approach reaches well beyond the scope of
interviews, to provide insightful, statistically reliable information that public sector organizations can
utilize in selecting, retaining and developing top-performing future executives.
In addition, CareerNavigator™ generates specific questions for individual candidates based upon their
~ 2007-The Waters Consulting Group, Inc. Page. II
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC
responses to the assessment. These questions are included in the in-depth interview conducted by the
Waters-Oldani consultant. CareerNavigator™ also generates specific questions to be used in the reference
calls conducted as part of Task IV.
At the conclusion of our interview process, we will meet with you to recommend fmal candidates. After
discussion, if your organization agrees with our recommendations, Waters-Oldani will provide detailed
written evaluations of the candidates.
TASK IV
CONDUCTING BACKGROUND INVESTIGATIONS, REFERENCE CHECKS
AND ACADEMIC VERIFICATIONS
Once you approve the group of fmalists, Waters-Oldani will begin the reference checking and background
process. Waters-Oldani will obtain a list of up to ten work-related references for each fmalist. Telephone
contact is then made with selected references and sometimes with others in the specific industry that may
know of additional accomplishments and work experiences of the candidates. The purpose of the reference
interviews is not to solicit negative comments about the candidates, although the process may generate
some. The purpose is to allow Waters-Oldani to complete our understanding of the actual work experience
and personal characteristics of the fmalists. Specific questions to be asked about the candidates will be
developed from the profile approved by you as well as the CareerNavigator™ assessment.
In regard to formal background investigations, Waters-Oldani is pleased to partner with PSI Investigation
Services in the gathering of information about the fmancial history and the review of court records for each
final candidate. This background investigation, coupled with our reference checking techniques, helps to
ensure a sound selection process. Background investigations are conducted in the areas of:
. Consumer Credit . Bankruptcy
. County Criminal . State District Superior Court Criminal
. County Civil Litigation . State District Superior Court Civil Litigation
. Judgment/Tax Lien . Federal District Criminal
. Motor Vehicle . Federal District Civil Litigation
TASK V
RECOMMENDATION OF FINALISTS AND FINAL WRITTEN REPORT
Upon completion of Tasks I through IV, Waters-Oldani will submit a Final Candidate Report
recommending a group of fmalists for you to interview. Typically four to six fmal candidates will be
identified. Our report will summarize the work experiences and educational backgrounds of the candidates
drawn from the resumes and from the initial interviews and background checks. Waters-Oldani will also
summarize the results of the reference investigations. In addition, the report will include general guidelines
for applicant interviewing and suggested interview questions for your interview panel to use in conducting
the interviews. A list of suggested questions can be very helpful to the interviewer by ensuring consistency
and guarding against straying into potentially legally dangerous areas of inquiry.
Waters-Oldani will also discuss with you the subsequent and optional steps in the total interview process
~ 2007-The Waters Consulting Group, Inc. Page. 12
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC
and vvill make recommendations concerning the final evaluation oCthe ca.ndidates_ During t.his phase o"-the
recruitment.~ our consulting team plays a major coordinating role. VVe vvill participate in final intervievvs as
either an observer or active panel member at your request and are available to ansvver questions and assist
you in final section and evaluations. In addition~ VVaters-Oldani vvill assist you '\.Nith the development 0"- a
cOlnpensation package vvith the successfhl candidate_ Alternative and optional approaches during this tin...e
may include the use of'" an intervievv panel. assessment center,. and/or personality/behavioral assessment
tools_
A SAl\IIPL....NG OF R.ECENT EXECUT'VE SEAR.CHES
Belovv is a san...pling o"-executive recruitments per"-orTncd by Vv"aters-Oldani over t.he past seven years,. vvith
City f\IIanager recruitments highlighted. All oTt.he recruitments belovv vvere perCormed by one oCour senior
team oCconsult.ants~ including Charles (Chuck) S_ Anderson,. Jerry Oldani,. Ted Benavides,. Chris J-Iartung,.
Chuck Rohre,. Andrea Sims and Troy Coleman. All orthe above named personnel are current n...en...bers or
-rhe VVaters Consulting Group. Inc_
- Abilene,. Texas City_"Manager
Citv At-tomev
- Addison.. Texas Director oC Public Vv"orks
- Albany,. Oregon Chief'" 0"- Police
- Alexandria,. Virginia Director or Purchasing
- Allen. Texas City_J'\.IIanager
Finance Director
- Ann Arbor., "Michigan Chief' Financial Omcer (2)
City Attorney
City;Managc;:.
Fire Chief"
- Arapahoe County. Colorado Director or J luman Services
- Arlington.. Texas Administrator.. Library Public Services
Assistant Director~ Library Services
Assistant Director,. Planning &. Development Services
Assistant Director.. Tramc and Transportation (2)
CIP Director (Public VVarks)
City Attorney
Code InCorlnation Ofllcer
Deputy City 1\IIanager
Director. Capital Improvements
Director or Events and Conventions.. Convention and Visitors
Bureau
Fire Chie--r(2)
l'luman Resources Director
Library I:>irector
Parks and Recreation Director (2)
Planning Director (2)
President.,. Convention and Visitors Bureau (2)
Tramc and Transportation l:>ircctor (2)
Director oC Planning and I:>eve lopn...ent
Denutv City l'V1anal.!er
<0 2007-The VVatcrs Consulting Group. Inc.
.1.I-.tlS PROI"OSAL CONTAINS "ROI~RIETA~V INF'ORIVIATION A.Nn IS .ntB Sl:"I"E PRC>I"EHTV Or .......CG. INC
"TItlS PR<:>POSAt. IS NOT TO OE Rr-;.PRl:>nU<~EO F<>R ANV REASON "'-'ITI-IOU"T THE "'-'R.rrTEN CONSENT <:>,. "'-'<~G.
Page _ 13
Assistant Director of Water Utilities
Director of Workforce Services/H uman Resources
. Arvada, Colorado Executive Director, Center for Arts and Humanities
Human Resources Director
IT Director
. Aurora, Colorado Chief of Police
Public Works Director
. Austin, Texas Assistant City Manager, Community Services
Assistant City Manager, Human Services
Assistant City Manager, Public Safety
Assistant City Manager, Public Utilities
Chief Environmental Officer
Chief of Police
Community Development Director
Employees' Retirement System, Pension Officer
Hospital Administrator
Management Development Program
Senior Attorneys (2)
Senior Management Compensation Study
Director of Department of Public Works
. A vondale, Arizona Director of Planning and Development
Director of Development Services
. Baton Rouge (LA) Parks & Executive Director
Recreation Commission
. Baytown, Texas ~Lty_Manager
Director of Planning and Development Services
. Beaumont, Texas Administrative Services Director
!A.ssistantCity Manager
bty_Mll_n_ager (2)
Public Health Director
. Bedford, Texas Chief of Police
. Bellevue, Washington Chief of Police (2)
City Attorney (2)
<;;;i!y Manag~L<3)
Data Processing Systems Administrator
Qeputy City Manager
Director of Human Resources
Economic Development Manager
Outplacement Project
Parks & Community Services Director
Planning Director
Water Supply Project Director
. Bellingham, Washington Director of Parks and Recreation
Human Resources Director
Library Director
Planning and Community Development Director
Public Works Director
. Birmingham, Alabama Administrative Assistant to the Mayor for Capital Projects
Director of Information Management Services
. Blaine, Minnesota pty Manager
Public Services Manager
Support Services Manager
. Bloomington, Minnesota Chief Financial Officer
Chief of Police
Public Works Director
. Blue Springs, Missouri City Engineer
~ 2007-The Waters Consulting Group, Inc. Page. 14
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC.
. Board of City Development Executive Director
(City of Lubbock, Texas)
. Boise, Idaho Fire Chief
. BothelI, Washington Assistant City Manager
Chief of Police
City Manager
Public Works Director
. Boulder, Colorado City Manager
Deputy Fire Chief
. Brazos County Texas 911 Executive Director
. Bridgeport, Texas City Administrator
. Brooks Development Executive Director
Authority
. Brooklyn Park, Minnesota !;ity Manager
. Broward County, Florida Executive Director of the Port of Everglades
Director of Small Business Services
Director of Public Works & Transportation
Director of Aviation
. Brownsville, Texas Ci!y' Manager
. Brownwood, Texas City M~!!'l}g~
. Bryan, Texas Police Chief
. Cameron, Texas j:ity Ml!.nl.lg~
. Canton, Texas pty _Manager
. Carrollton, Texas Q!y Manager
Director of Public Works
Director of Human Resources
Director of Transit Development
Fire Chief
. Casa Grande, Arizona Cj!y_Manag~
. Cedar Hill, Texas Director of Human Resources
Assistant Director of Public Works
Economic Development Director
. Central Arkansas Water Executive Director/CEO
. Chandler, Arizona ~ssistant City Man~g~
Chief Information Officer
Chief of Police
Communications & Public Affairs Director
Human Resources Director
. Charlottesville, Virginia Director of Parks, Recreation & Leisure Services
Finance Director
Transit Manager
. Chehalis, Washington City Manl}g!:,r
. ClGNA Local Area Representative
. Cleveland (OH) Public Head of Main Library
Library
. Coalinga Regional Medical Executive Director
Center (Coalinga, California)
. Coalinga, California Ci!y ~ge!
. College Station, Texas Chief of Police (3)
Fire Chief (2)
Manager of Information Systems
Director of Planning and Development
~ 2007- The Waters Consulting Group, Inc. Page. l5
THIS PROPOSAL CONTAINS PROPRIET ARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC.
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WlTIiOUT TIlE WRITTEN CONSENT OF WCG, INC.
First Assistant Attorney
. Colleyville, Texas Public Works Director
. Commerce City, Colorado pty Mll'liiger
. Coppell, Texas Assistant Director of Public Works
Police Chief
Fire Chief
City Engineer
. Corpus Christi, Texas Assistant City Manager, Management & Budget
Chief of Police
City_Attorney
Ci!Y..b1anager
Director of Personnel & Labor Relations
Director of Public Health
Director of Safety & Risk Management
Manager, Affirmative ActionlEEO
Director of Development Services
. Corvallis, Oregon CitY. Manager
. Covington, Washington Q.ty Manager
. Dallas, Texas Fire Chief
Chief Information Officer
Chief Building Official
Risk Manager
Director of Public Works & Transportation
. Danbury, Connecticut Director of Finance and Personnel
. Davis, California City Manager
. Decatur, Illinois Director of Public Safety Services
. Denton, Texas ~ity Manager
Executive Director, Planning & Community Development
Police Chief
Chief Financial Officer
Director of Planning
Director of Parks and Recreation
. DeSoto, Texas Director of Parks and Leisure Activities
City Engineer
Water Superintendent
. Des Moines, Iowa Housing Services Director
. District of Colombia Chief Transportation Engineer
Corporation Counsel
Deputy Mayor for Operations
Parks & Recreation Director
. Dubuque, Iowa City t\!a!!!lger
. Duncanville, Texas Police Chief
. Durham County, North Internal Auditor
Carolina
. East Orange, New Jersey Director of Police
Information Technology Coordinator
Police Technology Director
. Edmond, Oklahoma Chief of Police
. Elmwood Park, Illinois Village t::::!~geI
. Emporia, Kansas Qity Manjiger
. Englewood, Colorado ~itY. Manager
. Eugene Oregon Director of Public Safety
~ 2007-The Waters Consulting Group, Inc. Page. 16
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC.
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC
. Evanston, Illinois pty Manager
Public Works Director
Superintendent of Streets and Sanitation
Superintendent of Waters and Sewer
. Farmers Branch, Texas Chief of Police
Ci!y Man~ger
Director, Economic Development
Manager, Council Goal Setting Process
. Federal Way, Washington Dire~~r of Police Services (Chief)
City Manager
. Ferguson, Missouri !2ity Man~ger (~)
. Forney, Texas CLty M~<.!ger
. Fort Collins, Colorado ~ity Manag!;r
COn.!.munity Development Director
Q~p.u~ City Ma~ger
Finance Director
Economic Development Director
Planning, Transportation, Development Director
Electric Utilities Director
. Fort Wayne, Illinois Director of Parks and Recreation
. Fort Worth, Texas Assistant Director of Transportation & Public Works
Assistant Housing Director
A viation Director
City Attorney
Director of Development
Director of Housing
Director of Human Relations
Director of Planning & Growth Management
Director of Transportation & Public Works
Environmental Management Director
Executive Director of Public Facilities and Events
Health Director
Library Director
Water Utilities Director
. Fountain, Colorado gty.~a!:!ager
. Fremont, California Assistant Financial Services Director
Fire Chief (2)
Information Technology Manager
. Fresno, California 6ssista!:!t Ci!y Manager
. Friendswood, Texas Q.ty ~a.~g€ll'
. Garfield County, Colorado Director of Human Resources
. Garland, Texas Assistant Director of Electric Utilities
Code Enforcement Manager
Director of Finance
Economic Development Director
Human Resources Director
Traffic & Transportation Director
. Glendale, Arizona Deputy City Manager
Community Development
. Grand Prairie, Texas Assistant Utilities Director (Electric)
Traffic & Transportation Director
. Greenville, South Carolina Assistant City Manager
City Manager
Finance Director
Public Works Director
~ 2007-The Waters Consulting Group, Inc. Page. 17
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC.
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC.
. Greenwich, Connecticut Public Works Commissioner
Commissioner of Social Services
!rQWIlAdministrator
Assistant Fire Chief
. Gresham, Oregon Q.ty ~anager
. Hampton, Virginia Police Chief
. Hartford, Connecticut Chief of Police
. Hayward, California Personnel and Employee Relations Director
. Hermiston, Oregon Chief of Police
. Hobbs, New Mexico Police Chief
city Manager
. Houston Police Officers Chief Investment Officer
Pension System (Texas) Executive Director
. Huntsville, Texas Q.tY. Manager
. Iowa City, Iowa ~itY. Manllger
. Irving, Texas Chief of Police
tity-Manager (2)
. Jasper, Texas CiJ:Y_ Manager
. Juneau, Alaska Cjty Managtr
. Kansas City, Missouri Deputy Director of Aviation
Manager of Capital Improvements
Manager of Procurement Services
Director of General Services
Project Controls Manager
Assistant to the Director of Administrative Services
Assistant Director of Health
. Kent, Washington Assistant Fire Chief (2)
. Kerrville, Texas pty Manager
. Ketchikan Gateway Borough, Borough Attorney
Alaska Borough Manager
. Kilgore, Texas rity_Manag~r
. King County/Seattle, Community Oriented Primary Care Director
Washington (Joint Agency) Director of Adult Corrections
Director of Public Health (2)
Director of Public Safety
Director of Stadium Administration (Kingdome)
Executive Director, Economic Development Council
Human Resources Director
Manager, Surface Water Management Division
Medical Director
Organizational Assessment Project
Prevention Services Manager
Public Defense Program Administrator
Public Works Director (Modified)
Roads Manager
. Kirkland, Washington Administrative Services Director
Aj"sista'lt City Manager
Chief of Police
City Manager
Deputy Fire Chief
Director, Planning & Community Development
Public Works Director
. La Grande, Oregon City Manager
~ 2007- The Waters Consulting Group, Inc. Page. 18
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC.
. La Porte, Texas ~ity M_an~ger
. Lake Oswego, Oregon (ity Manager
Fire Chief
. Las Vegas, Nevada Director of Community Planning & Development
Fire Chief
Human Resources Director
Redevelopment Manager
. Las Vegas Housing Authority Executive Director
. Lee's Summit, Missouri City Administrator
City Attorney
. Lewiston, Idaho Community Development Director
Public Works Administrator
. Little Rock, Arkansas Chief of Police
City Manager
. Long Beach, Washington Q.tY.. Administra!or
. Longmont, Colorado Q.ty_~anager
. Longview, Washington CLty ~.!!.nager
. Los Angeles, California Chief of Police
Deputy Administrator, Economic Development & Community
Redevelopment
Fire Chief
. Loveland, Colorado City Manager (2)
. Lubbock, Texas pty Mallilger
Internal Auditor
Assistant Director of Water Utilities
Water Program Manager
Fire Chief
. Lynnwood, Washington Finance Director
. Mecklenburg County, North Parks and Recreation Director
Carolina Finance Director
Human Resources Director
. Mercer Island, Washington City Attorney
Ci!y Maiiag~
Compensation Study
Parks and Recreation Director
. Michigan Education Executive Director
Association
. Midland, Texas City Manager
. Midlothian, Texas City ~anager
. Mill Creek, Washington City Manager
. Milwaukee, Wisconsin Fire Chief
. Minneapolis, Minnesota Police Chief
. Missouri City, Texas City Manager
:As~sta'lt City Manager
Finance Director
Human Resources Director
Fire Chief
. Modesto, California peputy City Manager
Deputy Director of Recreation and Neighborhoods
Director of Community Development
Fire Chief
. Mont Belvieu, Texas City Administrator
~ 2007- The Waters Consulting Group, Inc. Page. 19
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC.
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT TI-IE WRITTEN CONSENT OF WCG, INC.
. Mount Prospect, Illinois Village Manager
. Mt. Pleasant, Texas Ci!y Manager
. Murphy, Texas Ci~_Manl}g~
City Secretary
. New Braunfels, Texas City Attorney
Police Chief
. Newcastle, Washington City MaJEger
. NTT A-North Texas Tollway Executive Director
Authority Deputy Executive Director
. Norfolk, Virginia ~ssistant Ci!y_Ma~g~
Assistant Director of Budget & Finance
Assistant Director of Child & Family Services
Assistant Director of Human Resources
Assistant Library Director
Police Chief
Director of Finance
Fire Chief
Human Services Program Manager
Information Technology Director
Library Director
Tax Assessor
Planning Director
. Norman, Oklahoma ~ity Man~g!2r
. North Port, Florida Economic Development Director
. North Richland Hills, Texas Assi~tant Ci!y, Manag~r
. Oak Park, Illinois Chief of Police
Director of Building Property and Maintenance
Director of Public Health
Fire Chief
Public Works Director
. Oakland, California Administrative Librarian, Development & Employment
Director of Communications & Information Services
Director, Office of Economic Development & Employment
Director of Police Services (Chief)
Fire Chief
Information Technology Director
. Odessa, Texas City Manager
. Oklahoma City, Oklahoma Chief of Police
Police Department Succession Planning Project
. Olathe, Kansas Development Services Director
. Ontario, California Convention Center Director
. Oregon City, Oregon Ci!y b111uager (2)
. Paris, Texas City ~g~
. Pearl and, Texas City Manager
. Peninsula Light (OR) Executive Director/CEO
. Peoria, Arizona Community Development Director
Deputy Police Chief
Human Resources Director
. Pittsburg, Kansas Director of Human Resources
. Plain view, Texas Director of Public Works
. PIano, Texas Fire Chief
Emergency Management Coordinator
~ 2007-The Waters Consulting Group, Inc. Page. 20
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC.
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITIIOUT THE WRITTEN CONSENT OF WCG, INC
!issjstant City ManagesD)
Chief Building Official
~hief of Police (3)
pty M~ger (2)
Data Processing Director
Director, Environmental Health
Economic Development Director (2)
IT Director
Planning Director
Transportation Engineering Manager
. Ponca City, Oklahoma Fire Chief
. Port Arthur, Texas Chief of Police
City Manager
. Port of Everglades, FL Executive Director
. Port of Long Beach, CA Deputy Executive Director
Managing Director of Environmental Planning & Services
. Port of Los Angeles, CA Executive Director
Director of Homeland Security
Business Development Managing Director
. Port of Oakland, CA Chief Financial Officer
. Portland, Oregon Director, GIS
Director, OF A
Manager, GIS
Personnel Director
. Prescott Valley, Arizona Police Chief
. Puyallup, Washington Chief of Police
City Manager
Director of Information Technology & Communications
. Ramsey, Minnesota City Manager
. Redmond, Washington Assistant to the Mayor
Director of Parks and Recreation
Fire Chief (2)
Human Resources Director
Planning Director
. Renton, Washington Director, Community Development
Public Works Director
. Richardson, Texas Assistant Director of Development Services
. Richmond, California Police Chief
. Roanoke, Virginia ~ant City Manager
Director of Housing
. Roanoke Regional Airport Chief of Safety and Security
(VA)
. Roseville, Minnesota Chief of Police
City Manager
. Round Rock, Texas Fire Chief
. Saint Louis Park, Minnesota Qity M~n~ger_(~)
. Sacramento Regional Transit Chief Engineer
District Director of Finance
. Salem Area Mass Transit General Manager
District
. Salina, Kansas Director of Community Development and Planning
Director of Public Works
. San Angelo, Texas City Manager
~ 2007 -The Waters Consulting Group, Inc. Page. 21
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON wmJOUT Tim WRITTEN CONSENT OF WCG, INC
. San Antonio, Texas Assistant Director of Convention & Visitors Bureau
Economic Development Director
Library Director
Risk Area Manager
. San Benito County, California Planning and Building Director
Public Works Director
County Counselor/County Attorney
. San Bernardino, California Animal Control Director
Deputy Director of Public Works/City Engineer
. San Diego, California Chief Information Officer
Deputy City Manager
. San Jose, California Director of Intergovernmental Relations and Public Affairs
. San Marcos, Texas Chief Financial Officer
City Attornev
. Sanford, Florida Director of Finance
. Sanger, Texas City Manager
. Snyder, Texas pty Man~ger
. Sugar Land, Texas ~ssistant ~ity Manager (f)
Chief Financial Officer
. Sachse, Texas City Manager
. San Jose, California ~ssistant_City M~'llig!2r
Assistant Director of Aviation Operations
Deputy Director of Animal Services
Deputy Director, Community Facilities Development
Deputy Director, Community Services
Director of Office of Community Development
Director of Parks, Recreation & Neighborhood Services
Director, Workforce Investment Act
Employee Relations Manager (2)
Fire Chief (2)
Gaming Control Administrator
. Seatac, Washington CitY. Manllger
. Seattle, Washington Capital Planning & Development Division Director
Chief Engineer, Seattle City Light
Chief Operating Officer, Seattle City Light
Contracts & Concessions Manager, Seattle Center
Deputy Superintendent, Electrical Services
Director, Drainage & Wastewater Utility
Director of Engineering, Seattle Water Department
Director of Operations
Director of Water Quality
Water Department, Affirmative Action
. Shelby County, TN Administrator of Planning
Executive Director of Economic Development
. Sioux City, Iowa Public Works Director
. Snoqualmie, Washington City Adll1inistrator
. South lake, Texas Deputy Director of Public Safety/Chief of Police Services
Director of Planning
. Spokane, Washington Chief Administrative Officer
Director of Management Information Services
Risk Manager
. Springfield, Ohio ~ity Manager
Finance Director
. Springfield, Oregon Development Services Director
~ 2007-The Waters Consulting Group, Inc. Page. 22
THIS PROPOSAL CONTAINS PROPRlET ARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC.
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT TIlE WRITTEN CONSENT OF WCG, INC.
Human Resources Director
. Sugar Land, Texas City Attorney
Finance & Administrative Services Director
City Engineer
Assistant Utilities Director
. Summerville, Massachusetts Police Chief
. Sunnyvale, California Assistant Director of Public Safety
Assistant to the City Manager
City Clerk (2)
Community Development Director
Deputy City Manager - Organizational Effectiveness
Human Resources Director
Director of Public Safety
. Surprise, Arizona Fire Chief
Police Chief
. Temple, Texas Director of Planning
. Terrell, Texas City Manjlger
. Texas Municipal Retirement Executive Director
Services (TMRS) Director of Human Resources
. Thornton, Colorado City Attorney
Community Development Director (2)
Economic Development Director
Finance Director
Human Resources Manager
. Tomball, Texas City Manag~
. Tucson, Arizona Convention Center Director
Director of Water Utilities
. University Park, Texas Deputy Fire Chief
Police Chief
. VIA - San Antonio TX Rapid Vice President of Operations
Transit Authority Vice President of Strategic Initiatives
Director of Audit and Measurement
. Victoria, Texas Police Chief
. Virginia Beach, V A Assistant City Manager/CFO
Chief Development Officer
Director of Planning
Director of Public Works
. Waco, Texas Chief of Police
City Manager
. Walla Walla, Washington CitY" Ma_nager
. Wallingford, Connecticut Director of Public Utilities
. Washougal, Washington City, Admiu.istra!o!
Police Chief
Public Works Director
. Weatherford, Texas tity Man.~g",r
. West Des Moines, Iowa City _Ml!nager
Information Services Manager
Public Works Director
. West St. Paul, Minnesota City Manager
. Westminster, Colorado Finance Director
Planning Manager
. Woodbury, Minnesota City Administrator
. Workforce Solutions for Managing Director
~ 2007-The Waters Consulting Group, Inc. Page. 23
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC.
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC.
Tarrant County (TX)
. Wichita, Kansas Airport Director
. Wrangell, Alaska City Manager
. Yakima, Washington Wastewater Treatment Superintendent
. Yuma, Arizona Director of Parks and Recreation
Director of Human Resources
~ 2007-The Waters Consulting Group, Inc.
THIS PROPOSAL CONTAINS PROPRlET AR Y INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC.
Page. 24
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SECTION. IV
REFERENCES
THE WATERS CONSULTING GROUP, INC.
800.899.1669 WWWWATERSCONSULTING.COM
PROFESSIONAL REFERENCES
. City of Des Moines, Iowa
(515) 283-4944
Mayor Franklin Cownie
Project: Selection of City Manager (2006 - Jerry
Oldani)
. City of Emporia, Kansas
(620) 343-4251
Mr. Larry Bucklinger
Director of Administrative Services
Project: Selection of City Manager (2007 - Chuck S.
Anderson)
. City of Abilene, Texas
(325) 676-6206
Mayor Norman Archibald
Project: Selection of City Manager (2002 - Chris
Hartung)
. Town of Greenwich, Connecticut
(203) 622-7729
Maureen Kast
Director Of Human Resources
Project: Selection of Assistant Fire Chief, Public
Works Commissioner and Town Administrator (2007
- Andrea Sims)
. City of Fountain, Colorado
(719) 471-7955
M. Allen Ziegler
City Attorney
Project: Selection of City Manager (2007 - Chuck
Rohre)
. City of Friendswood, Texas
(281) 996-3200
Mayor David Smith
Project: Selection of City Manager (2006 - Chris
Hartung)
. City of Farmers Branch, Texas
(972) 919-2515
Ms. Linda Groomer
Former City Manager
Project: Selection of City Manager (2007 - Chuck
Rohre)
. City of Arlington, Texas
(817) 459-6101
Mr. Jim Holgersson
City Manager
Project: Selection of Deputy City Manager (2006-
Chris Hartung)
. City of Commerce City, Colorado
(303) 289-3619
Pat Greer
Assistant City Manager
Project: Selection of City Manager (2007 - Chuck S.
Anderson)
. City of Ramsey, Minnesota
(763) 433-9821
Giovanna Reed Kone
Human Resources Manager
Project: Selection of City Manager (2007 -Andrea
Sims)
~ 2007-The Waters Consulting Group, Inc. Page. 25
THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG, INC
THIS PROPOSAL IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF WCG, INC
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SECTION. V
PROJECT TIMELINE
THE WATERS CONSULTING GROUP, INC.
800.899.1669 WWWWATERSCONSULTING.COM
EXECUTIVE RECRUIT~ENT PROJECT TIJVlELINE
Belo",,", is an estimated timeline Tor the Executive Recruitn"lcnt process vvith .rhe VVaters Consulting Group..
Inc. Our timcline consists of" approximately 90 days ....ronl the beginning of" the Profile Development (T~sk
I) to the Final Process/On-Site Intcrvievvs (Task 5).
Description. e>r IJ7eeks
Key Pr<>jcct Phases 01 O? 03 04 05 06 07 OR 09 10 11 12 13
Pha.~e I Task.....
Profile
IJL-vclC1opmc.t.~ t:
~ Advertising
Pha.~c II Ta.sk 2
]~ccmit:rTl.C'-.nt:
Strat:c:m~ and
I den cific:a cion ~r
Candidates
Task:: .3
Scrce:nil~g
Process =,cl
Initial
l~ccomrn.el~cla tieon
Task: 4
BackgrC>Ll.l~cl
lnvcstigations/
Retere1"....ce
Checks/ Academic
Verifications
Pha.~c III Task: 5
I:;'inal P'rCJocess /
Receon~r:J:~erlcl
Pinalist:s/<=>n-sit:e
T 1.... terv-ic-vvs ....v-:it:h
Clien t
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Page _ 26
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THE WATERS
[!] CONSULTING
GROUP, INC.
DALLAS. ALSTIN . SEATTLE. CLEVELAND
Our Certified Compensation Professionals
and Senior Consultants have successfully
designed and installed hundreds of pay systems
including total implementation plans and
budget costing. We are highly experienced
in the analysis and design of innovative
compensation programs for positions at all
levels within an organization.
Our consultants average 15 years of
compensation and/or HR experience in both
professional and consulting positions. Their
seasoned experience and skills, backed by the
firms commitment to crafting innovative
solutions to HR challenges, allows us to create
programs that link cutting-edge pay programs
to business objectives.
Our consultants in this area of specialty utilize
their background in psychology and pair this
with years of experience in creating customized
programs to address an organization's specific
performance management needs. We help
create and implement comprehensive employee
performance appraisal systems that can be
seamlessly blended with pay for performance
programs that are either designed by our
compensation experts or incorporated into
an existing system. We tailor each program
to the organization's unique needs, including
customized forms, manuals, supervisory
training, and employee orientation sessions. Our
goal is to deliver a performance management
system that perfectly meets our clients' specific
We offer one of the most comprehensive
approaches to recruitment, selection, and
evaluation available in the nation because of our
extensive experience in the human resources field
coupled with our expert staff and deep reach into
specific industries fur only the most qualified
and talented candidates. In short, we are a leader
in the industry and know how to deliver highly
experienced candidates that are a best fit for our
clients' needs. We have extensive experience in
recruiting both executive level professionals and
senior level managers, with our primary focus
on the public sector. In addition, we use our
proprietary, content-validated psychological
assessment (CareerNavigatorj and profiling tools
to help ensure a successful placement. We back
it all with our triple guarantee which includes a
fixed-fee agreement; a commitment not to recruit
I
Our wide range of compensation consulting
services include:
· Classification System Review &
Development
· Custom Salaries & Benefits Surveys
(Both Traditional and Web-based)
· EEO, ADA, FLSA & Compensation
Audits
· Executive, Individual & Team
Incentive Plans
· HR Outsourcing
· Job Descriptions & Analysis
Point Factor Job Evaluation
· Salary Structure Development
· Skill-based Pay
· Total Pay-for-Performance Programs
objectives; incorporates current best practices;
and encourages organization-wide participation,
understanding, support and acceptance.
~
Our wide range of performance management
consulting services include:
.
360-degree Feedback Programs
Competency-driven Performance
Management Systems
Development of
Behaviorally-anchored Ratings
Development of Job Families
Expert Analysis of Validity
Multi-rater Systems
.
.
.
.
the selected candidate for other poSItIons; and
an assurance to re-conduct the search should the
candidate terminate within an agreed upon period
of time.
Our wide range of executive recruitment
services include:
· Assessment Center Facilitation
· Candidate Identification, Solicitation &
Screening
· Candidate Background & Reference
Investigation
· Compensation & Contract Negotiation
· Interview Process Facilitation
· Job Definition & Analysis
· Profile Brochure Development
· Psychological & Behavioral Evaluation
TRAINING & DEVELOPMENT SERVICES
I
Over the years, we have helped organizations establish and maintain
a "yes we can" attitude at every level of employment through targeted
training. Whether an organization has a need for leadership development,
team building, or diversity training, we have the consulting talent which
specializes in delivering customized programs that get results, Our most
popular courses focus on quality team building, communication, leadership
performance management, and customer service. We use a modular
approach to craft sessions specifically for an organization's needs,
Our wide range of training modules include:
· Customer Service
· Communication & Interpersonal Relationships
· Workplace Diversity & Cultural Competencies
· Leadership Development
· Problem Solving & Decision Making
· Performance Appraisal Management
· Selection & Interviewing Skills
· Sexual Harassment
· Time Management & Productivity Improvement
· Team Building
SPECIALIZED STUDIES & AsSIGNMENTS
We have the full time consulting talent to complete specialized
assignments on short notice. Our firm has answered the call with
success to conduct a variety of specialty studies and assignments
including but not limited to:
.
· Total Organizational Analysis
· Diversity Needs Analysis
· Benefits Comparative Reviews
· Outplacement Services
· Succession Planning Programs
· SurveyNavigator™, Web-based Survey Management
,
As more organizations face a shortage of qualified candidates
and are ill-prepared for the increasingly urgent task of succession
planning, we have developed a structured and proven response
to this challenge in the form of CareerNavigator™. This content-
validated competency model and personality assessment survey
reaches well beyond the scope of interviews to provide insightful,
statistically reliable information in the selection, development,
and promotion of senior managers and executives. CareerNavigator™
measures candidates for the core leadership competencies needed to
be successful and, as such, supports the full employment lifecycle,
equipping organizations with the critical tools needed to support a
thriving workforce. It helps to take the guesswork out of the hiring
and succession planning process, revealing the key information that
resumes and references fail to provide. It also identifies career growth
and development opportunities and provides a plan of action for
performance management for each individual.
For more information, please call
800- 899- 1669
or visit us at
www.watersconsulting.com
[ilTfIE WATERS
I ~I CONSULTING
GRC)lJP, INC:.
, .),
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