HomeMy WebLinkAbout1986-02-25 Info Packet of 2/14pT
City of Iowa City
MEMORANDUM
DATE: February 14, 1966
TO: City Council
FROM: City Manager
RE: Material in Friday's Packet
Informal agendas and meeting schedule. 351
Schedule of interviews of executive recruitment firms _ 36.j
Memorandum from Mayor Ambrisco regarding Park and Shop. _
Memoranda from the City Manager:
a. Vacant Positions -
b. Selection of Human Relations Director
c. Proposed Legislation _
Memoranda from the Assistant City Manager:
a. City/School District Joint Swimming Pool Project _
b. Information from the Johnson County Board of Supervisors _
Memorandum from the Assistant Finance Director regarding public official
liability insurance. _
Letter of resignation from the Transit Manager. _
Minutes of the January 27 meeting of the Wastewater Task Force. _
Letter from Iowa Department of Water, Air and Waste Management regarding
Iowa City's plan of action -
Letter from the Iowa City Community School District regarding walkways
in the West High School area. -
Article: Unemployment Overview _
Minutes of February 12 staff meeting. _
Memorandum from the Assistant City Manager regarding purchase of police
patrol cars. -
3S.S
Letter from University President James 0. Freedman regarding a recent
address made to Iowa City service clubs. —
Memo from the City Manager regarding interviews of Executive Recruitment
Firms for City Manager.
a. Material from Wolfe & Associates —
b. Material from Korn/Ferry International _
c. Material from Jensen-Oldani A Associates _
d. Material from Ralph Andersen & Associates —
M
VA
%4
City of Iowa City
MEMORANDUM
DATE: February 14, 1986
TO: City Council
FROM: City Manager
RE: Informal Agendas and Meeting Schedule
February 17, 1986 Monday
HOLIDAY - City Offices Closed
February 18. 1986 Tuesday
6:00 - 10:00 P.M. Council Chambers
6:00 P.M. - Mercer Park Swimming Pool
6:30 P.M. - Interview of Executive Search Firms and discussion of
interviews
February 19 and 20. 1986 Wednesday and Thursday
Clear Creek Development Planning Session - Stevens Seminar
Room - Phillips Hall, The University of Iowa
9:00 A.M. - 4:30 P.M., February 19
9:00 A.M. - 1:30 P.M., February 20
February 24, 1986 Monday
6:30 - 8:30 P.M. Council Chambers
6:30 P.M. - Review Zoning Matters
7:00 P.M. - South Riverside Drive - Street Name
7:15 P.M. - Council agenda, Council time, Council committee reports
February 25, 1986 Tuesday
6:30 P.M. - Regular Council Meeting - Council Chambers
February 21, 1986 Thursday
7:30 - 9:00 P.M. Council Chambers
Special Informal Council Meeting to meet witn Planning
and Zoning Commission re. Southwest Area Development
Policy
March 4, 1986 Tuesday
6:30 - 8:30 P.M. Council Chambers
Informal Council Meeting - Agenda Pending
13.5
r
City Council
February 14, 1986
Page 2
PENDING LIST
Proposed Environmental Regulations - March 10
Leasing of Airport Land for Commercial Use
City Administrative Procedures
Sidewalk Cafes
Newspaper Vending Machines
Stormwater Management Ordinance Review
Hutchinson/Bayard Access Request
Economic Development Revolving Loan Fund
Mesquakie Park Development
Appointments to Civil Service Commission, Historic Preservaiton Commission,
Housing Commission, Planning and Zoning Commission, Resources Conservation
Commission, Board of Trustees for Police and Fire Retirement, and Committee
on Community Needs - March 11, 1986
I- I
40
L
_. .35Z
•�NH�\1({J.v\v♦\.\14 �v'. \'v�4\44C 4�v.vwV.v J/ .> >44�vv.���N�..ilii..44v..»+l�....Y�.4Y'.Y.YAY�.v.44N
e X e C U t i
int
6:30 P.M.
Mr.
7:15 P.M.
Mr.
8:00 P.M.
Mr.
8:45 P.M.
Mr.
T
I
i i
�hti NNaaca�.. aa•\i Maay...... .....a.........Rw.u.'e...aMa.v.inr.1
City of Iowa City
MEMORANDUM
Date: February 10, 1986
To: City Council
From: Mayor Ambrisco
Re: Park & Shop
Because of the increase in the parking fees, several merchants have elimi-
nated the Park and Shop Program and several more are considering dropping the
program.
While it seems desirable to increase the eligibility amount from $5 to $10,
this has not been favorably considered by most stores.
It is possible that a number of businesses will drop the program. If the
City Council were to subsidize the Park and Shop Program at a rate of 109 per
hour, the revenue funding for transit would be reduced by $12,300 in FY86 and
$36,800 in FY87.
b31/1
Jsw
pini.:.:�a......a...................t.........�............
City of Iowa City
MEMORANDUM
Date: February 13, 1986
To: City Council
From: City Manager
Re: Vacant Positions
In December, 1985, the City Council abolished by resolution seven full-time
positions for the remainder of FY86 in order to achieve salary savings to
balance the current budget. At that time I also indicated that we would
closely review any other positions which became vacant in the interim.
Since that time, decisions have been made to cut spending in other areas in
addition to the seven full-time positions and the savings from these cuts
will result in a balanced budget for FY86. Therefore, it is anticipated that
additional vacancies which arise will be filled, and further that most or all
of the positions abolished for the remainder of FY86 will be filled after the
beginning of the next fiscal year.
There is currently an additional vacancy for a Maintenance Worker in Streets
due to a recent resignation. Further, there is anticipated an additional
vacancy in the Fire Department due to the pending approval of a disability
retirement for a firefighter. These positions will be advertised and'filled
in accordance with normal personnel procedures. However, they should not be
confused with the one Firefighter position and one Maintenance Worker'posi-
tion which Council previously deleted. Those positions will not be filled
during the remainder of FY86. If a decision is made not to fill any other
vacant positions which may, arise, Council will be notified and asked to
formally abolish these positions so that Civil Service law will not be vio-
lated by keeping them vacant for an excessive period of time.
Please let me know if you have any questions regarding this matter.
bj2/13
City of Iowa City
MEMORANDUM
Date: February 10, 1986
To: City Council
From: City Manage % +� 'v
Re: Selection of Human Relations Director
Attached is information from Anne Carroll relating to the selection process
for Human Relations Director. The qualification criteria are well defined
and the process is prepared. For the reasons cited, I believe that it is
desirable that the City proceed with this placement with dispatch. If you
wish to postpone the selection until after the selection of the new City
Manager, please inform me or Dale accordingly.
bjl/2
3s6
j
P
t� N....... .... t..........
City Of Iowa City
MEMORANDUM
Date: February 5, 1986
To: Neal Berlin
From: Anne Carroll
Re: Human Relations Director Selection Process - Timing
As we discussed, I would reconmend that the position of Human Relations
Director be filled as expeditiously as possible and prior to the hiring of a
new City Manager, for the following reasons:
1. The Human Relations Director should be selected based on "organizational
fit" and technical skills. A new Cit Manager will be unable to judgge
the former and not necessarily be indispensable in evaluating the lat-
ter.
2. If a hiring decision is delayed until the employment of a new City Man.
beewithout aJune ?directorwould
untilestimate
leastthat
Augustu1 - tooalongsaDdelay. Ifwill
the
selection process proceeds now, a new Director could be in place by May
1.
Although I have every confidence in Sylvia's abilities, with one-third
less staff, Human Relations will be unable to do much but maintain the
current fiscal year programs and will be very hard pressed to .cope with
the end of this fiscal year's salary changes and employment activity
(especially of the "frozen" positions) With three labor contracts open
next year, it is essential that a new Director get settled in with enough
time to evaluate the organization's needs and participate meaningfully in
collective bargaining. Prior to that time of collective bargaining
activity, a Director needs to clear the decks of other projects, includ-
ing program planning for FY87 (Training, Affirmative Action, etc.) or
those tasks will not be accomplished until much later in the fiscal
year.
3. An objective, high quality selection decision can be made by a properly
composed selection committee to include City staff, a representative of
the Civil Service Commission, and an outside personnel professional.
Selection criteria are included more specifically in the attached but
could also include: proven leadership ability, broad experience in ail
phases of personnel administration, and experience in an organization
similar to Iowa City (with a variety of jobs, service orientation, edu-
cated work force, etc.).
Please let me know if I can provide any additional information.
bj3/3
35r-
City of Iowa City
MEMORANDUM
Date: February 4. 1986
To: Neal Berlin
From: Anne Carroll
Re: Selection Procedure - Human Relations Director
The following are my recommendations for the selection process for Human
Relations Director.
Selection Committee:
I would suggest you include one City department head on the selection commit-
tee - Harvey would be a good choice. I would strongly suggest that an out-
sider with a background as a personnel administrator be included on the
committee - you might wish to ask Tony Schiltz, Assistant Director of Person-
nel and Labor Relations for the City of Davenport (and IaPELRA President) or
Trude Elliot, Personnel Director for Linn County (and President Eastern Iowa
American Society for Personnel Administration) if neither applies (Tony may.)
John Maxwell has volunteered to represent the Civil Service Commission on the
selection committee but may not be able to participate in interviews due to
time constraints of his dental practice. Late Wednesday afternoons are the
best weekday times for his participation.
Review of Resumes:
A suggested screening format is attached for use by Committee members. A
background in Iowa municipal personnel administration is a big plus, but
experience in another type of service organization may be acceptable. I
would personally be hard-pressed to consider any candidate without a current
background as a full-time personnel administrator - general management expe-
rience is no substitute for the technical skills needed to develop to main-
tain personnel systems in this day and age. I have attached notes to the
resumes of candidates I am familiar with. I would be glad to review resumes
received after February 7 if you would like.
Written Questionnaire:
You will probably wish to use a written questionnaire to screen down to
finalists for interview, although this will be more time-consuming. A number
of the questions included in the attached interview format could alternative-
ly be used in a written questionnaire, along with the following questions
used previously for Parks and Recreation Director:
*Discuss four traits (personal or professional) which distinguish you from
other candidates for this position.
*Discuss the professional accomplishment of which you are most proud.
,356
M;;
`Describe the most difficult managerial problem you have experienced and
explain how you resolved it.
Interview Format:
I have attached a suggested interview format. It is a long list of ques-
tions, but you will need to get this information about the candidates either
in writing or during the interview.
Selection Schedule:
You may want to shoot for the following schedule:
February 10 - Selection Committee appointed - external members con-
tacted by City Manager for discussion of position
expectations/requirements or meeting scheduled to
discuss.
February 14 - Committee sent resumes received, screening format,
draft questionnaire and draft interview questions.
March 3 - Committee sent remainder of resumes received.
March 7 - Committee meets and selects candidates to receive
questionnaires, finalizes questionnaire and interview
format.
March 21 - Deadline for candidate response to questionnaire.
Responses mailed to Committee.
March 26 - Committee meets to select interview candidates (or
phone survey conducted in lieu of a meeting).
April 1-4 - Interviews conducted.
May 5 - Successful candidate begins work.
Please let me know if I can provide any additional information or assistance.
bdwl/2
O -Z
I
N
HUMAN RELATIONS DIRECTOR INTERVIEW FOPI4AT
Candidate Name;
Rater:
1. Committee describes interview process to candidate.
2. Questions from Committee (regarding previous candidate written submittal
or resume).
Please
escribe the
3. organi-
zation, Scope of currentopositiou oneandtreportingwork orelationships,rgtni-
of employees in the workforce, size of personnel staff supervised. type
4. Please describe your experience working with the Fair Labor Standards
Act. Are you familiar with the provisions which pertain to the public
sector?
5. Please describe your role in and the success of your Affirmative Action
program.
6. Please describe the types of selection tools you have used. For what
types of positions have you been involved in development of selection
processes? Oo you have any experience in development and use of assess-
ment centers?
C
0-55L
NL_
I i
HUMAN RELATIONS DIRECTOR INTERVIEW FOPI4AT
Candidate Name;
Rater:
1. Committee describes interview process to candidate.
2. Questions from Committee (regarding previous candidate written submittal
or resume).
Please
escribe the
3. organi-
zation, Scope of currentopositiou oneandtreportingwork orelationships,rgtni-
of employees in the workforce, size of personnel staff supervised. type
4. Please describe your experience working with the Fair Labor Standards
Act. Are you familiar with the provisions which pertain to the public
sector?
5. Please describe your role in and the success of your Affirmative Action
program.
6. Please describe the types of selection tools you have used. For what
types of positions have you been involved in development of selection
processes? Oo you have any experience in development and use of assess-
ment centers?
C
0-55L
NL_
N 1a444a� \ ♦w• \�tt...........S\\a.,:...wN: ::: t't'r\'. ww .awa awa�....J �........i vvvv.. rva r.tY /+a .. ....... N.YhWhtwin .'
7. Describe your role in training program development.
S. What has been your involvement in personnel policy development?
9. What has been your involvement in labor contract negotiations, drafting
of contract proposals, and contract administration?
10. Please describe your experience in development of performance evaluation
systems and briefly describe the system you use.
11. Please describe your experience in the development and administration of
employee wellness programs.
12. Please describe several programs you have developed or administered which
have been especially valuable to your organization.
13. What kind of activities have you been involved in which are related to
analyzing organizational problems in a work group, department, etc. and
recommending solutions.
%4
��Mt<:n.n...aay.4v..: v<:�.:a»..<.. <.R,v.++.:..w..: r.: ,:,..a.<......... -ll.»......, v.......... m.....-....y.w....-.w..•r�
3
14. What has been the extent of your involvement with employee participation
committees and taskforces? What are the advantages and disadvantages of
such employee involvement efforts?
15. What is your philosophy of employee relations?
16. What do you perceive as the major role of a personnel department?
17. Now would you handle the following situation if you were appointed as
Human Relations Director for the City of Iowa City; It is 9:00 a.m. and
the supervisor of the crews who collect garbage calls you to report that
he suspects that one of his crew members has been drinking.
18. If you were planning the selection process for this position how would it
have been different? What would it have emphasized?
19. We anticipate checking references of finalists for this position. What
might your references describe as the greatest strengths you bring to the
Job? Weakness?
20. What are your reasons for leaving your current position and what do you
hope to find in this position?
i
City of Iowa city
MEMORANDUM
DATE: February 14, 1986
TO: City Council
FROM: City Manager �1 '
RE: Proposed Legislation
Attached is a draft of the legislation proposed by Doug Boothroy which
establishes civil penalties for violations of City Code. If passed,
this will expedite enforcement when violations exist.
, i.:�iavaa oval a...........-.:awwaava...M�../—.......i�i.i...�w+..a.
�wc-� NS ,B /. ay
LOCAL GOVERiviuLij f
6Kah� .
HOUSE FILE
BY (PROPOSED COMMITTEE ON.
LOCAL GOVERNMENT BILL)
Passed House, Date Passed Senate, Date
Vote: Ayes Nays Vote: Ayes Nay_
Approved
A BILL FOR
1 An Act authorizing cities to establish civil penalties not to
2 exceed one hundred dollars for violations of city codes,
4 B,
5
6
7
6
9
10
11
12
13
14
15
16
17
10
19
20
21
22
23
24
S. F. H. F.
1 Section 1. Section 364.3, Code Supplement 1985, is amended
2 by adding the following new subsection:
3 NEW SUBSECTION, 5. A city shall not provide a civil
4 penalty in excess of one hundred dollars for the violation of
5 an ordinance which is classified as a municipal infraction. A
6 municipal infraction is not punishable by imprisonment.
7 Sec. 2. NEW SECTION. 364.22 MUNICIPAL INFRACTIONS.
T 8 1. A municipal infraction is a civil offense punishable by
9 a civil penalty of not more than one hundred dollars for each
10 violation.
11 2. A city council may provide that a violation of an or -
12 dinance•is a municipal infraction unless the violation is de -
13 clared to be a felony or misdemeanor by state law or a simple
14 misdemeanor by ordinance. A city council may classify as a
15 municipal infraction a violation of the following:
16 a. A city construction or maintenance code including, but
17 not limited to, a plumbing code, mechanical code, building
18 code, housing code, and fire code.
1.9 b. Zoning regulations.
20 3. An officer authorized by a city to enforce a city code
21 or regulation may issue a civil citation to a person who
22 commits a municipal infraction. issuance of a citation
23 requires personal service upon the person cited. At the time
24 of seivice, the defendant shall sign the citation which
25 includes a promise to appear in court. A copy of the citation
26 shall be retained by the issuing officer, one copy given to
27 the person cited, and one copy sent to the clerk of the
28 district court. The citation shall contain the following
29 information:
30 a. The name and address of the defendant.
31 b. The name or description of the infraction attested to
32 by the officer issuing the citation.
33 c. The location and time of the infraction.
34 d. The amount of civil penalty to be assessed.
35 e. The manner, location, and time in which the penalty may
-1-
8S7
•�'MNNaaaacaSa�aa\ •........:
M
S. F. H. F.
1 be paid.
2 f. The time and place of court appearance.
3 g. The penalty for failure to appear in court.
4 4. In proceedings before the court for a municipal in -
5 fraction:
6 a. The city has the burden of proof that the municipal
7 infraction occurred and that the defendant committed the
8 infraction. The proof shall be beyond a reasonable doubt.
9 The court shall apply evidentiary standards as prescribed by
10 law or the Iowa rules of criminal procedure for the trial of
11 criminal offenses.
12 b. The court shall ensure that the defendant has received
13 a copy of the charges and that the defendant understands the
14 charges. The defendant may question all witnesses who appear
15 for the city, produce evidence or witnesses on the defendant's
16 behalf, and testify if the defendant elects to do so.
17 C. The defendant may be represented by counsel of the de -
18 fendant'• own selection and at the defendant's own expense.
19 d. The defendant may enter a plea admitting or denying the
20 infraction.
21 e. The verdict of the court for a municipal infraction
22 shall be "guilty" of the municipal infraction or "not guilty"
23 of the municipal infraction.
24 S. All penalties or forfeitures collected by the court for
25 municipal infractions shall be remitted to the city in the
26 same manner as fines and forfeitures are remitted for criminal
27 violations under section 602.8106. Failure to appear in
28 response to a civil citation under this section is a separate
29 civil offense. If the defendant fails to appear before the
30 court, a warrant for the defendant's arrest shall be issued.
31 6. A person found guilty of a municipal infraction is
32 liable for the court costs and fees.
33 7. in addition to seeking a civil penalty as authorized in
34 this section, a city may seek alternative relief from the
35 court as follows:
-2- 057
S.F. B.F.
1 a. An order preventing unlawful erection, construction,
2 reconstruction, alteration, repair, conversion, or maintenance
3 of a facility.
4 b. An order to:restrain, correct, or abate a violation of
5 a municipal ordinance.
6 c. An order to prevent the occupancy of a building or
7 structure.
8 d. An order to prevent any illegal act, conduct, business,
9 or use of a premise.
10 S. When a defendant has been found guilty of a municipal
it infraction and a civil penalty has been imposed, the court may
12 direct that payment of the penalty be suspended or deferred
13 under conditions established by the court. If a defendant
14 willfully fails to pay the civil penalty imposed by the court,
15 the failure is contempt.
16 9. A defendant who has been found guilty of a municipal
17 infraction may file a motion for a new trial or a motion for a
le reversal of a judgment as provided by law or rule of criminal
19 procedure.
20 10. This section does not preclude a peace officer of a
21 city from issuing a criminal citation for a violation of a
22 city code or regulation if criminal penalties are also -
23 provided for the violation.
24 11. The issuance of a civil citation for a municipal
25 infraction or the ensuing court proceedings do not provide an
26 action for false arrest, false imprisonment, or prosecution.
27 EXPLANATION
28 This bill authorizes cities to provide a civil penalty not
29 exceeding one hundred dollars for the violation of an
30 ordinance which is classified as a municipal infraction. A
31 city council may classify as a municipal infraction a uniform
32 code violation such as violation of a housing code, building
33 code, plumbing code, or mechanical code, or a violation of a
34 zoning ordinance or regulation.
35 A city with a population of 15,000 or more or a smaller
-3-
357
W.;::<:.......!..,. i..........:..t., .......... .....,..,...�.,...-.......,,.�,...t....v...,.Y....w.
S.P. S.F.
0
1 city which adopts a housing code under section 364.17
2 currently has authority to adopt civil penalties for housing
3 code violations.
4
5
6
7
r'
8
9
10
11
12
13
14
is
16
17 .
18
19
20'
21
22
23
24
�. 25
26
27
28
29
30
31
32
f ! 33
34
35
%4
r.
City of Iowa City
MEMORANDUM
Date: February 14, 1986
To: City Council
From: Dale Helling, Assistant City Manager �.
Re: City/School District Joint Swimming Pool Project
The attached information is provided for your review prior to Council's
discussion on February 18, 1986, of the recommendation by the Joint Plan-
ning Committee on the Mercer Park Pool. The following documents are
included:
1. A Conference Memorandum summarizing activities of the Committee meet-
ing of February 6, 1986. Please note item A16 which states the recom-
mendation of the Committee.
2. The Report on Mercer Park Pool
3. An updated timetable for the first phase of the project up to and
including the bond referendum.
Council previously received a copy of the study done by Hail Engineering
on the two existing outdoor pools. If you no longer have your copy and
wish to review this document, please let me know and I will have one
duplicated for you.
Please contact me if I can provide any additional information.
bc5
.358
i
`!
.40 .w ......:............:
CONFERENCE MEMORANDUM
DATE: February 6, 1986
PROJECT: Iowa City Community Aquatics Center
NM File N2.86A
PRESENT: Planning Comittee:
Randy Jordison, Co -Chair
Mike Cilek
Mike Moran
Craig N. Willis
Darrel G. Courtney
Mary Neuhauser, Co -Chair
Dee Vanderhoef
City of Iowa City:
Dale Helling
Iowa City Co=unity School District:
Jerry Palmer
Neumann Monson. P.C., architects
Kevin Monson
NUB BY: Kevin Monson
1. Randy reviewed proposed plans of the new Coralviile facility as presented
at their meeting Wednesday evening.
2. Dee pointed out that she was incorrectly listed as being present at last
week's meeting.
3. Craig reported that at the City Council's informal meeting he received
the following directions:
a. The project was to only include a swim center not gymnasium facili-
ties.
b. The bond issue should include renovation of existing pool(s).
c. No dollar limit was suggested as a design criteria.
4. The merits of designing the pool facility so that it would have the
potential for future additions of recreation spaces was discussed. It
was decided that the facility should be designed in such a way as to al-
low for future additions, but that those additions would not be designed
at this time.
5. The School will be asked to approve sharing the cost of a site survey
with the city.
6. The potential sites for the facility were discussed. It was decided that
unless there were compelling advantages that could be identified for con-
necting the facility to Southeast Junior High School, the facility should
be built free standing on higher ground adjacent to the School's and
City's property line.
7. The school will investigate the boiler capacity at Southeast Junior High
to see if it would be adequate to handle the new facility also.
8. Jerry requested that student access routes be considered in the design of
the new facility.
9. It was not felt necessary to have an enclosed connection. Students would
use the new locker rooms within the facility to change into their swim
suits if the building was free standing. This would be similar to the
operation of the new Coralvilie Swimming Pool.
Page 1
35F
10. A lengthy discussion of the condition of City Park Pool including costs
of renovation followed the Architect's handout.
11. Renovation including replacement of the bath house will range from
$600,000 to $774,000 depending on the quality of the bath house construc-
tion and amount of deck and fence replacement undertaken.
12. Additional concrete borings are underway at City Park Pool.
13. According to the City's Water Department, City Park Pool was billed for
over 11 million gallons of water from June to October of 1985. Mercer
Park was billed for over 6.5 million gallons of water from June to Octo-
ber of 1985. It was estimated that under normal use it could be expected
that 1.6 million gallons of water would be necessary for proper operation
T of the Mercer Park Pool.
14. A discussion of the future of Mercer Park Pool followed. It was pointed
out that there are three levels of work which could be done:
1st - Critical emergency repairs to operate pool for one or two seasons.
a. Do not allow diving
b. Recaulk cracks and joints
c. Shut down wading pool
d. Replace chlorination system with a new package unit outside of
the building.
-If major repair costs are encountered, the pool would be closed.
Estimated cost - less than $10,000.
2nd - Continued operation of pool for 10 to 20 years. Meeting all code
requirements but without diving.
a. Leave diving tank in place but have no diving boards.
b. Leave as much deck and fencing in place as possible.
c. Do not remodel bathhouse but add filter room.
d. Replace all systems
e. Do minimum of pressure grouting to fill voids under pool.
-Estimated construction cost $440,000 plus fees.
3rd - Continued operation of pool for 10 to 20 years meeting all codes
including diving and all other improvements as recommended by
Architect.
-Estimated construction cost $613,000 plus fees.
15. It was decided there is no middle ground; The Mercer Park Pool must be
renovated to meet code or closed.
16. The Committee unanimously passed the following motion:
In reference to the Mercer Park Pool, The Joint Facility Committee
recommends to the Iowa City City Council that the City expend only
the minimum funds necessary to meet such immediate safety and main-
tenance needs as are necessary to keep the facility open to the
Public during the pendency of the construction of the new indoor
facility and the renovation of the City Park Pool; and, after com-
pletion of those two projects, to abandon the pool.
17. A presentation to the City Council on the Mercer Park Pool is being re-
quested for their February 18th informal session. The Council will be
given handouts previously given to the committee as well as the Hall re-
port. Ken Wictor will make a verbal presentation.
18. The New Aquatics Center shall be designed in order to provide good natu-
ral lighting and openess. The Center should have windows on the side of
the pool and not on the end to reduce glare problems.
Page 2
357
�WAtia vvwava!ava+\ v vlwati r\ vvv t\wlvvan+nnvN:::.-�:.v'. vwwa �wM.-..J.�..�,.,:.::.wvv,. .a. ir.. r..::...YN.vnvn,.ww•.� �
19. The Architects were asked to present sketches of 6 and 8 lane pools, 50
meters in length with "stretch" and "el" configurations for the shallow
water.
20. The Architects will make recommendations on the pool configurations based
on the stated functional priorities of the School's and the City's use of
the pool.
21. A revised time line will be prepared for next week's meeting..
This memorandum is submitted for your review. It is intended that the data
contained herein be considered a factual reference and provide a basis for de-
sign. If you have any questions, additions or changes, please contact this
office.
NEUMANN MONSON ARCHITECTS Distribution: 10 copies - Dale Helling
226 South Clinton Street Ken ilictor
Iowa City, Iowa 52240 Roy Neumann
Kevin Monson
Jack Kiefer
NMA File
Page 3
357
REPORT ON MERCER PARK POOL
The intent of the narrative and comments herein regarding the existing Mercer Park
Pool is to provide an interested reader a brief status report on repair and
construction work anticipated for purposes of extending the service life of the
facility.
There have been two previous engineering reports prepared which serve as historical
background to the data herein.
There are two time frames of reference by which potential repairs and improvements
can be judged. If a pool owner seeks only SHORT TERM future use, (say one or two
years), then common sense dictates that only those items dealing with codes and
Public safety should be corrected, since all money spent on the project will be
lost when the facility is closed.
However, if the time frame for extended use is LONG TERM or life of the materials,
then the scope of criteria is justifiably broadened. It is to the LONG TERM out-
look that this report speaks. This report recognizes four major criteria by which
the existing facility should be judged, as follows:
CODES
Self explanatory; criteria required by law, enforced by local or state agencies.
RECOMMENDED PRACTICE
Design or operating standards which contribute to better or safer user environment;
these considerations may not be required by law but may significantly reduce
swimmer hazards and associated owner liability.
DISCRETIONARY/FUNCTIONAL CONSIDERATION
Designer/owner/operator judgement decisions which may affect operating costs or
convenience, facility user appeal, future maintenance requirements, etc.
EXISTING CONDITIONS
Actual condition of existing facilities, site influence, operating costs, etc.
Attached to this report are brief outlines in which specific problems are identified.
For purposes of keeping the report relatively brief, those items are not expanded
in detail herein. However, additional detail and information will be furnished
at the owner's request.
The four criteria previously listed represent good points of reference in judging
current performance and are discussed in the following paragraphs.
CODES
In addition to the current State of Iowa codes dealing with the design, maintenance
and operation of swimming pools, there are implied and proposed changes which will
probably become law within the expected service life of Mercer Pool if repaired.
Page 1
35?
..............- .............. _.,.,...........
The present recirculation system, main drain line, deck drainage, cross connection
to the wading pool and location of the chlorine feed system are all in violation
of current codes. The bathhouse access for handicapped, surge capacity and other
considerations would be cited in a strict application of the law and practices
now enforced by the state.
RECOMMENDED PRACTICE
Swimming pools are inherently more hazardous than most other recreational facilities.
It is important that both designer and operator recognize high risk elements in:
the diving tank configuration, water depths, materials selection, control of water
chemistry, and equipment selection.
Measured against the recommendations of various aquatics activity organizations
of national or international influence, Mercer Park's diving tank and water depths
at critical points do not meet minimum standards of safety. In the event of certain
kinds of swimming or diving accident related injuries at Mercer Pool, the City of
Iowa City may be in a legal position difficult to defend. This problem extends
to the wading pool which has only a single main drain.
DISCRETIONARY/FUNCTIONAL CONSIDERATIONS
The present diaotomaceous earth filter system (when repaired and operating) will
provide excellent filtering action. However, the very nature of a D.E. filter
tends to have relatively high operating and maintenance costs associated with
replacement of the filter media and elements.
There is no automatic control device to monitor and operate feed systems for pH
control. Manual control of water chemistry tends to hit and miss operations levels
and be wasteful of chemicals.
Past peak bather loads have not been well served by the existing available deck
spaces.
Bathhouse design is difficult to supervise, filter room located remote from deep
end main drain, handicapped access is questionable.
EXISTING CONDITIONS
There are a variety of existing conditions which will require repair if long term
service life is expected.
Aside from the obvious leaking concrete joints, pool tank cracks, etc., recent
tests proved the existence of voids beneath the tank, the extent of which cannot
be determined without further testing. Failure to correct this condition will
result in additional tank cracks in the future.
The out of level elevations of the existing gutter will prevent skimming as
required by law even if the existing were repaired. New gutters must be installed
to achieve effective skimming.
The below grade water table will continue to be a factor when routine pool tank
maintenance is performed in the future and must be accommodated in potential
repairs and construction.
Page 2
357
Overall, pool tank surfaces, control joints, gutters and filters are not in good
condition.
The filter should be relocated remote or separate from the main electrical panels
to prevent further damage to the electrical equipment, and in a space large enough
to allow convenient operating activity and maintenance.
SUMMARY
Virtually all major systems of this facility have problems requiring immediate
correction. To accomplish the corrective or replacement work as outlined in the
attached sheets we estimate project costs of $664,700. The work included in this
estimate will not: add shallow water area, add concessions, significantly improve
the bathhouse facility or change the alkalinity of incoming city water. Those
items should be reviewed at a decision making level with staff recommendations
in hand.
If the work were to be performed, the repaired facility may still have limited
bather appeal and capability.
It would appear that the cost projection approaches approximately two-thirds the
cost of a new similar facility although, certainly, a new facility would be designed
with some additional capabilities in mind.
Should the city choose to proceed with repairs, the extent to which repairs may
be planned or accomplished can be modified according to priorities and funds
available in a given year or group of years. However, it is important to point
out that many of the items are code or liability related and, as such, are not
discretionary in the strict sense of the word. Even plans for short term operation
with minimal repairs should be carefully reviewed before implementation of such a
program.
Based on the extent of corrective work required, the projected costs for same, and
the limited capability of the completed project, this report cannot recommend
proceeding with the work on Mercer Pool as a desirable alternative to new facilities.
NEUMANN MONSON ARCHITECTS
IOWA CITY, IOWA
February 10, 1986.
Page 3
.A:LLavuval.... \.......\..a:a.Caa4.r:..w.w::: v ..a-.......aa.--...,r.........ruv4.4 .0 . n.. r4 ..v..uYrv.•�.a4..r.,.,Ka
MERCER PARK POOL REPORT - ATTACHMENTS
Existing Facility Data..............................................Page 1
Existing As -Built Oesion Problems ............. _ ___.___._ _ _._. vana 7
Existing Construction As -Built Problems.............................Page 3
Recommendations .....................................................Page 4
Summary.............................................................Page 5
�NKaaa\\✓.avav\v �rva'�1.v\aaataaanv+.v+::::::::a'. vv.a .aaaM�n�:i�..:r+rvu ..v. x..... r. rvY'rv.v.avrwrva�".'
MERCER PARK PUUL
EXISTING FACILITY DATA
MAIN POOL
Pool Perimeter: .......................................
Water Area:
Shallow: ........................
................
Deep: ...........................................
Total Water Area: ....................
...............
Approximate volume of water ...........................
Recirculation Rate (Code) .........................
Recirculation Rate (Code) .........................
Recirculation Rate (Code) .....................
WADING POOL
Wading Pool Area .........................
Water Volume .�
............
Recirculation Rate ..............
...........
Recirculation Rate ...............
Recircdlatton Rate ..............................
MAIN POOL
Pool Capacity by Code:
Shallow Water ...................................
Deep Water ..............
........................
Total Bathers
....................
Code Required Surge ...................................
Actual with Gutter Flooded ............................
BUILDING
Bathhouse .............................................
Boiler d Filter Room, Men, Women, & Storage ...........
Total Build Area
400 linear ft
6,750 sq ft
1225 sq ft
7,975 sq ft
263,000 gal
1,052,000 gal/day
43,833 gal/hr
730 gal/min
360 sq ft
4,039 gals
48,486 gal/day
2,019 gal/hr
33.6 gal/min
675 bathers
37 bathers
702 bathers'
7,975 gallons
3,273 gallons
2,192 sq ft
640 sq ft
2,832 sq ft
Page 13�
\4
MERCER PARK POOL
EXISTING AS -BUILT DESIGN PROBLEMS
1. Bathhouse has no provisions for handicapped.
2. Chlorine room enters through filter room - code item.
3. Main electricity panels in filter room - corrosion.
4. Main drain not tied to recirculation system - code item.
5. Main drain undersized (6"), should be 8" minimum - code item.
6. Diving well shape with appropriate design depth is only 21' wide and
plummet - can only accommodate (1) 1 meter board if current national
competitive configuration recommendations for safety are observed.
(legal considerations)
7. Diving well depth at recommended distance forward of plummet is too
shallow to conform with recommended standards of FINA and NCAA. (legal
consideration)
8. Water depth at racing lane is 3'-2" to 3'-5" (too shallow 7) for diving
safely at start of a race. Certainly would prohibit use of starting
blocks. Liability for injury seems high.
9. Pool decks (some of) drain back to gutter which is not permitted on out
door pools.
10. No method for mixing soda ash or caustic soda with pool water other than
manual. (Ph control)
11. Wading pool and main pool on same filter. No way to assure recircula-
tion rate of wading pool.
12. Minimal provisions for surge control provided. Gutters can wash back
into pool. (8,000 gals req.)
13. Wading pool has only a single 10"x10" main drain grate. Very dangerous.
14. Single hydrostatic relief valve (should be two minimum as a back-up).
i15. Bathhouse layout - pool supervision difficult, prone to vandalism.
16. Deck size not appropriate for observed bather loads.
17. D.E. Filter (when working in properly recirculated system) has high op-
erating costs in an outdoor pool.
I
18. Main drain sump and under floor drainage system tied together. Contrib-
utes to loss of volume under floor.
Page 2
MERCER PARK POOL
EXISTING CONSTRUCTION AS -BUILT PROBLEMS
1. Rim elevation varies U.11 ft. or approximately 1 5/16". Thus, little
effective skimming action - code item.
2. Uneven settlement - indication of loss of volume below decks.
3. Clogged or plugged supply fittings. Supply is probably not more than
25% of minimum rate required for safe water conditions - code item.
4. Filter elements broken, ill fitting connections, entire filter mechan-
ical system in bad shape from corrosion.
5. Hydrostatic pressure relief valve is probably non -operational (based on
operator observations.)
6. Construction joints are leaking (based on operator observations.)
- 7. Voids below concrete pool floor, based on test cores. Will contribute
to continued uneven settlement and probable cracking.
8. Considerable pool floor cracks, probably due to under floor soil and
water flow (leaks); volume loss resulted (and continue to) in vertical
movement of slab, contributing to additional leaks.
9. Miss aligned pool gutter joints (does and will continue to leak).
10. Supply water has high akalinity.
11. Relatively high water table.
Page 3
,35P
N
fix.;......!...,...-.........
MERCER PARK POOL - RECOMMENOArios
1. Replace filter system and associated plumbing, valves, pumps.
2. Replace main drain system.
3. Replace curb and gutter system, provide new supply and returns.
4. Provide chemical feed system.
5. Relocate new filters and associated systems in new space - near deep end
of pool.
6. Delete diving board altogether or rebuild diving tank.
7. Delete all racing lanes or raise elevation.
8. Abandon and cap all existing recirculation lines.
9. Add separate filter system for wading pool.
10. Demolish existing decks - replace with appropriate elevations and re-
quired drains.
11. Additional deck area.
12. Add pool heater.
13. Pressure grout voids under pool tank.
14. Repair construction joints.
15. Repair tank floor cracks.
16.. Clean, repair and repaint pool tank surface.
17. New deck equipment.
Page 4
a4
SUMMARY
1. Water recirculation system virtually non functional.
2. Elevation differentials prohibit skimming.
3. Pool chemistry control hit and miss.
4. Settlements and volume loss under existing structures.
S. Various design conditions which may put city in very high risk potential
for liability.
6. Overall design tends to have high maintenance and poor control of
systems.
Page 5
TARGET DATES
IOWA CITY COMMUNITY AQUATICS CENTER
February 13 .............. Discussion of Pool Configuration
February 20 .............. Final Pool Configuration Approved
February 20 .............. Discussion of Pool Site
February 26 Site Survey Completed
February 27 Discussion of Schematic Design of Aquatics
Center
March 6 .................. Final Approval of Schematic Design of Aquatics
Center
March 13 ................. Review of Materials/Costs
March 20 ................. Approval of Final Costs and Design
March 25 ................. City Council and School Board Approval of
Project and Costs
April g Resolution to Commissioner of Elections
April 24 ................. Presentation Drawings Completed
May 1 .................... Bond Election Campaign Begins
June 3 ................... Bond Election
35F
%4
City of Iowa City
MEMORANDUM
DATE: February 14, 1986
TO: City Council
FROM: Dale E. Helling
RE: Information from Board of Supervisor
The attached is provided for Council by the Johnson County Board of
Supervisors in response to a requst from several Council members at
the recent meeting of the JCCOG Board of Directors.
357
a
rr
OF
PRECEDING
U
OCUMENT
n
��Katat N�vv\\tv\lt\t-.\�at�\\'laaa,^isnif.-::::a:.v aYv.v..awa+,.��...��i:�...v\t�. .\a N:.\..ii..I'N.•:nwa.v\\nnnw
City of Iowa City
MEMORANDUM
DATE: February 14, 1986
TO: City Council
FROM: Dale E. Hetling ,
RE: Information from Board of Supervisor
The attached is provic
Supervisors in respons
the recent meeting of
r
Mme. A ..................<...
t " TJ -979-0(5)--2M-52
TJ -109-0(3)--2M-52
TJ -405-0(2)--2M-52
TJ -000-0(1)--2M-52
County Johnson
Agreement No. See Left
DEPARTMENT OF TRANSPORTATION
AGREEMENT FOR TRANSFER OF PUBLIC ROAD (S) JURISDICTION
This Agreement entered into by and between the Iowa Department of
Transportation, hereinafter designated the STATE, and Johnson
ted the
Ofutheseipremisese nditer the mutualcovenantshereinafterTY, and naetnforthetitnis
hereby agreed that the public road section(s) described below be trans-
ferred,as provided in the attached Exhibit A.
WITNESSETH, that
Section 1. In compliance with the provisions of Section three hundred
six point eight (306.8) Code of Iowa 1979, and the deter-
mination of the County Classification Hoard, the STATE ag-
includingtrighteoftway,�edescribedthe
aspublic
followsroad section(s),
j State Cont.
Sec. Number From Length
To
52-09-00-979 ECL Iowa City (mile)East Johnson Co. Line 6.15
52-10-00-109 NCL Oxford
52-17-00-405 NCL Lone Tree Jct. US 6 0.85
Jct, is 22 0,20 incl, 0.07
on Lone Tree Corp
Line
Section 2. The COUNTY agrees to accept the above public road section(s)
into its secondary road system in accordance with the pro-
visions of Section 306.42, Code of Iowa 1979, and this Agree-
ment.
Section 3. In compliance with the provisions of Section three hundred
six point eight (306.8) Code of Iowa 1979, and the deter-
mination of the County Classification Board, the COUNTyag-
ees to transfer to the STATE the public road section (a),
including right of way, described as follows:
Ident. No.' FromLength
To (mile)
i 52-29-00-000 I-80 Interchange Coralville Dam
3.66
i
FT)
Johnson Co., (oN„
'`^ice .� .'' •'' .i!
Section 4_ The STATE agrees to accept the above public road section(s)
into its PRIMARY road system in accordance with the pro-
visions of Section 306.42, Code of Iowa 1979, and this Agree-
ment.
Section 5. The STATE and the COUNTY have examined the physical condition
of the road section(s) prior to the said transfer and have
agreed upon the repair work to be performed by the transfer-
ring jurisdiction or in lieu thereof the transfer of equiva-
lent funds to the receiving jurisdiction as itemized on the
attached schedule, Exhibit A, which shall include termini
descriptions and length, roadway, bridge, and culvert repair
work, etc., and attached map of the COUNTY, Exhibit B, if
necessary.
Section 6. The STATE and the COUNTY have evaluated the requirements of
maintaining the road section(s) and have agreed, in compli-
ance with the provisions of Iowa code, Chapter 28E, upon a
temporary continuation of maintenance of certain sections by
the transferring jurisdiction according to the attached
schedule, Exhibit A.
Section 7, The STATE and COUNTY do hereby jointly agree to the juris-
dictional change(s) stated above in the manner hereinafter
provided pursuant to Section 306.42 and Section 313.2 of
the Code of Iowa 1979, which authorize such agreements re-
specting highways.
359
I
EXHIBIT A
Agreement to Transfer Public Road(s) Jurisdiction
ROAD SECTIONS TRANSFERRED FROM STATE TO COUNTY:
j
State Control Fund Transfer
T Section No. Jurisdiction
����-' --Lbv S� Transfer
52-08-00-979 $al,600 for reshaping
and compacting Transfer of funds
52-10-00-109 Full Depth uPatchinble lcoat 7-
by State g l -a0
52-17-00-405 None
7-1-00
I
ROAD SECTIONS TRANSFERRED FROM COUNTY TO STATE: (Attach Map, if necessary)
Identification
Number _Work by Count Jurisdiction
--� Y Transfer Date
52-25-00-000 Eight full depth patches . 7-1-80
and minor surface patches
by Johnson County
I
k-�
•1
r
0
y
I
V+e:a:.,,.......,,a•.................... .,..., ...............-•,,.....
FILE
Johnson Co., Iowa
IN WITNESS WHEREOF, each of the parties hereto has executed
this Agreement as of the date shown opoosite its signature
below.
C' IT^.. ..
County of ohnson
X By O•' !� *! 1/ Date 6-25-80
Title of Supervi ora
I, m,v m n^avrr certify that I am the Auditor
of the COUNTY, and that rascnr.n M_ nn,mm.TS who signed
said Agreement for and on behalf of the COUNTY was duly authorized
to execute the same by virtue of a formal Resolution duly passed
and adopted by the COUNTY on the 2oth day of Tia
19—
Signe
TOM SLOCKEr
PAImtvAudilor County Auditor
June 26, 1980 Date
Iowa of T portation
!
Date �iL2 ;di ato
By
Title�����C��0. Commission Order No. I- Z L
The Department's executyac odes Agreement No. TJ -000-0(1)--2M-52
which is being appealed. ly n� a1g
357
i
MINUTES OF THE JOHNSON COUNTY BOARD OF SUPERVISORS
June 26, 1980
Chairman Donnelly called the Johnson County
Board of Supervisors to order in regular session at
9:31 a.m. Members present were Donnelly (HO), Lang-
enberg (DL), Sehr (DS) and Shipton (JS).
A motion by DS and DL to approve and authorize
the Chairman to sign an Agreement for Transfer of
Public Roads Jurisdiction between Johnson County and
Iowa
tains to the maintenancemoftthe vbikeway on oldchHigh-
way 218 deleted, motion carried unanimously (MCU).
=A letter from Udn boyla on behalf o aha
regarding drainage problems on the Blaha property was
placed on file. Bud Gode outlined the history of this
problem, explaining that 5 alternative solutions were
offered to Blaha in 1977 with no response. The con-
sensus of the Board was that Gode should respond to
Mr. Boyle by re-submitting the alternatives, with
explanation, and JS and OL will inspect the site. an
A motion by DS and HD to approve the refund
claim of $330 to David Brenneman, MCU.
A motion by DL and DS to aPP—retail riga_
Marina retie permit applications for Coral Mari, Oxford
Sale Barn Cafe, HiPoint Golf Course, Windham Garage,
Dakota Inn and Pleasant View Ranch and Livery, MCU.
RESOLUTION 06-26-80-Tl
26-80-T1
BE IT RESOLVED
rom
the Conservation Fund to the Cid it Defenserf
Fund, for
purchase of a snow mobile groomer, as authorized by
action,of the Conservation Board on June 19,1980.
A motion by JS and OL to approve the Resolution,
MCU.
Minutes of the following meetings were placed on
file: Conservation Board, June 19;.United Action for
Youth, May Report; Rape Victim Advocacy, June 9.
Action on advertising for a replacement for the
SEATS Director was deferred.
Recessed at 10:26 a.m. and reconvened at
10:38 a.m.
Ron Larson from Social Services was present to
discuss the proposed policy on day-care eligibility.
He presented 3 alternative plans, the first of which
has been adopted by the Board of Social Welfare and
was discussed at length by the Supervisors at the
June 24 informal meeting. Larson explained the rami-
fications of each plan, citing costs and the number
Of families projected to be served by each and re-
quested that the Board grant to him the authority to
expend Poor Fund money to augment mini-Title XX funds
to provide day care service.
.3Sy
City of Iowa City
MEMORANDUM
DATE: FEBRUARY 14, 1986
TO: CITY COUNCIL
FROM: KEVIN O'MALLEY, ASSIST. FINANCE DIRECTOR,t,,
RE: PUBLIC OFFICIAL LIABILITY (POL) INSURANCE
been Renewal of the Public Official Liability insurance coverage has
cc
195, Markel
Service incorporated te(currenty underwriter)moraril. Late inDesentcemberour8insurance
agent renewal forms for the City to complete for insurance
Markelcoveragcalledrourgagent5and stated86 to /that7Markelowouldunoterenewythe
Policy due to the quantity of claims filed. Our agent got Markel
to not finalize his decision until the claims could be researched.
After review, it was determined that the majority of the claims
were either 1) not covered by POL insurance, 2) the responsibilty
of the previous underwriter, or 3) would be settled within the
deductible amount ($5,000).
Upon receipt of that information, Markel was willing to quote
insurance coverage. Their quote had a stipulation that they will
provide POL coverage until 6/26/86, not 2/14/87. The reason is
that they would Provide a bid for coverage of both POL and Police
Professional Liability insurance, which comes due at that time.
At this writing, the City does have POL insurance coverage in the
amount of $1,000,000 for approximately twice the premium as last
year and a higher deductible ($10,000 vs $5,000). The charge for
this coverage is $6,800.
A year ago the City had umbrella coverage for POL amounting to
$10,000,000. Last June, we were unable to purchase umbrella
coverage for POL but were able to raise the POL coverage from
Markel to $5,000,000. As of 2/14/86, the City's POL coverage will
be only $1,000,000. Therefore, we are self-insuring for any losses
in the POL area which exceed $1,000,000.
3Ga
0
Nuvutau/aa\a\a \vut u'.v a:\vva Cavuawti..u•.v::: .. v u a a....%�ff---rvvuvnu.w-f.1 .. rff.I.v.u.nv.vwun�
CITY OF IOWA CITY
CIVIC CENTER 410 E. WASHNGTON ST. IOWA CffY, IOWA 52240 (319) 356 -SCUD
February 10, 1986
T0: Neal Berlin, City Manager
FROM: Larry McGonagle, Transit Manager
This is to formally notify you that I am resigning my position as Transit
Manager, Iowa City Transit. I have not firmed up my final work day, but
it will be either March 14 or March 19, 1986. I am resigning my position in
Iowa City to accept the position of Manager of Transportation at the San Diego
Transit Corporation. In San Diego I will be responsible for all the operations
function. I will be responsible for a staff of 25 staff employees and 527 drivers.
San Diego Transit operates 200 peak hour vehicles.
I would like to thankyou for all you have done for me during my time in Iowa City.
It has truly been an enjoyable experience working with you and the rest of the
City staff. I will miss everyone, but I will truly miss the people at the
Transit Department. The people in Transit has proven to be a truly professional
group and I am sure they will continue the excellent work.
.3G/
MINUTES
WASTEWATER TASK FORCE
JANUARY 27, 1986
COMMITTEE: Noel Willis, Richard Burger, Michael Finnegan, Richard Gibson,
Don Schmeiser, Chuck Schmadeke, Neal Berlin
CITY COUNCIL: Darrel Courtney
CITY STAFF: Dale Helling, Kevin O'Malley, Ed Brinton
GUESTS: Kerry Fitzpatrick, Procter & Gamble; Francis Hallada, Shive-Hattery
The purpose of the meeting was to discuss proposed methods of financing and
project organization. After considerable discussion Mr. Gibson made a
motion that the City not further consider privatization. The motion was
seconded by Noel Willis and unanimously approved by the Committee. Mr. Dick
Berger made a motion that in financing the plant the City consider a combina-
tion of revenue and zero coupon or capital appreciation bonds with rates
rising early in the program life as provided in case 02. The motion was made
with the understanding that the City should retain flexibility in the financ-
ing method, using that method which is most advantageous to the City if there
should be a change in circumstances. The motion was seconded by Mr. Noel
Willis. All members of the committee voted in favor of it.
The committee had considerable discussion about the project organization,
using the more traditional method of hiring an engineer to prepare plans and
then bid the project or a construction or program manager. Mr. Noel Willis
made a motion that a program manager be retained who will have responsibility
for total coordination and implementation of the project. The program man-
ager shall present to the City discrete packages requiring design, construc-
tion and participation by other engineers and contractors. The project
manager will be accountable for technical correctness of the project,
allocating resources and total management responsibility for the project.
Mr. Willis indicated that the intent is to have opportunities for local and
other firms to participate in both the design and the construction. The
motion was seconded by Mike Finnegan, all members voting in favor.
The last item of discussion related to a letter from Tom Allen indicating
that he wished to present a new proposal for the plant. The committee unani-
mously felt that this matter should not be pursued further. The motion was
made by Mr. Gibson, seconded by Mr. Burger, all voted in favor. The City
Manager was instructed to inform Mr. Allen accordingly. I discussed it with
Mr. John McDonald who indicated that he would pursue this with Mr. Allen.
,3 ca
RECLIVEOF 1'1986
-Pejo`.Wa
.partment of water, air and waste managemer:t
February 7, I986
Mr. Neil G. Berlin, City Manager
City of Iowa City
410 E. Washington St.
Iowa City, IA 52240
ATTENTION: Mayor and Council Members
RE: City of Iowa City
Administrative Order 86 -WW -03
Dear Gentlemen:
At our meeting on January 29, 1986, Charles Schmadeke, City Engineer, and Loren
Leach, Metcalf b Eddy. Inc., stated on behalf of the City that the City of Iowa
City would submit its plan of action under the Municipal Improvement Program to
the Department by February 18, 1986, as required in Administrative Order
86 -WW -03. It was indicated that all upgrading and construction concerning the
City's wastewater treatment facilities necessary to meet final effluent limita-
tions by July 1, 1988, would be completed by such date.
Thank you for ,the City's cooperation and responsiveness in this matter. The
City is to be commended for its efforts in finalizing its plan of action and the
anticipated commitment to meeting the July 1, 1988 deadline for meeting final
effluent limitations.
If you have any questions, do not hesitate to contact me at (515)281-6267.
Sincerely,
LEGAL SERVICES DIVISION
�'L Ma s/en
na L. Hansen
Compliance Officer
OLH:mjg/LSM037GO6.01
cc: Charles Schmadeke, City Engineer
Loren W. Leach
Region 6, Edward Moreno
CAB/Charles Furrey
�003a;:9101d • COS moines.:cwc50Jt9 • _
,363
t
�`�Fw\M vaa ata.a a.a \.arty v\.tt .aaS}vawi.n.�v.. ......\aa
6EGLI,cu: _... i, 1986
IOWA CITY COMMUNITY
SCHOOL DISTRICT
David L. Cronin 500 S. Dubuque Street
Superintendent Iowa City. Iowa 52240
)319) 330.3005
February 7, 1986
Members, City Council
Iowa City Civic Center
410 E Washington
Iowa City, IA 52240
Dear Council Member:
As per your request, school district personnel, representatives of the !Jest
High Student Council and property owners met on Wednesday, February 5, 1986
to discuss a suitable location for a walkway between West High School and
Westwinds Drive. (Attached is a listing of those in attendance.)
After considerable discussion it was agreed that two easements and sidewalks
would be the most desirable solution. It is recommended that one sidewalk be
located immediately north and adjacent to the Trail Ridge Condominiums (see
attached map) and one be located immediately north and adjacent to the Cedar
Point Condominiums (see attached map).
If only one easement can be obtained and only one sidewalk constructed, the
preferred location would be north of the Trail Ridge Condominiums. The
school district supports the obtaining of the easement(s) and the
construction of the sidewalk(s). However, the school district will not bind
itself to construct a walkway on school district property from the City
constructed sidewalk to the building because of the terrain of the site and
existing athletic fields.
The school district and property owners hope you will act favorably upon this
request.
Sincerely,
pu/tc"�'
?��erald L. Palmer
Executive Director of
Administrative Services
3G �
.....a.!.a.an,............ ta..«:..,c.,..::::...........
....--A..»..>.........•....... x...................e...,..
Gene Fisher
Keystone Property Management Co.
521 Kirkwood Avenue ;i1
Iowa City, Iowa 52240
Sabin and Barbara Colton
633 Nestwinds Drive
Iowa City, IA 52240
Judy Kelley
629 Nestwinds Drive
Iowa City, Iowa 52240
Gary Milavetz
677 Nestwinds Drive
Iowa City, IA 52240
Karl Kattchee (Nest Student Senate President)
924 14th Avenue
Coralville, IA 52241
Carol Hunsicker
904 Denbigh Drive
Iowa City, IA 52240
I
Iowa City Community School District:
Jerry Palmer
Craig Gjerde
Jerry Arganbright
City of Iowa City:
! Barry Beagle
i
i
%4
1
v -.,.mow,..........„.....
I
WEST HI(
6;
fret;,� 8
B ° T! `
0
LtRd.
MARK IVRoberts
9c n
�4
Unemployment Overview zl`l�rc
South Texan manufacturing stiff suffer
Of the five cities reporting the lowest unemploy-
ment rates in the country, three are in New Eng -
and, according to recently released figures from the
U.S. Bureau of Labor Statistics.
Manchester, N.H, Portland, Maine, and
Nashua, N.H., all reported unemployment rata of
lest than 2.7% during November (the latest avail-
able figures). Raleigh-Durham, N.C., and Iowa
City. Iowa also reported rata of lest than 27
BLS reports
The highest local unemployment rate in Novem-
ber was registered in the McAllen-Edinburg-Mis-_
sion area in Texas (17.1%), followed by Beaver
County, Pa. (14.3%), Modesto, Calif (13.7%) and
Whceling, W.Ve. (13.3%), according to BLS ftg-
Nearly every state surveyed reported year-to-
year job gains in the fmanee, insurance and real
estate sectors, while 39 states experienced job losses
in manufacturing. Hardest hit were Illinois, New
York and Pennsylvania, which lost more than one-
third of all the manufacturing jobs eliminated na-
tionwide in the 12-month period.
.36.5-
lT
MINUTES OF STAFF MEETING
February 12, 1986
Referrals from the informal and formal Council meetings were distributed to
the staff for review and discussion (copy attached).
The City Manager advised that the informal meeting of February 18 will
begin at 6:00 P.M. rather than 6:30 P.M. The joint swimming pool project
will be discussed, and the remainder of the evening will be devoted to
interviewing the executive recuitment firms.
The City Manager related that the Committee on Community Needs is beginning
to work on its three-year community development plan. The Committee has
asked for input. If the staff has any projects in mind, please contact
Don Schmeiser before February 24.
Joyce Carroll, Acting Director of Parks and Recreation, mentioned that
this would be her last staff meeting as acting director. Terry Trueblood,
the new director, will be on board next week. Joyce will introduce him at
next week's staff meeting.
Prepared by:
�Ltct.u.��t. Lcil-w
Lorraine Saeger
.31�'
I
INFORMAL COUNCIL MEETING
i
DATE . February 10, 1986 PENDING COUNCIL ITEMS
t. U W
w
02
SUBJECT
�W
REFERRED
az
TO
DUE
N
a
W
February 18 informal meeting
2-10
Assistant C
ty Mana
r/
City Clerk
g Schedule
rAbandoned
2-10
Assistant C ty Mana
r/
Info
le Ordinance
112-10
MIS
House in right of way
10 Y Legal
I
gHorowitz.
�
ENTS/STATUS i
:00 P.M. with meeting withol Planning Committee.y informal meetings•. after March 1, 1986.t citizens who expressedplaining revisions and& Susan Horowitz.
Max Yocum's house left on First
Street - continue action to force
removal.
REGULAR
COUNCIL
MEETING
REFERRED
TO
DATE
DUE
DATE. February
11, 1986
PENDING
COUNCIL
ITEMS
M•. ;
UW
3
¢2
0.Z
SUBJECT
O
W>
I -W
�W
¢
REFERRED
TO
DATE
DUE
o
WWF
�M�
Hw
o¢
H
Ir
O
a
COMMENTS/STATUS
Alley Paving Project
2-11
Public Work
Is alley between Dodge and Johnson,
south of Bowery, on the FY87-91 CIP
(FY87 Dro1ect)?
Vending Machine
2-11
Parks & Rec
Contact owner of green newspaper vender
machine in front of Holiday Inn. See
if it can be removed as it appears to
Miller -Orchard Park, CDBG Funds
2-11
PO
Motion passed to revert money back to
contingency fund. Is formal resolution
necessar ?
Vacated Melrose ROW
2-11
Lorraine
Item 12 - deferred to February 25
agenda.
Westwinds Area Sidewalk
2-11
P&PD
Will memo to Council be in Friday
packet?
i
•�NNvaaaaa�..\a\.ivaa\aa
City of Iowa City
MEMORANDUM
Date: February 14, 1986
To: City Council
From: Dale Melling, Assistant City Manage
Re: Purchase of Police Patrol Cars
The City has recently received sealed competitive bids for seven new
Police patrol cars. The results were somewhat surprising in that the
per-unit cost -for full sized vehicles (police package meeting all our
specifications) with trade-in or sale option for our used vehicles, ranged
from $662 to $744 lower than the per-unit cost of mid-sized models avail-
able. Based on estimated MPG ratings for these larger vehicles, the -fuel
cost savings we would realize by purchasing the smaller vehicles would not
offset the additional cost of initial purchase. Therefore, we will be
purchasing full-sized patrol cars for the first time in about six years.
In the past we have solicited bids from local dealers and also from the
vendors who hold the' State contract. This year the State vendor, Ron
Willey Ford, Nevada, Iowa, was the low bidder. The local Chevrolet
dealer's bid was within approximately $32 per unit of State bid while the
local Ford dealer was approximately $633 higher than State bid. In
addition, only Ford offers an optional extended warranty to 60,000 miles
(the approximate life -cycle mileage for police vehicles) at $405 per unit.
Based on our maintenance experience and projections, this option will
result in additional savings in maintenance costs. Two of the three local
vendors submitting bids inquired and were advised that bids were being
solicited from the State vendor.
The City.will proceed to purchase seven new Ford Crown Victorias from Ron
Willey Ford of Nevada, Iowa, with optional extended warranties. This is
consistent with the Purchasing Policy adopted in 1981 and represents the
most cost-efficient alternative. The vehicles will be delivered to the
City
service complex and serviced under warranty by the local Ford dealer-
ship.
If you have any questions regarding this matter, please contact me.
bc5
cc: City Manager
Equipment Superintendent
Purchasing Agent
I
The University of Iowa
Iowa City. Iowa 52242
`a
lb -4 -
Office of the President I N
February 12, 1986
The Honorable William J. Ambrisco
Mayor of Iowa City
Civic Center
410 East Washington
Iowa City, IA 52240
Dear Bill:
Enclosed are some copies of a recent address that I made
to a joint meeting of the service clubs of the Iowa City
area. Since the speech surveys the state of the University
in relation to our prospects for the year 2000, I thought
You and members of the City Council might be interested in
reading it.
Enclosures
Sincerely,
James 0. Freedman
President
of Iowa
The University of Iowa in 1986 and Beyond
An address by
President James D. Freedman
to the Joint Service Clubs
of the Iowa City Area
January 30, 1985
d
am grateful for the opportunity once again to
,dress the joint meeting of the service clubs that
have done so much to enhance the quality of life in
this'community. On the two previous occasions when
I have had the privilege of addressing you, I have
discussed urgent problems in higher education that
affect the entire nation—the need to train mom
teachers in the sciences and the need to strengthen
education in foreign languages.
Today 1 want to focus on a subject much closer to
home. I want to assess the present state of The
University of Iowa, as I see it after almost four years
in office. And 1 want to speak candidly about what lies
ahead, as we look toward the quality of the University
we am creating for the year 2000.
Over the past two years, as I was preparing to sign
exchange agreements between The University of Iowa
and a number of universities in Asia, I thought it
would be prudent to learn as much as I could about
the educational philbsophv of the Chinese, the
T1986 fyi/
--- --------•-••-.....�.xn uic rulm ocrvim lIuDs runchmn, jam. 30.
If your service clubs should invite the president of
The University of Iowa to address their joint meeting
in January of the year 2000, he or she will discuss
educational programs that have developed from seeds
we are planting in 1986. What am the chances that this
state will provide the necessary resources for those
seeds to grow to maturity?
We have a dynamic,.aggmssive faculty, so,
effective in generating new Ideas that It
enjoys a success rate well above the national avenge
in competing for federal research gents. Thanks to
these efforts last year, the University received $88
million in gifts, grants, and contracts, $62 million of
which wee na.me.Lod fo. ...�.....h
r
! Japanese, and other peoples who five along the Pacific
. rim. The books I read and the visits I made to schools
`"W""�" •�• •,,` �•�•"""r' "°•`•"'t"^<��` „� ,ow
call to mind Dickens's words in the opening paragraph
...__....-- --...—...__ ._..____.....
This distinguished fatuity is equal to the challenge
and universities in the Far East were a revelation.
If I had to sum up e F impressions from visits to the
of A Tale of Two Cities:. "It was the season of Light, it
was the season of Darkness; it was the spring of hope,
- of these competitive times. We have scholars and
scientific investigators who have won the
- People's Republic of China,. the Republic of China on
-- Taiwan, Indonesia, and Japan, I would do it by
it was the winter of despair, we had everything before
us, we had nothing before us."
most
prestigious fellowships and grants awarded in this -
country, including those from the National
referring to one Chinese proverb.. 'The schools of a
-
Endowment for the Humanities, the Guggenheim -
country are its future in miniature."
t This is not an ancient Chinese proverb; it is aT
-
Foundation, the Smithsonian Institution; the National '
Science Foundation, and the National Institutes of
' proverb of the new China—the China of Mao Zedong
' upon;farrning and,agri-tiusmess continue to build, and
destiny of the University is intertwined with
The
.
Health, I
and Deng Xiaoping. It might just as well be a proverb
during thepact Iwo years '+
the destinies of the people of Iowa who support
We have a large group of Fulbnght scholars and
of the new Japan or the new Taiwan or the new
it and benefit from itWhen individual
. citizens suffer
lecturers• We have a PresidentialNoung Investigator,
Indonesia. All of these countries are pouring energy
severe economic hardships, so also does the
an NIH New Investigator, a Pew Scholar,'two Sloan'
and ideas and funds, at an ever-increasing rate, into
University: By the same token, if the people of the
Research Fellows; a Marshsll Fund Fellow, a Davits
' the support of higher education ..- ...
state are to create an economy that can withstand -
Neuroscience Investigator, a Burroughs Wellcome
Even to a casual observer, it is obvious that these -
these hardships,. they. must look to the University for
Fellow, and a Robert Wood Johnson Policy Fellow. '
Pacific nations view their young people as their - -
new ideas, expert leadership, and superbly educated
This is a registry of faculty achievement and naho_n_al
- : greatest national treasure. They recognize that they
young people. Our present economic constraints have
recognition that would make any university proud
. - cannot build a prosperous future if they make use
I only of the
restricted our implementation of the creative initiatives
that a forward-looking
- And our students are fully worthy of' ur i
outstanding l+
physical resources available to them. As
j
state requires,
faculty. They can compete successfully -'
;they diversify their agricultural and industrial
But the hlstorie'commltrrient to excellence that Iowa
with the very -best students in the country,'/ -• . '!
:. economics," take advantage, of technological
inn
has made in the past holds out the, hope that it Will
One of our students has just become the
ovations, respondto worldwide demands for
services and products,, and develop new areas in.
continue to provide its young people with the kind of
- university education they must haveif they to-
U.uversi a sixteenth lihod
the last three years. Our sh
which they can excel economically,' they understand
"
_ are
build a better future for themselves and for this state.
' Mellon Fellmv in the Huma
the Imperative of investing M` their human resources..
-�"
From the perspective of our state's agricultural
three-year National Science
Indeed, the most far-sighted planners in every
economy, we amcertainlypassing through what
graduate study, four Fulbril
country of the world have come to understand that, -as
' Dickens alled "a season of darkness,': As pressures
winner of the prize for the I
iii • the physical resources of this'planet inevitably
' upon;farrning and,agri-tiusmess continue to build, and
humanities and fine arts vii.
>. dwindle, the.quaBly of our common life will depend '.
as the state's revenues continue to fall short of ::
during thepact Iwo years '+
upon the intellectual leadership of the coming
expectations; the University is losing pan of the vital
- We have 41 National Men
•generations ;� ._:: .. �. :-,,:.
r
.nourinhmenfiEneedsto students ents or the
freshman doss;. up from YJ+
future. When the force of the Gramm-Rudman
student who holds the nada
.
amendment is fully felt, the economic losses that the -'
persuasive speaking, and a h
.h�nation that wishes to lay the. foundation fm
University is suffering will be multipllecL -
Indeed, if our view of the Unfversrty!s future were..
...limited
second only to Harvard G ti
Tournament We have a sten
future prosperity must prepare its young;
to an economic perspective
Pe live alone, the prospect
country'a highest award in i
,
�.' people ro trade. Edeas no less than m product: That
1
'might seem very much like what Dickens tilled "the - .
theatm productions' that con
is why the. Chinese, the Japanese; the South Koreans,
winter of despair." -' .
nafional festival competitiore
�. the Taiwanese;, the.Indonesians; end so man ,other :.
manyother
But when,we expand our view to include the . ;
newspaper, The Daily lamn,
pco a round the world are investing m'their- •
of the Univenity's intellectual resources—
esources—
the nation for two sucrrssive
universities.
ersi
_ espedatiy when we consider their potential to create
r , "•Herein Iowa,. that Chinese - -
proverb continues ry '
the new knowledge needed, to stimulate the states ..
reverberate to my mind:"The schools of a country are
economic recovery—the prospect brightens to become'
- its future in miniature.".The proverb haunts me
what Dickens called "the spring of hope."
because I believe that The University of Iowa refects
this state's "future in miniature "
3cholar,'the second in h:
rats also'include a
es two winnen of
mdtadon'felloweWps for
scholars,lmcl the
disserfition in the+ h
e in the United States . +.
.holars m this years ' 1
wago �
We love • III .
ateteamtlultpomte
■e
Ran
—1/. V February 7, 1986
The University of Iowa
M
•hT
i t takes substantial financial resources to maintain
These salary figures must also be seen in a national
context. The leading group,of research universities in
What do these comparisons say to the world
'
'
and enhance the dynamic human resources that
I have been entrusted to the University. To explain
this country is the American Association of
about priorities in the state of Iowa?
'times,
,
I =where the University; stands financially,'I think it will
be helpful if I ran down some lists of numbers and -
Universities It is made up of only 54 members: 27 are •
private universities -and I'll put them to the side—
P
recognize
We recd that in difficult economicthe
state cannot do everything it would like to do. The
f
place those numbers in context.
and 27 are public universities. Iowa and Iowa State are
among those 27.
people
le of Iowa must make difficult choices, and the,
.-:.Let me our attention ro the fact
Bin by �n8 Y
- '"
Onl four states in the country have two p public
. Y hY P
University must make the best possible use of scarce
resources. For this reason, have mstituled a
that the total consolidated budget of The University of
universities among those 27.One m California; which, "
stringent program of internal al cati
reallo'.
on in order ro
...IOwa'is &Irish $600 mdlfon.� figure includes all
has fat more resources than Iowa; one is Mfedgan,
'.whidr
to
redirect funds ro areas of extniordinary promise To
LLTh_is
•. acitdtles offhe UNvenity���Y{c"genecat'edunbon
fum [ee tiuftucliorhincl reaeardt dormitory
has a much greater industrial base; one ie.. -
Indiana, which has a larger population ands more
educational opportunities and neate a wider.-
:
•. ;. opealiau; itldeticprogams hospiyi eamirhgs ..,;:
.
diversified ecahomy; and the fourth is Iowa. •' ' �..
margin of distinction, we have also launched a major"; _
gifts campaign seeking an endowment of $100 rrdllon:::.
fedepl graw_and contncs; student aw; and the kike ".
Tahl woe approprLtloro fur tFhe Unkvenaty m
.•_
1,; ,
from private wumre to supportchaired'..-
fellowshilrs; a
198586 ltdtdbhg ail health'cue wib, are 5170
•,� .'..-.. _
.E
professorships, graduate and center fort
.. advanced study.
&(ter pie3.8 peroent evetskitoidered tut '.
wle"apptopriatiorhi account for.29 percent :_
S �'
%%r� of -this Este
In addition, we that the le of this
p.fn
of pre UNvaaty!a ental consolidated budget Thereat >
want a cheap and second rate ''
..state look ro the Unircvorsity for leaderh n'search
that is likely to stimulate economlede'velopmenL For
of trio 6udgat comes fmm sources 0dW than state
1 y , ,
edflCaE)Ori fOI."then Cl iidren A "..
this reason, we have established a
o
v-lYhettweeoridderadytheuNvertlly�e;
second rate t1ntaersltlf:'1S
innovation center to n the d ere
n acture ev of new
town businesses,pubilsliedaresearclidirectoryanda
6isWctlonel and acadetnic piogmms,.the budget for
.1985•B6 lea $162 mruipn Of this amount, $121 million,
1nisleading, .expensive, ;and
'directory of research facilities as resources for private
or 66 portent Comes (roar -state appropriations. By
nnsat)s acE -
f
.. corporations seeking expertise. strengthened our email :.
,.
business development center, entered into a
eompsrLon; in1979.8D 75 percent of the general
• education m stitc
bilge! came fro'appropriations.
partnership with; First Capital Development, Inc to "
'
,.Let me mention a second set of figures to you N ,
encourage businesses to locate Iii Iowa, and seated a
task force on University strategies for the future '
.• i.
1979-M the proQdtion of the UniversIWs general
educatan budget of $115 million that came from
'. ;. - - ' -. -
The people of this state have very great reason to be
development of the state:
After only one year of. operation, 11 new:businesses
,.student tuition'was $21 million or 18 percent. This . ,
proud that on a modest taxation base and a shrinking'
.
are being incubated in the technology innovation
year, the propoidon of the generaleducation budget
that will come from student tultion, les $49.6 million or
-.
agricultural and population base, they have seated
- and sustained two of the 27 leading public universities
center on the Oakdale Campus. And two new
businesses, CADSI and Neurotron, are making -
v percent.. . ;,. `....
shat, in the six-year period since 1979.90, state
., in this country. Among those 27 public research
universities, -the strongest in the country -the 2 _
expertise at the University available in the. marketplace
and arc beginning to create new jdre for Iowans,
i
appropriations have decreased, from 75 percent to 66 :
percent salary increase that we received in Iowa last
•.
Finally, we have made a series of -exciting proposals
percent of the University's general education budget, -,
' • while the share of that budget that students are.
year was the very lowest. Ito
North Carolina and Virginia increased faculty
the Iowa Development Commission that wouldnot .
only strengthen economic development in the state'
paying through tuition went from 18 percent to 27
salaries by 10 percent; Oregon, California, and Texas,.
but also permit the University to seize Intellectual'
Percent, . • : , ..
� Now let me present a third set of statistics They,r '
by more than 7, percent -it gas right down the list.
To compete effectively within this group of
opportunities in emerging fields of advanced research.
These proposals would establish eleven chairs, '
i. too, are sobering. -
universities, Iowa cannot continue to be the lowestkn
endowed at $1 million each by matching state and ..
j
.. ,. _
terms of salary increments. - .. ...
, private funds,. to strengthen the University!s existing:..
-Across the country, the average increase in
•
capacities in. such Important areas as la* 'Lsdence._.c�:-
.
:...�
rT
wring the last three Years, salary increases from
spending for public*support for higher education
during the last two years was 19 percent. Iowa's
biocatal sis, immunolo
Y gy, international economic.
state a ro nations for faculty and staff at The
PP p
-increase of only 7percent placed this state 47th among
development, manufacturing productivity, hydraulic -
University of Iowa have been zero percent three years-
.. ago, 4 to 5 percent two years ago, and 2 percent last
8
the 50 states. Industries deciding where to locate do
not look at a states past performance•as closely as
engineering, biomedical engineering, very large scale
integrated circuitry, biochemical engineering,plant- .
year. It is true that a vitality fund brought that 4 to 5
percent figure of two years ago up to about 9 percent,
they look at evidence of its commitment for the future.
BY that measure, Iowa's 47th- lace ranking is alarming
genetics, and Japanese language teaching.,
In each of these areas, The University of Iowa has - -
' . but the vitality fund increment was funded by student
indeed. - P g g
the potential to be among the nation's leading research -
tuition not state appropriations. : r
- _ '
institutions. Each of these areas holds the promise of;
bringing immense economic benefit to the
s Over the rh fir year period, salary increases from l
state have thus averaged approximately
2
-
n
state.,-,;
laser -related industries, for example, are expected to
_create 800,000 new jobs in this country by 1990,
centappa 6r. As
percent a year. A state which has such athree-year
'record does notplace its university in -competitive
f'Secause the quality of the faculty we are able to
recruit today will
and
biocatalysis is expected togreatly enhance the protts..,
a
posthonto recruit faculty and atafL' . _ -
three-year
determine the quality of the .
University fifteen,.twentp, and thirty years from
of grain and com processing businesses:
- Most of the proposals that we hive'pmsented to the;
:This salary policy, takes on further
Sig canoe. when seen in the context of the -
today, Iowa's last -place position among the 27leading.
- public research ininc
Iowa Development Commission grow out of the ideas
universities'thaI make. up the Big Ten. Before the 2
universities eases for faculty
salaries last year and its 47th -place ranking in
and intellectual energy of men and women in their --
early 4(Ys.who joined the faculty no longer than ten
percent salary increase of last year, salaries for our full ,
• professors ranked seventh in the Big Ten, those for
increases for support of higher education during the , ,
last two years suggest a disturbing trend..:,
or
' fifteenyears ago. If we are unable to continue
r
t
°°r eseod?te professors sixth, and those for our
'assistant professors seventh:: Seventh,
' This is the year in which The University of Iowa's
recruiting faculty members of that queSty, today, in ten:
or fifteen years this University win not be in a posuion'
I
l
sixth seventh-
. • that was our standing the Big Teri Institutions'
<a
football team was Number One b the Big Tena
triumph in which the entire state.rejoiced: It is also �.
to grasp. the opportunitles open to people of the state
at that time: .
year ago after the substantial rnaease of the vitality, �_-
"itti f the
favid '�• -
..
the year in which facand staff salaries have fallen
ulty
- That prospect worries me more Uia ri anything else '
This of the
to the bottom of the Big Ten --a circumstance with
as I look toward the quality of the University m the
year, same time that the state: of Iowa
provided a 2 percent salaryincrease for faculty and
which the entire state should be concerned..:
- This is the year, in which The University of Iowa's -.•--
yedr �- - , ,_•
i;
.staff Wisconsin provided an 11 5 percent increase
Indiana a 9 4 percent increase; Mjklid :grid Midrigan
basketball team has, again been extraoidmanly,.. ;
successful in recruiting outstandingplayers tiring
I
'S
.�;
State a 7 peroenthrcrease Ohio Slate a 6.5 percent `
frtgeax Ptridue a 6 5 increase - •
who.
' with them the progdse.of reaching new levels of-
'achievement
Hten
ow will the Umversrty:devebp'overfhe
v'
•
pemenf and
Muinesote a 5.6 percent mcrease -:' -
Next month; when we have;compantive figures for -"
in the next several years Itis also. the
year in which. we expect to lose to other universities
.'
or fifteen years as a result of what we are
deciding in 1986? The price of fnadequate'support now.
{'
•
thln'academic year, my expectation rs tha't Iowa will '.
`have fallen
more outstanding fee* members than in any'rernnt
year, and those faculty members wID take with them '. '"
will be paid when the people of this state look to rhe.
University in the 2000 and "Why iso
%•
r:
even lower dun'seventh sixth,:and _ -
:,-seventh.indeed: 1 expect that it will have fallen to the
the investment that this University has made intheir '..:
growth and maturity as scholars and teachers.
year ask, t Iowa a:
leader fn high technology, in h'beral arts; in medicine;
in
:.
:bottom of the Big Ten either north or tenth m each '-
• • ' -
business, in law, in nursing, m education, m
' ,
pm(easorial'nnk:'And even the 5.5 percent salary
. ...
pharmacy,, hi dentistry, inengineering?"
'
program plaimed;for next year'wID not enable Iowa -to :.
I don't want.the president of this UniversityN the
'i.
".. move upfrom the bottom of the Big Ten: That is why
- ..
year 2000 to have to answer;"Iowa isn't where we. '
the Board of Regents hi s'proposed a 10.5 percent-
" ''salary,
-
-
had hoped It would be because during a very difficult;_
�:'•
•
increase for next year..
- -
economic period in the 1980s this state could not
extend itself to pay the price of.exmJlenae." . - b
f
n.f �
The University of Iowa
This stale has been distinguished by its strong
commitment to education, in bad times as well as in
good. This is a bad time, but if Iowa intends to
Preserve the quality of this University, that
commitment must continue to be honored.
In 1939, President Eugene A. Gilmore made a strong
appeal for restoration of the University's base budget
after the ravages of the Great Depression. I can't
improve upon President Gilmore's words:
The generous support of higher education in the
P,
st demonstrates that the people of this state do not
want a cheap and second-rate education for their
dtildren. A second-rate university is misleading,
expensive, and unsatisfactory.
'The boys and girls of Iowa are as good as any,
and they deserve a university as good as any ... It is
cheaper for parents to provide a good university
within Iowa thanto send their children to other states.
"Good institutions of higher education are not
merely a matter of state pride. They are justified on
sound business sense.
"It pays to have good institutions. It pays "
inherently for the young people who spend four to
seven years in them, but it also pays materially in
professional opportunities when they graduate."
In 1939, President Gilmore recognized the
importance of building for the future. He recognized
that an investment in professors and their research
pays generous dividends both intellectually and
economically.
The emerging research fields in which president
Gilmore sought to make faculty appointments in
1939 mad like a list of disciplines in which the
University has achieved distinction in 1986. President
Gilmore mentioned "cellular biology, nuclear physics,
biochemistry, biophysics, geophysics, psychology, and
Psychiatry" as examples of the "constantly changing
scope and pattern" of university research demanded
by the "widening of fundamental knowledge."
In 1986, we are reaping the mature crop that
7, 1986
-------- �.�• •��mnse mrmoets aver his address.
relationships with Iowa corporations, developed
sophisticated computer simulations of business
environments, and initiated an accelerated professional
track allowing liberal arts majors to begin work toward
an M.B.A. while completing their undergraduate
degrees. We have colleges of dentistry and pharmacy
which arc beginning their second centuries by setting
new standards of teaching and research in their
disciplines. We have a College of Nursing which has
greatly strengthened its research capacity and external
grant support in recent years.
Iowa Hall, and a museum of art which are among the
great treasures of the state.
We am poised on the threshold of even greater
achievements. If The University of Iowa is what the
Chinese would all this state's "future in minlature,"
then we cannot allow our present economic
circumstances to compromise our insistence upon
excellence.
rr
President Gilmore and his colleagues sowed'in 1939.
I-- Because of the foresight of so many Iowans who
came before, we have a vibrant College of Liberal Arts
that continues to emphasize the humane values of a
liberal education while providing the leadership for
our expanding honors programs and our increased
emphasis upon international and interdisciplinary
education.: We have one of the strongest colleges of medicine In
the country, making advances against Alzheimees .
disease; cancer, and cardiovascular disease, and this
resource will be further strengthened by. the
construction of the Human Biology Research Facility.
We have the largest university -based teaching hospital :.
1 yin the country, offering patients in Iowa access to such
advanced new facilities as Iddney'littrohipter, a.bum
center, and a digestive diseases center.'
We have a College of Business Administration
which has established innovative cooperative
Faculty/Staff cacti 'ti
We. have a highly ranked College of Law which is
making significant contributions to legal scholarship
and law reform and will soon move into a stunning
new building, built for the computer age of research
and teaching. We have a College of Engineering which
is selling national standards with its program in
biomedical engineering and its computer-aided
..engineering network. -
We have a College of Education which has closely
integrated its pedagogical emphasis with the broad
concerns of the liberal arts and is among the national
leaden in moving toward a new curriculum based
upon greater competence in disciplinary areas. We
have.a continuing education division that serves
thousands of Iowans every year, making increasing
use of teleconferencing and non-resident degree
programs. We have a leading research library that is
cataloguing its extensive holdings in computer- '
readable form. We have a natural history museum,
Agreat university has the responsibility to rise r
above the routine details of day-to-day concerns
and express a vision of academic destiny. It has the - -
responsibility to uphold a covenant with quality.
The responsibility of our generation, as leaders of
the University and as citizens of Iowa, is to make - -
certain that this University has the resources to se(ze-
the opportunities that will detemdnethis state's - -
future. As President Gilmore said: t
"It is not a question of developing for the fust time
a good university. The state already has one. it is
cheaperto keep an institution good than to let it run. I
down and build it up again. It is merely'a question of
first things first." ,
At this moment in the state's history, an
unequivocal commitment to invest in the human
resources of Iowa's universities is the most effective.-`
and productive way to put fust things first. •y
VA ea
Faoilty/SUff ■itivides item should ba aeaf to Diane Radck,-do fyi, 307 E. College SL lOfq,1.
4rcinde the name and ampto phone number of someone who ran gnawer questions about
5
':..
: Carmiduei, Munk, elected to a
'-.:
Wayne Begley Art and Art Hlstory
submDafoN Items will be published as quickly as apace permiu
._ .,
yw term as president of the Iowa
chapter of the Netbrial Aeaodatlon
,
' -exhibition catalog, Monumental Islamk
- .,
,�;
-
of
Teadwss of Singing: ..
'' SRvis Madeo, Accounting,
:. Wigni* firm India, b6mic Pounds
1985• two chapters:'A Mughil Ceravanxd .
e a,
Honors, , ofllceS
Daewit T Tares, FmgWWAtmAmedean
Studies, elected to the senate Untied
won the 1995
. If" award front the American Woman e
built and described by'Amanat qui, I dun
E Its Benin on History, ads. F,R .
t ..
of
pten of Phi Beta Kappa for a raiz _year
Society of Certified Public Attountants
_.. Judy Martin; Student Ffnstdsl Aid
AsheBrrpa d G.S. Cal, Oxford and IBH 1985 . -.:
"Monumemil Islamic Calligraphy
an(� awards
i
Cafter Sodotogy received the
Secretary of the Midwest Association
of Student FWncLI Aid Adndnislntore t •
Indla't Festival o/ India, a�
Abram, 1995
:�
:�•: Rkbard DePama Art and'Art History
1985 Outstanding ad'°Isnhip tom
the crime and delini uency division of th'a
- ..
- - ` " -
Joseph
J°a°P Pitrldr, Art and Ari History works
appointed to.the ,Ammcan Jounul of I
< Archaedogy advisory board.:' . ,.
Society for the Study of Sodal Problems for
her book;.Via7erxe and Crim in Cross -National
}� ' g,••,
Publications and
on exhibit at ZlmmerouivSstom Gallery, ,
Nashville,' Tennnsee; odaber 5•November r
,.. John Schulze, -Art and Art History , :
theNati the Hanwell Educator award from ': ,�'
Penpatiae:
Edaabob'Mntrai: Sodokgy, received the
•1.
creations
` Martha Taunton, Art and Art History
the National Sudety for Photographic
Reuben Hill Research and Theory Award for
Dennis Conium, Journalism and Mess
-.,....:.
Martha Ta reu, Art and Art history
appointed
1984 from the National Council of FamByt> .. ,
Relations for her paper, "hit generatlonel
- Keith Achepohl, Art and Art Histo '.
inu (o nota acquired Poidand Museum
Communication, an ardrk:+'SMtegies fm a .,,
community campaign: Appliat ons to the '
to the Art Educators of Iowa ..
directoe board. eiected to the Sfudas m Art ,� .
. support activities and well-being among'the .
A .:
�dy. canw r!
-ofA t, ortland,gOregon, and Moerarelle -
�a Jam °J�
7/411995 - "
'
'+-,� Flricatfoa editorial ad board fora ...
-- four ar term: . W°OrY - ..
Ye "
aM .'
symbolic, inPerspective."
, . -' . ;
'
Museum of Art, College of William and
ary, Wa uburg, VltgiNa ...
, :
'Marilyn ZwmueMA; Art and Art History
. : .
W.E.' Coops, Paydtology, received the
Pry, re
1988 Aoouadal Society of America biennial
De ma, Art and Art Histo
entries on EWsan art in Stena, co,, a
editor, Abstracts AtEducation As Preis 0 ons .I
National Art Education Association 1985.. l
.. ..
award.
"
(ry+aiaal
St
d'Etoria, ed. S. oppord, Milan, 1985.
'(ronfinued on page 8)
i
r
ACL1V1L1eS
'
(continued from page 7)
Joseph Henry, Special Support Services, an
•High-tech, higher education, and
Linda S. Jordan, Neurologybpecch
Pathology and Audiology; and Penelope 1G:
.,-,Chicago July 12 -August 22; 3985; American
of Sdmce, 922, 1985; . - �"y
cultural
cultural pluralism: A systems approach to
Hall, Speech Pathology and Audiology, two -
Kay MWti, Ari and Art History, 11
reviews: "Gmnlan Museum dis lora•
displays
-
John Solation Jouma&m and mass ,. � -
Communication,
new prospects," PerspMius: The Journal of the
.. Assodafan for Grnerol and Gleml Studies,
article, "The token and reportefe tests
two s caring conventiow: A nomutive study.. -.
Break, porary r;tavty" QerWfer Beecroft), Art
Bank, University ia-Davis
.
aviewofmonograph, "Chaos or '
competition: An overview of
D: Fail 1985.
Ken Stairs, University Hospitals
with 286 junior 13h - „ -
and "Bhetoken and reporter's tests: Use
. Museumrof Art, April 3985;'The 39th
prig I
Corcoran biennial: The death knell of '-
telecommunications Ncations policy in. the United ;
.States•'; `.. --: -...
Kenneth
, Emergency Medical Service,.a book FMT•D
Prehospital Defilmllalion; Brady
with 121 J`m9W9edi3ordesed students," .
language S p� and Hearing Serous in
_
. regionallsmY' (Michael Bonesteel), Art in.
Vidurs ,0eubep "Wide range of
S
Starck, and Masse
Communication, a monograph, '74m media
- and the education of
Communications Co., 1986..
:.. Pamela KLoer Triolo; University Hospitals
the .-
Schools, October 1985.- -
Mickey Iauda Urban and Regional
vidaa'rt UCU'rl,r ",(CynMta Cllensek),`."
lien
The f1rBp.D,niaosmt April 19B$'71te mus to
professional masa
communkations(or the future,"Pacifc.;,
" Cultural Foundation.19&5 interdisc ...Obstetric,
Nursing Service,. two articles: "Nonobstetric ..:
surgery duan pregnancy;.' Journal aJ ', �
C
Planning, an article.' The politica, of policy;.;
analysis university , Thr
watch (Dav1d FryxeB)'OzankMagaua
' FebkWy 1985; "Art Modem ivorls' (Grace
international Conference on the Sado-, h
Socio-,
". CWtural Impact of New Media Taipei, 1':
,
985; " N and Nennanl Nursing, -
. MeyQune 1985; "CNM poiltiol Involvements .
- The
aI Geq'a
cr,7I&5..
. Opaa Charles :Swenson, 1985..
Chadn A. Swenson, Biochemistry an'
:'Chaedl) Nem.Yah Tann November30 3981,
.'3M Corcoran bfe Abl . (k7irab Flees)
_
Taiwan. .. ... -.. .
...
' . Sven U Musk, chapter, "Francois •'
regulatory and licensingboard: ' Journal
.' Nurse Midori 1
of ferry, January/February 1986. .
article "Interaction of troponinand _
-. Jropomyosm: Slxctrosoopk and calorimetric
Art Neon; .0W Strmmir 1985 "Dora art invent
I -t
' d4T" (Kober Hobbs) DmeYar Nada 71u
n's c f
'. Couperin'e comparison N French and Italian
.: music. Some aspects of rhythm Anaiyfim
Hm4 P. SeWISPI Nan and J.D. Bede,
R.J.Preventhv and Commuidly Dentistry, an ..
,Dmtare-,J
studies," Biochemistry24, 1985.: :
David M. Dafaun, Ph I and
Unive 11Y O lois Mummi of Art March
.1984 ' rtWd art i (1eta Jemr)
, Studio in the Docrotion and Analysis of Mock,
- Roy&J Swedish Academy of Music, 1985 -'
article. ted problems and
pmsthodontk treatohent shreds N the
Bophydo, end John B. Don la
Hlochemis an artkk, "nie leader
':.
Mounial t SairlLd; Jrue 4 19�;:'39th ..'
biretta esbRiUon d oonemrpthrary PamdhB'.'
.- Samuel C Praftson, Political Science's
book,.The legulalia Prazu m fhr Unced':
elderly :Caadorido, 1, October 1945. '
R.J. Hunt and J.D. Beds, Preventive and
..
sequence
potential sok as i n dale slruclure
'Qasone fasretsie); 71ae Neta Art Examiner,- -.
May 1985 'Funny, figurative
Sfata, 4th ed., Random House 1986 -'
:Community Dentistry; an article,
: "Methodologicalommi
considerations In a dental
MolavWr and Cellular Biology, Septeolber -
1985. -
• and fierce '-
(Rickard PW),- lit, Waidngkn Pad, February
L Pani Dorset n, AnBhro to
g Po By, an
article, 'Peasants, entrepreneurs and, , ..
epidemiological s uvey of an elderly
'
.....
,: Aagar 7ahm, Smit Taheer, and Rex
..
' . 2, 19 W a I7tr new mum. useAn Interview -
.with Muds Tladxl (Robot Slwr)' VanW
companies: The evolution of Icelandic '
fishing," Efhnot, 1/2, 1985. -. . ,•.
:. populatlon," joumaloJPublu Health Drnfisfry:
. 45, Fail 1985. ,.
,
Montgomery•: Biochemistry, an article
.'Peptidase activity of macmmomydn
- , : Paat/lawn In Amman Art -
Septemlxr/October 1984.
-
RW -W V. Bovb)og, Biology, an awde, :.
"Dismbuflon, dispersion and behavioral
Kai Chin Chan and Dadtl B. Boyer,
Operativr Dentis try, an article, "Curing
apopmtem;' The Journal oJHidoMY , .
Chemistry, 260/21, September 25,.1985.
. C3arlai Mads, Art and Ass Nbtory,
works ori exhBhit at LW StrtM Gallery,
:ecology of the 4nd arsil chyloma scars
, (S'uodnddae);' Praerdings of fhr Ioun
_. lighAsctivated composite resins through.
dentin,' journal of Pmsfhdk Dmtbtry,
November
. Arthur A. Spector, Biochemistry, and I .I I I • - i
Mark A..Yorek, Internal Medicine, an article, —
.,-,Chicago July 12 -August 22; 3985; American
of Sdmce, 922, 1985; . - �"y
1965, � -
"Membrane lipid ccmpositionand ceilulu....
.
Cnft Museum; New York City, November
...1985.
George D. Cain, Biology, four articles:.B
"Isolation
and AWsm% C R1ce•Hchl, .
Biochemistry,
try, en article, 'TAolecvlar biology
function;' Journal of lipid Bis arch, 26, 1985• '
L.H. Hecker and CG Clerde, Family
• Bonny McBride, Art and Art History; -
and characterization of
glycosaminoglycans from Schistosoma
of trypanosome antigenic variation;' . -
Practice, an article; "Office procedural skills '-
' works on exhibit at Pinch Pottery Gallery,
works on c ,Mas Pinch of November
maaonlgy Coinplmtfoe Biodernisf and
l . P ry
hyablogy, 878!2, 3985; "Biosyntlrrals cad..:
Mono" logical Remoras, 492, lune 1988,
Nancy C StsUwagea, Blothemhtry, an
in family practice,' journal of Medical
Fdumtim, 6016, 1985. .:'.. .
Arlfmma Gallery. Lo siavUb, Kentucky,
- _
,. pdyBop�endd Bpida Wthe vast tapeworm:
rackia ;'Odmtatlon N DNA mokmlea ta
.: David Sh
.� 1• W+M John M. Waller Hal
Aprih Augustan College, Rock Inland;
.October, Alfred University,Alfred, New
H dimunufa;' "Cell surface mtelns
of symbioticand a P
trial• posymsfotle aVdme Of
a �� � � W� electric fields; ' lourrid
of Bkinoftrukr Strudurc and Dyrmmia, 32,
Richenon,, Internal Medicine, and Franklin
P. Koonti, Pathology, an article,
Yocc;'October, on e, St. show, SL Louis
Community College, SL Louis, November.. '
and "Ch OmterizN and Bla holifhi ll an fMs"
and "Characterization of whole•reil and -
]yg5, - -
WUlam Bean, Internal Medicine (emeritus),
'The
"Contamination of intradermal skin test
syringes," The Journal of Alkrgy and Cliniral
.. Ben Frank Moss, Art and Art History,
works onexhibit at KraushaarrGelleries, New
organelle protein synthesis in normal and
aposymblotic strains of Crithidia Onaoprld
an article, ecology of the soldier, in
World War If "Medical Butldin, 41/9,
Immunology, 76, August 1985... .
. -James A: Bladmutrand Herman A. Hein,.....
t and
York City, Summer 1985; Columbia Museum
of Art, Columbia, South Carolina, Summer
and.. -
- Blaslarrifhidia Culids;' Comparative
Bfochemhtry and Physiology, 826/3, 1985•
September 19$5,
. L.D. Stegink, PedlaMeuBiochemistry, L.J.
Pcdlnnes an ackma;
a system for
satentng and hacking Ngh risk infamts;'
„ 1985; Paine Art Center, Oshkosh, Wisconsin;
- - " •••' '' ^'"
John R. Menninger, Biology, an article,
••c^...N.....h
Fan, Jr. and G.L. Baker, Pediatrics, an
artldq "Plasma glutamate concentrations In
Amrrimn Jounwl of Discases of Children, 139, -
1985. •-
...n..,•••.w.. ;.r r.tndrn"
.Ants •uMnrts Inonamno mnnnsMknn
I
Herman A. Hein, Susan S. Lathrop and
r11'
b.q.1- Art lentr, , NMKIOm, barna, fYa
1985; Illinois State University, Normal, Fall
�AiM
macrolides to ribosomes; • Journal of
4glutartula in mnmmme;' Ammmn
a raaamm�,
1985.... . •.
W.E Cooper, N. T7a'Mmrq,sM S.J.
1985; Columbus Museum of Art, Columbus,
Ohio, Fall 1985; Wilkes College, Wakes-
olleg
Anfimicro6iai Chrmofhaapy, ]6, supplement A,
1985.
The
Jounal of Cl ni 42, Au Gust 1985.
wlh rye R.Pan1a"' t'etlls,rlo, en en1c1",
'•Comparing perinatal mortality;' ob,"I.'us
Bane, Pennsylvania, Fall Francine
Seders Gallery, Seattle, Washington, Fail
Michael Solursh, Biology,
ogy, an article, "In
vitro fusion and separation of sea urchin
Nancy Mdreawn, Psychiatry, three
chapters: "Structural brain abnormalities in
"Language
and Gynerviogy,.66, 1985.
Denis Oliver, Joseph Conboy, William
19&5. p y � ' -. - �
S
Stephen Schultz, AR and Art Hi story, a
Pr maty mesenchyme ails;' Eaperimenfal Celi
Research, 158, ]985,
schizophrenia," and
abnormalities in schizophrenia;' New
Donohue and Patricia McKelvey, Physician
Assistant Program, a monograph, First
one -artist show, Gallery 291, Atlanta,
Georgia; September-Odober,
Chutes H. Whiteman, Economics, an
"Spectral
Perspectives in Schizophrenia, eds. M.V.
Seeman and M.N. Memel, Macmillan, 1985;
Annual Report on Physician Assistant
Edamthonal Programs in the United Stairs
works on
. exhibit t Sid Deutsch Gallery; New York
article, utility, Wiener-Hopf
.. techniques, and rational expKutions, • The .
"Mapping abnormalities in language and
cognition," Contrs
orsics in Schizophrenia, ed.
19844985, Association of Physician Assistant
Programs, 1985. -
- ty July -August.
John Schuln, M and Art History; a
"In
Journal of Economic Dynamics and Control,
November ]
M. Alpert, Guilford Press, 1985
William Coryell, Russell Noyes, John -
E. McGinnis and D. ScoB•Miller; -
Psychiatry, an anile, "Aversives in special
traveling exhibit,
retrospective teareedman,
Search of -
the Elusive Shadow," Katherine Nash
IewlPofitial
- James O. FFreeSdence,
two articles: "Liberal education and the legal
Chaney and Raymond Crowe, Psychiatry,`an
"Chaudhry
education programs for behaviorally .
Gallery, University of Minnesota, March;
Mulvane M Museum, Washburn University,
pm(esslon, Southwestern Law Journal, 39/101,
1985; "George L Haskins," University of
article, D: Abnormal escape from
dexamethasone suppression in agoraphobia.
disordered students: A debate," Journal of the -
.: Council for Children with Behavioral Disorders, .
'Topeka, Kansas, April -May; The Museum of
Pennsylvania law Review, 134/3, 1985.
with panic attacks," Psychiatry Research, l5,
1985. -
.. 10, August 1985., :. .,. , ...
' Contemporary Photography, Columbia -
a -July; Muskegon
Coll�irmCpngo
_
W.E. Cooper, Psychology, two articles,
- 'Taming, language leaming, and the
-.
Roger Kathol, PsyclUatry, an article,
'Urinary
. Joanne Coni McCloskey Nursing,
coeditor of Current Imuct in Nursm second
-
Muse Mus Michigan; -
August; Photo Center Gallery, Tisch School
grammar. Review of R.C. Berwick and A.S.
Weinberg The GmmmafindRuis of Lmgufaic
fees cor0sol levels and
dexamethasone suppression testing in
edition, Blackwell Scientific Publlatfory' 1985,
kegon,
Chapters by numing faculty; Myrtle K.
"Approaches
' . of the AM, New York University, New York -
. City, November.Works on'exhibit,
Perf imam; Language Uss and Acquisition," -
Contemporary Psychology, 30, 1985;'Toresight
organic affective disorder associated with
hyperthyroidism;' American Jouri,al of
-
Aydelotte, to conjoining -'..:..
nursing education and pacts;' ."Structure
. Centel International U'Art Contemporain, ..
Paris: France, June'1624, :.
- and application In cognitive science,"
Cogntiort, 211, 1985:
.. Psychiafy,142, 1985:
I David Lewis, Raman Noyes, William �
of nursing pacts departments: Cove manoe .
and professiorallutlon" and "Caisstropanc
John Beldon Scolt, Art and Art History,. an -
. article: "Urban Vltl, gem W, and the �
M. Payne and W.E. Cooper, Psychology, .
an article, 'Tandexic encs in Broa's -
Coryell and John Clancy, Psychiatry, an
artide,'-fritiated hntpnmine binding to
- long term and indigent are"; KaUdeen Coen
Butlnralte, "is nursing research used In
ear
, "isin rs4.
(159&1Count611 Asda;': N L'Age'd'or du mnrnunf
(1598.1661) d
. and
Wemidke's aphasia;' Ncumpsyrhologia, 23,
platelets is decreased In patients with -.'.
agorapliobla," Psychiatry Resomrh, 16, 1985.:..
pnNreY'; Batas and .
Meridian L Mens, "Nursing certification: A' .
l
s
u CrO que international,
:Cala National de 4 Recherche SdentlBque
1985.... . •.
W.E Cooper, N. T7a'Mmrq,sM S.J.
Peal Perry, Baa Alexander, Phumscy,
Bnna l'fdd, Fad Diastases and Arnold
matter for the Professknlal Organization"; M
Patricia Donahue,'Iiuthawis• M
c
'Pavia 1985';:. : ... ,.
Hdma DettmzeClassics, an anlde, !'A .,
note
" Fidy, Psychology, an article, "AlxrunSW
cues to IM reconstruction of
- Sherman, Psychiatry, an article,
„gyp d ha ^aMPb'ban levels ro ''
ethical
unanslnty; Mildred 1. Friel 'Me hospice
p
movement; "'Consumrn righb and the. -
i
on GIYBaa 47 Clarsiool World 78, . -
July August 1985 'a
.iso _apadn peroepl6n,^ Pmr#iop and W
PSghophric; 38, 1985.,. ,- ;..
"theraPeutle response;' Ari Psydiatrica
ScenG,roin,
health as industry" and 17Nth
Nmandt, En&h%froAmfttI=,
Studies, "Me
�.. Sem Hmoem Musk, a nmew,'7h ...
72, 1985.,..'..
" Mack 23mmem un WBWe CotyeB and
Karkag Mather KeAed'and Card A. •-,
Warton, "Resesfch.6a'sed quality aauana:
e
Studies, three daptem narrator as -
• : artist and the readerr critic in Smm elf,..:
Messiah book: The fife end lime of G.F.
kfarsdd" (Per" lbc , Tar,Opens Quarterly,
Dal— Stanfill, Psychiatry, an anile, 'Iowa
diaofimimm hsden for �
'.
The key to excellence In no gli Rat J.
-.. Kw, "A -
fo n
con
Mgiarroa to floe Nafh;' Snann'ef Af nano, to
.. the Nath, A Ce6od, ed. Mase Takhddine .
-
313, Fi81985. ....
.., Jodfik MBhem, Theatre Ads, an article,
depression. F �endom. las
iOdY m+r mnreistea;'
Pydrlry Restated, 16, 1985.
i
anti -male sexism N AmMca society! . -.,`
Fraser Nn will" am6esM, Ir into
Anhyunt,.ILd Amriand'University Beirut,
-' 1985; "Walling for Amin: Two decades of
"Elizabeth Bowled! and Elizabeth Devenport
Some punka solved;' T7rmM Notetock, 39,
..
Mark 2kararearu; William CoryeB and
Blua PfoM, Psychiatry, an article, "The
.
practla: The continuing debate"; MMdem '
L Maze,'Implementation of nursing
:.
Ugandan fiterature;' and-"B3hymsgraphy, or
tabors in search d an author 7Tw . •
1985... ..... _.
Cents L Sone: Paydobg{cai and -
. treatment validity d DSM -m melarhdmlic
subtyping," Psychiatry Research, 16, 1985.
diagnoses: Matuntbn d o pmkeNond .she.
model of practise"; justness Cosi mcCjc key,
.:. Westing ry Fen erd Cinfnl Africa ed C D...-
Wet
H*efflanM 1985; an erode,
Quantitative Foundations, a book, Counseling
Ibpdnbgy; Anstallm and Functions,'
- Denis Olives, Joseph Conboy and Mkbml .
;Accreditation of nursing eduatim : M:: .
�Kilism,'.
'ABenatkm; nosnigis and homecoming:
Brooker ole,1966; an article, "pifferential
Pneeton, physician Assistant Program, an -
article. "A comparison between the
overview and issues"; Marilyn T. Molen,
JenmUer Jayne Blyth and Joanne Cori
+
. Editing an anthology, d Goan filealtue;'
Wald lime a Today, Summer 1985.
respenm djusentle aKersdea sultans .
detention envinvnmmbs as, a function of
Performance of medial students and'
physician's assistant students In
McCloskey. The preparation of manse.- . .
admhdslrators' ChristinaS. Randall and
I
Deeda Cmrigr, JournaWm and Man -
Cart, and MAa Taandati An
�.
sraeptrul IaeL" CoWien Jaand of -
arndnalogy, 27,1985.:.. :
interdisciplinary courses," Jarmd of Afadiosl
.. Ei-b*n, 60, December 985. - ..
. -
Ellrabeth A: Swaaaen 'Ice true near
development in nuningT'; Ted ...
Trippipp
Ad FBafosy, an anticlq,'TA Wa4giea for
ednool onto wppon ampaign m the
John N Schacht, University Libraries, a
book The Making of Telephou Unionism,
Patricia MJRFty Dania 011vr and
Joseph Conboy, Physician Assistant
Reimr, "Expanding four essential
in nursing thcnpy. The conmbi tion of
Joumd of Fducatiasa7 PuNic
L
Rdafmns, taints 1985.
1920.1947, Rutgers University Press, 1965.
Program, an article. "Physician assistant roles
anthropology."
in a tertiary medial anter," Physician
Assistant. 9, December 1985.
..
_.....;....368 {
W
o m
LEGISLATIVE
BULLETIN Su1e100
900 Dae Moines Street
On Moines, lows 50309
1616) 2659961
Second Session, Bulletin No. 2 February 7, 1986
SENATE MEMBERSHIP REMAINS UNCHANGED
The membership of the Senate remained unchanged (28 Democrats, 22 Republi-
cans) as a result of the special election held January 28 to fill the vacant
seat of Sen. Tom Lind (R -Waterloo). The seat was won by his son who defeated
former State Representative Steve Rapp.
GOVERNOR REQUESTS REINSTATEMENT OF
MUNICIPAL ASSISTANCE REVENUE
The Governor's amended budget report for fiscal year 1986-87 calls for rein-
stating the 3.85% rollback of the municipal assistance fund. The Governor's
recommendation for 1986 adjusted state spending is $14,503,500. This repre-
sents the state -approved funding level. at the close of the last General Assem-
bly after a 1% rollback was applied to all appropriation bills.
This figure only represents the Governor's commitment to reinstate the
rolled -back amount and does not guarantee that the legislature will fund
at this recommended level.
STATUS REPORT ON PROPERTY TAX
FREEZE PROPOSAL
As of this bulletin no bill draft has been obtained by the League office
which anyone is willing to say accurately represents the Governor's inten-
tions in this issue.
Even though several draft bills have been circulated, we arestill being
advised that they do not represent the Governor's intentions.
The draft proposals currently being circulated call for dollar limitations
rather than levy limitations and do not include schools, cities and counties
in the same bill. It is our understanding that separate bills have been
drafted to address only schools and we see this as a strategic plan to sepa-
rate units of local governments to improve chances of passing a bill.
Based on our vote counts, the leadership in the House and Senate do not
appear to want to apply such limitations to schools in the same year they
are attempting to achieve "excellence in education". They are also receiving
strong opposition from city and county officials about the impact on local
governments ability to utilize new valuation and to match or pursue state,
federal or private revenue for local economic development.
The Governor continues to reassert his original position that such a bill
is necessary.
City officials must continue to.maintain contact with their state elected
officials pointing out that the local budget process, as required by state
law, is in its final weeks and many cities have tentatively set budget hear-
ings. Any action now or later by the General Assembly would alter all the
local input and considerations you have undertaken to certify a balanced
budget to the state.
BUDGET PROCESS TO BE DELAYED
Because of the proposed state reorganization plan to combine and reduce the
number of state agencies, boards and commissions, the budget process of the
General Assembly is going to be delayed because they will be unable to deter-
mine state agency appropriations until they have agreed on funding levels
and personnel in the newly reorganized structure.
STATE REORGANIZATION
Of particular concern to city officials is the recommendation to combine
(over)
36k
-2 -
various offices of the Office for Planning and Programming with the Iowa
Development Commission into a new department called "Economic Development".
Several of the functions of OPP have already been terminated because of bud-
get cutbacks including the personnel management services to local govern-
ments under the Division of Local Government Affairs (DLGA). This service
previously produced the "Municipal Salary Surveys for Local Governments"
and assistance on pay plans, job descriptions and related items.
Also included under the current OPP structure are offices which are responsi-
ble for grant administration on non -entitlement CDBG programs.
Under the recommended restructuring proposals, all services of the DLGA
will fall under Economic Development.
The League has expressed its concern to numerous legislators about an amend-
ment which would provide the new agency with a dual role entitled the Depart-
ment of Economic Development and Community Affairs. We are sufficiently
convinced that the new reorganization plan will not allow the services of
this function to have any priority in the new division and many functions
which have been beneficial to cities will be lost unless a dual role and
designation is achieved.
We would urge city officials to speak to their local elected representatives
about expanding the function and title of the new department to insure that
programs which have been beneficial to cities in previous years continue
to have equal priority for any new administration which is appointed to carry
out its functions.
Senator Robert Carr (D -Dubuque) and Rep. Jean Lloyd -Jones (D -Iowa City)
should be contacted on this issue because they have primary responsibility
in the reorganization committees of the House and Senate.
City officials should also contact their legislators about the recommendation
to terminate the City Finance Committee under Chapter 384. Under the new
proposal any appeal would be made to a three-member committee including the
state auditor, state comptroller and state treasurer. Once again, we do
not believe that this group of individuals is the best equipped to handle
city finance matters.
As of this bulletin there is growing concern among several members of the
reorganization committees that the scope of the reorganization plan cannot
be satisfactorily accomplished this session and part or all of the plan
should be delayed until a more comprehensive and responsible approach to
the changes can be undertaken.
TORT LIABILITY PUBLIC HEARINGS
On Monday, February 10, a series of fifteen public hearings have been ached -
about the problems created by the high cost of liability insurance,
uled around the state to receive input from the public and private sector
the lack
of insurance in some cases and the economic consequences of increased jury
awards and lawsuits filed in Iowa.
These hearings provide an excellent opportunity for city officials to present
their concerns about this issue. Your comments should be in writing and
be no longer than five minutes in length.
The hearings will be held in the following locations:
Cedar Rapids -- McKean, pummel, Hanson, Halvorson of Clayton: will be held
from 3 - 5 p.m, in the Green Room of Iowa Hall, Kirkwood Community College.
Council Bluffs -- Siegrist, Hester: will be held from 1 - 3 p.m. at the
Council Bluffs Community hell.
Davenport -- Hermann, Van Camp, Schnekloth, Stueland: will be held at the
River Center 1:30 - 4 p.m.
Des Moines -- Carpenter, Metcalf: will be held at the Bulldog Theater in
the Olmsted Center at Drake University 10 a.m. - noon.
Mason City -- Stromer, Clark, Branstad (Gratias): will be held at the Mason
City Public Library 12:30 - 2:30 p.m.
3 -GW
-3 -
Oskaloosa -- Van Maanen, Grandia, Swearingen: will be held 2 - 4 p.m., Sher-
man Room, Dana Atkins Memorial. Union, William Penn College.
Sioux City -- Paulin, Shoning, Bennett: will be held at the Siouxland Senior
Center, 3rd and Pierce Streets from 10 a.m. - noon.
Waterloo -- McIntee, Diemer, Lageschulte, Renken, Kremer: will be held in
Room A at the Ramada Hotel, 214 Washington St, from 2 - 4 p.m.
Ft. Dodge -- Maul.sby, Mullins: will be held in Rooms 1 and 2 of the Voca-
tional - Technical Building at Iowa Central Community College beginning
at 1:30 p.m.
Iowa Falls -- Welden (Taylor): will be held February 8 at the Elks Club
9:30 a.m. - noon.
Marshalltown -- Nandorf: will be held from 12:30 - 2:30 p.m, at the Fisher
Community Center.
Red Oak -- Harbor, Royer, PelletL (Hultman): will be held at 10 a.m. at the
Red Oak Firehouse.
Creston -- Daggett: will be held from 12:30 - 2:30 p.m. in Room 180 at South-
western College.
Spencer -- De Groot, Miller (chair), Rensink: will be held at the Clay County
Supervisors Board Room - County Administration Building at 1 p.m.
Muscatine -- Platt, Petersen, Corey: will be held in the board room at the
Muscatine Chamber of Commerce 12:30 - 2:30 p.m.
LOCAL OPTION TAX BILL REVISED
The House Ways and Means Committee has approved and sent to the floor a bill
making several modifications in the local option tax bill passed last session.
The primary focus of the bill is to provide a mechanism for the cities which
adopted the tax in Linn and Polk Counties to repeal the tax by adoption
of a resolution which can be approved by the County Board of Supervisors
rather than the election procedures established under the bill.
The other provisions of the bill would remove earnings tax, an option avail-
able to cities. The League had opposed this change because it removes one
option which would be available to cities.
The remaining portions of the bill provide that in a city in which a hotel -
motel tax is present, the sales and service local option tax would not apply.
NEW PUBLICATIONS BILL
A House Local Government Subcommittee is presently reviewing the provisions
of HSB 588, a .bill which would amend various sections of Iowa law relating
to publication requirements of cities and counties.
Not only will the bill, in its present form, increase the cost for publica-
tion of notices and ordinances, it includes a new paragraph which would in-
crease the liability exposure of a city by allowing any aggrieved person,
taxpayer or citizen of the state to seek judicial enforcement in district
court.
The members of the subcommittee are:
Reps. Clay Spear (D -Burlington) Chairman, Miller and Renken.
City officials should immediately contact members of this subcommittee to
voice their opposition to another example of state -mandated cost on local
government which ultimately results in higher property taxes.
CIVIL SERVICE BILI. TO SUBCOMMI17EE
IISB 589, a bill rewriting much of the current civil service law chapter of
Iowa statutes, has been assigned to a House Local Government Subcommittee
composed of Rep. John Connors, Chairman, Diemer and Groninga.
(over)
36f
rf
-4-
- BILLS OF INTEREST -
SENATF.
SF 2026 - PUNITIVE DAMAGES (Ritsema) Bill modifies the existing procedure
for awarding punitive and exemplary damages. Under the provisions of the
bill, they may only be awarded if a statute specifically authorizes such
an award or where the court has determined that the conduct complained of
was in gross disregard of rights and safety.
SF 2040 - PUBLIC WATER SUPPLIES (Murphy, Hall and Bruner) Bill requires
that municipal waterworks and rural water districts in the state have their
water tested for the presence of synthetic organic compounds and pesticides
Lo the extent provided by the State Department of Water, Air and Waste Manage-
ment.
SF 2061 - PREFERENCE TO IOWA FIRMS (Schwengels, Readinger and Rife) Bill
expands the provisions of Chapter 73 to include a statutory preference for
all Iowa businesses in the case of purchases of any type by any governmental
agency within the state. Formerly, this chapter addressed itself only to
a preference for Iowa crops, coal and labor.
SF 2066 - CONTINGENCY FEES (Waldstein, et al) Bill provides that in litiga-
tion pursuant to Chapter 668 and which is taken by an attorney on a contin-
gent fee basis, the court may allow for reasonable attorney fees. These
reasonable attorney fees, however, may not exceed maximum limits set out
unless the court first determines that extraordinary expenses or services
were provided by the attorney or expenses of appeal were incurred.
SF 2076 - HOSPITAL RECORDS (Corning) Bill allows the public hospital board
to go into closed session to discuss strategic planning and allows public
hospital records that would give advantage to competitors and not serve a
present public purpose to be confidential.
SF 2077 - ECHO HOUSING (Boswell) Bill provides that the usual zoning regula-
tions, building codes, housing codes and deed restrictions which are not
written to accommodate ECHO housing do not apply to ECHO housing and instead
provides for the state building code commissioner to adopt uniform rules
specifically for ECHO housing.
SF 2085 - PUBLIC TRANSIT ASSISTANCE (Boswell) Bill repeals the public tran-
sit assistance loan payback provided in section 307.38 of the Code.
SF 2089 - CANCELLATION OF INSURANCE (Boswell) Bill prohibits an insurance
company which issues a liability insurance policy to a city from cancelling
the policy or increasing the premium during the term of the policy if the
city makes timely payment of the premium.
MOUSE
HF 2019 - ECHO HOUSING (Sturgeon) Bill would allow ECHO (Elder Cottage Hous-
ing Opportunity) units to be installed in the side or rear yards of a single
family home to accommodate persons of age 62 or older who are related to
the occupants of the principal home. Bill provides that any restrictions,
reservations, conditions, exceptions or covenants in any subdivision, plan,
deed or other instrument of or pertaining to the transfer, sale, lease or
use of property which would prohibit the use of the property for ECHO housing
is void and shall be given no legal or equitable effect.
IIF 2022 - RENTAL HOUSING (Schnekloth) Bill strikes the current law relating
to inspection and enforcement of rental housing and provides that rental
housing must meet minimum requirement of the housing code adopted by a city
or to which the city is subject. A program of regular inspections is re-
placed by inspections at the written request of tenants. The owner of the
rental housing would pay the inspection costs.
IIF 2025 - PEACE OFFICER TRAINING (Haverland) Bill establishes a new board
of peace officers standards and training. It would provide for uniform train-
ing of peace officers at all levels throughout the state.
HF 2027 - LEASE PURCHASE (Shoning) Bill provides that a city may not enter
into a lease -purchase contract relative to real or personal property, the
term of which would exceed fifteen years.
-5 -
HF 2031 - LEAVES OF ABSENCE. (Rosenberg) Bill provides a statutory right
LO a leave of absence from employment to serve on a state executive, legisla-
tive or judicial task force, committee, board or council.
IIF 2035 - APPOINTMENT OF POLICE CHIEFS (Spear) Provides that the appointment
of the chief of a fire department and chief of police under a council-manager
form of government shall be made by the city manager with approval of the
council and in all other cities, with the exception of the commission form,
the appointments shall be made as provided by city ordinance or city charter.
IIF 2040 - REPEAL OF LOCAL OPTION SALES TAX (Oxley) Provides for the repeal
of a local option sales tax in an incorporated city by adoption of a motion
for repeal by the governing body of that area without having to go through
the election procedures required under the local option tax law.
HF 2041 - ABSTRACTOR'S LIEN (Ilester) Bill provides that when a plat is sub-
mitted to the governing city council for approval when there is no street,
road, alley or other public interest being conveyed or the plat is for assess-
ment and taxation purposes under section 441.65, the plat shall be accom-
panied by an attorney general's opinion of the abstract of title showing
that the proprietor owns the land in fee simple and that there are no tax
liens attached to the land.
IIF 2046 - HOTEL -MOTEL TAX (Peick) Exempts from local option sales and ser-
vice tax the rental of rooms, apartments and sleeping quarters in hotels,
motels, inns and public lodging houses where a hotel -motel tax is in effect.
IIF 2073 - STUN GUNS (Hummel) Bill defines the term "stun gun" and modifies
Iowa law dealing with weapons which include stun guns. The bill also pro-
vides for criminal offenses and sentencing for the use of a stun gun in com-
mitting a crime.
HF 2080 - COUNCIL-MANAGER (Pavich) Bill authorizes a city to adopt by ordi-
nance a council -manager -district form of government composed of a mayor
elected at large and one council member elected from each of five districts.
HF 2085 - MOTORIZED BIKES (Diemer, at al) Bill prohibits the operation of
motorized bikes upon the paved portion of a roadway of a city which has speed
limits in excess of 35 mph except for purpose of crossing a street.
IIF 2095 - REPEAL OF LOCAL OPTION TAXES (Peich) See HF 2040.
IIF 2101 - PUBLIC WATER SUPPLIES (Osterberg and Johnson) See SF 2040 this
bulletin.
HF 2104 - LEAVES OF ABSENCE - (Osterberg) See HF 2031.
IIF 2113 - LIABILITY (Swartz) Bill provides that a city and owners of prop-
erty adjoining highway and roadway rights of way are not liable for actions
taken to allow or facilitate the use of the rights of way unless the actions
amount to willful or malicious failure to guard or warn against a dangerous
condition.
HF 2115 - RURAL WATER DISTRICTS (Muhlbauer and Van Maanen) Bill provides
a requirement for a city to compensate a rural water district or rural water
association for facilities in an annexed area. The city must also pay a
portion of the outstanding indebtedness of the district. If a city annexes
the entire district, the city takes over all the property of the district
and assumes all the liabilities of the district.
IIF 2116 - SANITARY DISPOSAL ARBITRATION (Halvorson of Clayton) Provides
cities with an opportunity to participate in the planning for the construc-
tion and operation of a sanitary disposal project which is proposed to be
located in whole or in part within a city or within 1200 feet of a city.
The bill provides procedures for negotiating agreements between the affected
cities and the applicant for a permit to construct and operate a project
or, if negotiations fail, for binding arbitration to settle impasses on nego-
tiable items.
IIF 2118 - VIDEO DISPLAY TERMINALS (Hatch) Bill provides occupational safe-
guards for public employees who work as video terminal operators.
(over)
W
SM
IIF 2129 - COUNTY CHARTERS (Sherzan and (latch) Allows counties having a popu-
lation of 250,000 or more to create a county charter commission to prepare
a charter to be submitted for approval to the county electorate.
IIF 2137 - PUBLIC TRANSIT ASSISTANCE (Daggett and Hughes) See SF 2085 this
bulletin.
HF 2180 - ATHLETIC FEES (Hammond) Strikes language that was added to 1985
tax bill which made fees paid to cities for the privilege of participating
in any athletic sports subject to state sales and use tax.
IIF 2184 - INTEREST ON BONDS (Parker) Sill exempts from the state individual
and corporate income taxes interest from bonds or notes issued by the state
or its political subdivisions if the interest is exempt for federal tax pur-
poses.
9
�IXNtaut.!t.aa♦. i ..t...att.tataa..a..:..w...:......,.�.�..,..R......��.........v...-.... n......+n n nw....�. .
City of Iowa City
MEMORANDUM
Date: February 11, 1986
To: City Council �—
From: City Manage /�. — —
Re: Interview of Executive Recruitment Firms for City Manager
Beginning at 6:30 p.m. on Tuesday, February 18, 1986, the City Council will
interview four executive recruitment firms. The firms being interviewed are
Korn/Ferry International, Ralph Anderson & Associates, Jensen-01dani & Asso-
ciates and Wolfe & Associates, Inc. Copies of the proposals are enclosed.
Also enclosed is a list of requested information which has been sent to the
firms. Forty-five minutes will be reserved for each firm. Each firm will
make a presentation of not more than 20 minutes and the remainder of the time
will be reserved for your questions and comments.
cc: City Clerk
bj5/12
1
T.
s=
Executive Recruitment Interviews
City Manager
City of Iowa City - February 18, 1986
1. Who will actually handle recruitment?
2. What is process for preparing the profile for the position?
3. Who checks references of candidates and how?
4. Length of process?
5. What information does Council receive about the applicants?
6. How do you select finalists?
7. What is your involvement in candidate interview process?
8. What is your process for obtaining information about the candidates?
9. What are the characteristics which distinguish your firm and process from
other companies?
1
�,^Y�:ti:+v.atlJ.a.. ato•...s...a a...t...w.v, v.r. .....a........,....1L.........r................... .. n......... r.. -..ten
WOLFE & ASSOCIATES, INC
MOW,mm C6.8.1tant, TARZANA FINANCIAL CENTER
19901 VENTURA BOULEVARD
SUITE 211
LOS ANGELES. CALIFORNIA 91356
19191 345-7100
February 4, 1986
Mayor William Ambrisco and
j Members of the City Council
City of Iowa City
Civic Center
Iowa City, Iowa 52240
r I Dear Mayor Ambrisco and
Members of the City Council:
In response to Neil Berlin's request, Wolfe s Associates is most
pleased to submit this proposal to replace Neil as the City
Manager of Iowa City.
This proposal is designed to provide a well -indexed and easily
useable document with which the Mayor and Members of the Council
can assess the qualifications of Wolfe a Associates to conduct
this important search assignment. Contained in the document are
the following sections: Background and objectives, The Search
Process and Proposed schedule, the Qualifications of our firm and
staffing information, references, a. proposed budget, and an
acceptance line for your signature. Also included are exhibits
which illustrate our proposed search process in a chart format
and a copy of a proforma invoice.
F The City of Iowa City, Iowa, with a population of approximately
50,000 residents is the home of the University of Iowa. The City
government provides a full cadre of municipal services. The City
has an excellent local, regional and national reputation for
providing quality services in an efficient and effective manner.
The City's budget for the current fiscal year is in excess of 30
million dollars and the City government employs 460 full-time
employees and a fairly large number of part-time individuals.
Mr. Neil Berlin, the present city manager, recently resigned
after more than 11 years of service to accept the position of
` city manager of Arvada, Colorado.
Among other important features of Iowa City are a highly diverse,
well-educated and active population, an involved and interested
electronic and printed media, the third lowest unemployment rate
of any Standard Statistical Metropolitan Area in the United
States, and an excellent and diversified local economy. This
economy represents an enviable blending of service, commercial,
business and industrial components. In order to maintain and
enhance the economy of Iowa City, the city is involved in a
1.
36y
A
Mayor William Ambrisco and
Members of the City Council
February 4, 1986
Page 2
�• i
(vgorous and successful economic development p program. Iowa City
is diverse not only economically, but racially and culturally.
The city is proud that its leadership is comprised of people who
may be from several races, age groups, religions, ethnic
backgrounds and from both sexes. As indicated, this diversity is
a source of pride and will need to be an important consideration
as the next city manager is recruited and selected.
Wolfe 6 Associates municipal search team is comprised of myself
and Mr. James Mercer. Both Jim Mercer and myself have experience
in working directly for city governments. Also, both of us came
to Wolfe 6 Associates as experienced city manager search
specialists. As such, we are among the most experienced public
sector recruiters in the United States. Our biographies are
contained on pages 6 and 7 of this proposal.
As you compare the proposals from other public sector search
firms, you will notice that the process proposed by each firm is
essentially the same. Some differences you may wish to consider
are the personal characteristics of the individual consultants
with whom you will be working, the specific types of experience
each has gained, the respect earned by each with previous
clients, candidates and professional associates, how much of the
work is performed by principal staff or delegated, the
consultants present work load and the ability of the Firm to back
up the principal project consultants in the event of emergency.
In comparing Wolfe 6 Associates, Inc, please bear in mind that
whereas Mr. Mercer and myself have extensive experience in city
manager recruitment, Wolfe 6 Associates is fairly new to
executive search. You will notice in comparing the client
listings portion of the proposals that you will see some
duplications. This is because we managed these assignments while
working for another search firm.
We would like to draw your attention to some previous
accomplishments which we feel may be directly pertinent to the
needs of Iowa City. Previous cities with major universities for
which we have conducted city manager searches include Ann Arbor,
Michigan; Austin, Texas; Berkeley, California; Columbia,
Missouri; Gainesville, Florida; Kalamazoo, Michigan; Laramie,
Wyoming; Palo Alto, California; Riverside, California; San Diego,
California; and Ypsilanti, Michigan. In addition, we have
conducted searches for key executives for universities including
California Polytechnic State University in San Luis Obispo,
3G9'
Mayor William Ambrisco and
Members of the City Council
February 4, 1986
Page 3
California; Georgia Institute of Technology in Atlanta, Georgia;
Loyola Marymont University, Los Angeles, California; University
of Arizona and the University of Nevada. You will also notice
from our client listing that we have conducted numerous searches
for economic development executives around the country. Also of
interest is that we have conducted previous searches for
communities in Iowa,• including a city manager search in Sioux
City and a finance director search in Davenport.
We are particularly proud of our excellent reputation for placing
women and minorities in executive level positions in local
governments. Among our placements in this category are Ann
F, Arbor, Michigan - City Administrator; Austin, Texas - City
Manager; Berkeley, California - City Manager; -Camarillo,
California - City Clerk; Carson, California - Director of
Community Development; Columbia, Missouri - Chief of Police;
Escondido, California - Civic Center Project Director; Kalamazoo,
Michigan - City Manager; Community Redevelopment Agency of the
City of Los Angeles - two project directors; Los Angeles County -
Department of Community Public Health, Deputy Director; Los
Angeles Olympics Organizing Committee - Director of Personnel;
Long Beach, California - Director, Civil Service Commission, and
Chief of Police; Miami, Florida - City Manager; Miami, Florida -
Finance Director; Monterey County California County
Administrative Officer; Palm Beach County, Florida - Assistant
Director for Financial Analysis, San Diego, California - City
Manager; City and County of San Francisco - Deputy Administrative
Officer; Santa Monica, California - Assistant City Manager;
Ypsilanti, Michigan - City Manager; and Sunnyvale, California -
Public Information Officer.
Wolfe 6 Associates uses a critical path search process which is
designed to allow the Mayor and Members of the City Council to
.focus their attention on the selection process rather than on
recruiting and screening candidates. We have learned city's
needs in a city manager are different. We are sensitive to the
differences among our clients and their organizations and
communities and our work reflects this sensitivity. The approach
proposed in this document may be adjusted if the council wishes
for such adjustment to accommodate local needs and sensitivities.
In this regard we understand that the Mayor and Members of the
Council will appoint a citizen committee to work with the
consultant to complete this project. We have Erequently worked
3(19
Mayor William Ambrisco and
Members of the City Council
February 4, 1986
Page 4
with citizen committees in the past and see some real value to
obtaining this type of input in the selection of your next city
manager.
We believe some advantages in using Wolfe s Associates which you
may wish to consider are:
*' Our practice was formed in order to provide
exceptional quality recruitment services exclusively
to local governments. We are not competing within our
firm with private sector search profit centers which
charge one-third of the selected candidates first year
salary and bonus as fees. This frees us from the
internal pressure faced by some firms to increase the
number of searches performed in order to be
"profitable" under their accounting systems. This
freedom allows us to better control the quantity and,
therefore, the quality of our work. Under our system
we can extend reasonable fees to our clients and still
be well within our profit margins on an assignment by
assignment basis.
i .
" Our local government search specialists are among the
most experienced public sector recruiters in the
United States.
'* We have access to a far larger recruitment base than
our larger, longer tenured competitors. Search firms
are ethically precluded from recruiting within client
organizations for a period of two years from the date
of the last assignment and most firms are ethically
bound to never take the person they placed from a
client. We are a young firm with virtually the entire
country to recruit from.
"* We offer a combination of skills to our search clients
which is unique in the industry. Should you wish, as
an example, within this fee quote, we would be most
happy to provide a goal setting session with the
selected candidate and the client to take place
shortly after he or she begins employment. Planning
and goal setting are among our specialties.
N
369
N
f
Mayor William Ambrisco and
Members of the City Council
February 4, 1986
Page 5
Establishing mutual expectations early on is an
excellent way to ensure success and, it provides a
foundation for performance evaluation.
•• We guarantee that we will not recruit candidates for
other clients from your organization for at least two
years from the completion date of this search unless
you specifically authorize us to do so. We further
guarantee that should the selected candidate leave
your employ within the first year of employment we
will redo the search for the cost of our expenses
only.
•' We are a national firm. our headquarters office is in
Albuquerque, New Mexico. Regional offices are located
in Anchorage, Austin, Costa Mesa, Denver, Juneau, Los
Angeles, Seattle and Atlanta.
*' We are specialists in local government executive
recruitment and will devote our most experienced
consultants to this effort. We will not delegate any
important aspect of this work to less experienced
staff.
•• We have a positive tract record of placements on all
of our executive search assignments and have satisfied
clients as references.
" We do not use the same cadre of candidates over and
over again in each search, and we have no allegiances
that preclude our total objectivity.
** We check references, we verify education and our work
product is most thorough and of the highest quality.
We have participated in the establishment with the
International City Management Association of ethical
standards for public sector executive search firms and
we abide by those standards.
*' We are experienced in evaluating internal staff and
local candidates.
�G9
%4
�tiavalata�
Mayor William Ambrisco and
Members of the City Council
February 4, 1986
Page 6
*' We, have utilized video tapes in our screening process
and would be pleased to discuss that approach with
you.
'* We are ready to begin work immediately and proceed
rapidly to complete this engagement.
Thank you for the opportunity to respond to this important
assignment. We hope that you will give us the opportunity to
come to Iowa City to discuss this proposal in person. Please
contact me at (818) 345-7100 or Jim Mercer at our Atlanta Office
at (404) 255-9060.
Sincerely,
WOLFE & ASSOCIATES
j?W W4,CAt
Robert E. Slavin
Principal
RES/99
Enclosure
3
i
t.
Mayor William Ambrisco and
Members of the City Council
February 4, 1986
Page 6
*' We, have utilized video tapes in our screening process
and would be pleased to discuss that approach with
you.
'* We are ready to begin work immediately and proceed
rapidly to complete this engagement.
Thank you for the opportunity to respond to this important
assignment. We hope that you will give us the opportunity to
come to Iowa City to discuss this proposal in person. Please
contact me at (818) 345-7100 or Jim Mercer at our Atlanta Office
at (404) 255-9060.
Sincerely,
WOLFE & ASSOCIATES
j?W W4,CAt
Robert E. Slavin
Principal
RES/99
Enclosure
3
F
CITY OF IOWA CITY, IOWA
CITY MANAGER SEARCH
FEBRUARY 1986
WOLFE & AssOCIATEs, INC.
TARZANA FINANCIAL CENTER
18801 VENTURA BOULEVARD
SUITE 211
Los ANGELES, CALIFORNIA 91356
(818) 345-7100
i
f
I
i.
i
1
�
I
CITY OF IOWA CITY, IOWA
CITY MANAGER SEARCH
FEBRUARY 1986
WOLFE & AssOCIATEs, INC.
TARZANA FINANCIAL CENTER
18801 VENTURA BOULEVARD
SUITE 211
Los ANGELES, CALIFORNIA 91356
(818) 345-7100
i
...................
TABLE OF CONTENTS
I. BACKGROUND AND OBJECTIVES
II. THE SEARCH PROCESS AND SCHEDULE
A. Define Position Profile
B. Identify Qualified Candidates
C. Evaluate Prospective Candidates
D. Selection and Employment
E. Schedule
III. FIRM QUALIFICATIONS AND STAFFING
A. Robert E. Slavin, Principal, Executive
Search Practice
B. James L. Mercer, Regional Vice President,
Executive Search Practice
IV. REFERENCES
A. Clients
B. Placements
V. TERMS SUMMARY
vI. ACCEPTANCE
Page
1
2
2
2
2
4
5
6
6
7
15
15
18
20
22
3�9
r
i
_
r
i..
i
i
I
f
l..
f"'
...................
TABLE OF CONTENTS
I. BACKGROUND AND OBJECTIVES
II. THE SEARCH PROCESS AND SCHEDULE
A. Define Position Profile
B. Identify Qualified Candidates
C. Evaluate Prospective Candidates
D. Selection and Employment
E. Schedule
III. FIRM QUALIFICATIONS AND STAFFING
A. Robert E. Slavin, Principal, Executive
Search Practice
B. James L. Mercer, Regional Vice President,
Executive Search Practice
IV. REFERENCES
A. Clients
B. Placements
V. TERMS SUMMARY
vI. ACCEPTANCE
Page
1
2
2
2
2
4
5
6
6
7
15
15
18
20
22
3�9
�: .. -
�.
ti�4va(�cJ.��\i\�\M45\t aa�\\aS4+�w',wvav:::::+'a��\������mn+M.,.w��ie��vw..Yrv'��.Y...�NNyxVAYw.v.N�
;..
�.
;..
.
1\
1
'�
..
I
j
1IIC_
1
•,
,'
,
I ��.
�'�
�
�.
�.i
I
I. BACKGROUND AND OBJECTIVES
It is our understanding that:
The City of Iowa City will appoint a Citizen Committee and
is interested in identifying outstanding candidates for
submission to the City as soon as is reasonably possible.
• In addition to the Mayor and Members of the City Council, we
will interview Committee Members, department heads, and
others whom you may choose.
* The Cit wishes to conduct a national
City professional
recruitment process to ensure that the best -qualified
individual who is acceptable can be appointed.
• The annual salary and benefits for the position will be
determined in our discussions with you..
The objectives that we will meet in order to satisfy your overall
goal to find the best -qualified candidate are as follows:
• To reconcile differences in points of view with regard to
specifications for the positon.
• To encourage top-level people to apply who would otherwise
be reluctant to respond to an advertisement.
• To save a considerable amount of time for the Mayor, Council
and City staff in establishing a profile for the position
and in reviewing applicants.
• To independently and objectively assess the
and suitability of candidates for the position.
• To preserve the confidentiality of inquiries to the degree
possible under Iowa law.
• To assist the Mayor and City Council in reaching a final
decision.
-1-
36 9
t:.
i
i.
f'
i'
- II. THE SEARCH PROCESS AND SCHEDULE
I ki
i
i
I�
I
`
,
p
I ki
II. THE SEARCH PROCESS AND SCHEDULE
We recommend a four -step search process, as follows:
• Define job qualifications and requirements for the
position --the profile.
' Identify qualified candidates.
* Evaluate prospective candidates.
* Make recommendations, assist in selection and
facilitate employment.
This process is illustrated in Exhibit I on the following page,
and each step is described below.
A. DEFINE POSITION PROFILE
We will meet with the Mayor and City Council, the Citizen
Committee members, department heads and others if appropriate to
define requirements and understandings about the position. Based
on those meetings, we will prepare a summary of our findings in
the form of a draft position profile. We will then review the
draft profile with the Mayor and City Council (and others if you
choose) to arrive at a general agreement regarding specifications
for the position. The final profile will include information
about the City organization, major issues facing the City, the
iposition and the selection criteria established.
B. IDENTIFY QUALIFIED CANDIDATES
Because we have recently successfully completed a number of
city and county searches, we will first review our data base to
determine those candidates whom we may already know and/or
already have on file who may meet your specifications.
Although the above
g process is important, we will rely most
heavily on our own contacts in the local government field 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.
Based on discussions with the Mayor and Council Members, we
will also place ads in the local newspaper, in professional
journals and in various minority and women's publications to
encourage applicants to apply. We will acknowledge all
applications received and screen all potential candidates.
C. EVALUATE PROSPECTIVE CANDIDATES
Criteria for our preliminary screening will be contained in
the position profile approved by the City Council. It 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 that potential
candidates forward and on our knowledge of them and the
-2-
369
organizations in which they work. At this stage, candidates must
meet the minimum criteria of education and experience specified
by the City.
Once we have screened the initial candidates, we will select
the candidates who most closely match the profile established by
the City. At this point, we will travel to them and personally
interview each, and we will closely examine their experience,
qualifications and achievements in view of the selection criteria
established in the profile and based upon our knowledge of them
ti and their accomplishments.
r. As a part of our process in evaluating the top listing of
candidates, we will make detailed and intensive reference checks.
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 performance on the job. These references and
evaluations will be combined to provide frank, objective
appraisals of the top candidates.
As a part of our evaluation process, we also make telephone
degree verification checks.
As an additional option to the City, we can also arrange for
any credit checks or psychological or similar testing of
candidates that may be required (this is an extra cost item).
Wolfe & Associates is an equal opportunity employer and
recruiter, and as a practice does not discriminate against any
employee or applicant for employment on the basis of race,
religion, creed, color, sex, handicap or national origin.
t. D. SELECTION AND EMPLOYMENT
i
We will prepare a report on between five to seven
candidates who clearly meet the City's specifications and
selection criteria. These final candidates will not be ranked,
for we believe that, at this point, they will all be qualified,
and it will then be a matter of chemistry between the candidates
and the Mayor and City Council and the Citizen Committee that
will produce the final decision.
Our report will be presented in a meeting with the City in
which we will discuss our recommendations and provide background
information and checklists for the interviews.
We will also provide the City with our recommendations
relative to timing, sequencing, location, setting, format and
conduct of interviews with the top finalists, as well as with
information about trends in employment contracts and agreements,
relocation expenses, perquisites, spouse attendance at interview,
reception, etc. We normally arrange schedules of top candidates
for interview and will be prepared to do that for the City.
If requested
process relative
employment. We
propose to assist
percentage of the
we can also assist the City in the negotiation
to salary, benefits and other conditions of
feel we can be especially helpful because we
the City on a fixed -fee basis rather than a
salary to be paid.
-3-
.36y
�M1wl �A aa(via�•+a•4
We will properly handle any and all media relations. Unless
directed otherwise by the Mayor and Council, our standard
approach is to respond to the news media that we are working on
behalf of the City of Iowa City and any statement should come
directly from the Mayor and City.
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 that the City notify
all unsuccessful candidates who were interviewed of the final
result.)
1:
E. SCHEDULE
The search process normally takes approximately 60 days, as
follows:
' First and second da Meet with and interview the
Mayor, C ty Counc , and Citizen Committee and
Department heads individually and/or collectively
to establish criteria for the position.
' Third and fourth da • Interview in person and by
telephone other ndividuals whom the City may
j designate, e.g. department heads, civic leaders,
etc.
* Fourth or fifth da Review our data base for
possible cand dates, place ads and begin intensive
recruitment process.
I
* Fifth to fort -fifth day: Solicit, receive and
rev ew applicat ons.
* Thirtieth da • Prepare a mid -search progress
report for the Mayor, Council and Committee
members if appropriate and present it in person.
We will also keep you closely informed of progress
along the way.
* Fort -Eifth to sixtieth day: Screen and evaluate
applications, intery ew best -qualified candidates,
and make reference checks and degree
verifications.
* Sixtiethda : Submit report to the Commission on
the top Rive to ten candidates, with resumes,
exhibits, detailed evaluations and degree
verifications.
i This schedule could be condensed or expanded somewhat if the
City's needs dictate.
-4-
369
. ............................. w................
III. FIRM QUALIFICATIONS AND STAFFING
Wolfe 6 Associates, Inc. is a national, independent, general
management consulting firm founded in 1974. Organization
development and executive search are among the firm's specialties
and strengths. Other practice areas include management
information systems, resource productivity improvement,
telecommunications and management training.
The executive search practice of Wolfe s Associates is based
in both the Los Angeles and the Atlanta offices. Other offices
are located in Austin, Denver, Albuquerque, Costa Mesa, Seattle,
r Anchorage, and Juneau.
This important engagement will be personally directed by
myself, Mr. Robert E. Slavin, a principal of the Firm. I will be
assisted by Mr. Mercer and by our support staff. Mr. Mercer and
myself have conducted more than 185 successful executive searches
in recent years. A vast majority of these searches have been
successfully completed in the public sector. Our resumes are
included below:
A. ROBERT E. SLAVIN, PRINCIPAL, EXECUTIVE SEARCH PRACTICE
Mr. Slavin has 18 years of local government experience
including 7 years as a principal consultant with the local
government search practice of Korn/Ferry International. prior to
that, he served as Assistant City Manager/Director of Personnel
for the Cityi of Beverly Hills, California. Mr. Slavin received
j his Bachelor of Science degree in Political Science from the
University of Santa Clara and has completed the graduate course
work for a Masters 'degree in public Administration at California
State University, Hayward.
As the Personnel Director for the City of Beverly Hills,
California, Mr. Slavin conducted numerous 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.
Prior to his employment with the City of San Leandro, Mr.
Slavin was a member of the personnel staff for the County of
Santa Clara, California. His primary assignment was recruitment
and selection for that County's Health Department, Medical
Center, Transportation Agency, Sheriff's Office, Superintendent
of Schools, Fire Marshal, Assessor's Office and County Office.
Mr. Slavin is a member of the International Personnel
Management Association, the Southern California Municipal
Assistants Association, the Southern California Personnel
Management Association and the California Public Labor Relations
Association. He has held office in the Bay Area Salary Survey
Committee and has been nominated for office in the Southern
California Public Labor Relations Council. He participated with
the United States Office of Personnel Management in a conference
called to define and implement the Senior Executive Service for
j, the Federal Government.
-6-
3/�9
U
-�.:.xa...... .................n.......,.,.............,...............c....�....,... .,.........,»...v..,.,,,...
B. JAMES L. MERCER, REGIONAL VICE PRESIDENT, EXECUTIVE SEARCH
PRACTICE
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 has more than 15 years of experience in executive search
and management consulting. He has co-authored three books and
has written more than 200 articles on various management topics.
His experience covers the following functional areas: executive
search, organization analysis, management systems, productivity
improvement, seminars/training and general consulting.
Prior to joining Wolfe b Associates, Mr. Mercer held
positions as a Partner and Vice President of Korn/Ferry
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 S Associates and has served as
Director of Governmental Consulting Services for Coopers &
Lybrand in both the Southeast and Southwest.
Examples of the executive search experience of Mr. Slavin
and Mr. Mercer follow:
f 1. Public Sector
*
Adams County School District 114, Commerce City,
Colorado --School Superintendent
*
Alachua County, Florida --County Administrator
*
Alameda County, California --Assistant Director of
Public Works; Hospital Administrator
*
Albany, Georgia --City Manager
*
Ann Arbor, Michigan --City Administrator
*
Arapahoe County, Colorado --County Administrator
*
Austin, Texas --City Manager; Director of Building
Inspection; Director of Growth Management; Director
of Land Development Services
*
Beavercreek, Ohio --City Manager
*
Berkeley, California --City Manager
*
Beverly Hills, California --City Attorney
*
l..
Brea, California --City Manager
I
Burbank, California --City Manager
Butler County, Ohio --Economic Development Director
California Housing Finance Agency --
Executive Director
California State Government --Auditor General
California Polytechnic State University, San Luis
Obispo --Counsel on Dean, School of Business
Camarillo, California --City Clerk
Capital Area Transportation Authority, Lansing,
Michigan --Executive Director
Carson, California --City Administrator; Director of
Community Development
Casper, Wyoming --City Manager
Charlotte, North Carolina --City Manager
Charlottesville, Virginia --Gas Superintendent
Chesapeake, Virginia --City Manager
Chesterfield County, Virginia --County Administrator;
Director of Utilities/Public Works
Clarke County, Georgia --County Administrator
Columbia, Missouri --City Manager; Chief of Police
Corpus Christi, Texas --City Manager
Corta Madera, California --City Manager
Dade County, Florida --Marketing Director, Metro Zoo
Dallas, Texas --City Auditor; City Manager
Davenport, Iowa --Director of Finance
Elgin, Illinois --City Manager
Escondido, California --Civic Center Project Director
Fairfax County, Virginia --County Executive
Fresno County, California --County Administrative
Officer; Director of Data Processing
Fresno Economic Development Commission, California --
Executive Director
Q:D
b1J
•
a
i
r
Ir
Burbank, California --City Manager
Butler County, Ohio --Economic Development Director
California Housing Finance Agency --
Executive Director
California State Government --Auditor General
California Polytechnic State University, San Luis
Obispo --Counsel on Dean, School of Business
Camarillo, California --City Clerk
Capital Area Transportation Authority, Lansing,
Michigan --Executive Director
Carson, California --City Administrator; Director of
Community Development
Casper, Wyoming --City Manager
Charlotte, North Carolina --City Manager
Charlottesville, Virginia --Gas Superintendent
Chesapeake, Virginia --City Manager
Chesterfield County, Virginia --County Administrator;
Director of Utilities/Public Works
Clarke County, Georgia --County Administrator
Columbia, Missouri --City Manager; Chief of Police
Corpus Christi, Texas --City Manager
Corta Madera, California --City Manager
Dade County, Florida --Marketing Director, Metro Zoo
Dallas, Texas --City Auditor; City Manager
Davenport, Iowa --Director of Finance
Elgin, Illinois --City Manager
Escondido, California --Civic Center Project Director
Fairfax County, Virginia --County Executive
Fresno County, California --County Administrative
Officer; Director of Data Processing
Fresno Economic Development Commission, California --
Executive Director
Q:D
b1J
A
N
* Fresno Employment and Training Commission,
California --Executive Director
* Fresno Redevelopment Authority, California --
Executive Director
* Gainesville, Florida --City Manager
' Garden City, New York --City Manager
* Georgia Institute of Technology --Research Director;
Director of Advanced Technology Development Center
' Glendale, Arizona --City Manager; Fire Chief
* Glen Ellyn, Illinois --Village Manager
* Grand Rapids, Michigan --City Manager
' Hampton, Virginia --City Manager
* Hemet, California --City Manager
* Henry County, Georgia --County Administrator
* Hercules, California --City Manager
* Huntington Beach, California --City Manager
* Kalamazoo, Michigan --City Manager
* Kansas City, Missouri --City Manager
* Ketchikan-Gateway'Borough, Alaska --Borough Manager
' Lakewood, Colorado --City Administrator; Community
Development Director
* Laramie, Wyoming --City Manager
* Lee County, Florida --County Administrator
* Los Angeles, California, Community Redevelopment
Agency --Project Director (2)
* Los Angeles County, California --Executive Director,
Community Development Commission
* Los Angeles County, California, Department of
Community Public Health --Deputy Director, Hospitals;
Deputy Director, Administration; Deputy Director,
Health Programs
* Los Angeles County, California --Associate Director,
and Executive Director, Health Services Agency;
-9-
36 9
3
I
tea:...,...! ..............
r
............ �..,........
* Los Angeles County, California --Executive Director,
Water and Sewer District
* Los Angeles Music Center Operating Company --
President
* Los Angeles Olympics Organizing Committee --Finance
Director; Director of Personnel; Director of
Publications
* Long Beach, California --Director of Recreation;
Assistant Director of Public Works; Executive
Director, Civil Service Commission; Chief of Police
* Manatee County, Florida --County Administrator
* Mecklenburg County, North Carolina --Director of
Mental Health
* Miami, Florida --City Manager
• Miami, Florida, Off -Street Parking System --Finance
Director; Director of Guzman Cultural Center
(Theater owned by the System)
• Middletown, Ohio --City Manager
* Milwaulkie, Oregon --City Manager
* Minneapolis, Minnesota --Director of Public Health
* Minster, Ohio --Village Administrator
* Modesto, California --Director of Economic
Development
* Monterey County, California --County Administrative
Officer; Director of Public Health; County Hospital
Administrator; Director of County Planning; Director
of County Flood Control and Water Conservation
District
* Newport News, Virginia --Chief of Police
* Northglenn, Colorado --City Manager
* Oceanside, California --Assistant City Manager;
Director of Community Development
* Oxnard, California --Information Systems Director
* Palm Beach County, Florida --Director of Financial
Management and Budget; Assistant Director for
Budget; Assistant Director for Financial Analysis
-10-
31.9
N
I
' Palo Alto, California --City Attorney; Deputy City
Attorney; Manager of Real Property
* Pasadena, California --Deputy City Manager (2)
* Pensacola-Escambia Development Commission
(Florida) --Executive Director
' Pensacola, Florida --Downtown Redevelopment Director
* Pierce County, Washington, Transit Authority --
Executive Director
' Pinellas County, Florida --Director of Management
Information Systems
• Portsmouth, Virginia, Redevelopment and Housing
Authority --Executive Director
' Ramsey County, Minnesota --Executive Director
* Regional Redevelopment and Housing Authority for
Hampton and Newport News, Virginia --Executive
Director
' Riverside, California --City Manager
* Rockville, Maryland --City Manager
' St. Louis Park, Minnesota --City Manager
• San Bernardino County, California --Hospital
Administrator
• San Diego, California --City Manager
' San Diego County, California --County Administrative
Officer
* San Fernando, California --City Administrator
* San Francisco City and County, California --Deputy
Administrative Officer; Finance Manager, Waste Water
Project; Administrative Assistant, Department of
Public Works
' San Juan Capistrano, California --City Attorney
' San Luis Obispo County, California --County
Administrative Officer; Director of Health
* Santa Clara County, California --project Manager,
Resource Recovery Agency
* Santa Monica, California --City Manager; Director of
Planning; Assistant City Manager
-11-
00
3
• Sarasota County, Florida --Chief Building Official
• Sedgwick County, Kansas --County Administrator;
Appraiser
* Sioux City, Iowa --City Manager
• Sonoma County, California --County Administrative
Officer; Director of County Planning
• Spartanburg, South Carolina --City Manager
' Sunnyvale, California --Public Information Officer
* Turlock, California --City Manager
' University of Arizona --Vice President of Finance
' University of Nevada, Reno --Counsel on Director of
j Development
' Valdez, Alaska --City Manager
* Virginia Beach, Virginia --City Manager
• Virginia Peninsula Airport Commission --Executive
Director
' Virginia Peninsula Economic Development Council,
Inc. --Executive Director
* Virginia Peninsula Transportation District
Commission --Executive Director
• Washtenaw County, Michigan --County Administrator
• West Hartford, Connecticut --City Manager
• Wichita, Kansas --City Manager
* Winston/Salem, North Carolina --City Manager
* Wood River, Illinois --City Manager
,
* Ypsilanti, Michigan --City Manager
2. Private Sector (client list is confidential)
' Alcohol Rehabilitation Facility (California) --
Executive Director
* Ballet Company (California and New York) --
Executive Director
L.
-12-
369
• Commodities Dealer (California) --General Counsel;
Personnel Director
* Consulting Firm (Texas) --Regional Vice President
* Consulting Firm (Washington, D. C.) --Principal
* Consulting Firm (Georgia) --Senior Consultants;
Managers; Director
* Consulting Firm (Georgia) --Marketing Director
* Consulting Firm (Texas) --Marketing Director
* Country Club (California) --General Manager
* Electronics Manufacturer (Alabama) --Vice President
and Assistant General Manager; Produce Manager
* Foundation (California) --Grants Analyst
* Health Maintenance Organization (California) --
President
* Health Research Society (California and New York) --
President
i
* Hospital Chain (California) --Hospital Administrator;
Corporation Counsel; Maintenance Engineer
* Insurance Company (Ohio) --President
* Construction Company (Florida) --Vice President
* Computer Services Company (Georgia) --Vice President,
Marketing
* Association of Downtown Businesses (California) --
Project Manager
* Precious Metals Dealer (California) --Director of
Personnel
* Basic Metals Company (New York) --Project Manager
* Health Service Company (California) --Regional Vice
President
* University (Arizona) --Vice President, Finance
* Property Management Corporation (Virginia) --Vice
President, Operations
* Resort Corporation (Florida) --General Manager
i
-13-
369
♦SMG tivwvi+aa.lvvt.t.twvvtt.v.v.vtv.v.wnvv:,r:::: rr...vv..w...,.—,.M.'�..:.e.:...�.•..v. m.v ..v....t.v.v.v�..•.v..w�-
%4
* Outdoor Leadership School (Wyoming) --Executive
Director
* School for Blind Children (California) --President
* Law Firm (California and Washington D. C.) --
Associate Attorneys
* Private University (California) --Director of
Development
i
* Retirement Community and Convalescent Hospital
.f (California) --General Manager
....a.......-.R•-...+.........v..v....-.n..w...�.....vn.,.w...n �
%4
t..
i
1
�
la
....a.......-.R•-...+.........v..v....-.n..w...�.....vn.,.w...n �
%4
�n: lilaa(V tal ..'. .... a.. vavG(aauvA.v}.: e:': a'::'.......... ........ +a�....tv.'.•.Y`.v.v.am�.n.v .'
r
a
IV. REFERENCES
You may contact any of the following clients and placements for
references on the executive search work of Mr. Slavin or Mr.
Mercer.
A. CLIENTS
Mr. C. Edward Knight, III
Commissioner
Peninsula Transportation District Commission
2019 Cunningham Drive, Suite 206
Hampton, Virginia 23666
(804) 8271-9797
Executive Director Search
Mr. Harry G. Daniel
Former Chairman and Member of
Board of County Commissioners
Chesterfield County
P. 0. Box 40
Chesterfield, Virginia 23832
(804) 274-5141
County Administrator Search
County Utility Director Search
Ms. Betty Chafin Rash
Former Mayor pro -tem
City of Charlotte
P. 0. Box 32184
Charlotte, North Carolina 28232
(704) 377-4957
City Manager Search
Mr. Robert T. Williams
City Manager
City of Newport News
2400 Washington Avenue
Newport News, Virginia 23607
(804) 247-8411
Police Chief Search
Mr. Horace Copeland
Commissioner
Peninsula Airport Commission (Virginia)
22 Lincoln Street
Hampton, Virginia 23669
(804) 727-6392
Executive Director Search (Economic Development Director)
Ms. Leveda Brown
Chairman
Alachua County Commission
P. 0. Drawer CC
Gainesville, Florida 32602
(904) 374-5210
County Administrator Search
Z4•fl
3�9
i
C
The Honorable James Saunders
Chairman, City Commission
City of Middletown
One City Centre Plaza
Middletown, Ohio 45042
(513) 425-7831
City Manager Search
The Honorable James L. Eason, Mayor
City of Hampton
7 West Queens Way
Hampton, Virginia 23669
(804) 722-6336
City Manager Search
The Honorable E. Lewis Miller, Mayor
City of Spartanburg
P. 0. Box 6220
Spartanburg, South Carolina 29304
(803) 574-0440
City Manager Search
Mr. Vincent Bonvento
Assistant County Administrator
Palm Beach County
6th Floor
301 N. Olive
West Palm Beach, Florida 33402
(305) 837-2046
Director of Financial Management and Budget
Assistant Director for Budget
Assistant Director for Financial Analysis Searches
Mayor Robert Brown
City of Wichita
City Hall
455 N. Main Street
Wichita, Kansas 67202
(316) 268-4331
City Manager Search
Chairman Leon Williams
Board of Supervisors
County of San Diego
1600 Pacific Highway
San Diego, California 92101
(619) 236-4444
County Administrator Search
Mr. George Goodman
Director, Michigan Municipal League
Former Mayor of Ypsilanti, Michigan
P. 0. Box 1489
Ann Arbor, Michigan 48106
(313) 662-3246
City Manager Search
-16-
36%
'i+�.aaa.R......v..a..�.a:...t...w�.a.....::::rr:............�,...Jt--........:....,....a ....+........nr......v.,,......
Mayor J. Bennie Jennings, Jr.
City of Chesapeake
P. 0. Box 15225
Chesapeake, Virginia 23320
(804) 547-6166
City Manager Search
Mayor Steven Van Grack
City of Rockville
City Hall
Maryland at Vinson
Rockville, Maryland 20850
(301) 424-8000
City Manager Search
T
Honorable Mary Lou Howard
Mayor
City of Burbank
275 East Olive Street
Burbank, California 91502
(818) 953-9701
City Manager Search
Honorable Eugene 'Gus' Newport
Mayor
City of Burbank
2181 Milvia Street
Berkeley, California 94704
(415) 644-6000
City Manager Search
Mayor Lou Smith
- City of Wood River
111 Wood River Boulevard
Wood River, Illinois
(618) 259-1515
City Manager Search
Honorable Mary Beherens
Mayor
City of Casper
City Hall - 200 David Street
Casper, Wyoming 82601
(307) 235-8224
City Manager Search
IMr. Roger Carlton f
I Director d
I Miami Offstreet Parking System
193 N. E. 3rd Street
Miami, Florida 33132
(305) 579-6789
Finance and Theater Director Searches
-17-
L.
•ti\ i a(t N� a Y i a t . vwat i \..:. \ a<a aaa:...,v.v::.-::: , \... v a+«.�n++Aa......i.'�e�..vv...v.....Y..vw..YYY.Y.aY.��rv�.Y� .'
1
Honorable Michael Formento
President, Village Board
Village of Glen Ellyn
535 Duane Street
Glen Ellyn, Illinois 60137
(312) 469-5000
Village Administrator Search
Mr. Robert Gates
Director of Health Services
County of Los Angeles
313 No. Figueroa Street, Room 936
Los Angeles, California 90012
Deputy Administrator Searches (2)
Mr. Robert Yokel
Director
METRO 200
12400 S.W. 152nd Street
Miami, Florida 33516
(305) 251-0403
Marketing Director Search
Mr. Bruce Romer
City Administrator
City of Davenport
226 W. Fourth Street
Davenport, Iowa 52801
(319) 326-7763
Finance Director Search
Mrs. Donna Ellman
Councilwoman (Former Mayor)
City of Beverly Hills
450 N. Crescent Drive
Beverly Hills, California 90210
(213) 554-4715
City Attorney Search
B. PLACEMENTS
Mr. Robert J. O'Neill, Jr.
City Manager
City of Hampton
22 Lincoln Street
Hampton, Virginia 23669
(804) 727-6392
Mr. O. Wendell White
City Manager
City of Charlotte
600 E. Trade Street
Charlotte, North Carolina 28202
-18-
3�9
%4
f,
i
T
f
i
i'
,
-
I
Mr. Richard L. Hedrick
County Administrator
Chesterfield County
P. 0. Box 40
Chesterfield, Virginia
(804) 748-1211
Mr. J. R. 'Jean' Castner
City Manager
City of Sioux City
P. 0. Box 447
Sioux City, Iowa 51102
(712) 279-6102
Mr. Daniel Boggan
City Manager
City of Berkeley
2180 Milvia Street
Berkeley, California 94704
(415) 644-6580
Mr. Bruce Spaulding
County Administrative Officer
Fresno County
2281 Tulare Street, Room 304
Fresno, California 93721
Mr: Robert Halls
President
Foundation for the Junior Blind
5300 Angeles Vista Boulevard
Los Angeles, California 90043
(213) 295-4555
-19-
%4
■
f
i
i'
Mr. Richard L. Hedrick
County Administrator
Chesterfield County
P. 0. Box 40
Chesterfield, Virginia
(804) 748-1211
Mr. J. R. 'Jean' Castner
City Manager
City of Sioux City
P. 0. Box 447
Sioux City, Iowa 51102
(712) 279-6102
Mr. Daniel Boggan
City Manager
City of Berkeley
2180 Milvia Street
Berkeley, California 94704
(415) 644-6580
Mr. Bruce Spaulding
County Administrative Officer
Fresno County
2281 Tulare Street, Room 304
Fresno, California 93721
Mr: Robert Halls
President
Foundation for the Junior Blind
5300 Angeles Vista Boulevard
Los Angeles, California 90043
(213) 295-4555
-19-
%4
■
i,
1�
^KKGtaa<acJ.wa\\\wYIMNw\ a<wi\alaww.lA�iN:1r: rt:wiwwaawwww�..rt...n...vr!lrl.Yw4.xwY.1 r.'MaY'M.v.W.KV�N"
.
...
r
I.
�•
11.
I
1•
_.
,(((�
•...
( �
li
I,
. �
r.
.�I '
,.
I.
_.... .j
L
,_
a
. �.
_'.
i
��
�
';
I.:;
��;
I
(�'
,.
..
�'
�i.
!' _
.
..... ........ �............,.,.....
A
V. TERMS SUMMARY
The fee for the executive search services as defined in this
proposal will be $11,500. In addition, expenses such as
consultant travel, communications, advertising, report production
and directly related costs will be charged, but will not exceed
$4,000. Because of our other ongoing consulting and search work
and our experience, expenses should be kept to a minimum.
Your liability to Wolfe s Associates, Inc. for services rendered
under this agreement will not exceed the agreed-upon price unless
an increase is authorized.
We will submit monthly invoices for fees and expenses. We will
bill one-third at the start of the search, one-third at the end
of 30 days and one-third on delivery of the final report. Each
invoice will be payable upon receipt, for professional services.
Expenses will be billed in addition and shown as a separate
figure. Attached is a pro forma invoice showing the level of
accounting detail that we will provide.
We will comply with all applicable rules and regulations of
federal, state and local governing entities.
Our ability to carry out the work required will be heavily
dependent upon our past experience in providing similar services
to others, and we expect to continue such work in the future. We
will, to the degree possible, preserve the confidential nature of
any information received from you or developed during the work in
accordance with our professional standards.
We assure you that we will devote our best efforts to carrying
out the engagement. The results obtained, our recommendations
and any written material provided by us will represent our best
Judgment based on the information available to us. Our
liability, if any, will not be greater than the amount paid to us
for the services rendered.
This proposal constitutes the agreement between us, and it cannot
be modified except in writing by both parties. Our agreement
will be interpreted according to the laws of the State of Iowa.
CHIC
36y
i
i,
i
A
V. TERMS SUMMARY
The fee for the executive search services as defined in this
proposal will be $11,500. In addition, expenses such as
consultant travel, communications, advertising, report production
and directly related costs will be charged, but will not exceed
$4,000. Because of our other ongoing consulting and search work
and our experience, expenses should be kept to a minimum.
Your liability to Wolfe s Associates, Inc. for services rendered
under this agreement will not exceed the agreed-upon price unless
an increase is authorized.
We will submit monthly invoices for fees and expenses. We will
bill one-third at the start of the search, one-third at the end
of 30 days and one-third on delivery of the final report. Each
invoice will be payable upon receipt, for professional services.
Expenses will be billed in addition and shown as a separate
figure. Attached is a pro forma invoice showing the level of
accounting detail that we will provide.
We will comply with all applicable rules and regulations of
federal, state and local governing entities.
Our ability to carry out the work required will be heavily
dependent upon our past experience in providing similar services
to others, and we expect to continue such work in the future. We
will, to the degree possible, preserve the confidential nature of
any information received from you or developed during the work in
accordance with our professional standards.
We assure you that we will devote our best efforts to carrying
out the engagement. The results obtained, our recommendations
and any written material provided by us will represent our best
Judgment based on the information available to us. Our
liability, if any, will not be greater than the amount paid to us
for the services rendered.
This proposal constitutes the agreement between us, and it cannot
be modified except in writing by both parties. Our agreement
will be interpreted according to the laws of the State of Iowa.
CHIC
36y
i
1:
MN YNVi<ttJ.w\\\\\iaw<M1it\Fit\\CvawM.v,.r::ltta'.wa\wawwnw+w�..�....rr..i���..vw�..ve.tiv.Y.1v..�.YMv�VwY.�wN.
EXHIBIT II
PRO FORMA INVOICE
Invoice Date:
i Client:
I.
Address:
City, State:
i.
Progress billing for professional services rendered $ XXXX.XX
in conjunction with our agreement
Reimbursable expenses at cost: telephone XXX.XX
Other, including consultant travel, per diem, XXX.XX
report cost, etc.
r TOTAL $ XXXX.XX
i
i
r ,
i
-Z1-
,3G9
1
1
`'
1 ��
I
';
�.
i
369 ';
I
I
z
I
ii
I
f'
I
u
i
I
r
I
H
KORN/FERRY INTERNATIONAL
February 6, 1986
VIA FEDERAL EXPRESS
CONFIDENTIAL
Mayor William Ambrisco
and Members of the
City Council
City of Iowa City
Civic Center - 410 East Washington
Iowa City, IA 52240
I
Dear Mayor Ambrisco and Members of the City Council:
Korn/Ferry International is pleased to submit this proposal to
assist you in the search and development of candidates for the '
position of City Manager.
Our firm specializes in executive search for both the public and
private sectors. As Vice President for the firm's public sector
practice in the Midwest, I will be responsible for this
assignment. Assisting on this assignment will be Norm Roberts and
Robert Coop. Norm Roberta is the Managing Vice President of the
firm's public sector practice and he has had twenty-four years of
experience in both an operational role and as a consultant to
cities. Mr. Coop is a former City Manager of Phoenix, Arizona and
several cities in California.
I
i Our consultant team has performed many search assignments to
locate chief executives and department heads for local governments
in Iowa and throughout the country. Enclosed is a representative
listing of present and previous public sector clients for whom the
principle consultants have recruited executives. Please note that
in Iowa our consultants have recruited executives for the cities
of Ames, Davenport, Sioux City and your own City.
Relative to your present search requirement, we believe the j
principle advantages in using our firm and what may differentiate
us from others are: 1) our specialization in executive search; 2)
our experience in conducting searches in Iowa and throughout
1 the country; 3) our network of nineteen domestic offices,
f t
120 South Rverside Plaza • Suite 918 • Chcago. Illinois 60606.13121 726.1841 • telex 283503
a.IIVMY[•LEA AMA III•All A111•R111•CIIKYO•CII VIIAM•ILIIM•II NVIM•IM1l1lY!•NI\VTIff N%'ll•M10410•UVIMKI1C ll V.11111 .1fA v111 Y11 .IM11M•1UVIIW:11N 01
W11V I\•lwgY:A\•IIIM II UX!•IANI\A•G1.1MlaNM •Ilh4 YY.G •\U LLA IUMllll•..1M N•NUI MIII•MII1K l)Lltl Ia4l Nlllwl
1
v1lYAT1.NY • IYXM1 • IIq 01 YNIII ] • W11W Xll • V•,OM YI • 4YIfMY • II Y1al '
0.'.kva<aaJ.a,a:♦..�.aa'.a.<a�a.taa...;.,w.v:::: r,_\................+w..v.... h.. r....4'v. vhw..v..�
City of Iowa City, IA
February 6, 1986
Page Two
including a regional office in Chicago where I am based; 4) our
reputation among clients and candidates for communication, e.g.
acknowledgement of resumes, regular reports to the client,
face-to-face interviews with candidates; and 5) the thoroughness
of documented reference and education checks which allow our
clients to concentrate on the selection rather than the
recruitment process.
This proposal outlines our general understanding of your
requirements and the steps we will take to help accomplish this
task. If you desire some modification of our work program, I
would be pleased to discuss this with you.
It is our understanding that:
-- You are interested in identifying outstanding candidates and
filling the position of City Manager as soon as is reasonably
possible.
-- You wish to have an open recruitment process that will insure
that the best qualified individual who is acceptable can be
appointed.
-- The salary for the position will be open (within a range
established by the City) depending on the qualifications and
background of the candidate selected.
OBJECTIVE AND APPROACH
Our objective will be to find the best qualified candidates. We
believe that, although notices in professional journals are
desirable, many of the best candidates must be sought out and
invited to apply. We can, however, place announcements in the
appropriate professional journals. Our knowledge of the field and
our relationships with professional organizations make us well
qualified to assist Iowa City.
In the past, our clients have found that we have been able to:
-- Build a.consensus of Council members and develop the
appropriate specifications for the job.
37a
�.lN Nvv2t4v/ vvv vt............. vS�vv.nv.ww,+.. �.. v �v.........w��/.y�.ii
City of Iowa City, IA
February 6, 1986
Page Three
-- Encourage top level people to apply who would otherwise be
reluctant to respond to an advertisement.
Preserve the confidentiality of inquiries within the limits
of the local public disclosure laws.
-- Save a considerable amount of time for officials and 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.
-- Properly handle all media relations.
If our proposal is accepted, we will do the following:
1. Position Analysis
We will interview you.and others whom you believe appropriate
to determine views of the position and concerns regarding
desirable training, experience, and personal characteristics
of candidates. Once our findings have been summarized, we
will document and submit the specifications for the position
to you for approval.
2. Recruitment
We will actively seek out individuals with superior
qualifications and invite and encourage them to apply. As
previously stated, announcements can be placed in
professional journals. However, we will rely heavily on our
own experience, contacts and file data. A Recruitment
Profile will be prepared and sent to potential candidates
which will include information about the City, the job and
the criteria established by you.
3. Preliminary Screening
We will review, acknowledge and evaluate all resumes
received. Preliminary screening will be based on the
selection criteria contained in the Recruitment Profile and
the information contained in the resumes submitted to us and
our knowledge of the people and organizations in which they
work.
A
City of Iowa City, IA
February 6, 1986
Page Four
4. Candidate Evaluation
We will only submit for interview the resumes of those
persons whom we have personally interviewed and whose
qualifications most closely match the criteria established.
We will examine their qualifications and achievements in view
of the selection criteria.
As part of our process in evaluating candidates, we make
telephone reference checks (typically about 5). In
conducting these, it is our practice to speak directly with
individuals who are, or have been, in positions to evaluate
the candidate's performance on the job. These references and
evaluations are combined to provide frank, objective
appraisals of the candidates. We suggest, however, that such
detailed and extensive investigation is necessary only for
those individuals seriously considered by you.
Korn/Ferry International is an Equal Opportunity Employer and
as a corporate practice does not discriminate against any
employee or applicant for employment on the basis of race,
creed, color, sex, or national. origin.
5. Reporting:
We will prepare a detailed report and evaluation on those
candidates most nearly meeting the recruitment
specifications. Prior to finalizing any recommendations, we
will review the leading candidates with you.
Our final report on leading candidates will contain candidate
resumes, data on their employers, evaluations based on our
interview, and references and other background information,
as appropriate. Candidates will not be ranked, for we
believe it will then be a matter of chemistry between you and
the candidates. If desired, we can arrange schedules of top
candidates for interviews in Iowa City. Finally, we will
assist in the negotiation process. We feel we can be
especially helpful in this regard since we propose to assist
i Iowa City on a fixed -fee basis rather than a percentage of
the salary to be paid.
Finally, we will notify all unsuccessful candidates who were
not recommended for interview of our decision.
City of Iowa City, IA
February 6, 1986
Page Five
OUR CLIENTS' ROLE
The client has a very important role in the recruitment process.
Korn/Ferry consultants are not a substitute for your organization.
While we may identify and recommend qualified candidates, it is
the client who must make the decision of which candidate to hire.
In order to insure that the beat candidates are available from
which to choose, our clients should be willing to do the
following:
1. Clearly inform us about matters relevant to the search
that you wish to keep confidential (e.g., salary,
personnel issues, and other priviledged information);
2. Provide feedback to Korn/Ferry regarding the information
and recommendations provided by us;
3. Promptly decide upon and. follow-up in scheduling
interviews with the most promising candidates;
4. Assist in providing information to candidates that will
enable them to make their career decision.
5. Maintain the confidentiality of information provided by
Korn/Ferry.
In doing the above, we will maximize the likelihood of mutual
success.
TIME FRAME AND COST
We propose the following schedule for the performance of this
agreement:
1st week Develop and obtain approval for the
Recruitment Profile.
2nd week to 45th day Solicit, receive and acknowledge
resumes.
45th to 60th day Evaluate resumes, review leading
candidates with the Mayor and City
Council and interview the best
qualified candidates.
i
i
370 j
Naa<«J.ry a....a.......v.R.......v...::::::::...r........V.--A--.........
....w ..v.+.. n.......w...vnw.v..r..
City of Iowa City, IA
February 6, 1986
Page Six
60th day Submit report to the Mayor and City
Council on top candidates with
resumes, exhibits (if any) and
confidential evaluations.
0 Days for Recruitment
For the work outline above, we propose that you authorize a budget
of $13,500 (exclusive of expenses) for professional services.
Expenses, such as for travel, communications, report production,
and directly related costs are in addition and will not exceed 35%
of the professional fee. These expenses do not include the cost
of candidate travel to Iowa City for interview.
We will submit two monthly invoices, payable upon receipt, of
$6,750 for professional services. Expenses will be billed in
addition and shown as a separate figure. Attached is a pro forma
invoice showing the level of accounting detail to be provided.
GENERAL PROVISIONS
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 beat 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. Our fees are not contingent upon placement of a
candidate with your organization.
Our agreement may be terminated on 10 days written notice by
either party, or within less time as we may find necessary to
conclude the work currently underway and summarize our findings
for you. In the event of termination, the payments made shall be
set off against time spent and such other expenses arising out of
the termination of the work.
3 7a
i
'H<agaJ.www\\aiN to wv rtaiauAww+.4wn.w: raww rwwnuwwn�..l.-y..eiie....+.wuu .w ..va n..v:.u�Itv.�.wvm�.u�nr
City of Iowa City, IA
February 6, 1986
Page Seven
Our letter shall constitute the agreement between us and it may
not be modified except in writing by both parties. Also, our
agreement will be interpreted according to the laws of the State
of California.
If this proposal meets with your approval and you would like us to
proceed, please sign and return the enclosed copy. We look
forward to hearing from you.
PAR/te
encl
ACCE
By:_
Titl
Date
Sincerely,
Paul A. Resume
Vice President
Jensen•01dani
& Associates Inc.
Comprehensive
Management &
Human Resources
Consultants
February 6, 1986
Mayor William Ambrisoo
City of Iowa City
Civic Center
Iowa City, Iowa 52240
Dear Mayor Ambrisco:
Jensen-0ldani 5 Associates, Inc. is pleased to submit the following Pro-
posal of Services to conduct the replacement search for your City Manager.
We are strongly interested in assisting the City of Iowa City in this
important search. This letter will outline a brief description of our
firm, our approach to conducting a search of this nature, timetables which
would be normally expected for the search, and costs to be incurred.
References from recent assignments relevant to a City Manager search are
included as an enclosure and representatives of the City of Iowa City are
invited to call any of them to verify the credentials of our firm and/or
solicit comments regarding the quality of our services.
The City of Iowa City (population 50,500), a major University oriented
community and the home of the University of Iowa, is seeking a replacement
for Neal Berlin, its City Manager. Berlin is departing after eleven years
of service; he has the longest tenure of any City Manager in Iowa. The
City has approximately 460 full time and 200 part time employees and an
operating budget of $30MM.
The City would be interested in candidates with expertise in the areas of
municipal finance with special emphasis on Capital Improvement Programs,
budgeting, urban renewal/economic development, joint venture programs (with
Cedar Rapids and other local governmental agencies such as the School
District) and relations with the University. The City has a reputation for
being well run with excellent growth management philosophies and a high
quality of life.
of importance to Iowa City will be the search firm's ability to develop a
strong minority recruitment effort for this process. Jensen-Oldani's
reputation for affirmative action efforts is perhaps the strongest of the
major public sector search firms in the United States. Our accomplishments
Suite 570. One Bellevue Center 411 108th Avenue N.E. / Bellevue. WA 98004 / (206) 451.3938
37/
I
3
Mayor William Ambrisco
Page Two
include recruitment of the first Female City Manager in the United States
for a City over 50,000 population; a State's first Black City Manager plus
a State's first Female Parks Director; and being selected to head a major
management recruitment process for the City of Austin with emphasis on the
hiring of Female and Hispanic candidates.
Jensen-Oldani & Associates, has developed a search and selection process
specifically designed to serve the openness required in the public sector
and yet preserve the confidentiality of the candidates. This process is
explained in detail in the section of this proposal titled "Our Approach".
We have found the process to be particulariy effective in Council/Manager
municipalities because of the input and participation of the Council.
Recent and/or current searches which demonstrate our capability in recruit-
ing City/County Administrators or Managers include:
City Manager - City of Bellevue, Washington. Bellevue is an eastern
suburb of Seattle, Washington, with a population of 80,000 plus. The
Council/Manager form of government has seen the City grow from 20,000
to 80,000 population in less than fifteen years. Primary issues are
land -use and growth management. Delivery of services including public
safety and maintenance of a high quality of life were also primary
issues while corresponding high rise development, traffic and utility
problems are being addressed.
City Manager - City of Ft. Collins, Colorado. With a population of
approximately 100,000, this award winning University City has strong
growth management and economic development concerns. Accompanying
rapid growth has seen an increasing concern with providing more human
and social service programs in the areas of low-cost housing, domestic
counseling and child abuse. The City has concentrated its efforts on
environmental concerns, open space and park planning, air quality and
traffic management.
* City Manager - City of Kirkland, Washington. Kirkland is a lakefront
suburb of Seattle, Washington. Kirkland has a population of 19,000 and
a Council/Manager form of government. Primary issues in the City are
land -use and economic re -development. Kirkland, although small in
size, has an extensive impact on regional politics because of its
innovative approach to growth management.
County Admiis
ntrator - Thurston County, Washington. 'Thurston County
has within its boundaries the State Capital, Olympia. Thurston is
unique among Western United States Counties because it has a strong
appointed Administrator in addition to elected Commissioners. Jensen-
Oldani & Associates is currently working with the Commissioners to
develop a specification aid job description for the County Administra-
tor. The issues are assignment of duties, responsibilities and author-
ity of the Administrator.
371
V�....................... ..,a...... -..w_.......
Mayor A1Lllom Ambrrsco
Page Three
*
Assistant City Managers) - City of Austin, Texas. (400,000
Austin rs the Texas State Capital and is experiencing population)
d
growth. The Council/Manager form of government has provision for four
Assistant City Managers. Jensen-Oldani S Associates has conducted
successful searches for two of the four and is currently conducting a
search for a third ACM.
Our firm is currently conducting City Manager searches for the following
Communities: Lakewood, Colorado (130,000); Beaumont, Texas (118,000); and
Corpus Christi, Texas (260,000); as well as in the final stages of the Ft.
Collins search.
Jensen-Oldani 6 Associates' client base is characterized by communities
that are essentially high growth but very conscious of quality of life and
growth management techniques. Successful candidates for our clients have
came from a wide variety of geographical areas around the country, reflect-
irg our nationwide capability. Our search process stresses "fresh recruit-
ment practices" as each community requires different profiles for their
City Manager; therefore, candidates are not carried from one search to
another.
Role of the Search Firm:
Jensen-Oldani s Associates has developed a philosophy
of
ublic sec
search which is centered around the concept of expert technical assistance.
tor
Mayor and Council would play an active role in defining the search
criteria and
of course, in the ealuation Associates wouldv
vprovide the
structure and format to achieve consensus on the job profile and would
provide guidance where necessary. We feel it is of paramount importance
that the Mayor and Council have maximum input throughout the entire select-
ion process and we have designed our process around that concept. In
short, we provide the structure and guide the process, providing the assis-
tance and control when necessary.
Our Approach:
Jensen-0ldani s Associates begins each search with the development of a
detailed Position Specification. The first step in this specification
phase would be to conduct in-depth discussions with the Mayor, Council, and
designated Department Heads to gather base information. Fran this inform-
ation, we will draft a Specification which is presented r the Mayor and
Council for review, modification and approval. This Specification becomes
the benchmark against which we evaluate prospective candidates.
After the
Specification is developed, we will initiate a directed campaign
identify potential candidates. This consists of:
a) Direct informational mailings to key associations/organizations
throughout the country, but with a strong emphasis on municipalities
whose demographics and issues closely parallel those of our client.
371
�.a......................... ::::::.............__......
Mayor William Nrbrisco
Page Four
b) Selected advertising through national publications and professional
associations such as the International City Managers Association, Iowa
City Management Association, National Association of Counties, State
Municipal Leagues, etc.
C) Networking through contacts with various associations throughout the
nation.
d) Use of our knowledge of candidates from recent national searches for
similar positions.
If advertising is to be used as a means of recruitment, copy will be agreed
upon jointly and budget guidelines established. Placement of such adver-
tising will be approved by the City of Iowa City. All aspects of the re-
cruiting process will be designed specifically to respond to the needs of
the City of Iowa City. For instance, if the Council is particularly inter-
ested in candidates with specific functional experience (finance, land -use,
bonding,, capital projects) targeted measures will be taken to identify and
attract,` _such individuals. our activities will be conducted within the
confines of Iowa City policy and we will keep appropriate records to ensure
compliance with your Affirmative Action requirements. We have established
networks among female and minority leaders throughout the nation and are
one of four national search firms invited to sponsor the ICMA minority
talent referral;bahk.
Once prospects have been identified, we will conduct telephone interviews
to further qualify viable candidates. Preliminary reference checks will
also be conducted, if possible, at this time. We will conduct in-depth
references at a later stage of the process.
After initial screening through telephone interviews, we will develop a
spread sheet synopsis of approximately fifteen semi-final candidates which
we will present to the Mayor and Council for review and to obtain permis-
sion to travel to the candidates' home cities for in-depth interviews.
These interviews are approximately four hours in length. While in the
candidate's city, we also take advantage of the opportunity to research the
city and the general feeling toward the organization/government in the
community.
At the conclusion of our interviews, we will condense the candidate list to
five to six finalists and conduct thorough references on their backgrounds,
abilities and management styles. Written evaluations of each candidate and
a re -statement of reference information is then presented to the Mayor and
Council and arrangements will be made to bring the candidates to Iowa City
for final interviews. A sample presentation is enclosed for your review.
We would make the presentations in person and would travel to Iowa City for
final interviews to be available to answer questions which are generated by
the evaluations and interviews. A representative of Jensen-Oldani will be
present at the interviews to assist Council in its evaluations.
Although negotiations with the finalists would be the responsibility of the
City of Iowa City, we would help to establish the framework of negotiations
by clearly identifying the desirable requirements and features of an am -
371
,��A la. tta .rata\aa.a as ..a a♦
Mayor William .4mbrisco
Page Five
ployment relationship. If requested, we will participate in negotiations
to the extent the City desires. Jensen-0ldani would also be responsible
for notification of all unsuccessful applicants at each stage of the
process.
our record of success in public sector searches is such that we are confi-
dent in assuring you that should the person selected be terminated for
cause or resign within one year, we would conduct a replacement search at
no charge other than direct expenses.
Estimate of Time:
An in-depth search for a City Manager usually takes from sixty to ninety
days to identify, screen, evaluate, and present qualified candidates.
Time frames beyond that are dependent upon the City of Iowa City's sel-
ection process and the personal situation of the candidates. Tentative
timetables, assuming commencement of the assignment on or before March 1,
1986 would approximate the following:
Activity
Date Due
?" 1) Position Specification Interviews Completed
with Council and Key Staff Interfaces
March 10
2) Approval of Specification, Placement of Ads
March 17
3) Recruiting Letter Distribution
March 21
4) Pre-screening of Qualified Applicants
Semi-final Spread Sheet Completed, Closing Date
April 18
5) Candidate Interviews and References Completed
May 19
6) Final Candidate Selection Interviews
Week of May 26
It may be possible to accelerate the timetable based on
notification requirements, initial response
Iowa City's public
patterns and
quality of available candidates plus the availability of
the number and
Council for inter-
views.
Cost Estimates:
Our fee for this assignment would be $13,750 based on a minimum starting
salary of $55,000. The maximum fee would be established at that amount or
258 of actual salary, whichever is less, plus expenses directly related to
the search. It is expected that the actual hiring range would be in the
$52,000 to $62,000 area for cities of comparable size to Iowa City. An
initial payment of one-third of the fee is due to commence the assignment,
an additional one-third of the fee is due in forty-five days and the final
one-third is due at the completion of the search. Expenses directly re-
lated to the search (printing, postage, advertising, travel, etc.) will be
3 �/
\ava(tavl v.�a'. to v'.a tavtac::v v�
Mayor Niiiiam ,%=risco
Page Six
billed monthly. All expenses must be pre -approved by the City and verified
by receipt. The City will be responsible for all expenses associated with
candidate travel. These expenses will be paid directly to the candidates
when supported by receipt.
The City of Iowa City will have the right to cancel the assignment at will
(prior to candidate presentation) but would be responsible for fees (18 of
the total professional fee per day) and expenses due to that point in the
search.
Summary:
Mayor Ambrisco, we would make every effort to conduct a cost conscious and
timely search for the City of Iowa City. We have found that regardless of
the physical location of the search firm, travel expenses and timeliness
'f can all be controlled closely through sound planning and close communica-
tion between Council and its search agent.
As is our custom we would Murk this search on a team basis with either
Jerry Oldani or Bruce Jensen as primary Consultant to the Council; Ellin
ceptsinsures continuity wouldiate th serve as
Lof and the search y de This con -
event of emergency situations. prevents any delays in the
Jensen-Oldani s Associates specializes in public sector executive search.
We believe our thorough approach places appropriate emphasis on quality and
responsiveness to the needs of our clients. If selected to conduct the
assignment, we look forward to working with the Council on behalf of the
City of Iowa City and will be most happy to meet with you personally to
further discuss aspects of this Proposal.
Sincerely,
JENSM-OLMNI S ASSOCIATES, INC.
Jer d Oldani
aident
JO:cw
Enclosures
Proposal Acceptance:
William Ambrisco, Mayor hate
City of Iowa City, Iowa
371
- k6L {S{C\ ..sat:.`.�N:l:ci:\v<:��+.i•nvv..J./:..-.:v������....�.M..n.��ii.:..w.•..v. r..w..v....4'•v.Y.�w'.�v`N.•
T
r
i
1:
II
i
i,
c
t,
I
i
Jensen•01dani
& Associates inc
Comprehensive
Management &
Human Resources
Consultants
CANDIDATE PRESENTATION
Public Electric Utility, District Manager
James._ Limey
NOTE: This is an actual presentation developed by Jensen-Oldani &
Associates in which names, dates and locations have been changed to
protect the confidentiality of the candidates. It is presented as an
example of profiles and references developed by Jensen-Oldani &
Associates.
Suite 570, One Bellevue Center 411 • 108th Avenue N.E. I Bellevue, WA 98004 I (206) 451.3938
.37/
Jensen•0ldani
& Associates Inc.SAMPLE RECRUITING SPECIFICATION
Comprehensive
Management & Position Specification
Human Resources
Consultants
Public Electric Utility
District Manager
I
Job Title: District Manager
Reports To: Board of Commissioners
Salary Range: $64,266 - $80,333 - $96,400
Starting Salary Range: $75,000 - $85,000 depending on qualifications and
r.
experience.
i• Supervises: The District Manager currently directly supervises the Execu-
tive Director Utility Operations, Executive Director Finance and Sup -
U, port Services, Employee Relations Director, and an Executive Secretary.
The position also provides functional guidance to the Administrative
Service Director and the Public Information Director.
The Agency has been operating with an Acting District Manager since
January, 1985 and several positions within the organization are cur-
rently held, by acting managers pending selection of a new District
Manager. It is anticipated that the new District Manager will evaluate
the organizational structure and implement change to achieve the most
(( effective reporting relationships and responsibilities in the District.
i, Basic Function: As Chief Administrative Officer of the District, the
Manager is in control of all administrative functions and shall be
responsible to the Commission for the efficient administration of the
affairs of the District placed in his/her charge. The Manager may
attend all meetings of the Commission and its committees and partici-
pate in discussions on matters pertaining to his/her duties, but shall
have no vote.
Basic Responsibilities:
1. Carry out all Commission orders.
2. Ensure that statutes and governmental rules and regulations pertaining
to or affecting District operations are enforced.
3. Direct the preparation of annual budget estimates for the ensuing
fiscal expenses of the District. Recommend to the Commission short and
long range plans to maintain adequate power and water supply,
Suite 570, One Bellevue Center 411 - 108th Avenue N.E. I Bellevue, WA 98004 1(206) 451.3938
07/
District Manager Specification
Page Two
sufficient physical plant and efficient operational methods; provide
detailed plans and cost estimates for the development work, extensions,
additions, renewals and replacement of the Systems to attain such
District objectives.
4. Recommend to the Commission rates, tariffs and service policies that
will provide revenues to the District sufficient to meet its cost of
j operation, expansion and all other necessary expenditures, ensuring
that the District will meet its obligation to provide reliable service.
5. Advise the Commission on the financial condition and needs of the
District, providing financial data as required.
6. Represent, manage and direct the District's operations consistent with
its goals and objectives, policies, and budgets established by the
Commission.
7. Certify to the Commission all bills, allowances, payrolls and
j against the District. claims
g. Recommend to the Commission a scale of salaries and wages to be
paid
for the different jobs required by the District.
9. Direct, through subordinate supervisory personnel, the hiring and
termination of District employees, with exception of Commission staff.
10. Direct the negotiation and administration of Labor Union
Recommend changes for commission approval. Contracts.
11. Submit to the Commission the items of business to be considered by the
Commission for the department; may attend all Commission meetings.
12. Sign and execute legal documents, contracts and agreements which have
been authorized by the Commission; sign or delegate authority to sign
other administrative documents.
13. Efficiently administer and direct the activities of general and special
counsel as they relate to legal matters concerning district operations
under his control; works at the direction of the commis
dinary legal matters. ssion on exeraor-
14. Maintain a working relationship with appropriate officials at the
local, county, state and federal level to promote the needs and objec-
tives of the District.
15. Recommends to the Commission acceptance of public work bids and profes-
sional service contracts; recommend approval of public work contract
specifications for construction, equipment, materials, and supplies,
ensuring that such services are in conformance with Public bidding
laws.
-371
•��t N ♦tltcr.t�♦a\aa.a to •ta .♦
District Manager Specification
Page Three
16. Perform other duties as may be directed by resolution of the Commis-
sion.
Significant Operational Issues/Initial Tasks
1. Establish clear operational goals and direction for the District.
Identify key organizational issues and/or policies which need immediate
1 attention and take appropriate action.
1:
T 2. Establish working relationships with the Board of Commissioners and
I- their authorized representatives.
3. Review the Budget process and, if necessary, develop new budget format
and presentation which is easily understood by the ratepayers, commis-
i
sioners, and District staff.
4. Establish and maintain open communications with ratepayers regarding
- r operational and community interest issues.
l •
Desired Starting Date: July 15, 1985 is an established selection date
f • goal. It is desirable for the selected candidate to begin as soon
after that date as is possible.
Amount of Travel Required: Moderate travel within the local/state area as
required to administer to the operational needs of the District will be
-• required. Participation in national/ regional and industry associations
which will enhance the ability of the District Manager to effectively
'�• administrate and develop operational management plans and alternatives
j .is an integral part of the position.
Experience Requirements: The primary experience requirement will be for a
` demonstrated background in management of a large organization (similar
in size to the District) with a technically oriented operational work-
force. It is highly desirable that the successful candidate has had
experience working successfully with a governing/policy setting board
i. such as a Board of Commissioners, City Council, County Council, or
other elected officials who take an active policy role. Ideal candid-
ates will have a demonstrated ability to resolve conflict in a complex
organization with a sensitivity to political dynamics and an ability to
differentiate between political/policy issues and operational/adminis-
trative issues.
Although specific public utility management experience is not required,
knowledge of the issues/problems facing the industry and successful
experience managing a public sector organization with direct account-
ability to the community is essential.
Candidates' experience will be evaluated in the following areas:
.371
O
lr T
�.l�il v.atava(vvivt v............a........ n..l .......Y .�M1ww.w.
District Manager Specificatiion
Page Five
which affect the long range future of the District is imperative. A
person with a high energy level, creativity and the willingness to
implement new programs to improve the efficiency of the District will
be required.
Extensive public contact and the necessity to address issues of em-
ployee morale and effectiveness will require an individual with highly
developed communications skills, management presence and personal
direction/strength.
He/she must be assertive on operational or administrative issues, and
have demonstrated skills in conflict resolution. This is a position of
public trust and there can be no question with regard to personal
integrity, honesty, affiliation with major interest groups or history
of creating conflict in interpersonal relations.
Performance Measurement/Evaluation Standards: The District Manager reports
to the Board of Commissioners of the Agency. The goals of the commis-
sion are to develop an effective/ efficient utility which is ratepayer
sensitive and which provides an adequate, reliable and safe supply of
electrical power and water to the ratepayers.
- Initially the District Manager performance will be measured by his/her
ability to develop plans/programs to allow the Utility to operate more
efficiently and to avoid any further rate increases. This will include.
development of a clearly presented budget with definable and realistic
District operational goals, development of clear and forthright rela-
tionships/communications with the commission and their designated
staff, and development of employee and community programs which improve
the productivity and image/credibility of the utility.
1.
BJ/April, 1985
r•
1
L:
3 71
�, w ......:....... .... ...:.
District Manager Specification
Page Four
Span of Control: Candidates should have successfully managed a complex
organization of more than 200 employees and Less than 1000 employees.
Responsibility should have included strategic organizational planning;
Financial Management of a multi-million dollar operating and capital
projects budget, Labor Relations, Administrative, and Legal and Tech-
nical operations/Engineering Management.
Technical Content: Candidates should have successfully managed in an
organization with a high technical content where operational decisions
I, and planning are based on an analysis of technical alternatives and
long range coat impacts.
Public/Ratepayer Relations: Candidates should have had responsibility
for an organization which requires direct accountability to the general
public. This•vill include experience with community relations/informa-
tion programi.;Pr1
_ Intergovernmental/Legal: Candidates should have experience and demon-
strated capability in dealing with complex legal/jurisdictional issues,
legal contracts and responsibilities associated with management of an
organization similar in size and scope to the District.
Operations Management: Candidates should have demonstrated success in
implementing strong employee development programs.
Educational Requirements: A combination of education and experience
which includes business administration/management and technical train -
Sag sufficient to acquire the skills necessary to perform the duties
and responsibilities of the position are required. A Bachelor's Degree
would be considered a minimal requirement although extensive relevant
experience would be accepted in lieu of a degree. A Master's Degree in
Business Administration or Public Administration is highly desirable.
Personal Characteristics: The District Manager's position will require a
person with highly developed operations and administrative skills. The
District Manager must recognize the authority and obligation of. the
Commissioners and be capable of differentiating between policy and
.. operational issues.
He/she should be an effective manager of people and processes with
exceptional analytical and decision making skills. The necessity to be
politically sensitive to the needs of the community and commission
i without being politically influenced or active will require an admin-
istrator comfortable with management in the public sector. A genuine
respect for the needs of all segments of the community and a willing-
ness to meet with community leaders, residents and interest groups in
an honest, constructive manner is necessary.
( The District Manager must have the ability to listen to all sides of an
issue/proposal and make reasoned decisions. The ability to present
alternative solutions to the public/commissioners on operational issues
l:
37/
r
f'
s'
wean....,,i,.,...,.,.<,,.,,,,.<...................:...............
..--a-_......,..............�................
Jensen•Oldani
& Associates Inc
Comprehensive
Management&
Human Resources
Consultants
April 30, 1985
Hr. James Lindsey
3308 Catalbia Drive
City of Industry, California 93065
Dear Mr. Lindsey:
Jensen-Oldani & Associates has been retained to assist a Public Electric
Utility in its search for a District Manager.
The Utility provides electrical service to over 160,000 customers in a
2,132 square mile area. Of the customers, over 13,000 are commercial/in-
dustrial and over 147,000 residential.
The District Manager reports directly to a three member elected Board of
Commissioners who take an active role in setting policy. Current employ-
ment is 840 and the district budget is nearly $300 million. The Utility
generates some of its power from its own hydroelectric project but pur-
chases the majority from BPA and other sources.
The Utility is looking for a strong operations/administrative manager who
has a proven record effective, cost conscious management of an organization
comparable in scope to the utility. This could include city or county
management if the organization operated a utility and the individual was
knowledgeable of the issues facing utilities in the 198019.
Because of your position, we feel you may be able to assist us in identi-
fying outstanding candidates for the position. The enclosed announcement
outlines the essentials of the position and we would appreciate your post-
ing it or passing it along to any individuals who in your judgment would
have an interest in the opportunity.
Thank you for your attention to this matter.
Sincerely,
JENSEN-OLDANI & ASSOCIATES, INC.
Bruce Jensen
BJ:ps
' Suite 570, One Bellevue Center 411 • 108th Avenue N.E. / Bellevue, WA 98004 / (206) 451.3938
.371
I
H'' 1
•:tial ttJ..atasaws-.�at.♦a::ata2a...ww,v.... ♦a.:.v♦
DISTRICT MANAGER
PUBLIC ELECTRIC UTILITY
rThe District Manager is the Chief Administrative/Operations Manager of the
Utility and is responsible to the three member Board of Commissioners for
the efficient administration of the affairs of the Utility. The Utility
( has approximately 840 employees and an annual budget of nearly $300
million.
r' Requirements for the position include a demonstrated background in manage—
ment of a large organization with a with a technically oriented operational
workforce. It is highly desirable that candidates have experience working
successfully with a governing/policy setting body such as a Board of Com— i
!1 missioners, City Council, County Council or other elected officials who
take an active policy role.
! Although specific Utility Management experience is not required, knowledge
L• of the issues/problems facing the industry and successful experience man—
aging an organization with direct accountability to the community is essen—
tial.
is
In addition to strong operational management skills, candidates should have
j a background which includes strategic planning, financial management of a
li multi—million dollar operating and capital budget, labor relations, and
administrative management. Interested individuals send resumes with salary
information to:
Mr. Bruce Jensen II
Jensen—Oldani 6 Associates, Inc.
One Bellevue Center, Suite 570
411 -108th Avenue NE
Bellevue, WA 98004
(206) 451-3938
3
Jensen•Oldani
& Associates Inc.
Comprehensive
Management &
Human Resources
Consultants
SAMPLE CANDIDATE PROFILE
James L. Lindsey
3308 Catalbia Drive
City of Industry, California 93065
Residence: (805) 581-3216
r
Business: (805) 584-1300
OVERVIEW•
Jim Lindsey is currently City Manager of a southern suburb of Los Angeles,
California. The City has a population of 91,000 and has 380 employees.
Lindsey reports to a five—member City Council elected at large. Prior to
joining the City, Lindsey was the Agency Director of a County Environmental
Resource Agency, a 210 -employee agency with responsibility for developing
and enforcing air and water quality standards in addition to County land
use planning and agricultural management.
r Lindsey was named City Manager during a time of political turmoil in 1979.
He has significantly improved the image of City Government in the City and
has regained credibility of the City Administration, with the citizens, and
the elected Council. Lindsey has established a reputation for being re—
sponsive to both the Council and the citizens, for excellent fiscal control !
+
and projections, and for major accomplishments in the area of providing
city services without rate increases or tax increases. He is a registered
i. engineer and has the ability to manage in an environment of complex techni—
cal and legal issues.
„
I
Suite 570, One Bellevue Center 411 • 108th Avenue N.E. I Bellevue, WA 98004 I (206)451.3938
3 7/
I
I
Sample Profile/Page Two
EXPERIENCE/BACKGROUND:
Jim Lindsey was raised in the Portland, Oregon area and, in 1959, entered
Oregon State University, majoring in Civil Engineering. At the conclusion
of his BS degree in Civil Engineering, in 1963, Jim entered the U.S. Navy
r as an Ensign and attended nuclear submarine school. Although nuclear
trained, Lindsey was assigned to a conventional submarine and spent three
r years aboard the USS Blackfin. Lindsey's engineering and nuclear training
! are of significance to this position because of their technical components.
Although not a utility engineer, Lindsey has excellent understanding of
technical materials and data and would not be confused by a position which
required the ability to make decisions based on technical input.
After three years aboard the Blackfin, Lindsey had only been ashore a total
f' of 100 days and, because of this, elected to leave the Navy and pursue a
civilian career. He obtained a fellowship to enroll in Oregon State Uni-
varsity in the post -graduate field of Public Health and attended in 1967
i and 1968, taking courses in Environmental and Sanitary Engineering.
j Lindsey's study in environmental engineering was completed during a time
period when the environmental movement was in its infancy and the course-
work was highly technical as opposed to political or theoretical. His
studies included heavy emphasis on examining both technical and economic
alternatives to treating sources of pollution, and Lindsey was very inter-
ested in the economic alternatives. when he completed his studies, offers
to join various companies were plentiful because of the emergence of the
field and the shortage of trained engineers. Lindsey joined KST Engineer-
ing Company, a nationally recognized consultant with offices in most major
cities. KST assigned Lindsey to their Ventura, California office as a
Project Engineer. As a Project Engineer, Lindsey's first project was to
` lead a study to conduct an economic analysis of various technical alterna-
tives for the reclamation and re -use of water in Malibu Canyon, California.
At a matter of interest, the alternatives Lindsey recommended
proved to be
feasible, and Malibu Canyon today operates a water district which utilizes
the water reclamation system designed by KST Engineering.
371
'!
0
Sample Profile/Page Three
EST's (and Lindsey's) clients were primarily cities, utilities and large
private industrial clients with a need to design industrial air and water
Pollution treatment systems. As Project Engineer, Lindsey supervised from
six to eight engineers and technicians depending on the size of the pro-
ject. RST Engineering developed a strong reputation in Air Pollution
Control engineering, and Lindsey was their resident expert. As such, he
began receiving frequent requests for technical advice from such companies
as Southern California Edison and from the County.
The County was particularly irritating for Lindsey to work for because they
did not seem to be able to give him straight answers when he needed policy
guidance. As a result, he complained to the County with some specifics and
was offered a position a Air Pollution Engineer. In effect, they recog-
nized the problem and asked Lindsey to help find a management solution.
i
Lindsey joined the County in 1971 as an Air Pollution Engineer. In that
capacity he worked with local industry in a technical advisory role and
also in a permitting role. Environmental regulations were still in their
formative stages, and the position required the use of a great deal of tact
? and diplomacy to get the support of local industry.
The position reported to a County Health Officer, who in turn reported to
an elected Board of Supervisors who were the County legislative authority.
In 1973, Lindsey was promoted to the position of Director of Environmental
Health, which significantly expanded his management duties and responsi-
bilities.
i
As Director of Environmental Health, one of Lindsey's first jobs was to
develop an inventory of all sources of pollution in the County and to
determine quantifiable levels of
Pollution. Secondly, working with the
i policy direction of the Supervisor, Lindsey developed and implemented the
County's first comprehensive set of rules and regulations regarding pollu-
tion. These rules and regulations included "new source authority" and
"authority to construct" rules and regulations.
I.
3
�N tato ttl♦.aatal.aat'.\
Sample Profile/Page Four
Rules which impact the economic development and in some cases ability to
continue industrial operations are extremely touchy and sensitive public
issues. Lindsey successfully implemented the new rules and regulations by
working with industry, and five elected County Supervisors, citizen advis-
ory groups, the EPA and surrounding jurisdictions. His success in the
County led to his appointment as Executive Director to the six -county South
J Coast Air Basin Coordinating Council, which includes Los Angeles County.
In addition to the Air Pollution Control responsibilities of the position,
Lindsey also had responsibility for integrating all public health programs.
These included restaurant inspections, swimming pool and drinking water
inspections and monitoring, etc.
While serving in the capacity of Director of Environmental Health, he
participated in a complete organizational analysis of the County with the
County Executive. This study resulted in the consolidation of several
County Departments into one agency named the the County Environmental
Resource Agency and Lindsey was appointed Director.
This agency has over 200 employees and had responsibility for operation of
the air pollution control district, county planning, building management,
construction and safety, environmental health, animal regulation, agricul-
ture, weights and measures, and management services. The consolidation of
each of these functions was a major management and organizational task.
s Each department had previously operated with a great deal of independence,
and in some cases were relatively autonomous from the rest of the County.
The agricultural function in the County was a major priority because of the
use of pesticides and their environmental impact. the County was predomi-
nately agricultural, and this was a sensitive public issue which often
i
required public hearings.
f As Agency Director, Lindsey reported directly to the County Executive who
had a management style of liberal delegation. As a result, Lindsey func-
tioned relatively autonomously and often had direct contact with the five
elected County Supervisors.
371
j
U
Sample Profile/Page Five
To place the County in perspective, it is a County which was historically
agricultural but which now has a major urban population of 60,000 within
1,800 square miles. The County has 6,000 employees, and the position of
Agency Director is a high-level, high-profile position of significant
responsibility. The position requires daily interface with the elected
ilegislative officials and with officials of all cities and jurisdictions
within the County.
In his role as Agency Director, Lindsey was the Chairman of the Staff
Advisory Committee for the Regional Land Use Programs, which included ten
cities within the County. This plan integrated policy for air quality,
transportation, water quality, and urban government form. The plan took a
f
three-year effort to develop, and it was adopted in 1978. It was adopted
under the legislative authority of the Clean Air Act in 1970 and is signi-
ficant in regards to evaluating Lindsey's skills, because to be effective,
it required an in-depth knowledge of public process and government. Lind-
say took a lead role in adoption of the plan, including public hearings.
The plan, as adopted in 1978, is still in force today.
A major component of Lindsey's job as Agency Director was planning and
analysis of County growth projections. He enrolled in the M.P.A. (Masters
I, of Public Administration) program at Pepperdine University during evenings
and began applying knowledge gained from that program to the management of
his own organization. In addition to his technical engineering and eco-
nomic analysis skills, he developed his skills in organizational analysis
and structure and, in his opinion, became a better organizational leader.
One of his accomplishments at the County which is pertinent to this posi-
tion, is his leadership of the County environmental siting review of the
Southern California Edison Ormand Beach Generating Facility.
Lindsey was Agency Director at the County when the State of California
i pursued Proposition 13. As a result of Proposition 13, the County was
forced to significantly cut services because 50% of their tax base was
eliminated. Lindsey participated in the decisions of reprioritizing many
i
.371
i
1
... ON— ................2........w..:...................�,�.A......�...�..e.......�..........�.....,....-......�..
Sample Profile/Page Six
County activities, shifting the burden to the users and in some cases,
eliminating any County participation in the service. Lindsey feels that
the positive impact of Proposition 13 was that it forced government to
evaluate which services were essential and which were not necessary.
Within his own agency, he reduced staff by 20% as a result of Proposition
C13. Although the cuts were difficult to make in a human sense, Lindsey had
developed a budgeting process which allowed him to prioritize the agency
objectives, and he was able to make the reductions based on objective
calculations. Lindsey is a firm believer in net revenue budgeting and
incremental objectives of the legislative authority. If revenues are not
available to meet ail the needs, expenditures are cut as opposed to deficit
I— spending or looking for for new revenues.
i
�._ In 1979, Lindsey resigned from the County to begin his own consulting
company, which he named Lindsey Consultants. The purpose of the company
was to provide to industry an expert in knowing how environmental permits
work and to assist them in obtaining permits. In that Lindsey had designed
the regional permitting system, he could offer valuable services to com—
panies without expertise in the environmental area.
Simultaneously to Lindsey's resignation from the County, the City termi—
nated their City Manager and had two vacant council positions because of a
recall election. The City, in political turmoil, was not in a position to
hire a oermanent City Manager and hired Lindsey on a contract through his
new consulting firm to be an interim City Manager.
Lindsey had no intention of becoming a City Manager when he left the County
and would not have applied for the
� position except through his new consult—
ing firm. After approximately six months, the Council asked Lindsey to
accept the position full—time and he accepted. Lindsey has served as City
Manager for the past six months.
The history of the City just prior to their hiring of Lindsey and his
accomplishments since that time are indicative of his management style and
skill and his ability to resolve conflict.
%/
.4
i
Mei.iii \tt YtaSa t\ata\\att �t at a'atalawa.vw.Y.v::.Y..aa....0.��Jl.......eii.a..wv.�\u,.......
Sample Profile/Page Seven
Previous to hiring Lindsey, the City Council had responded to revenues lost
through Proposition 13 by raising Sanitation District fees. The City
Council and City Manager were already in trouble with the citizens because
of a perceived attitude of indifference to the ratepayers. As a result,
two commissioners were recalled in a special election and the City Manager
was terminated.
Lindsey did an economic analysis of the Sanitation District fees and deter-
mined that in fact the rate increases were necessary. The previous City
Manager had made his projections on faulty assumptions (a cumulative as
opposed to fixed delinquency rate). Lindsey rolled back the rate increases,
and they have not been raised since. In addition to maintaining adequate
service levels, the City has been able to pay for a major new treatment
plant without issuance of any bonds. Today, instead of the projected
deficit which caused the previous City Manager to raise fees, there is an
$8 million fund balance.
As a result of the recall and badly divided five -person council, new elec-
tions were held and a full five -person council was seated. Lindsey won a
five to zero consensus vote as permanent City Manager within the first
year.
The City is a southern suburb of Los Angeles, California. The City has a
population of 91,000 and is considered a full-service city. The annual
budget is $37 million, and the City has 380 full-time employees.
In addition to the sanitation fees issue, Lindsey determined that a major
problem in the City was a lack of credibility for the City government. To
improve this, he began a reorganization which resulted in five city depart-
ments reporting directly to the City Manager. He has hired four of the
five department heads, including the newly created position of Deputy City
Manager for Economic Development, which has resulted in the active recruit-
ment of five companies employing over 6,000 total employees relocating to
the City.
%4
Sample Profile/Page Eight
In addition to reorganizing staff and attracting top level management
talent, Lindsey began a series of service-oriented open government programs
which expanded the public hearing process and by so doing, regained public
trust in the City Administration.
' Lindsey's accomplishments at the City are many; among them the most note-
worthy are the implementation of the net revenue concept of budget manage-
ment; development of a two-tier water rate system which rewards conserva-
tion efforts; development of a five-year water reclamation plant expansion
program with no increase in fees; and City purchase of the Lighting Maint-
enance District from Southern California Edison. Each of Lindsey's accomp-
lishments is significant in and of itself, however, by far the greatest
.I
accomplishment is the rebuilding of trust in the City government after a
i' painful recall election and winning the confidence of the five -member
elected council. When Lindsey assumed the, position of City Manager,
Proposition 13 had caused panic in City government throughout the State,
and the economic future of the City was forecast to be very austere.
Lindsey has shepherded City growth while developing a $10 million general
fund reserve. The City's investment portfolio has increased from $8 mil-
lion to $40 million, and the City has maintained an AA rating on revenue
j mortgage bonds.
SPAN OF CONTROL:
As City Manager, Lindsey is the Chief Executive Officer of a large and
complex organization of 380 employees. He is responsible for the day-to-
day operations, all aspects of the City from Public Works and operation of
i
t. the Lighting District through development and administration of the $37
million annual operating budget.
Lindsey's early career and education provided him with a strong technical
and financial background. He has developed rate analysis and economic
feasibility models for sewage treatment, water supply, pollution abatement
alternatives, and the City Lighting District. He is an advocate of the net
371
I
I
.4
,�F1+Asa<a N! ♦.a a. ar.ara.:..aaRas..w.nvx:::::ra-..v....r......,A...,..v...x. n.rr . s..v. n.. r...r.v.vn•.wvrrr.'
Sample Profile/Page Mine
revenue concept of budget management and has used the concept in the County
and the City to manage effectively. He believes in practical and easily
understandable budgets, which are an extension of the legislative bodies'
policy. Lindsey's initial budget submitted to council was six percent
below the prior year, included a rollback of increased sanitation rates and
T improved service levels. The City is still one of only thirty-one Califon-
i
- nia cities which has not needed to implement a local property tax. The
reporting relationship to an elected Council is directly applicable, and
Lindsey has demonstrated an ability to manage in that environment.
I
Lindsey is responsible for all labor negotiations in the City. The City
has two represented groups, the police officers and the general administra-
tive employee group. At the County, Lindsey served on the negotiating
$$posture" committee and had extensive negotiating experience. His view
towards negotiations is simple, "negotiations are communication." Lindsey
feels he has always been successful in negotiations because he is fair and
honest.
TECHNICAL CONTENT:
i Although the position of City Manager is primarily a management function as
r
opposed to a technical function, Lindsey has an in-depth technical educa-
tion which includes nuclear engineering. He has conducted economic analy-
sis and feasibility studies in his position with KST Engineers and has
directed and acted on highly technical studies in the County and the City.
Lindsey does not claim to be an expert in utility operations, however, he
clearly understands the technical aspects of power generation and distri-
bution. At the County he led the environmental siting review for a major
I Southern California Edison generating plant and, in his opinion, had no
i difficulty understanding or dealing with any of the issues, economic or
technical.
PUBLIC/RATEPAYER RELATIONS:
As previously stated, Lindsey joined the City following a citizen's init-
iated recall of two commissioners and the termination of the City Manager.
'37/
,
I.
�McGi.:....a.a.t.... .... .......... t...w..n...,:::. r:.-.........-..........................-....y.........,.....�..,..
Sample Profile/Page Ten
The recall was caused in part by the raising of sanitation rates. Lindsey
rolled back the rates and, in the subsequent years, has established strong
community relations through open and responsible communications. He initi-
ated a two-tier rate program for water consumption which rewards conserva-
tion efforts and charges appropriate rates for major cities.
Lindsey has demonstrated an ability to work with all segments of the popu-
lation in his position as Agency Director for the County and as City Mana-
ger. He has dealt openly with large industrial concerns and with special
interest groups on an open basis. One of Lindsey's strengths is his abil-
ity to lead his organization through very sensitive issues.
INTERGOVERNMENTAL/LEGAL:
Although Lindsey certainly has a large number of intergovernmental and
legal issues to deal with as City Manager, the position of Agency Director
he held with the County is most indicative of his ability to deal in com-
plex legal and technical settings. Lindsey was an Environmental Manager
during the years when environmental impact statements and environmental
issues such as air quality were very intensely debated. Lindsey was a
i. leader in California and in the adoption of rules and regulations for Air
�., Quality and Water Quality. The South Coast Air Basin Coordinating Council
was made up of leaders from six California counties, including Los Angeles,
and required a knowledge of legal issues in environmental and governmental
arenas.
Lindsey has managed and directly several bond issues and is knowledgeable
of legal and financial necessities in that area. His Masters Degree in
Public Administration, plus his experience in the County and the City, have
prepared Lindsey well for legal and intergovernmental issues he would face.
OPERATIONS/MANAGEMENT STYLE:
Jim Lindsey is a manager who brings a high energy level to the job. He
uses his organizational and technical skills in the area of financial
371
.......va-a...--lt-...,.�.�..«..t...a ..�.�M1 ......Y.v.Y.tw.w..��
Sample Profile/Page Eleven
management to maximum advantage. Lindsey believes in surrounding himself
with exceptional talent and then delegating responsibility. He is proud of
the fact that three of his assistants have progressed to be City Managers
of other cities in California. Lindsey expects excellence from his subor-
dinates and would not tolerate lack of effort nor repeated mistakes. His
style is direct and can be forceful, but he is also tactful and diplomatic
when required. Lindsey believes in the process of government and fully
understands the difference in responsibility between elected officials and
those who they appoint.
Lindsey considers himself to be a team leader and feels that his staff
would describe him as open and easy to work for, although sometimes de-
manding.
Lindsey has established excellent relationships with the press, and they
describe him in glowing terms. Excerpts from press clippings state, "the
City isn't the place it was f!ve years ago. It's come a long way baby, and
the City.Council, City Manager. Jim Lindsey and his administrative team at
City Hall are largely responsible."
In an editorial dated February 1'983, the local newspaper stated, "with all
the talk of million dollar and billion dollar deficits at the state and
federal level, it's refreshing to hear some good news about government
spending coming out of City Hall. The good news is City Manager, Jim
Lindsey's announcement this week that the City has spent $600,000 less than
anticipated this fiscal year - - the news comes despite the fact that the
recession has lowered City revenues by 7.5 percent. In short, the City has
saved the money through good old fashioned strict budgeting - - it is good
to see that local government still maintains fiscal responsibility to the
public it serves - - ."
Lindsey develops a goal -oriented, positive attitude and then implements
specific plans to achieve those goals. The budget is the primary tool he
uses to measure progress and to provide policy direction.
.371
_-�lN ltttStt\�.\avv\atlStv'.\.cv ♦tv..v.muwn•vv ..:..e..•..... . ..... rv•rY.n.'wv
Sample Profile/Page Twelve
PERSONAL INFORMATION:
Lindsey is 43 years old, married and has two children, ages 21 and 19.
Raised in Oregon, he has a desire to move to the Northwest, which is shared
by his wife who has family living in Western Washington. Lindsey is very
active in public organizations. He is a registered Professional Engineer
and still maintains active interest in technical issues, although admits
that he has no desire to practice engineering as a profession.
Lindsey is very poised and obviously comfortable in a one—on—one conversa—
tion. He presents an excellent professional image without appearing con—
trived.
Lindsey's salary at the City is $68,900 per year plus use of a City auto—
mobile and expenses. He gave considerable thought to the position before
applying because he does have a secure and excellent position in the City.
After applying, he freely listed current council members as references, in
spite of the fact that it could alter their future relationships. This is
indicative of Lindsey's open and forthright style.
sa/jc
3 71
�
J
Ir
I
t'
� f •
Sample Profile/Page Twelve
PERSONAL INFORMATION:
Lindsey is 43 years old, married and has two children, ages 21 and 19.
Raised in Oregon, he has a desire to move to the Northwest, which is shared
by his wife who has family living in Western Washington. Lindsey is very
active in public organizations. He is a registered Professional Engineer
and still maintains active interest in technical issues, although admits
that he has no desire to practice engineering as a profession.
Lindsey is very poised and obviously comfortable in a one—on—one conversa—
tion. He presents an excellent professional image without appearing con—
trived.
Lindsey's salary at the City is $68,900 per year plus use of a City auto—
mobile and expenses. He gave considerable thought to the position before
applying because he does have a secure and excellent position in the City.
After applying, he freely listed current council members as references, in
spite of the fact that it could alter their future relationships. This is
indicative of Lindsey's open and forthright style.
sa/jc
3 71
I
J...............:i u.t.....:.......:::: t-..._.. .............................:.......•.......
SAMPLE REFERENCE MATERIAL
CONFIDENTIAL REFERENCE CHECK
RE: James Lindsey Provided By: William Richey
Editor/Publisher of
The Valley Enterprise
(805) 821-4323
I
Mr. Richey began this reference discussion by stating that Jim Lindsey is
"one of the finest City Managers in the state of California." Richey has
observed Lindsey as a City Manager since he was hired and they also serve
on several community boards together. Up front, Richey states that this
reference will not be a typical "newspapermans evaluation" because of his
"solid support" for Lindsey; and how difficult it will be to replace him if
he should be selected for the position.
i Richey notes that Lindsey is an individual who is motivated by challenge
and the "opportunity to put things together" so they function in an
effective and efficient manner. Lindsey inherited a city which was in
"heavy trouble" according to Richey and was the "master of pulling both the
Council and City Departments together." Just prior to his arrival there
had been a bitter recall and the Council was "polarized"; however, Lindsey
exerted "a calm, steady influence" on Council and Department heads. Richey
describes Lindsey's Council relations as "informal and one of keeping them
out of trouble." He is a candid and straight forward individual who pre-
sents all options of an issue. He is "an administrator who does not tamper
with policy" once it has been decided. That is not to say that Lindsey
will not provide recommendations to Council when requested or in executive
session.
Lindsey has been successful in gaining the respect from "the entire spec-
trum of the community" even though they may not agree with his decisions.
Richey notes that Lindsey listens to all sides and is fair and firm in
,.., making his decisions. He has been successful in providing "leadership to
the community" and attracting well-respected industry and jobs to the City.
Although the "no growth faction is not in agreement with Lindsey" they note
he has attracted "respectable industry". From Richey's perspective, Lind-
sey is credited with introducing professional administration and organiza-
tion into the City structure as evidenced by a turn -around in the police
and sanitation departments.
Richey notes that just prior to Lindsey's arrival there had been a strike
by the "lower paid employees" and since Lindsey's administration, the City
has enjoyed trouble-free employee relations. He believes that Lindsey is
' comfortable in meeting with all levels of employees and elected officials.
The City is a "no tax city" and Lindsey has been able to always "generate a
small budget surplus". Even though the City has a budget surplus, employ-
ees have been reticent to actively seek large increases. Through Lindsey's
employee communications they realize and support his "service orientation".
As a manager, Richey has observed Lindsey as a "background person" who is
able to motivate his employees and get "1105 from them". Richey notes that
Lindsey has excelled in "staff development" both in hiring and training,
371
i
Lindsey/Richey
Page Two
and is a manager who will "give credit" to those who deserve it. Again,
Lindsey is good at "deflecting praise and public attention" to the Council
or Department heads. He is a team player who "rolls with the punches".
Richey describes Lindsey as a "character who's calm at the wheel during
stormy seas". In five years he has provided significant leadership to the
I City and'won the respect of friends and foes alike. His strengths are his
ability to quickly access a situation, develop an organizational plan, gain
support of his elected superiors and to carry out the action plan in a
professional fashion. when the next chapter "of the history of the City is
written, Jim Lindsey will play a massive role in it." Richey considers
Lindsey of the highest integrity and in summation reiterated that he could
not think of any negatives or substantive concerns which had been raised
regarding his performance. While he would not want to see Lindsey depart,
he states that the described District Manager position sounds like a chal—
lenge Jim Lindsey would be looking for.
i.
I CT/July, 1985
i
0
371
I
■
■
s1
i
Lindsey/Richey
Page Two
and is a manager who will "give credit" to those who deserve it. Again,
Lindsey is good at "deflecting praise and public attention" to the Council
or Department heads. He is a team player who "rolls with the punches".
Richey describes Lindsey as a "character who's calm at the wheel during
stormy seas". In five years he has provided significant leadership to the
I City and'won the respect of friends and foes alike. His strengths are his
ability to quickly access a situation, develop an organizational plan, gain
support of his elected superiors and to carry out the action plan in a
professional fashion. when the next chapter "of the history of the City is
written, Jim Lindsey will play a massive role in it." Richey considers
Lindsey of the highest integrity and in summation reiterated that he could
not think of any negatives or substantive concerns which had been raised
regarding his performance. While he would not want to see Lindsey depart,
he states that the described District Manager position sounds like a chal—
lenge Jim Lindsey would be looking for.
i.
I CT/July, 1985
i
0
371
I
■
■
•N tt<tta�..t.t..'.a aa.t
SAMPLE REFERENCE MATERIAL
CONFIDENTIAL REFERENCE CHECX
RE: James Lindsey Provided By: Debby Runge
Executive Director
Chamber of Commerce
(805) 488-7575
For the last three years Debby Runge, as Executive Director of the local
Chamber, has worked closely with Jim Lindsey in the promotion and develop—
ment of the City. Previously, she served a fifteen month appointed term as
t ' a City Council Member and thus, an a policy basis, was one of Lindsey's
immediate supervisors.
When Jim Lindsey arrived in the City in April, 1979, he replaced a City
Manager "who had been fired"; and inherited a City without direction,
according to Runge. She credits Lindsey with "professionally introducing
an orderly change" which has gained "wide community support."
:. He worked with the Council, "known for its shouting matches", to identify
specific goals they wished to achieve and prioritize policy issues which
merited research and discussion. Because he is results oriented, he was
successful in keeping Council moving forward. "One never knows which side
Jim is on," because he is always fair in his presentations to Council. He
i has a sense of "keeping his finger on the City's pulse" and working with a
diverse Council to avoid polarization. Runge describes Lindsey as "very
sensitive politically" and one who has been extremely successful in gaining
the respect of "the pro—growth, environmentalists, developers, and blue
collar segments" of the Council. He is always able to give Council "a best
approach recommendation with alternatives." "He will provide Council with
information but will not lead," until requested or policy has been deter—
mined.
From her perspective, Lindsey's significant accomplishment has been "the
,• development of a sense of community". He has attracted a highly profes—
sional and competent staff (i.e. Public Works, Police Chief, Human Re—
sources) and placed the City on a stronger financial foundation, even after
Proposition 13. He is technically knowledgeable and served as his own
acting Public Works Director for over one—half year. During her Council
term, Jim presented the budget process and Runge found his presentations
clear, organized and thorough. "The background materials were solid" and
the dollar policy issues were left for Council discussion.
i.
Runge notes that the City has attracted "respected industry" under
Lindsey's administration. To achieve this Jim has been successful in
1 meeting with small citizens groups to explain the needs for controlled/
planned growth which will compliment the City rather than making it a
"bedroom community of Los Angeles". Runge emphasizes that Jim understands
"political nuances" and has been "aggressive in a positive posture" in
working with citizens who previously have been unapproachable.
! During this reference discussion, Runge continually stated that "she really
j, wanted him to stay. As a manager, Runge observed that with Council he was
"fair and listened to all issues". He presented his facts "never
surprised us", and encouraged us to call him any time. "He would suggest
direction only when requested." From her perspective he admin
371
Lindsey/Runge
Page Two
isters a city organization which has "open communications and gets the job
done." She observes that he meets frequently with Department Heads and
appears to delegate responsibility to them. As the Executive Director of
the Chamber, she works closely with several and notes that they have au-
thority to implement procedures and are "openly supportive of Jim."
When probed regarding weak areas, Runge searched; "this is my chance!" She
believes Jim Lindsey is a "grower" who is just beginning to tap his
potential. He is a solid engineer who is articulate on diverse administra-
tive issues and "will not try to fake his way;" but will say "I don't know
and get back to us." His reaction to pressure is "consistent and cool"
according to Runge. She suggests that, perhaps, this a close second when
noting strengths.
Jim Lindsey is a "tireless worker who is always searching for innovative
methods". He is of quick wit and humor and "has achieved a wide based
community respect". His personal style is candid and upfront when explain-
ing his objectives. "I have learned a great deal from him;" and believe he
will provide solid administrative leadership to the new position.
CT/July, 1985
3.7/
I
r
x'
Lindsey/Runge
Page Two
isters a city organization which has "open communications and gets the job
done." She observes that he meets frequently with Department Heads and
appears to delegate responsibility to them. As the Executive Director of
the Chamber, she works closely with several and notes that they have au-
thority to implement procedures and are "openly supportive of Jim."
When probed regarding weak areas, Runge searched; "this is my chance!" She
believes Jim Lindsey is a "grower" who is just beginning to tap his
potential. He is a solid engineer who is articulate on diverse administra-
tive issues and "will not try to fake his way;" but will say "I don't know
and get back to us." His reaction to pressure is "consistent and cool"
according to Runge. She suggests that, perhaps, this a close second when
noting strengths.
Jim Lindsey is a "tireless worker who is always searching for innovative
methods". He is of quick wit and humor and "has achieved a wide based
community respect". His personal style is candid and upfront when explain-
ing his objectives. "I have learned a great deal from him;" and believe he
will provide solid administrative leadership to the new position.
CT/July, 1985
3.7/
SAMPLE REFERENCE MATERIAL
. �•. CONFIDENTIAL REFERENCE CHECK
RE: James Lindsey Provided By: Connie Cooper
State Assemblywoman
(916) 774-2262
Connie Cooper first met Jim Lindsey when he was Director of the County
1 Environmental Resource Agency. She was extremely impressed with his admin-
istrative skills and ability "to generate innovative problem -solving sol-
utions" for both the County and the City. Cooper was a City Council member
for the City from 1978-1980 and served one year as Mayor; she was the
person who nominated Jim Lindsey as City Manager in early 1979 after the
recall of two Council members and the "forced resignation of the City
Manager". Since 1981, she has served as an Assemblywoman for the City in
I.
the California State Assembly.
Lindsey was appointed interim City Manager in April, 1979, according to
Cooper. He was aware of what he was inheriting" and proceeded to immedi-
ately gain the confidence of a reduced City Council so that City functions
could continue. In less than one month he won the respect of Council and
was confirmed as permanent City Manager. In addition to the Council tur-
moil, Jim was immediately "thrust into a city-wide employee strike". She
credits his organization skills, hard work ethic and open communications
with keeping the City operating.
r
Cooper notes two significant strengths which Lindsey possesses: first, his
solid technical background, as an engineer he has a diverse understanding
from construction to public works; and secondly, his management skills, "he
is not the typical engineer in that he can comfortably work with gray
areas'. Jim has been successful in working with developers, local resi-
dents, and an ever changing Council.
His relations with Council have been "evolutionary" over the last aix years
according to Cooper. Initially the Council was "pro -growth and currently
they are more cautious." Jim is "politically astute" and will advise and
report to Council the facts, statistics and options and let them deal with
policy. He has developed a "high trust level with Council" and enjoys the
widest administrative latitude". In the local press, "the Council is
always quoted regarding policy issues" and the City Manager only on pro-
cedural issues. "Lindsey is team -oriented and not high in public focus".
Besides his immediate contribution of organization and stability to the
„ City, Cooper notes that Lindsey has attracted a solid Department Head staff
If` and increased the "sense of community". when a local group of residents
baulked as sharing flood control costs with a new adjoining development,
Lindsey was credited with developing an innovative "assessment district"
which allowed for continued development and as well as allowing current
residents to withdraw from participation if they signed "a ten year, non -
move agreement". Once the residents understood the seriousness of the
Flood Control Project, they agreed to participate with a long term cost
deferral. Cooper described the above example to emphasize Lindsey's "tech-
nical, fiscal and street -wise understanding of community issues" and how he
works toward a resolution.
371
f
Lindsey/Cooper
Page Two
As a manager, Cooper observes that Jim has been, successful in delegating
authority to his Department Heads. He is able to cake "policy from Coun-
cil" and in a team environment develop procedures for implementation.
Cooper notes that Lindsey has a "sincere appreciation for people" and
enjoys working with staff to achieve stated goals.
When discussing areas of concern regarding Jim's performance, Cooper stated
that she knew of nothing significant. Since he is an engineer, some of his
j presentations tend to become somewhat technical; however, he is quick to
respond and adjust to the audience. Also, she believes he devotes too much
jeffort at developing alternatives for Council when he knows they are not
going to accept a staff report. "He could make Council struggle for alter-
natives." She emphasized that he is "highly respected as a professional
r.. administrator."
She "enthusiastically supports" Jim Lindseyfor management a B ement
position of
increasing responsibility and complexity. "Jim has a proven management
J' record" with a Council that has been both pro -growth and environmentally
�. oriented. From her perspective the County Environmental Agency position
I combined with the City situation support his credentials as a candidate for
j the position.
CT/July, 1965
I
t
f
371
'!
L -c aa...<.<,!..,,........... .:..!......,......_.....,...------ .. . ..........................>....v... -
SAMPLE REFERENCE MATERIAL
CONFIDENTIAL REFERENCE CHECK
RE: James Lindsey Provided By: Cathy Smith
City Councilmember
(805) 746-2937
Ms. Smith describes herself prior to her election to the City Council as a
trouble -making citizen". She has known Jim Lindsey both in his City
T Management capacity and previously when he worked for the County. She
credits him with a two -fold ability; handling people and solving problems.
Like Lindsey, Ms. Smith is an engineer and she believes the excellent job
he has done for the City is due in large part to his engineering disci-
pline. In addition to serving as the City Manager, Jim is also Manager of
several special districts (a sewer district, a water district, etc.). He
deserves 99% of the credit for reorganizing and making effective the area's
sanitation district. He also has a keen ability to work with people and to
achieve results through them. His style is low-key; he is never ruffled.
Jim does not need drama or fanfare. He has a good sense of humor which Ms.
Smith believes is necessary in a public servant. He is an "amazing quick -
study", able to plow through an issue and "get a handle" on it quickly.
Jim has a "fantastic" ability with figures and budgets and can do in his
head what most people must puzzle out on paper. Jim arrived at the City
shortly after Proposition 13 was passed. The City has no direct levy and
relies only on an unstable sales tax. Under Jim's leadership, the City has
1 gone from a position of "barely hanging in" to having a sizable surplus.
He is a "wizard at making things work". During this time the City has
increased 20 to 25% in population and Jim has managed to provide services
with less money and the same personnel. For the first time in many years
the City is now in a position to hire additional personnel and has budgeted
new positions in Public Works, Police, Sanitation, as well as an $11—mil—
lion expansion of its sewer treatment plant. He has an uncanny knack for
selecting the right people for the right job. He has hired a Planning
Director, a Human Resources Director and, in the area which has shown the
largest improvement, a Director of Public Works.
Jim has an excellent understanding of the Council/Manager relationship and
recognizes himself as the administrator of Council policy. He keeps the
Council well informed of developing issues on a formal and informal basis.
In her three years on the Council, Ms. Smith says she has never been sur—
prised by an issue for which Jim had not prepared her. The Council and the
City relies on Jim to provide alternatives for their policy decisions. In
the areas of Jim's strengths (particularly his technical expertise), the
Council does rely more heavily on his recommendations. For instance, in
the selection and operation of equipment, the evaluation of personnel
needs, the choice of consultants the Council is usually willing to accept
Jim's recommendation.
The only shortcoming which Ms. Smith could identify is, she says, a result
of her "peculiar bias". Council receives numerous written reports from
Department heads. Ms. Smith says the quality of these reports when she
first joined the Council was "abysmal". There have been tremendous im—
provements during that time as Jim has become aware of her desire for
accurate and concise reporting. The general quality of these reports is
now above average.
371
Lindsey/Smith
Page Two
Ms. Smith stated that she would say "something awful" about Jim if she
could because he is "a treasure" to the City and would be a great loss to
the community. However, she is unaware of any such criticism and cannot
rate him highly enough. Of particular value to a Councilmember, she says,
is that Jim is completely trustworthy; that trust has never been betrayed.
He is concerned and active in the community and always conducts himself
appropriately. Council has no need to worry about what Jim is saying or to
whom. There is never a hint of compromise or scandal and no unfavorable
publicity. Jim is familiar with the Northwest and knows and loves the
area, its geography, and politica.
ES/July, 1985
I
I
.37/
i
w+�.cJiw ..a...... ... ... ........r.................. nv.r........•r........
SAMPLE REFERENCE MATERIAL
CONFIDENTIAL REFERENCE CHECK
RE: James Lindsey Provided Ey: Glen Young
City Councilmember
(213) 226-2510
Hr. Young was elected to the City .Council last November; previously he had
served on the Planning Commission for three years. He describes Jim
Lindsey as a knowledgeable and organized administrator. Jim is intelli-
gent, honest and extremely capable in all facets of his responsibilities as
City Manager. Jim joined the City shortly after the passage of Califor-
nia's Proposition 13. The financial constraints on the City were substan-
tial. Jim has been able to attract good people and to "tighten the City's
belt" so that, while continuing to deliver services to the community, he
has built a financial surplus. Mr. Young is unaware of any shortcoming in
Jim's performance or character and does not want Jim to leave the City
Manager position.
Jim has had a variety of utility experiences in addition to his engineering
training. Technical issues do not "snow" him and he is very capable of
managing a highly technical organization.
On a personal level, Mr. Young has socialized with Jim on occasion and
finds him to be a relaxed, pleasant individual. Jim is not tense and has a
good sense of humor. He handles pressure very well, as was made apparent
in his initiation to the City. He arrived shortly after a recall election
and quickly developed support throughout the community. Mr. Young now
estimates that 85 to 90% of the City's citizens, if polled, would state a
high degree of satisfaction with the way the City is being run.
As a Councilmember, Mr. Young appreciates Jim's high degree of organiza-
tion. Councilmembers know well in advance what is happening and what
issues they will have to face in open meetings. There are never any sur-
prises. Jim is extremely competent and the City would miss him if he were
to leave.
ES/July, 1985
371
qua....... <....<...,..., ,...<.... ........_..__,
SAMPLE REFERENCE MATERIAL
CONFIDENTIAL REFERENCE CHECK
RE: James Lindsey Provided By: Walter Wright
Mayor
(805) 525-8634
Mayor Wright has known Jim Lindsey for about six years. He gives Jim
substantial credit for improving the City's financial position. The City
has no property tax and in 1980 had $8,000 or $9,000 in cash reserve. The
City now has a reserve in excess of $10 million and has built a new City
r Hall, a new Fire Station and a new Senior Center. Jim's real strength,
according to Mayor Wright, is his ability to work with the Council in a
politically volatile community. There have been six major changes on the
Council in six years. In fact, Jim Lindsey came to the City following a
recall of several Councilmembers. Tensions were high in the community and
there were those on the Council who were "gunning" for the new City Mana-
ger. This situation recurs with most elections but within sixty days of an
election Jim has always achieved 100% support of the Council through his
ability as a manager. He understands his role as the implementor, not
establisher of City policy. He will advise the Council on the advantages
and pitfalls of alternative actions and will work hard to carry out what-
ever course the Council selects. Jim is perhaps the most well respected
City Manager in the County and Mayor Wright states that, although public
employee salaries are a sensitive issue, he believes Jim to be worth two or
three times what the City is paying him. Jim has a unique blend of patie-
nce and timeliness. He methodically allows time for staff, Council and
citizens to express their opinions on an issue. He does not, however,
procrastinate, and is not afraid to make tough decisions.
Jim has a broad scope of responsibilities and serves as Director of several
special districts (lighting, sanitation, water works, economic and indus-
trial development) as well as City Manager. His technical background,
particularly in the sewage area, is impressive and he cannot be duped by
technical people. In fact, Mayor Wright has seen Jim "chew -up and spit -
out" engineering technical data even beyond his own particular area of
expertise. He 'is able to do this in a firm and articulate, yet not pom-
pous, manner. His engineering background enables him to carefully assess
the work of the technically oriented groups he oversees and to represent
the City professionally in these areas. His direct knowledge may be lim-
ited in some areas but Jim is intelligent, inquisitive and a quick learner.
He rapidly acquires new information.
As a Manager Jim is tough but fair. People want to please him. Mayor
Wright believes Jim may be a little too compassionate at times and gives
employees chances beyond those which they really deserve. He will work
hard to "salvage" an employee. Fortunately, he is right more often than he
is wrong. He has made a few mistakes, Mayor Wright admits, but these have
not been major problems. When the Mayor determined it was necessary to
fire a Police Chief, for instance„ Jim tried to find another position for
the man within the City. The Mayor was adamant that this was not neces-
sary.
371
�"�M�N flit N�.i\� l.. Mii'•i
37/
%4
Lindsey/Wright
Page Two
Jim is able to visualize "the big picture" and move or reorganize toward
it. He quickly identifies priorities and, given the Council's goals, will
come back in a very short time with alternatives. He is not bashful in
recommending his preferred course of action but if the Board chooses other-
wise, Jim can take direction and implement with enthusiasm. He has a real
talent for reorganizing and finding alternative ways to deal with personnel
problems. He is quite frugal and has operated the City in "an austere
fashion".
f
The City Manager position is a high g profile, volatile job. Every time the
Council changes the City Manager is vulnerable. Jim has developed tremen-
dous support on the Council and among the general public. He possesses a
combination of hands-on as well as delegating skills. If there is trouble
or dissatisfaction in the community, Jim will spend time with citizens at
the very early stages. He is accessible to the public and makes his De-
partment Directors accessible to them as well. He is equally skilled at
r'
dealing with a diverse Council made up of people of widely varying
political philosophies. Jim has always been candid and honest with the
Council. They have more than doubled his compensation since he arrived,
but he has never asked them to do so. Mayor Wright stated that the second
to last thing the Council would want is to lose Jim Lindsey. The last
thing would be to stand in his way.
Z
ES/July, 1985
•r
37/
%4
�(:C .. r..w .www.».......J�...........er..ev..wn m.w ..v�..r.v.vnw.r.wv�
SAMPLE REFERENCE MATERIAL
ACADEMIC REFERENCE CHECK
James
Oregon St
I ate University Confirmed By: Priscilla
f (503) 754-0123
f'
Registrar's Office
* # # * * * * * # # # * * #
Bachelor of Science, Civil Engineering
June, 1963
Registrar's Office
Oregon State University
Corvallis, OR 97331
y Confirmed By: Donna
Registrar's Office
Masters of Public Administration
April, 1978
# # # # * * k * * k # * k k
Registrar's Office
Pepperdine University
Malibu, CA 90265
............. ..................w. -.v.:... s.v.v..v�.�w.Y..
The right person is one who fits your organization, your OURCOAL
environment. your team, your needs.
At Jensen-01dani & Associates, our search process and
consulting services are dedicated to finding the people and
solutions that fit your organization.
3
OUR PEOPLE Bruce Jensen. Jerrold Oldani and Janice Cooper, co-founders of
Jensen-0Idani & Associates, together have more than 35 years
experience in executive recruitment and human resources
management in both public and private sectors.
i
Commitment. Dedication. Thoroughness. Objectivity. Quality.
Words that describe a successful consulting firm. Success can
only be measured by results. Jensen-0Idani & Associates has
achieved successful results throughout a wide spectrum of both
public and private sector assignments.
Our national client base includes companies from the elec•
ironies, aerospace, manufacturing, health care, forest products,
i
insurance, banking and service Industries. And we serve public
sector organizations such as municipalities, county and state
governments, electric utilities and transit agencies.
i
371
,Nvt<ttt�vit vtv v\iti
vt at�:tiCtavvi.wn•h'::::'::�,':
avta �v.vvv��.'r.�::rv,..var...v.:r.
r..... r.1.v.:.av�itv.r
3
OUR PEOPLE Bruce Jensen. Jerrold Oldani and Janice Cooper, co-founders of
Jensen-0Idani & Associates, together have more than 35 years
experience in executive recruitment and human resources
management in both public and private sectors.
i
Commitment. Dedication. Thoroughness. Objectivity. Quality.
Words that describe a successful consulting firm. Success can
only be measured by results. Jensen-0Idani & Associates has
achieved successful results throughout a wide spectrum of both
public and private sector assignments.
Our national client base includes companies from the elec•
ironies, aerospace, manufacturing, health care, forest products,
i
insurance, banking and service Industries. And we serve public
sector organizations such as municipalities, county and state
governments, electric utilities and transit agencies.
i
371
•�^NMti\vaSalvl YYa\la alYaa Y\aaY\Yala+mw�u��v:r-rrYvaaraaw�a...rwii��«.Yw..v. k.��....v..FMY.ay.vM�. �'
We are dedicated to providing Thorough and objective execu-
tive search and human resources consulting, using the team.
work approach that is the hallmark of Jensen-0Idani &
Associates success. This commitment ensures that we:
T _ • Identify a range of superior candidates from which to
choose, and provide you with complete information—
qualitative as well as quantitative—to support their
candidacies.
■ Provide practical consulting services tailored to your
specific human resource needs.
I
OUR COhfM1TMENT
0
C[JEIYT BASE
Private; Executive Management(ao%)
High TechnologypS%)
1
Human Resources Camulling 02%)
Esecutlsc Outplacement (61"') +I
I
public. FAeculht Management (12",4)
'ublic: Department Directors 1251%)
i
1
371
i
1'aaa�aaJ....a.✓...a:a.ai..aq....G..w..+:::::...:......�....,.Jt-».•�...�....v.:.v......... r....r.:.v..v.•...•.....
OUR SEARCH PROCESS The essential ingredient in a successful search is understanding
your needs.
Your organization; the position to be filled; the environment;
the people you work with; your pressures and challenges. Our
understanding of these factors forms the criteria against which
all candidates must be viewed and measured.
Our first job is to listen... to learn what you know, to under-
stand what your organization needs. I
Then, using our experience and knowledge of executive
search, we:
■ Translate your stated needs into a detailed recruiting
specification.
■ Document procedures to be carried out, Including time
lines for their accomplishment.
■ Prepare recruiting materials that present an accurate
profile of the position and the environment.
■ Contact potential candidates through written materials,
advertising and direct recruiting.
■ Screen and evaluate candidates to establish a qualified
semi-final group.
■ Personally Interview all semi-final candidates in their
home cities and develop a list of finalists.
■ Research personal, professional and academic qualifica-
tions thoroughly and discreetly.
.�; ■ Consolidate the findings in clear, objective profiles of the
final candidates, detailing:
► Current situation.
► Past "perience.
P. Skills and performance in both technical and mana.
gerial areas that directly apply to the position.
■ If requested, develop and participate in a selection pros.
ess tailored to the client organization. This could Include
panel interviews, testing, assessment centers, and use of
citizen or management committees.
o Using our knowledge of the current market and candi-
date requirements, assist in negotiating compensation
packages.
iIN Conduct periodic follow-up evaluation with clients.
t
f i
371
OUR VALUE Objectivity.
As an outside party, we have the ability to approach the task
directly and objectively in both executive search and human
resources consulting. In potentially sensitive situations our
Objectivity and ability to address real issues is a major benefit
to the client.
Thoroughness, -
We are proud of aur reputation for thoroughness and attention
to detail. It is this, we believe, that distinguishes us in our field.
Each evaluation is thorough analysis of the candidate's experi.
ence, skills and abilities as they directly apply to the position.
Additionally, evaluations include in-depth reference information
and academic verification.
Time.
Your time.
.I
While your commitment is indispensable in providing the .�
necessary background and making the final selection, the
painstaking process of research, search, screening and report.
ing of information is left to us.
I
OUR VALUE Objectivity.
As an outside party, we have the ability to approach the task
directly and objectively in both executive search and human
resources consulting. In potentially sensitive situations our
Objectivity and ability to address real issues is a major benefit
to the client.
Thoroughness, -
We are proud of aur reputation for thoroughness and attention
to detail. It is this, we believe, that distinguishes us in our field.
Each evaluation is thorough analysis of the candidate's experi.
ence, skills and abilities as they directly apply to the position.
Additionally, evaluations include in-depth reference information
and academic verification.
Time.
Your time.
.I
While your commitment is indispensable in providing the .�
necessary background and making the final selection, the
painstaking process of research, search, screening and report.
ing of information is left to us.
�Y�X�lllvl2SSS��S..at............ .S.......w..) ......... r ..... S. k..S ..�. �..Y.v...Swv.v..
Accountability.
Jensen-0Idani works exclusively on a retained fee basis. At
the outset, we slate unequivocally and in detail what we will
accomplish, how we will proceed and the time frame for
rproducing the results.
Working with you, we establish clear guidelines for monitoring
and reporting our progress.
If initial results are not satisfactory, we continue the process. We
- are confident in our ability to locate and evaluate management
r talent. Accordingly, if candidates hired as a result of our search
process resign or are terminated for cause within one year, we
will conduct a replacement search without additional fee.
p
i
371
9
•�N�t..tii+<u..J.....a.... .......... .........w ...... ....... .......
y..n.-n...w...
OUR OTHER SERVICES Jensen-0Idani & Associates maintains a tradition of quality and
�I
thoroughness In both executive search and human resources
consulting. Each of the principals and associates shares our
commitment to providing quality professional services.
T - - which include:
■ Management assessment.
�� ■ Organizational analysis.
i
■ Personnel policy and procedure. -
■ Compensation programs.
i
- ■ Outplacement counseling.
■ Managerial and supervisory training. l
_ - - ■ Affirmative action audit and compliance.
i
A
L�........ 4--l.. ................. -
JERROLD OLDANf
"Ourobjectivesgo beyond corporate profitability and personal
achievement. Ourgoal is to do the very beat at whateverassign-
meet ue undertake, Thoroughness and attention to detail are
the cornerstones ofour toork We bring our clients highly
guagsed, fhoroug* researched candidates. And we deal with
candidates fairlyand honestly,
We back up our commitment to quality with a oneyearguar.
antee of candidates, including periodic evaluations throughout
the first year. 7hissame commitment and follourup applies fo
our consulting aclivitie& We could do less, but we ulouldn't be
satisfied and ux• wouldn't expect our clients to be"
Professional Highlights
With more than 16 years background in corporate human
resources, Oldani brings strong perspectives regarding
Personnel policy and procedures, compensation, management
development and executive search.
Oldani also has been a leading force in outplacement counsel.
ing, creating an approach that has become a benchmark for the
industry and has been utilized by firms including Exxon
Nuclear Corporation, International Business Machines and
Hearst Publishing Corporation.
Employment History
Jensen-0Idani & Associates: President.
Executive Resources, Inc.: February 1980 to June 1983. Vice presi.
dent, consulting services.
Tally Corporation: February 1977 to February 1980, Director,
employee relations.
Univar Corporation: September 1971 to January 1977. Personnel
director, VWR Scientific, Inc; assistant corporate employee rela•
tions manager, Univar, personnel manager, Van Waters & Rogers.
California Casually Insurance Company: May 1969 to September
1971, Corporate personnel manager. regional personnel manager.
United States Marine Corps: 1964101968. Captain, served as per.
sonnel and legal officer.
Education
California State University, Northridge: B,A„ public administra•
tion; minor, personnel management.
University of California at Los Angeles: Graduate studies in
industrial psychology,
Affiliations
Pacific Northwest Personnel Management Association, board of
directors, vice president, professional development, 1978 to
1979,1983.
American Electronics Salary Guidance Croup, chairperson,
1979 to 1980.
Southend Personnel Association, cofounder, 1978,
Minority Rental and Housing Authority, Mountain View, Cnlifor•
nia, mediator, 1975 to 1977.
Northwest Healthcare Corporation, board of directors, 1979 to 1980.
1rn,1n41g1nn1 & AurcWm,5ullr 5i0, 411 I(IBih A�rnue Y.E,nrlkvur, t\'A 98(x14 (20614543938
371
u
BRUCE JENSEN
"The key to a successhrl search is knowing the client This
means starting with a clearpicture ofthe chentf industry and
then taking the time to understand the client'; unique dynamics.
One element ofour process that sets us apart is the great
amount oftime we spend on the specification phase of each
f'ia'.7'J�J9
We want our clients to know that when the search is kntshed
we have done as thorough a job as possible We don't take
shortcuts, and we know thatk the hest guarantee of our
results."
Professional Highlights
Jensen has more than 13 years experience as an executive
recruiter, with particular expertise in the recruitment of profes-
sionals with engineering and technical backgrounds.
As one of eight recruiters selected nationally to participate in
the staffing of the Alyeska Pipeline project, Jensen pioneered
the concept of tailoring recruiting services to the special needs
of a multiple -hire situation. His approach is popularly used
today by recruiters facing similar multiple -hire problems.
As a personnel analyst for municipalities and special-purpose
governments in King County, Jensen also has developed
employment systems and recruiting strategies to ensure com-
pliance with Affirmative Action guidelines.
Employment History
Jensen Oldani & Associates: Vice President.
Executive Resources, Inc.: March 1975 to May 1983. Vice presi-
dent and executive recruiter.
RSR Corporation: August 1973 to March 1975. Personnel manager,
western division supervisor of safely and environmental programs,
Los Angeles and Seattle lead smelters.
King County: May 1971 to August 1973. Personnel analyst.
United States Marine Corps: 1966 to 1971. Captain, designated
naval aviator.
University of Oregon Medical School Hospital: 1966. Vocational
rehabilitation counselor.
Education
Washington State University: B.A., sociology; minor, psychology.
37/
Jenten-0Idanl&An inln,Suite 570,41110811, Avenue N.L,Be11evae,wA98004(206)451-3978
f
rr-
Ji:4.uaaaS.aa.t............. na.......v,......:...
JANICECOOPER
Between consultingand search work, we handle a wide range
of assignments for a very diverse clientele It was this variety,
and the bebeffhat we o/ferclienis abetter service, that led us to
form Jensen-0Idani & Associates.
While the business as a whole is a collaborative effort, each of
us bringsspecial skills to the work at hand. Our clients benefir
from both the varied experience ofthe pnncipals and the team}
ability to deliver a comprehensive package"
Professional Highlights
As a partner in Jensen-0Idani & Associates, Cooper has
been largely responsible for development of a corporate calen.
dar: a program of coordination of effort which controls sched-
ules, deadlines and product quality to ensure every client
receives the best service available.
Employment History
Jensen-Oldani & Associates: Secretary/Treasurer.
Executive Resources, Inc.: October 1979 toJune 1983, May 1977 to
May 1978. Office manager/staff accountant.
Education
Central Washington University: Concentrated studies in business,
primary education, an.
Affiliations
Bellevue Chamber of Commerce, co-chair, Leadership Develop-
ment Committee.
CiWub, Seattle.
lenunOOlanl&A> ialet,5ulle 570,411108111 Menu N.F'_,nelletve,WA 9K04 (20(,)451-393E
371
•tM4Aia.aanJ..... •...........
ELUN K. SPENSER
Professional Highlights
Spenser's more than 10 years of experience as an executive
recruiter include nationwide searches in both the public and
private sectors.
She has led searches for key executives in some of the nation's
most prestigious companies. Her search areas include banking,
retail, general management and the public sector.
She has also participated in compensation consulting practice.
Employment History
Jensen-0Idani & Associates: 1983 to present. Senior associate.
Independent Consultant 1980 to 1983. Executive recruiter.
Winton, Huntington & Associates:1979 to 1980.
Executive recruiter.
Korn/Ferry International: 1977 to 1979. Senior associate.
Booz, Allen & Hamilton; 1977. Recruiting researcher.
Kiernan & Company: 1973 10 1976. Executive recruiter.
Education
Skidmore College: B.A., english
Fordham University: M.B.A.
Affiliations
CilyClub, board of governors, 1984 to present.
Seattle Center Foundation, board of Inutees,19g4.
Allied Arts of Seattle, board of trustees, 1983 to present.
Jensen-0Idani R AsWales.Suile 570,4111051h Meme N.r...,PAlkvuc. %VA 9PIx14 (20ri)451J938
371
I
� 1vAaatalal��aa\a,.avi'.\
CLIFFORD E. TINGLEY
Professional Highlights
Tingley has a comprehensive background in personnel admin.
istration. He has consulted in the areas of personnel policy
development, wage and salary administration and performance
appraisal systems.
He has also been responsible for establishing a first-time corpo.
rate personnel function with responsibilities for planning and
implementing programs for employment, labor relations,
wage/salary/benerit administration, training and other related
human resources activities. His experience encompasses the
full range of industrial relations including executive search.
He has successfully administered and negotiated collective
bargaining contracts and developed management training
Programs in supervisory and communication skills.
As associate dean of a college, he was responsible for develop•
ment of national and international recruiting strategies, and for
representing the college in extensive recruitment presentations
and professional organizations.
Employment History
Jensen-0Idani &Associates: July 1984 to present. Senior associate,
Overlake Hospital: June 1983 to July 1984. Project consultant.
Belknap Industries: September 1979 to June 1983.
Personnel manager.
Lewis and Clark College: September 1968 to August 1979.
Associate dean.
United Slates Army: 1969 to 1971. Division personnel assign-
ments. Vietnam veteran; combat service decorations.
Education
Lewis and Clark College: B.A., international business affairs.
JenunOldmi R Ass,KiMes,Suilc SM.4111O8ih A%enue XF_,Beae\ve, RA 9NUe4 (20G)451-39.38
.'Che
SeattteCimeis
Executive search agency
specializes in hiring city officials
Imes East bureau
No one elected them.
Citizens who pay their fees
sometimes never see them.
Local govenments are growing in.
creasingly dependent on them.
Meet the professional recruiters,
thepersonawho hue executives to ran
cities, counties and other public en.
tities.
Moreand more, recruiters aredo-
ing what public personnel depart•
ments used to do — advertise for
openings, screen applicants, conduct
interviews and, finally, present a
small group of finalists from which
elected officials will choose a city
manager, attorney, planner, police
says Kirkland Mayor Dori,
Cooper, who was involved in the deci-
sion to pay a Bellevue -based re-
cruiting firm $12,500 to help find a
new city manager:
"Life is faster and more sophis.
ticated... It'sjust not realisticforthe
council togothrough it(thefullselec•
tion process)... it's an accepted prac•
tice these days."
Indeed, a check of the firm
Kirkland chose — Jensen-Oldani &
Associates Ina—confirmed that it ha,
done or is doing work for Bellevue,
Metro, Snohomish County Public
Utility District, Oregon City, Ore.,
and at least three Texas towns:
Austin, Arlington and Piano.
tion," reads the sign outside
the
Oldani and Bruce
the road, conducting nationwide
searches for clients like Kirkland.
"Everylhingwedo is referral -type
business," said Cooper, noting the
firm's survival depends on goodwill
and good references. Wenson•Oldani
messes up, word will get around and
the firm could be blackballed, said
Cooper.
Kirkland's mayor said her city
checked with the City of Bellevue
before choosing Jensen-Oldani to
assist in finding a replacement fo
city manager Allen Locke, who i
retiring this month ager 20 years.
"We have notgiven away the hir.
ingprocesste them (Jen n/Oldani),"
the Kirkland mayorwasquicktoadd.
"I feel that we're in total control." It
will be elected council members—not
Jensen-Oldani —who make the final
pick, Cooper noted.
But the firm's contribution will be
major. As it does with other clients,
Jensen-Oldani did some homework
before it started its search for a
Kirkland executive. To reach a can.
mnaus as to the kind of person
Kirkland wants, recruiters inter•
viewed members of the city council,
department heads, persons on selec•
tion committees and, because a city
The
uun.- raiisrs, amongotherthings, the
job's responsibilities and require.
ments, desired "personal character.
istics" and "pressures to be
encountered."
Jensen-Oldani, which started its
work for Kirkland in April, will have
spent about 400 hours on the search
by the time it presents city council
members with a list of five to seven
finalists in the nextfewweeks. More
than 170applicants responded tothe
Kirkland opening, which Jensen.
Oldani promoted through advertis•
ing, direct-mail recruiting and by
drawingon its cilymanagementcon•
tracts established through past
assignments. The field has been nar.
rowed to 16 primary candidintes.
Th of r work does not com a cheaply.
The firm's fee for public contracts
generally equals one-fourth of the
starting annual sale ry (verses one*
third for private -sector work) of the
position lobe frlled,plusout-of-pocket
expenses.
Business manager Cooper was
unwilling to disclose how much
money the firm has taken in through
public contracts, but said public.
sector work constitutes more than
half its business. Checks with cities
around the country revealed that
Jensen-Oldani has done at least
$300,000 worth of business in the
r public sector since 1983.
s With three partners, seven full•
time recruiters and one secretary,
• Jensen-Oldaniappearstobecarving
out an excellent reputation.
"Theydeveloped a profile that ac.
curately reflected our needs," Metro
Council chairman Gary Zimmerman
said of Jensen•Oldani's work in
recruiting executive director Alan
Gibbs. "The candidates they pre.
sented were well chosen."
"As faraswe'reconcerned,they're
about the best in the business," said
Gary Robertson, assistant to the city
manager in Arlington, Texas.
"What happened was we were so
impressed at how they stole the guy
we hired thatwedecided to hirethem
tofindusone, 'Robertson said,refer•
ring to Joe Potthoff, who used to be
Arlington's planning director until
Jensen-Oldani recruitedhimawayto
become Bellevue's.
Bellevue officials likewise were
Pleased with Jensen•Oldani's work.
Personnel direclorHoward Strickler
estimates that the city has hired the
firm on about nine occasions, each
time costing between $8,000 and
$12,000. Jensen•Oldani was hired for
the recniitingpmcessthat led toselec.
tion of former city manager Andrea
Beatty, first swiped from Austin, and
later swiped from Bellevue by Gov.
Booth Garner.
Several officials indicated thatgo.
Ing
with professional recruiters
makes economic and political sense:
Economic senm b"ause even though
it meanscash upfront, it's money well
spent to ensure that, over the long
haul, the right person is chosen to
oversee budgets and make key deci•
sfons;polilical sensebecause it can be
awkward forapublicagency'spersom
nel department to pick its own boss.
In the case of Jensen-Oldani, the
If the person hired by one of its
clients fails to work out within that
period, Jensen •Oldoni will do an.
other search for free, except for out.
Of • pocket expenses. So far, no one
hastaken lhemup on the offer.
Reprinted from the Seattle Times,
June 14, 1985 ? 71
EXECUTIVE
RECRUITMENT
THE PROFESSIONAL APPROACH
RALPH ANDERSEN 6 ASSOCIATE S
SACRAMENTO• DALLAS
............. n.-..-......4'.Y-Ynw....t-�
THEAPPROACH
Ralph Andersen & Associates uses a process
designed to meet the needs of the client while
serving as its representative with prospective
candidates. A successful search is characterized by
hard work and a comprehensive workplan. Ralph
Andersen & Associates has a proven approach and
an outstanding team of professionals available to
assistyou. A brief overview of the thorough
approach to executive recruitment used by Ralph
Andersen & Associates is described below.
UNDERSTAND THE CLIENT'S NEEDS
Each assignment begins bymeeting with the client
to identify the experience, skills, and personal
background desired for the position. Ralph
Andersen &'Associates' staff assist the client in
reaching consensus on the desired characteristics.
The results are documented in a written profile and
used throughout the search to assure the client's
needs will be effectively met.
CANDIDATE IDENTIFICATION
Candidate identification is the heart of an executive
search process. First, Ralph Andersen & Associates
develops an effective advertising program,
including the placement of display advertisements
in appropriate publications. Second, and more
Important, Ralph Andersen & Associates' staff use
their extensive, nationwide contacts to identify out-
standing potential candidates. Those identified are
invited to apply through the use of a comprehensive
information packet. A follow-up call is made to
review the career opportunity.
BACKGROUND REVIEW
Afterthe filing date, all resumes are reviewed
against the position requirements initially prepared.
Potential top candidates for the position are idenli.
lied and each is interviewed in person by Ralph
Andersen & Associates'sta1L Detailed work-related
background checks are performed to assist in gain -
Ing an understanding of the candidate's experience
and past performance.
3 7Z
CLIENT REVIEW AND ASSISTANCE
Upon completion of the background review, Ralph
Andersen & Associates' staff meet with the client to
provide a comprehensive briefing on the results of
the search. The review includes providing verbal
T and written reports on those candidates that most
closely match the client's needs. Ralph Andersen &
Associates' stall assist in making arrangements
for the selection process and attend the interviews
to serve as a resource to the client. if desired,
Ralph Andersen & Associates can conduct assess-
ment centers and assist in negotiating a compensa-
lion package with the successful candidate.
STATUS REPORTS
Ongoing communication is an important part of the
search process. Ralph Andersen & Associates pro-
vides written, biweekly status reports to the client
and continuing communication with the candidates.
i
Ralph Andersen & Associates provides executive
recruitment services for a wide range of positions:
■ Chief Executive ■ Economic
■ Engineering Development
■ Public Works ■ Utilities
■ Budget and Finance • Transportation
` ■ Public Safety ■ Data Processing
■ Planning ■ Housing
■ Legal ■ Parks and Recreation
■ Maintenance ■ Investment
■ Redevelopment Management
■ Association • Personnel
Executives ■Human Services
■ Community ■ Public Transit
Development
I
3 X02
rT
JORM MICROLAB
'ARGET SERIES MT -8
OF
PRECEDING
DOCUMENT
Increased competition among agencies and
decreased mobility of executives are among the
reasons the recruitment of top quality managers
and technicians has become more difficult.
Borrowing the concept from the private sector,
public agencies have increasingly turned to
executive search firms for assistance. For more
than 14 years, Ralph Andersen & Associates has
provided executive recruitment services to cities,
counties, special districts, and professional
associations, as well as to private sector clients.
ME==
Headquartered in Sacramento with a regional
office in Dallas, Ralph Andersen & Associates
provides a full range of management consulting
services to governmental agencies. The firm's
operating divisions are: 1) Executive Recruitment;
2) Organization and Management; 3) Financial
Management; and 4) Personnel Management. All
Ralph Andersen & Associates senior staff have
experience as managers and administrators, in
addition to broad consulting experience.
EXECUTIVE RECRUITMENT DIVISION
i In response to a substantial increase in the use
of executive search firms generally and the services
of Ralph Andersen & Associates in particular, a sep-
arate division was established to conduct executive
search assignments. Ralph Andersen & Associates
has become a leader in executive recruitment as
a result of our thorough understanding of local
government, the practical experience of our staff,
and the use of a comprehensive approach.
3? -z
i
i I
CLIENT REVIEW AND ASSISTANCE
Upon completion of the background review, Ralph
Andersen & Associates' staff meet with the client to
provide a comprehensive briefing on the results of
the search. The review includes providing verbal
f and written reports on those candidates that most
closely match the client's needs. Ralph Andersen &
Associates' staff assist in making arrangements
for the selection process and attend the interviews
to serve as a resource to the client. If desired,
Ralph Andersen & Associates can conduct assess-
ment centers and assist in negotiating a compensa.
! tion package with the successful candidate.
STATUS REPORTS
Ongoing communication is an important part of the
search process. Ralph Andersen & Associates pro-
vides written, biweekly Malus reports to the client
and continuing communication with the candidates.
Ralph Andersen & Associates provides executive
recruitment services for a wide range of positions:
■ Chief Executive IN Economic
■ Engineering Development
■ Public Works ■ Utilities
■ Budget and Finance ■Transportation
■ Public Safety ■ Data Processing
■ Planning ■ Housing
■ Legal ■ Parks and Recreation
■ Maintenance ■ Investment
■ Redevelopment Management
■ Association • Personnel
Executives ■Human Services
■ Community ■ PubllcTransit
Development
I
3 702
i
i�..naJ...ca..�...........t....a-..w.v:::::_.................A-.............�.w........n......y.v.v........v..,..
I
T i The executive recruitment team at Ralph
Andersen & Associates is comprised of:
■ Gary Brown, D(vis(on Manager -25 years of
experience in local, stale, and federal govern-
ment specializing in executive recruitment,
executive development, assessment centers,
strategic planning, and organizational analysis.
Priortojoiningthe firm, heserved asChief of
Police for the City of San Clemente, California.
■ Jim Morrison, Principal Consultant—
broad experience in executive recruitment,
personnel administration, finance and general
administration. He has served as Assistant
City Manager for the City of Redondo Beach,
California and, immediately prior to joining
Ralph Andersen & Associates, served as City
Administrator of Santa Paula, California.
■ Bob Murray, Principal Consultant—direct
responsibility for all areas of local government
administration and management with special
expertise in finance, public works, and public
safety. He served as Assistant to the City
Manager in Walnut Creek, California and City
Managerof Olympia, Washington.
■Chris Hartung, Regional Manager (Dallas)—
* served in key management positions for
the Cities of Garland, and White Settlement,
Texas and, priortojoining Ralph Andersen &
Associates, served as City Manager of Denton,
Texas. He is experienced in all areas of local
government Including utilities.
Ralph Andersen, Chairman, and Clayton Brown,
President/CEO, on
to be involved in the firm's
executive recruitment practice. Both have broad
experience in local government and have conducted
numerous executive recruitments.
L
r
The typical executive search assignment
takes from 60 to 90 days. Partial and fast-track
recruitment services are also available to meet the
specific needs of the client.
Costs for conducting a recruitment vary
depending upon the scope of work. Ralph Andersen
& Associates uses a fixed fee for professional
services plus reimbursement of out-of-pocket
expenses. Partial and fast-track recruitments are
typically lower in cost.
For further information regarding Ralph
Andersen & Associates' approach to executive
recruitment, contact Gary Brown in Sacramento
or Chris Hartung In Dallas.
1446 Ethan Way, Suite 101
Sacramento, California 95825
(916) 929-5575
3880 West Northwest Highway
Suite 230
Dallas, Texas 75220
(214)956-7097
i
3
r
4...... . ..... ... . - ..... _ a. _ _. —. ... ..... ..._. o...............
t .•
.i
fA
WORKPLAN FOR THE
RECRUITMENT OF THE
CITY MANAGER
CITY OF IOWA CITY
f
�
1 I
+11f
E
'd
:
� ..........1 ........ ...... u ............... ...... _................ ............. ...... ....... ..... ..I.
rA
Ralph Andersen 1446 Ethan Way 388D West Northwest Highway
& Associates suite 101 suite 230
Sacramento, CA 95825 Dallas, TX 75220
(916)929.5575 (214) 956.7097
CITY OF IOWA CITY, IOWA
CITY MANAGER RECRUITMENT
DISCUSSION OUTLINE
I. Ralph Andersen & Associates
A. Services
i
B. Local Government Orientation
II. Executive Recruitment Division
A. Experience With Elected Officials
B. Recent City Manager and Other Executive Recruitments
1. Arlington, Texas
2. Austin, Texas
3. Costa Mesa, California
4. College Station, Texas
5. Des Moines, Ionia
6. Eugene, Oregon
7. Fresno, California
8. Grand Junction, Colorado
9. Grand Prairie, Texas
10. Glendale, Arizona
11. Lubbock, Texas
12. Munster, Indiana
13, Oxnard, California
3X2-
,0,
V r'
....1....�......•..........
City of Iowa City, Iowa rA
City Manager Recruitment
Discussion Outline
Page Two
C. National Scope
1. ICMA Conference Speakers
2. Advisory Committee, Local Government Talent Referral
Service (ICMA)
3. TCMA, "Now To Recruit" Manuals
a. Councils
b. Managers
4. State Associations and Leagues of Cities
a. Colorado Municipal League (Colorado Municipali-
ties), Florida City and County Management Asso-
ciation, and Texas Municipal League (Texas Town &
City)
III. Recruitment Process (see attachment)
IV. Staff
A. Gary Brown, Executive Recruitment Division Manager
B. Bob Murray, Principal Consultant
C. Jim Morrison, Principal Consultant
V. Cost
A. Professional Services, $11,000
B. Reimbursement of Direct Expenses
IV. Timing
3 702
.a...,..,...,......:.....,..,,< ......... :............ .......a_._...,.,.
rA
Ralph Andersen 1446 Ethan Way
3880 West Northwest Highway
& Associates suit: 101
Suite 230
Sacramento, CA 95825
Dallas, T% 75220
(916)929-5575
(214)956-7097
CITY OF IOWA CITY, IOWA
CITY MANAGER RECRUITMENT
RECRUITMENT PROCESS
OVERVIEW:
I
o Facilitate concensus view of position requirements
o Aggressive candidate identification process
i
o Open process
o Thorough screening
o Field interviews
o Thorough background checks
o Detailed briefing
o Selection assistance
o Negotiation assistance
o Continuing contact regarding status.
RECRUITMENT PROCESS:
1. Review the position with the City Council
2. Coordinate all recruitment activities:
A. Identify outstanding potential candidates
B. Invite candidates to apply
C. Prepare and implement advertising program
D. Contact all candidates invited to apply
E. Respond to all inquiries
3. Review and screen all applications
A. Compare with position requirements
B. Comparative analysis
3 7.?-
City of Iowa City, Iowa rn.
City Manager Recruitment
Recruitment Process
Page Two
4. Conduct work-related background checks
5. Conduct field interviews with top candidates
T E 6. Conduct follow-up background checks
7. Develop list of finalists
I A. Top candidates
B. Listing of all applicants
8. Arrange for interview/selection process
g. Assist in interviews and negotiations
10. Close the recruitment
I A. Advise all applicants of status
B. Prepare letters for finalists not selected
C. Provide feedback to finalists, if requested.
I
L.
i
i
372
i.
I
r
t
A PROPOSAL
FOR
( EXECUTIVE RECRUITMENT ASSISTANCE
f
IOWA CITY, IOWA
CITY MANAGER
Prepared By:
RALPH.ANDERSEN b ASSOCIATES
1446 Ethan Way
Suite 101
Sacramento, California 95825
(916) 929-5575
5950 Berkshire
Suite 800
Dallas, Texas 75225
(214) 891-3091
February, 5, 1986
t
Prepared By:
RALPH.ANDERSEN b ASSOCIATES
1446 Ethan Way
Suite 101
Sacramento, California 95825
(916) 929-5575
5950 Berkshire
Suite 800
Dallas, Texas 75225
(214) 891-3091
February, 5, 1986
�A
Ralph Andersen 1446 Ethan Way, Suite fol 5950 Berkshire, Suite 800
& Associates Sacramento, CA 95825 Dallas, TX 75225
(916) 929-5575 (214)891.3091
February 5, 1986
Mayor William M. Ambrisco and Members of the City Council
City of Iowa city
410 East Washington
Iowa City, Iowa 52240
r
I
Dear Mayor Ambrisco and Members of the City Council:
Thank you for inviting Ralph Andersen A Associates to submit a prop-
osal to assist Iowa City in conducting an executive recruitment for
the position of City Manager, we are pleased to have this oppor-
tunity to describe the qualifications and experience of our firm and
i
staff and to recommend a search strategy.
r' Ralph Andersen 8 Associates has one of the largest executive search
practices in the country specializingin sector
ments. In addition, through three othr diviscions(0 ganizationuand
Management, Personnel Management, and Financial Management) of the
firm, Ralph Andersen S Associates provides a broad range of consult-
ing services to local governments throughout the nation. The entire
staff of Ralph Andersen A Associates works with local governments
and local government associations on a daily basis. This continuing
involvement and understanding of the activities and services of cit-
ies enables our firm to provide executive search and other services
to our clients from a base characterized by broad experience and es
understanding of the issues facing local government. an
(' Ralph Andersen b Associates has been in business for over fourteen
years and currently has more than thirty-five staff members at
offices in Dallas and Sacramento. Over the past fourteen years we
have conducted hundreds of executive recruitments for local govern-
ments and local government associations throughout the nation.
These recruitments have included every type of position' including
city manager, department head, and a variety of technical positions.
In every assignment, a satisfactory candidate was identified and
hired by our client. Interestingly, all but a few of the indivi-
duals hired by our clients are still in the position for which they
were recruited.
Executive search is a highly personalized service. Evidence of the
„ success of Ralph Andersen d Associates at providing high quality
serthevice continued growthlocal ofouter executive irecruitment business, and record,
large number of clients that repeatedly retain our firm.
3 7�Z
H tl(at\fit\tat\\-tai•\tartar(taav:nnv.v::::�:-:-........... -... ...
Mayor William Ambrisco
City of Iowa City
Page Two
In conducting the recruitment for the City Manager for City Manager,
our responsibility is to serve as staff to you and to handle all
aspects of the recruitment until a selection is made. Over the past
f' fourteen years we have developed and refined a recruitment process
I. that is highly successful. The major features of the process used
T by Ralph Andersen 6 Associates are:
( • Understand
your needs and requirements for the position of
City Manager:
- Meeting with the City Council to identify the desired
background, professional experience, and personal
characteristics
- Document the position requirements in a profile for the
position.
a Conduct an aggressive candidate identification process
�.. including:
- Contacting a variety of sources and leaders in the field
throughout the nation to identify outstanding potential
candidates
- Developing and implementing an effective advertising
campaign.
�. • Direct contact with outstanding potential candidates including:
- Preparing and mailing recruitment brochures and
invitations to apply to all outstanding potential
candidates
- Discussing the position with each of the outstanding
potential candidates.
• Conducting a thorough screening process including:
+ { - Reviewing all applications against the position profile
- Conducting thorough work-related background checks
- Conducting face-to-face interviews with the top
candidates.
• Brief you on the results of the recruitment including:
- Preparing summary sheets listing all applicants
- Recommending the top group of candidates from which you
select those you want to interview
- Providing oral and written briefings regarding the
background and experience of the top candidates.
• Assist in the selection process by:
- Making all arrangements for the final interviews
- Preparing an interview booklet for use by you at the
interviews
- Being present at the candidate interviews to assist you.
(A
3 7Z
r•�aJi.;v vaavv.R v vv. t.'....=.c ..a vv.Rv..w.•n.�:..v:: ravv :v...
Mayor William Ambrisco
City of Iowa City
Page Three
(A
Throughout the recruitment process Ralph Andersen b Associates will
handle all coordinating activities relating to the search. These
activities include providing applicants with information, responding
r r to requests for information, and providing you with periodic status
reports. If desired, we are available to assist you in negotiating
the final compensation package with the selected person.
All of the recruitments conducted by Ralph Andersen d Associates are
nationwide in scope. Whether our client is located in Iowa,
California, or Virginia, our candidate identification process
Includes making contact with individuals throughout the nation.
Ralph Andersen 6 Associates has conducted a large number of exec-
utive recruitments for local governments. Among recent City Manager
�- recruitments conducted for local government organizations are the
following:
• Chandler, Arizona
a Oxnard, California
a Costa Mesa, California
a College Station, Texas
• Kerrville, Texas.
Although we will want to discuss a specific search strategy with you
prior to beginning the recruitment, our preliminary strategy would
include the following:
• Gain a thorough understanding of the programs and services
t.
offered by Iowa City
• Identify the requirements for the position in teras of
experience and personal characteristics
• Identify the short and long-term objectives for the City that
you will look to the new City Manager to achieve
a Make contacts throughout the nation with leaders in local
government to identify outstanding potential candidates
• Use our knowledge of local government in Iowa and generally as
well as our understanding of the position and important issues
' facing the City to review the position with outstanding
potential candidates and stimulate their interest in the
position
3 7d
./I
Mayor William Ambrisco
City of Iowa City
Page Four
a Present the City Council with an outstanding group of
candidates from which to select the new City Manager.
To assist you in the review of the approach and experience of Ralph
Andersen Ai Associates, the balance of this
proposal contains the
following sections:
f
• Section I - Our Approach to the Project
• Section II - Corporate Qualifications and Staff
• Section III - Project Timing/Cost
• Appendix - List of Past City Manager Recruitments.
We look forward to meeting with you and other members of the Council
r'
at the beginning of the assignment in order to more fully consider
the important responsibilities and characteristics associated with
j
the position of City Manager. We appreciate the opportunity to pro-
vide this proposal and are
�.,
prepared to discuss it with you at your
convenience. If you have any further questions, please contact Gary
Brown in our Sacramento office.
Sincerely,
j:
RALPH ANDERSEN 3 ASSOCIATES
i.
I
is
t_
r•
J lot
Li .
SECTION I --OUR APPROACH TO THE PROJECT
The overall recruitment process that will be used on this assignment
is comprehensive and designed to achieve the following objectives:
a Assist the City Council in determining the most important
personal and professional characteristics required for the
position of City Manager
a Identification and recruitment of outstanding potential
candidates who possess the skills, abilities, and personal
characteristics identified by the City
e The conduct of work-related background checks, other than
police and credit checks, and a detailed analysis of the
experience of each applicant as a basis for developing a list
of recommended finalists for consideration by the City Council
*Presenting the City Council with the best possible group of
.candidates from which to select a new City Manager.
To accomplish these objectives, a comprehensive recruitment program
must be undertaken. The following tasks describe the program for
the recruitment of a City Manager for the Iowa City:
TASK 1 --REVIEW THE POSITION WITH THE CITY COUNCIL AND ASSIST IN
OBTAINING AN INITIAL CONSENSUS REGARDING DESIRABLE WORK
EXPERIENCE AND PERSONAL CHARACTERISTICS
It is important that the City Council and others be initially
involved in identifying the skills, abilities, and personal
characteristics for the position of City Manager. These
recruitment criteria will serve as a profile of the City Manager
1
(A
3 7z
3
Mi\h Nl...:'t♦ cw.. n ay.vv.h...:..wr •:::............ ....................... n....nvm
rA
Position and will be used as a guide for all subsequent recruit-
ment activities. We will assist in obtaining a consensus on the
recruitment criteria by:
�- • Meeting with the City Council in order to identify their
respective interests and concerns relative to the posi-
tion of City Manager and to review related goats and
objectives of the Iowa City
I r • Developing and reviewing with the City Council
suggested
guidelines for the overall recruitment process, including:
- Background, experience and
personal characteristics
required for the position
- Timing of events
- Advertising procedures and sources
- Compensation levels and related terms and conditions
of employment.
In addition, we will obtain and review a variety of documents
and materials relating to the City and the City Manager position
that will assist in providing a comprehensive understanding of
the organization. These include such items as organization
charts, current budget, financial reports, and other reports and
documents. I/
TASK 2 --COORDINATE 'ALL RECRUITMENT ACTIVITIES AND INVITE
OUTSTANDING POTENTIAL CANDIDATES TO APPLY
Based upon the recruitment criteria developed, we will:
• Prepare an effective advertising campaign
• Make personal contact with appropriate leaders in the
field in order to develop a list of outstanding potential
candidates
2
3 7 -z -
i
rA
%4
• Prepare a personal invitation and information brochure to
be sailed to each Outstanding Potential candidate.The
material will invite the individ al top
a and provide
r
a detailed description of what the City Is looking foriin
a new City Manager
r -
a Make personal contact with each individual who is invited
to apply in order to fully review the position
a Respond to inquiries from all applicants and potential
applicants regarding the job opportunity.
In summary, this Task is designed to assure that Ices City
receives a significant response from quality candidates.
'-
TASK 3--REYIEN AND PRELIMINARILY SCREEN ALL APPLICATIONS FOR
POSITION THE
�•
We will receive and acknowledge all applications. After the
deadline for filing resumes has passed, each resume will be
carefully reviewed and analyzed on a conparative basis with
1,
others to determine the extent and nature of the background and
experience of each applicant. Those candidates whose experience
and qualifications most clearly meet the recruitment criteria
will be subject to detailed background checks.
TASK 4--CON1)1CT DETAILED BACKGROUND -NECKS
Extensive background checks will be conducted with a variety of
work-related references. Contact will be made with those refer-
ences listed by the applicant, but we will also talk with other
3
37.2—
%4
individuals with whom we have worked in the past and in whose
Judgment we have confidence. The purpose of the background
r checks is to obtain a consistent assessment of the strengths and
weaknesses of each applicant.
r
TASK 5 --CONDUCT INTERVIEWS WITH TOP CANDIDATES
Based upon the results of the background checks, we will identify
a limited group of applicants with whom we will conduct face-
to-face interviews.
TASK 6 --DEVELOP A RECOMENDED LIST OF FINALISTS
Based upon our analysis of the background and experience of each
applicant as obtained through a review of resumes, detailed
background checks, and our interviews, a recommended list of
finalists will be prepared. We will also prepare summary sheets
listing all applicants, and these will be reviewed as part of a
comprehensive briefing for the City Council on the results of
the recruitment process. While we will recomaend a specific
group of finalists to be interviewed, the City Council will
decide who and how many will be interviewed.
TASK 7 --ARRANGE FOR THE EVALUATION OF FINALIST CANDIDATES
Once the list of finalist candidates has been confirmed, we
will, in cooperation with appropriate City staff, contact each
finalist to arrange and schedule personal interviews with the
City Council. To assist in preparing for the interviews, an
Interview Booklet will be prepared and delivered prior to the
interviews. It will include a summary of the background and
experience of each candidate, the resumes as submitted by each
candidate, rating sheets, and suggested interview questions.
4
VOL
.37.2-
j
TASK 8 --ASSIST IN THE FINAL INTERVIEWS/NEGOTIATIONS
We will participate in the interview and, if requested, help
(' facilitate the deliberations in determining the top candidate.
If requested, we will assist the in negotiating a complete coo.
pensation package.
Throughout the recruitment, we will provide the City Council with
written status reports. At the conclusion of the assignment, we
will advise all applicants of their status.
5
M
;M
1.
;
5
M
;M
iHval\aa�.......-.....a,iaia a!
SECTION II --CORPORATE QUALIFICATIONS AND STAFF
rA
6
.37.2—
Ralph Andersen b Associates was organized in 1972 and currently
operates with offices in Sacramento and Dallas. The firm Provides a
r-
broad range of consulting services to local governments, other
governmental organizations, state and national associations rep -
T r
resenting local governments, and the private sector. Services
are
provided to clients through four divisions of the firm; Executive
Recruitment, Organization and Management, Personnel Management, and
Financial Management.
i
i
�.
The Executive Recruitment practice of Ralph Andersen d Associates is
among the largest in the nation specializing in conducting searches
f`
for cities and other local governments. Hundreds of executive
recruitments have been conducted over the past fourteen years and
candidates identified and selected in every case. The staff
con-
ducting executive recruitrents for Ralph Andersen 3 Associates
are
experienced as recruiters, consultants, and importantly, each has
worked in local government prior to joining the firm.
The executive search for the position of City Manager will involve
the following team;
.r
ams.,. BrownDivision Manager of Executive Recruitment for Ralph
Andersen d Associates will oversee the City Manager recruitment for
Iowa City. Mr. Brown has over twenty-five years of local government
experience primarily in the law enforcement field. He was Chief of
�-
Police for the City of San Clemente before joining the firm. He has
i
broad experience in executive recruitment and selection including
i
the use of assessment centers and has written and taught extensively
j,
in the areas of executive development. Mr. Brown earned his
Bachelor's Degree at California State University, Sacramento, and
his Master's Degree in Public Administration at the University of
Southern California,
I
u
6
.37.2—
rA
Jim Morrison, Principal Consultant in the Executive Recruitment
Division, will work jointly with Mr. Brown in the recruitment of a
( City Manager for Iowa City. Mr. Morrison served as an Assistant
I . City Manager in Redondo Beach, California prior to serving as the
r
City Administrator for Santa Paula for eight years. Mr. Morrison
has a Bachelor's degree from La Verne College in Public
Administration.
i
Bob Murray, a Principal Consultant in the firm's Executive
Recruitment division will assist Mr. Brown and Mr. Morrison in the
r., City Manager recruitment for Iowa City. Mr. Murray has over fifteen
years of local government experience in a variety of positions.
Prior to joining the firm, Mr. Murray was City Manager of Olympia,
Washington. Mr. Murray has a Bachelor's degree from the University
of California at Berkeley and has completed graduate courses at
r California State University, Hayward.
Ralph Andersen, Chairman of the Board and Clayton Brown, President/
CEO, will also assist in identifying potential outstanding candi-
dates for Iowa City.
• i
i;
3
M'aii<+iaTavJ.a.at to\`.aaa.\:ci.a.t..n..:v.,v.v: +: = s'a.a�iw\..awa�.,...R,...,.�........vay..v...v......, .y.v.•....wrvwa�r �`
SECTION III --PROJECT TIMING/COST
V
i
37.2-
Ralph Andersen b Associates is prepared to proceed imnediately on
this assignmentand anticipate that finalists can be confirmed within
F
a 60 to 90 day period after the initial meeting.
T -
The cost of professional services for the recruitment of the Director
of Insurance Services will be ;11,000. The fixed fee for
i
professional services covers all search activities including:
�•
t
• All meetings with the client to develop the position profile
• The candidate identification process
-
• Background checks
r
• Face-to-face interviews with top candidates
• Meetings to brief the client on the results of the recruitment
• Preparation for and participation in the selection process.
The only costs for which the City would be responsible, in addition
to the fixed fee for professional services, is the reimbursement of
out-of-pocket expenses for such items as advertising, printing,
postage, clerical services, long-distance telephone charges, and
travel,
i•
8
V
i
37.2-
;a
APPENDIX
PARTIAL LIST OF PAST CLIENTS
;f RE: CITY MANAGER RECRUITMENTS
f�
i .
i
f.
.I
'' 9
�A
i
A enc
Position
City of Bel Air (Texas)
City Manager
City of Casa Grande (Arizona)
City Manager
City of Chandler (Arizona)
City Manager
City of Claremont (California)
City Manager
City of College Station (Texas)
City Manager
r-
City of Costa Mesa (California)
City Manager
City of Des Moines (Iowa)
City Manager
City of Eugene (Oregon)
City Manager
('
City of Fountain Valley
(California)
City Manager
City of Fremont (California)
City Manager
City of Fresno (California)
City Manager
r
City of Gilbert (Arizona)
City Manager
City of Kerrville (Texas)
City Manager
-
City of Modesto (California)
City Manager
City of Munster (Indiana)
City Manager
i'
City of Oxnard (California)
City Manager
City of Palo Alto (California)
City Manager
City of Paradise Valley (Arizona) City Manager
City of Redondo Beach
(California)
City Manager
City of Salinas (California)
City Manager i
Ll
City of Springfield (Oregon)
City Manager
City of Sunnyvale (California)
City Manager
City of Ventura (California)
City Manager
L
City of Walla Walla (Washington)
City Manager
'r
10
i
14r
i
are the consultants professional
management consulting services,
ates has
ana-
lysts with the ability to understand
grown oma mrsenal, local officeorgan.organ-
ized in 1972 into a substantive firm
large and and small organizationslex management iems in
, but they.
providing a full range of consulting
also possess a high level of technlcal
expertise acquired as
assistance to both the public and
Private sector.
operational
managers in government and buss -
r >;i
ness Prior to joining the firm. This `
combination of analytic skills and
success are the result of a demon-
prac-
ficai experience provides them with.
strafed ability to help public and
I
t
private,sector clients solve a wide
tions that are technically sound and "
w�
is
certain management and finance-
.work effectively with managers in the r
related areas, the firm now has a
Public and private sector, employees
diversified management consulting
Nationally recognized as a leader in
are the consultants professional
management consulting services,
ates has
ana-
lysts with the ability to understand
grown oma mrsenal, local officeorgan.organ-
ized in 1972 into a substantive firm
large and and small organizationslex management iems in
, but they.
providing a full range of consulting
also possess a high level of technlcal
expertise acquired as
assistance to both the public and
Private sector.
operational
managers in government and buss -
The firm's significant growth and
ness Prior to joining the firm. This `
combination of analytic skills and
success are the result of a demon-
prac-
ficai experience provides them with.
strafed ability to help public and
the Insight necessary to develop solu-
private,sector clients solve a wide
tions that are technically sound and "
range of problems. Initially limited to
workable. In addition; their ability to . .
certain management and finance-
.work effectively with managers in the r
related areas, the firm now has a
Public and private sector, employees
diversified management consulting
and labor representatives; elected offs, -
Capability In four, separate but Inter.
:.cials, and citiien groups;also helps to;
related areas'=Arganization and
Management, Personnel Management
assure that the solutions are accept -
able and can be implemented
Financial Management and Gi ecu
live Recruitment
The ability of Ralph Andersen &
Just as the.type of service has ex
„' Aates to etfechvety analyze
•.e...arywn u
Associates for
a
Success at Ralph Andersen 8 Asso.
ciates is measured In terms of the
i
Because there are no patent solufens
al Ralph Andersen &Associates far
development Implementation of a
practical solution; and the approach to
;management consulting projects, the
firm's approach focuses on the;client
determining that solution is based on a
thorough; systematic consuRmgpro -'
`. and the particular needs of the assign
While
cess, incorporating ne respons!veness to
Individual client needs..
ment the process varies with
the individual project and the type of 7
• :
assistance needed, each assignment
1 Senior level project managers draw
typically begins by reviewing a work
progrem_w th the client to identity par
upon the resdurces of the entire firm
to insurethe'successful completion
ocular Issues problems and objet ;.
fives so tfiet the ultimate solution can j
df each ordlect- Onrw rtio e..., ti�� .:.
k_ ._. __' - ,, -.,. 1 !
..............
7 I
Organization and Management.,
assignments cover a range of practi•'
'
■ Development of administrative
systems and procedures. ;
o cal problems and questions that can
exist In any organization. While the
can
■ Analysis of alternative methods
for including
4/ �`•.....J..:W.mctJ fJ'J+. i^
O
�.77
natura of the problem or question
these assignments are similar in
providing service,
contracting, consolidation and
Determine FaesI6111ty
vary,
that theyare aimed it Identifying opwJ
in-house techniques to enhance a
+. Conduct
porturilties to improve by'delivering
producliwry
k -• ; z .: � ,
-ervice In a more timely, responsive
. . ,.. r_ ;• and cosl:effective mannerjypically�.De'veiopment
of organizational �
ll l ,.plience with atlirmative action
-��irnriulremeMS. �•� :-• •• .
(
GL
Gather Dets Understand Practical Situation
77
Review Documents , Identify 6 Evaluate Alternatives
..
Y'1
4/ �`•.....J..:W.mctJ fJ'J+. i^
O
�.77
r r
Intervlewa
Determine FaesI6111ty
ReviewUnlquo Conaldorations�
+. Conduct
�^
r
.,�
..�
X,�---+��••�••'•-�--'0•,
Policy Considerations
, ��, Review Fiscal implications
Finalize Workplan
Determine
5
_ -- --•-
3
L1
! • I. "��. r
,
1, r
Develop Action Plan
Identity Responsibility
...... r.. , ... soruaons met can oe impiamonioo . . ,... .
t
Provide Optlons Confirm Timetable d Prepare Materials
tR ?er• i h,i �s,y.�. -, A .}�., "' t• \ ..m: f .,r.. l^ -. - "-
Review With Those Affected Conduct Training
Financial Management assignments
■ Determination of economic
n i ;
range from determining the fiscal
feasibility for proposed projects
-I •,'` I r , ' I i "`
Impact and economic feasibility of
and programs.
annexation, new development, and
redevelopment; to more specific
■ Analysis of revenue needs and
studies of revenue needs and sources
;'.''revenue•raising;altematives.
of finance, approaches,to budgeting
and accounting, and the development
0 Analysis of the feasibility of utillz .'
of long-term financial plans: Typical
ing redevelopment and tax intra-
Financial Management consulting
ment Unancing; including the,
„';,,I
assnmentsavIncludd
as
m aclonotherlooala soc
DBvelopment of improvednbudge.t „
.� Prepia on of long=term financial;; -`
Develop Action Plan
Identity Responsibility
...... r.. , ... soruaons met can oe impiamonioo . . ,... .
t
Provide Optlons Confirm Timetable d Prepare Materials
tR ?er• i h,i �s,y.�. -, A .}�., "' t• \ ..m: f .,r.. l^ -. - "-
Review With Those Affected Conduct Training
I• f
Ralph Andersen
& Associates
1446 Ethan Way 3880 West Northwest Highway
Suite 101 Suite 230
Sacramento, CA 95825 Dallas, TX 75220
(916) 929-5575 (214) 956-7097
EXECUTIVE RECRUITMENT DIVISION
SERVICES OFFERED
• Assistance to City Councils in the recruitment of City Man-
agers, City Attorneys, and other Council -appointed positions
• Assistance to City Managers and department heads in the re-
cruitment of key management staff positions in all areas of
city service
• Coordination of the entire recruitment process, including:
- Development of recruitment guidelines
- Preparation and placement of advertisements
- Identification of outstanding potential candidates
- Conduct of work-related background checks
- Assistance in the selection process
• Additional tasks included in our standard recruitments:
- Face-to-face interviews with potential candidates to
supplement background checks
- Attendance by the consultant at the interviews to assist
In the overall selection process
- Assistance in negotiating total compensation with the
finalist and preparing an employment agreement
• Assessment centers --for selection purposes
• Assessment centers --for management and staff development pur-
poses.
.37.2-
M
Ralph Andersen 1446 Ethan Way
& Associates Suite 101 3880 West Northwest Highway
Sacramento, CA 95825 Suite 230
(916) 929.5575 Dallas, Tx 75220
(214) 956.7097
PERSONNEL MANAGEMENT DIVISION
SERVICE OFFERED
• Classification studies that result in-
- Development of career ladder systems
- Preparation of up-to-date job descriptions and the allo-
cation of individual positions to appropriate classifica-
tions
0 Development and application of point factor job evaluation
system for both management and non -management positions
a Evaluation of pay equity considerations, including comparable
worth studies
• Development of innovative performance-based management compen-
sation programs
• Development of performance appraisal systems that are tailored
to both management and non -management positions
• Assessment of the personnel function including services, sys-
tems, procedures, organization structure, and staffing levels
• Preparation of personnel -related charter provisions, ordin-
ances, rules, and regulations
• Technical assistance agreements to provide as -needed service
to local public agencies on highly complex and sensitive per-
sonnel issues.
VT
�,
Ralph Andersen 1446 Ethan Way 3880 West Northwest Highway
& Associates suite 101 suite 230
Sacramento, CA 95825 Dallas, T% 75220
(916) 929-5575 (214)956-7097
ORGANIZATION AND MANAGEMENT DIVISION
SERVICES OFFERED
• Organization and Management Reviews of local govermnent agen-
cies
• Management Audits of departments and functions
• Analysis of Service Delivery Alternatives
• Staffing Needs Analysis
• Productivity Improvement
• Objective -Setting and Performance Measurement Systems
• Strategic Planning.
TYPICAL RESULTS/PRODUCTS
• Improved organization structure and reporting relationships
• Reduced costs and staffing reductions
• Reduced costs through contracting for service
• Impproved work methods and increased productivity
• ERMIPLES
- An $8,500 study of a Parks and Recreation Department
saved $120,000 in the first year
- A $15,000 study of four city departments saved $175,000
in the first year through consolidation and revised ser-
vice delivery methods
- A $12,000 organization review saved $30,000 in the first
year.
37.2--
t------ .. , .
Ili 62L
Ralph Andersen
& Associates
SERVICES OFFERED
1446 Ethan Way 3880 West Northwest Highway
Suite 101 Suite 230
Sacramento, CA 95825 Dallas, TX 75220
(916) 929-5575 (214) 9564097
FINANCIAL MANAGEMENT DIVISION
• Fiscal Impact Analysis Realistic revenue/cost impact
assessments which provide an
informed basis for decision-
making on development projects
of all sizes and types.
• Fiscal and Economic Impact A customized cost/revenue and
Assessment Systems local economic impact system
which is easily utilized and
updated by agency staff.
• Financing Alternatives . Development and analysis of
alternative financing methods
for services, capital projects,
and infrastructure.
• Financial Plans . Comprehensive financing plans
and strategies for immediate and
long-term needs of an entire
agency, or a specific service or
facility.
• Redevelopment Feasibility and
Implementation
•.Revenue Enhancement Through
New Or Improved Revenue
Generation, Including
Revision of Local Business
License Taxes
A complete service for determin-
ing redevelopment feasibility
(financial and blight determina-
tion), and assistance in the
Implementation process, includ-
ing tax increment revenue fore-
casts, assessment of fiscal
impact on other taxing agencies,
and preparation of the master
development reportrequired by
Section 33352 of the Health and
Safety Code.
Increased revenue for needed ser-
vices and facilities by evaluat-
ing and enhancing existing reve-
nue sources and fees, and devel-
oping new sources.
57z
JI
VIP
• Revenue & Expenditure
Accurate forecasts for assessing
Forecasts
immediate and long-term finan-
cial condition and developing
alternative strategies for iden-
tified needs.
• Financial Management
Assessments
A low-cost overview evaluation
of an agency's financial
management system, including an
assessment of:
- Accounting and financial
reporting systems
- Opportunities to generate more
revenue
- Organization and staffing in
the financial management area
- Budgeting for operations and
capital improvements.
0 Feasibility of Annexations
Identifying service and facility
and Incorporations
requirements, costs, and reve-
nues in order to assess the
financial feasibility of pro-
posed annexations and incorpora-
tions.
• Technical Research and
Sound, statistically valid find -
Evaluation
Ings, conclusions and recmnen-
dations based upon thorough
research and the firm's exten-
sive expertise in economics and
public finance.
3 yz
Irl
i
I
City of AlamedaEast
'At ameda County Training and Employment Boa d/
Yolo Community Services District
Associated Community'Action Program
Alameda
C ty;of EI Cerrito
EI Dorado County
-Contra Costa Transit District :.
City' of Anaheim
City of EI Monte
`City of EI Segundo
Associated Building Industry
Auditor General's Office =State of California
City'of Bakersfield
Eitckson Lumber Company ;
City of Escondido
City of Eugene (Oregon)
C ty of Baldwin Park
Bank of America
city of Eureka
i, City o1 Barstow,,
City of Fairfeld
"Bay Area Air. Quality Management District
City of FosterCity
Cityof Fremont;-
I, City
of Bellevue'(Washington)
Fresno County '.
City of Belmont;
',`City oi Beniaa ;
„
Fresno City and County Housing Authority
City'of Beverly 'Hills
Bodega HarbourHomecwner's Association
City of Galt
Clty of Gilbert(Arizona)
!
Glendale Unified School District.
Cityo Burbank;;
.City:ofGrIse Valley ` _
C H 2M Hill
City of Hayward
Callfomia Builders Coundl
C. of Hemet
, I , California Council of Civil Engtrieers
Incline Yllege General Improvement Distdd (Nevada)
F CatfomiaJoume
..V
: Cdyof Inglewood.~,
°' r
California Munici al U6Iit(es Assoc(ahon
P
Imperial County
„CelNoinia Perk'and Recreationoc
Siety ',,�
City of Irvine
"Jones and Stokes; Inc.
Calilomie"Research
CelHomla Roundtable -.1
Jud�ial Council State of Cakfomla
I:.J
California
m .. rv-. ,
School Boards Assoaahon
L",'Justice and Assodetes
, .
p •_ California SoWery of Muhicipal FlnanceOfficers
City of Kenai (Alaska)
City of King C4,:}' I
California State Legislature (Senate and Assembly)
City of Lafayette
City of Camadlki.`-> t Cake Conn
IOf, Campbell
cty
Cfty of Carlsbad,;:
of Lake Elsinore
Ltrio
Ceke Tahoe Unified School District'
Ci of Casa Grande (Arizona)
City of Lancaster
r.Cityof Chandler (Arizona)
Cityo1 Chko
:.
s City of Le Puente, ,?j
City of Chino
Ctty of Lawndale ," a
League of California Cities
City of Claremont:
Clty;of Clovis
League of Oregon Cities
City of Co use
Leisure World—.Laguna Hills
666 Colusa County
Commission
Lincoln Property Company
City of Uvennore : 1
on Peace Officer Standards and Training — Uvermore Amador Valley Water Management Agency
State of California
t oneJo Park and Recreation District
City of Loma Unda;
City of Las Gatos.n
Contra Costa County
Contra Costa County Water District
Los Medar' s Community Hospital District
City of Coronado ;;
Lucky Stores
City of Lynwood
olCosta Mesa . "
City of Madera
Cly;of.Covine ];;'
J Count Su rvisors Association of California
i f' 'Crocker
Madera County ".
City of Martinez
Land Com an
P y
City of Marysville
City of Davis
May Company
Department of Finance- State of California
McDonnell Douglas
City of Downey..
City of Menlo Park
j East Bay Dischargers Authority
Menlo Park Sanitary District
East, Bay Regional Park District
Mission Viejo Company
City of Modesto
City of San Pablo
Mono County
City of San Rafael
City of Monrovia
Santa Ana Valley Irrigation Company
City of Monte Sereno
Santa Barbara County
City of Montebello
City of Santa Clara
Montebello Redevelopment Agency
Santa Clara Valley Water District
City of Monterey
City of Santa Cruz
Monterey Conference Center
Santa Cruz County
Monterey County Housing Authority
Santa Fe Springs Redevelopment Agency
City of Monterey Park
City of Santa Paula
Multnomah County (Oregon)
City of Santa Rosa
Municipal Finance Officers Association
Santa Rosa Redevelopment Agency
National League of Cities
City of Saratoga
National Fire Prevention and Control Administration -
City of Sausalito
Natomas Company
Siskiyou County `
George S. Nolte and Associates
City of Snohomish (Washington)
City of Norco '.
Solano County.::
Northern California Power Agency
City of South EI Monte
' City of Oakland ''
City of South Gate
Oakland Port Authority
City of South Lake Tahoe
City, of Oceanside';
City of South San Francisco
City of Oxnard .
South Califomia Executwe Directors Assoc iation
-0ityoiPacifioGro ve
:Southem Caldomia'AssoaationofGovemments,
san nose a
City of San I
City ofSan I
San Mateo(
r