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Home My WebLink About2010-03-09 Info Packet^~ ~~~ ~' .~®~~~ -.~.~ CITY OF IOWA CITY www.icgov.org CITY COUNCIL INFORMATION PACKET March 9, 2010 MISCELLANEOUS IP1 Memorandum from City Attorney: Initiative to Change "bar entry" age from 19 to 18 IP2 Proposals from City Manager Search Recruitment Firms PROPOSALS -COUNCIL PACKETS ONLY AVAILABLE IN CITY CLERK'S OFFICE OR ON LINE (www.icgov.org) City of Iowa City MEMORANDUM Date: March 9, 2010 To: City Council From: Eleanor M. Dilkes, City Attorney Re: Initiative to Change "bar entry" age from 19 to 18 Attached you will find a copy of the Affidavit to Commence an Initiative to amend Section 4-5-8 of the City Code to change the "bar entry" age from nineteen(19) to eighteen(18). This proposed amendment is an allowable initiative and may proceed in accordance with the initiative provisions in Article VII of the City Charter. If the petition with the required signatures (2500) is submitted by May 7, 2010 and certified as sufficient by the City Clerk the measure will appear on the ballot at the November 2, 2010 general election unless it is adopted by Council. It is my understanding that the initiative petitioners are hopeful that the filing of a petition will prevent the Council from amending the current ordinance to change the "bar entry" age to twenty-one(21). It will not. The Charter is quite clear that Council action is affected by an initiative only when the initiative is adopted by the voters. See Charter, Sections 7.01(B)(3); 7.01(D). Cc: Dale Helling, Interim City Manager IPI Marian Karr, City Clerk AFFIDAVIT TO COMMENCE INITIATIVE OR REFERENDUM PROCEEDINGS STATE OF IOWA ) o COUNTY OF JOHNSON ) acs ~ v -: ~ ~. The undersigned petitioner(s) hereby propose(s) to commence initiative~gefer~endur~' proceedings pursuant to Article VII of the Charter of Iowa City. ~~ ~ 6 1. Each of the undersigned is a voter who is registered to vote in lov~.rca:~~ity~, 2. The undersigned will supervise the circulation of the initiative or r8'f'erendWn petition and will be responsible for filing it in proper form with the City Clerk of I Iowa City. 3. The name(s}, address(es), and phone number(s) of the petitioner(s) is (are) as follows (print or rype): ~6w~1 c;.~ ,^~, szz~ /~~. PK ( (~ .. ~_1T J~ZZ7 4. All relevant notices relating to the initiative or referendum proposal shall be addressed as follows: a e„ L~e ,-~ ~~, (Name of recipient) 3G ~ ~r / I vr~~.~Ul ~~<<,~ Street Address or Post Office Box ' 1~ SZZ~ City, State, Zip Code 3i~-s9 -3a~8 5. The ordinance proposed or sought to be reconsidered is attached hereto as an exhibit and by this referendum made a part hereof. l Witness my (our) hand(s) this _ day of /"' / .i- _Z Subscribed and sworn to before me, Notary Public, on/this ~~ day of rY1R~e~. ~~~ by D~ ~LL~ and ~ L~,~~~ , to me known to be the person(s) who executed the foregoing Affidavit, and who (or each, of whom) acknowledged that he/she executed the same as his/her voluntary act and deed. ~ CHAD DAN REWS Notary Public ° ~° Commiss n Nu per 709225 My ~ i ~Ex irea °w ~ 7 My commission expires % L , INITIATIVE PETITION PROPOSED PUBLIC MEASURE Whereas, it is in the public interest to provide that a person shall be an adult (18 years of age or more) to lawfully be on the premises between the hours of 10:00 PM to closing of any Iowa City Establishment holding a liquor control license, or a wine or beer permit, that authorizes on premises consumption. Now, therefore, be it resolved, that Article 4, Chapter 5, Section 8 of the City Code of Iowa City -entitled Persons Under The Legal Age in Licensed or Permitted Establishments -shall be modified to replace "nineteen (19) years of age" wherever and however it appears within such Section 8 with "eighteen (18) years of age." c~ ~ t? ~ ~ ~ ~ ...v c~ -~ =t c-~ ~ °° ~ :6 ~ -v o~ ~ ~ o N o W J u i ' Q Q Z ~ o n. a> - >; ~ ~ ~ ~ U o o~ ~o ~6~~ ~ c ~ o , • ~ ~ O ~ 3 a >' > ~ ~ w , }, v O }~ ~.i ~ ~ \ \ \ \ \ \ \ \ 0 A; ~ ~ Q ~ \ \ \ \ O ~ ~ N ~ O N 0 o U~ ~ o~ U Z °~~ 3m °~~~3 Q N U ~ ~. N p~~ F- o o p ~' '~~.~ c w . ~ W ~~ (0 _ o~rn -p -O ~ j~a~~ ~ ~ ~ O f~ d >,f° U~o cu~~> cn W 00 ~ C T~ N ~-. O ~ ~ ~ O ~ ~ a ~ v f6 . ~ F- ~L -~ ago y ~ ~ ~~ a ~ c}a •~n Q I" ' C N O (6 ~ ~-• ~ N Z ~ ~ u, a~ L ~ ~ ~ N N ~ fn O i ~ ~ •tn O O U +.. Q. N L ~~~ c N ~, ~ ~ ~ ~ ~,~ _ U ~ U a: Q ao c 3 ~~ - n~~ ~ i ~ m o3coo ~ m o ° UW ~ o~ o ..... o , w ~°'' y c v m~ ~ ~_' o~ aci 3 U • ~ ~ ~ m ~' ~ a " ~ 'p ~ V~ U N O N to `~ Q O rn C ~ o ~~~ Q ~ ~ ~ O~ U c6 m Z ~ a• to Q ~ ~ i ~ ~ O .~ O to ~ i E ~ c Y o ~. a 3 ` U ~ ~ ~ W a~i ° N 'd vii ~ c~a ~ ~ E ~ ~ c ~ .~ ~ o o G1 ~ ~ > a~ a~ ~~+,- U ~ .Sa o~Q o00 W •~ O~ y~ (a " p m N " („~ O- v- N 0 o a ~ N y Q ~ d - N to Vi a. m c~ m~NC m03 0`~y-m W ~ ~ •C ~ O o d w ~~ t i U ~'' c 0 ~ d C Q Z D +.. N N _ U ~ . W '- Y O d~ N d ~ O C • N N ~ ~ ~ ~ _ °~ O N .0 ~ ' ~- ~- O ~ a~ ~ ~ z aL~,~ pmt m r ~~, 3°'~, ~~~a~ ~~,-a~, ~ a o f a~~~ o c s z2 3 ~ N c~ a.s m ca ~ ~~~ li A I~01 10~ H -tl01 r ~~~„~~~ CITY DF IO1NA CITY ~,~~ --.~®~~~ D E M O RA N D~~ DATE: March 9, 2010 TO: Mayor and City Council FROM: Marian K. Karr, City Clerk RE: Ranking of Executive Search Firms Enclosed are copies of the responses to the RFQ that was sent to search firms regarding the City Management Recruitment. As you decided in your meeting, please review the responses and contact me with your rankings of the firms no later than March 22. You may drop off the ranking sheet in my office or contact me directly. I will be out of the office March 18 and 19. Please rank the firms with # 1 being your first choice and # 17 your last. Lowest score reflect the top choices. The total scores will be distributed at your work session March 22. Also enclosed is an evaluation tool which you might wish to use to assist you in ranking the firms. Company (Alphabetical Order) Ranking Affion Public Alliance Resource Consulting The Brimeyer Group, Inc Colin Baenziger Associates HR -One Source M&A Executive Search Craig Malin Management Resources Group McPherson & Jacobson, LLC The Mercer Group Inc. The Prothman Company Ralph Andersen & Associates Slavin Management Consultants, Inc. Springsted Incorporated Voorhees Associates, LLC Waldron & Company Waters-Oldani Executive Recruitment Please rank the companies and contact me with your rankings no later than March 22. I will be out of the office March 18 & 19. * RFQ asked for 11 copies. Only one received and copied made by staff for distribution. COMPANY: Ratings should be assigned a number between 0 (Unacceptable) to 10 (Exceptional) using the following guidelines: Exceptional -the proposal meets or exceeds the most important factors in a way that is beneficial to the City. Risk is low and the proposal indicates a very high probability of successful performance. There are no deficiencies in major areas or items. Acceptable -the proposal meets all significant factors. Risk is low and there is a good probability of success. There are no critical deficiencies and any other deficiencies can be readily corrected. Ma• rginal -the proposal does not meet some important factors. Risk is evident and there is a low probability of success. There are serious deficiencies in the proposal but they may be correctable. Unacceatable -the proposal does not meet several important factors. Risk is high and there is little likelihood of success. The proposal would have to be substantially re-written to make it acceptable. EVALUATION CRITERIA Qualifications and availability of key personnel Experience filling executive level positions with public sector organizations Experience with City Manager searches Experience utilizing a participatory process TOTAL SCORE Rating (1 - 10) SearchFirmRank.doc City of Iowa City Request for Qualifications City Manager Search Services March 8, 2010 *°~~ ~+ H s. +¢~m * ,y„~~<wa,. ~sM~n~s +}:.*.+xr,r ~c::-~~-..~,r,~'>,r"j~wi ~ P ': _ ti.'d;°% z =_Rj.~ c~ ;~ ~ n n o ~ ~ ~. O N o z ~ ~ o ,=-r ~ ~ s p N '-h Cl ~ O Z ~ O W R7 r-r _~ ~ N C f~7 N /1 O l O rt s m ~ ~ ~ N LJ W C!G C m ~ ~ ~ I'R l = ~ f~ ~ s '~' a a ~' ~ ~. o ~+ ~ v: 00 eo oe w N r i0 N N a~l~rl At}iunPubllc i ~ ~~~ ~'_I a`" L~'1}ii: vw~ra0iunpn(~li~ gum ~,(~ -- ~ 'U Noah We,-ni ~ureL ~m~c 'Ixl -I- ?Id l'(L, ~~~,. P _i L i _ H.vr .h.i rq. Prnu+yi~ani.i I-1 11 03/o8/2oio Marian K. Karr, MMC City Clerk Office of the City Clerk 4io East Washington Street Iowa City, IA 52240 Dear Marian: Allow me to introduce Affion Public to you. Affion Public is the result of a merger of Arcus Public, a nationally recognized executive search firm and Affinity Technology Consultants, an experienced technology advisory and consulting services company. Our HR Consulting Practice specializes in identifying and placing exceptional executive-level candidates within the Public Sector. We work with cities, states, and counties throughout the nation to define the profile of the ideal candidate and target similar organizations from which we attract the best and the brightest for delivery to you. We have built a successful practice on placing Public Sector Executives and have a reputation for developing excellent working relationships with the clients we serve. Affion Public has been involved with City Manager searches across the country and understands how important it is to work with the Council, Mayor and the local community in defining exactly what is needed in order to search for your next City Manager. Samplings of our City Manager placements are: • City of Austin • City of Corpus Christi • City of Irving • City of Lynwood • City of McKinney • City of North Richland Hills • City of San Antonio • City of San Marcos • City of Springfield We at Affion Public differentiate ourselves from our competition by seeking out passive, as well as, active candidates that will best meet the needs of our clients. Our commitment to diversity and success at targeting minority candidates has also helped to set us apart from other firms. By conducting searches in this manner we are able to provide a tailored pool of candidates rather than recycling the same candidates search after search. Our partnership approach and high quality of work fosters the level of comfort our clients value and deserve. With our high touch style, we'll be able to provide you with the attention that you warrant and deserve for this very important search. Our search process and collaborative approach has enabled Affion Public to conduct multiple searches for the majority of the clients we serve. On behalf of Affion Public, we will be thrilled to be your firm of choice! Please feel free to contact me directly at 888.321.4922 or via email at reillyC~affionpublic.com. I look forward to speaking with you in the near future. Best Regards, ~~~~~ Scott Reilly CEO, Aff~on Public n P U B L I C City of Iowa City Request for Qualifications City Manager Search Services 03/8/ZOio Affion Public 20 North Second Street Suite 200 Harrisburg, PA ~~~o~ • a~fion P U B L I L Table of Contents Table of Contents ............................................................................. .................................................................... t Company Profile .............................................................................. ....................................................................2 Why Affion? ..................................................................................... ....................................................................2 What We Do Differently ......................................................................................................................................3 Individuals Assigned to Search :..........................................................................................................................4 Project Plan ...................................................................................... ....................................................................6 Developing the Candidate Profile .................................................. .....................................................................6 Input from Stakeholders ..................................................................................................................................... ~ Candidate Pool ................................................................................ ..................................................................... ~ Affion Process in Screening ............................................................ ..................................................................... ~ Sourcing/Recruiting Candidates ........................................... ..................................................................... ~ Targeted Recruiting ................................................................ .....................................................................8 Screening/Qualifying Candidates .......................................... .....................................................................8 Background Investigation ...................................................... .....................................................................8 Selecting Finalists for Promotion to Client ........................... .....................................................................8 Internal Candidates ........................................................................ .....................................................................9 Client Selection of Candidates for Interview ................................. .....................................................................9 Client Interviews and Final Selection ............................................ .....................................................................g Hiring .............................................................................................. .....................................................................g Affion Statement on Diversity ........................................................ ................................................................... to City Manager Recruitment History :.............................................. ....................................................................ii Reference List ................................................................................. ................................................................... i3 City of North Richland Hills ................................................... ...................................................................13 City of Broken Arrow .............................................................. ...................................................................13 Russell Gale .............................................................................. ................................................................... i3 City of Austin ........................................................................... ................................................................... i3 y f y ..................................................................... Cit o McKinne ................................................................... 1 Total Cost for Conducting Search .................................................. ................................................................... i4 Guarantee ........................................................................................ ................................................................... i4 Client List ........................................................................................ ................................................................... i5 Cities :............................................................................................... ................................................................... i5 Counties :......................................................................................... ................................................................... i~ States :.............................................................................................. ................................................................... i~ Affion Disclaimer Copyright ©2009 by Affion Public, LLC. All rights reserved. Printed in the United States of America. The information in this document is the exclusive property of Affion Public, LLC. The data and trade secrets contained herein are submitted for use solely by the City of Iowa City. The reproduction of this document or any portion thereof, in any form, without the express written consent of Affion Public, LLC is forbidden. • a~fion P U B L I C 1 ComQanX Profile Affion Public is the result of a merger of Arcus Public, a nationally recognized executive search firm and Affinity Technology Consultants, an experienced technology advisory and consulting services company. We are deeply rooted in the public sector, providing technology consulting and human resources consulting and strategies for state and local government, education and non-profit organizations since 2000. Affion Public brings extensive experience and expertise to every assignment by providing comprehensive human resource and technology consulting strategies. Whether it's finding the perfect candidate for a key position, providing classification and compensation or assembling a seasoned team of technology operations people to tackle a tough problem, Affion Public has the solution. Our HR Consulting Division specializes in identifying the nation's best and brightest executives, and delivering those individuals to our Public Sector Clients. Our Partners are typically state, county, city, and government organizations as well as non-profits. Recognized as a leader in public sector executive searches, Affion has attained "preferred" vendor status or an exclusive relationship with the majority of its client partners. Affion's corporate headquarters is located in the heart of downtown Harrisburg, PA. Our address is: 20 North 2nd Street, Suite 200, Harrisburg, PA i~ioi 888-32i-4922 www.affionpublic.com We are different. As a company, our strengths lie in our people, our passion, and our commitment. Affion employs an extremely talented group of professionals that bring a diverse set of skills and an average of over io years of experience in government and private sector venues. Extraordinary, trusted client partnerships have separated us from others in the industry. Embracing a small business approach has enabled the entrepreneurial spirit of Affion, while also ensuring a personalized approach and customized solution for our partners. It is our unique understanding of the complexities of the public sector that gives us an edge. We know what to challenge potential candidates on, and we know how to discern and qualify the very specific set of skills an executive needs in order to succeed within the public realm. Our particular expertise lies in our ability to reach out to and ultimately attract the best and the brightest into the public executive domain. Short and long term, Affion is looking for valued, long lasting partnerships, where we can have a real and positive effect for our client. Our Public Sector Team provides a full range of customized executive recruiting and management consulting services. Particular areas of expertise lie within strategy, human resources, process and solutions. We have served in an advisory capacity to state, city, and municipal governments across the country. Historically, our specialized executive recruitment services have been client driven. By building strong client partnerships, and practicing due diligence, we gain an invaluable understanding of the mission, motivation and culture of our client. This has allowed us to successfully recruit across all departmental disciplines and ultimately to provide top executives to an array of governmental agencies and authorities (e.g. Information Systems, Public Safety, Engineering, Health and Human Services, Water Utilities, Economic Development, Assistant City managers, City Managers, etc.). • a~fion P U B L I C 2 Whv Affion? What We Do Differently Our executive search goal is to specify, identify, qualify and deliver candidates that meet or exceed your expectations. After consulting with client executives and stakeholders, we utilize a systematic search methodology to customize and tailor the ideal candidate and position profile to meet the specified need. Targeting organizations that are similar to our client, we set out to find individuals that meet and exceed the background, education, experience, and personal characteristics required. This is done in a highly confidential manner and in compliance with applicable legal standards. Once a potential candidate has been identified, they will enter into a rigorous qualifying process to further establish the "fit". A comprehensive Confidential Report on each of the selected candidates is prepared to include pertinent information relative to the candidates work history and background. A professional appraisal of the candidates' competencies compared to the specific requirements will be provided as a continuum to the Report. In the form of a Portfolio Presentation, we meet with the stakeholders to make our recommendations. We deliver individuals that are competent, qualified, and capable. We deliver solutions. • a~fion P U B L I C 3 Individuals Assigned to Search: Scott Reilly CEO, A,~'iott Public Scott will be responsible for Quality Assurance during the length of this project. During this engagement, he will be responsible for ensuring the success of the process. Scott, previously the Vice President of Arcus Public, has more than 20 years experience in Sales, Executive Recruiting and Technology. His depth of knowledge and experience placing top executives and technology professionals enables him to lead the talented group of professionals at Affion Public. Throughout his tenure in the public sector, he has been responsible for leading the engagement process and successfully placing more than ioo professionals in key roles. He's worked in the trenches performing the searches, as well as in leadership roles guiding his team and building relationships with clients while at the helm. He truly understands and appreciates the intricacies of the market, and as CEO for Affion Public, he is responsible for the strategic direction and approach of each of the firm's key service areas. Scott has been aspeaker/presenter on various topics nationally working with leading government officials; to help identify opportunities for technology research and share best practices as well as executive search forums. He was named a founding Honorary Alumni to the Harrisburg University of Science and Technology first graduating class. He currently serves as the vice-chairman of the Derry Township Municipal Authority and has been an active member on the Hershey Country Club Board of Governors. Scott was also recognized by the Central Penn Business Journal as one of the region's Top 40 Under 40. Scott has been directly involved with all Executive level searches through Arcus Public and Affion Public since 2003. Gina Sprowls Executive Recruiter Gina will be dedicated to this project. During this engagement, Gina will be responsible for identifying, profiling, and the initial screening of candidates. She will assist in coordinating interviews, soliciting feedback, and conducting professional reference checks. Additionally, her role will include qualifying potential candidates, conducting interviews of candidates and may be involved in the presentation of the final candidates to the stakeholders for consideration. Gina brings over ten years of diverse experience in recruitment, sales and management. She offers a strong background in Human Resources with an emphasis on executive level recruitment and training. Her recruitment career has crossed over several industries / fields including the Public Sector, Technology, Finance, Healthcare, Sales and Education. She has worked on multiple executive level searches for clients across the nation and is known for building and maintaining excellent relationships with her candidates. Gina holds her degree in Human Resources, and is currently working towards her degree in Business Administration through Capella University. Throughout her career, she has focused her professional development towards recruitment and training. In recruiting, she has learned to appreciate the relationships she forms with her candidates, the structured interview process and the attention to detail that is required to be a successful recruiter. In training, Gina has helped write and create competency- based job descriptions, employee handbooks and training manuals. She has taught training classes ranging from traditional classroom style to assisting in E-Learning programs with an emphasis on professional and leadership development. Gina has been directly involved with all Executive level searches through Arcus Public and Affion Public since January, 2008. • a~fion P U B L I C 4 Lisa Pursel Executive Recruiter Lisa will be dedicated to this project. During this engagement, Lisa will be responsible for identifying, profiling, and the initial screening of all candidates. She will assist in coordinating interviews, soliciting feedback, and conducting professional reference checks. Additionally, her role will include qualifying potential candidates, conducting interviews of candidates and may be involved in the presentation of the final candidates to the stakeholders for consideration. With more than ten years of diverse experience within the industry, Lisa offers a strong background in Human Resources and Executive Recruiting. She holds her Professional Human Resources designation and offers a valuable perspective to the recruiting process. Lisa's professional human resources experience includes consulting with executives and recommending solutions on issues regarding Employee Relations, Performance Management, Compensation and Classification, Benefits, Selection and Training. She has worked on organizational change efforts and has participated in the strategic planning process. Lisa has mediated and recommended action in sensitive employee relations issues such as discrimination and harassment cases to ensure compliance with policies and laws. She has a strong proficiency in recruiting practices such as sourcing in multiple labor markets, facilitating data integration's, salary negotiations, and vendor management. She has built trusted, long-lasting, invaluable relationships with the clients she has worked with and her goal is to identify the best candidate for the search assignments for our clients. She has a BA in Communications from the College of Charleston. Lisa has been directly involved with all Executive level searches through Arcus Public and Affion Public since 200. • a~fion P U B L I C s Project Plan Developing the Candidate Profile Afhon's approach to executive searches is a very personal and systematic one. Our success is dependent on the access and information granted to us by the client organization, so that we can gather all the information possible to have a true understanding of the client's needs. Only if we know the organization intimately and develop a very thorough and detailed profile of the ideal candidate, can we be assured of the right match for the organization and the individual who is ultimately selected. We pride ourselves in the value we bring to the table by working with the client to develop the profile of the ideal candidate from which to conduct our search. We do this by spending a great deal of time with the chief decision makers, elected officials, etc. at the very beginning, learning the history of the position, the mission and goals of the Organization, the past successes and failures of the position, staff, budget and virtually everything the selected candidate would need to have experience and success addressing. In order for us to locate the ideal leader for an organization, we must know where that organization wants to go and what it will take to get it there. Each search is different and we invest as much time in getting to know the style and organizational culture of our client as we do getting to know each candidate under consideration. We develop a strong relationship with the decision makers and people with whom the potential candidates would be working to ensure the right match. We spend time with the decision maker(s) to understand their idea of the "ideal" candidate, their own management style, and what the position means to them and to the organization. We learn and adopt the Organization's vision, so that we are able to recruit candidates who will embrace those goals and lead a strategy that will support that vision. We prefer to interview other successful executives at the peer level of the vacant position to get an understanding of the kind of leaders who are successful in the Organization. We also find it valuable to interview some subordinate level staff, if possible, to assess some of the challenges or strengths within the current resources that the incoming executive would find. These early stages of the search are, in our mind, the most important. Our entire search team, including our assigned recruiter(s), is involved in this information gathering/ relationship process from the beginning so we all know exactly what our client is seeking in applicants and are qualifying candidates on the client's organizational culture. For national searches, our team also investigates the community in which the position resides. We investigate the public and private school options, and even spend time with a realtor to get a feel of the local housing market for relocation. All of this helps us when we screen and sell candidates on the position. From the interviews and fact gathering, we will prepare a comprehensive Candidate Recruitment Profile for the position, with the desired qualifications and characteristics, for approval by the Client's designee(s). It is from this customized Profile that we conduct our systematic search. • a~fion P U B L I C 6 Input from Stakeholders The first steps in any search begin with our onsite stakeholder meetings. The purpose of the stakeholder interviews is to allow Affion an intimate understanding of the organization, the people and the environment. These interviews are how we develop the two key profiles in which the search is built around. The first profile is the position profile. The position profile includes not only the requirements the successful individual will possess but also what they will be doing on a daily, weekly and monthly basis. This profile is critical in analyzing the potential candidate's previous experience. The second profile is the candidate profile in which we spoke previously about. This profile allows Affion to define the type of individuals that will be successful in your organization. The stakeholder meetings begin with developing the list of individuals that will be working directly with this person. This list should include whomever the individual is responsible for reporting to and anyone who may be directly involved with the hiring and interview process. Affion is committed to spending as much time as necessary on the stakeholder meeting to ensure a successful placement. The stakeholder meetings are approximately one-hour interview session in which our team will ask probing questions to what will make the candidate successful. These are generally done on an individual basis. Additional stakeholder meetings including public input will be scheduled at the discretion of the selection team. We have a long history of being very inclusive with our stakeholder process and often meet with community leaders, business leaders, civic and religious leaders as well as neighborhood associations. Candidate Pool Affion is a relationship driven, select targeting firm. We use our own internal database to draw upon potential candidates with whom we have built relationships and/or referrals. We use the telephone to reach out to referrals and candidates initially. We use the Internet as well as select research firms to investigate credit, criminal and other background checks and to obtain any written publications authored by, or regarding, the candidates. Beyond this limited use of technology, our efforts are all carried out in person. We post the job on the Internet or advertise in print as required by the client organization. Even our utilization of networks of professional or trade associations, is done in person. This personal approach is how we have been most successful in targeting and attracting the best and most diverse selection of candidates. Each Affion recruitment effort is customized specifically to the client organization's needs and preferences. One of the additional values achieved from the time we spend in the beginning is getting to know the client organization and its culture and obtaining mutual agreement on a process that works for both of us. While we have a very strict and systematic internal qualifying/screening process, it is only visible to the client in the result it produces. Any processes external to our qualifying/screening process maybe modified to accommodate the client's organizational needs. Affion Process in Screening While the general steps outlined herein are the basis of the Affion search, flexibility is built into our model to accommodate a particular client's preferences. Our search is customized to best meet the needs of our client and as long as we are not asked to forego steps to ensure quality, modifications or additions can be made. Sourcing/Recruiting Candidates Our Senior Executive Recruiters (ioo% dedicated to this search) will identify candidates who have been successful in like organizations in similar positions. We search from a variety of sources to ensure development of a broad representative pool in terms of affirmative action efforts and experience; including our own network of contacts and files; public or private entities, professional and other associations and organizations related to the position and referrals. We do targeted advertising in publications specific to the position. • a~fion P U B L I C Targeted Recruiting Affion maintains a national database through extensive networks in industry specific business groups, trade and professional organizations. To further ensure a diverse candidate pool, we also source candidates from professional organizations and networks that are ethnic and gender specific. We reach out to a variety of sources to collectively find the best talent available. As a result of our previous and ongoing recruiting efforts within government and quasi-government organizations, (local, city, county, and state) Affion has, and continues to build, an expansive network of candidates that includes the best and the brightest in the public sector. That network of candidates exemplifies our professional commitment to building valued relationships, knowing the individuals' experience and leadership styles, and understanding their needs and career goals. By operating within these guidelines, our deliverable to our client results in being a known and trusted entity. Screening/Qualifying Candidates Our Senior Executive Recruiter conducts preliminary screening interviews of all in-house candidates and the most promising candidates to determine their qualifications, pertinent accomplishments, experience, ability to meet special needs of the position and their interest in being considered. Preliminary screening will be based on a resume rating instrument developed from criteria contained in the customized Candidate Recruitment Profile, information contained in the resumes submitted to Affion, and Affion's knowledge of the people and organizations with whom and in which we work. At this point in the search, our recruiter is also securing preliminary, confidential reference information on the most promising candidates (as available and appropriate) to verify experience and qualifications; i.e., to ensure that it is worthwhile proceeding with them. After qualifying the best candidates into our process, those individuals are subjected to two more rounds of interviews by additional Affion Executive staff. The same criteria are used, but the emphasis here, is on organizational and cultural fit, and political acumen. This process assures the quality we demand of the short list ofsemi-finalists that are selected. All candidates are met face-to-face when possible. If the face-to-face interviews cannot be arranged then video conferencing is arranged to ensure that the recruiters and executives within Affion are comfortable with the candidates they are presenting for consideration. Background Investigation When all members of the Affion qualifying team have agreed that the candidate fits the desired profile we begin extensive background checks to include: criminal, education, and financial investigations. Reference calls are completed. Political Internet searches are conducted. This entire procedure is intended to further eliminate unqualified candidates, and to validate the credentials of the final candidates in process. Selecting Finalists for Promotion to Client From our rigorous qualifying process and investigation, Affion typically narrows the field of qualified candidates to the top 6-8. We present all of the Client's designated representatives with a comprehensive book of material on each of the selected individuals. These books contain summary profiles, resumes, applications, articles by or regarding the candidate, pertinent work product, and photographs of those candidates whose qualifications, work experience, achievements, and/or other special qualities qualify them for the position. This comprehensive Confidential Report on each candidate covers not only the candidate's working career and those personal aspects that are relevant to the position, but also our appraisal of how the candidate's competencies compare to your specific needs and environment. Affion and the Client's representatives will meet to review the detailed contents of the book. • a~fion P U B L I C s Internal Candidates Afbon always screens and evaluates those applications and resumes received by the Client from in-house or outside applicants to insure, on the client's behalf, that the process is considered fair to all applicants and to determine if any of these individuals are qualified, viable candidates. Often, at the client's preference we keep all in-house applicants in process until the final qualifying phases of the search process, unless it is clearly established that certain individuals are not qualified. We review, evaluate and acknowledge in writing all applications and resumes received. Additionally, we ask that all solicitations for consideration made directly to the client be forwarded to Affton immediately to avoid duplication of efforts and take work off the client's shoulders. Client Selection of Candidates for Interview Affion would work closely with the hiring team for selecting the finalist. Affion will make a portfolio presentation to the key stakeholders which will include; the resume, a brief bio written by the candidate, a description of the candidate's strengths and weaknesses, and an answer to the questions "Why Should I be the Next..." Upon our face-to-face presentation of the finalists, with our recommendations and comprehensive background information, we require that the Client select the number and names of the candidates it wishes to interview in person. Upon the Client's direction, Affion personnel will coordinate with Client personnel to arrange interviews with the top candidates selected for consideration. Affion will work with the client to coordinate any travel or accommodation details that maybe needed for each outside candidate. Client Interviews and Final Selection The finalist interviews would be conducted in conjunction with the wishes of the hiring team. Affion typically suggests that the hiring team utilize panel interviews and also perhaps a candidate presentation. The candidate presentation would be an oral presentation accompanied by a visual presentation. We typically ask all candidates to prepare atwenty-minute presentation in a power-point format. This presentation can be on a topic agreed upon by Affion and the client. The purpose of this presentation is to allow the selection committee to see how the candidates communicate their thought process and the candidate's ability to effectively express those thoughts to their audience. The formal interview would involve the same set questions asked to each candidate by the same panel member. This allows the selection committee to evaluate each candidate on a fair and equal field. These questions are agreed upon in advance with Affion and the selection committee. Affion will be involved throughout the entire interview process to facilitate the interviews. Hirin Once it is time for a hiring decision, Affion will provide assistance on final employment matters, such as the negotiation process with successful candidates and notification to unsuccessful candidates. Any candidate that is presented for consideration will have been pre-qualified on the salary range, benefits and relocation package. Once the finalist has been selected it is our standard practice that the client sends a formal offer letter to Affion on behalf of the successful candidate. Affton will facilitate the signature and closing of the process. • a~fion P U B L 1 C 9 Affion Statement on Diversity Diversity is one of our core values, as well as part of our heritage. It acknowledges and celebrates the richness and value created by the differences among our employees, our customers, our service offerings, and our businesses. It is about people, backgrounds, lifestyles, ideas and balance between our work and personal lives. It is about maximizing the contributions from all members of our team so that we deliver greater value to our customers. It is not a code word for affirmative action. It is much larger than that. It is about valuing differences. It is about inclusion. It relies on standards of performance and behavior, which lead to mutual respect. Diversity is about effectively using our collective talent to create a competitive advantage that leads to success -both for our internal support staff and contract workforce. Affion is truly committed to effectively recruiting and maintaining a diverse workforce. Affion maintains an Affirmative Action Program and policy to afford equal employment opportunity to all without regards to race, color, religion, sex, national origin, sexual orientation, handicap or disability or status as a disabled veteran or a veteran of the Vietnam War era. We take affirmative action to ensure applicants for employment and employees are treated without regard to these characteristics. The sole basis for decisions regarding employment status has been, and will continue to be, an individual's qualifications, and based only on valid, non-biased job requirements in positions being filled. To carry out our policy, the commitment includes, but is not limited to: recruitment, hiring, promotions, transfers, compensation, benefits, layoffs, terminations, educational tuition assistance and company sponsored training and recreational programs. Affion employs responsible reporting and monitoring procedures to ensure that all personnel actions are in strict compliance with the Equal Opportunity Policy and our Affirmative Action program. We are further committed to being an Equal Opportunity Employer by various federal, state and city laws on fair employment practices. All of Affion's advertising reflects these same important standards. Our HR Consulting Division is proud of our success in ensuring a diverse candidate pool and is thrilled to have placed diverse candidates with public sector organizations nationwide. • a~fion P U B L I C 10 City Manager Recruitment History: City of Austin, TX (2008) Position filled by Mark Ott Scott Reilly and Lisa Pursel were the Lead Consultants for this search City of Broken Arrow, OK (2009) Position put on hold due to budgetary reasons Scott Reilly, Lisa Pursel and Gina Sprowls were the Lead Consultants for this search City of Corpus Christi, TX (2008) Filled Position filled by Angel R. Escobar Scott Reilly, Lisa Pursel and Gina Sprowls were the Lead Consultants for this search City of Huntsville, TX (2008) Position filled by William Baine Scott Reilly, Lisa Pursel and Gina Sprowls were the Lead Consultants for this search City of Irving, TX (2006) Position filled by Tommy Gonzalez Scott Reilly was the Lead Consultant for this search City of McKinney, TX (2008) Position filled by Frank Ragan Scott Reilly and Lisa Pursel were the Lead Consultants for this search City of North Richland Hills, TX (2009) Position filled Mark Hindman Scott Reilly, Lisa Pursel and Gina Sprowls were the Lead Consultants for this search City of San Antonio, TX (2006) Position filled by Sheryl Sculley Scott Reilly was the Lead Consultant for this search City of San Marcos, TX (2008) Position filled by Rick Menchaca Scott Reilly and Lisa Pursel were the Lead Consultants for this search City of Springfield, MO (2008) Position filled by Greg Burris Scott Reilly, Lisa Pursel and Gina Sprowls were the Lead Consultants for this search • a~fion P U B L I C 11 Proposed Project Timeline: March 8, 2oio • Deadline for RFP's from Executive Search Firms Apri19, 2oio • Evaluation and selection of Search Firm Day i Affion to negotiate and finalize contract Day io • Facilitate a meeting to discuss timelines, recruitment process and plan for completing the Position and Candidate Profiles • Affion to meet with identified stakeholders to begin the due diligence process • Conduct Public Forums if needed • Simultaneous industry research taking place Day i5 Affion presents draft of Profile Day 20 Finalize Profile Day 20 Search Firm conducts recruitment to include: o Journals, personal contacts, Websites, etc. o Place advertisements o Review resumes Conducted on a weekly basis • Progress Report-check for quality and diversity of applicants. Determine need to target any specific group or area. Day 45 Review and qualify all potential candidates Day 65 • Affion concludes the recruitment campaign Day ~o Review and finalize candidate selection to be presented • Affion conducts reference checks of finalists to include: • References for finalists are contacted and background checks • completed • Newspaper search conducted on finalists Day 75 • Presentation of 6-8 candidates to the Selection Panel • Affion will facilitate a review of the final candidates • Conduct first round of candidate interviews with the Search Committee and key stakeholders • Finalize decision on the candidate of choice and negotiate employment agreement with the candidate Day go Successful Candidate accepts offer of employment • a~fion P U B ~ I C 12 Reference List Citv of North Richland Hills Mayor Oscar Trevino Mayor 73oi N.E. Loop 820 North Richland Hills, TX 76180 817-427- 6060 nrhoscar(~sbcglobal.net Patrick Hillis Director of Human Resources 73oi N.E. Loop 820 North Richland Hills, TX 76180 817-427-6100 nhillisC~nrhtx.com Affion successfully completed a City Manager search with the City of North Richland Hills in 2009. We worked closely with Mayor Trevino throughout the process and Patrick Hillis served as our point of contact. City of Broken Arrow Russell Gale Director of Human Resources 22o S. First Street Broken Arrow, Oklahoma 74oi2 918-259-2400, ext. 5886 r~aleCa~brokenarrowok.gov Beth Anne Wilkening City Attorney 22o S. First Street Broken Arrow, Oklahoma 74oi2 918-259-2400, ext. 5423 bawilkeni~Cc~brokenarrowok.gov Affion worked with the City of Broken Arrow on their City Manager search in 2009. We worked closely with both Russell Gale and Beth Anne Wilkening throughout the recruitment process. City of Austin Marc Ott City Manager City Hall 801 W. 2°d Street, 8~d Floor Austin, TX 78701 512-974-2200 marc. ott C~ ci. austin. tx. us Roberta Byram Employment Services Manager Human Resources Department P.O. Box 1088 Austin, TX 78767 X512)974-3423 roberta.byramCa~ ci.austin.tx.us Affion has completed four searches with the City of Austin. We placed the City Manager, CIO, Fire Chief, the Director of Solid Waste Services and we are currently working on a search for their Chief Sustainability Officer. Marc Ott was the City Manager who was selected from our search and Roberta has served as a point of contact in HR. City_of McKinney Frank Ragan City Manager PO Box 517 McKinney, TX 75070 972-547-7520 fragan ~ mckinneytexas.org Tadd Phillips Director of Human Resources PO Box 517 McKinney, TX 75070 972-547-7568 tyhill~sCa~ mckinneytexas.org Affion has conducted two searches with the City of McKinney. We conducted the City Manager Search during the winter of 2008 and we completed a search for the Assistant City Manager in February of 2009. Frank Ragan was the individual placed as City Manager and Tadd Phillips has served as point of contact for our most recent recruitment. • a~fion P U B <_ I C 13 Total Cost for Conducting Search Affion executive searches are full-service searches conducted by senior executives within our firm. The fee we have outlined herein is all inclusive of all phases of the search including stakeholder meetings, recruitment, interviewing, reference checking, assessing, question development and candidate notification. Fee for City Manager: $i5,ooo Expenses for the search will not exceed: $4,500 Expenses will be billed at actual cost and include all Affion personnel travel, brochure development and printing, background checking and video conferencing as required. Additional expenses, which are not included in the overall fee, but are expected to be reimbursed by the City of Iowa City, include all candidate travel expense for the purpose of interviews with the City of Iowa City. This will vary depending on the location of the finalist selected. While invoice procedures can be adjusted, our typical billing practice is to spread the fee payment over three equal installments. (One-third to be billed when the contract is signed, one-third to be billed upon presentation of the Final Candidates, and the last one-third to be billed upon the hiring of the desired Candidate.) Adjustments to our payment and billing processes are negotiable in order to best accommodate our Clients' needs. With regards to expenses, the actual, approved expenses will be billed upon completion of the search services. These expenses typically include all Affion travel, hotel, advertisements and brochures proposed for the executive search. Guarantee As with all of our executive searches, we are prepared to offer our standard professional service guarantee. If the hired candidate is asked to leave for reasons of non-performance, or leaves of his/her own volition in the first 12 months of employment, we will re-launch a search for a new candidate, under the original position specifications. In such a case, we will do so for no additional professional fee, though charging expenses as provided for in the original agreement. It is our commitment to partner with you from the initial signing of the contract until the candidate accepts and offer and begins employment. • a~fion P U B L I C 14 Client List Cities• City of Ann Arbor, MI Parks and Recreation Services Manager (2008) Parks and Recreation Services Deputy Manager (2008) Citv of Austin City Manager (2008) Fire Chief (2008) Chief Information Officer (2008) Director of Solid Waste Services (2009) Chief Sustainability Officer (present) This city is located in Central Texas and is the capital of Texas as well as the county seat of Travis County. Austin's population has doubled every 20 years and currently sits at just over 757,500. City of Broken Arrow City Manager (2009) City of Burbank Director of Finance (2009) Director of Parks and Recreation (2000 This city of io8,ooo residents is located in Los Angeles County. City of Chandler Chief Information Officer (2000 Director of Economic Development (2008) Director of Planning and Development (currently on hold due to budget) This city of 240,600 residents is located in Maricopa County and is part of the Phoenix Metro Area. City of College Station Assistant Director of Planning & Development (2008) This city of 86,000 residents is located in Central Texas and is the home of Texas A&M University. City of Corpus Christi City Manager (2008) This city of 285,000 residents is located in South Texas along the Gulf Coast. City of Irving City Manager (2006) Assistant City Manager (2008) Internal Auditor (2008) Director of Human Resources (2000 Assistant Director of Human Resources (2000 City Attorney (2000 Fire Chief (2006) City Secretary (2oio) This city of 202,000 residents is located centrally in Texas and is a central city in the Dallas- Ft. Worth Metroplex. It is also home to the DFW International Airport. • a~fion P U B L I C 15 Cit~of LXnwood Assistant City Manager (2000 Director of Human Resources (2000 Deputy Director of Development (2000 Assistant Director of Public Works (2000 This city of ~o,ooo residents is located in Los Angeles County. City of McKinney City Manager (2008) Assistant City Manager (2009) This city of i2i,ooo residents is located in the Dallas-Ft. Worth Metroplex and is one of the fastest growing cities in the country. City of North Richland Hills City Manager (2009) This city of roughly 60,000 residents is also located in the Dallas-Ft. Worth Metroplex. City of San Antonio City Manager (2006) Assistant City Manager (2006) This city of i.6 million residents is the ~h largest city in the United States. City of San Jose Deputy Director of Administration (2006) Deputy Director of Integrated Waste Management (2006) This city of roughly 1 million residents is located at the southern end of the San Francisco Bay Area. City of San Marcos City Manager (2008) This city of5o,ooo residents is located in Central Texas between San Antonio and Austin. City of Sprin~eld City Manager (2008) This city of i56,ooo residents is the 3rd largest city in Missouri. City of Tacoma Assistant City Manager (2006) Director of Finance (2000 Director of Information Technology (2008) Assistant Director of Finance (2009) This city of just under 200,000 residents is the 3*d largest city in Washington. City of Tamarac Fire Chief (2009) This community of 60,000 residents is located in Broward County located on the Atlantic Coast in Southern Florida. • a~fion P U B L I C 16 Counties• County of Los Angeles Information Systems Manager (2000 CIO-Los Angeles World Airport (2000 This county is the largest county in the US with a population of 9.8 million and 88 incorporated cities. CitX and County of Philadelphia Chief Information Officer (2000) CIO-Philadelphia Free Library (2ooi) CIO- Philadelphia Police Department (2006) Philadelphia is known as both the city and the county with a population of 1.4 million. Washtenaw County Community Development Director (2000 This is a county located southwest of Detroit and its largest city is Ann Arbor. The population of this county is over 322,000 residents. King County In July of 2009, Affion Public was just named to the executive search roster for this county of i.~ million residents. It is the largest county by population and contains the City of Seattle. States• Commonwealth of Pennsylvania-Office of Administration Chief Information Officer (2008) Chief Technology Officer (2008) Deputy Chief Information Officer (2008) Commonwealth of Pennsylvania-Department of Health Deputy Secretary of Quality Assurance Deputy Secretary of Health Promotion Bureau Chief of Drug and Alcohol The Commonwealth engaged our services in November of 200 to identify the next CIO. Out of that search process the Commonwealth hired three individuals. In March of 2008, our services were once again retained to assist with the Department of Health. • a~fion P U B L 1 C 17 a3fion Amon Public specializes in identifying the nation's best and brightest professionals and Thank you for the opportunity to submit this proposal. We look forward to assisting you with your Executive search needs! • a~fion P U B L I C 18 ALLIANCE RESOURCE CONSULTWG LLC THE POWER O F P A R T N E R S H I P EXECUTIVE RECRUITMENT SERVICES CITY MANAGER CITY OF IOWA CITY, CA COPYRIGHT 2009 ALLIANCE RESOURCE CONSULTING, LLC ALL RIGHTS RESERVED. ALLIANCE RESOURCE CONSULTING LLC T H E P O W E R O F P A R T N E R S H I P March 3, 2010 VIA FEDERAL EXPRESS Ms. Marian K. Karr City Clerk City of Iowa City 410 East Washington Street Iowa City, Iowa 52240 Dear Tara: Alliance Resource Consulting is excited to submit this proposal to assist the City of Iowa City in its efforts to recruit and screen candidates for the position of City Manager. Enclosed is our proposal which outlines how we would partner with your organization to recruit the best individuals. We will describe our proposed approach and the steps we will take to accomplish the recruitment within your desired timeframe. If you desire some modification of our work program, we would be pleased to discuss this with you. We are aware that this is the second recruitment Iowa City will be conducting for the City Manager in a little over a year and that the previous firm, the PAR Group, is no longer in business and will not honor its guarantee. We believe this sets a bad precedent for the industry and would be willing to discuss search options with the City Council which would include honoring the PAR Group guarantee. We will be happy to answer any additional questions you may have. We look forward with great interest to working with you on this very important assignment. Sincerely, ~~ Eric J. Middleton Managing Partner PALO ALTO OFFICE ZZS HAMILTON AVENUE, 3"~ FLOOR HEADQUARTERS OFFICE PALO ALTO, CALIFORNIA 943OI 4OO OCEANGATE,SUITE $IO TCI:(6SO)Z96-IO32 . FaX:(6SO)SZI-0024 LONG BEACH, CALIFORNIA 9OBO2 Tel: ($62)901-0769 Fax:($62) 901-3082 Website: www.allianceresourceconsulting.com • E-mail: infoC?allianceRC.com EAST COAST OFFICE 194O DUKE STREET, SUITE ZOO ALEXANDRIA, VIRGINIA 22314 Te1:(703)684-3120 Fax:(703)$48-9446 w tip er~yd~a r~~~. EXECUTIVE RECRUITIvtENT SERVICES CI fY MANAGER CITY OF IOWA CITY, CA COPYRIGHT 2009 ALLIANCE RESOURCE CONSULTING, LLC ALL RIGHTS RESERVED. ALLIANCE RESOURCE CONSULTING LLC T H E P O W E R O F P A R T N E R S H I P March 3, 2010 VIA FEDERAL EXPRESS Ms. Marian K. Karr City Clerk City of Iowa City 410 East Washington Street Iowa City, Iowa 52240 Dear Tara: Alliance Resource Consulting is excited to submit this proposal to assist the City of Iowa City in its efforts to recruit and screen candidates for the position of City Manager. Enclosed is our proposal which outlines how we would partner with your organization to recruit the best individuals. We will describe our proposed approach and the steps we will take to accomplish the recruitment within your desired timeframe. If you desire some modification of our work program, we would be pleased to discuss this with you. We are aware that this is the second recruitment Iowa City will be conducting for the City Manager in a little over a year and that the previous firm, the PAR Group, is no longer in business and will not honor its guarantee. We believe this sets a bad precedent for the industry and would be willing to discuss search options with the City Council which would include honoring the PAR Group guarantee. We will be happy to answer any additional questions you may have. We look forward with great interest to working with you on this very important assignment. Sincerely, ~~ Eric J. Middleton Managing Partner PALO ALTO OFFICE HEADQUARTERS OFFICE EAST COAST OFFICE ZZH HAMILTON AVENUE, 3xo FLOOR 4OO OCEANGATE, SUITE S lO I94O DUKE STREET, SUITE ZOO PALO ALTO, CALIFORNIA 943~~ LONG BEACH, CALIFORNIA 9~S~Z ALEXANDRIA, VIRGINIA ZZ314 Tel: (650)296-1032 Fax:(650)521-0024 Tel: (562)901-0769 Fax:(562) 901-3082 Tel: (703) 684-3120 Fax:(703)548-9446 Website: www.allianceresourceconsulting.com • E-mail: infoCallianceRC.com ca k~~..~.a Pn~« ~.. ~ --~; r~ ~._' i a fL+ ..:~~;~. .. -- y ~ ir. - ~ ~ ~ ,.. ~. may, 1 '~ r :~-.+..;r.9,; ~.. ~ t -~~ . ~.... . .. . . ~ .~... • ~t ana er Hillsboro, OR - A Place That Makes Things Happen Located in the beautiful Willamette Valley, the City of Hillsboro is just 18 miles west of the City of Portland, in Washington County Incorporated in 1876, Hillsboro has grown to be the fifrh largest city in Oregon with a vibrant, diverse population of over 84,000. While Hillsboro has grown rapidly in the past 15 years, it has maintained its small-town charm and traditional values held precious by new and longtime residents alike. Residents can still sample the City's agricultural products at one of three weekly Hillsboro Farmer's Markets, in downtown and at Orenco Station. The new Hillsboro Civic Center also serves as a community meeting place and attracts young and old to its community plaza and inviting fountains. The heart of the "Silicon Forest", Hillsboro is the center of the semi- conductor industry and the emerging nanotechnology industry in Oregon. Attractive to business with its abundant resources, supportive political leadership, skilled workforce, and can-do attitude, companies such as Intel, Genentech, SolarWorld, Yahoo! and other leading high-tech and software firms have planted roots in the community and created a diverse economic base. Hillsboro is also home to the second busiest airport in the state (a general aviation reliever airport operated by the Port of Portland), and there is no state or local sales tax. The City's business is service, and Hillsboro is committed to providing quality service which is helpful, caring and responsive to a diverse community. Known for its quality of life, the Ciry of Hillsboro is home to a growing and diverse population who are attracted to the community for job opportunities, recreation opportunities, and commitment to the values of education, safety and welfare. Hillsboro is ideally located just one hour from the Oregon Coast and an hour-and-a-half from the Mt. Hood ski and recreational area. Golf courses, wineries, fishing, sightseeing, rural hiking and boating are just minutes away. A unique destination for recreation is Jackson Bottom Wetlands Preserve, Oregon's crown jewel among wildlife refuges, which is located on the southern edge of Hillsboro and is operated by City of Hillsboro employees, in addition to employees of anon-profit corporation. Fortune magazine has listed Hillsboro on its list of 100 Best Places to live in the nation. Average household income is $57,159; job growth is 20.55%; and median home price is $216,750. There are also award winning local schools; a newly opened main library; and 11 colleges, universities and professional schools including Pacific University's Health Professions Campus. 1n short, Hillsboro is a place you can call home. For mare information about the Ciry of Hillsboro, please visit their web site at www.ci.hillsboro.or.us. The City Government The City of Hillsboro operates under an amended charter adopted by the voters in 1923, and operates as aCouncil-Manager form of government. The Ciry Council is composed of a Mayor and six Councilors. The Councilors are elected city-wide, but must reside in wards which have been equally apportioned according to population for four-year terms, with overlapping terms to provide for the election of three new or re-elected Councilors every two years. The Mayor, who is elected city-wide, is elected to a four-year term and is the presiding officer of the Council. All Council members are part-time elected officials who exercise the legislative powers of the City and determine matters of policy. A revised charter will be going before voters in November. The basic structure of Hillsboro city government stays the same. The City of Hillsboro has 14 operating departments and provides afull-range of municipal services to the community, including police, fire protection, traffic control and improvement, street maintenance and improvement, water, planning and zoning regulation, economic development, building inspection and regulation, parks and recreation services, and community library services. Sewer and storm water services are provided by City of Hillsboro, in addition to other service provided by contract with Clean Water Services. The City employs over 650 full-time employees, and 250 part-time/ temporary employees. The Ciry has two labor unions representing 85 fire employees and 125 police employees, respectively. The remaining full- time and part-time/seasonal employees do not have union representation. Hillsboro 2020 Hillsboro 2020 is a strategic plan for the future of the community, developed by the people who live and work in the community. The Vision Statement and Action Plan, now in its seventh year of implementation, represents a collaborative and proactive effort on behalf of Hillsboro citizens, businesses and government to shape growth and development in their community over a 20-year horizon. "The Vision is a picture of the community in the year 2020, as seen by the citizens from a variety of backgrounds, cultures and interests The scope of Hillsboro 2020 is far-reaching and covers six topic areas: ^ Strengthening a common sense of community ^ Enhancing all neighborhoods and districts ^ Preserving the environment ^ Fostering economic opportunity ^ Expanding support for and access to arts and cultural activities ^ Promoting community health and safety The Action Plan is guided by the Vision Implementation Committee, which is charged with monitoring and facilitating implementation of the vision and ensuring the Action Plan is "tuned-up" to reflect changes in the community, and to add or revise current sections. Every fifrh year, a major Strategy Review process is conducted to identify proposed strategy additions and revisions. For more information about Hillsboro 2020, please visit their web site at www. hil lsboro2 02 0. o rg 0 i n 7 'J ~J Opportunities and Challenges ^ As the City continues to grow, there is excitement about the potential of the Ciry to develop arts, cultural and sports venues, and programs to serve the community. The City of Hillsboro is in the early stages of addressing many of these issues by developing afive-year Strategic Plan for City Government, which is scheduled to be created over the next eighteen months. The next City Manager will have the opportunity to be included in the plan's development and oversee the implementation of this plan. ^ The City of Hillsboro is viewed as a leader in creating collaborative, regional and partnership oriented solutions. The next Ciry Manager should continue to seek, create and expand on these partnerships. ^ The City is currently going through a number of staffing and organizational changes including the recent retirements of the Planning Director, Police Chief and City Recorder. The City has also adopted a new management structure to improve operations, and has added an additional Assistant Ciry Manages The City's three Assistant City Managers oversee departmental operations in the areas of Internal Services, Community Development Services and General Fund Services. 'Additional challenges and opportunities for the next City Manager are to: ^ Review the current sewage treatment and storm water management agreements and rates with Clean Water Services to ensure the Ciry is getting the best level of service. ' ^ Continue to identify ways to integrate the diversity of the community, and build the communities together. ^ Diversify the housing choices in the community to include larger single- family homes. ^ Review City Departments for improved efficiencies and service delivery. ^ Complete the Tualatin Water Supply Project which will result in the acquisition of a federal dam, and subsequent raising of the dam by 40ft to double water capacity. 1\tegotiate new operation and distribution agreements. ^ Continue an active leadership role in the Joint Water Commission (JWC) that provides water to the communities of Hillsboro, Forest Grove, Beaverton, Tigard and Tualatin Valley Water District. The JWC is in the process of several long term capital improvement projects totaling over $400 million in infrastructure. ^ Continue to improve communication throughout the organization, including providing the Mayor and Council with regular updates on issues. ^ Identify funding options for transportation issues related to street maintenance and repair. ^ Itnprove the City coordination with neighborhoods, including developing a City Resource Guide. ^ Continue to develop the Ciry of Hillsboro as a business destination of choice, and seek to attract new industries to the community. Diversify the economic base and work on business retention as well as attraction and expansion. The Position The Ciry Manager is appointed by the City Council and is the chief administrative officer of the City. The City Manager manages the City's organization and administrative operations in accordance with policies and procedures set forth by the Ciry Council. The work is performed under the direction of the Mayor and City Council, but extensive leeway is granted for the exercise of independent judgment and initiative. Supervision is exercised over all Ciry management and related administrative support personnel. The nature of the work requires the City Manager to maintain effective working relationships with the Mayor and the City Council; other elected officials and managers of other cities; Department and Division heads; elected and appointed officials in the area, regional, State and Federal agencies; supervisory personnel, employees and the general public. Essential duties and responsibilities include, but may not be limited to: ^ Serves as the chief administrative officer for the City in executing prescribed ordinances, resolutions, policies and regulations; ^ Plans, directs and supervises the City's organizational, management, administrative and financial operations and ensures operations are conducted in accordance with established ethical standards; ^ Serves as the General Manager for the Hillsboro Utility Commission, Joint Water Commission and the Barney Reservoir Joint Ownership Commission; ^ Develops goals, plans, and measurements identifying and evaluating the City's problems and deficiencies; ^ Develops plans and programs to implement priorities and directives of the Mayor and City Council; ^ Confers with Ciry elected officials and appointed department and division heads and other supervisory personnel to discuss, identify and assess their organiza- tion, management, administrative budget and fmancial problems and needs; ^ Identifies costs, timing and other key issues involved in meeting the City's needs; ^ Organizes special task forces and other appropriate organizations and projects to address Ciry problems and needs as directed and authorized; ^ Develops recommendations for enhancing the City's operations and services in collaboration with the Mayor, the City Council, Ciry officials, Department Heads, and other management level City employees; ^ Recommends and oversees implementation of Ciry policies, rules and regulations; ^ Advises Ciry department and division heads regarding the full range of organizational, management, administrative, budget and financial policies and related issues; ^ Assures development of the annual City financial plan and budget in accordance with established policies, including submitting annual operating and capital budgets and monitoring monthly expenditures; ^ Provides assistance to department and division heads in developing and presenting budgets, plans and programs; ^ Assures development of short-range and mid-range operational and financial plans for the City; ^ Works with Assistant City Managers and Department Heads to solve internal organizational problems within departments and divisions and across departmental lines; _.~ ^ Provides assistance to City officials in developing programs and coordinating intergovernmental and inter-organizational policies, programs and operations; ^ Plans, organizes, and directs capital improvement programs and works with department heads to analyze space, furniture and equipment requirements for modernizing City functions and operations; ^ Conducts meetings and workshops to maximize communications and cooperation between Ciry departments and divisions and clarify policies established by City officials; ^ Analyzes and evaluates the effectiveness of Ciry operations, services, and programs, and reports fmdings and recommendations for improvements to the Mayor and City Council; ^ Advises City officials regarding cooperative efforts with other government units, public-private sector partnerships, privatization efforts, consolidation of services, and related issues; ^ Directs, supervises, mentors and evaluates the work performance of management personnel, including making hiring decisions, implementing disciplinary actions, enforcing policies and resolving grievances; ^ Attends meetings, conferences, and workshops as requested, authorized or required to keep current on effective management methods and techniques; and ^ Performs other directly related duties consistent with the role and function of the position of City Manager. The position will be vacant due to the retirement of the current City Manager who was appointed in 1992. The City of Hillsboro has had three Ciry Managers since 1940, and five since 1925. The Candidate Education and Experience Master's degree in public administration or business administration or a closely related field, as well as extensive experience in public management, preferably in the public sector at the local level of any government, and extensive supervisory experience. Any equivalent combination of experience and training which provides the knowledge, skills and abilities necessary to perform the work associated with this position will also be considered, It is also desirable that candidates have knowledge of community development, budgeting and financial management, planning, economic development, redevelopment, public works, water issues including provision, and delivery, intergovernmental relations and community relations. Residency within the City of Hillsboro is desired, but not required. Candidates from all geographic regions will be considered. Management Style and Personal Traits The Ciry of Hillsboro is a dynamic and diverse community that prides itself on a long history of civic involvement and collaborative, solution-oriented govermnent. The City of Hillsboro is looking for a candidate who will see change as an opporrunity, and provide progressive and innovative ideas to meet the changing needs of the community and advance the vision of the City Council. This person should be able to build on the solid foundation that the Ciry has built and help the Ciry of Hillsboro reach its potential as a leader among cities. The ideal candidate must be a confident decision maker who will work proactively with the City Council, engage the community and be forward thinking. He/She should have a clear and concise communication style and excellent listening skills, be calm under pressure, and be able to motivate staff to meet the high expectations of the organization and community. This person should be a team leader, who can mentor and develop staff, someone who surrounds him herself with good people, and who believes in the value of employees. He/She should have a participatory management style, be able to delegate responsibility, hold people accountable, and at the appropriate time defend their actions. This person should be able to understand the roles of the Mayor and City Council and work proactively with them to create the future of the Ciry. The preferred candidate must have high ethical standards and the integrity and courage to express an opinion and disagree when appropriate. This candidate should be able to do what is right, not necessarily what is popular. The City Manager should be proactive in bringing issues to the Council and treat all Council Members evenhandedly. He/She should keep the Council informed in a timely and accurate manner, and provide his/her best professional recommendations in helping the Council shape the future of the Ciry. However, when the Council makes a decision, he/she should be respectful of the role of the Council and promptly implement their policy, even if it is different from his/her recommendation. In addition, he/she should be entrepreneurial and business oriented, with a strong customer service orientation; able to create relationships easily; and be flexible and open to new ideas. This person should be a strategic thinker, and a calculated risk taker who is able to develop ideas and implement them through teamwork and collaboration. This person should also be organized and respectful of other's opinions, but not afraid to express his/her own. Candidates should be optimistic, energetic and friendly, have a good sense of humor, be active in the community and open to input from all the voices in the community. Compensation The salary for the position is negotiable within an established range, and will be dependent on the qualifications and experience of the selected candidate. In addition, the following benefits are provided: A choice of two medical plans for the employee and family, Ciry-paid dental and vision insurance, Ciry-paid life insurance, long-term disability and AD&D insurance; holidays, vacation, and sick, bereavement, military and personal leave; optional Employee Health Promotion Program, Section 125 Plan, AFLAC and three 457 Deferred Compensation plans. Participation in Oregon Public Employees' Retirement System PERS/OPSRP plan. Selection Process Each candidate's background will be evaluated on the basis of information submitted at the time of application to determine the level and scope of the candidate's preparation for this position. The resume should include any additional information which the candidate wishes considered. Only the more qualified candidates, as determined by the screening process, will be invited to participate in the selection process. The names of the most highly qualified candidates will be submitted to the appointing authority for final selection. Final interviews will be conducted by the Mayor and Ciry Council. How to Apply Interested candidates can obtain additional information and apply for this position online at www.allianceresourceconsulting.com. Resumes can be submitted online, via facsimile, direct mail or email to Eric J. Middleton at Alliance Resource Consulting. Applications must be submitted by Friday, August 24, 2007 by S:OOpm. Questions, inquiries and nominations may be directed to: Eric J. Middleton, Managing Partner Alliance Resource Consulting LLC One World Trade Center, Suite 1155 Long Beach, CA 90831 Telephone: (562) 901-0769 Facsimile: (562) 901-3082 E-mail: emiddletonQalliancerc.com The City of Hillsboro is an Equal Opportunity Employer and values diversity at all levels of the organization. Y~ h~ City of Gaithersburg, MD: City Manager Gaithersburg, MD An Exceptional Community staff trained and experienced intechnology-related occupancy issues. This facilitates the relocation and expansion of existing businesses in the Ciry, and the startup efforts of new 7 Located in the geographic center of Montgomery County, Gaithersburg is home to an active community of over 60,000 residents. Known for its quality of life, the Ciry of Gaithersburg is home to a growing and diverse population who are attracted to the area for opportunities for employment, learning and recreation, and commitment to the values of education, safety and opportunity. Gaithersburg is a "Maryland Main Street" Community, preserving its history and its heritage especially in the Olde Towne business and residential district. Gaithersburg is also home to the Kentlands, one of the country's first new urbanism neighborhoods. Built in the early 1990's the Kentlands is a mix of housing types in a pedestrian friendly environment, close to schools, shopping and other exciting destinations. Consistently recognized as one of the best communities in the U.S., Gaithersburg was ranked #2 in the 2006 Frommer's Guide of the "Best Places to Raise Your Family: The Top 100 Affordable Communities in the U.S." and in 2005, Money magazine placed Gaithersburg at #17 on its list of the "Best Places to Live" in the United States. In addition, Gaithersburg was recently recognized by Prevention magazine and the American Podiatric Medical Association (APMA) as one of the 100 Best Walking Cities in America. In short, Gaithersburg is a great place to live, work, learn and play. A Business Destination Gaithersburg enjoys a thriving business community, and economic development remains a key strategic priority as the City uses new and creative efforts to build upon its successes. The Ciry is in the heart of the Washington- Baltimore region, home to 87 percent ofMaryland residents, is the fourth largest retail market in the U.S. and is central to the Boston-Atlanta corridor. Gaithersburg has approxi- matelyseven million square feet of existing office space and is continuing to develop new capacity. The City has a proven record of success in expediting the permitting and inspection process, including an in-house Fire Marshall's Office with companies. A nationally recognized center of the biotechnology industry, Gaithersburg is home to more than 2,000 businesses including international corporations such as Hughes Network Systems, IBM, Lockheed Martin, MedImmune, Gene Logic, Sodexho USA, Asbury Communities and Digene. Gaithersburg is also home to the campus of the National Institute of Standards and Technology and is in close proximity to the National Institutes of Health and the Food and Drug Administration. Emphasis on Education and Higher Learning The Montgomery County School System is nationally recognized as a leader in primary and secondary education, and has been named one of six Best Practice Districts in the nation by the American Productivity and Quality Center (APQC). The system has more than 137,000 students, a graduation rate of over 91 percent, an average SAT score of 1624, and international students from more than 163 countries. The City of Gaithersburg is centrally located within an hour's drive of dozens of colleges and universities including Georgetown, Howard, George Washington, Johns Hopkins and the University of Maryland. The area also boasts a number of smaller schools such as Montgomery College, Mount St. Mary's (Emmitsburg, MD), Hood College (Frederick, MD), American and Catholic Universities in Washington, D.C. and George Mason in Fairfax, VA. Among the 201argest metropolitan areas in the United States, the Washington Metro Area and its suburbs have the fourth highest concentration of college and graduate students in the nation. A Sense of Community Throughout the year, the City sponsors many cultural events. During the spring and summer months, the City Hall Concert Pavilion is busy with musical and theater groups, i~ :. movies, and other special events. Art exhibits are located in various City facilities year round. The Ciry also hosts the Celebrate Gaithersburg in Olde Towne Street Festival where residents gather on the streets to enjoy good food, arts and crafts, and a variety of family entertainment while celebrating the City's heritage. Winter Lights is an extraordinary light display held in partnership with Seneca Creek State Park. To celebrate the holidays, people from all over come to see hundreds of holiday images created by colorful lights along a 3.5 mile drive. For more information about the City of Gaithersburg, please visit their web site at www.gaithersburgmd.gov. The CityGovernment Gaithersburg is located in the 9th Electoral District ofMontgomery County, the 17th Legislative District and the 8th U.S. Congressional District of the State ofMaryland. The City is administered by aMayor/City Council-City Manager style of government. City elections are held on the first Tuesday after the first Monday in November on odd numbered years. The Mayor is elected to afour-year term and presides over the City Council. In Gaithersburg the Mayor is a non-voting position. The City Council has five elected members and each serves afour-year term. Council members elect a vice president each year and each council member has a vote. There are televised formal council sessions every other Monday, where the Mayor and Council discuss issues and projects and pass legislation. On the off Mondays, there are televised work sessions. These are informal meetings, open to the public, where the Mayor and Council discuss relevant City business. This is a time of research, problem solving and informal decision-making. Agendas for all City Council meetings are available online, and a video of previous meetings is archived. The Mayor and Council also rely on 29 citizen committees, boards and commissions which provide a means of community involvement on a number of issues, while day-to-day operations are run by the City Manager, who is hired by the City Council. The City also has planning and zoning responsibility distinct from County and regional bodies. Gaithersburg is a fiscally responsible City that has not incurred any bond debts since 1963. Ithas apay-as-you-go financial philosophy that allows the City to enjoy a prosperous economic status. The property tax rate for citizens has remained the same for more than 40 years, making Gaithersburg an attractive and affordable place to live. The City employs over 2 50 full-time employees and has an annual operating budget of $53 million. Employees are not represented by an employee union. Opportunities and Challenges As the City continues to grow, it is changing from a suburban to an urban community, and while there is excitement about this transition, the Ciry will need to address the needs of a growing community while maintaining the unique character of Gaithersburg. As such, the next Ciry Manager will need to workwith the City Council, Departments and the community in implementing the goals of the annual Strategic Plan and the longer term 2003 Master Plan. The next CityManager will oversee the implementation of these plans for future growth, land use, transportation and mobility, protection and preservation of the environment, job growth, affordable housing, infrastructure capacity, asset maintenance, overall community wellness, and public safety. The growth of the community means that there are opportunities to improve the quality and frequency of communication with residents, businesses and visitors about activities, plans, growth issues, development, and interactions with surrounding jurisdictions. ^ The City has identified the Olde Towne district as an important civic, social and cultural center of Gaithersburg and is in the process of revitalizing this area within the original Ciry limits. The Ciry Manager will work with the City Council and City staff on a variety of initiatives including: encouraging a cooperative approach among business and residential communities, developers and elected officials; creating mixed-use development that encourages seven-days- a-week activity with a balanced mix of commercial and residential uses. Revitalization activities should be in - ~~ ..._~ __ ~J~'1 substantial conformance with the Olde Towne Gaithersburg District Master Plan. businesses. Broaden the economic base and champion business retention as well as attraction and expansion. ^ Growth will be managed with emphasis on quality, and environmental sustainability. The Ciry has recently adopted a LEED standard for all future City buildings, and a Green residential building code. The City is also working to measure and reduce greenhouse gas emissions and is a participant in anumber ofmulti-jurisdictional environmental programs. ^ The Ciry of Gaithersburg is viewed as a leader in creating collaborative, regional and parrnership-oriented solutions. The next CityManager should continue to seek and create and expand on these partnerships. ^ The City Manager will encourage active involvement in identifying and addressing social issues including ways to unify the community, and integrate communities together, as well as addressing issues related to the location of a day-labor center near the City. ^ The City has taken a very pro-active position in creating affordable housing opportunities, and has created a Homeownership Assistance Program to help residents of multi-family residential communities displaced by redevelopment to purchase a home in Montgomery County. The City Manager will work with the Mayor and City Council to diversify the housing choices in the community and provide affordable housing throughout the community. ^ Engage City Departments and employees in improving operational efficiencies, service delivery and customer service. Improve cross-departmental involvement in decision making. Update City policies and procedures including updating the employee handbook. ^ Continue to improve communication throughout the organization, including providing the Mayor and Council with regular updates on issues, and improving internal communication with, between and among employees. ^ Balance and prioritize the needs of the City and be open to various long term financial strategies. ^ Continue to develop the City of Gaithersburg as a business destination of choice, and seek to attract new industries to the community, while supporting existing The Position The Ciry Manager is appointed by the Ciry Council and is the chief administrative officer of the Ciry. The Ciry Manager manages the City's organization and administrative operations in accordance with policies and procedures set forth by the City Council. The work is performed under the direction of the Mayor and Ciry Council, but the exercise of independent judgment and initiative is expected. Supervision is exercised over all City management and related administrative support personnel. The nature of the work requires the CityManager to maintain effective working relationships with the Mayor and the City Council, elected officials of other cities, the Senior Leadership Team, elected and appointed officials in the area, regional, State and Federal agencies, supervisory personnel, employees and the general public. The City Manager's Office also oversees several special programs such as Environmental Affairs, Economic Development, Human Services, the Kentlands Mansion and the Public Information office. Essential duties and responsibilities include, but may not be limited to: ^ Plans, organizes, directs and coordinates the activities of Ciry departments; assists the Mayor and Council in developing major policies for the general direction of City affairs, for planning long range programs and for making difficult administrative decisions. ^ Delegates authority for the performance of lesser adminis- trative and technical activities; through department heads, gives direction to a staff of managerial, professional, technical, and administrative support staff. ^ Administers and implements directives and policy and drafts and proposes the Ciry budgetary decisions of the Mayor and City Council; supervises all departments and employees under the supervisory control of the Office of the City Manager. ^ Confers with and advises department heads on problems related to the operation and direction of various City projects and programs. ~1 ~~ . Reviews, plans and reports on proposed ordinances submitted by department heads; summarizes and evaluates the requests of department heads; makes recommendations to the Mayor and Council accordingly. Directs and reviews preparation of the annual City budget; directs City personnel practices, including administration of the classification and pay plan. Receives requests and complaints from the public concerning administrative action of the various departments; ensures follow up on corrective actions and ensures that replies to inquiries are provided in an efficient and timely manner. Performs organizational and procedural analyses of the City departments; gathers information, prepares reports and makes recommendations to the Mayor and Council. Attends meetings of the Council; attends meetings of professional organizations and speaks before local civic groups on various aspects of City government. Confers with representatives offederal, state and county agencies on matters pertaining to a number of City programs. Serves as the primary City spokesperson to the public and the media. Performs related tasks as required. ~he position is vacant due to the retirement of the previous City anager who was appointed in 1994. The City of Gaithersburg has had two City Managers since 1968. ~he Candidate Education and Experience graduation from an accredited college or university with a Master's Degree in Public or Business Administration or elated field; minimum of ten (10) years of experience at the management level, preferably as manager or assistant manager of a municipal agency; or any equivalent combination of ducation, training and experience. ~t is also desirable that candidates have knowledge of community development, budgeting and financial management, planning, ~conomic development and redevelopment (including mixed-use projects), public works, negotiation, intergovernmental relations, and community relations. Knowledge, Skills and Abilities In addition to exceptional communication skills, candidates should also have: ^ Extensive knowledge of public administration with particular reference to municipal administration, including principles of organization and budget preparation; extensive knowledge of municipal organization and functions, and the relationships within local government and other levels of government; ^ Extensive knowledge of research methods and techniques utilized to assemble, organize and present in written or oral form statistical, financial or factual information derived from a variety of sources; ^ Thorough knowledge of the laws, ordinances, and other requirements governing local government; ^ Abiliry to organize, direct, and coordinate the activities of the various departments which comprise the City government; ^ Abiliry to delegate authority and responsibility to department heads and to maintain an effective organization; ^ Ability to establish and maintain effective working relation- shipswith elected officials, department heads, employees and the general public; ^ Knowledge of modern business methods and procedures applicable to local government administration; ^ Knowledge of statistical methods and effective preparation and presentation of reports; ability to express ideas effectively orally and in writing; ^ Experience with media relations. Management Style and Personal Traits The City of Gaithersburg is a dynamic and diverse community that prides itself on a long history of progressive and innovative ideas to meet the changing needs of the community and advance the vision of the City Council. This person should be able to build on the solid foundation that the Ciry has built and help the City of Gaithersburg reach its potential as a leader among cities. J In addition the City ofGaithersburg is a CI-IARACTER COUNT'S! T"' city and candidates should have a strong level of commitment to ethics and character. The ideal candidate must be a confident decision maker who will work proactively with the City Council, engage the community and be forward thinking in their orientation. He/She should have a clear and concise communication style and excellent listening skills, be calm under pressure, and be able to motivate staff to meet the high expectations of the organization and community. This person should be a team leader, who can mentor and develop staff, someone who surrounds themselves with good people, believes in the value of employees, and does not micro-manage. He/She should be comfortable working with an experienced Senior Leader- shipTeam, have a participatory management style, be able to delegate responsibility, hold people accountable, and at the appropriate time defend their actions. This person shall have high ethical standards and the integrity and courage to express their opinion and disagree when appropriate. This person should be able to do what is right, not necessarily what is popular. The City Manager must be proactive in bringing issues to the Council and treat all Council Members in an evenhanded manner. He/She must keep the Council informed in a timely and accurate manner, and provide his/her best professional recommendations in helping the Council shape the vision of the City. However, when the Council makes a decision, he/she should be respectful of the role of the Council and promptly implement their policies even if they differ from his/her recommendations. In addition, he/she should be entrepreneurial and business oriented with a strong customer service orientation, able to create relationships easily, and be flexible and open to new ideas. This person should be a strategic thinker and a calculated risk taker who is able to develop ideas and implement them through teamwork and collaboration. This person should also be diplomatic and respectful of other's opinions. Candidates should be optimistic, energetic and friendly, have a good sense of humor, be active in the community and open to input from all the voices in the community. Compensation The salary for the position is negotiable within an established range, and will be dependent on the qualifications and experience of the selected candidate. The City of Gaithersburg offers retirement programs through a 401A plan (the City contributes 8 percent of the employee salary), a 401 K profit sharing plan (the City will match 3 percent of the employee's 5 percent contribution), a 457 Deferred Compensation Plan and a Roth IRA. In addition, the following benefits are provided: Medical and dental insurance, Workers Compensation, long term disability insurance, Employee Assistan~ Program, life insurance (basic and AD&D) and long term care insurance; holidays, vacation, sick leave (sick leave maybe accumulate0 with no maximum balance); and a wellness program which include gym membership and workplace fitness. Selection Process Each candidate's background will be evaluated on the basis of information submitted at the time of application to determine the suitability of the candidate's preparation for this position. The resu e should include any additional information which the candidate wish~S considered. Only the more qualified candidates, as determined by the screening process, will be invited to participate in the selection process. The names and qualifications of the most highly qualified°~~ candidates will be reviewed by the Mayor and City Council. Final interviews will be conducted by the Mayor and Ciry Council. How to Apply Interested candidates can apply for this position and obtain addition information at www.allianceresourceconsulting.com by May 2, 200~r Confidential questions, inquiries and nominations may be directed t~• Eric J. Middleton, Managing Partner Alliance Resource Consulting LLC 1940 Duke Street, Suite 200 Alexandria, VA 22314 p- Telephone: (703) 684-3120 Facsimile: (703) 548-9446 E-mail: emiddleton@alliancerc.com -~ The City of Gaithersburg is an Equal Opportunity Employer and values diversity at all levels of the organization. ~ ~ + ~~f f .'t h r ~ _ .~ _ 1~ ~ ~ ~~ ~\ a'a ~ , ~~ ~ e ~r ~#_,. f r-~ r 7 ir~ ~ __ ` The Area Cedar Rapids, founded on the banks of the Red Cedar River in the 1800's, has grown into a manufacturing and communications center in the Heartland. The area enjoys a diverse and stable economy, making Cedar Rapids an important link to the global economy. Located in Eastern Iowa, the region's population is 237,230. It is home to more than 275 different manufacturing plants, including two dozen Fortune 500 companies. International exports have reached record numbers and linked with companies around the world including in Brazil, Canada, France, Germany, Ireland, Korea, Japan, the Netherlands, Switzerland, and the United Kingdom. Rockwell Collins, Inc. is the largest Cedar Rapids employer and produces advanced communications and aviation electronics for government and commercial customers. Agricultural-based businesses also make up an important part of the economic base. Quaker Food and Beverages, a division of Pepsico, Inc., operates the world's largest cereal milling plant in Cedar Rapids. General Mills, Inc., Penford Products Company, ADM Corn Processing Division, and Cargill, Inc., all have key positions in the ag-based economic sector. The insurance and financial services sectors have been a source of growth and strength in the area economy. AEGON USA/Life Investors Insurance Group and United Fire Group, both giants in the insurance industry, have had along-time presence in the local community. Likewise, computer software, engineering, and telecommunications industries changed the face of Cedar Rapids in recent years with major investments in the community. Siemens Transportation, Systems Integrated Local Government Division, Riverdeep and Fiserv Life Insurance Solutions and MCI are but a few examples of the success in this sector. One of the most exciting developments in recent years is the cooperative economic development effort between the Cedar Rapids area and the Iowa Ciry area, 20 miles south. Known as the Technology Corridor, The Milken Institute in California has called the area a "high tech prairie powerhouse." Iowa City is home to the Big Ten's University of Iowa. Its hospital and medical research facilities are known worldwide for excellence in education and health care. In addition, the University of Iowa hosts the famous International Writer's School. Wonderful collegiate sports, fine arts, and recreational opportunities abound. Several large companies are integral to the Iowa Ciry area business environment, including Lear, Proctor & Gamble, and Oral B Laboratories. The Eastern Iowa Airport is located strategically between Cedar Rapids and Iowa City, along Interstate 380, providing easy access for residents from both ends of the corridor. Both Cedar Rapids and Iowa City have a rich history and diverse culture. In Cedar Rapids, Brucemore, a National Trust Historic Site, offers visitors a glimpse back in time, and features several cultural events throughout the year, including a blues festival and classic theatre performed in an outdoor amphitheatre. Travel to Central Europe by visiting Czech Village that showcases bakeries, shops, and restaurants. The city features many fine museums, including The Cedar Rapids Museum of Art, The Airport Director National Czech and Slovak Museum and Library, the Carl and Mary Koehler History Center, and the African American Museum and Cultural Center of Iowa. For fun family activities, there is the Science Station and McLeod/Busse IMAX Dome Theater. Or, for the family who loves the outdoors and nature, Indian Creek Nature Center has 210 acres of restored savannas, prairies, and woodlands. Cedar Rapids also features beautiful campgrounds and hiking trails. The Amana Colonies, an internationally renowned historical landmark, restaurant and entertaimnent destination, are located only minutes from The Eastern Iowa Airport. The Amana Colonies features seven communal villages and was founded 150 years ago. Sports has a long tradition in the Cedar Rapids area, with the Cedar Rapids Kernels minor league professional baseball team, the United States Hockey League's RoughRiders and a new professional basketball team, the Cedar Rapids Ba1lHogs, affiliated with the All American Professional Basketball League. If your taste in sports runs along faster lines, Hawkeye Downs Speedway is a popular venue for local racing, as well as visiting regional and national series, including the American Speed Association, USAC Sprints and Midgets, NASCAR REMAX Series, as well as many others. The Cedar Rapids-Iowa Ciry-Amana Colonies Corridor offers many varied Festivals throughout the year, for visitors and residents of all ages and interests. The area is rich and a welcoming place for all. The City The City of Cedar Rapids was incorporated in 1849 and has operated under the commission form of government since April 6, 1908. Under this form of government, five commissioners (including the Mayor) comprise the Ciry Council, which has executive, legislative, and administrative authority. The Council is elected at-large to two-year, non-partisan terms each even numbered year. The duties of the City Council include hiring City officers and employees, appointing members of City boards and commissions, enacting legislation, and generally establishing policy for the Ciry. In addition to their individual duties, the Ciry Council members also serve on the Bluestem Solid Waste Agency Board. Through various departments and boards/commissions, the Ciry provides public safety, public works, solid waste collection, animal control, parking, ground transportation, community development, and municipal water and sewer services as well as various cultural and recreational opportunities. The Airport History The history of the Cedar Rapids Municipal Airport can be traced back to a private airfield established in the early 1920's by Dan Hunter. The airfield was located just north of Highway 30 and ~~ ~~ ..'~ ,- -~ . . ., ~:', k ~, est of what is now Bowling Street SW. The service at that time onsisted of a one-man private charter service and pilot training. Airmail service into Cedar Rapids began on July 10, 1928. Due to inoperable conditions during bad weather, the old "Hunter Field" as phased out and in 1947, a new airport was dedicated in Cedar apids, at its present location. The new airport was financed by bond issues, which had been previously voted down twice. n 1939, Jinn Wathan, a former student of Dan Hunter, went to work or Hunter as a civilian pilot trainer. In 1944, Wathan and Hunter went nto business together, forming a partnership that lasted until 1952 when Wathan retired to Florida as a corporate pilot. Two years later, Wathan eturned to Cedar Rapids and started the Wathan Flying Service. ~Fhe late llonald Hines guided the Cedar Rapids Airport from a cornfield facility to a regional operation. Mr. Hines was an original member of the Airport Commission and was elected Chairman at its ~~trst meeting in 1945. Previously, the Airport operated under the ~ty of Cedar Rapids. He resigned in 1973 after 28 years and died o years later. Under his guidance, the Airport grew from little more than a dream to amulti-million dollar operation. Although the rport was funded by the military and finished in 1944, it was never ised for wartime purposes. Mr. Hines was instrumental in establishing commercial passenger service to Cedar Rapids. On April 27, 1947, the Cedar Rapids ~unicipal Airport, with runways 5,400 feet long, was dedicated. In 997, the Airport's name was changed to The Eastern Iowa Airport to better ret7ect the area the Airport serves. 'acts and Figures The Eastern Iowa Airport is owned by the City of Cedar Rapids and operated autonomously by the Cedar Rapids Airport Commission. ive Commissioners are appointed to three-year terms by the Mayor nd approved by the City Council. The Commission is apolicy-making ody and oversees Airport management. Commissioners serve on a volunteer basis. Regular Commission meetings are held on the ourth Monday of each month. ~Fhe Eastern Iowa Airport is a 3,288 acre facility. The terminal facility, opened in 1986, and expanded in 1996, has ] 06,480 usable square feet; 13 aircraft gate positions, 2,061 public automobile parking spaces; oncession services including food and beverage, gifts, car rentals, shuttle ~enlce, information and business services. Approximately 154 corporate and privately-owned aircraft are based at the Airport. ~urrent airlines and air cargo carriers are: ^ Allegiant Air ^ American Connection ^ American Eagle ^ Delta Connection ^ Northwest Airlines ^ Northwest Airlink ^ United Express ^ Federal Express ^ DHL ^ United Parcel Service n the Fiscal Year 2004, 477,218 passengers were enplaned; 72,111 airport operations (takeoffs and landings) were recorded; and 23,853 tons of mail, freight and baggage were handled. Over 90% of passenger service is provided by turbojet aircraft. There are 45 Airport employees who serve the following areas: Administration, Terminal Maintenance, Field Maintenance, and Police, Fire and Safety. In addition, 33 Airport tenants employ a total of 600 employees. The Fiscal Year 2005 Operating Budget is almost $12 million and the Five-year Capital Improvement Program Budget is over $63 million. The Position The Airport Director plans, organizes and directs the operations, maintenance, development and activities of The Eastern Iowa Airport and Foreign Trade Zone and Business Park; and performs other related work as required. Extensive leeway is granted for the exercise of independent jttdgment and initiative. Management and supervision is exercised over the work of all Airport employees. Typical duties of the position include: ^ Providing effective, professional leadership, positioning all of the Airport's departments to meet the community's current and future Airport needs through appropriate technologies and services. ^ Planning, organizing and directing the organization, structure, activities and operations of The Eastern Iowa Airport, Foreign Trade Zone and Business Park. ^ Managing department work, projects and personnel activities of the Airport. ^ Directing the strategic planning, policy development and data collection and reporting activities of the Airport. ^ Directing, managing and evaluating the implementation of Total Quality Service for the Airport. ^ Overseeing the preparation and monitoring the activities of the maintenance, operations and capital improvement budgets. ^ Developing policies to ensure safety issues are prioritized within every aspect of Airport operations. ^ Developing policies to ensure that the air travel and general aviation needs of the surrounding areas are handled in an efficient manner. ^ Maintaining the Airport operations within the requirements of all State and Federal regulations. ^ Developing and recommending planning, operational activities, capital improvements, financial and marketing policies for Commission approval. ^ Planning and directing the Capital Development and Capital Purchasing programs for the Airport and the associated Business Park. ^ Developing lease agreements and contracts with tenants, lessees, concessionaires, unions and vendors. ^ Marketing the Airport, Business Park and Foreign Trade Zone. ^ Maintaining all appropriate records on Airport operations. ^ Serving as the primary spokesperson for Airport activities. ^ Performing all work duties and activities in accordance with Airport Commission policies, procedures and safety practices. ^ Attending work regularly at the designated place and time. ^ Supporting Commission's "Total Quality Service" initiatives; ^ Performing other related work as required. The position is open due to the upcoming retirement of the current Airport Director. Issues/Challenges ^ Maintain a balanced relationship between the City of Cedar Rapids and the Airport Commission. ^ Maintain current air carrier services while attracting new service providers. ^ Maintain the strong fiscal standing of the Airport. ^ Maintain the Airport's excellent performance record of compliance (i.e., FAA regulations and safety inspections). ^ Develop strong, customer service focused relationships with the public, airlines and the community. ^ Lead a proactive economic development program. ^ Oversee ongoing construction projects. ^ Management of all airport operations (i.e., all carrier, cargo, general aviation, farming and occupancy building). The Candidate Education, Certifications and Experience ^ Requires a bachelor's degree from an accredited college or university in airport management, engineering or a closely related field; and, Extensive experience in airport management at an airport which offers both general aviation and commercial airline services; or, Any equivalent combination of experience and training which provides the knowledge and abilities necessary to perform the work. ^ A pilot's license and certification as an Accredited Airport Executive is preferred. ^ It is ideal that candidates have a minimum of 10 years in the aviation industry and have at least .5 years of increasing supervisory experience. Skills and Knowledge The selected candidate should have skills in: ^ Communicating effectively and maintaining working relation- ships with State and Federal officials, elected officials, City employees, business organizations, representatives of the media and the public. ^ Preparing accurate and reliable reports containing findings, reconunendations and conclusions on Airport operations and procedures. ^ Operating a personal computer, using program applications appropriate to assigned duties and responsibilities. ^ Managing, coordinating and evaluating the work of others. ^ Working cooperatively to maintain effective working relationships to accomplish job responsibilities. ^ Quickly learning and putting to use new skills and knowledge brought about by rapidly changing information and/or technology. ^ Ingenuity and inventiveness in the performance of assigned tasks. In addition, he/she should have comprehensive and thorough knowledge of: ^ Aviation management, including development and implementation of safety programs involving every aspect of Airport operations. ^ All State and Federal regulations regarding Airport operations. ^ The air service and general aviation needs of the surrounding areas. ^ The Airport operational area. ^ Marketing the services of an Airport. Management Style and Personal Traits The ideal candidate will be someone who is outgoing and active in the community. This person should understand the importance of economic development and its relationship to the Airport. HeJShe should also be familiar with regional issues. He/She will have excellent people skills with the ability to communicate with people at all levels of the organization and in various fields of work. He/She should be open and inclusive, consistent and a facilitator when working with the Airport Commission. This person should also be logical, analytical, hands-on while also delegating, accessible, and be someone who gets out of the office and manages by walking around. The selected candidate will have common sense, a strong professional presence, political savvy, versatile, flexible, and fast-paced. Lastly, he/she will have an energetic and ambitious approach in the marketing and development of a global perspective for the Airport. Compensation "hhe salary for this position is within an established annual range and will be dependent upon the qualifications and experience of the selected candidate. In addition, benefits are provided which include: Health and dental insurance; long-terns disability insurance; basic life insurance; supplemental life insurance; IRS Section 125 Flex Plan; participation in the Iowa Public Employees Retirement System (IPERS); deferred compensation; 401(a) money purchase plan; flexible leave; holidays; longevity pay; educational assistance; employee assistance program; employee recognition program; and fitness center. How To Apply Apply by March 11, 2005 at www allianceresourcernnsulting.rnm. Questions and inquiries maybe directed to: Sherrill Uyeda, Senior Pa~zner ALLIANCE RESOURCE CONSULTING LLC One World Trade Center, Suite 420 Long Beach, CA 90831 Telephone: (562) 901-0769 E-mail: apply~allianceresourceconsulting.com Asz Equal Oppo~-CUnity/ADA Employer TABLE OF CONTENTS 1 OUR UNDERSTANDING ................................................................................... 3 2 FIRM CUALIFICATIONS .................................................................................. .3 2.1 PROJECT TEAM ........................................................................................... .3 2.2 OUR EXPERIENCE ......................................................................................4 2.3 ADVANTAGES OF OUR FIRM ...............................................................5 3 RECRUITMENT METHODOLOGY &APPROACH .................................. 7 3.1 STRATEGY DEVELOPMENT ....................................................................7 3.2 ACTIVE RECRUITMENT ...........................................................................8 3.3 CANDIDATE EVALUATION ....................................................................8 3.4 PROGRESS REPORT MEETING .............................................................9 3.5 PRELIMINARY INTERVIEWS .................................................................9 3.6 CLIENT INTERVIEWS & INTERVIEW BOOKS ................................9 3.7 SPECIAL ASSISTANCE ............................................................................. 10 4 OUR CLIENT'S ROLE ......................................................................................... 10 5 PROJECTED TIMELINE .................................................................................... .11 6 ALLIANCE ADVANTAGES ................................................................................ 12 6.1 TECHNOLOGY ........................................................................................... 12 6.2 DIVERSITY OUTREACH ......................................................................... 12 6.3 STAKEHOLDER OUTREACH ......................................................... 12 7 RECRUITMENT COSTS .................................................................................... 13 8 ALLIANCE SUMMARY ....................................................................................... 14 9 CONTACT INFORMATION ........................................................................... 14 APPENDIX A: CHIEF EXECUTIVE SEARCHES ............................................... 16 APPENDIX B: CENTRAL U.S. AREA CLIENTS ................................................ 22 APPENDIX C: BIOGRAPHIES ...............................................................................25 APPENDIX D: REFERENCES .................................................................................27 Page 2 of 27 1- OURUNDERSTANDING ALLIANCE It is our understanding that the City of Iowa City wishes to engage an RESOURCE cotvsutTttvG uc executive search firm to assist in the recruitment of the City Manager. THE POWER O F P A R T N E R S H I P Iowa City is a strategically located in the heart of the Midwest, near the geographical center of the country. Located in the center of Eastern Iowa, Iowa City lies within 300 miles of Chicago, Minneapolis, Omaha and St. Louis. The City operates under a City Council/City Manager form of government. The voters of the City elect the seven members of the City Council on anon-partisan basis. The mayor is selected by the City Council. The City Council is the governing body and is responsible for the appointment of the City Manager, City Attorney and City Clerk. The City Manager is responsible for administering all policies, laws and ordinances enacted by the City Council. City departments include City Attorney, City Clerk, Finance, Fire, Housing and Inspection Services, Library, Transportation Services, Parks and Recreation, Planning and Community Development, Police, Public Works and Senior Center. The City has 635 permanent positions and up to 400 temporary positions. Alliance Resource 2 -FIRM QUALIFICATION S Consulting prides itself on its commitment to customer service to 2.1 PROJECT TEAM both the client and the candidates. In 2004, Alliance Resource Consulting acquired the national executive recruiting practice of MAXIMUS. We are committed to providing our clients with the highest caliber of service in the industry. Our team of dedicated professionals utilizes custom-built state-of-the-art technology in conducting a search. We are based out of Long Beach, California and are the only firm in California. We also have offices in Palo Alto, California and Alexandria, Virginia. Our current staffing is: Eric Middleton -Managing Partner Sherrill Uyeda -Senior Partner Syldy Tom -Consultant Richard Kaplan -Research Consultant Linda Kann -Special Projects This recruitment will be led by Eric Middleton, and will be assisted by Sherrill Uyeda. Mr. Middleton will have final responsibility for all work on this engagement. Biographies can be found in Appendix B, and references can be found in Appendix C. Page 3 of 27 2.2 OUR EXPERIENCE We believe we are exceptionally well qualified to assist you. We have extensive nationwide experience recruiting chief executives for local government ranging small to large organizations. Currently, we are recruiting the city managers for the City of East Palo Alto (CA), the City of Fresno (CA), the City of Maywood (CA), the City of Stockton (CA), and the City of Moreno Valley (CA). We recently completed the City Manager recruitments for the City of Santa Monica (CA), the City of Pacific Grove (CA) and the City of Anaheim (CA). In the last six months to two years, we have completed the following recruitments: ^ Chief Administrative Officer -Butte County, CA ^ City Manager -City of Carlsbad, CA ^ City Manager -City of Compton, CA ^ Assistant City Manager -City of Concord, CA ^ Assistant City Manager -City of Dallas, TX ^ City Manager -City of Gaithersburg, MD ^ City Manager -City of Hesperia, CA ^ City Manager -City of Hillsboro, OR ^ City Manager -City of Inglewood, CA ^ Assistant City Manager -City of Irvine, CA ^ City Manager -City of La Palma, CA ^ City Manager -City of Monterey Park, CA ^ Chief Administrative Officer -Los Angeles County, CA ^ City Manager -City of Long Beach, CA ^ City Administrator -City of Placentia, CA ^ City Manager -City of San Bernardino, CA ^ City Manager -City of San Josh, CA ^ City Manager -City of Yorba Linda, CA Similar projects conducted with the same project team include: ^ City Administrator -City of Huntington Beach, CA This recruitment followed our standard recruitment process described in Section 3 "Recruitment Methodology & Approach" of our proposal. Contact: Ms. Michele Carr, Director of Human Resources 2000 Main Street P.O. Box 190 Huntington Beach, CA 92648 (714)536-5586 Total value of services: $25,000 Started: April 2008 Completed: August 2008 Page 4 of 27 ^ City Manager -City of Alexandria, CA In addition to our standard recruiting process, Mr. Middleton and Ms. Uyeda conducted citizen focus group meetings. We also interviewed the City Council members as a group, and then individually. Once we drafted the recruitment profile, we met with City Council in closed session to review and revise the profile in a collaborative manner. Final interviews consisted of two assessment panels: City Council members and community members. Contact: Mr. Steve Mason, Assistant to the City Manager 301 King Street Room 3500 Alexandria, VA 22314 (703) 746-3772 Total value of services: $23,000 Started: June 2004 Completed: September 2004 ^ City Manager -City of Long Beach, CA This recruitment followed our standard recruitment process described in Section 3 "Recruitment Methodology & Approach" of our proposal. Contact: Ms. Suzanne Mason, Director of Human Resources 333 West Ocean Blvd., 13th Floor Long Beach, CA 90831 (562) 570-6140 Total value of services: $30,000 Started: May 2007 Completed: August 2007 ^ City Manager -City of San Josh, CA In November of 2006, we were awarded this recruitment. It was a very detailed process that stressed transparency throughout the process. The City set up numerous focus/outreach groups. These meetings were set up to include all geographic regions of the City, as well as business/special interest groups, and diversity outreach. Mr. Middleton and Ms. Uyeda conducted these meetings. Additionally, we created a tri-lingual survey that was available online and in print. This information was then presented to the City Council. The recruitment profile was then developed and approved. Final interviews consisted of three assessment panels: City Council members, business leaders, and City department directors. Contact: Mr. Mark Danaj, Director of Human Resources 200 E. Santa Clara Street, 2"d Floor Wing San Jose, CA 95113 (408) 975-1476 Total value of services: $30,000 Started: November 2006 Page 5 of 27 Completed: May 2007 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. It should be noted that all of these recruitments were completed on time and within budget. We will preserve the confidential nature of any information received from you or developed during the work in accordance with our established professional standards. We assure you that we will devote our best efforts to carrying out the work required. The results obtained, our recommendations and any written material we provide will be our bestjudgment 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. 2.3 ADVANTAGES OF OUR FIRM Relative to your present search requirements, we believe the principal advantages in using our firm and what may differentiate us from the others are: ^ Our specialization in public sector executive search on a nationwide basis; ^ Our PROACTIVE recruitment of candidates who may not be seeking new employment and would not normally respond to routine advertising or who may come from non-traditional sources; ^ Our ability to customize a recruitment timeline to fit your needs; ^ Our candidate application system AND client access feature that allows our client contact to obtain real time candidate information; ^ Our extensive experience recruiting senior level chief executives in local government; ^ Our track record of success in placing senior level executives in particularly sensitive and highly responsible/accountable positions; ^ The quality of our work and the fact that most of our clients have retained our services on more than one engagement; ^ Our proven ability to identify and recommend qualified female and minority candidates; ^ Our reputation among clients and candidates for timely communication and documentation (e.g., acknowledgement of receipt of candidate application, client status reports, candidate interviews, client meetings and candidate feedback); and ^ The thoroughness of our documented reference, Internet and background checks. We request very specific references from candidates and supplement our reports with information gathered from available information sources such as Lexis- Nexis, Google web, images and blog searches, and newspapers. Page 6 of 27 3 -RECRUITMENT METHODOLOGY & APPROACH "~ ~ Alliance Resource Consulting believes that we are an extension of your organization. As such, we work within your expectation and Recruitment guidelines. Our objective is to find the best qualified candidates. Process While notices in professional journals may be helpful, many of the best candidates must be sought out and their interest encouraged. Our general familiarity with the City, knowledge of the field and our relationships with professional organizations make us well qualified to assist you. Our clients have found that we are able to: ^ Protect the confidentiality of the information discussed with or received from the client. ^ Build consensus among those involved in the hiring process. ^ Develop the appropriate specifications for a position. • Encourage the interest of top-level people who would otherwise be reluctant to respond to an advertisement. ^ Preserve the confidentiality of inquiries, consistent with State public disclosure and open meeting laws. ^ Save a considerable amount of time for client staff in developing and responding to candidates. ^ Independently and objectively assess the qualifications and suitability of candidates for the particular position for which we are recruiting. ^ Adhere to client's budget expectations. If you desire to retain us for a full and thorough recruitment process, we will do the following for your recruitment: 3.1 STRATEGY DEVELOPMENT We will interview members of the Search Committee and other client contacts to obtain a detailed understanding of the position, key goals and challenges, and organizational culture. We will also discuss expectations regarding desirable training, experience and personal characteristics of candidates. In addition, should you request it, we will conduct/facilitate community outreach meetings and focus group discussions. We also have experience creating and managing community surveys, should the City want input from its constituents. We will also gather/review relevant information about the City, such as budgets, organization and/or department goals, organization charts, etc. Once our findings have been summarized, we will submit a Recruitment Profile with the desired qualifications and characteristics for your approval. The Recruitment Profile that will be sent to potential candidates will include information about the City, the job and the criteria established by you. Sample Recruitment Profiles are enclosed. Page 7 of 27 3.2 ACTIVE RECRUITMENT Once you have approved the Recruitment Profile, we will actively seek out individuals who meet the client's expectations. To achieve the best response, we will take athree-prong approach to attracting candidates: 1. Direct Contact - We will mail invite letters and recruitment profiles to targeted individuals in comparable organizations at the appropriate level. These invitations will be followed up with direct phone calls to potential candidates to gauge interest. 2. Internal "Job Alert" -Through our innovative and custom technology, we will send a new "job alert" to all our registered users in the Alliance Resource Consulting candidate application program. Prospective candidates will be contacted via email with a link to the PDF version of the Recruitment Profile. 3. Advertisements - We will place job advertisements in the appropriate journals and on-line sites. As a matter of corporate policy, we will not discriminate against any applicant for employment on the basis of race, religion, creed, age, color, marital status, sex, sexual preference, disabilities, medical condition, veteran status or national origin. A substantial percentage of the placements made by our firm have been minority or female candidates. Frequent communication with our clients is a hallmark of our firm. While consultants will provide regular updates on the progress of your search, you will also be able to access up-to-date `real time' information regarding your search from our secure website. 3.3 CANDIDATE EVALUATION We will review, acknowledge and evaluate all resumes received. Candidate evaluation will begin with an analysis based upon criteria contained in the Recruitment Profile, information contained in the resumes submitted to us, and our knowledge of the people and organizations in which they work. The next phase in candidate evaluation will be based upon additional information we receive from the qualified group of candidates. We will utilize various resources and tools of the firm such as written supplemental information questionnaires. Telephone interviews will be conducted with the most promising candidates to gain a better understanding of their backgrounds. Page 8 of 27 3.4 PROGRESS REPORT MEETING Upon completion of phase two of our candidate evaluation, we will assemble and submit a progress report of the leading candidates to you. This report will include summary resumes, supplemental information, and the original resumes of those candidates we believe to be best qualified for the position. Supplemental information on a candidate typically includes: the size of the organization for which the person works, reporting relationships, budget responsibility, the number of people supervised, related experience and reasons for interest in the position. Any other specific information will be dictated by the criteria set forth in the Recruitment Profile. The purpose of our progress report is two-fold. It allows you an opportunity to review the candidates prior to the conclusion of the search and allows us to receive feedback on the caliber of the candidates recruited. In this way, you will not be surprised by the candidates, as you will have seen their qualifications prior to the final interviews. In addition, at this point we will have conducted a news article/periodical records check and internet check on each of the presented candidates. Of course, we are flexible and may consider other individuals as final candidates who are subsequently identified and were not included in the progress report. 3.5 PRELIMINARY INTERVIEWS We will interview (either in person or via video-conference) those candidates identified by you to be the leading candidates. We will conduct a preliminary interview with questions that focus on the selection criteria. Additionally, we will verify degrees and certifications continue to monitor newspaper articles and internet mentions using Lexis-Nexis and the internet. As part of our process in evaluating candidates, we make telephone reference checks. In conducting these references, it is our practice to speak directly with individuals who are, or have been, in a position to evaluate the candidate's performance on the job. These references and our evaluations provide you with a frank, objective appraisal of the candidates. We will conduct preliminary references on candidates to be interviewed, and will finalize these for the top one or two candidates. 3.6 CLIENT INTERVIEWS & INTERVIEW BOOKS We will assist you in scheduling final candidates for interview with your organization, and will send the candidates packets of information which we obtain from you should you request it (e.g., information about the organization and the geographic area, budgets, etc.). Page 9 of 27 We will prepare final Interview Books for the selection panel. These books will include interviewing/selection tips, suggested interview questions, and rating forms for your use. Candidates will not be ranked, for we believe it will then be a matter of chemistry between you and the candidates. We will also be on-site for the interview day(s). We will brief the interview panel at the start of the interviews and will facilitate the process throughout the day. After the last candidate interview, we will assist you in a "debriefing" immediately following the interviews. Once we finalize references on the top one or two candidates, and conduct credit/criminal/civil litigation/motor vehicle record checks through an outside service, we will provide you with a detailed, Candidate Evaluation Report Summary written report. 3.7 SPECIAL ASSISTANCE Our efforts do not conclude with presentation of the final report. We are committed to you until a successful placement is made. Services that are routinely provided include: ^ Arranging the schedule of interviews and the associated logistics for final candidates; ^ Advising on starting salary, fringe benefits, relocation trends and employment packages; ^ Acting as a liaison between client and candidate in discussing offers and counter offers; ^ Conducting a final round of reference checking with current employers (if not previously done for reasons of confidentiality); and ^ Notifying unsuccessful candidates, who were not recommended for interview, of the decision. ^ Following up with the client and the selected candidate once he/she has joined the organization to ensure a smooth transition. 4 -OUR CLIENT'S ROLE The client has a very important role in the recruitment process. While we may identify and recommend qualified candidates, it is the client who must make the decision about which candidate to hire. In order to insure that the best candidates are available from which to choose, our clients should be willing to do the following: ^ Clearly inform us about matters relevant to the search that you wish to keep confidential (e.g., salary, personnel issues, and other privileged information); ^ Supply us with the names of people you have previously interviewed/ considered for this position; ^ Forward to us copies of the resumes you receive, to avoid duplication of effort; ^ Provide feedback to Alliance Resource Consulting regarding the information and recommendations provided by us; Page 10 of 27 ^ Promptly decide upon and follow up in scheduling interviews with the most promising candidates; and ^ Assist in providing information to candidates that will enable them to make their career decisions. ^ Uphold confidentiality (while respecting relevant state laws about open disclosure) to protect the integrity of the recruitment process, as well as the candidate's involvement. By doing the above, we will maximize the likelihood of mutual success. Finally, please be reminded that the United States Immigration Reform and Control Act of 1986 requires that all employers verify an employee's eligibility to work in the United States. Since Alliance Resource Consulting cannot serve as your agent in this matter, your hiring process should include this verification procedure. 5 -PROJECTED TIMELINE The following is a typical schedule to conduct a thorough recruitment. However, we would be pleased to modify this to meet your needs: Mid-April Meet with the appropriate individuals to gather background information. April Develop and obtain approval for the Recruitment Profile. Develop a list of potential candidates to target. Prepare and place advertisements, if desired. May Active recruitment-solicit, receive and acknowledge resumes. Early June Evaluate resumes and gather supplemental information. Submit progress report and meet with you to review leading candidates. June Verify degrees and certifications, conduct preliminary references and interview the best qualified candidates. Late June/Early July Submit final report and initiate the interview process with you. Following Interviews Finalize references, conduct credit/criminal/civil litigation/motor vehicle record checks, and assist with negotiations. Page 11 of 27 ~_ 6 -ALLIANCE ADVANTAGE S 6.1 TECHNOLOGY Alliance Resource Consulting is the only firm to utilize acustom-built "online" client/candidate management system. This custom system allows candidates to input their resumes and cover letters on our website. (For candidates who wish to email or mail us a hard copy of their resume, we will input the information for them.) One of the benefits of our system is that our consultants are able to access this information regardless of where they are staffed. In addition, our client contact is assigned a username and password and is able to check the latest applicant list in real-time. 6.2 DIVERSITY OUTREACH Striving for diversity in our recruitments is a hallmark of our firm. We use a variety of sources for outreach to various minority communities to ensure the desired diversity of our candidate pool. In addition to our personal contacts in various minority communities, we advertise our positions in publications that target minorities in government and further publicize the position through minority organizations such as Blacks in Government and the International Hispanic Network. To ensure a diverse pool, we also create a recruiting list of qualified candidates from communities that have a comparable level of diversity as our client's community. Recently, we created lists for comparable diversity during recruitments for the City Administrator for the City of Inglewood (CA), the Assistant City Manager for the City of Irvine (CA), the City Manager for the City of Calexico (CA), and the City Manager for the City of Marina (CA). The final pool for the City of Irvine included three women among the six finalists. We also collect Equal Employment Opportunity (EEO) information on our candidate pool. This information is accessible to our clients in real time on our company website. 6.3 STAKEHOLDER OUTREACH Our firm has used several methods, including stakeholder meetings, community forums and surveys, for stakeholder outreach in a number of previous recruitments. For example, for the City of San Josh City Manager recruitment, our consultants facilitated 13 community outreach meetings where citizens were invited to attend and express their opinions about what they were looking for in city manager candidates. For the City of Alexandria's City Manager recruitment, we also met with special interest groups such as business leaders, Chamber of Commerce members and historic preservation groups. During the recruitment of the City Administrator for the City of Huntington Beach (CA), our lead consultant met with each councilperson, each department head, conducted an open citizen Page 12 of 27 forum and a forum for a group of stakeholders comprised of two citizens recommended by each councilperson. For the City Manager recruitment conducted for the City of Duarte (CA), our consultants conducted a community panel as well. Our previous experience in stakeholder outreach makes our firm very qualified to conduct the meetings with the Mayor's Office and City Council Members as well as facilitate multiple stakeholder outreach forums throughout the City that your request for proposal outlined. Lastly, our firm has significant experience in creating citizen surveys should you wish to provide this option to your community. We have utilized surveys for many of our city manager recruitments. Last year, for the first time, we provided a survey to our client's citizens in three different languages. The surveys can be accessed on-line, or at our office and our client's office. 7 -RECRUITMENT COSTS """r We provide at least three on-site client meetings; one to develop the I We will submit three equal monthly invoices for fees, plus an amount for expenses, due and payable upon receipt. We do NOT bill our clients until an engagement milestone has been completed. We do NOT base our fees on a percentage of the City Manager's salary. Our billing schedule on a retained professional fee (and based not on an hourly rate) is as follows: rM- ~ Recruitment Profile, one to present our Progress Report, and one to attend interviews of final candidates. For this recruitment, we propose a fixed fee of $16,000 for the work outlined above. In addition, we are reimbursed for expenses such as for advertising, :~. ,, ~, travel, interviewing, sourcing, support services, background checks 4~~: and other related items, as well as allocated costs such as telephone, postage and photocopying. These expenses will not exceed $7,000. Please note that this amount does not include reimbursement of candidates who travel to be interviewed by you. Unless you notify us to the contrary, we will assume that you will handle these reimbursements directly. 1gt Due upon our submittal First third of $5,333.33 Billing of a draft recruitment work completed profile 2nd Due after we meet and Second third of $5,333.33 Billing submit our Progress work completed Report to you 3~ Due after the City Last third of $5,333.34 Billing conducts interviews with work completed finalists Please note that this is a standard billing schedule and can be modified as requested. Page 13 of 27 We are committed to working with you until a placement is made, however, if the selected candidate (if recommended by us for hire, and other than an internal candidate) should be terminated within one year from the date of hire, we will redo the search for no additional professional fee. Naturally, we would expect to be reimbursed for any expenses that might be incurred. .~ :3 .r ,. .`=' ~~ `' >' We are award that this is the second recruitment Iowa City will be conducting for the City Manager in a little over a year and that the previous firm, The PAR Group, is no longer in business and will not honor its guarantee. We believe this sets a bad precedent for the industry and would be willing to discuss search options with the City Council which would include honoring the PAR Group guarantee. 8 -ALLIANCE SUMMARY Thank you for reviewing our proposal. Should you decide to retain Alliance Resource Consulting for your executive search needs, we will do the following: ^ Partner with the client and act as extended branch of your organization; ^ Define a recruitment strategy and timeline, develop a recruitment profile and attract/research prospective candidates; ^ Conduct amulti-layered candidate screening analysis on the applicants; ^ Communicated frequently and on-time with both the client and candidates; ^ Allow client contacts to access the recruitment database in real time from remote sites; ^ Interview and screen leading finalists; ^ Facilitate the client interview process; and ^ Complete the candidate selection and closure of recruitment. Our firm's motto is "the Power of Partnership" and we are committed to adding value to your organization's goals and mission. We bring an ethical, transparent and well-documented recruitment process to all our clients. 9 -CONTACT INFORMATION For your convenience: Eric Middleton Office: (562) 901-0769 x330 Fax: (562)901-3082 Cell Phone: (310) 594-4558 E-mail: emiddletonta'~_alliancerc.com Skype: eric-middleton Sherrill Uyeda Office: (562) 901-0769 x331 Fax: (562)901-3082 Page 14 of 27 Cell Phone: (310) 592-8847 E-mail: suyeda .alliancerc.com Skype: sherrill.uyeda.marquardt 400 Oceangate, Suite 510 Long Beach, CA 90802 www.allianceresourceconsultinq.com http://twitter.com/Alliancerc Facebook-Alliance Resource Consulting, LLC Page 15 of 27 APPENDIX-A CHIEF EXECUTIVE SEARCHES FOR GENERAL PURPOSE LOCAL GOVERNMENTS CLIENTS OF ALLIANCE RESOURCE CONSUL-['ING* ARIZONA, STATE OF Apache Junction, City of Casa Grande, City of Coconino County Glendale, City of Maricopa County Mesa, City of Paradise Valley, Town of Phoenix, City of Pima County Prescott, City of Scottsdale, City of Tucson, City of City Manager City Manager County Manager City Manager County Administrative Officer City Manager Town Manager City Manager County Manager City Manager City Manager City Manager CALIFORNIA, STATE OF Alameda, City of Alameda County Albany, City of Anaheim, City of Arcadia, City of Atascadero, City of Atherton, City of Bakersfield, City of Baldwin Park, City of Bell, City of Beverly Hills, City of Big Bear Lake, City of Blythe, City of Buellton, City of Buena Park, City of Butte County Calistoga, City of Camarillo, City of Campbell, City of Carmel-by-the-Sea, City of Carson, City of Cathedral City, City of Chino Hills, City of Citrus Heights, City of Coachella, City of Concord, City of Contra Costa County Corona, City of City Manager County Administrator City Administrator City Manager City Manager City Manager City Manager City Manager City Manager City Administrative Officer City Manager City Manager City Manager City Manager City Manager County Administrative Officer City Manager City Manager City Manager City Manager City Administrator City Manager City Manager City Manager City Manager City Manager County Administrator City Manager Page 16 of 27 Coronado, City of City Manager Corte Madera, Town of Town Manager Culver City, City of Chief Administrative Officer Cypress, City of City Manager Dana Point, City of City Manager Del Mar, City of City Manager Desert Hot Springs, City of City Manager Diamond Bar, City of City Manager East Palo Alto, City of City Manager EI Cajon, City of City Manager EI Dorado County Chief Administrative Officer EI Segundo, City of City Manager Encinitas, City of City Manager Fairfield, City of City Manager Fontana, City of City Manager Fresno, City of City Manager Fresno County County Administrative Officer Galt, City of City Manager Glendale, City of City Manager Glendora, City of City Manager Grover Beach, City of City Administrator Hanford, City of City Manager Hawthorne, City of City Manager Hemet, City of City Manager Hercules, City of City Manager Hesperia, City of City Manager Hidden Hills, City of City Manager Humboldt County Chief Administrative Officer Huntington Beach, City of City Administrator Indio, City of City Manager Inglewood, City of Administrative Officer Irwindale, City of City Manager King City, City of City Manager La Quinta, City of City Manager Laguna Hills, City of City Manager Laguna Niguel, City of City Manager Lathrop, City of City Manager Lawndale, City of City Manager Lincoln, City of City Administrator Livermore, City of City Manager Lomita, City of City Administrator Long Beach, City of City Manager Los Alamitos, City of City Manager Los Altos Hills, Town of City Manager Los Angeles County Chief Administrative Officer Malibu, City of City Manager Mammoth Lakes, Town of Town Manager Marin County County Administrator Marina, City of City Manager Mariposa County County Administrative Officer Martinez, City of City Manager Marysville, City of City Administrator Menlo Park, City of City Manager Milpitas, City of City Manager Modesto, City of City Manager Monrovia, City of City Manager Page 17 of 27 Monterey County County Administrator Monterey Park, City of City Manager Moreno Valley, City of City Manager Morgan Hill, City of City Manager Mountain View, City of City Manager Needles, City of City Manager Nevada County County Administrator Norco, City of City Manager Novato, City of City Manager Oakland, City of City Manager Ontario, City of City Manager Orange, City of City Manager Orinda, City of City Manager Oxnard, City of City Manager Palm Springs, City of City Manager Palo Alto, City of City Manager Park City, City of City Manager Paso Robles, City of City Manager Piedmont, City of City Administrator Pittsburg, City of City Manager Pleasanton, City of City Manager Pomona, City of City Manager Porterville, City of City Manager Rancho Palo Verdes, City of City Manager Redding, City of City Manager Redlands, City of City Manager Redondo Beach, City of City Manager Redwood City, City of City Manager Ridgecrest, City of City Administrator Riverside, City of City Manager Riverside County County Administrative Officer Rolling Hills, City of City Manager Sacramento County County Executive Salinas, City of City Manager San Buenaventura, City of City Manager San Clemente, City of City Manager San Diego, City of City Manager San Diego County County Manager San Fernando, City of City Administrative Officer San Gabriel, City of City Manager San Jacinto, City of City Manager San Joaquin County County Administrator San Jose, City of City Manager San Luis Obispo County County Administrative Officer San Mateo County County Manager Santa Ana, City of City Manager Santa Clarita, City of City Manager Santa Monica, City of City Manager Selma, City of City Manager Shasta County County Administrative Officer Signal Hill, City of City Manager Solvang, City of City Administrative Officer Sonoma County County Administrator South Lake Tahoe, City of City Manager South Pasadena, City of City Manager South San Francisco, City of City Manager Page 18 of 27 Stanton, City of City Manager Sunnyvale, City of City Manager Tehachapi, City of City Manager Temecula, City of City Manager Thousand Oaks, City of City Manager Tracy, City of City Manager Truckee, City of City Manager Tulare, City of City Manager Tulare County County Executive Turlock, City of City Manager Vallejo, City of City Manager Ventura County Chief Administrative Officer Visalia, City of City Manager Vista, City of City Manager Walnut, City of City Manager Walnut Creek, City of City Manager West Covina, City of City Manager West Hollywood, City of City Manager Westminster, City of City Manager Whittier, City of City Manager Woodland, City of City Manager Yorba Linda, City of City Manager Yucaipa, City of City Manager COLORADO, STATE OF Arapahoe County County Administrator Aurora, City of City Manager Avon, City of City Manager Boulder, City of City Manager Commerce City, City of City Manager Estes Park, Town of Town Administrator Grand Junction, City of City Manager Greenwood Village, City of City Manager Lakewood, City of City Administrative Officer Longmont, City of City Manager Northglenn, City of City Manager COLUMBIA, DISTRICT OF District of Columbia City Administrator/Deputy Mayor for Operations District of Columbia Financial Chief Management Officer Responsibility & Management Assistance Authority FLORIDA, STATE OF Alachua County County Manager Bay County County Administrator Boynton Beach, City of City Manager Clearwater, City of City Manager Fort Lauderdale, City of City Manager*"' Gainesville, City of City Manager Hillsborough County County Administrator Jupiter, Town of Town Manager Key Biscayne, Village of Village Manager Lee County County Administrator Marion County County Administrator Page 19 of 27 Miami, City of City Manager Miami Beach, City of City Manager Miami-Dade County County Manager Naples, City of City Manager Ocala, City of City Manager Palm Beach, Town of Town Manager Pensacola, City of City Manager Riviera Beach, City of City Manager Safety Harbor, City of City Manager Sarasota, City of City Manager Sarasota County County Administrator St. Petersburg, City of City Manager KANSAS, STATE OF Emporia, City of City Manager Sedgwick County County Administrator Wichita, City of City Manager MARYLAND, STATE OF Columbia Association, The President/Chief Executive Officer Prince George's County Chief Administrative Officer Rockville, City of City Manager (1985) MICHIGAN, STATE OF Ann Arbor, City of City Administrator (1979) Bay City, City of City Manager Berkley, City of City Manager Branch County County Manager Essexville, City of City Manager Grand Rapids, City of City Manager Kalamazoo, City of City Manager Kalamazoo County County Administrator Saginaw, City of City Manager Sandstone, City of City Manager St. Joseph, City of City Manager Washtenaw County County Administrator Ypsilanti, City of City Manager OREGON, STATE OF Ashland, City of City Administrator Astoria, City of City Manager Coos Bay, City of City Manager Corvallis, City of City Manager Eugene, City of City Manager Grants Pass, City of City Manager Hillsboro, City of City Manager Lake Oswego, City of City Manager Lane County County Administrator Medford, City of City Manager Milwaukie City of City Manager Ontario, City of City Manager Pendleton, City of City Manager Redmond, City of City Manager Roseburg, City of City Manager Page 20 of 27 Salem, City of City Manager Tualatin, City of City Manager Wilsonville, City of City Manager TEXAS, STATE OF Brownsville, City of City Manager Bryan, City of City Manager Carrollton, City of City Manager Cedar Park, City of City Manager EI Paso, City of Chief Administrative Officer Gaston County County Manager Georgetown, City of City Manager Grapevine, City of City Manager Longview, City of City Manager Orange, City of City Manager San Antonio, City of City Manager West University Place, City of City Manager Woodlands Community Service President/Chief Executive VIRGINIA, STATE OF Alexandria, City of City Manager (2004) Arlington County County Manager Chesapeake, City of City Manager (1980) & (1984) Chesterfield County County Administrator (1981) Fairfax County County Executive Richmond, City of City Manager Virginia Beach, City of City Manager WASHINGTON, STATE OF Bellevue, City of City Manager Kirkland, City of City Manager Normandy Park, City of City Manager Vancouver, City of City Manager *Some searches were conducted by Alliance Resource Consulting when it was known as MAXIMUS Executive Search. ""`Searches in which we assisted with the recruitment process. Page 21 of 27 APPENDIX-B CENTRAL U.S. CLIENTS OF ALLIANCE RESOURCE CONSULTING Illinois Crystal Lake, City of Des Plaines, City of Downers Grove, Village of DuPage County Elgin, City of Evanston, City of Flossmoor, Village of Glen Ellyn, Village of Government Finance OfFcers Association Gurnee Park District Illinois Department of Public Health McHenry, City of McHenry County Mount Prospect, Village of Naperville, City of Northbrook Park District Peoria, City of Rock Island, City of Skokie, Village of Sterling, City of Streamwood, Village of Vernon Hills, Village of Villa Park, Village of Wood River, City of Indiana Fort Wayne, City of Kransco/Power Wheels Schererville, City of Iowa Ames, City of Davenport, City of Eastern Iowa Airport Sioux City, City of Kansas Emporia, City of Overland Park, City of Sedgewick County Wichita, City of Michigan Ann Arbor, City of Bay City, City of Bay Economic Development Corp. Page 22 of 27 Berkely, City of Bishop International Airport Authority Branch County Cereal City Development Corp. East Lansing, City of Essexville, City of Genesee County Grand Rapids, City of Kalamazoo, City of Kalamazoo County Lansing Community College Michigan Municipal Risk Management Authority Saint Joseph, City of Saginaw, City of Sandstone, City of Washtenaw County Ypsilanti, City of Minnesota Brooklyn Park, City of Coon Rapids, City of Minneapolis, City of Ramsey County Richfield, City of Saint Louis Park, City of Sandstone, City of Missouri Blue Springs, City of Branson, City of Branson Lakes Chamber & Convention Bureau Columbia, City of Kansas City, City of Kansas City Department of Aviation Lee's Summit, City of Little Blue Valley Sewer District MARCIT Maryland Heights Fire Protection District St. Charles, City of Ohio Brunswick, City of Central Ohio Transit Authority Cincinnati, City of Cincinnati Park Board Columbus, City of Columbus Metropolitan Library Dayton, City of Ohio Public Employees Retirement System Toledo, City of /Lucas County Summit County Upper Arlington, City of Wisconsin Barron County Brookfield, City of Page 23 of 27 Fond du Lac, City of Kenosha, City of Marinette, City of Mequon-Thiensville Library Board Muskego, City of Portage, City of *Some searches were conducted by Alliance Resource Consulting when it was known as MAXIMUS Executive Search. Page 24 of 27 APPENDIX-C BIOGRAPHIES ^ ERIC i. MIDDLETON -MANAGING PARTNER Eric Middleton began his career in executive search in 1999 with MAXIMUS. He is a founding partner and the Managing Partner of Alliance Resource Consulting LLC. Prior to his career in executive search, Mr. Middleton spent 13 years with the County of Los Angeles and the City of Los Angeles. During his tenure with Los Angeles County, Mr. Middleton held various positions with the Chief Administrative Office, the County Sheriff, the Office of the District Attorney, the Department of Public Works and the Probation Department. While with the Probation Department, Mr. Middleton was instrumental in drafting legislation creating the 1996 Repeat Offender Prevention Project (AB 2447) an intervention and prevention program targeting at-risk youth. Immediately prior to joining MAXIMUS, he was the Senior Legislative Deputy to a Los Angeles City Council Member and served as the senior staff member to the City of Los Angeles Public Safety Committee. Mr. Middleton has also served as a member of the Los Angeles County Bar Association Juvenile Court Task Force, legislative staff to the Chief Probation Officers of California, and as a community member of the Public Safety Advisory Committee to Assembly Member Robert Hertzberg. In 1993, Mr. Middleton was recognized as a Los Angeles County Volunteer of the Year for his civic and volunteer involvement. Mr. Middleton also served as a Vice President of the Los Angeles Metropolitan Chapter of the American Society for Public Administration (ASPA). Mr. Middleton has been engaged in over 300 recruitments in most areas of general local government (e.g., City Management, Public Safety, Community and Economic Development, Social Services, Public Works, Finance, etc.). Mr. Middleton has also conducted numerous City Manager recruitments, including the California cities of San Jose, Yorba Linda, Diamond Bar, Redlands, West Hollywood, Martinez, Marina, Millbrae, Duarte and Huntington Beach. Mr. Middleton received a Bachelor of Arts degree in History from California State University at Northridge, and a Master of Public Administration degree from the University of Southern California. ^ SHERRILL A. UYEDA -SENIOR PARTNER Sherrill Uyeda began her career in executive search in 1998 with Norman Roberts & Associates, Inc., which was acquired by MAXIMUS in 1999. She is currently a founding partner of Alliance Resource Consulting LLC. Ms. Uyeda has over twelve years of public sector executive search experience and has completed over 400 recruitments. Ms. Uyeda's professional recruitment background covers all areas of public sector executive search, including city, state, and regional government with a successful track record of executive placements. She is experienced in recruiting in the fields of public utilities, public works, planning, medical, redevelopment, library, recreation, finance, human and social services, airports and port authorities. Past nationwide clients have included the Metropolitan Water District, District of Columbia Water and Sewer Authority, San Antonio Water System, Bay Area Rapid Transit District, Los Angeles Worlds Airports, New Orleans International Airport, Nashville International Airport and Broward County, FL Department of Aviation. Page 25 of 27 Prior to her executive search experience, Ms. Uyeda worked for Burson-Marsteller. While at Burson-Marsteller, she worked within the Corporate Practice which focused on global perception management. She specialized in corporate communications and strategic positioning for companies such as Sony Pictures Entertainment and Gulfstream Netjets. Ms. Uyeda graduated from the University of Southern California, with both a Bachelor of Arts degree in Communication Arts and Sciences and a Master of Public Administration degree. Page 26 of 27 APPENDIX-C REFERENCES CLIENT: City of Alexandria, VA CONTACT: Name: Jim Hartmann Title: City Manager Phone #: (703) 838-4300 CLIENT: City of Gaithersburg, MD CONTACT: Name: Angel Jones Title: City Manager Phone #: 301-258-6310 CLIENT: Cedar Rapids Airport Commission CONTACT: Name: Timothy Kintner Title: Former Board President Phone #: (319) 896-7799 CLIENT: City of Dallas, TX CONTACT: Name: David Etheridge Title: Director of Human Resources Phone #: (214) 670-3562 Page 27 of 27 New Ideas, Trusted Consultants. ALLIANCE RESOURCE CONSULTING LLC THE P O W E R O E P A R T N E R S H I N 400 Oceangate, Suite 510, Long Beach, California 90802 (562) 901-0769 -FAX: (562) 901-3082 www.al lianceresourceconsulting.com The $rimeyer roup, Inc. EXECUTIVE SEARCH CONSULTANTS Proposal for Executive Search Services Content: Transmittal Letter ................ Search Proposal .....................ll Sample Personality Profile ................................III Onboarding Overview ..............IV Sample Position Profile...........V ~ Brimeyer Fursman ~~ Executt~c Search I Strategies March 5th, 2oio City of Iowa City 4io East Washington Street Iowa City, IA 52240 Dear Mayor Hayek and Members of the City Council: We appreciate the opportunity to submit a proposal to assist the City of Iowa City in the recruitment and selection of a new City Manager. Responsibility for the search will be under the direction of Company President Richard Fursman and Company Founder, James Brimeyer. Jim has twenty years experience in public sector management and has been involved in executive search since 1988. Richard has over 25 years of senior management experience in local government. Combined, Jim and Richard have conducted over 50o executive searches for administrative positions. Our firm has extensive experience with municipalities through the hiring of City Managers and Administrators. Once the initial hire is made, we will work closely with you to assure the transition is healthy and productive. AS requested, we are including biographies, select clients list, and estimated timeframe to complete the project. Thank you for your consideration. We very much look forward to working with you in what must be considered a most challenging and exciting effort. For additional information about Brimeyer Fursman, please visit www.brimgroup.com Very truly yours, ~~~~, Richard Fursman President 1666 Village Trail East -Suite 7 -Maplewood, Minnesota 55109 ~^~ u BrimeYer Fursman E~ecuti~e Searcp I Simlegies Proposal for Executive Search Services City Manager City of Iowa City, IA Brimeyer Fursman, llc. Executive Search Consultants 1666 Village Trail East, Suite ~ Maplewood MN 55109 (65i) 204-o44i e-mail: info@brimgroup.com (note: Contact information for all notices and inquires is above and should be addressed to Richard Fursman) Table of Contents: Summary of Qualifications ~. Name of Firm, Qualifications and Brief History Consultants Bios a. Key People Assigned to Search 3. Firm Capabilities and Experience a. Experience Filling Executive level positions b. Past ~ years Experience c. Identification of Lead Consultant d. Participatory Process e. Description of 3 City Manager Searches 4. References 5. Other Information & Scope of Work 6. Anticipated Schedule Guarantee Statement of Qualifications i. Name of firm, owners and brief history: Brimeyer Fursman, LLC is afull-service executive search and organization development consulting firm working primarily in the public sector to assist Cities and Counties in recruiting individuals for top management positions such as managers, administrators, department heads, and other key staff positions. Brimeyer Fursman, LLC is a 2009 merger of The Brimeyer Group, Inc and Global Synergy Group, LLC. The Brimeyer Group was founded in 1992 by Jim Brimeyer as has conducted over 50o searches for Cities and Counties in the recruitment efforts of their management personnel. Among our most recent City Administrator/Manager placements for the Cities of similar size are: City of Aberdeen, SD (pop 25,000) Position Filled: City Manager (Total Search Fee: $i7,5oo + $4,60o expenses) City of Rosemount, MN (pop 22,397) Position Filled: City Administrator (Total Search Fee: $i6,ooo + $3,50o expenses) City of Apple Valley, MN (pop over 50,000) Positions filled: Finance Director, Public Works Director, Fire Chief (Partial Search Fee: $i2,ooo for Phase I&II + $3,00o expenses) We are also currently assisting City of Albert Lea, MN (pop 18,316) and City of Arden Hills, MN (pop 9,986) in the recruitment of their next City Manager and Administrator. Both processes are near the completion. We received i23 applicants for Arden Hills and 72 applicants for Albert Lea. (Total Search Fee: $i7,ooo and $16,000) Our approach to executive search promotes maximum input from our client and community in the search process. The client is the final authority in the selection of candidates. We maintain continual contact with the client throughout the search and keep the candidates informed as the search progresses. In addition to our milestone meetings with the Mayor and Council Members, we will provide periodic updates to keep you informed of our progress. Brimeyer Fursman, LLC is committed to accurately portraying all candidates to the City. Likewise, we strive to accurately represent the position to candidates to prevent unrealistic expectations. 2. Key Personnel: Consultants Assigned to Your Search Richard Fursman, President Richard joined The Brimeyer Group (Now Brimeyer Fursman) in 200 and has conducted 20 searches over that time period. Richard has over 25 years of senior management experience in local government, most recently as the City Manager of Maplewood, Minnesota. Throughout his career, Mr. Fursman has supervised, managed, and trained over a thousand employees in seven cities. Richard earned his Bachelor of Arts in Economics from the University of St. Thomas and his Master of Arts degree in Urban and Regional Affairs from Mankato State University. Richard is an Adjunct Faculty member and an Organization Development Doctoral Candidate at the University of St. Thomas, writing his dissertation on leadership transitioning into a new workplace. He was awarded the title of Credentialed Manager by the International City/County Management Association. He is a certified Economic Development Professional and successful development practitioner. Richard is a past board member of the Minnesota City/County Management Association, a member of Rotary International, and past President of the Minnesota Metropolitan Manager's Association. Richard has conducted numerous strategic planning retreats and consults with Cities and non-profits on reorganization and change management in the USA and Abroad. James L. Brimeyer, Senior Adviser As founder of The Brimeyer Group, Jim has been helping communities for over i9 years in executive search efforts for administrative positions throughout the Midwest. Jim has twenty years experience in public sector management in four cities -three as City Manager, including his last position in St. Louis Park, Minnesota (i98o to 1988), with a budget of $28 million and 23o employees. He also served in Worthington, Ohio (1974 to 1980) and Wood Dale, Illinois (1971 to i9~4). He began his career as Assistant City Manager in Park Ridge, Illinois after obtaining a Master's degree in Public Administration from Northern Illinois University. His Bachelor's degree is from Loras College in Dubuque, Iowa. Jim Brimeyer is past President of the Ohio City Management Association. He is a member of the International City/County Management Association, Metropolitan Area Management Association, Minnesota City Management Association and the Minnesota Municipal Utilities Association. He is past President of the St. Louis Park Rotary and the Rotary Foundation Board. Currently, Mr. Brimeyer serves on the Board of the St. Louis Park Community Foundation. to December 2003, Mr. Brimeyer completed his second four-year term as City Council member at- large in St. Louis Park, Minnesota. He is currently serving as the Interim City Manager in Spring Park, Minnesota. Irina Fursman, Project Manager Irina joined Brimeyer Fursman, LLC in 200. She is from the Crimean Region of Ukraine where she earned her Bachelor's degree in Education and Masters of Science degree in Mathematics and Computer Science. Ms. Fursman currently serves as Vice President at Brimeyer Fursman, LLC where she takes an active role in marketing and business management. At Brimeyer Fursman, LLC, Ms. Fursman provides project management services and support in the development of Position Profiles, conducts reference checks, manages and prepares candidate reports. Ms. Fursman is a ToP (Technology of Participation) Certified Professional Facilitator and an associate of the Institute of Cultural Affairs -International. Irina facilitated a number of racial justice events, community events, various commission and committees planning sessions and strategic planning retreats for several cities in Minnesota, Nebraska and South Dakota. She is a member of International Association of Facilitators, ToP Trainers Network, and Minnesota Facilitators Network. 3. Firm Capabilities and Experience: a. Experience, filling executive level positions urith public sector employers. Brimeyer Fursman is a leader in the Midwest for City Manager and other public professional searches. Richard Fursman and Jim Brimeyer have consulted on hundreds of related projects over the past i9 years including over 50o searches. The Group is now the industry leader in the process of "Onboarding" or preparing the City and new Manager to get off to a great start together. b. Past seven years urith City Manager Recruitments 2001-2005: Lead Consultant -Jim Brimeyer City Manager -Roseville, MN (pop. 36,000) City Administrator -Lakeville, MN (pop. 23,000) City Manager -New Brighton, MN (pop. 24,000) City Administrator -Hastings, MN (pop. i5,ooo) City Administrator -Cottage Grove, MN (pop. 24,000) City Manager - St. James, MN (pop. 5,000) City Manager -Brooklyn Park, MN (pop. 60,000) City Administrator -Little Canada, MN (pop. io,ooo) City Manager -Hopkins, MN (pop. i6,ooo) City Manager -Bemidji, MN (pop. 24,000) City Administrator -Hibbing, MN (pop. 20,000) City Administrator - Hermantown, MN (pop. ~,ooo) Clerk/Administrator -Mounds View, MN (pop. 12,000) City Administrator -Orono, MN (pop. ~,ooo) City Administrator -South St. Paul, MN (pop. 24,000) Village Manager -Village of Hazel Crest, IL (pop. i5,ooo) City Manager - Robbinsdale, MN (pop. i5,ooo) City Administrator -Becker, MN (pop. i,ooo) City Administrator -Arden Hills, MN (pop. io,ooo) City Administrator -Sandstone, MN (pop. 2,000) County Administrator - Chisago County, MN City Manager -Prior Lake, MN (pop. i2,ooo) City Administrator - Luverne, MN (pop. 4,400) City Manager -Columbia Heights, MN (pop. i9,ooo) City Manager -Webster City, IA (pop. 8,600) City Coordinator -Minneapolis, MN (pop 30,000) City Administrator - Pipestone, MN (4,500) City Administrator -Marshall, MN (pop. i2,ooo) City Administrator -Oak Park Heights, MN (pop. 3,00) City Administrator - Rosemount, MN (pop. io,ooo) City Manager - St Anthony, MN (pop. 8,000) City Manager - Carroll, IA (pop. 8,000) City Administrator - Savage, MN (pop. i2,ooo) City Manager - Sheldon, IA (pop. 5,000) City Administrator - Emmetsburg, IA (pop. 4,000) County Coordinator -Benton County, MN (pop. 30,000) City Manager - Mankato, MN (pop. 3i,5oo) City Administrator - North Mankato, MN (pop. ii,ooo) City Manager - Robbinsdale, MN (pop. i4,ooo) City Administrator - Worthington, MN (pop. io,ooo) City Administrator - Farmington, MN (pop. 6,80) 2006 - 2oio: Lead Consultant -Jim Brimeyer and Richard Fursman City Administrator - Mounds View, MN (pop. i2,6oo) Clerk/Administrator - Centerville, MN (pop. 2,000) County Administrator, St. Louis County, MN (pop. i98,oo0) City Administrator - Northfield, MN (pop. i5,2oo) City Manager - Columbia Heights, MN (pop. i9,ooo) City Manager - Benson, MN (pop. 3,500) City Manager -Storm Lake, IA (pop. 9,000) City Manager -West St. Paul, MN (pop. i9,ooo) Coordinator -Bryant Neighborhood, Minneapolis Council Administrator -Red Wing, MN (pop. i5,~oo) City Manager -Maquoketa, IA (pop. b,ooo) City Manager -Spencer, IA (pop. ii,6oo) City Administrator -Cottage Grove, MN (2'],']26) City Administrator - St. Peter, MN (pop. io,ooo) City Administrator - Minnetrista, MN (pop. 3,900) City Administrator - Mahtomedi, MN (pop. 6,800) City Manager -Montevideo, MN (pop. 5,500) City Administrator -Charles City, IA (pop. 8,000) City Manager -West Liberty, IA (pop. 3,000) City Administrator -Mora, MN (pop. 3,000) City Administrator -Baxter, MN (pop. 4,800) City Administrator -Waukee, IA (pop. 3,500) Clerk/Administrator - St. Joseph, MN (pop. 4,500) City Administrator -Sauk Rapids, MN (pop. 10,000) City Administrator - Dyersville, IA (pop. 3,800) City Administrator - Fergus Falls, MN (pop. i3,ooo) City Manager - Brookings, SD (pop. i8,ooo) City Administrator - West Burlington, IA (pop. 3,000) City Administrator - Wayne, NE (pop. 5,000) County Administrator -Becker County, MN (pop. 30,000) City Administrator - Sauk Centre, MN (pop. 3,800) City Administrator - Mounds View, MN (pop. i2,9oo) City Administrator -Shorewood, MN (pop. ~,ooo) City Administrator -Andover, MN (pop. 25,000) City Administrator - Waconia, MN (pop. 6,000) City Manager -New LTlm, MN (pop. i4,ooo) City Administrator -East Grand Forks, MN (pop. 8,000) City Administrator -Stillwater, MN (pop. i6,ooo) City Administrator -Farmington, MN (pop. io,ooo) City Administrator - Minnetrista, MN (pop. 4,400) City Administrator -Lake City, MN (pop. 5,000) City Administrator - Sartell, MN (pop. io,ooo) City Manager -Moorhead, MN (pop. 32,000) County Administrator Rice County, MN (pop. 5,000) City Administrator -Northfield, MN (pop. i~,5oo) City Administrator -Austin, MN (pop. 23,000) City Administrator -South St. Paul, MN (pop. 2o,i6~) City Administrator -Newton, IA (pop. i6,ooo) City Administrator - Mahtomedi, MN (pop. 8,000) City Manager -West Ia"berty, IA (pop. 3,300) City Administrator - Lake Elmo, MN (pop. ~,38~) City Administrator - Melrose, MN (pop. 3,i5o) Village Manager - Shorewood, WI (pop. i2,ooo) City Administrator - Zumbrota, MN (pop. 3,000) City Manager - Yankton, SD (pop. i4,ooo) City Manager - Manchester, IA (pop. 5,000) City Manager - Knoxville, IA (pop. ~,~oo) City Manager - Dennison, IA (pop x,500) City Administrator/Clerk - Cresco, IA (pop. 4,000) City Manager -Webster City, IA, - (pop. 8,200) City Administrator -West Burlington, IA (pop. 3,200) City Administrator/Clerk/Treasurer -Spring Park, MN (pop. i,~oo) City Manager -Cedar Rapids, IA (pop. i28,oo0) City Administrator -Ottumwa, IA (pop. 25,000) City Administrator -Stewartville, MN (pop. 5,650) City Manager -Bemidji, MN (pop. i3,ooo) City Administrator -Worthington, MN (pop. u,ooo) City Administrator/Clerk -Maple Plain, MN (pop. 2,ioo) County Administrator -Yellow Medicine County, MN (pop 9958) City Administrator -City of Minnetrista, MN(pop 4358) City Administrator -Staples, MN(pop 3,io4) City Administrator -Arlington, MN(pop 2,048) City Administrator -Olivia, MN(pop 2,570) City Manager -Spencer, IA (pop 10,980) City Administrator -Detroit Lakes, MN(pop x,348) City Manager -Moorhead, MN - (pop. 34244) City Administrator -Osseo, MN - (pop. 2,500) City Administrator -Owatonna, MN - (pop. 24255) City Administrator -Gaylord, MN (pop. 2,293) City Administrator -Kenyon, MN (pop. 1696) City Manager -Aberdeen, SD (pop. 25,000) City Administrator - Hermantown, MN (pop 9,269) City Administrator -Newport, MN (pop 3565) City Manager -Canton, SD (pop 3,110) City Administrator -Barnesville, MN (pop 2,173) City Administrator -Caledonia, MN (3,000) c. Identification of lead consultant Jim Brimeyer and Richard Fursman will co-lead this assignment from start to finish. Jim and Richard have partnered on several searches providing dual insight and design capabilities. Both principals have extensive experience in the search process and leading communities. Richard has two assignments that will be wrapping up in March, and Jim is on a part-time assignment. Both individuals will be available to give this assignment significant attention. d. Community Participatory Process Many of our clients desire to have some type of community involvement. We at Brimeyer Fursman enthusiastically support this approach. Including the public improves the process by broadening the understanding of the community and creating a sense of ownership and understanding among citizens. Our community process includes using an online survey followed by focus groups. The survey is designed to be emailed to as many participants as the City would like. Once the data is collected, community focus groups are used to help interpret the results and create profile language. We also urge our clients to include the public with the interview process, giving a citizen's panel the opportunity to interview the candidates and report back to the council on findings. e. City Manager Searches: A description Aberdeen, South Dakota: Population 25,000 First City Manager and Search 2008-09 The City of Aberdeen, South Dakota Citizens voted to change their form of government from aMayor/Council run city to a City Manager form. Brimeyer Fursman began the process in October 2008, and culminated with interviews in January 2009. The job was enthusiastically offered to Mr. Lynn Lander of Hermantown, MN. Key to the process was the extensive citizen involvement early in the development of the profile, and later with the interviewing of candidates. The position was made especially challenging as the Mayor also had the responsibilities of being the City Manager until June. Richard Fursman negotiated a start time for Mr. Lander that would coincide with the Mayor's last day in the dual role. Mr. Lander took over on July i, 2009. His first review was held in January 2oio. Mr. Lander had an outstanding review and is helping the City adjust to the new form of Government. Cedar Rapids, Iowa: Population i2g,ooo First City Manager and Search 2006 The City of Cedar Rapids, Iowa Citizens changed the City's form of government in 2006 and the firm was hired to conduct the first City Manager search. The four month search was completed with the hiring of Jim Prosser, formerly of the City of Richfield, Minnesota. Mr. Prosser has helped transform the governance of Cedar Rapids into an effective Council-Manager relationship. The recent floods tested the Manager and the council at a critical time. The City's response, and in particular, Mr. Prosser's, was a remarkable achievement. Mr. Prosser continues in this position and is held in high regard. City of Rosemount, Minnesota: Population 2i,ooo City Administrator Search Zoo8 The City of Rosemount, Minnesota is a rapidly growing suburb of the Minneapolis, St. Paul, Twin Cities area. The population of Rosemount has grown by nearly 50% over the past decade creating special community challenges for the council and staff. This four month process began in April of 2008 and resulted in the hire of an experienced and well respected administrator/manager form a suburb of Chicago and former Minnesota cities. Mr. Johnson began his duties in September of 2008 and has done an exceptional job to date. 4. References Below is a partial listing of references for the firms most recent searches. All of the referenced searches were full in nature where the firm was involved in every aspect involved with the hiring of either the administrator or manager. Mayor Tom Kuntz City of Owatonna 54o West Hills Circle Owatonna, MN 55060 (507) 444-4300 City Administrator - 2008 Mayor Hans Trousil City of West Burlington 122 Broadway Street West Burlington, IA 52655 (319) 752-5451 City Administrator - 2006 Mayor Eugene Maxwell City of Hopkins 10101St St. S. Hopkins, MN 55343 (952) 935-8474 City Manager - 2004 Milt Kramer, Mayor City of Manchester 20o East Main St Manchester, IA (563)-927-3696 City Manager - 2005 Harvey Sprafka, Mayor City of Knoxville 305 So Third St Knoxville, IA (641)-842-4885 City Manager - 2005 Curt Bernard, Mayor City of Yankton 416 Walnut Yankton, SD 57078 (605)-668-5221 City Manager - 2005 Mayor Gary Sturm City of St. James 124 Armstrong Blvd. S. St. James, MN 56081 (507) 375-3241 City Manager - 2006 Mayor Kay Halloran City of Cedar Rapids 5o Second Ave Bridge Cedar Rapids, Iowa 52401 (319) 286-5115 City Manager - 2006 Mayor Richard Lehmann City of Bemidji 317 4th St. NW Bemidji, MN 56601 City Manager - 2006 Mayor James Kreft City of Arlington 204 Shamrock Drive Arlington, MN 55307 (507) 964-2378 City Administrator - 2007 Mayor Bill Miller Mayor W.A. Bender City of Olivia City of New Prague 1009 W. Lincoln Ave. 118 Central Ave. N. Olivia, MN 56277 New Prague, MN 56071 City Administrator - 2007 City Administrator - 2008 Mayor Reynold Peterson Mayor William Droste City of Spencer City of Rosemount 418 2nd Ave. W. 2875145th St. W Spencer, IA 51301 Rosemount, MN 55068 City Manager - 2007 City Administrator - 2008 Mayor Larry Buboltz Mayor Bruce Braaten City of Detroit Lakes City of Canton 1025 Roosevelt Ave. 21o North Dakota Detroit Lakes, MN 56502 Canton, SD 57oi3 City Administrator - 2007 Phone: 6o5-g87-2881 City Manager - 2008 Mayor John Hall City of Osseo David Bunsness 415 Central Ave. City of Aberdeen Osseo, MN 55369 123 S. Lincoln St. (763) 425-2624 Aberdeen, SD 57401 City Administrator - 2007 Phone: 605-626-7025 City Manager - 2009 Mayor Douglas Quast City of Gaylord City of Newport Gaylord, MN 55334 596 7th Avenue (507) 237-2338 Newport, MN 55055 City Administrator - 2008 Phone: (651) 459-5677 City Administrator - 2009 Mayor John Hunziker City of St. Paul Park 60o Portland Ave. City of Hermantown St. Paul Park, MN 55071 Mayor Wayne Boucher (651) 459-9785 5105 Maple Grove Road City Administrator - 2008 Hermantown, MN 55811 Phone: (218) 729-g6oo Mayor Diane Barrett City Administrator - 2009 City of Kenyon 709 2nd St. City of Barnesville Kenyon, MN 55946 Mayor Fred Dahnke (507) 789-6415 102 Front Street N., Post Office Box City Administrator - 2008 550, Barnesville, MN 56514 Phone: 218 354 - 7406 City Administrator - 2009 5. Other Information and Scope of Services The needs of the City of Iowa City are of utmost importance to developing our strategy. We view the entire process as a partnership with you to make the entire experience as seamless and effective as possible. We anticipate the search for the City Manager for the City of Iowa City will take three to four months from the time we begin our partnership to the time the Mayor and City Council makes an offer to the next City Manager. This is somewhat dependent upon the availability of the Mayor and City Council to participate in Profile development, selection of finalists, and the interview process. We have prepared a preliminary timetable, which corresponds to the various steps in the process. After further discussions with the Mayor and City Council, we will refine the timetable to accommodate your schedules. PHASE I: Organization and Community Evaluation: Position Profile and Job Description Development ,r~;, :. ~~. ,,;,~, ~. ;~~* ~~ ~, ~S ~ a a _ :- *,, R: >~~ ~ ~# ~ ~~ ~ . ~~ A successful search begins with a thorough definition and agreement by the Mayor and City Council on each aspect of the position. During this initial phase, our consultants will meet collectively and individually with the Mayor and City Council members, Department Directors, and key staff to learn more about your goals and objectives. Critical factors to be determined include position responsibility and authority; reporting relationships; educational and experience requirements; personal and leadership qualities; and management style. Prior to our meetings, we will supply an Ideal Candidate Profile Survev to assist participants in assembling their ideas on what should be included in the Position Profile. Another critical success factor of the search is identifying community priorities and the environment in which the City Manager must function. We would invite a meeting with some type of Citizen Advisory Committee to further assess the climate of the community. This could be accomplished through individual interviews or a public forum. PHASE II: Develop and Implement an Approved Recruitment Plan Place Announcements -Recruit Candidates The Position Profile serves as the primary recruitment tool as a means of identifying the scope of the position and highlighting the unique characteristics and qualities of the community. Once the Profile is approved, we will prepare and conduct a comprehensive program to contact candidates and determine sources of candidates. In addition to placing announcements in the appropriate professional and trade journals, we will announce the position on appropriate web sites and the Profile will be featured on Brimeyer Fursman web site with a link to the City of Iowa City official web site. We will utilize our local, statewide, and regional contacts to identify potential candidates. We will identify comparable organizations where key individuals will be contacted. Often times we are able to identify candidates from similar assignments who may be appropriate for the position. Sometimes the most qualified candidates are often not in the job market and do not respond to traditional advertising: therefore, we will directly recruit specific individuals with established patterns of talent, stability, and success. Accept and Aclrnowledge Applications Brimeyer Fursman will take all responsibility for accepting and collecting applications and acknowledgments. We will maintain transparency and provide continual updates to the city and candidates as each step in the process proceeds. Review Resumes and Screen Candidates Following the application deadline, we will screen each applicant's experience and background against the Position Profile. After evaluating and comparing each application, we will compile a list of candidates for further consideration. We will conduct one-on-one interviews with the most promising individuals. Our staff will make every effort to conduct face-to- face interviews with these candidates. Our in-depth evaluation and appraisal techniques will cover issues such as work experience, education, professional development and achievement, career objectives, accomplishments, suitability, and specific interest in the position. We will pay particular attention to the management style that most closely reflects the needs of the organization. Once interviews are complete, we will select the most qualified individuals to present to the City. We will prepare a Progress Report that will provide information on ten candidates whose backgrounds most closely meet the requirements of the position. This Progress Report will provide specific information on: • Educational and work history • Accomplishments and growth potential • Strengths and possible limitations • Skills and performance related to the position We will deliver this report and personally review it with the Mayor and City Council. Four to six candidates will be selected for further consideration based on the review. We will propose a schedule for interviewing the candidates and discuss the compensation expectations of the Mayor and City Council once the finalists are selected. PHASE III: Coordinate and Conduct Final Interviews Reference and Credential Checks Prior to the interviews, we will conduct discreet reference checks on the finalist candidates. We will talk with peers and former associates of these candidates. We will speak with individuals who are, or have been, in positions to directly evaluate the candidates' job performance. We will verify the finalist candidates' credentials through educational, criminal, and credit checks. Assessment Brimeyer Fursman is authorized to administer the Insights Discovery Personality Profile System. The results will be provided to the Mayor and City Council and will cover the following areas: motivation and behavior patterns, management strategies, identification and management of conflict areas. The City will gain insights into the strengths, management style, and key communication styles for each finalist candidate. The Assessment's intent is to provide an opportunity to understand and discuss the disposition of each candidate as it relates to the position. Final Interview and Selection Process Resumes, cover letters, and reference reports will be provided on each candidate prior to the interview. We will also provide the Mayor and City Council with a list of suggested interview questions and evaluation forms. We will discuss the proposed procedures to be used in the interview process. Our suggested interview schedule will allow the candidates to get acquainted with the community and community leaders and to visit with the Mayor and City Council and the staff in informal settings. We culminate the process with individual and group interviews. If possible, all interviews will be scheduled within a period of two days depending upon the desire of the Mayor and City Council. A consultant will be present at each interview. Selection After the interviews, we will meet with the Mayor and City Council to review the individual ratings and assist in determining the top candidate. The consultant will assist in this process to the extent requested by the Mayor and City Council. We take responsibility for notifying all unsuccessful candidates each time the candidate pool is narrowed down. Negotiating Compensation Package Brimeyer Fursman, will take great care that the City of Iowa City secures acceptance from the most desired individual. We will participate in the final negotiations. If any concerns arise in the final hour, by working as a third-party intermediary we can resolve important details of the offer which may have significant bearing on its final acceptance or rejection. We will negotiate the terms and conditions of employment and prepare a Letter of Agreement on behalf of the City with the selected candidate. This Letter of Agreement may serve as a contract or may be converted into a formal contract by the City Attorney for approval by the Mayor and City Commission. PHASE N: Onboarding -Preparing for Change Onboarding is a process focused on the integration of new senior-level managers into an organization. The goal is to prepare managers to succeed in their jobs as quickly as possible. Brimeyer Fursman will meet with Department Directors, key staff, Council members (if desired) and the new Manager to discuss and plan for the adjustments that naturally occur during periods of transition. This is particularly helpful to staff as they learn to work with their new supervisor. Items covered include effective communication, setting expectations, clarification of roles and responsibilities, a review of the culture and other norms. Additional Support Services A. If requested by the City, Brimeyer Fursman, will act as a spokesperson with the media in order to maintain the integrity of the selection process and to protect the confidentiality and privacy of the candidates who are not hired. B. Family issues and dual career households are factors that influence an individual's decision to change jobs. We address circumstances arising from a job change including spouse careers, real estate issues, family concerns, and relocation details. C. After the candidate is employed, we will follow up with both the City and the candidate to insure a smooth transition and satisfactory completion of the assignment. This follow-up contact is intended to identify potential issues early so that adjustments can be made, if necessary. First Performance Evaluation If requested by the Mayor and City Council, we will assist in conducting a performance evaluation of the selected City Manager at six to twelve months of employment. We will develop a Work Program that will contain objectives for the City Manager to accomplish in the ensuing six to twelve months. The only cost incurred for this service will be expenses. Guarantee Brimeyer Fursman offers an 18-month guarantee on the effectiveness of the City Manager, provided the Council and Brimeyer Fursman agree that all phases of the process have been successfully completed. Should the Mayor and City Council determine it necessary to terminate the City Manager due to failure to adequately perform the duties as specified in the Profile and as represented by the process, we will refill the position at no additional fee and will charge expenses only. Should there be substantial changes in the political situation at the City of Iowa City and a decision is made to terminate the City Manager for reasons other than failure to perform the duties as specified in the Position Profile, this guarantee is subject to negotiations between the Mayor and City Council and Brimeyer Fursman. Brimeyer Fursman will not recruit candidates we have placed with your organization. 6. Anticipated Schedule City of Iowa City City Manager Suggested Search Timetable 9-Apr 2'J-Apr 28-Apr 28-May 22 Jun 9-Jul Authorization to Proceed Develop Profile Approve Profile Start Recruitment Process Deadline for applications Screen and Review Candidates Progress Report/Select Finalists Reference and Credential Checks Interviews: July 2oio Start: July/Aug, 2oio Items in italic indicate direct participation by the Mayor and City Council Insights® Discovery; John Smith 11 /04/2007 Personal Profile Foundation Chapter Management Chapter www.inskjhts.com Insights Discovery 3.0.1 John Smith Page 4 Introduction This Insights Discovery profile is based on John Smith's responses to the Insights Preference Evaluator which was completed on 11/04/2007. The origins of personality theory can be traced back to the fifth century BC, when Hippocrates identified four distinct energies exhibited by different people. The Insights System is built around the model of personality first identified by the Swiss psychologist Carl Gustav Jung. This model was published in his 1921 work "Psychological Types" and developed in subsequent writings. Jung's work on personality and preferences has since been adopted as the seminal work in understanding personality and has been the subject of study for thousands of researchers to the present day. Using Jung's typology, this Insights Discovery profile offers a framework for self-understanding and development. Research suggests that a good understanding of self, both strengths and weaknesses, enables individuals to develop effective strategies for interaction and can help them to better respond to the demands of their environment. Generated from several hundred thousand permutations of statements, this profile is unique. It reports statements which your Evaluator responses indicate may apply to you. Modify or delete any statement which does not apply, but only after checking with colleagues or friends to ident~ whether the statement may be a "blind spot" for you. Use this profile pro-actively. That is, identify the key areas in which you can develop and take action. Share the important aspects with friends and colleagues. Ask for feedback from them on areas which seem particularly relevant for you and develop an action plan for growth personally and interpersonally. http://www.insights.oom m Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 5 Overview These statements provide a broad understanding of John 's work style. Use this section to gain abetter understanding of his approaches to his activities, relationships and decisions. Personal Style Quiet and modest, John comes across as serious and hardworking. At times, events can overwhelm him and he may find it almost impossible to say "No", even when the demands are unreasonable. His sense of duty may make him appear rather serious at times. John sees the world in terms of facts and tangible realities and his concern with structure and order makes him very organised. Enjoying a "low profile", one of John's great strengths is his natural, unobtrusive, accepting manner. Low key acknowledgement for his contribution is likely to be appreciated by him. Because he is conscientious and traditional, he is bound by his sense of duty and commitment. John is a serious, responsible and sensible member of society. He is trustworthy and honours his commitments. He functions by the rule book and if procedures are changed, he may conclude he is being taken advantage of. His commitment to his obligations comes much less in words, and much more in getting things organised and done. He is aesthetically appreciative and values quality. He often sees when colours match or blend and may have a highly developed taste for art, music and food. He may impress others, albeit unintentionally, by knowing something worthwhile about many things, especially when he speaks about one of his specialised subjects. He is more comfortable with people who are prepared to take the time to get to know him and understand his inner drives. For him, it is actions that speak louder than words. It will frequently annoy him if words are over-used by others. He needs to remember to withdraw regularly from caring for others to take care of himself. John likes to prepare well and prefers to know why and how things happen. He takes his commitments and obligations seriously. He is most content in work that is of practical service to the organisation and others. He is aware that he may become the back-office expert in his role. He is easy-going and low key and may be prone to doubting his own ability. John is seen by others as pragmatic, dependable and able to get things done. Easy-going, neat and orderly, he nonetheless values appreciation from others. In his own work, he can become intent upon doing things his own way in order to ensure his high standards of operating are met. John believes in doing everything the right way and his preoccupation with perfection makes him sensitive to errors or unfairness. John's energy is given to the world in the service of others, and in an orderly, realistic and practical way. Interacting with Others Aware of the needs of those around him and sympathetic to those in trouble, John brings harmony into the workplace. Situations that find him in charge as autocratic leader do not h ttp: //www. i n s i g hts. co m © Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discrovery 3.0.1 John Smith Page 6 usually suit him as he prefers to be more supportive than directive. He is loyal and gets on well with others without in any way pushing himself to do so. He is a pillar of strength in the home, at work, and in his community. He avoids interactions that will make him highly visible to others or where he has to perform or compete for attention. Intent on keeping a low profile, John is quiet and reserved, especially around strangers. He needs to know that he is making a unique contribution to the organisation. By remaining open-minded to untested or unconventional solutions, he would develop greater tolerance for differences and end up being more effective. He is often friendly, although he tends to avoid socialising at a superficial level. He is suspicious of what may be lurking beneath a smile. Compassion, caring, warmth and contented relationships are important to him. He tends to take a sceptical, critical attitude to information that has not been verified by the senses and is likely to distrust people who are careless about facts, sloppy about details, and who favour imagination or novelty over facts. He may feel under strain if he is unclear about what is expected of him or if duties at work are subject to change at short notice. He is impatient with people who read between the lines and who focus on the unseen and the unverified. He is seen by most people as kind and sympathetic. Decision Making John's decisions tend to be made only after he has gathered sufficient supporting data. When John perceives that something needs to be done, he will accept responsibility for implementing it. With his moderate, affable stance, John is considerate, patient and willing to go along with those he considers friends. He can be self-effacing and accommodating and is usually content to support others emotionally without expecting too much in return. He is not usually prepared to commit to high risk decisions. He may make decisions without considering all the consequences of his actions. He is usually aware of the need to comply with the established view. He may perceive certain creative thinking groups as frivolous and wasteful. He can be overly lenient with non-producers, which often results in problems in matters that require the application of discipline. With his focus on the reality of the situation, he trusts the evidence of his senses and relies on carefully accumulated past and present evidence to support his conclusions and future courses of action. He will be swayed by guarantees and case histories. With unshakeable, well-thought-out plans, he is difficult to distract or discourage once he has embarked on what he believes to be the correct course. Practical and realistic, John is a most matter-of--fact and thorough individual. Non judgemental and accepting of others' behaviour in a rather factual way, he notices things around him and will generally find the deeper meanings within most situations. He will support those he considers as friends but can feel rather pressured if made to act against what he considers as his better judgement. Personal Notes http:/lwww. i nsig hts. com ® Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 7 Key Strengths & Weaknesses Strengths This section identifies the key strengths which John brings to the organisation. John has abilities, skills and attributes in other areas, but the statements below are likely to be some of the fundamental gifts he has to offer. John's key strengths: Open-minded and tolerant of others. ® Focuses on the day to day. Usually weighs up all relevant factors before reaching decisions. Practical in finding solutions. Sensible and matter of fact. Curious and keen observer of life. Quiet and conscientious. Adaptable in social situations. A strong sense of duty. Good at undertaking routine tasks. Personal Notes http://www. insights.com ® Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 8 Key Strengths & Weaknesses Possible Weaknesses Jung said "wisdom accepts that all things have two sides ". It has also been said that a weakness is simply an overused strength. John's responses to the Evaluator have suggested these areas as possible weaknesses. John's possible weaknesses: May not respond well to sudden change. Can seek perfection, yet underrates and underestimates his contribution. May lack objectivity, particularly where rapid change is concerned. ® Has difficulty in sharing concerns and reservations except with close and trusted peers. His desire to organise his thoughts can make him appear inarticulate. May be slow to express his thoughts or feelings. A lack of confidence in his own judgement, although that judgement is often correct. The tendency to focus upon past failures rather than significant successes. Finds it difficult to respond to aggression positively. May suppress creativity. Personal Notes h tt p a 11 www. i n s ig hts. co m © Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 9 Value to the Team Each person brings a unique set of gifts, attributes and expectations to the environment in which they operate. Add to this list any other experiences, skills or other attributes which John brings, and make the most important items on the list available to other team members. As a team member, John: Can adhere to high standards. ~i Helps ensure consistency in team output. Encourages the team to honour its commitments. Is known as a good administrator. Provides an anchor to reality. Ci Adapts in performing his role and responsibilities. !y Bonds by remembering birthdays and special events. Prefers to deal with the here and now and is unlikely to be distracted by abstract thinking. Is dependable with a stabilising presence. Becomes a questioning and strategic thinker. Personal Notes http:/Iwww. insights.com ® Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 10 Communication Effective Communications Communication can only be effective if it is received and understood by the recipient. For each person certain communication strategies are more effective than others. This section identifies some of the key strategies which will lead to effective communication with John. Identify the most important statements and make them available to colleagues. Strategies for communicating with John: Avoid personal conflict. Give him verifiable facts. Prepare thoroughly, and plan to explain every feature of your proposition. Respect his knowledge of the job. Encourage the expression of feelings which might remain unsaid. Expect him to come back later for clarification. Allow him to explain the logic behind his views. Maintain a serious disposition. Help him feel at ease. Be careful to maintain the status quo. Remember his quiet demeanour and ask for his views. If you ask a question, be quiet and give time for him to consider his response. Personal Notes h tt p a/wvvw. i n s i g hts. co m m Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 11 Communication Barriers to Effective Communication Certain strategies will be less effective when communicating with John. Some of the things to be avoided are listed below. This information can be used to develop powerful, effective and mutually acceptable communication strategies. When communicating with John, DO NOT: Call on him when uninvited. Use unnecessary verbiage. _Dwell on trivia. Speak too quickly. Comment on his personal appearance. Do not assume that his lack of response means tacit agreement with what is proposed. Forget how individual he is. Ignore his authority for the sake of it. Set tight deadlines or force him to make an immediate decision. Show impatience with, or annoyance of, his calm exterior. Substitute rhetoric for accuracy. Cut him short or discourage him when he wishes to share information. Personal Notes http:l/vvvvw.insights.com ® Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 12 Possible Blind Spots Our perceptions of self may be different to the perceptions others have of us. We project who we are onto the outside world through our `persona " and are not always aware of the effect our less conscious behaviours have on others. These less conscious behaviours are termed "Blind Spots ". Highlight the important statements in this section of which you are unaware and test them for validity by asking for feedback from friends or colleagues. John's possible Blind Spots: John sometimes has difficulty shrugging off problems and getting on with life. He is a private person who keeps an emotional distance from others and a physical distance when communicating. Tending to shy away from making quick decisions, he has little understanding of the difficulties this preference creates for fast-paced people. When under stress at work, he may need to curb a tendency to become secretive or even rebellious in order to meet the demands of the moment. His ability to continually consider and reconsider decisions made occasionally generates a feeling of remorse at what might have been. He needs to let go of any experience that clouds his present well-being. He is good at tasks which require accuracy and attention to detail and has a highly developed ability for critical perception, which may make him appear rather distant at times. Because of his well developed tolerance of himself and other people, John may appear detached and disinterested. John may have a tendency to downplay his own self importance. He may need to acknowledge himself for the good work he does. He needs to work toward becoming more articulate and action-oriented. He may rely so much on his logical, analytical thinking that he overlooks the people issues. Because of his self-containment, he has difficulty sharing his reactions, feelings and concerns with others; it seems unnecessary for him to do so. He may have difficulty accepting what others have to say if it varies from his own certainties. John may reflect longer than is necessary before undertaking or beginning a project. Personal Notes htt p:llwww. i n s i g hts. co m ® Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 13 Opposite Type The description in this section is based on John's opposite type on the Insights Wheel. Often, we have most difficulty understanding and interacting with those whose preferences are different to our own. Recognising these characteristics can help in developing strategies for personal growth and enhanced interpersonal effectiveness. Recognising your Opposite Type: John's opposite Insights type is the Motivator, Jung's "Extraverted Intuitive" type. Motivators have the ability to equally value results and people. They dislike detailed work but can do it to achieve a specific short-term objective. They enjoy assignments that they believe makes them look good. John may often see them, however, as too optimistic about what they and other people can produce. Motivators may be difficult to manage. They are not natural administrators. John may perceive the Motivator as indiscreet and sometimes hasty. Motivators need a variety of activities and the opportunity of working in an environment with other people. They may become workaholics if not aware of their limits. Motivators often seek material dominance, social standing and status. They detest routine, detail and close supervision and can be devious or even chameleon-like when something or someone gets in their way. John will often sense a large ego in the Motivator and may wonder why the Motivator would much rather engage in brief, intellectual banter than conclude some task or spend some quiet time on their own. The Motivator may not remain totally committed to a schedule or project if abetter or more exciting challenge appears. They can often neglect important preparations that they consider unnecessary. Persona/ Notes http:!/www. i nsights.wm © Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 14 Opposite Type Communication with John's Opposite Type Written specifically for John, this section suggests some strategies he could use for effective interaction with someone who is his opposite type on the Insights Wheel. John Smith: How you can meet the needs of your Opposite Type: Avoid unnecessary distractions -keep to the point. Check that he is with you as he may be easily distracted from listening attentively. Add to the challenge and opportunity regularly. Recognise his personal drive for achievement. Support his goals with suggestions for achievement. Generate inspiration by recalling past successes. John Smith: When dealing with your opposite type DO NOT: Limit his range or scope of activity. Bore him with the routine or details. Stick rigidly to business issues. Forget to recognise him personally in a job well done. Be vague or leave things open to interpretation. Fail to recognise his best personal achievements. Personal Notes htt p: /irwvw. i n s i g hts. co m ® Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 15 Suggestions for Development Insights Discovery does not offer direct measures of skill, intelligence, education or training. However, listed below are some suggestions for John's development. Identify the most important areas which have not yet been addressed. These can then be incorporated into a personal development plan. John may benefit from: Writing shorter reports. Acting without necessarily considering all the longer term implications. Wearing something outrageous to work when it is least expected! Delegating more to others. Volunteering to give regular presentations. Understanding that he can learn from people who do not share his views. CJ Remembering that many people will associate his apparently shy demeanour with aloofness. ® A gradual introduction to the new and untested. Aiming to become a short term centre of attention. Not always rejecting spontaneous ideas as impractical. Personal Notes http://www. insights.com ® Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 16 Management Creating the Ideal Environment People are generally most effective when provided with an environment which suits their preferences and style. It can be uncomfortable to work in an environment which does not. This section should be used to ensure a close match between John's ideal environment and his current one and to identify arty possible frustrations. John's Ideal Environment is one in which: Structure and systematic processes are prevalent. Ideas can be practically applied. Time is carefully allocated to allow him to express his view. He is valued as a unique individual. Information is in close proximity, ensuring economy of effort. There are few emotional outbursts. Ci His organisational skills are used to the full. Everyone has a chance to express their views without being pressured. Reliance on competition between colleagues is minimal. There is time for reflection and meditation. Personal Notes htt p:l/www. i n s i g hts. co m © Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 17 Management Managing John This section identifies some of the most important strategies in managing John. Some of these needs can be met by John himself and some may be met by his colleagues or management. Go through this list to identify the most important current needs, and use it to build a personal management plan. John needs: To have his contribution reviewed and acknowledged. Encouragement to deal with some issues immediately. Long term security. Meetings with strict agendas and timetables. Respect for his need for reflection and solitude. Respect for his personal space. Sufficient time to prepare for meetings. Freedom from bureaucracy. ® Sufficient time to ponder and question complex issues. Ci Assignments that take him away from the workplace. Personal Notes http:!/www. i nsights.com ® Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. Insights Discovery 3.0.1 John Smith Page 18 Management Motivating John It has often been said that it is not possible to motivate anyone -only to provide the environment in which they will motivate themselves. Here are some suggestions which can help to provide motivation for John. With his agreement, build the most important ones into his Performance Management System and Key Result Areas for maximum motivation. John is motivated by: Responsibility, within well defined areas. A manager who tends to lead by example. Being asked for his opinion. © Appreciation for a job well done. A job well done. Awareness of his domestic needs when setting business targets. !y Acknowledgement of his successes. Being able to do a quality job. One-to-one time with a respected and trusted manager. Occasional access to key people in the organisation to reinforce his loyalty. Personal Notes http:/lwww. i n sights. coin ® Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. fnsigMs Discovery 3.0.1 John Smith Page 19 Management Style There are many different approaches to management, most of which have different situational applications. This section identifies John's natural management approach and offers clues to his management style, highlighting both gifts and possible hindrances that can be further explored. In managing others, John may tend to: Be overwhelmed by too much information, presented too quickly. Surprise others with honest acceptance of his own limitations. Idealise those whom he respects. Serve his team rather than lead in a forthright manner. Worry too much about minor issues. Seek to challenge what he perceives as illogical. Ci Find himself manipulated by others. Encourage new ideas but his practical good sense can discourage creative people. Set rigid guidelines for completion of tasks. Set goals and objectives that fail to fully stretch his team members. Personal Notes hrip://www. insights.com ® Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. ONBOARDING: Bringing City and County Managers/Administrators Aboard and getting them up to speed Hiring a new City or County Manager/Administrator is a high cost proposition with productivity loss, staff and elected officials time, and the use of outside experts. Yet with all the care and attention given hiring the right person, the new hire is then most often dropped at the front door and wished good luck. Richard Fursman: The Brimeyer Group Executive Search © Copyright 2009 The Brimeyer Group, LLC. All rights reserved. 6/1/2009 O ~~~()c~RI)I ~G Bringing City and County Managers/Administrators Aboard and getting them up to speed Once inside City Hall, there are possible hidden agendas, personality quirks, dysfunctional relationships, egos, and organization land-mines waiting to be stepped on. The new hire often spends months learning the unspoken and unwritten rules along with the personalities of staff and elected officials. Research shows that it takes amid-level Manager on average, 6.2 months to Research shows that it takes a reach the break-even point where their contribution to mid-level Manager on average, the organization begins to 6.2 months to reach the break- surpassthe costs of even point where their bringing the person on contribution to the organization board (Wells, 2005). It begins to surpass the costs of can take much longer . (typically 18-24 months) for bringing the person on board anew chief executive to reach their stride. "onboarding" is a relatively new term from the private industry that has yet to surface in the local government lexicon. This is a term for an intense and focused process of integrating new employees (typically Managers and department heads) into the organization. Most of us would call this "new employee orientation", but onboarding goes far beyond that traditional focus. This carefully attended to orientation process aims to shorten the productivity hiring lag by several months, increase employee engagement, and significantly reduce turnover. New employees quickly sense if they feel welcome by their new organization (Friedman, 2006), and a staggering ninety percent of new comers make their decision to stay within the first six months on the job, (Aberdeen Group, 2006). Effective onboarding also helps instill a positive work attitude and good work habits that are likely to stick with the person, even when there are rough times. (Bauer & Green, 1994)• i0 1 © Copyright 2009 The Brimeyer Group, LLC. All rights reserved. 6/1/2009 Some of the activities of an effective onboarding program would include: • aligning the expectations of the employee and employer (board) clearly with measureable goals identified; • introducing the organization's values and culture to the new hire (this is significant when a new County Administrator/Manager or department head comes on with a completely different approach that could shock the organization); • establishing key relationships and building a strong team (will the new Administrator be able to change players?); • learning formal and informal communication norms; ~- educating the employee on current written and unwritten policies; • having a list generated of current "hot" topics that will need thoughtful attention and insight. Many of the activities and eventual outcomes anticipated with a good onboarding .~ program may seem fairly obvious or straight forward, yet most Managers continue to have more questions than answers their first 6 months on the job. Several factors appear to be at play which prevents the needed knowledge '" transfer and acculturation from happening. Some factors include: • unrealistic expectations being placed on the new Administrator to just know what is expected of them; • the culture and values of the organization are unwritten and hard to navigate; • employees are waiting for the new "Boss" to ask for the right information; • the new hire is reluctant to ask for help or information; • members of the organization wait to see how the new boss will change things; +- new Managers can be more comfortable taking a slow, trial and error approach to learning the people and organization as opposed to pushing the wrong buttons. ... At The Brimeyer Group, we have implemented a process to help new Managers, ,.. Administrators, and Department Heads have successful starts to their new jobs. The practice of onboarding however, can and should be integrated to various degrees across and throughout organizations. This is also true for newly elected officials who are often the most "vulnerable" newcomers to the team. The capstone event consists of separate focus group discussions with the new 2 © Copyright 2009 The Brimeyer Group, LLC. All rights reserved. 6/1/2009 Administrator and board, staff, and department directors. The facilitated discussions attempt to deal with uncomfortable topics without putting anyone on the spot. Some of the best onboarding practices to date consist of the following elements: a) Integrate onboarding with the overall hiring process. The best onboarding program cannot undo a bad hire. The most important key is to hire for talent and fit; all the technical skills in the world will amount to nothing if the hire doesn't believe in the mission and share your values. b) Extend onboarding to at least six months. Continue check-ins as needed with the new hire and give them permission to ask hard questions as they might come up. c) Map out the new Administrator's initial network. The new Administrator should be made aware of key community contacts and be introduced to them as quickly as possible. d) Put out the welcome mat and inspire pride while thinking and acting across the organization. Organizations that extend introductions across all departments and personnel see better connection with the new Administrator and staff leading to understanding and acceptance. e) Use a transition coach. Many Administrators seek the council of a trusted department director or elected official to discuss stressful, difficult issues. That `trusted person' is an unknown when the new Administrator starts. Having an assigned person (selected by the group) to coach or be a sounding board for the new Administrator can be of great benefit. (Dai & De Meuse, 2000. End notes: Aberdeen Group (2006, August). Onboarding benchmark report: Technology drivers help. From WWW. Bauer,'I'. & Green, S. (1994)• Effect of newcomer involvement in work-related activities. Journal of Applied Psychology, 79, err-223. Dai, G. & llc Meuse, K (2007, January). A review of onboarding research. Korn/Ferry International. Friedman, L. (zoo6, November). Are you losing potential new hires at hello? T+D Magazine, 54-6z. Wells, S. J. (2005, March). Diving in. HR Magazine, 54-59• 3 ~ i Cifyo 2~e city City Manager Position Profile The City of Albert Lea is a beautiful, progressive, dynamic community experiencing an upsurge of new ideas and innovation. This picturesque city is located in the heart of south central Minnesota, go miles from the Minneapolis/St. Paul area. Known as the "Land Between the Lakes," Albert Lea is positioned at the interchange of Interstate Highways 9o and 35. Albert Lea currently has a population of 18,316. Albert Lea is the County Seat of Freeborn County. The City is decorated with six lakes as it stretches around beautiful bays and parks throughout the community. Albert Lea Lake, Fountain Lake and Lake Chapeau are prominent in the City's center and serve as a focal point for community events and recreation. Albert Lea has gained regional prominence as a highly productive agricultural trade center. It is a diverse city offering well established industrial and retail business opportunities, and features nearly ioo historic structures in and around an active downtown. Major employers include Albert Lea Public School District #241, Cargill, Good Samaritan Center, Lou-Rich Machine, Ventura Foods and the largest of these, Albert Lea Medical Center/Mayo Clinic, which employs over i,2oo people. Albert Lea embarked on an ambitious plan to engage the entire community in becoming a "Blue Zone." These are unique regions in the world where people have the world's longest life spans. Albert Lea partnered with AARP for the Blue Zones Vitality Project, sponsored by the United Health Foundation, to add healthy years to the people by weaving Blue Zones principles into every aspect of the community including restaurants, businesses, schools, homes, and everyday lives. The movement, which has extended the average life expectancy of nearly 80o residents an additional 2.g years, has gained national attention from "Good Morning America," "USA Today," and most recently, "Newsweek." The City is now finishing the National Vitality Center in downtown as a project to keep the momentum. This is one example of how the City leaders are moving the community into the future. Recreation On a hot day, the Albert Lea Aquatic Center is the place to go. It features a zero depth pool for the little ones, a giant waterslide and interactive play areas. The City Arena contains two sheets of indoor ice, with one sheet maintained for summer public skating as well as over 48,000 square feet of space for special events, shows, and meetings. The City Arena is operated by the Parks & Recreation Department and serves as home to the high school boys and girls hockey team, the Albert Lea figure skating club and the "Albert Lea Thunder" of the North American Hockey League. The City Arena provides lessons, organized league activities and year round recreational programs. Additionally, the Family YMCA provides an indoor pool and programs for all ages. Albert Lea also provides exceptional recreational facilities with 42 parks and many miles of walking and biking trails. Frank Hall Park is located on Albert Lea Lake and features boating and fishing and other popular summer activities. The Pelican Breeze Cruise Boat is stationed at the park to conduct specialty tours, as well as hosting the trailhead of the Blazing Star Bike Trail. .r The New "Blue" ~a •• On the eastern edge of the city is Myre-Big Island State Park covering over i,6oo acres and 40% of Albert Lea Lake's shoreline. The park accommodates canoeing, camping and hiking. Freeborn County has over 25o miles of trails for winter activities. The •. Marion Ross Performing Arts Center, Albert Lea Civic Music, Story Lady Doll and Toy Museum, and the Historical Society Museum all provide a vast array of cultural and educational opportunities for residents and visitors. Education The public school system, home of the Albert Lea Tigers, includes four elementary schools, one junior high and one high school facility. Albert Lea schools rank high in educational standards and enjoy an excellent teacher to pupil ratio. In 1997, voters passed a $35 million referendum for a new high school and technology improvements. Along with the public schools, there are three private schools (Albert Lea Christian Academy, Hollandale ol) that also serve the community. ege, apost-secondary educational rtification to Master level degrees There are also a wide range of activities that are available through Community Education. The public library provides a large selection of books, tapes and CDs as well as many fun and educational children's programs. The Senior Center boasts over 600 members. Health Care Albert Lea has an impressive history of quality medical care. The continually expanding regional medical center is associated with the Mayo Health System in order to offer the best medical services available. The Albert Lea Medical Center partnered with the Mayo Clinic to create a comprehensive healthcare organization. The Medical Center employs over 5o doctors and Christian School and St. Theodore's Catholic Scho Albert Lea also hosts Riverland Community Coll institution which offers programs ranging from ce through partnership with Southwest State University. operates a hospital, specialty clinics and programs. The Mayo Health System has spent $23 million on an Oncology Center for research and treatment of cancer and plans to expand dialysis. The nationally renowned Fountain Centers, a substance abuse treatment center located in Albert Lea, is planning a new campus on land purchased _ from the City. Some of the other community health services include a wide variety of dentists, chiropractors and independent practitioners. Good Samaritan Center, St. John's Lutheran Home, Thorne Crest and Oak Park Place all provide residential care. _ The Organization Albert Lea is a Home Rule Charter _ City under Council/Manager form of government. The City Council is comprised of six members and a .• voting mayor. The city employs i38 full-time employees. The City's general fund budget is $i3.5 million and the total budget is $19.6 million. The community bond rating is AA-, by ~' Standard & Poor's. '~ City Services Albert Lea utilities operate water and wastewater services. Police services are provided by 28 licensed officers housed in the Freeborn County Law Enforcement Center. Fire protection is provided by a combination department of i~ full-time and i5 paid on-call members. The city's water source comes from wells with a capacity of 2.5 million gallons. Electricity and natural gas are provided by Alliant Energy and Freeborn-Mower Cooperative Services. The Position The City Manager is the chief administrative officer of the City. The City Manager is appointed by the Mayor and City Council and oversees the operation, programs and personnel of all City departments. The City Manager develops and issues administrative rules and procedures necessary to ensure proper functions of all departments including City Council agenda preparation. Visionary Leader Sought An energetic leader who can communicate with the community is the best fit for the City Manager position. The successful Manager will be part of the community and strive to be part of the future. The Council will look to the Manager for ideas to handle challenges and to continue to advance a forward-looking agenda as the City embraces a new and exciting future. Organizational Chart ! '~ Boards and Commissions Park and Recreation Planning Human Rights Library Zoning Appeals Airport Heritage Preservation Administration Police Finance Human Resources City Clerk Legal Community Dev Specific Duties Include Mayor and City Council City Manager Fire Inspections City Center Public Works Authorities AL Port Authority Housing Redevelopment Authority (HRA) Engineering Streets Street Lighting City Garage Airport WWTP Parking District Utilities Library ~ ~ Recreation Aquatic Center Sr. Citizen Center City Arena Performing Arts Center Parks & Trees Lake Improvements • Plans, directs and oversees City operations, programs and services and ensures systems are in place to evaluate and promote quality, cost-effectiveness and responsiveness to the needs of the City. • Develop and issue administrative rules, policies, and guidelines to ensure proper functioning of all departments and superior provision of City services. • Advises and directs department heads in the vision/goals/policy direction of the Council. • Supervises all City staff directly or through supervisors; acts as final authority on all personnel actions. • Drafts or oversees preparation of City ordinances, resolutions and policies for Council approval and executes official papers and documents on behalf of the City. • Oversees preparation of the Council agenda and prepares or approves packet material. Attends and participates in all Council meetings and other meetings as needed. • Provides information, guidance, and sound recommendations to council and ensures the directives of the Council are implemented. • Promotes effective community relations responding to requests/concerns of citizens. • Prepares annual budget/keeps Council informed on the City's financial condition. • Represents the City with other governmental agencies. • Ensures effective management and utilization of city assets; recommends upgrades. • Develops and maintains a positive, productive working environment. - • Evaluates potential projects, programs, and services to determine feasibility, community impact and makes recommendations to the Council. • Administers appropriations, analyzes bids and proposals and approves or - recommends approval of major purchases and contracts. • Ensures financial controls are in place and the City maintains an acceptable bond rating. - • Represents the City in collective bargaining matters; negotiates agreements with the assistance of the HR Director and acts as final authority in all grievances and _ disputes. • Approves press releases and provides information to the media, addresses the legislature when needed and speaks to community business and civic groups. - • Reviews department head personnel and pay decisions and/or recommendations and resolves or advises on resolution of employee complaints. ' • Provides or oversees staff assistance to all municipal commissions and boards. .. • Attends Port Authority meetings and provides advice and assistance on economic development initiatives. • Appoints employees (department head appointments subject to Council Approval). -~ • Ensures that the charter, laws, ordinances, and resolutions of the council are ~. enforced. .~ Background and Experience Candidates for the City Manager position will possess a Master's Degree in public .~ administration, community or economic development, business, finance or a related field and eight to ten years of public sector administrative and managerial experience '"! (managerial experience must be at a department head level or higher with at least 5 .~ years as a Manager or Administrator). A Bachelor's degree and ten to twelve years of experience can substitute for Master's. '" Qualified candidates will have or be able to demonstrate: • Thorough knowledge of budgeting, and governmental financial management. ~" • Experience working through tough economic times. ~" • Ability to guide and mentor staff while providing clear direction and accountability. k . • Thorough knowledge of personnel management principles and practices and . experience in staff development and performance evaluations. • Experience in labor union negotiations, the grievance process and benefit programs. ,~ • Considerable knowledge of governmental processes, services, economic development and planning. • Basic understanding of planning and zoning activities. • Considerable knowledge of state governance and its impact on local issues. .~ • Highly skilled at communicating effectively orally and in writing (including preparing reports and making formal presentations). • Proven record of getting the city council to work together as a team. .,, • Understanding the Midwest climate; experience in a lake community would be beneficial. ~. .. Experience working with a Historical downtown including redevelopment and revitalization. Experience with working with other units of government, especially on shared services. Management Capabilities The City council, staff and community look to the City Manager to be a strong, yet calm and approachable leader. The City Manager should be an integrated member of the community who has excellent communication and analytical skills. The City Manager should be a team builder and consensus builder who can help manage conflict and inspire visionary thinking. r L Management Characteristics and Capabilities Include: • Be a person of the highest integrity and build a trusting relationship with the Council and community. • Embrace the community and engage with the public and community groups while participating in activities. • Possess excellent communication skills with the ability to facilitate discussions. • Be adaptable to working effectively with a variety of personalities. • Be apro-active visionary who can assist the council and lead the staff. • Have the ability to promote and develop positive relations with staff, the council, and the community at-large. • Have a history of being able to prioritize work, meet deadlines and manage multiple tasks. • Able to see the organization from a big picture perspective considering the flow of work, needs of the community, constraints of resources, and the abilities of staff. • Looks at change or controversy as a challenge and embraces that challenge as a way to improve him/her self and the community. • Able to hold department heads and supervisors accountable for their leadership, staff development and work quality. • Be able to work outside of council meetings (workshops, etc.) to make progress on the goals, mission, and vision that the council has established. • Have the ability to work with and influence the EDA to work with the city council and staff in retaining and pursuing industry/business. • Understands the value of hiring good people and trusting those people to do their job. Community and Position Priorities • Assess the current budget issues and begin strategy for long-term fiscal health. • Continue momentum originated by the Blue Zones Vitality project. • Help promote the City as a "Destination" city. • Become part of the community with involvement. • Continue with infrastructure redevelopment process and CIP. • Build a cohesive team and relationship with the Mayor and Council. • Get to know staff and do an organizational assessment. • Set measurable, attainable goals with staff and ensure accountability. • Continue to work on downtown redevelopment (bank building, housing, arts). • Marketing of Blazing Star Landing. • Build collaborative/cooperative relationships with other Governmental Entities. ~. ,r - ------ -- -, -~ Announcement City Manager, Albert Lea, MN (pop i8,3i6). Salary Range: $83,00 - $io8,4o0. Albert Lea seeks an energetic, experienced, and visionary leader to be the next City Manager. Albert Lea is a progressive, dynamic community experiencing a growth spurt of new ideas and innovation. This picturesque lake community is the county seat, located in the heart of south central Minnesota, 9o miles from the Minneapolis/St. Paul area at the junction of I-35 and I-9o. Candidates for the City Manager position will possess a Master's Degree in public administration, community or economic development, business, finance or a related field and eight to ten years of public sector administrative and managerial experience. A Bachelor's ~- degree and ten to twelve years of experience can substitute for Master's. Qualified candidates will have experience as a City Manager or Administrator and be familiar with municipal operations, economic development and have a desire to participate in the community. Position -- Profile available at www.brimgroup.com. Send letter of interest and electronic resume by 02/2o/io to: Albertlea~brimgroup.com Please direct questions to Richard Fursman at richardfursman(a~brimgroup com or (65~) 204.044. To learn more about the community, _ please visit City website: www.city.albertlea.org. Timetable: 02/2o/io Deadline for Applications 03/o4/io Present Candidates /Selection of finalists o3/i9-2o/io Interviews/Selection May 2oio Starting Date _ Brimeyer Fursman Ezecufi~ Search I Siroiegies STATEMENT OF QUALIFICATIONS AND PROPOSAL from COLIN BAENZIGER & ASSOCIATES i ~` t ~~~~ CITY OF Ic~wA CITY RESPONSE TO REQUEST FOR QUALIFICATIONS FOR EXECUTIVE SEARCH SERVICES FOR CITY MANAGER Colin Baenziger & Associates Contact Persons: Kathyrn Knutson, (715) 282-3595 Colin Baenziger, (561) 707-3537 2797 Bay Drive Rhinelander, WI 54501 e-mail: colin(a~cb-asso.com ...Visit Our Website at: www.cb-asso.com EXECUTIVE RECRUITMENT SERVICES TABLE OF CONTENTS PAGE LETTER OF TRANSMITTAL 1 I. PROFILE OF THE FIRM 3 The Firm Our Services Litigation Drug Free Work Place Insurance Completion within Budget Limitation Completion within Project Schedule Time Frame Organizational Structure Typical Costs of City Manager /City Manager Searches II. WHAT SETS COLIN BAENZIGER & ASSOCIATES APART 7 Experience and Approach Results III. SEARCH METHODOLOGY -THE OUTLINE 10 EXPERIENCE WITH PUBLIC PARTICIPATION IV. PROPOSED PROJECT SCHEDULE 16 V. THE CITY'S OBLIGATIONS 18 VL FEE 19 VII. PROJECT STAFFING 21 VIII. PROJECT DESCRIPTIONS, TIMETABLES AND REFERENCES 27 APPENDIX A: ST. JOHNS COUNTY RESOLUTION A-1 APPENDIX B: CITY MANAGER SEARCHES SINCE 2003 B-1 COLIN BAENZIGER~ASSOCIATES EXECUTIVE EtECRUITING February 25, 2010 The Honorable Mayor Matt Hayek, Mayor Pro Tem Ross Wilburn and Council Members Regenia Bailey, Connie Champion, Terry Dickens, Susan Mims, Ross Wilburn and Mike Wright c/o Ms. Marian K. Karr, MMC, City Clerk City of Iowa City Office of the City Clerk 410 East Washington Street Iowa City, IA 52240 Dear Mayor Hayek, Mayor Pro Tem Wilburn and Council Members Bailey, Champion, Dickens, Mims, Wilburn and Wright: Colin Baenziger & Associates (CB&A) appreciates the opportunity to submit a proposal to assist in finding your next City Manager. We at CB&A pride ourselves on providing not just high quality results, but equally important, we provide a great deal of personal attention to each of our local government clients. To conduct a proper recruitment, we feel the project manager must do more than just drop by occasionally. He/she must get to know the appropriate government officials personally and the community firsthand. That takes time and effort, but it is the only way to ensure the candidates we recommend are well qualified and a good fit for your community. As a result, we only take a few clients at a time and focus on getting the job done properly. It should also be noted that recruiting for the public sector is very different from the private sector. The process and results are much more public and mistakes cannot be hidden. Consequently, we have developed a virtually foolproof approach that assures our client of the highest caliber individual. While selecting key personnel is never easy, CB&A has developed a process that has been tested nationwide and found to be extremely effective. Not only do we offer unparalleled service at a reasonable price, we focus on finding just the right people for your organization. We say people, and not person, because our goal is to bring you five finalists who are so good that you will have a difficult time choosing among them. The proof is in the fact that five of our local government clients have passed resolutions thanking us for our outstanding efforts in finding their managers. We do not know how often you have passed a resolution thanking a consulting firm for its efforts, but we have rarely seen it happen. Our goal, in fact, would be for the City to be our next client to pass such a resolution. We might also add that two of our placements were selected as City Manager of the Year (in 2006 and in 2008) in Florida. DULUTH, GA LAMAR, CO RIIINELANDER, WI WELLINGTON, FL Letter to Iowa City, February 25, 2010 Page 2 Some of our many recent successful searches include the City Managers for Coral Gables, FL, Cottonwood Heights, UT, Greensboro, NC, Ocala, FL and Roanoke, VA. We have also found the County Administrator for Polk County, IA (the county seat and state capital is Des Moines). We are currently recruiting City Managers for Cape Canaveral, FL, Orange City, FL and West Park, FL. Finally, we have recently been selected to conduct executive searches for the Attorney General's Office for the State of Arizona. We look forward to formally presenting our credentials and working with you in the near future. If you have any questions, please feel free to contact me at (715) 282-3595 or Colin Baenziger at (561) 707- 3537. Sincerely, Kathyrn Knutson Vice President for Operations ... Serving Our Clients with a Personal Touch Profile of Colin Baenziger & Associates 1. Profile of Colin Baenziger ~& Associates The Firm, Its Philosophy & Its Experience Established in 1996, Colin Baenziger & Associates (CB&A) is a strategic partnership of independent consultants that combines the expertise necessary to satisfy a client's needs. Although our primary focus is executive search, we are also often involved in operational reviews of governmental operations. We are headquartered in Palm Beach County, Florida, but many of our consultants live and work in other areas of the state and the country, converging on the location where the client's needs exist. We develop an operational plan prior to arrival, and our team of experts quickly studies the issues, identifies problems and opportunities, performs the necessary analysis, prepares reports and action plans, and completes the assignment swiftly. The client receives prompt, professional service, and its needs are effectively addressed. We are available for follow-up work, but our goal is to perform the assignment in such a way that existing staff can implement the action plans without additional outside assistance. Colin Baenziger & Associates has an outstanding reputation which is derived from our commitment to quality. Our work is not done until you are satisfied. That means we go the extra mile and, at times, expend more effort and energy than originally anticipated in our fee or in our action plan. We accept these situations as part of our business because we firmly believe that when a contract is signed, we have an obligation to fulfill its requirements with excellence and within the budgeted amount. Since 2002, we have focused on executive search for local governments. During that period we have conducted searches and/or related work for clients in nine states. In our home state, we dominate the market performing a little over 70% of the City and County Manager searches where the government uses a recruiting firm to find its next manager. Since 2004, CB&A has performed over seventy City and County Manager searches, primarily in the Southeastern United States. Our Services: Human Resources Executive Search Background Checks Position Descriptions/Classification Studies Compensation Studies Personnel Policies/Procedures Reviews Employee Handbooks Operational Reviews Performance Improvement Contract Compliance Reviews Project Management Performance Measurement Systems Standard Operating Procedures Manuals Staffing Assessments Additional Services Preparing Grant Applications Grant Monitoring Systems and Controls Start-up Assistance to New Cities Planning Strategic Planning Operational Planning Project Planning -3- I. Profile of Colin Baenziger c~ Associates (continued) Litigation Colin Baenziger & Associates has never been involved in any litigation, except to testify as an expert witness on behalf of one of the parties. Its performance has never been questioned. Drug-Free Workplace Certification Colin Baenziger & Associates complies with the provisions of Drug-Free Workplace laws and informs all its employees and subcontractors that it is a drug-free workplace. These individuals are made aware of the dangers of drug abuse, the firm's policies concerning drug abuse, available counseling, and the sanctions CB&A may impose if the employees use drugs in the workplace. As a condition of employment, either as an employee or as a subcontractor, our personnel must abide by our policy and must notify us of any conviction or pleas of nolo contendere to drug charges. Insurance To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages: (1) general liability insurance of $1 million combined single limit per occurrence for bodily injury, personal injury and property damages, (2) automobile liability insurance of $1 million per accident, and (3) professional liability insurance of $1 million per occurrence. As a small firm, with less than five employees, we are not normally subject to the requirements for workers compensation and employer liability insurance. If required by the client, and if it is available to us, we will obtain these two coverages prior to contract execution. Completion of Projects within Budget Colin Baenziger & Associates is proud of its record of completing searches within budget. When we quote a price to the client, that price is what the client will pay, no matter how difficult the search is or what unforeseen circumstances may develop. We have never asked a search client for additional fees, even when we were probably entitled to do so. Completion of Project on Schedule Since Colin Baenziger & Associates has been performing recruitments, it has a remarkable record of achievement in meeting our project schedules. In fact we have never missed a project milestone or benchmark. However, the executive search business involves people, and people are not always predictable. For example, when Monroe County and its first choice for county manager could not reach agreement on contract terms, we repeated the search. We did not miss a project milestone, but the search took five months instead of three. -4- I. Pro file of Colin Baenziger & Associates (continued) Organizational Structure Colin Baenziger Owner & Principal Tom Andrews Senior Vice President Internet Specialists (2) Kathyrn Knutson Vice President -Operations Senior Research Associates fig) Paul Wilson Senior Editor David Collier Senior Vice President Administrative Assistants (2) CB&A's Last Seven Years Experience with City Manager Recruitments See Appendix B for details. -5- Some of CBd~A's Clients... City of Greensboro, NC City Manager City of Chandler, AZ Public Works Director Polk County, IA (County Seat and State Capital is Des Moines) County Administrator Town of Sewall's Point, FL Town Manager, Building Official, Chief of Police -6- 4pA~.~;,.. _. y. _. II. What Sets Colin Baenziger ~ Associates Apart II. What Sets Colin Baenziger ~ Associates Apart Since 1996, Colin Baenziger & Associates (CB&A) has developed an extensive municipal practice, the key element of which is executive search. Our first search was conducted for the City of Lauderdale Lakes, FL in 1997. Briefly stated, we believe that the City would be wise to select us because: Experience and Approach • We recruit nationally, but we have each of our recruiters focus on a specific area of the country. As a result, we are extremely knowledgeable in conducting recruitments in specific regions, and it shows in our success. We win over 50% of the city and county manager recruitments that we compete for. • Our lead recruiter is Colin Baenziger. He has served as a City Manager and an elected official for a community of 22,000. He can thus relate to both appointed and elected officials and speaks their language. Dave Collier (associate project manager) has served as a city and county manager in Florida, Kansas and Michigan. Tom Andrews (recruitment manager) is the former county manager for Fulton County, GA, and Ann Arundel County, MD. • CB&A knows many of the country's professional managers personally. We have an extraordinary talent for determining who fits well in which situation and who does not. • We tailor our approach to the needs of the community. Once we fully understand the elected body, the community and the issues, we aggressively seek the candidates who are right for the City. • We can move quickly. Utilizing a true executive search approach, as we did in Manalapan, we can have a short list of candidates within two to four weeks. Advertising nationally normally adds four weeks to the process. • The caliber of our work is better. Because we have not conducted hundreds of searches and we depend on word of mouth advertising, our reputation is critical to us. • We continue to work with you after the position is filled. If issues arise six or twelve months later between the employee and employer, we will assist the parties in working through them at no additional charge. • We are less costly, and not because we do less. In fact, we do much more than our competitors. We have focused our efforts on minimizing our overhead. We simply do not have the expenses other firms do, and we can pass the savings onto you. • Finally, although we move quickly, we do not rush the process. We carefully evaluate every potential candidate, scrutinize background information, and make sound recommendations to the client. -7- II. What Sets Colin Baenziger ~ Associates Apart (continued) Results: On the preceding page, we outlined what sets us apart. The proof, however, is in the results we have achieved. Specifically: Our clients are extremely satisfied with our work. In fact five of them have passed resolutions thanking us for our extraordinary efforts recruiting their managers. • No matter how complicated the search became or what unforeseen circumstances arose, we have never asked a client for additional monies beyond the fee we initially quoted. We have become recognized as a leader in municipal recruiting, and we are frequently called upon to speak at the conferences of the League of Cities, the local city and county management associations and the other professional bodies. Warranty: Colin Baenziger & Associates offers the best warranty in the industry. We can offer it because we have confidence in our work. Specifically, provided the City selects from among the candidates we recommend, we warrant the following: 1) We will not approach the selected candidate for any other position as long as the individual is employed by the City as its City Manager. 2) If the Manager leaves for any reason other than an act of God within the first year, CB&A will repeat the search at no charge. If the City Manager leaves during the second year -again, for any reason other than an act of God - we will repeat the search for the cost of our expenses only. 3) If the City is not satisfied with any of the candidates presented, CB&A will repeat the search until you are satisfied. 4) Our price is guaranteed and will not be exceeded for any reason, even if the conditions under which this contract is issued changes. Summary: Colin Baenziger & Associates is the firm you should select to conduct your search because we are knowledgeable and effective while also being less costly. We are extremely adept at determining who is a good fit for your city and will find the best person to serve as your next Manager for the long term. Further, we complete our work on time and on budget. -8- Additional CB~A Clients... __._-~ N ,. Tampa Bay Water Authority (serving 2,400,000 people) General Manager Town of Jupiter Island, FL Town Manager, Building Official, Assistant Utility Director City of Cottonwood Heights, UT City Manager City of Sunny Isles Beach, FL City Manager, City Engineer, Assistant Director, Public Works -9- III. Search Methodology -The Outline lll. Search Methodology -The Outline The following outlines briefly the approach Colin Baenziger & Associates utilizes doing an executive search for a City Manager. Additional detail can be provided if requested. Phase I: Recruiting Colin Baenziger begins interviewing elected officials to understand the job and its challenges. Specifically, the purposes of these interviews will be: 1) get to know the elected officials, 2) understand the issues the next manager will face, 3) understand the elements of the job and the work environment, 4) develop a description of the ideal candidate, 5) determine the desired compensation, 6) develop the screening criteria, and 7) finalize the project schedule (see Section IV for a typical schedule). We would also like to interview key staff as determined by the Mayor and Council. Further, should the elected officials desire, we can to conduct several public meetings to gather citizen input. For example, in our recent Greensboro search, we conducted three -two with the public and one with representatives of the business community. In our Roanoke search, we conducted five. It is important for CB&A to understand the community, its government officials and the job when we recruit candidates. The information is important so we can assess candidates and sell them on the job and the environment. It is also very important to provide the candidates with an accurate picture (including any negatives) of the opportunity so they will truly understand the community. We do not want to have the selected candidate start work, be surprised and then leave. • We will then develop the recruitment profile and advertisements and forward them to you for review. Once we have incorporated your comments, we will submit the recruitment profile to appropriate publications and Web sites. We will contact members of professional organizations such as the International City/County Management Association (ICMA), Iowa League of Cities, Wisconsin League of Municipalities, Illinois Municipal League, League of Minnesota Cities and so on. We will also post it on our Web site, www.cb-asso.com and at Govtjobs.com. • We will review our databases for not just qualified, but outstanding applicants for the position. • We will e-mail the recruitment profile to the almost 8,000 local government professionals in our recruiting database. • We will actively search for, identify, and recruit outstanding candidates who are best suited for the position. To do so, we will use our network and consult our database of quality managers and administrators. -10- III. Search Methodology -The Outline (continued> Phase II: Screening • We will receive resumes by a specified closing date. We request that candidates submit resumes in digital form, and if requested, we can forward copies to you easily. • Based on our most recent recruiting efforts, we will probably receive between 70 and 90 resumes. Using the screening criteria, we will analyze the resumes and select the most qualified candidates. We anticipate selecting somewhere between 10 and 15 candidates. • The next step will be to conduct a thorough assessment of the leading candidates' abilities, experience, and credentials. This process will include substantial candidate interviews and thorough reference and background investigations. It should be noted that when we conduct reference checks we do not simply accept and speak with references the candidates suggest. We tell the candidates to whom we want to speak. These include their current and former elected officials, the municipal attorney, the external auditor, staff members, news media representatives, the director of the local chamber of commerce, and others who know the candidate. We also conduct a nationwide criminal check, federal and county civil records check, a credit check and searches of the Internet and newspaper archive checks. Finally, we will verify employment history and education. The results of this work will be forwarded to the elected officials in a report format and in a binder. It will include the suggested candidates' resumes, references, results of the background checks and what we find on the Internet and in newspaper archives. We firmly believe that all of these checks should be completed early in the process so that the client knows the individuals to be interviewed are top performers and do not have anything embarrassing in their pasts that might come to light after selection. It is simply more effective to select the right candidates first than to backtrack later. • CB&A will next meet with the Mayor and Council Members individually and as a group to narrow the candidate field based on the results of our work. We anticipate the number of top candidates will be reduced to five with an alternate based on these meetings. Typically, 30 to 40 percent of our semifinalists are females and/or minorities. Further, as we understand Iowa law, the finalists will have to be named at a public meeting. Phase III: Interview Process and Manager Selection • We will attend and coordinate the interview process. Since the finalists' names will be known to the public, we would like them to meet with the public in a social setting such as a reception. The elected officials can then observe them interact with residents and business owners. The next manager will, after all, be a representative of the City and it is important the person you select have good social skills. Second, would be one-on-one interviews with the elected officials. Following those, formal interviews in a council meeting setting would be conducted. We also suggest the candidates' spouses be invited -11- III. Search Methodology -The Outline (continued) to come to the City so they can determine if it is an environment they are comfortable in and that local Realtors provide the spouses with a tour of the community. We will debrief the Mayor and Council Members concerning the interviews a day or two later -after they officials have had the opportunity to spend a little time considering what they have seen and heard. We will then coordinate the process to select the successful candidate. Phase IV.• Negotiation, Warranty and Continuing Assistance If requested, we will work with designated officials on an advisory basis to assure the negotiation of a fair and reasonable contract. We recommend these negotiations proceed quickly and deliberately so that both parties can become comfortable with the contract and its terms. We have a standard contract we developed over the years, and at your request, we can offer assistance. We also maintain a data base of city manager salaries and benefits so we know what is reasonable and what is not. • We will notify those candidates not selected for the position. We typically contact everyone by telephone to inform them of their status. We also use a-mail, and frequently offer suggestions to the candidates to improve their resumes. • We will remain in contact with you and provide any necessary assistance to ensure a strong relationship between the selected individual and the City. Communications: We will provide biweekly reports about the status of the search, in writing or by phone, depending upon your preference. Samples of Promotional Materials: Most of our clients rely on a simple, well written recruitment profile such as the one we did for Greensboro which can be found on our firm's website at: http://www.cb- asso coma r/news/news item.asn?NewsID=273. Samples of our more elaborate promotional materials can also be found on our firms' website at: http://www.cb-asso.com/s r.htrrt/. Community Participation: Experience and Thoughts: Colin Baenziger and Associates routinely involves residents and businesses in the City Manager selection process. Community participation can provide valuable information and insight to the recruiter. Public involvement can also help the elected officials make a better decision. It is, however, important to remember is that it is the elected officials who ultimately make and live -12- III. Search Methodology -The Outline (continued) with the outcome of the hiring decision. Hence, public participation should be structured in a way to enhance the process not limit the elected officials' decision making options. Community participation can take a number for forms and CB&A has successfully used each of the following in its recruitments. To some degree it depends on the level of candidate confidentiality the elected body affords to applicants. 1. Public Forums. In our recent City Manager Searches in Greensboro, NC, and Roanoke, VA, we met with the public to discuss the community and the type of individual who would be the best fit. In Roanoke, we met with the general public twice and had targeted meetings with the business community, with neighborhood groups, and with the education, social services and non-profit community. We also had a separate meeting with the media. In Greensboro, we held two meetings with the general public at the Greensboro Coliseum (see picture below) and one with the business community. All meetings were publicized in the local media and we received some extremely valuable input. 2. Citizen's Advisory Committees. Some of our clients (for example, Cutler Bay, Miami Gardens, New Smyrna Beach and Palmetto Bay) have asked us to work with citizen's advisory committees. In each case, the committee helped develop the recruiting material, evaluate the candidate applications and made a recommendation concerning who the finalists should be. The committee did not, however, rank the candidates. The reason was that we did not want to put the elected body in a situation where the candidate it preferred might not have been the committee's first or second choice. 3. Candidate Reception with the Public. When the finalists arrive for their interviews with the elected officials, members of the public can be invited to a reception where they could meet the finalists. They are then free to pass their thoughts along to the elected officials. This venue permits the community to meet the candidates while also allowing the elected officials to observe the candidates interacting with the public. Your next manager will be your representative to the community and it is important that he/she be -13- Sign at the Greensboro Coliseum in Greensboro, NC, advertising the Public Forum for Community Participation III. Search Methodology -The Outline (continued) comfortable in a public setting. After the reception, residents can share their thoughts with the elected the elected officials informally. Should the elected body wish to include public participation, we recommend it utilize the first and third options outlined above. The reason we do not suggest the second option is that for the committee to screen candidates, it would have to have the candidates' applications and, as we understand Iowa law, its meetings would be open to the public. Thus the names of all applicants would be widely known shortly after the closing date. The problem that presents is many good candidates will not apply if their name will be known prior to the time they are named as a finalist. In summary, we have successfully incorporated citizen's participation into the process in a number of ways and while we have a preference, we will work with elected body to incorporate the process it feels most comfortable with. Either way, you will have a successful search. -14- More CBB~A Clients... Ciry of Coral Gables, FL City Manager Fulton County, GA Personnel Director Director of Registrations & Elections Ciry of Roanoke, VA City Manager Ciry of Lauderdale Lakes, FL Ciry Manager, Fire Chief, Finance Director Ciry Clerk -15- Proposed Project Schedule IY. Proposed Project Schedule The following outlines a possible schedule for the search if we were to be awarded the contract at the Council meeting on April 9, 2010. We anticipate prompt agreement on a price (our prices tend to be among the industry's lowest) and intend to move forward rapidly. We recognize that the schedule may need to be adjusted depending on the availability of the elected officials. We can also shorten or lengthen the schedule, if the City desires. Phase I: Recruiting April 19th - 20th: Colin Baenziger begins interviewing elected officials and other suggested stake holders to understand the job and its challenges. Specifically, the purposes of these interviews will be to: 1) get to know the elected officials, 2) understand the issues the next Manager will face, 3) understand the elements of the job, 4) develop a description of the ideal candidate, 5) determine the desired compensation, 6) develop selection criteria and 7) finalize the project schedule. He also anticipates spending time in your community getting to know what makes it a special place to live and work. Colin Baenziger begins drafting the recruitment profile for publications and prospective candidates. Apri126th: Colin Baenziger submits the draft of the full recruitment profile to the City for its review. Comments will be due back by April 30tH April 30th: CB&A posts the full recruitment profile on its website and submits it to the appropriate publications. It is also e-mailed to approximately 8,000 local government professionals. May 21St: Closing date for submission of applications. May 24th: Colin Baenziger reports the results to the Council on the results of the recruitment at a special meeting. Phase IL• Screening June 21St: CB&A forwards the semi-finalist materials to the City. These will include the candidates' resumes, a summary of our interviews with the candidates, the results of our background and reference checks, and Internet/newspaper archives results. Materials arrive on June 22"d. June 29th: Colin Baenziger reviews the semifinalists with the City's elected officials Later that day, at a special meeting, the Council selects five finalists. -16- Proposed Project Schedule (continued) Phase III: Interview Process Coordination and Manager Selection July 9t": City holds reception for candidates and spouses (if confidentiality permits) July lOt": Elected officials interview candidates one-on-one and as a group. July 12t": City selects its next City Manager at a special meeting. Phase IV.• Negotiation, Warranty & ContinuingAssistance Post Selection: If requested by the City, Colin Baenziger works with city officials on an employment agreement. Typically this process takes a week to two weeks before a new contract is ready to be ratified. Colin Baenziger will also stay in touch to ensure the council-manager relationship is a strong one. -17- The City's Obligation V. The City's Obligations City will be responsible for providing the facilities for the interview process, coordinating lodging for candidates from outside the area, and making arrangements for the evening reception. The City will also be responsible for reimbursing the candidates for all expenses associated with their travel, meals and incidentals for the interview weekend. CB&A also expects the city staff to provide the following information to each of the finalists: the current year budget, an organizational chart, the latest completed audit and management letter, any current strategic and long range plans, a copy of the City Charter, any job descriptions and other materials defining the role and duties of the City Manager, and any evaluations of the organization completed in the last year. Once the finalists have been selected, your staff will mail this material to them. We may jointly determine that other relevant materials should also be provided. CB&A would like to attend every meeting of the elected officials during our assignment, but regular attendance is probably not possible. Consequently, we would appreciate staff forwarding copies of any videos or audiotapes of meetings we cannot attend. Finally, we recommend that your law enforcement agency should run an NCIC' check on the candidates as backup to our criminal records checks. We simply do not have access to the NCIC database, and it is the most comprehensive such database available. I Since we are not a law enforcement agency, we do not have access to the NCIC database. We believe our investigations are complete, but an NCIC review serves as a cross-check to our work. -18- Fee and Warranty VI. Fee ~ Warranty Fee Colin Baenziger & Associates proposes to conduct the work outlined in this proposal for a firm fixed fee which will be negotiated if the firm is selected to perform the search. Our fee includes all our expenses and costs. In other words, the only thing the City will pay CB&A is the fee. The City will also be responsible for the costs associated with the candidates' (and spouses, if invited) travel, accommodations and meals for the interview process. We will bill the fee as the phases are completed and according to the following schedule: Item Percent of Fee Phase I: Recruiting 40% Phase II: Screening 40% Phase III: Interview Process Coordination and Manager Selection 10% Phase IV: Negotiation, Warranty & Continuing Assistance 10% The total negotiated fee will be based on our experience and what we have determined we need to charge to remain profitable. If you ask us to perform work that is clearly beyond the scope of the RFP, it will be billed at a rate of $125 per hour. No such work will be performed without your written authorization. Please note that we have never billed -nor requested -additional funds beyond our originally quoted fee for a city or county manager search, even when we were probably entitled to it. Warranty Colin Baenziger & Associates offers the best warranty in the industry. We can offer it because we have confidence in our work. Provided the elected officials select from among the candidates we recommend, we warrant the following: 1) We will not approach the selected candidate for any other position as long as the individual is employed as your City Manager. 2) If the selected individual leaves for any reason other than total incapacitation or death within the first year, CB&A will repeat the search at no charge. If he/she departs during the second year for any reason other than incapacitation or death, we will repeat the search for the reimbursement of our expenses only. 3) If you are not satisfied with any of the candidates we present, CB&A will repeat the search until you are satisfied. 4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the contract is executed. -19- More CBd~A Clients... Osceola County, FL County Manager ~, City of Destin, FL City Manager City of West Palm Beach, FL Deputy City Manager for Utilities, Parks & Recreation Director, Fire Chief, Employee Relations Manager City of Palm Bay, FL City Manager Utility Director -20- ~:r~.~ Project Team and Involvement VII. Project Team Qualifications and Staffing A. Project Team and Involvement (Resumes for key staff follow this section) CB&A is an experienced recruiting firm and strongly believes that the majority of the search work should be conducted by one knowledgeable person. Colin Baenziger will be that person, and he will serve as project manager. He resides in Palm Beach County, FL, and will conduct the interviews with the elected officials, search for strong candidates, discuss the position with those candidates, recruit them, conduct the interviews with the candidates, conduct the background investigations, oversee the interview process, and assist with the contract negotiations. Mr. Baenziger holds a Bachelor's degree from Carleton College and a Master's degree with distinction from Cornell University's Graduate School of Management. In addition to 15 years as a consultant, Mr. Baenziger spent 10 years in government as a senior manager. David Collier, Senior Vice President, will serve as the associate project manager. Mr. Collier resides in Martin County, FL, and will oversee the recruitment of candidates for the position and assist in their screening. He will also serve as back-up to Mr. Baenziger. Mr. Collier has over 30 years experience as a local government manager. He earned his Bachelor of Arts degree in economics and his master's degree in public administration from the American University in Washington, D.C. He has also served as president of the Maryland City Managers Association and the Florida Association of County Administrators. Tom Andrews, Senior Vice President, resides in Fulton County, GA, and will serve as the recruitment manager and support for Mr. Baenziger. He will assist in the search for strong candidates and candidate evaluation. He will also serve as back-up to Mr. Baenziger. Before joining the firm, Mr. Andrews served as County Administrator for Fulton County, Georgia, and in a number of high level county and state positions in Maryland. Mr. Andrews has recently assisted with our searches for the Deputy City Manager for Durham, NC, the county administrator for Polk County, IA, the budget director search for St. Petersburg and the finance director for Tamarac. Kathyrn Knutson, Vice President for Operations, resides in Oneida County, WI, and will be responsible for coordinating the advertising and production of the materials we will present to you as described in the Recruitment Approach. Colin Baenziger ~~ David Collier ect Manager ~ ~ Associate Tom Andrews I Kathyrn Knutson Recruitment Manager Vice President - O era Research Associates -21- Proiect Team and Involvement (conrinuea) B. Staff Availability Colin Baenziger & Associates presently has searches for three City Managers and one Finance Director underway. One will be completed in early March, two between April 7th and ISth, and the fourth on April 20th. Mr. Baenziger, whom we are proposing as the Project Manager for the search for Iowa City's next City Manager, is currently serving as the project manager for each of these searches. The other team members listed in this proposal have acted in similar roles in our current City Manager searches. We continue to bid for other searches -three others at this point -but whatever happens with respect to those searches, Mr. Baenziger will be the firm's project manager for Iowa City's search. He will be the client interface as outlined in this proposal. -22- The Project Team Colin Baenziger, M.P.A. Principal Colin Baenziger is a student of local government and responsible for the executive recruitment functions at Colin Baenziger & Associates. Over the years, he has worked with a number of cities on recruitments, and on management, operational, and organizational issues. As a former manager and someone who actively consults with governments, he understands what it takes to do the manager's job, and to do it effectively. Furthermore, because he is active in a number of professional associations, he knows many of the nation's managers on a first name basis. Some of Mr. Baenziger's searches for local governments include: • County Manager, Polk County, IA (population 400,000), • County Manager, Brevard County, FL (population 536,000), • Public Works Director, Chandler, AZ (population 250,000), • City Manager, Coral Gables, FL (population 42,000), • City Manager, Cottonwood Heights, UT (population 34,000), • City Manager, Greensboro, NC (population 259,000), • Village Manager, Key Biscayne, FL (population 11,000), • City Manager, Roanoke, VA (population 101,000), • City Manager, Cutler Bay, FL (population 352,000), • Executive Director, Onslow Water and Sewer Authority, Jacksonville, NC (serving a population of 160,000) • City Manager, Palm Coast, FL (population 51,000), • City Manager, Roanoke, VA (population 93,000), • General Manager, Tampa Bay Water Authority (serving a population of 2.4 million), and • Public Works Director, Chandler, AZ (population 250,000). Other recent efforts include a strategic planning session for the Florida Association of Special Districts, an operational review of Tamarac's water utility, a business practices review for a division of Martin County government, an operational reconciliation for Palm Beach County Water, development of an automated system to pay royalties to featured recording artists for the Recording Industry Association of America, and a review of financial procedures for a division of the Marriott Corporation. Mr. Baenziger has a Master's Degree with Distinction in Public Administration from Cornell University's Graduate School of Management, and a Bachelor of Arts degree from Carleton College. He is also active in the International City Management Association and Leadership Palm Beach County, the Palm Beach and Broward County Leagues of Cities. He has also been called upon frequently to speak at conferences of the Florida League of Cities, the Utah and Florida City/County Managers' Associations, and the Florida Public Personnel Association. He resides in Palm Beach County, FL. -23- The Project Team Dave Collier, M.P.A. Senior Vice President Dave Collier brings to the client over 30 years of management experience in county and city government. Since there is not much that he has not seen previously, Dave quickly produces efficient and effective solutions to problems for his clients. One of Dave's specialties is executive search. With his many years experience, he can quickly separate the wheat from the chaff and find the right person to join your senior staff or be your department head. He also has successfully conducted organizational reviews, sessions in team building and strategic planning workshops. Just as importantly in this day and age of the pressure to lower taxes, he has developed strategies and action plans for coping with the tough financial problems that local government often experience. Since joining the firm, Dave has played a significant role in the following recruitments: • City Manager, Coral Gables, FL; • County Manager, Okeechobee County, FL; • Executive Director, Onslow Water and Sewer Authority, Jacksonville, NC; • City Manager, New Smyrna Beach, FL; • City Manager, Ocala, FL; • City Manager, Riviera Beach, FL; and • City Manager, West Melbourne, FL. While serving as City Manager of Stuart, Florida for 14 years, he: • Improved the professionalism of City Department Heads and staff through an emphasis on professional development and team building. • Used his hands-on management style to emphasis the need for effective project management and maintaining tight timelines in order to show citizens that the city government was effectively managed and had a strong commitment to its customers. Prior serving in Stuart, Dave was a County Manager in Florida, Kansas and Michigan. He also has extensive experience in local government consulting. Mr. Collier earned his Bachelor of Arts degree in Economics and his Masters degree in Public Administration from the American University in Washington, D.C. He was a member of the International City/ County Management for over thirty years, served as President of the Maryland City Managers Association and the Florida Association of County Administrators. Mr. Collier is involved in his community as a member of the City of Stuart's CRA Advisory Board and as a Director of Stuart's Main Street Association. Mr. Collier resides in Martin County, FL. -24- The Project Team Tom Andrews, M.S. Senior Vice President Tom Andrews is CB&A's management guru. With over 30 years management experience in federal, state and local governments, he has been there, done that. With his no-nonsense approach to problem solving and his keen ability to recognize management talent and leadership potential, he is an asset to any client. His talent for mentoring has resulted in former employees occupying senior local government positions from Maryland to Florida. In addition to his comprehensive and successful experience as a generalist, Tom possesses technical expertise in water resources management, environmental regulation, and public health. Some of the top leadership positions that Tom has held include: • County Manager of Fulton County, Georgia. • Chief Administrative Officer for Anne Arundel County, Maryland. • County Health Director for Anne Arundel County, Maryland. • Deputy Secretary, Maryland Department of the Environment. • Assistant Secretary, Maryland Department of Natural Resources. • Director, Maryland Water Resources Administration. • Chief of Staff for Maryland Acting Governor Blair Lee III. Since joining the firm in 2008, the principal recruitments Tom has been involved with are: • Deputy City Manager, Durham, NC • Director, Economic and Workforce Development, Durham, NC • City Manager, Greensboro, NC • County Manager, Brevard County, FL and • Budget Director, St. Petersburg, FL In addition, Tom has conducted numerous leadership seminars for state and local government mid-level managers. He is also presently an adjunct professor at Georgia Southern University teaching the occasional graduate level public administration course. Tom earned his Bachelor of Science in Biology from Miami University in Oxford, Ohio, and his Masters in Natural Resources Administration from the Institute of Public Administration of the University of Michigan. He has been a member of the Georgia County-City Managers Association, the Association County Commissioners of Georgia, and the National Association of Counties. Tom has also served as President of the Maryland Association of County Health Officers, Member of the Anne Arundel County YMCA Board of Directors and President of the Providence Center Board of Directors, anon-profit agency serving the developmentally disabled. Tom presently resides in Fulton County, GA. -25- The Project Team Kathyrn Knutson Vice President for Operations Ms. Knutson is a skilled professional with a wealth of public and private sector experience. Her particular expertise is in special projects, compensation surveys and background checks for our executive search candidates. She feels that each client must be properly served, and that can only be done by devoting her utmost attention to their particular concerns, and by finding creative ways to solve their problems. In her book, the client comes first. Since beginning her working relationship as a subcontractor with Colin Baenziger & Associates, Ms. Knutson has been involved in virtually every executive search the firm has conducted. Some of the more notable ones include: • City Manager, City of Marathon, FL • County Manager, Polk County, IA • Deputy City Manager, Durham, NC • City Manager, Cottonwood Heights, UT • City Manager, City of Miami Gardens, FL • City Manager, City of Lauderdale Lakes, • City Manager, Town of Bay Harbor Islands, • Executive Director, Northern Palm Beach County Improvement District, and • Village Manager, Village of Palmetto Bay, FL As noted, a major part of Ms. Knutson's work has been on special projects. Two of the more significant ones that she has been involved in are: • The firm's annual City Manager compensation survey for Florida City and County Managers. • A review of the billing database for Palm Beach County Water Utilities. The utility's concern was possible under-billing. Our work involved a review of billing records for reasonableness and consistency, as well as extensive work in the field. The project is still in its early stages, and it is far too early to determine the ultimate results, but our team has already found enough to pay its fee several times over. Ms. Knutson's prior employment includes stints with Palm Beach County's Department of Building, Planning, and Zoning, and with the County Health and Rehabilitative Services. She has also worked with the State of Florida's Department of Corrections and with the State's Department of Employment Services. She has also been involved with a number of private and non-profit concerns, such as the Visiting Nurses Association and Oakwood Mental Health Center of the Palm Beaches. Ms. Knutson has an Associates Degree in Business Education from West Georgia College in Carrollton, Georgia. Kathyrn currently resides in Oneida County, WI. -26- Project Descriptions VIII. 1Droject Descriptions, Timetables and References Colin Baenziger & Associates has completed over 70 searches for city and county managers more than 120 senior level local government management searches overall. The following both project descriptions and references cover the past eight years. We would be happy to provide additional references and descriptions should you desire. l) Ciry Manager Recruitment, Ciry of Roanoke, VA (population 96,000) Contact: Council Member Rupert Cutler at (540) 345-7653, Council Member Court Rosen at (540) 597-3193, or City Manager Christopher Morrill at (540) 853-2333. CB&A was hired in early September 2009 to find Roanoke's next City Manager. Roanoke is the cultural and commercial hub of southwestern Virginia. One of its primary employers is the Carilion Clinic with almost 8,000 employees. We were asked to identify someone with a strong background in finance and redevelopment. In preparation for the recruitment, we had five meetings to solicit public input (two with the public at large, one with the business community, one with the neighborhoods, and one with the education, social services and non-profit community. We also had a separate meeting with the media. Our efforts involved searching the country for strong candidates, conducting extensive background checks, recommending a strong field of candidates, overseeing the interviews and providing a small amount of assistance with the contract negotiations. We also held five meetings with the public to solicit their input. Christopher Morrill, formerly the Assistant City Manager for Savannah, GA, was selected in early December 2009. Mr. Morrill began work, at the City's request, in mid-February 2010. 2) County Administrator Recruitment, Polk County, IA (population 400,000) Contact: Board Member John Mauro at (515) 286-3210, or County Administrator Ron Olson at (515) 286-5225. Des Moines is the county seat of Polk County and home of the state capital. CB&A was hired in mid-Apri12007 to find the County's next County Administrator. Our work included searching the nation to find the right person for the job, interviewing the candidates, conducting through background checks, and recommending finalists for the county to interview. After careful deliberation, the County selected Ronald Olson, formerly Assistant City Manager of Arlington, TX on July 24, 2007 and remains with the County as its Administrator. 3) City Manager, Miami Gardens, FL Contact: Mayor Shirley Gibson at (305) 622-8000, or Commissioner Aaron Campbell at (305) 622-8000, or City Manager Danny Crew at (305) 622-8000. In May 2003, the City of Miami Gardens incorporated and, with a population of approximately 103,000 became the largest predominantly Afro-American city in Florida. In mid-September, it -27- Project Descriptions (continued) retained Colin Baenziger & Associates to find its City Manager. Using the process outlined in this proposal and working with a Citizen's Advisory Committee composed of residents, CB&A completed the process on schedule and selected Dr. Danny Crew, previously of Gastonia, NC, as its first manager in early December 2004. Dr. Crew remains with the City and is highly regarded by its elected officials. Further, Miami Gardens was featured nationally in 2009 on NBC Nightly News as "The City that Works." The video clip can be viewed at: http•//www msnbc msn com/id/3032619/#31193895 4) City Manager Recruitment, City of Cottonwood Heights, UT (population 34,000) Contact: Mayor Kelvin Cullimore at (801) 568-7000 or Council Member Scott Bracken at (801) 943-5876. Cottonwood Heights incorporated in November 2004 and is located in the Salt Lake City, UT, metropolitan area. The City needed a City Manager immediately and requested that Colin Baenziger and Associates have a field of candidates ready to interview on December 3`d and 4th. The City had already begun advertising with a closing date of November 22, 2004. Not impressed with the applications, we promptly recruited several more applicants, two of whom the City Council rated in their top three finalists after the interviews. The process was complicated by the Thanksgiving holiday. Nonetheless, we completed our work including background checks and conducted interviews so that the City did hire Ms. Liane Stillman as its manager on December 7, 2004. S) Town Manager Recruitment, Town of Cutler Bay, FL (population 35,000) Contact: Mayor Paul Vrooman at (305) 975-6782, or City Manager Steven Alexander at 305-216-6579. Cutler Bay is located in the Miami, FL, metropolitan area and incorporated in late 2005. CB&A was selected in mid-March, 2006, to find the Town's first Manager. At the request of the Town Council, we moved much more slowly than we normally would have. Our effort involved searching the country to locate the best people for the job, interviewing them, conducting through background checks, recommending finalists for the town to interview and assisting with the contract negotiations. Steven Alexander, formerly City Manager of El Portal, FL, was selected as manager on July 29, 2006 and remains with the Town as its Town Manager. 6) City Manager Recruitment, Greensboro, NC (population 259,000) Contact: Former Council Member Sandra Anderson Groat at (336) 282-9047, or Human Resources Consultant Alice Burkholder at (336) 540-0274 CB&A was hired in late May 2009 to find Greensboro's next City Manager. Home to six colleges and universities, Greensboro is a former textile center and now a cultural and medical center for the area. It was also where four black students sat down at a Woolworth's lunch counter in 1960 and helped spark the civil rights movement. As part of the recruitment process, we conducted individual meetings with each elected official, two meetings with residents, a -28- Project Descriptions (continued) meeting with the business community and a number of meetings with the staff. We searched the nation and developed a pool of extremely capable applicants from similarly sized cities. The semi-finalist pool was also diverse with half of it being minorities and/or women. Interviews were held the third week in August and Rashad Young, formerly the City Manager of Dayton, OH, was selected. He remains with the City as its manager. 7) Ciry Manager Recruitment, Lauderdale Lakes, FL (population 32,000) Contact: Commissioner Eric Haynes at (954) 535-2700, City Attorney Jim Brady at (954) 713-7600, or City Manager Anita Fain Taylor at (954) 535-2740. In early October 2002, Lauderdale Lakes retained CB&A to find its next City Manager. Interviews were held in early January and Anita Fain Taylor, formerly Assistant City Manager in North Miami Beach, was selected. She was the first Afro-American female City Manager in Broward County and remains with the City as its City Manager. -29- Appendix A St. Johns County Resolution Thanking Colin Baenziger ~ Associates for Its Outstanding Work Note: Additional Resolutions thanking CB&A for its outstanding efforts can be found at www.cb-asso.com under "Testimonials" RESOLUTION N0.2007-„-~ ~l A RESOLUTION OF THE COUNTY COMMISSION OF ST. JOHNS COUNTY, FLORIDA, THANKING COLIN BAENZIGER & ASSOCIATES FOR ITS OUTSTANDING EFFORTS IN CONDUCTING THE EXECUTIVE SEARCH FOR THE COUNTY'S NEW ADMINISTRATOR; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, St. Johns County retained Colin Baenziger & Associates (CB&A) to identify and recommend strong candidates to be the County Administrator; WHEREAS, CB&A's staff worked diligently to find and produce excellent candidates, and then provided the County Commission with comprehensive materials concerning the candidates' aptitude, experience, background, complete and thorough interviews, references, extensive checks of criminal, civil and financial history, verification of employment and education, and exhaustive reviews of Internet and newspaper archives of these candidates; and WHEREAS, CB&A's process was completely open, fair and unbiased and was extremely well received by the County Commission, county staff, the press, and the public; and WHEREAS, the County Commission wishes to express its gratitude to Colin Baenziger & Associates for its efforts on behalf of the county; NOW BE IT THEREFORE RESOLVED BY THE COUNTY COMMISSION OF ST. JOHNS COUNTY, FLORIDA AS FOLLOWS: Section 1: Recitals. The preceding recitals are true and correct and are incorporated herein by this reference. Section 2: Acknowledgement. The County Commission wishes to express its sincere appreciation and gratitude to Colin Baenziger & Associates for its outstanding work and effort in assisting the county in finding its County Administrator. Section 3: Effective Date. This resolution shall take effect immediately upon adoption. PASSED AND ADOPTED by the Board of County Commissioners of St. Johns County, Florida, this .,~ ~ day of August, 2007. ATTEST: Cheryl Strickland, Clerk B P~. ~- y- Deputy Clerk ~: ~. ... ~ l`. b' ~'' ~ J ..i '// BOARD OF COUNTY COMMISSIONERS ST. JOHNS COUNTY, FLORIDA By: Ben Rich, Chairman Rendition Date: ~ ~ ~ 3' 0 7 2 Appendix B Colin Baenziger & Associates Our Last Seven Years Experience with City Manager Recruitments Colin Baenziger 8c Associates: City Manager Recruitment Experience beginning in 2003 Year Com leted City Manager Search Client Po ulation Lead Consultant 2009 Roanoke, VA 96,000 Colin Baenziger New Smyrna Beach, FL 23,000 Colin Baenziger Greensboro, NC 259,000 Colin Baenziger Coral Gables, FL 43,000 Colin Baenziger Riviera Beach, FL 37,000 Colin Baenziger West Melbourne, FL 15,000 Colin Baenziger Dundee, FL 3,000 Colin Baenziger Dania Beach, FL 28,000 Colin Baenziger 2008 Cooper City, FL 32,000 Colin Baenziger Holly Hill, FL 13,000 Colin Baenziger Fort Myers Beach, FL 6,900 Colin Baenziger Oviedo, FL 33,000 Colin Baenziger Deltona, FL 83,000 Colin Baenziger Ocala, FL 52,000 Colin Baenziger 2007 Bay Harbor Islands, FL 5,200 Colin Baenziger Bartow, FL 16,000 Colin Baenziger Fernandina Beach, FL 11,000 Colin Baenziger Lake Worth, FL 30,000 Colin Baenziger Pompano Beach, FL 101,000 Colin Baenziger Key Biscayne, FL 11,000 Colin Baenziger North Palm Beach, FL 12,500 Colin Baenziger 2006 Cutler Bay, FL 35,000 Colin Baenziger Stuart, FL 17,000 Colin Baenziger Fort Myers Beach, FL 5,200 Colin Baenziger Deltona, FL 83,000 Colin Baenziger Palm Coast, FL 71,000 Gene DeMarie* Buckeye, AZ 32,000 Colin Baenziger Sunny Isles Beach, FL 17,000 Colin Baenziger Sewells Point, FL 2,000 Colin Baenziger Tavares, FL 11,000 Gene DeMarie* 2005 Mount Dora, FL 12,000 Colin Baenziger North Palm Beach, FL 12,500 Colin Baenziger Casselberry, FL 25,000 Colin Baenziger West Park, FL 12,000 Colin Baenziger Juno Beach, FL 3,600 Colin Baenziger Islamorada, Village of Islands, FL 7,500 Colin Baenziger Jupiter Island, FL 650 Colin Baenziger B-1 Colin Baenziger & Associates: City Manager Recruitment Experience beginning in 2003 (continued) Year Com leted City Manager Search Client Po ulation Lead Consultant 2004 Cottonwood Height, UT 34,000 Colin Baenziger Bay Harbor Islands, FL North Palm Beach, FL 5,200 12,500 Colin Baenziger Colin Baenziger Doral, FL 24,000 Colin Baenziger Marathon, FL 11,500 Colin Baenziger Miami Gardens, FL 101,000 Colin Baenziger 2003 Palmetto Bay, FL 24,000 Colin Baenziger Lake Worth, FL 30,000 Colin Baenziger Lake Park, FL 9,100 Colin Baenziger Destin, FL 12,000 Colin Baenziger Lauderdale Lake, FL 32,000 Colin Baenziger * Mr. DeMarie retired from the firm in 2007. Colin Baenziger & Associates has also performed searches for the County Manager (or equivalent) for fifteen (15) counties (including Polk County, IA) and for the CEO of six (6) governmental special districts (including Tampa Bay Water Authority). B-2 PROPOSAL City Manager Search City of Iowa City, Iowa Jack Lipovac, SPHR President 5619 NW 86th Street, Suite 600 Johnston, IA 50131-2955 Phone: 515 221-1718 Fax: 515 327-5050 Website: www.hr-onesource.com E-mail: lipovaci(a~hr-onesource.com Prepared by: ~~ 5619 NW 86th St., Suite 600 • Johnston, IA 50131-2955 March 5, 2010 City Manager Search City of Iowa City Office of the City Clerk 410 East Washington Street Iowa City, IA 52240 Thank you for the opportunity to submit a proposal to assist the City of Iowa City in its search for a City Manager. HR-OneSource is an Iowa-based human resource consulting firm. We are very familiar with Iowa and the Iowa City area. Specifically, the president and lead consultant on this project, Jack Lipovac, received both his undergraduate and graduate degrees from the University of Iowa and was a resident there for over six years. HR-OneSource has done numerous successful searches for both private and public employers, and has placed a number of high quality City Managers in Iowa. The following is a representative sample of some of our placements that have proven to be successful, long- term employees: Jim Sanders is the current Johnston City Administrator. He was hired by the City in 1997. Jeff Mark is the current Altoona City Administrator. He was hired by the City in 1996. Todd Kilzer is the current Madrid City Administrator. He was hired by the City in 1997. Tom Hadden is the current Director of the Des Moines Metro Waste Authority. He was hired by the Agency in 1996. A testimony to the stability of our placements is the fact that we have been asked back to do other searches when necessary. For example, we did the City Manager search for the City of Garner in 1995. Howard Parrott was hired. In 2005, Howard retired and the City of Garner engaged us again to do the search. The City of Altoona in 1996 retained our firm to do the search for the City Administrator. In 2002, they hired us to do a search for their Finance Director/City Clerk, and then in 2004 used us to do a search for the Altoona Library Director. All three candidates selected from that process are still employed. Multiple searches have also been done for Pleasant Hill and Iowa Falls. We look forward to working with you. If you have any questions regarding this proposal, please feel free to contact me at (515) 221-1718. Respectfully submitted, ~- a- ~~ Jack Lipovac, SPHR President 515-221-1718 • FAX: 515-327-5050 wwwhr-onesource.com RFP Response -City of Iowa City -City Manager Statement of Qualifications 1. Name of Firm: HR-OneSource, Inc. Owner: Jack A. Lipovac, SPHR Brief History: Created in 1998, as the successor company to Jack A. Lipovac & Associates, HR-OneSource is an Iowa-based human resource consulting firm. We believe in providing a team approach to meeting the needs of our clients. This approach allows us to draw on the expertise that is right for any given job. In addition to conducting executive searches, we have assisted numerous cities, school districts, counties, and private sector companies with a wide variety of human resource consulting projects, including labor negotiations, classification and pay plan development, employee handbook development, training on human resource topics, and representing management before third parties in grievance and arbitration disputes. Our extensive experience in working with Iowa municipalities and counties makes us uniquely qualified to assist the City of Iowa City in its search for a City Manager. 2. HR-OneSource is located in Johnston, IA. The person assigned to this project will be the president of the company, Jack Lipovac. Once notified of being the successful bidder, he will immediately make himself available to undertake the search process as outlined in the RFP response. 3. HR-OneSource has years of extensive experience in assisting cities with recruiting, screening and selecting managers/administrators. A partial list of successful search/placement projects during the past seven years includes: the cities of Nevada, Hawarden, Hartley, Johnston, Pleasant Hill, Carlisle, Garner, Jefferson, Iowa Falls, Osceola, Altoona, and Bondurant. We have also done search projects for the City Clerk for Clear Lake, the Executive Director for the Des Moines Metro Waste Authority, the Assistant City Manager for the City of Des Moines, the Executive Director of the South Central Iowa Solid Waste Agency, and the Library Director for the City of Altoona. The lead consultant on each of these projects was the president of HR- OneSource, Jack Lipovac. As will be seen later in this response, where our proposed process is discussed, HR-OneSource is committed to a fully participatory process at all stages of the project. We will take our lead from the City Council when refining the final process to include all or some of them, as well as members of the community, as much or as little as they would like at each stage. Our search process is based on our prior experience and on a proven methodology. The goal of this process is twofold. First, to maximize your input while minimizing your time investment until we have a small, select pool of final candidates. Second, to provide you with the benefit of our expertise as you select a candidate who best matches your needs. Although tailored to meet the individual needs and wishes of each community, HR-OneSource starts with a standardized method and approach with each executive search and placement project. In general, the projects we have carried out in the past follow these steps: a. Learn the Community's Needs - We learn the community's needs through interviews with key city employees, elected officials, and leaders in the community; such as School Superintendent, Chamber Director and citizens selected by the Council. This is an open input process. The outcome is shared with the Mayor and City Council members. b. Profile the Position -Based on the above input, we work with the Mayor and City Council members to delineate the skills, knowledge, and abilities a successful candidate must possess, along with the important personal traits, attitudes, and values. We do this by meeting with the Council, the Mayor and key staff members to identify their thoughts on the critical strengths and characteristics they seek in a new City Manager. These meetings enable us to learn the City's requirements for the position, such as experience, education, and training, as well as management style and personal traits. We then discuss the challenges the City faces in the short-term. We identify the expected results for the new City Manager for the first year and then the next three to five years. We develop position-specific questionnaires to assist and facilitate this process. From this process, we develop a position profile. The position profile not only includes a comprehensive job description, but also an overview of the community, the key opportunities and challenges facing the new City Manager and the selection criteria established for the search. c. Tap the Candidate Pool - We tap the candidate pool in a variety of ways. One, we develop and place advertisements in appropriate professional publications and newspapers. Two, we develop and distribute the position profile to likely candidates and others who may be interested or helpful. Three, we use our personal contacts with City Managers/Administrators, City Clerks, and Human Resource Directors throughout Iowa and the nation. Four, we seek out and encourage top-level people to apply for the position who may not be looking for employment or who may be reluctant to apply directly to the City. Five, we review our files to find candidates whom we know already meet your specifications and contact people in local governments who may know of suitable candidates for the position. d. Screen, Evaluate, and Interview -Upon receipt of applications, we screen and pre-qualify candidates for you. We do this by reviewing the applications and narrowing the candidate pool based on the extent of match with the specified criteria. This narrowed pool is then further reduced through one-on-one meetings or telephone interviews with the candidates. e. Background Checks -For candidates who pass the screening stage above, we conduct complete and thorough background investigations on their employment, education, criminal, credit, and general background. We also make inquires to individuals who are working with or have worked with the applicant. f. Narrow the Field -After background checks are completed, we screen down to the top three to five candidates (based on the number of finalists you desire). g. Interview Finalists -Once the finalists have been determined, they are invited to attend an on-site interview with the Mayor, City Council, and others who you select'. At this time, they are given a tour of the City and meetings with selected community leaders are arranged. We will provide scheduling and logistics support. We will also work with you to develop appropriate interview questions for the on-site interviews. h. Make an Offer - We will work with you to help structure an offer that meets the City's needs. We will also assist the City with the development of an employment contract. I. Evaluate Performance -After six months, and one year, if desired, we will conduct a formal job performance follow-up with the candidate, the Mayor, the City Council, and key employees. ~ We will rovide o tions to the Council and Ma or re ardin various individuals andJor rou s the ma wish the a licant to P P Y 9 9 9 p Y Y PP meet. The Council and Mayor will make the final choices. 2 We will review the City Manager's performance and assist the City in developing goals and expectation for both the short and long-term. As with our search process, the timetable starts with a template that is modified to fit the needs of the client. Atypical timetable looks like the following: Project Phase/Task Project Days Development of Position Profile 0 - 7 Advertisements and Recruitment 7 - 30 Screening 15 - 40 Review Semi-Finalists/Recommended Finalists 40 - 45 Conduct Reference and Background Checks 40 - 45 Final Report on Candidates 45 - 60 Candidate Interviews 60 - 85 Offer Made/Accepted 85 - 90 4. City Manager/Administrator Project References Year Position Location Reference Title Phone 2009 City Administrator Atlantic John Krogman Former Mayor (712) 243-7046 2008 Assistant Manager Des Moines Tom Turner HR Director (515) 237-1331 2006 City Clerk /City Administrator Hartley Brian Pals City Clerk / Administrator (712) 928-2240 2008 City Administrator Hawarden Ric Porter Mayor (712) 551-2565 2007 City Manager Iowa Falls Jerry Weldon Mayor (641) 648-2527 2007 City Administrator Jefferson Diane Kennedy City Clerk 515) 386-3111 2007 City Administrator Nevada Gerald Gull Mayor (515) 382-8718 2007 City Administrator Osceola Bill Kelly City Administrator (641) 342-3956 2007 City Manager Pleasant Hill Don Sandor City Manager (515) 309-9408 2005 City Manager Garner Brent Hinson City Administrator (641) 923-2588 3 All phases of the above searches were conducted by the president of HR-OneSource, Jack Lipovac, the lead consultant who would be devoted to the Iowa City project. These searches were conducted in the manner described above, involving the City Councils and citizens at each step of the process to the extent desired by the clients. 5. Other information you may wish to include in your deliberations is our guarantee. If the selected candidate is terminated for non-performance of duties within the first twelve months of appointment, we will refill the position for the cost of expenses only. 6. Upon notification of being the successful bidder and negotiation of the project costs, HR- OneSource will immediately implement the 90-day timetable illustrated above. 4 M A EXECUTIVE SEARCH PROPOSAL City of Iowa City City Manager Search March 4, 2010 Marian K. Karr, MMC City Clerk City Hall City of Iowa City 410 E. Washington Iowa City, IA 52240 Dear Marian: Thank you for the opportunity to propose for the City Manager Search for the City of Iowa City. M&A Executive Search, LLC is a firm with over 30 years of combined executive search experience and with 11 years experience placing City Managers, City Administrators and Executive Directors as well as board positions with municipal and non-profit organizations. In the following pages are our qualifications as requested. Thank you in advance for consideration. Best regards, ~f Chandler McCoy President & Founding Partner M&A Executive Search, LLC 5821 Cedar Lake Road S. Minneapolis, MN 55416 M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com Table of Contents Thank you letter I. Firm, Owners &c History - Ked 1 ab II. Key Personnel 8c Qualifications - t~luc 1 "n~} Availability & Capacity III. Firm Capabilities -City Manager & Non-Prot Search Experience - Breen 'l `~r.~ d. Particpatory Search Process - ~'~" ~st'uca "L'nt1 IV. References - Y. why choose M&A Executive Search, LLC - YI. Timeline -Red Tab M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com I. FIRM M&A Executive Search, LLC OWNERSHIP • Chandler McCoy, Founder & President • Greg Albrecht, Founder & Managing Partner HISTORY • M&A Executive Search, LLC was formed in April 2008 when the two partners of one of the Midwest's most respected executive search firms, Sathe Executive Search, left after 11 years to start their own firm. M&A Executive Search, LLC specializes in senior executive management and board of director searches for non-profit and for profit organizations. Together the partners of M&A Executive Search, LLC have over 30 years of industry experience and have 11 years of City Manager search experience M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com II. KEY PERSONNEL & QUALIFICATIONS • We have extensive City Manager search experience. Chandler McCoy, President & Founder of M&A Executive Search, will be the lead partner assigned to this search, with 16 years of retained executive search experience and will be assisted by Greg Albrecht, Managing Partner & Founder of M&A Executive Search with 18 years of retained executive search experience, will be the assisting partner assigned to this search. Biographies for both are attached. AVAILABIILTY/CAPACITY • M&A Executive Search, LLC accepts no more than three active searches per partner at a time ensuring you the fastest possible search process. We only accept one search of a kind at a time and two of our partners will be assigned to your search. We have extensive research capabilities and non-profit experience to meet the City of Iowa City's needs and expectations. • We are located in Minneapolis, MN and conduct our national search practice from our offices in Minneapolis, MN. M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (9S2) 525-1088 • www.maexecsearch.com III. CAPABILITY AND EXPERIENCE A. CITY MANAGER & NON PROFIT EXPEREINCE • We have extensive experience recruiting City Manager candidates on a national level. While our City Manager searches to date have been for Minnesota Cities, we have an extensive database of Midwest candidates including City Manager candidates from Iowa. All Are Com~rleted Searches Non-Pro it Position Filled Minnesota Plumbers Association Executive Director TIES (Technology Information Education Services) Executive Director -Consortium of 38 Minnesota School Districts providing educational software and technology Minnesota Association of General Contractors Executive Director Minnesota Broadcasters Association Executive Director M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com University of Minnesota -Alumni office Multiple municipality searches • Bemidji, MN • Blaine, MN • Carver, MN • Centerville, MN • Chanhassen, MN • Hibbing, MN • Hugo, MN • Lakeville, MN • Little Falls, MN • Rosemount, MN • Silver Bay, MN The Center for Rural Policy and Development Morrison County Waite Park, MN Communications Director City Manager/Administrator Executive Director County Administrator Chief of Police M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com d. PARTICIPATORY SEARCH PROCESS The first step in any successful search is gaining a complete understanding of our clients open position, its organization and culture. In order to do so we: ASSESSING THE OPEN POSITION ORGANIZATION AND ITS CULTURE • The first step in any successful search is gaining a complete understanding of our clients open position, its organization and culture. In order to do so we: o GAIN AN UNDERSTANDING OF YOUR NEED: Meet with the City of Iowa City, including its City Council, interested community members in an open meeting and City Leadership to begin to understand what we're looking for in a City Manager. o ASSESS THE CULTURE: We will visit with you and your city leadership in person to learn about the culture of cities leadership staff and the culture the successful candidate will be working in. o SURVEY DEVELOPMENT AND ADMINISTRATION: We will design a custom survey that the search committee (usually the city council) will take to help us identify key attributes of the search. This tool also helps us gain consistency among the search committee with respect to what we are looking for, for instance some committee members may say experience in managing the budget is important while others may say ability to manage staff & keep the City of Iowa City informed is critical. This tool will help us early in the process define what are and are not important qualifications of the search. • POSITION PROFILE DEVELOPMENT: With all the information gathered above we will develop a position profile. This profile will include a summary of the City of Iowa City, City Manager overview, reasons why someone will have interest in this position, the qualifications, the reporting relationships, and the position's location. DEVELOP AND INITIATE A SEARCH STRATEGY • TARGET DEVELOPMENT AND SOURCING CANDIDATES: We will develop a target list where potential candidates might be located and start contacting them about your search. We will also ask you for "off-limits" of people and/or places we should not contact to keep the search confidential and to not harm existing relationships. Potential targets may include: A. Identifying and accessing candidates through our extensive data system B. Direct sourcing from other Cities M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com C. Advertising D. On-Line sourcing and passive candidate generation E. Internal and external researchers assist in the search • CANDIDATE INTERVIEWS WITH THE Cit~of Iowa Citr: A. After the publically stated submittal time has expired we will begin presenting candidates to be considered, however our recruiting efforts will not stop until the search is completed. We will make every effort to meet all candidates that we've presented up to and including, with your approval, flying to meet candidates in person and/or conducting video conferences. B. Each candidate will be presented to the City of Iowa City and will include a resume and candidate profile. The profile will summarize why we think they are a qualified candidate, why they are interested, their accomplishments and what their compensation is. C. Your search committee will choose which candidates they'd like to interview and we will arrange the interviews. D. We will prepare a list of behavioral based questions that will determine the candidates strengths, weaknesses and fit for the position based on Qualifications survey results and the Position Profile develop in collaboration with the City of Iowa City. This will uncover the best possible candidates compared to the position profile and qualifications survey. • REFERENCE AND BACKGROUND CHECKING: A. We will conduct 360 degree reference checks with supervisors, peers, subordinates and/or customers. B. At your approval we will contract with outside vendors who will conduct background checks including, criminal, credit, education checks among others. • PSYCHOLOGICAL ASSESSMENT: We offer online psychological assessment through our assessment partner, Profiles International at $200 per assessment. You may also choose to hire an outside assessment firm to conduct a more thorough assessment. • FACILITATING THE OFFER: We will negotiate the offer with the City of Iowa City and the chosen candidate. M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com • EXECUTIVE INTEGRATION (at additional cost): M&A Executive Search is committed to ensuring that the candidate you hire is as successful as can be with the City of Iowa City. We work with several partner organizations that offer Executive Integration programs designed to ensure a smooth integration. This service is offered at an additional cost. • FOLLOIV UP: After approximately 30 days and periodically throughout the next year we will follow up with the City of Iowa City to ensure a successful hire. M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com iv. REFERENCES Morrison County County Administrator Search Steve Reger, County Administrator (320)632-0295 City of Waite Park Chief of Police Search Shaunna Johnson, City Administrator (320) 252-6822 Center for Rural Policy and Development Executive Director Search Bill McCormick, Board Member Retired EVP1President, Schwan's (612)280-2791 City of Blaine City Manager Search Tom Ryan, Mayor (763)757-3390 M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com V. WHY SELECT M&A EXECUTIVE SEARCH? • We RCtlvely recruit candidates, not just sort through responses from advertisements. You will have employed candidates to consider as well as those who are unemployed. • Both Chandler McCoy and Greg Albrecht will work on the search together -two senior partners with 30+ years of combined experience. • We have 11+ years experience conducting City Manager searches • M&A Executive Search, LLC accepts no more than three active searches per partner at a time ensuring you the fastest possible search process. We only accept one search of a kind at a time and two of our partners will be assigned to your search. We have extensive research capabilities and non-profit experience to meet the City of Iowa City's needs and expectations. M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com VI. TIMELINE Assessing the open position, organization, and its culture Week 1 - 3 Develop and initiate a search strategy Week 2 -6 M&A recommend candidates to city council Week 7 Candidate interviews with City of Iowa City Week 8 Reference and background checking Week 8 OPTIONAL STEPS - AT ADDITIONAL COST Psychological assessment Facilitating the offer Week 9 Week 9 M&A Executive Search • 5821 E. Cedar Lake Road S. • Minneapolis, MN 55416 • Tel. (952) 545-6980 • Fax (952) 525-1088 • www.maexecsearch.com City Manager Search Statement of Qualifications Craig Malin February 28, 20 I 0 I. Name of Firm: Craig Malin Brief History of Firm: Established 12/31/62, Chicago, Illinois. Headquartered 1060 West Addison Street & various truancy offices 1968 - 1980. 1980 - 1988 somewhat a blur. Add partner 1989 and subsidiaries 1994 and 1997 (balance sheet substantially improves). Establish Iowa office 2001. 2. Key Personnel General qualifications for assignment include: • Authored definitive study on city manager selection -University of Illinois thesis: The Relative Utility of City Manager Selection Procedures: Finding One That Fits • Masters Degree (one of three) in Human Resources Development • Served as Human Resources Director or principal human resources professional for two municipalities and one county in three Midwest states • Responsible for in excess of 1001oca1 government recruitments • Experience with multiple executive recruiter processes (as recruit) • Recognized local government professional -ICMA Manager of the Year, Assistant Manager of the Year, County Leader of the Year, ICMA Credentialed Manager (post- credentialing, one of seven ICMA members to rewrite credentialing exam questions), frequent speaker at state, regional and national conferences Unique qualifications for Iowa City assignment include: • Proximity -One hour away • Iowa Experience - No currently serving Iowa manager /administrator has worked for any larger Iowa city, longer • Iowa City "Fit" Screening Capability -Significant credentials, experience and success in matters relevant to Iowa City (including sustainability, inclusion and floodplain / emergency management) provide unique ability to screen candidates • Cost Efficiency -Recruiting assistance offered on pro-bono basis 3. Firm Capabilities a. With more than twenty years experience as board member, chief administrative officer, human resources director or principal human resources professional for a variety of local governments, I have significant experience filling executive level positions with extraordinary individuals. I have been finally responsible for well in excess of 100 recruitments, at least 25 of which have been at the division or department head level. b. My past seven years experience with City Manager recruitments is best summarized as a selective and generally reluctant recruit, including the most recent Iowa City recruitment, wherein I choose not to participate. The perspective of a practicing city management professional could serve Iowa City well in the current recruitment. c. With the exception of criminal history and credit checks (proposed to be performed by ICPD) I would complete the entirety of the assignment. d. I have experience with processes utilized by the leading public sector executive search firms. For better and worse, none are as open as the Davenport recruitment was. In Davenport, a panel of citizens is charged with the responsibility of vetting candidates and making a recommendation to the Mayor and City Council. A multi-day series of question and answer sessions was conducted, terminating in a public interview that was taped and televised. While the process was interesting, and (probably?) served Davenport well in vetting a candidate that could survive in a notoriously challenging position, times have changed. Internet based "reporting" is such that the best city manager practitioners today will rarely, if ever, subject the communities they serve to the disorder of an open recruitment process elsewhere. However, there are processes that facilitate community input without compromising the confidentiality necessary to secure interest from the widest range of candidates. Before the process is determined, the City Council first needs to build a recruitment profile for the ideal candidate(s) and then construct a process that optimizes the potential of having a choice of such candidates at -2- the end. Establishing a recruitment process in advance of building a recruitment profile is a mistake (albeit a common one). e. The next Davenport City Administrator is likely already working for Davenport (there are 3 - 6 staff members that could be legitimate candidates). The process of joining the Davenport team is rigorous, well established and readily transferable to a city manager recruitment. After assembling a panel of stakeholders to build a profile of the ideal candidate(s), a 90 - 120 day process follows. The process typically includes: 1. Drafting a recruitment profile unique to the challenges and opportunities of the position. 2. Building a list of prospective candidates through a network of respected professionals, supplemented by a review of the last five years of professional awards at the regional and national level within the specific field of practice. Every effort is made to identify and recruit candidates that improve the diversity of skills, background and experience within the organization. 3. Targeted recruitments in professional journals, at national conferences and within metro regions and organizations known for their innovation and progressive orientation. 4. Advertisement of the position on a timetable that (when possible) maximizes the opportunity for the selected individual to make any needed family moves during summer or winter school breaks. 5. Review of all applicants by at least a three member screening panel, including the City Administrator. The screening panel's charge is to have the broadest possible range of legitimate potential semi-finalists (typically 15 - 25). -3- 6. Each semi-finalist is provided the opportunity to respond to a series of questions that highlight their skills (and writing ability). The questionnaire typically requires at least 20 hours to complete in a professional manner, and typically half of the prospective applicants fail to respond. Davenport, thus, hires no one allergic to risk, or work. 7. The questionnaires are reviewed by a panel of 3-5 and prospective interviewees are selected (typically 7 - 11). 8. Prospective interviewees are asked to provide not more than three references for pre-interview reference checks. This typically reduces the interview field to 5 - 7. 9. Interviews are scheduled over the course of two days. The interview panel is typically 7 - 9 individuals and always includes elected officials, peer department heads, labor representatives, human resources, technical experts and representatives from the business community. For department head positions, the panel is chaired by the City Administrator. For division head positions, the panel is chaired by the respective department head. 10. The first day of the interview sequence includes 45 minute to 1 hour interviews of all candidates by the interview panel. The day also includes tours of the community for candidates and candidate participation in a series of sample assignments crafted for the position. The interview panel selects finalists based on the first interview and these finalists (typically 3) return for the second interview the next morning. Depending upon the recruitment profile, a (more confidential) dinner /reception for interviewees or a (more open) community meet and greet for finalists concludes the first day. Finalists are informed of their status following the dinner or meet and greet. 11. The morning of the second day, the interview panel assembles for follow up interviews, in the form of presentations and question and answer sessions. Department staff are invited to witness each finalist present their approach /solution to the sample -4- assignments from the first day, and are encouraged to ask questions along with the interview panel. 12. After all finalists have finished their presentations and question and answer sessions, department staff are asked to provide comments on index cards, before leaving the room. The interview panel reviews the comments and confers over lunch on the totality of each finalist's potential for the position. The interview panel typically ranks the finalists and the hiring authority is given responsibility for final reference checks, negotiations and the final hiring decision. The Human Resources and Police Departments assist with the final reference and background checks. In the case of a department head position, the top ranking finalists are subjected to on-site reference checks in the community they presently serve (or most recently served) by the City Administrator before any employment offer is made. The process described above, together with significant investment in professional development for staff, has resulted in a management team that operates at the highest levels. The City of Davenport leads all Iowa cities in the number and percentage of its workforce that meet national accreditation standards and is on track to be the first city in the Midwest with accredited Police, Public Works, Fire and Parks departments. 4. References A list of a dozen references is provided in the appendix. Lists of 50 and 100 references are available on request. 5. Other Information A one page bio and a more detailed resume is provided in the appendix. With regard to screening capability of candidate "fit" for Iowa City, note experience in the following realms: -5- Sustainability -Member 1000 Friends of Iowa Board, Congress for New Urbanism, ICMA Sustainable Communities Committee, ICMA Representative to NLC Energy, Environment & Natural Resources Committee, Author ICMA Sustainability White Paper, Founder of Prairie Crossing Charter School -the only public school in Illinois with a curriculum centered on the environment, Multiple LEED Buildings, ICMA Community Sustainability Award, Frequent Speaker at State and National Conferences Regarding Sustainability Inclusion -Jefferson Center (Public Participation Strategies) Participant, Harvard Senior Executive in State & Local Government Participant, U.S. Department of Justice Project Civic Access (full ADA accessibility), First Iowa City to Undertake A Disparity Study, Substantially Improve Participation in Public Processes in Davenport & Substantially Improve Senior Staff Diversity Emergency / Floodplain Management -First City Manager to Attend Harvard's National Preparedness Leadership Initiative, Post Katrina Flood Recovery Experience, Helped Build Curriculum for DHS/NLC National Emergency Management Training Program, Part of Davenport Team that set Iowa Standard for 2008 Flood Fighting Performance, Subject of 2009 National Academy of Science Research Committee on Enhancing Community Resilience 6. Anticipated Schedule April - 1) Interview City Council, Department Heads, Union Representatives, Commission / Committee Chairs, Media Representatives, Citizens; 2) Draft Recruitment Profile for Council Review & Approval; 3) Attend ICMA Midwest Regional Summit May - 1) Build Prospective Candidate List; 2) Advertise on Appropriate Websites May 3; 3) Letters Sent to Prospective Candidates -6- June - 1) Continue Advertisements & Personal Recruiting; 2) Close Applications on June 18; 3) Update City Council Week of June 21; 4) Select Semi Finalists & Mail Screening Questionnaire by June 30 July - 1) Questionnaires Due on July 12; 2) Pre-Interview Reference Checks and Telephone Screening Interviews Conducted; 3) Potential Interviewees Presented to City Council Week of July 19; 4) Interviews Scheduled for July 30/31 or... August - 1) Interviews Scheduled for August 2/3 or 6/7; 2) Final Background Checks and On- Site Reference Checks (with Iowa City Council members, if possible) weeks of August 9 and 16; 3) Council Decision Week of August 16 or 23: 4) Offer Negotiated & Accepted Prior to August 30 Sept / Oct -City Manager prepares to leave current employer November -City Manager begins employment December -City Manager moves family, if necessary /appropriate -7- References Lists of 50 or 100 references are also available, but these dozen are a good start. Bill Gluba (563) 326-6136 Ed Winborn (563) 324-5463 Gene Meeker (563) 343-4932 Jason Gordon (563) 326-8814 Ian Frink (563) 508-2842 Tara Barney (563) 370-8078 Mark Frese (563) 528-0357 Jennifer Nahra (563) 528-0358 Current Mayor. Former Mayor. At-Large Alderman. At-Large Alderman. Former At-Large Alderman. CEO -local Chamber of Commerce. Fire Chief. PIO. Mike Bladel (515) 472-9342 Former Police Chief. Retired after thirty five years of community service, including serving as elected Sheriff. Now working for the U.S. Justice Dept. in Des Moines. Jeff Dolan (720) 913-5686 Former Human Resources Director. Currently Executive Director of Career Service Authority for City and County of Denver, Colorado. Dan Huber (563) 370-1232 Former CEO of DavenportOne, the local chamber of commerce. Now in private business. Larry Laschen (815) 334-1784 Boss and mentor for 10 years. Retired as Vernon Hills Village Manager /local legend after 25+ years of service. Craig Malin was appointed Davenport City Administrator in July, 2001. He has since served four Mayors and six City Councils, setting a record for tenure as Davenport City Administrator. Mr. Malin holds a Bachelors Degree in Political Science and three Masters Degrees; Public Administration, Human Resources Development and Urban Planning & Policy. He is a graduate of Harvard University's National Preparedness Leadership Initiative and Senior Executive in State & Local Government program. Mr. Malin had experience with eight local governments prior to being appointed City Administrator in Davenport, including three municipalities, two counties, a park district and a regional planning commission. He was a founder of Prairie Crossing Charter School, a public elementary charter school with a curriculum centered on environmental stewardship and responsible citizenship. He is a member of the International City /County Management Association (ICMA), has attained the ICMA Credentialed Manager designation and has served on numerous national committees and task forces, including being one of seven city managers asked to rewrite the credentialing exam for the profession and authoring the profession's white paper on sustainability. He is also a member of the Congress For New Urbanism and American Planning Association; holding the American Institute of Certified Planners credential. He further serves on the Board of the 1000 Friends of Iowa. Mr. Malin's record of professional recognition at the national level includes being selected as "Assistant Manager of the Year" and "Outstanding Manager of the Year" by the ICMA. In addition, he has received an "Achievement Award" by the National Association of Counties, and was named "County Leader of the Year" by American City and County Magazine. To date, six local government professionals who have worked under his direction have gone on to be appointed CAOs of local governments. His tenure in Davenport has coincided with a significant decrease in crime and over a billion dollars of tax base growth as years of population decline and job loss are being reversed with infrastructure investment, improved operations and targeted efforts to revitalize the riverfront, downtown and neighborhoods. Davenport was recognized as the nation's Most Livable Small City by the U.S. Conference of Mayors in 2007 and received an International Community Sustainability Award for cities over 50,000 from the ICMA in 2008. Davenport outperformed every major city in Iowa in response to historic flooding in 2008 and leads every other city in Iowa with the number of personnel in departments that meet national accreditation standards. In 2009, community services provided by City departments received the highest customer satisfaction scores ever. Mr. Malin resides in Davenport with his wife and two school age children. He hopes to enjoy just one pleasant late October day at 1060 W. Addison Street in Chicago before his demise. Craig Malin ~ 20+ Years Successful & Varied Experience ~ Historic, Revitalized City /Expansive County /High Growth, No Property Tax Suburb /Model Public School ~ Well Credentialed E Three Masters /Harvard Senior Exec. in State & Local Govt., Natl. Leadership Initiative /ICMA-CM / AICP H Established Professional Leader ICMA Manager & Assistant of the Year /County Leader of the Year /Most Livable & Sustainable City Awards City Administrator Davenport, Iowa est. 1836 population 100,000+ 8/01 -Present Chief administrative officer for historic, diverse, lead city of 350,000+ population Quad Cities metro area. Report to Mayor & 10 member City Council serving two year terms. Lead 15 department heads /direct reports. 850 +/- employees, $200M +/- annual budget, $300M +/- capital improvement program. In brief: Lead dynamic, progressive, participative revitalization effort. Reverse population decline and grow city over 100K. Build community partnerships & lead change effort on openess, agility and professional standards - on track to be one of first ten U.S. cities with fully accredited services. Improve finances by cost reduction, revenue diversification and economic development. Set tenure record, serving six Councils and four Mayors. Building Collaborative Partnerships ~ Improving Finances ~ First health insurance premiums from unions Diversify revenue with non-tax sources $275M+ state & federal funding secured (w/partners) City art museum regionalized, dispatch consolidating Numerous public /private /neighborhood partnerships Strengthening Economic Development ~ Infrastructure investment doubled City taxes for new investment cut in half Over one billion dollars of tax base growth Convert long vacant warehouses into lofts With D 1/QCDG, secure /retain 3,500+/-jobs First new downtown office buildings in 20 years First comprehensive plan overhaul in nearly 30 years Focusing on Performance ~ Technology elevated to department status Business plans developed for all departments Major departments accredited (or in process) Implement accountability & evaluation standards ICMA Center for Performance Mgmt. membership Significantly improve workforce efficiency & diversity Supporting Employee Development Personally deliver staff training ~ Three direct reports become local govt. CAOs Enhanced employee recogition /support programs Half of dept. head appointments internal candidates w V Z W W a X W Citizen input & zero based budget processes Fix (inherited) $25M+ multi-year structural deficit Bond rating outlook upgraded from negative to stable Enhancing Quality of Life Z W Z oc W O J Q O J 33%+ crime reduction, neighborhood policing Full ADA access through Project CivicAccess Enhanced recreation & neighborhood programs Art museum, music museum, branch library built Renovate historic, city owned ballpark & theater Kids Summer Pass for all community rec facilities Customer service scores at highest levels on record Promoting Environmental Stewardship ~ Library & Police HQ LEED buildings Green Cities /Climate Protection signatory Volume-based garbage collection conversion Conservation and TND zoning ordinances added 300+ acres park /open space added or improved Stormwater management plan & funding approved Leading By Example Pay five times typical health insurance premiums ~ Typically first in office, last toleave - no sick days Personally lead teary. to gulf fcr Kat~ina relief effoi`~ Oversee 2008 flood response & work the front lines Administrative Coordinator (i.e. County Administrator) Douglas County, Wisconsin est. 1854 population 42,000 6/99 - 8/01 Chief administrative officer for 1,340 square mile rural /forested county on the shore of Lake Superior. Largest County forest (250,000+ acres) east of the Mississippi. Report to 30 member Board. Supervise 23 dept. managers (5 elected) and direct labor relations for 350 +/-employees. Responsible for $52 million budget. In brief: Serve as second career professional CAO in County history (the first lasted 100 days). Highlights include: Reorganize departments to better serve citizens and facilitate staff efficiencies. Simultaneously serve as Administrative Coordinator, Personnel Director andActing Zoning Administrator. Settle all labor contracts without arbitration. Implement first performance evaluation and merit pay programs. Develop funding for and oversee design of largest project in County history ($43 million) incorporating Superior City Hall into County built metro government center, reducing combined construction costs by over $18 million and positioning City and County to share resources, co-locate personnel and / or merge operations. Two direct reports become County Administrators. Asked to serve as consultant to County following separation. Assistant Manager / Assistant to the Manager /Administrative Assistant 9/88 - 6/99 Vernon Hills, Illinois est. 1958 population 20,000 (daytime 60,000+) Serve in multiple roles in one of the fastest growing suburbs in Illinois. Responsible for community development, human resources, staff supervision, environmental programs, risk management, technology support, public infor- mation,contract administration, facilities management, grant acquisition and budget coordination /presentation. In brief: Jack of all trades assistant in high growth, high service quality, inclusive, no property tax suburb Highlights include: Coordinate annexation of thousands of acres and $2 billion of consistently improving development. Develop fiscal impact model guiding land use /budget decisions. Multimillion grant acquisition and service delivery savings. Integral part of management team which oversaw doubling size and population of community with a nearly eightfold tax base increase, design / construction of every major municipal facility, accumulation of fund balance equal to two years operating budget andAAbond rating, all while delivering outstanding services without a property tax. Direct reports move on to professional success, including one becoming Village Administrator in another jurisdiction. Received key to city upon separation. Consultant, Private Business Periodically assist local governments with short term assignments. Founder /Board Member, Prairie Crossing Charter School 1995 - 1999 Founding board member of the first charter school to open authorized by the Illinois State Board of Education. The school was created following four years of advocacy, leading to a change in state law, that permitted it to open. The public school (open and free to all, and especially well suited for children with mild to moderate disabilities) operates free from most mandates and features small class sizes, an extended school day and year, empowered teachers, welcomed parents and ahands-on curriculum focused on citizenship and environmental science. It has become one of the finest public schools in the state, with waiting lists and lotteries for admissions. Planning Technician, Libertyville, Illinois Summer / Fall of 88 Assisted with site plan review and implemented a computerized land use inventory. w U Z W_ W a X W Youth Conservation Corps Manager, Lake County Forest Preserve Summer of 87 Managed summer program, teaching job skills to teens while constructing capital improvements. Grayslake Park District, Various Titles Summers of 84 - 87 Worked in various capacities including lifeguard, program assistant and operations supervisor. Northeastern Illinois Planning Commission, Intern Summer of 86 U Completed general administrative tasks and a comprehensive office procedures update. Z _w Grayslake, Illinois, Village Manager's Office Intern Summer of 85 ~ Completed general administrative tasks and a local economic development prof ect. Federal Government Experience 1983 - 1988 W Interned fortwo Presidential candidates, two U.S. Senators and two U.S. Representatives. Never called in sick a single day in my professional career * p First charter school to open authorized by Illinois State B oard of Education Z FirstcontinuedgamesatriverfrontballparkasanislandinfloodedMississippiRiver(sinceopeningin1931) y First city / county in Iowa to approve dispatch consolidation under new state law W ~ W First city in Iowa to open a major municipal building meeting LEED standard E w No employerhaseverincurredasingledollarofcourtimposedliabilityforanypersonalaction,errororomission H Z First city in Iowa with automated red light enforcement (red light crashes reduced by more than 50%) ~ First city manager to attend Harvard's National Preparedness Leadership Initiative N First large scale traditional neighborhood prof ects in Quad City and Chicago metro regions ~ LL No Mayor or County Board Chair I've worked for has lost a re-election bid * * knock on wood U.S. National Academy of Science - "Leadership In Community Resilience" American Planning Association Annual Conference - "Innovative Floodplain Management" Wisconsin APA / ASLA Annual Conference - "Remarkable & Resilient Floodplain Management" Iowa Municipal Manager Institute - "Managing Under Pressure" Mainstreet Annual Meeting - "Building Sustainable Communities" ~ W L ICMA Annual Conference - "Leading From The Heart" U = National Community Reinvestment Coalition - "Community Engagement in Planning" ICMA Restoration Conference (New Orleans) - "Disaster Planning, Response & Recovery" W a 1000 Friends of Iowa Annual Meeting - Keynote Address a' ~ ~, Mayor's Institute on City Design - Brownfields Redevelopment p ~ J ~ American Planning Association Annual Conference - "Planning Like Marines" V ~ d N American Planning Association Midwest Conference - "Traditional Neighborhood Development" ~n ~ Northeastern Il. Plan Commission - "Land Use Based Transportation Control Measures" Q ~ St. Louis Regional Conference of Govs. - "Transportation, Land Use & Community Values" ? International Making Cities Livable Conference - "Making Suburbs -More Livable" ~ Legislative Presentations -Innumerable Local, State & Federal Legislative /Lobbying Presentations W ICMA & APA -Multiple State & National Conferences & Best Practices Symposiums ~ National League of Cities - Leadership Summit / Training Institute a ICMA -Effective Local Government Management, Municipal Finance, Public Works Univ. of Wisconsin Certifications -Planning and Zoning, GIS, Traffic Management a Public Risk Management Assoc. Certification -Foundations in Risk Management Jefferson Center - Public Participation Resources and Strategies oC m International City Management Association /American Planning Association /Congress for E Ne~~~ Urbanism / 1000 Friends of Iowa Board /Medic (regional ambulance) Board i Rebuild Iowa W E Task Force /Former llinois Urban Forestry Task Group /Numerous Local Civic Committees MA -Public Administration University of Illinois (Urbana) - 1992 City Management Thesis - 4.1 gpa Z 0 ~= MGS -Urban Planning & Policy V Roosevelt University (Chicago) - 2001 p Community SustainabilityFocus - 4.0 gpa w MA -Human Resources Development Webster University (Chicago) - 1991 Public Sector Concentration - 4.0 gpa BA -Political Science Western Illinois Univ. (Macomb) - 1986 Public Administration Minor - 3.6 gpa Harvard University -John F. Kennedy School of Government Senior Exec. in State & Local Govt. (2001) National Preparedness Leadership Initiative (2007) International City Management Association Credentialed Manager (ICMA-CM) American Institute of Certified Planners (AICP) Community sustainability Award (cities 50,000+) - ICMA (2008) "America's Most Livable Small City" - U.S. Conference of Mayors (2007) Outstanding .Manager of the Year - ICMA (2004) County Leader of the Year - American City & County (2001) Achievement Award - National Association of Counties (2001) Assistant Excellence in Leadership Award - ICMA (1998) Economic Development Award of Merit - American City & County (1996) Iowa APA Daniel Burham Award - Best Comprehensive Plan (2006) GFOA Financial Reporting & Budget Awards -Contributor In Multiple Jurisdictions Lake Superior Area Labor-Management Association - Partnership Award Urban Innovations In Illinois Conference - Honorable Mention Illinois Department of Commerce & Community Affairs -Three "Hometown" Awards WIU -Multiple Scholar Awards / Truman Scholar Finalist /Sons of the American Revolution (ROTC) W u cc W Q V N O H U_ °q c LL_ ~_ ~ J W ~,~-, uL a N D oC Q Q Governmental Affairs & Policy Committee -Reviews /guides ICMA public policy development Sustainabile Communities Committee -Reviewing /promoting sustainability best practices Periodic Contributor To "Public Management" &ICMA sustainability White Paper Author NLC Energy, Environment & Natural Resources Committee - ICMA's appointee to Natl. League of Cities Cmte. E-Governance Task Force -Developed best practices for local government E-Governance State & International Awards Committees -Reviews best practices /recommends award recipients Conference Evaluation Committee -Reviewed annual conference, suggested improvements Ethics Training - Completed training to serve as ICMA Ethics Trainer Credential Assessment Review - Helped redraft ICMA credentialing exam DHS /NLC /ICMA Emergency Mgmt. Committee -One of fifteen guiding national training effort CONTACT home: 3708 East 59th. St., Davenport, IA, 52807, (563) 359-4763, malincraig@aol.com office: 226 W. Fourth St., 52801, (563) 326-6139, ctm@ci.davenport.ia.us Grayslake Park District, Various Titles Summers of 84 - 87 Worked in various capacities including lifeguard, program assistant and operations supervisor. Northeastern Illinois Planning Commission, Intern Summer of 86 U Completed general administrative tasks and a comprehensive office procedures update. Z w Grayslake, Illinois, Village Manager's Office Intern Summer of 85 W Completed general administrative tasks and a local economic development project. K Federal Government Experience 1983 - 1988 W Interned for two Presidential candidates, two U.S. Senators and two U.S. Representatives. H Never called in sick a single day in my professional career * p First charter school to open authorized by Illinois State B oard of Education Z FirstcontinuedgamesatriverfrontballparkasanislandinfloodedMississippiRiver(sinceopeninginl931) H First city / county in Iowa to approve dispatch consolidation under new state law W ~ W First city in Iowa to open a major municipal building meeting LEED standard E W Noemployerhaseverincurredasingledollarofcourtimposedliabilityforanypersonalaction,errororomission H Z First city in Iowa with automated red light enforcement (red light crashes reduced by more than 50%) N First city manager to attend Harvard's National Preparedness Leadership Initiative N First large scale traditional neighborhood proj ects in Quad City and Chicago metro regions ~ No Mayor or County Board Chair I've worked for has lost a re-election bid * * knock on wood U.S. National Academy of Science - "Leadership In Community Resilience" American Planning Association Annual Conference - "Innovative Floodplain Management" Wisconsin APA /ASLA Annual Conference - "Remarkable & Resilient Floodplain Management" Iowa Municipal Manager Institute - "Managing Under Pressure" Mainstreet Annual Meeting - "Building Sustainable Communities" H ICMA Annual Conference - "Leading From The Heart" W U = National Community Reinvestment Coalition - "Community Engagement in Planning" ICMA Restoration Conference (New Orleans) - "Disaster Planning, Response & Recovery" W a 1000 Friends of Iowa Annual Meeting Keynote Address LL = ~, Mayor's Institute on City Design - Brownfields Redevelopment ZN p J ~ American Planning Association Annual Conference - "Planning Like Marines" V ~ H American Planning Association Midwest Conference - "Traditional Neighborhood Development" ~ ~ Northeastern Il. Plan Commission - "Land Use Based Transportation Control Measures" Q °' St. Louis Regional Conference of Govs. - "Transportation, Land Use & Community Values" Z International Making Cities Livable Conference - "Making Suburbs More Livable" f Legislative Presentations -Innumerable Local, State & Federal Legislative/Lobbying Presentations W N ICMA & APA -Multiple State & National Conferences & Best Practices Symposiums = National League of Cities - Leadership Summit / Training Institute a ICMA -Effective Local Government Management, Municipal Finance, Public Works Univ. of Wisconsin Certifications -Planning and Zoning, GIS, Traffic Management a Public Risk Management Assoc. Certification -Foundations in Risk Management Jefferson Center - Public Participation Resources and Strategies oc m International City Management Association /American Planning Association /Congress for w New Urbanism / 1000 Friends of Iowa Board /Medic (regional ambulance) Board / Rebuild iowa f Task Force /Former llinois Urban Forestry Task Group /Numerous Local Civic Committees I A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD People. Process. Results. RETAINED SEARCH CAREER TRANSITION COACHING CONSULTING ASSESSMENTS careerpartners ~> INTERNATIONAL ~. x I. or..l L O C A L E X P E R T S March 8, 2010 G L O B A L T E A M DANIEL H. FORTES CHAIRMAN, CEO dportesCQ~mr~pcople.com cEi/>v 5~3-343-553 City Manager Search City of Iowa City Office of the City Clerk 410 East Washington Street Iowa City, IA 52240 "Proposal for City Manager Search Services" Dear City Council: 2ROj EAS"TERN AV F.~IUE UAVENYOR'I~, IOWA 52K0; S<3-3~3-333 i Boo-z49-~943 Management Resource Group, Ltd. (MRG) is submitting a response to the RFP for the City Manager search for the City of Iowa City. MRG is a business consulting firm specializing in Retained Search, Career Transition, Executive Coaching, Strategic Planning, Assessments, and Business Consulting. Founded in 1989 in Davenport, Iowa, and Rockford, Illinois, we opened a second office in Cedar Rapids in 1995. Dan Fortes is the Chairman/CEO of the Davenport and Cedar Rapids offices. Heidi Schultz is a Partner in the Cedar Rapids office. For 11 years, MRG has been a shareholder in Career Partners International (CPI), an international association of talent management firms. Career Partners International is a privately held Limited Liability Company founded in 1987. Headquartered in Chapel Hill, North Carolina, CPI has 165 offices in 23 countries and five continents. (.IiDAR lZarll~s l 1<>~c n C:nt~ 2805 EASTERN AVENUE 1450 BOYSON ROAD, STE. B-S UAVENPORT, IowA Sz8o3 HIAWA'CHA, IOWA 522jj 563-33-3333 319-94-9499 Soo-'-49-443 „ _ «ww.mrgpec[ple.com _ _ __ I A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD People. Process. Results. BIOGRAPHY OF CURRENT SEARCH CONSULTANTS AND FACILITATORS RETAINED SEARCH CAREER TRANSITION COACHING CONSULTING ASSESSMENTS DAN PORTES - As Chairman and CEO of MRG, Dan specializes in senior level executive retained search for a variety of industries and companies worldwide. He also provides executive coaching and assistance to senior level candidates in all aspects of their career transition through his expertise in interviewing and offer negotiation. Located in Davenport, Iowa, Dan has more than 31 years of management experience. Currently Dan is conducting three searches for a manufacturing company in California and a fraternal insurance company in the Quad Cities. Within the past month he completed searches for a Vice President of National Business Development in the Illinois Quad Cities, an Executive Vice President at a bank in Muscatine, and an Executive Vice President for a bank in Coralville, IA. Throughout every search, Dan communicates frequently with his clients, assuring complete disclosure at every step in the process on a weekly basis. He is eager and readily available to complete the search assignment for the City Manager in Iowa City. Dan holds a B.A. in Communications from Drake University and is an active member of a number of community boards and organizations, including the board of Iowa Quad Cities, where he was also past Chairman and named 2000-2001 Community Leader of the Year. Dan has been Past Chairman of the Quad City Federation of Chambers, and served as a board member for the Adler Foundation, the Putnam Museum, Friends of the Davenport Library, and the Davenport School Board. He is the recipient of several mayoral appointments, served on the commission to determine the future of major league baseball in the Quad Cities, and took the leadership role in the passage of the local option sales tax initiative for Scott County public schools. LARRY McCALLUM - Dr. Larry McCallum is a licensed clinical psychologist located in Rock Island, Illinois. Dr. McCallum specializes in individual assessment for personal and professional growth. In the search process, he provides solid advice and consultation on personality measurement, candidate selection, succession planning, promotion potential, and team building. A faculty member at Augustana College since 1971, Larry completed his graduate training at the University of Iowa, where he received his Ph.D. in 1978. Page 2 -Proposal Response: City of Iowa City __ RETAINED SEARCH CAREER TRANSITION COACHING A CPI PA, ~R~ CONSULTING MANAGEMENT RESOURCE GROUP,LTD ASSESSMENTS People. Process. Results. Larry has been involved in a variety of leadership roles on the faculty at Augustana and has served on a number of civic boards including the Bettendorf School Board and Child Abuse Council, where he served as president for one year. He also is involved in leadership positions for organizations at the state and national level. Dr. McCallum is involved with every search and coaching assignment in which MRG is engaged. He also is currently working with two clients who have contracted for a full battery of assessments for several current employees as well as potential employees. Larry is eager and readily available to complete the search assignment for the City Manager in Iowa City. RAY GRYMSKI -Ray brings exceptional expertise to MRG by helping Boards and search committees define the specific skills and qualities they are seeking in a candidate. A native of Chicago, Ray's specialties include implementing strategic change and providing purposeful direction that become a catalyst for meaningful transformation in the organizations with which he works. Specific assignments include developing executive teams, helping management teams identify priorities and develop strategies, redesigning organizations, and leading organizational transformation. Two of Ray's consulting assignments included working with Scott County for a reorganization process and on-boarding for the new Chancellor at Palmer College of Chiropractic. Ray is currently consulting with five Quad City companies to implement strategic change and direction and he is readily available to provide L consulting services for the City Manager search in Iowa City. An MBA graduate from Case Western Reserve University, Ray has completed doctoral-level coursework in Organizational Behavior and has a concentration in Information Technology. He has also pursued post-graduate education at The University of Chicago Graduate HAP GEO><u,ETT -Located in Davenport's corporate headquarters, Hap is MRG's Director of Research. With a degree in Finance from the University of Illinois, Hap started his career as a stockbroker for 15 years. Hap's entrepreneurial and creative approach to business resulted in ownership of a very successful flooring business in Moline, IL for 27 years. With his practical experience as a business owner and manager, Hap is skilled in sourcing and finding qualified candidates for executive searches from a variety of industries including economic development, non-profit, manufacturing, banking, insurance, associations and non-profit. Page 3 -Proposal Response: City of Iowa City School of Business. A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD People. Process. Results. RETAINED SEARCH CAREER TRANSITION COACHING CONSULTING ASSESSMENTS Hap involves other members of the research staff to assist in the candidate sourcing process. For the City Manager Iowa City search, Nathan Porteshawver, a graduate of Brandeis University and a resident of Iowa City will participate in the research process. Hap and Nathan will source candidates, complete the initial candidate screening, and work closely with the search consultant on the vetting process, assuring candidates are fully qualified and interested in the opportunity. Hap's sharp marketing background and business expertise is complemented by Nathan's diligent candidate sourcing. Together they provide search consultants valuable advice and thoughtful insight throughout the search process. Hap and Nathan are working with Dan Portes for the current searches in progress. For the past eight years, Hap has been a key team member on every search assignment MRG has conducted through Davenport's corporate office in Davenport as well as our Cedar Rapids location. Hap and Nathan are eager and readily available to complete the search assignment for the City Manager in Iowa City. FIItM CAPABILITIES AND PREVIOUS EXPERIENCE MRG's executive level search practice is predominately focused in the following areas: finance and accounting, non-profit, healthcare, banking, manufacturing, quasi-governmental, education, insurance, and service-related businesses. We are commonly referred to as a "generalist firm" since our practice covers many different industries and positions. Although our clients are primarily in the Midwest, we have conducted searches nationwide and with clients in Denmark, Germany, Ireland, England, and France. MRG provides a local touch with a national and international reach. As a shareholder and partner in Career Partners International, LLC (CPI), we join over 65 of the world's leading talent management firms. Through our partner firms we offer you a Dream Team of the world's most seasoned consultants and coaches with in-depth knowledge of talent management issues and practices. Every CPI firm is a marketplace leader in the cities and communities they serve and MRG is no exception. As a retained search firm, we offer a search process that exceeds our client's expectations. Our in-depth process is thorough and unique. The candidates we surface are not plucked from a database of names, but actively pursued by a research staff that identifies each candidate. We conduct an initial phone interview to ascertain skill, experience, fit, and interest. The City Manager candidates that emerge as a result of MRG's research and personal contact will Page 4 -Proposal Response: City of Iowa City RETAINED SEARCH CAREER TRANSITION COACHING I ~ CONSULTING A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD ASSESSMENTS People. Process. Results. already be successful in their current positions and will not be presented unless we have already determined they are willing and eager to relocate to the Iowa City area. We find candidates with the experience, education, communication style, and community involvement that will be a perfect match for the Iowa City marketplace. The lead Search Consultant, Dan Portes, and the Director of Research, Hap Georlett, will initially meet with the Search Committee to determine the outcomes you are seeking as well as specific expectations. We will participate in a group setting to generate ideas, evaluate and prioritize thoughts shared, and determine how performance will be measured. Following this will be personal interviews of major stakeholders to define the scope for the type of candidate you are seeking. All of this information is gathered from interviews and communications with key search committee members. Once the Position Profile is approved by Management and the Search Committee, it will become the tool MRG utilizes to attract interested candidates that meet the criteria outlined. MRG's philosophy is to create partnerships with our clients. Our process assists a search committee to determine the most important qualifications, competencies, past experiences, personality, strengths and other qualities needed to be successful based on specific outcomes laid out by the search committee. Once expectations are clarified, we develop a comprehensive with a history of our client, job description, reporting structure, a list of essential qualifications, competencies, past experiences, personality and other qualities desired. In addition, the Profile includes the community information, a benefit package, relocation policy, anon-discrimination policy, and the attractive qualities of the position developed after interviewing the board and key management people. The Position Profile serves two purposes: the first is to create the "blueprint" of the type of candidate you are seeking so everyone is on the same page and the search committee can refer to the Profile as we compare candidates. Secondly, it is a marketing tool so all prospects can get a thorough insight into the opportunity. Once the Profile is approved, we seek input from the search committee on where they specifically would like us to solicit candidates and which industry publications and/or websites they deem appropriate to attract executive talent. In addition, we utilize our global reach by contacting our partners in every major city in the world, asking for referrals and recommendations. Page 5 -Proposal Response: City of Iowa City RETAINED SEARCH CAREER TRANSITION COACHING A CPI PA, ~R CONSULTING MANAGEMENT RESOURCE GROUP,LTD ASSESSMENTS People. Process. Results. We develop an initial large talent pool to begin interviewing and narrow the field once we have identified their capabilities and viability for the position. Following the initial interview, we begin the process of assessing the candidate's personality, competencies, and management knowledge/implementation. MRG's goal is to enable our client to make better hiring decisions by offering a clear and thorough understanding of the individual candidates through the use of in-depth behavioral interviews and the use of various assessment tools, which is a unique advantage over our competitors. We offer a great benefit because we are a local company who can sell the advantages of the community to prospects. We take care of all the travel and lodging arrangements, assuring all the details and finer points of the community are taken care of, and offering an outstanding first impression for candidates who arrive for personal interviews. Our search strategies always include pursuing people currently employed rather than submitting database candidates. This assures you will interview candidates who have expressed interest in advancing their careers. MRG excels in identifying candidates who know how to be successful and who know how to get results. To this end, we administer validated assessments for selection. Our Psychologist, Dr. Larry McCallum, is available to clarify the results so the committee has a greater understanding of how to interpret the results in terms of job performance and how the prospects will accomplish their goals. This is a unique element in our search process that you won't find elsewhere. Please note: appropriate assessment tools are administered to finalist candidates only. By doing this, we determine the best "fit" for the position because we are measuring the candidate's: thinking style, occupational interests, behavioral traits, and management capabilities, critical and analytical thinking capabilities. Assessments include: WATSON-GLASER CRITICAL THINKING ANALYSIS: this tool measures critical thinking, which is the foundation for better decision making, problem solving, and career success. This instrument measures thinking, reasoning, and intelligence while providing insight on judgment, problem solving, creativity and more. THE NEO PERSONALITY INVENTORY (NEO PI-R): this nationally recognized personality inventory will lead to an assessment along five dimensions. These results are then evaluated by our psychologist and incorporated into a Professional Development Report that outlines personality styles in relationship to the specific position. Page 6 -Proposal Response: City of Iowa City RETAINED SEARCH CAREER TRANSITION COACHING A CPI PARTNER CONSULTING MANAGEMENT RESOURCE GROUP, LTD ASSESSMENTS People. Process. Results. THE NEO PI-R PERSONALITY COMPATIBILITY STUDY: this report offers the additional capability of evaluating compatibility with key managers and or subordinates who work together. This assessment is an additional component in the search process and will only be administered if requested by the client. The results can only be analyzed by a psychologist. • ADVANCED NUMERICAL REASONING ASSESSMENT (ANRA): this is a numerical reasoning instrument designed to evaluate a candidate's ability to identify important information from data, compare complex quantitative information, break down information into essential parts, and utilize quantitative reasoning to solve problems. • GENERAL MANAGEMENT IN-BASKET (GMIB): this is an additional exercise that will only be administered if requested. The GMIB is a proctored assessment that measures leadership, decision-making, performance evaluation, delegation, conflict resolution, and organizational skills and ability. In 2008 alone, we completed eight CEO searches in which we worked with a board and search committee. These positions were in the profit and non-profit areas. The most difficult searches involved organizational development issues before we could begin our search process yet our ability to recognize these issues on the front end made a world of difference in recruiting the most qualified and best fit candidates for the organization to accomplish their desired goals. REFERENCE CONTACTS MRG has completed a number of retained executive searches that are similar in nature to the services required by The City of Iowa City. Sample searches and contact information include: • CEO, FOOD PROCESSING SUPPLIERS ASSOCIATION (FPSA), Washington, DC, Contact: Scott Scriven, Phone: 816.891.0072 (Feb 2009-June 2009, FPSA Board of Directors, Dan Portes, Hap Georlett, Dr. Larry McCallum) • President & CEO, ORTHOPEDIC AND RHEUMATOLOGY ASSOCIATES, Davenport, IA/Rock Island, IL, Contact: Dr. Ed Connolly, Phone: 563.322.0971 (October 2008- January 2009, Selection Committee of the Board, ORA Attorney and CPA, Dan Portes, Hap Georlett, Dr. Larry McCallum, Ray Gryrnski) • CEO, CENTER FOR ACTIVE SENIORS (CASI), Contacts: Ann Hutchinson, former Mayor, Bettendorf, Phone: 563.327.0160; Decker Ploehn, City Administrator, Bettendorf, Phone: 563.344.4007 (Oct 2008-Jan 2009, Board of Directors, Dan Portes, Dr. Larry McCallum, Hap Georlett) Page 7 -Proposal Response: City of Iowa City __ __ RETAINED SEARCH CAREER TRANSITION COACHING A CPI PA, ~R CONSULTING MANAGEMENT RESOURCE GROUP, LTD ASSESSMENTS People. Process. Results. • President & CEO, CEDAR RAPIDS AREA CHAMBER OF COMMERCE, Contact: Brad Hart, Phone: 319.363.0101 (June 2008-Nov 2008, Search Committee, Chairman of the Chamber, Marcia Rogers, Dan Portes, Hap Georlett, Dr. Larry McCallum) • CEO, QUAD CITY ARTS, Contact: Tom Getz, Phone: 309.762.5506 (Feb 2008-Jun 2008, Board of Directors, Dan Portes, Dr. Larry McCallum, Hap Georlett) • President & CEO, AMANA SOCIETY, Contact: John Peterson, Phone: 319.560.3996, (Aug 2007-Jan 2008, Board of Directors, Marcia Rogers, Search Consultant Cedar Rapids, Dan Portes, Hap Georlett, Dr. Larry McCallum, Ray Grymski) • President & Chief Professional Officer, UNITED WAY OF THE QUAD CITIES, Contact: Scott Crane, Phone: 563.355.4310 (Aug 2007-Dec 2007, Members of the Board of Directors, Dan Portes, Hap Georlett, Dr. Larry McCallum) • President & CEO, AMERICAN PROFOL, Contact: Frank Rydzewski, Previous CEO and Professor University of Iowa, Phone: 319.335.3944 (May 2006-August 2006, Ownership in Germany, Marcia Rogers, Dan Portes, Matt McCallum, Hap Georlett, Dr. Larry McCallum) • CEO, IOWA QUAD CITY CHAMBER, Contact: Tara Barney, Phone: 563.322.1706 (July 2006-Oct 2006, Board of Directors, Dan Portes, Hap Georlett, Dr. Larry McCallum) President/CEO, MIDWEST ONE BANK, Iowa City, IA, Dick Summerwill, Chairman Phone 319.356.5800 (May 2004-Sep 2004, Board of Directors, Dan Portes, Hap Georlett, Dr. Larry McCallum) • CEO, GIRL SCOUTS OF EASTERN IOWA AND WESTERN ILLINOIS, Contact: Diane Nelson, Phone: 309.788.0833, Marcie Van Note, Cedar Rapids, IA, Phone: 319.363.8335 (Aug 2002-Nov 2002, Board of Directors, Annette Sherbeyn, Dan Portes, Dr. Larry McCallum) SEARCH SCHEDULE Although everyone involved in a search is interested in completing the assignment as quickly as possible, MRG wants to assure all parties are making the best decision. We strike a balance between doing things "right" and getting things done. Specifically, we typically present qualified candidates within 90 days of approval of the Position Profile. Page 8 -Proposal Response: City of Iowa City I A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD People. Process. Results. Shorter timeframes are possible if we find qualified candidates. We will not present candidates unless we feel totally comfortable they can be successful in the position. Steps in the process include: RETAINED SEARCH CAREER TRANSITION COACHING CONSULTING ASSESSMENTS 1St Week / Group discussion / Interview key Search Committee members to determine expectations and outcomes 2"d to 4th week / Develop and obtain approval of the "Position Profile" for The City of Iowa City / Create a list of potential candidates to target / Prepare and place advertisements, if desired; utilize our in-house research staff to source candidates 5th to 8th week / Active, ongoing recruitment / Join forces with Career Partners International, LLC offices to establish a referral network 9th week / Evaluate resumes and pre-screen candidates, conducting a thorough and in-depth interview process. Administer appropriate assessment tools to determine the best "fit" for the position 10th to 11th week / Meet face-to-face with top candidates prior to recommending an interview with the Search Committee 12th to 13th week / Submit a final recommendation packet and initiate the interview process for the top qualified candidates selected for in-person interviews / Provide committee members with recommendation packets that will include the candidate's resume, background, and detailed information on work history; results of the search consultant's in-depth interview and justifications for recommendation; and all assessment results (including compatibility studies if necessary) / MRG will assist the Search Committee with interviews and establishing behavioral questions for candidates to facilitate consistency for the purpose of comparison / Create matrix to help the committee rate each candidate Page 9 -Proposal Response: City of Iowa City RETAINED SEARCH CAREER TRANSITION COACHING A CPI PARTNER CONSULTING MANAGEMENT RESOURCE GROUP, LTD ASSESSMENTS People. Process. Results. / Arrange all travel and coordination of interviews, along with social events if deemed necessary by the Search Committee Following Interviews / Provide valuable advice on an executive compensation and benefit package should that be necessary during negotiations / Finalize references, conduct credit/criminal/civil litigation/motor vehicle record checks / Assist in the negotiations with the candidates of choice to facilitate closing of the deal Throughout the entire search process, MRG will provide the Search Committee with weekly progress reports via email or telephone conferences at mutually agreed upon and regularly scheduled time. If offers are not accepted, MRG will continue working until a candidate accepts an offer or the Search Committee and MRG mutually feel it is in both sides' interest to close the search. As long as the Search Committee and MRG continue to work as a team, MRG will not remove itself from a search or request additional fees other than those stated in the contract. MRG also recommends the Search Committee meet finalist candidates face to face. Your financial investment in this process demands a commitment that will provide the best overall outcome. Meeting finalist candidates face to face gives you an opportunity to have a full assessment of the candidate so you can determine if the person that has been presented on paper is also the right "fit" for the position. RATE SCHEDULE MRG's fee is one-third of the first year's base salary plus travel expenses. In some cases, advertising expenses will also be incurred. One-third of the total estimated fee is to be paid at contract acceptance and is considered anon-refundable retainer. One-third of fee is due when presentation of candidates begins, and the balance of the fee will be billed at written acceptance by the successful candidate. All assessment work is included in the original fee but if other services such as partner assistance/family acclimation, on-boarding, etc. are requested you will be charged an additional agreed upon fee. Page 10 -Proposal Response: City of Iowa City RETAINED SEARCH CAREER TRANSITION „ COACHING A CPI PARTNER CONSULTING MANAGEMENT RESOURCE GROUP,LTD ASSESSMENTS People. Process. Results. GUARANTEE MRG offers aone-year guarantee for the candidate you choose for the position. Should the candidate leave The City of Iowa City or is let go for any reason, we will reopen the search and replace the candidate for free. Your only charge will be additional search expenses incurred. MRG fully respects the need for confidentiality of information supplied by candidates and assures them their background and interest will not be discussed with anyone, including our client, without prior consent, nor will reference contacts be made until mutual interest has been established. Our company firmly represents the principles and philosophy of equal opportunity for all individuals regardless of race, sex, creed, disability, or national origin. Thank you for the opportunity to present our proposal for this important search for The City of Iowa City. MRG'S professionalism and integrity throughout the search process is second to none. Our philosophy is: People ~ Process ~ Results. People are important in the process to find the best talent available. When the right people are in the right job you get the kind of results you are expecting. I would be honored to lead this search and assist the Search Committee in finding a candidate who supports the City's philosophy and mission with vigor. I am confident our outcomes will surpass your expectations. Respectfully submitted, MANAGEMENT RESOURCE GROUP, LTD. ~~-- Daniel H. Portes Chairman & CEO Enclosures Page 11 -Proposal Response: City of Iowa City Daniel H. Porter Chairman/CEO As chairman and owner of MRG, Dan specializes in senior level executive retained search for a variety of industries for companies worldwide. He also provides executive coaching and assistance to senior level candidates in all aspects of their career transition through his expertise in interviewing and offer negotiation. Dan has more than 31 years of management experience, including retail experience as owner of Miltburne Drug Company. He forged this experience into the founding of a human resource consulting business -Management Resource Group, Ltd. (MRG) -and expanded its services to all aspects of human resources and management consulting. MRG's practice includes clients in the Midwest as well as coast to coast. Dan holds a B.A. in Communications from Drake University. He is an active member of a number of community boards and organizations, including the board of Iowa Quad Cities Chamber, where he was also past Chairman and named 2000-2001 Community Leader of the Year. He also is on the Advisory Council of the College of Business for St. Ambrose University. Dan has been Past Chairman of the Quad City Federation of Chambers, and served as a board member for the Adler Foundation, the Putnam Museum, Friends of the Davenport Library, and the Davenport School Board. He is the recipient of several mayoral appointments, served on the commission to determine the future of major league baseball in the Quad Cities, and took the leadership role in the passage of the local option sales tax initiative for Scott County public schools. MRG is a multi office full-service career management and human resources firm founded in 1989 in Davenport, Iowa. In 1998, a second office was opened in Cedar Rapids, Iowa. MRG provides services in the areas of retained executive search, career transition management, executive coaching, assessments, and consulting. Hap Georlett Director of Research Hap joined Management Resource Group, Ltd. in 2002 to be the company's Director of Research. With a degree in Finance from the University of Illinois, Hap started his career as a stockbroker for 15 years. Hap's entrepreneurial and creative approach to business resulted in ownership of a very successful flooring business in Moline, IL for 27 years. He is customer focused and results oriented. With his experience as a business owner and manager, Hap is skilled in sourcing and finding qualified passive candidates for executive level searches. He completes the initial candidate screening and works closely with the search consultants on the vetting process, assuring candidates are fully qualified and interested in the opportunity. Due to his sharp marketing background and business expertise, he provides search consultants valuable advice and thoughtful insight throughout the search process. MRG is a multi office full-service career management and human resources firm founded in 1989 in Davenport, Iowa. In 1998, a second office was opened in Cedar Rapids, Iowa. MRG provides services in the areas of retained executive search, career transition management, executive coaching, diagnostics, and consulting. Dr. Larry McCallum Psychologist Dr. Larry McCallum is the Jaeke Professor of Family Life in the psychology department at Augustana College in Rock Island, Illinois, where he joined the faculty in 1971. He completed his graduate training at the University of Iowa, where he received his Ph.D. in 1978. He has been licensed as a clinical psychologist in Illinois since 1978 and has maintained a part-time private practice since; specializing in assessments of adults and children. He has been a consultant for several companies to advise on hiring outcomes, and currently specializes in individual assessment for personal and professional growth. Additionally, his work includes wider applications of organizational development. Larry has served in a variety of leadership roles on the faculty including thirteen years as department chair and six as division chair. He has also served on a number of civic boards including the Bettendorf School Board and Child Abuse Council, where he served as president for one year. He is involved in leadership positions in state and national organizations. Dr. McCallum has worked with a wide variety of clients ranging from Fortune 500 Corporations to family-owned companies. Industries include service and manufacturing businesses, education services, international corporations, construction, healthcare, and not-for-profits. His analysis and experience lend valuable insights for candidates and organizations alike. Ray Grymski Senior Associate Ray has more than 22 years of experience consulting to over 80 organizations that include Fortune 500 companies, small and medium-sized businesses, and hospitals. He is affiliated with Management Resource Group as a Senior Associate. Ray brings a wealth of expertise to MRG. He held Senior Manager positions with Deloitte Consulting and Ernst & Young. Early in his career, he was employed in the Human Resources Department of the Miller Brewing Company. Ray received his MBA from Case Western Reserve University, which included doctoral-level coursework in Organizational Behavior and a concentration in Information Technology, and he pursued post-graduate education at The University of Chicago Graduate School of Business. He specializes in helping clients implement strategic change. Specific assignments include developing executive teams, helping management teams develop strategies and identify priorities, redesigning organizations, and leading organizational transformation. Clients include RR Donnelley, Motorola, Allstate, 3M, McDonalds and Kaiser Permanente. Ray's consultation often includes coaching CEO's and other executives by providing helpful feedback, provocative insights and specific action plans to help these individuals simultaneously pursue organizational goals and personal success. A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD People. Process. Results. RETAINED SEARCH CAREER TRANSITION COACHING CONSULTING ASSESSMENTS EXCLUSIVE COOPERATIVE RECRUITING AGREEMENT MANAGEMENT RESOURCE GROUP, LTD. (MRG) and COMPANY NAME agree to enter into a recruiting agreement whereby MANAGEMENT RESOURCE GROUP, LTD. accepts the assignment to recruit on an exclusive basis for the position of POSITION TITLE. MRG agrees to: 1. Interview client and key management staff so as to gain an understanding of the open position's duties, responsibilities, and expectation of qualifications. Administer appropriate assessment tools to client and key personnel to create benchmarks, which will determine behavioral aspects of the open position. Prepare a Position Profile to outline this information. 2. Source, screen, and administer appropriate assessment tools to candidates wha MRG believes meets the requirements of the position. 3. Conduct in-depth, face-to-face interviews with qualified candidates with client approval for expenses. 4. Prepare a written recommendation of candidates, which will include the candidates' general background, overview of work experience, reasons for the recom mendation, reasons for the candidates' interest, and analysis of assessment tool results. 5. Complete background and reference checks on successful candidate. These checks will be completed by a third party to ensure objectivity. (Background and reference checks include: driving records, criminal records, credit check, education verification, and direct personal business contacts.) 6. Schedule on-site interviews; assist in making travel arrangements; and act as intermediary in the selection, negotiation, and presentation of offer to successful candidate. 7. Commence work upon receipt of signed recruiting agreement, working towards presentation of candidates within 90 days of client approval of Position Profile. CLIENT agrees to: 1. Appoint Management Resource Group, Ltd. as the exclusive recruiter for the position. 2. Facilitate the process by: • Furnish a job description or general outline of duties and responsibilities of the position. • Complete appropriate assessment to determine benchmarks and style parameters of position, • Provide Management Resource Group, Ltd. with competitive market and compensation information to assist in the development of a recruitment strategy. • Provide Management Resource Group, Ltd. with a complete evaluation of each candidate presented. • Keep Management Resource Group, Ltd. informed and updated on all discussions with all candidates. • Share information on candidates who have applied prior to MRG's engagement. 3. Be responsive to all inquiries from Management Resource Group, Ltd. and reasonable in the accommodation of schedules to insure a timely interview process. 4. Reimburse Management Resource Group, Ltd. for fees and out-of-pocket expenses (with prior client approval) in accordance with the conditions described in this agreement. RETAiNEO SEARCH CAREER TRANSITION „ COACHING A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD CONSULTING People. Process. Results. assessMENTs 5. Provide MRG with an organization chart of the department and/or company. 6. Allow MRG to interview and assess key staff members when appropriate. FEES AND CONDITIONS 1. MRG will receive an Exclusive Search commencing with execution of signed recruiting agreement. Once executed, all candidates, regardless of source and point in process, should be~turned over to MRG. All candidates will go through the MRG process which includes interviews, assessments, references and background checks. 2. MRG's fee is one-third of the first year's base salary, with a minimum fee of $25K. One-third of the total estimated fee is to be paid at contract acceptance and considered anon-refundable retainer. One-third of fee is due at acceptance of candidates. The balance of the fee will be billed at written acceptance by successful candidate. MRG will estimate hiring compensation for the purpose of initial payment and final billing will reflect actual compensation. 3. Should additional candidates from this assignment be hired, a fee of 20% of the first year's base salary would be invoiced. All candidates recruited and presented to client by MRG remain the property of MRG for one year and will be subject to the standard one-third fee should they be hired by the client company or any of its affiliates outside the above process. 4. Should the successful candidate be terminated for cause or resigned for any reason other than a material change in position or company, MRG offers a guarantee period of 365 days for replacement of the candidate, commencing with the first day of work. The search for a replacement candidate would be done at no additional search fee; however, costs generated in replacement process would be billed to client. 5. Additional costs include expenses for recruiter and candidate travel, meals, and hotel accommodations (which will be pre-approved by the client) and postage (overnight, when necessary) incurred in mailing initial candidates' packages and will be billed on a monthly basis. 6. All psychological assessments are covered in the search fee. There will be a $500 charge per management assessment, if needed,. as agreed upon by the Client and MRG. If the company wishes to have direct consultation with our Psychologist, the fee will be $175/hour. TERMINATION OF AGREEMENT 1. MRG andlor Client may terminate this agreement 120 days following receipt of signed recruiting agreement, with either party required to provide athirty-day notice of intent to terminate. All approved expenses incurred will be billed upon contract termination. ADDENDUM COMPANY NAME BY: Name, Title Date: MANAGEMENT RESOURCE GROUP, LTD. BY: Date: Daniel H. Portes, Chairman 8~ CEO -~ ~k i +~ ,,,: A CPI PARTNER MANAGEMENT RESOURCE GROUP ~~,~ z. ..~~~~ ~~. C~~~~r°s~. k~.~~s~~~t~;. ~~~ t M: j. 3 ~- r '~, ~ - hF f. .' m:\ Z Y ~K ~~1 Career Partners International... A key advantage of partnering with MRG is our ownership position in Career Partners International (CPI). CPI is the premier international talent management organization comprised of 65 shareholder firms in 40 countries. Owners are invited for partnership in CPI based upon expertise, documented success, and business values. This relationship with CPI provides a global reach with a local touch. Clients benefit from the technology, resources, and networks we leverage when addressing your specific business situations. CPI complements MRG in multiple areas: • Exclusive assessment tools -these beneEir our clients in both the hiring and coaching segments of our practice. • Network of executive arlrhes -CPI coaches have been vetted and approved through a rigorous screening process ro ensure quality, while also providing project convenience and a>nsistencv in ^umerous locations around the globe. • Online learning systems - a resource which adds value to our career u~ansirion process or can serve as a stand-alone resow-ce for distance learning which is consistent and documented throughout your organization. • Network of individuals and companies which arc dominant players in their communities. allowing us to surface passive candidates for our retained search practice. • Industry leading counselors to facilitate individual career transition programs face- to-face. CPI counselors are experts in their local markets. For those who wish to relocate, C;PI's national and international network is unmatched. • l.eadiug edge best practice processes and methodologies, professional manuals and materials, plus premier databases and online msources available only through our proprieran~ Online. Carcrr Portal. careerpc~rtr~ers ~ INTERNATIONAL Organized to Provide Expertise... To address the increasing complexity of today's business environment, MRG is focused on the --- following areas: Executive Search: The partnership established - - in the retained search process ensures: we know our client and the outcomes they expect; we understand the candidates and their abilities; -- and we present finalists who will be highly effective in the client's organization. -- Career Transition: Our experienced counselors guide candidates through the trauma of job loss, providing the processes, tools, and know-how to assist them in building new futures. Coaching: Focusing on the individual's strengths, our process matches the candidate with a coach whose functional and professional experience ensures a relationship which will lead to quantifiable outcomes for the client and the individual. Diagnostics: Utilizing a library of proven tools, our assessments add value to our clients through accurate predictive measurements of cognitive abilities, personality traits and styles, and relevant technical knowledge. Consulting: MRG professionals provide counsel, project management, and implementation - - assistance on a range of business tools including: • Strategic Planning and I~xecution • C)rganizational Development • Position Modeling • Performance Management • Market Kescarch "MRG gained my confidence with non-threatening and open communication, quickly becoming a trusted source. I am glad we had the opportunity to work together and would recommend MRG to anyone." - Regional Utility Company _ • C)n-line learning curriculum, tools, and processes People Make MRG... MRG consultants are a diverse group of executives whose combination of business ---- achievements, expertise, education, and personal dedication are second to none. These individuals share their talent and experience by seeking -- pragmatic answers to the questions that are keeping you awake at night. - Our consultants' education and experience include: PhD, MBA, MA, and BA degrees from a wide range of universities; military, government, private industry, and public ', sector work experiences; plus various credentials in Six Sigma, lean manufacturing, human resources, finance, marketing, and psychology. This work experience ranges from entrepreneurs who have started, grown and sold companies to _ executives from Fortune 100 corporations. This package of knowledge, experience, and know- how is available to be applied to your individual business needs. "MRG is a `go-to' resource ... one of the few resources I can reach out to who can really help." -Worldwide Food Company MRG's Process... Working with an MRG professional is a very personal undertaking. Recognizing that your business needs are unique, we assign individual consultants depending upon the specialty skills required. MRG is committed to a set of guiding principles which are applied to all activities. These principles include: • Integrity and confidentiality • A commiunent to listen effectively in order ro fully understand the client • C)n-time, on-budget, "no surprises" relationship • Win-win solutions • Open, honest communication • Personal responsibility for client satisfaction • Discipline, intelligent use of proven processes, and willingness to adapt whe^ necessary arc the keys to achieving results • Accessibility • Delivering more than clients expect • Finding opportunities, identifying problems, then offering solutions • Involved corporate citizens giving back to the communitti~ MRG's Performance Measure is Client Success... Clients frequently describe MRG as a trusted advisor, mentor, and dedicated partner. This is a reputation we are very proud of and are deter- mined to build upon with every client and every project. MRG's current client base is extensive: financial services, manufacturing, professional services, non-profit, and small entrepreneurial to large corporations. A sampling of our client success stories follows: Executive Search: A large regional healthcare provider in the Midwest needed a VI' of Legal Affairs to augment the CEO's Senior Management Team. They turned to MRG and our consultants initiated a national search, evaluated hundreds of attorneys, and successfully recruited a candidate away from one of the nation's top healthcare law firms. Career Transition: Corporate-wide downsizing forced an international manufacturer and distributor to eliminate 175+ individuals. Working with our CPI partners, MRG executed simultaneous and seamless delivery of services in 19 different states and 10 countries around the globe. The success of this project was due in a large part to MRG's involvement in the planning stages as well as the excellent communication between MRG, CPI partners, and client location leaders to ensure the plan was accomplished. Coaching: An international building materials manufacturer launched a major talent development initiative. "Rising stars" were identified within the company but mentors were not available internally to help with individual growth and development. MRG's coaches immediately went to work assessing, creating, and implementing personalized development plans with metrics to track progress. This long-term partnership has developed the potential of "rising stars" and led to their promotion to increased leadership positions within the organization. Diagnostics: The need to quickly hire during a rapid growth phase was the challenge/ opportunity facing aChicago-based services corporation. MRG identified an assessment tool and recommended a process that resulted in reduced recruitment time, stronger candidate hires, and lower turnover. Consulting: Rapid and substantial growth of a second generation family business resulted in uncharted waters for the management team. MRG's experts guided the owner in developing a new strategy and structure to capitalize on the organization's growth. Services included design of and recruitment for a new President position, facilitating the reorganization and reallocation of duties on the senior leadership team, and creating strategies for issues and opportunities facing the organization. The organization is flourishing and continues to turn to MRG for guidance. p~;,. "r:r. _~ , Fr 1 ~~ ~h 7 ~ ; .A'~ ,~~t s H 1~ ~ ~_: ji I~ I ~ ~ ?? ~ ... ; L ~ i. - 4~ : I , ,~.. ' ~ t.rf ~ f ~~. ~~- .~ I' ~ ~~~,; si t ` ~ 'J ire; , ' - „~', ,sy r ,a a>, ~+ ~d jF: ;~` r `.3 ; ,,~ ;~ . -`t; ._ i. ~ .. ~~,~, r. MRG Focuses on the Human Element... Our clients are passionate about being the best organizations in their respective markets and communities. Additionally, our clients recognize that everything an organization achieves is done via their people. MRG is about the right people following the right process and achieving the right results for your organization. When you partner with MRG, you and our consultants will enter into a unique business relationship. You will be matched with professionals that have hands-on experience and success in your project area. They will have the appropriate resources and will work Leadership Group to understand your business. They will become your trusted advisors and partners. Conversations with MRG consultants will be candid and honest. We will follow through and honor our commitments: on-time, on-budget, all the way through project completion. We will earn your trust. MRG: People. PI-ocess. Results. _ Executive Search Group - Coaching/Consulting Group Diagnostic/Assessment Group Career Transition Group l l Letter from the Chairman and CEO... When clients work with MRG they can expect assistance across a range of professional specialties: executive search, career transition, coaching, diagnostics, and consulting. The bottom line, however, is our seasoned people apply proven processes with discipline and energy to deliver the results our clients expect. We take great pride in our ability to help clients get the right people in position to do the right things in the right way so the expected results are achieved. The best way to learn how MRG can help your company is to contact us. We will listen to your issues; ask you thoughtful, probing questions; and involve the appropriate people from MRG. We employ proven tools of analysis and discovery to determine possible approaches and ultimately the best course of action. When there is not an exact match between MRG's capabilities and a prospective client's needs, we will connect them with another firm we know has the required skill-set. These are all reasons we are known as "trusted advisors". As the founder and Chairman of MRG, I have assembled a team of professionals who fully understand that our mission is to ensure our clients achieve their missions. The combination of our staff and the resources available to us ,,. } through Career Partners International ensures a strong team both locally and globally. So, if you need guidance on what to do or how to do it, contact us at 800-249-2443 or visit our website: www mrgpeople.com. Sincerely, v~~ Daniel H. Portes __ -I A CPI PARTNER MANAGEMENT RESOURCE GROUP Executive Search Ch'erview An organization's future is closelytied to its leadership. MRG recognizes that talent management is more than merely identifying basic candidate qualifications based on past experience. MRG's executive search consultants partner with companies to apply a thorough process that delivers exceptional results. Clients realize the benefit of making quality, informed hiring decisions, especiallybecause MRG's search process is unique. We will exceed your expectations... guaranteed. People... MRG's Executive Search consultants are dedicated professionals with thorough recruiting knowledge and proven experience. It is the combination of our consultants and process that makes the difference so our clients can make informed hiring decisions. Our search professionals are skilled in qualifying potential candidates for each and every opportunity. Whether sourcing or identifying candidates to fit the client company s objectives, or negotiating the close, our search consultants stay involved with you at the partnership level. They cultivate a professional, confidential relationship with potential candidates while maintaining sensitivity to client time frames, assuring that everyone involved remains in the communication loop. As your __ partner throughout the search engagement, our consultants pay close attention to your needs and to the needs of the individuals being recnuted. Process... MRG Executive Search consultants begin the process by meeting with the client company to learn more about the company s culture, organization, and business. As a result of these discussions, we develop a clear vision of the client's goals and expectations. Thus begins a thriving partnership between MRG and the client. Although each search is unique, common elements to every process include the following: ~~ A CPI PARTNER MANAGEMENT RESOURCE GROUP Company Profile: Before we can find the type of candidate that will fit within - an organization, MRG consultants learn and understand each client company's culture, organizational structure, business type, and vision. We arrange an on-site visit to meet with appropriate stakeholders. After our visit, we develop a -- customized written Position Profile that outlines the key components of the client company. This document serves as the marketing material for the position and the baseline for candidate discussions. It also serves as the foundation tool for the client and search consultant to agree on as an ideal profile for a candidate. This profile document includes: ^ Company history, mission and vision ^ Job description ^ Reporting relationships ^ Community information ^ Targeted qualifications and experiences ^ Competencies and expectations ^ Employer benefits and relocation policy Candidate Sourcing: Utilizing a variety of sources, MRG locates candidates who are successful in their current positions and meet our client's needs. C-ur -.- approach to source candidates begins with targeting individuals, industry sources and appropriate organizations. The sourcing process is contained in a framework that is ethical, professional, and confidential. The advantage provided by our unique team of professionals is the abilityto directly contact, recruit, and screen candidates who would not typically respond to an advertised opening. We have a reputation that is second to none and candidates are more than happy to take a call from any one of our well-respected search consultants. Candidate Assessments: An extensive array of assessment tools are utilized to ensure a full understanding of a candidate's potential for success. Several of these tools involve interpretation from our psychologist to evaluate the candidate's `style' and `fit' in relation to the organization's culture and personal dynamics. -I A CPI PARTNER MANAGEMENT RESOURCE GROUP Behavioral Interviews/Accomplishment Differentiators: At the conclusion - of the initial screening process, probing face-to-face interviews are completed with candidates. These visits allow us to gain a complete understanding of each person's strengths, areas that need improvement, non-verbal communication and other intangible traits. It also provides an opportunity to explore in-depth what makes each candidate the best fit for the position and the experiences and accomplishments that set the candidate apart. Recommendation Report: Once the candidate assessments and behavioral interviews are finished, the extensive data that has been collected is summarized into a written candidate recommendation report. When candidates are presented, the client company receives a report for each finalist that includes: ^ Candidate work history and background ^ Comparison of candidate responses to benchmarked competencies ^ Cognitive abilities, motivators, and personality highlights ^ Assessment results and interpretation ^ Reasons for the candidate's interest in the position ^ Reasons for our interest in the candidate Finalist Interview Scheduling: Once the client company decides on finalist interviews, MRG's search consultant will be available to assist with on-site interview schedules, logistics, and events. The consultant will recommend interview agenda schedules and critical candidate skill areas to probe. We work with the client company to create strong behavioral based interviewing questions that are designed to engage candidates in meaningful dialogue and provide consistencybetweencandfdates. Negotiation Counseling: Once a hiring decision is made, MRG will complete in-depth reference checks including credit, criminal, driving, and verification of education and employment. MRG ensures all parties' needs are addressed and resolved so we can facilitate the `closing of the deal'. On-Boarding: MRG's process continues beyond the final offer. We are happy to provide assistance to the candidate and his/her family to complete the transition from candidate to employee. This may include a developmental component for the new employee and/or partner relocation assistance for the trailing spouse. -I A CPI PARTNER MANAGEMENT RESOURCE GROUP Results... Management Resource Group has successfully launched new careers for hundreds and hundreds of executives. Our success is demonstrated time and again when these former candidates reach back and hire us to complete other assignments in their new organizations. In addition, another unique and rewarding result is how often candidates who were not selected come back to hire us for their organizations. Many reiterate how impressed theywere with MRG's people, process, and professionalism. The depth and breadth of MRG's client base over the past twenty years has continually grown and the list of satisfied clients is extensive. A short sampling of successful searches by industry includes some of the following: Financial Services President, Operations, Regional President, Trust Officer, Commercial Lender, Private Wealth Management Market Leader, and many more. Banking was MRG's original expertise and continues to be an area of strength. Manufacturing CEO, CFO, COO, CTO, Legal, Human Resources, Operations, Manufacturing, Sales, Marketing, Engineering, Purchasing, Six Sigma, and Lean Manufacturing all have MRG in common. Our manufacturing experience ranges from family-owned to Fortune 100 and from old line manufacturing to state-of--the art new technology. Services President, CEO, CFO, Operations, Human Resources, Legal, Sales, Marketing, Architects and Logistics Specialists in industries as diverse as Insurance, Trucking, Law, Technology, Construction, Real Estate, Medical Practice, Logistics, Retail, Hotels, Casinos, Dealerships, News/Media, Accounting, Wholesale, and Private Club Management. ~/ A CPI PARTNER MANAGEMENT RESOURCE GROUP Healthcare, Not-For-Profit, and Public Service Government, Foundations, Museums, Social Service Providers, Acts and Museums, Housing, Chambers of Commerce, Economic Development, Healthcare and Hospital Systems, Colleges and Universities have all benefited from MRG's thoughtful process in finding the best talent. For many closely held orfamily--owned businesses our partnership in finding the right talent has been critical to the companies' growth and continued success. In larger, publicly traded organizations we are considered a trusted advisor to the G suite leadership team. C-ur professional consultants will guide you through a process and deliver the type of results that are beyond your expectations. - ~/ A CPI PARTNER MANAGEMENT RESOURCE GROUP Career Transition O~%erview Restructuring, downsizing, position elimination, and performance issues are undeniably some of the most challenging realities of toda~s business environment. These situations require expertise, advanced planning, and careful implementation. Management Resource Group offers a wide range of experience to assist employees transitioning out of your organization. We are your partner, guiding you through the process, whether your employees live close by or in locations around the globe. As your sole contact, MRG facilitates a seamless process for all locations to relieve your planning efforts. We provide transition programs that are flexible and customized to meet your organizational and budget needs. r People... MRG's Career Transition Services consultants are available to you through the entire 1. process. We are the most experienced Career Transition Services firm in the Eastern Iowa/Western Illinois market, having assisted thousands of individuals and several implemented international projects. We offer a high quality service in a familial, professional environment. ti Recognizing the value of growth and change, MRG is continuously updating our v " - skills, tools, resources and techniques. Our counselors are dedicated professionals with up-to-date knowledge and proven experience assisting individuals in finding new career paths. As a Career Partners International member firm, MRG has access to 20001ocal counselors and offices in over 200 communities and 45 countries around the globe. - Our Technology Portal and resources exceed the leading industry standards. All of this combines to provide you and your employees with the highest quality boutique style services wherever they are is located. Process... MRG's Career Management Services consultants are available for consultation before a transition decision has been made and during transition decision planning. Recognizing this is a stressful process, the earlier MRG is involved in planning the ~~ A CPI PARTNER MANAGEMENT RESOURCE GROUP earlier we can assist you in ensuring the transition occurs as smoothly as possible. MRG has the experience you need to feel confident that the best possible outcomes will be achieved. As a participant in one of our career transition programs, your former employee has counseling assistance from the best in the business. An MRG counselor is present at the time of notification to explain the process to the participant. Each participant is assigned a dedicated counselor, and they work as a team to develop and implement a plan to achieve the participant's objective. An understanding of confidentiality is always maintained with each participant. The following outline provides an overview of the standard elements in every program, ^ Reorientation Counseling: Addressing the issues of family, community _~ involvement, finances, and the grief cycle and developing a positive attitude = towards transitioning into a new assignment. ^ Career Assessment and Testing: A variety of assessment tools, addressing _ the personal behavior styles, communication methods, and leadership skills " of the candidate are available. A licensed counselor will be available for _ consultation as needed. ^ Resume and Cover Letter Development: Individuals will develop a "-- unique, professional resume and cover letter designed to sell their strengths and open doors. The latest styles and techniques will be utilized and all documents are proofread for accuracy. ^ Strategic Campaign Development and Targeting: A one-on-one plan development is customized to the individual's job search goals and objectives, including a realistic assessment of skills, marketability, and salary expectations. Additionally, MRG will work with the candidate to target specific industries and/or companies for networking and job search opportunities. ^ Interview Preparation: Mock interviews will be conducted and analyzed to ensure a polished and professional image is presented. Apost-interview follow up assessment will also be conducted to debrief and refine answers to difficult questions. ^ Research Resources and Guidance: Via the state-of-the-art CPI Career Portal, MRG will provide research and resources for various industries, professions, and specialty areas. __ -I A CPI PARTNER MANAGEMENT RESOURCE GROUP Negotiation Counseling: Candidates receive assistance with negotiation counseling to understand the elements of a total compensation package and to fairly evaluate new opportunities. Individual Counseling: One-on-one career counseling is provided on an as needed basis. There is no limit to the amount of time a candidate can meet with a counselor during his/her program. Flexibility is the advantage of working with MRG. The following Career Transition Programs are examples of typical offerings and each program can be tailored to fit individual organization needs. Senior Executive: Characterized by extensive interaction with a highly experienced counselor and unlimited access to support resources, this program can be offered until the executive is re-employed. If the new opportunity does not meet the goals ;~ of the individual, there is an opportunity to reenter the program. This option is open _ to executives for one six months after accepting the new position. +, ^ Intensive evaluation of goals and objectives ^ Executive private office space ^ Unlimited counselor access and administrative support ^ Private professional counseling ^ One year or until re-employed Management Level: Providing for the needs of management and executive levels, this program is designed to motivate executives by providing unlimited counselor access, office space, administrative support, and access to industry resources. These services, offered for period ranging up to 6 months, are usually for executive who may require relocation due to a specific skill set or executives and managers with higher earnings potential. ^ Unlimited counselor access ^ Administrative support ^ Executive office space ^ Industry specific resources ^ 4 - 6 months in duration Basic Transition: A frequently requested program, basic transition has been formulated for managers, supervisors, and professional staff. The program is designed to motivate individuals byproviding scheduled counselor access, office space, administrative support, and access to industry resources for a period ranging -I A CPI PARTNER MANAGEMENT RESOURCE GROUP from 1 to 3 months. Although some candidates leave this program without having a job, they are fully prepared to continue their search in a home environment. ^ Counselor access ^ Administrative support ^ Job-search fundamentals ^ 1, 2, or 3 months in duration Workshops: Oriented for exempt and non-exempt employees and support staff, group workshops provide attendees with the tools and materials necessary to conduct a job search on their own. Armed with the wealth of information gathered during the workshop, individuals can reference their extensive job search materials throughout their job search. ^ Workbook and supplemental materials ^ Resume and reference list draft ^ Optional component: access to CPI's Career Portal for a specific time period ^ 1 or 2 day group or individual workshops Results... As with any counseling effort the results are largely determined by how each individual candidate utilizes the tools and opportunities provided. Our success is measured not only by the future contributions made by our candidates but by the __ help we provide our client companies as they address change. Client approval includes: ^ Reduced exposure to litigation ^ Sustained positive reputation within the community as a compassionate and valued employer ^ Sending a message to employees internally that the companyvalues people even during difficult decision making processes __ Candidate endorsement includes: ^ Personalized face-to-face service during an often unexpected and traumatic experience ^ Guidance and facilitation as an individual explores the available opportunities with the aid of professional expertise ^ The self confidence to move forward resulting in a new position, with a positive result for the individual and his/her family RETAINED SEARDH CAREER TRANSITIDN _ - COACHING I A CPI PARTNER CDNSULi1NG MANAGEMENT RESOURCE GROUP, LTD Assessr~reNrs Partner Transition Ch-erview Accepting a new position is both an exciting and anxious time. These sentiments are --- often amplified when a spouse or partner is involved in the move. MRG's experienced consultants provide customized Partner Transition Programs that address the unique needs and concerns of both working and at home partners. People... MRG's Partner Transition Assistance consultants have personally experienced the opportunities and challenges that are associated with such a move. These personal experiences, combined with our ownership position as a Career Partners International (CPI) firm, create aworld-class program. Via this network MRG has ;_ access to over 20001oca1 counselors and 200 offices in over 45 countries around the " - globe. This access, combined with our Technology Portal and resources exceed all industry standards. Together, these assets combine to provide your transitioning employees, their partners, and their families with the highest quality boutique style " services wherever your home marketplace is located. Process... Once the final face-to-face interview has been scheduled, MRG's consultants are available to begin their efforts to aid in the transition. This maybe over the phone or, preferably, in person while the partner is in town for a house hunting trip. Our _ first priority is to understand the individual's unique situation and tailor a program to ensure as smooth a transition as possible. Our standard program offerings include: Workforce and Community Overview ^ Understand candidate's timeline for moving events ^ Review local employment options and economic conditions ^ Create timeline for job search effort with realistic expectations _._... , I A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD RETAINED SEARCH CAREER TRANSITION %GACHING CONSUi_TING ASSESSME"JTS Campaign Development and Targeting ^ Conduct realistic assessment of skills, marketability, and salary expectations ^ Develop job search goals and objectives ^ Create target list of specific industries and/or companies for networking Resume and Cover Letter Development ^ Develop a professional resume emphasizing strengths and accomplishments ^ Prepare engaging cover letters for various audiences and individuals Interview Preparation ^ Review of interview techniques and preparation of accomplishment statements ^ Mock interviews maybe videotaped to identify areas that need improvement ^ Follow up discussion post interviews to debrief and develop answers to difficult questions Research Resources and Guidance ^ Access to the state-of-the-art Q'I Career Portal ^ Research targeting industry and professional resources Negotiation Counseling ^ Tools necessary to evaluate total compensation package ^ Personal one-on-one negotiation counseling Depending on the individual, our standard programs are designed to address -- different needs. We base these on the number of hours of service we will be providing, however it is important to note that these hours maybe segmented into several meetings and maybe used over an extended period of time. Option One: Highly Transferable Skills Job Search A ten-hour program, this option is best suited for a partner with highlytransferable skills or a career field with extensive opportunities in our local community (i.e. nursing or welding). This program focuses on identifying organizations in need and provides research on climate and culture to ensure the best-fit and desired outcomes. A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD This type of job search should have few roadblocks and conclude quickly and efficiently based on the efforts and desires of the candidate. RETAINED SEARCH CAREER TRANSITION COACHING CONSULTING ASSESSMENTS Option Two: Experienced Professional Career Change Event For some individuals finding a position in a new community may present significant challenges. These candidates may have worked in a unique position where similar positions or industries in the local area do not exist. In this circumstance, candidates may take the opportunity to reinvent their career or vocational interests. For these candidates we offer 30 or 60 days of services to assist in launching their exploration to new opportunities. This includes introductory meetings and networking events. Option Three: Community Acclimation This is a five-hour program most suited for anon-working partner. In this program we focus on the individual's needs to locate resources and network with individuals with similar interests and common activities. If the candidate is open to introductions, we often set up a meeting with some individuals in the community that may serve as a resource for increasing and expanding their new local network. Results... The benefits of the program, as with any counseling effort, are largely determined by how the individual candidates utilize the tools provided. Clients have utilized these programs to serve as enhancements to the recruitment process. A partner transition program demonstrates to the company's recruits that they are sensitive to all the issues involved in a career move. A partner transition program also can be a valuable part of retention initiatives. Employees whose family has not assimilated to the community often do not stay with the company, thus the investment in recnutment, moving, and training is lost just as the individual becomes a contributor to the organization. Candidates have even stronger feelings about these types of programs as theyfeel Partner Transition programs demonstrate an employer who "walks the talk". When comparing opportunities, an effective Partner Transition program is often noted as one of the items contributing to a positive decision in the offer comparison process. "- RETAINED SEARCH CAREER TRANS!TIUN COACHING „ CONSUL"~ ING A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD AssESSrnENTs Coaching Cam- erview Organizations spend significant time and money in securing and retaining talented managers. Protecting this initial investment and maximizing managerial effectiveness is a continual challenge. Recognizing there are limitations to training managers in traditional classroom teaching methods and within a "supervisor/subordinate" relationship, MRG has developed a unique coaching process that will enhance and develop each candidate's management capabilities. People... MRG's Coaching consultants are seasoned professionals with a thorough understanding of coaching principles and proven experience. Each candidate is evaluated and assigned a coaching consultant based on objectives for the project. MRG's coaching consultants are vetted and come from a variety of industries and educational level. The combination of their vast practical experience combined with our assessment process makes a difference that is meaningful and measurable. Process... MRG has created a process around a work plan that is tailored for every project. Each coaching candidate has different issues as does the companytheyworkfor. MRG has developed a customized program that is far above the typical off-the-shelf "cookie-cutter" coaching program. Throughout the process, there are exiting points. For instance: ^ The company feels progress is not being made ^ The coach doesn't feel the candidate is engaged and making an effort in the program ^ The candidate doesn't feel like he/she is getting what was expected or desired. If an exiting point is implemented, the coaching process will end and the company will be billed on a prorated basis for the amount of work completed. The coaching course is confidential and all assessment results will remain part of the candidate's personal property. _ , , A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD Atypical coaching process will include: - Client Profile: MRG works with the client companyto determine the company's culture, organizational structure, business goals, and the dynamics of each candidate's work environment. RETAINED SEARCH CAREER TRANSITION COACHING CONSULTING ASSESSMENTS ^ Candidate Assessments: An extensive array of clinical and simulation assessment tools are utilized to ensure a full understanding of the candidate's capabilities. High potential leaders begin with self-discovery, assessment, and feedback to understand personal assets as well as areas that offer challenge. ^ Candidate Debrief: A face-to-face interview meeting occurs between the candidate and the MRG psychologist to discuss the candidate's specific strengths and potential areas for improvement. ^ 360 Assessment: When appropriate, the coach will interview the candidate's superior, peers, and subordinates to get a flavor of the candidate's effectiveness in the work environment. ___ Candidate Development Plan: A written leadership development plan will be generated and signed by both the candidate and the coach. Coaches are chosen for each individual based on their functional experience to match up with candidates. The coach will discuss goals and specific activities to meet those goals. ^ Client Commitment: The coach will share the expected outcomes of the coaching assignment based on the development plan and receive an agreed timeframe for results. ^ Follow up: During the coaching process, the coach will check in with the superior to determine the effectiveness of the coaching process. After completion of the eight two-hour coaching sessions, MRG will continue to follow up with both the client company and the candidate at three-month intervals. Based upon the client's desires either the coaching assignment will conclude or the engagement will be extended for a mutually agreed upon period of time. Throughout the entire coaching process, our clients and candidates receive guidance and instruction striking a balance between bottom line outcomes and satisfying individual needs. RETAINED SEARCH CAREER TRANSI?ION COACHING „ CONSULTING A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD AssessnnENTs Results... Organizations partnering with Management Resource Group have found measurable positive changes in the performance of executives completing our coaching program. This is an exceptional opportunity to invest in your employee and typically results have exceeded the expectations of client companies and coaching candidates. The return on your investment is an engaged employee who has been given an opportunity of a lifetime to improve his or her managerial skills. The best compliment organizations pay us is repeat business -and it happens time and time again. In fact, every single organization whose executives have completed MRG's coaching program has commented theywould use the program again when the need arises. MRG is in the business of helping good managers become great leaders. Over 60% of our coaching assignments are from "repeat customers". Some organizations have been so pleased with the results that an MRG coaching program has become a "rite of passage" for individuals who have been identified as high r potential managers. __ Candidates in the program are equally impressed. Although many are skeptical or hesitant when the process starts, their concluding feedback is glowing. Program graduates affirm the assessments, the mutuallyagreed upon outcomes, and the __ resulting personal coaching sessions have made a significant difference in their work and their careers. Often the candidates ask if they can retain the coach on their own because they have found the experience so beneficial. A sample of completed coaching assignments includes: ^ Senior Vice President of an energy company ^ COO for manufacturing and service provider ^ Executive for family owned manufacturer ^ Several Vice Presidents for international manufacturing conglomerate ^ Senior Manager for Fortune 500 service provider ^ Senior Vice President for an international insurance corporation ^ Engineering Manager for an organization embracing Lean and Six Sigma manufacturing ^ President of a family-owned service provider ^ Sales Manager for large manufacturing organization ,~ A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD ^ CFO for amid-sized manufacturer - President of a mid-sized insurance company ^ Senior staff member of an educational institution RETAINED SEARCH CAREER TRANSI?"i0N coacHlNc CONSULTING ASSESSMENTS The coaching process can and should be a personal journey for the candidate. Management Resource Group is very judicious in selecting a coach that will optimize the experience for the candidate and the candidate's organization. We are confident our people and our process will create results exceeding your expectations. _ , I A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD Consulting Ch e r~>= ie~'v- RETAINED SEARCH CAREER TRANSITION COACHING CONSULTING ASSESSM[NTS Partner and trusted advisor are words often associated with Management Resource Group. Many of our consulting practice areas have evolved from clients reaching out and asking us to create a product or program to meet their unique needs. The areas we address in our consulting services are extensive. These include, but are not limited to: Strategic Planning Marketing Strategy Market Research Organizational Development Executive Compensation Team Building Performance Management Position Modeling Assessment Package for Selection Human Resource Consulting As with all of our business lines, Management Resource Group deploys innovative, seasoned professionals with awell-prepared process to get you the results you desire. People... Our consultants work with your organization to establish rapport and understanding of your unique business challenges and opportunities. The culture of an organization is often a key factor to the overall success of a project and our consultants invest -- heavily on the front end to make sure we understand the opportunities and limitations an organizational culture will have on the project's outcomes. A differentiator for Management Resource Group is the level of expertise our staff r - brings to your assignment. In addition, all of our experts work with our staff psychologist to assess what will make a difference to the organization and how to maximise results. Process... Each organization, culture, situation, and opportunity for growth is distinctive. With so many moving parts we understand that a "business-in-the-box" process will not address your challenges. We customize our process to meet your needs. This often I A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD RETAINED SEARCH CAREER TRANSITION COACHING CONSULTING ASSESSMENTS means we will work with you in phases or stages to make sure that the direction we __ are moving is having an impact. If it is not, then we can quickly reassess with you to fine tune the message or change course altogether. Establishing mutually understood outcomes is vital to being meeting and exceeding your expectations. We will work with you very closely in the initial stages of a project to make sure that what you desire and what we can deliver are practical and pragmatic. Often the changes organizations would like to make will take time to - introduce, practice, and reinforce within your leadership team. Change doesn't happen in an hour or in a meeting, it happens through small steps linked together. Our processes and outcomes incorporate appropriate timeframes to permit new activities and actions to become established, practiced, and reinforced over a period of time so new behaviors and practices can develop throughout the process. Results... - , Management Resource Group expects to be evaluated on the results we deliver. The measurable outcomes agreed to at the start of a project will be the benchmark we are measured against. When we hire a vendor to produce an outcome, we expect results. v You should too. Past consulting projects in the area of selection and position modeling have resulted in more thoughtful hiring practices, reduced turnover, and positive feedback from candidates and internal interviewers alike. Each felt they had more information on which to base decisions and a process that led to better decision making on both sides. The tools utilized in this process have also resulted in the establishment of professional development plans from the onset of employment, creating more engaged and invested new employees. Strategic planning and strategic marketing projects have resulted in organizations looking at product mix and customer diversity to establish and implement dramatically different emphasis for product mix and identification of new customers and industries resulting in increased sales and more profitable production. Performance management projects include a complete redesign and rollout of a performance system establishing for the first time measurable goals and expectations for all levels of the organization. This has improved communication and created an understanding of what is important to the success of the organization. Management Resource Group works with you to create and implement these culture shifts, I A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD enabling our expertise and past experiences to benefit you for faster and greater --- success. 'This is just a sampling of the results we have achieved for organizations. We welcome the opportunity to partner with you and create a process which will give you results beyond your expectations. Contact us with your unique challenges and we can work together to f Ind solutions. RETAINED SEARCH CAREER TRANSITION COACHING CONSULTING ASSESSMENTS - , I A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD RETAINED SEAHCN CAREER THANS~: T'~DN COACHING CONSU!.T''..NG ASSESSME~~TS Consulting Practice Areas --- Descriptive Overview Strategic Planning -When properly prepared, Strategic Planning is a simple, --- creative, and flexible process that focuses an organization. It may replace separate marketing, operational, financial, andlor budgeting tactics with one comprehensive plan. It should solicit input from employees, directors, executives, owners, suppliers, -- and customers. The Strategic Planning process is one bywhich key individuals in an organization will define or redefine the companys mission; assess its current situation; determine what the business will look like in the near future (one to five - - years); and plot a course of action to bring the company from where it is now to where it wants to be, recognizing the company s strengths, weaknesses, opportunities, and threats. Organizational Development - Often, as we probe and question organizations in solving one issue, it leads to uncovering other systemic concerns that need to be addressed. These concerns usually revolve around organizational structure. A companys infrastructure serves as the arteries and nervous system of the organization and includes organizational structure, decision-making processes, - communication mechanisms, culture, and other elements. The infrastructure can be an enabler or a barrier to obtaining desired outcomes and results. Our consultants tailor a process, which allows the organization to identify gaps in the current infrastructure and redesign the backbone to create a dynamic and proactive structure moving forward. The resulting new infrastructure allows your arteries and nerves (products and communication) to function effectively and efficientlyfor a healthy - organization. Human Resource Consulting -With over 20 years of supporting organizations ___ with people issues, Management Resource Group has been involved with all areas of human resource management. Our professionally certified staff of consultants is a resource for all your needs related to people. Assistance with processes and policies, -__ second-opinion and professional "sounding board" advice, performance documentation, termination training, development programs, facilitation, resources for vendors and suppliers of human resource services, and much more are all areas where Management Resource Group professionals have served as a confidant and advisor to human resource professionals. Being a resource to management - it is how we got our name. ~- I I ,.. .~ :.- z I A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD RETAINED SEARCH CAREER TRANS'. T!CN COACH'NG CONSIJ LT'.NG ASSESSMENTS Performance Management -Effective performance management is working when ___ employee performance aligns with your business strategies and goals. This requires clearly defining employee position requirements, monitoring and coaching employee performance, and providing a qualityperformance appraisal, which measure outcomes based on, agreed upon objectives and establishes future performance goals. ___ Executive Compensation -Compensation is more than just salary. Many organizations require a complex compensation structure to account for ownership or investment opportunities, stock, comprehensive benefit arrangements, bonus plans, and non-traditional offerings. These plans, often created byBoards and subject to ever changing rules and regulations, should be prepared and benchmarked by an expert in the field of executive compensation. Management Resource Group has this expertise on our team. Position Modeling - No selection process can completely eliminate error however our process can greatly enhance your success. Selection modeling takes advantage of assessment of current employees to identifythe characteristics that differentiate those who are successful from those who are less so in any specific job through regression analysis. The quality of the predictive value of the model is enhanced as more employees are assessed and is best utilized for companies that have numerous individuals performing the same tasks. Assessments for an Enhanced Selection Process -When companies are interested in hiring employees to fill positions for a specific job classification, and want to hire the best match, we are able to develop a statistical model to predict future success based on a pattern of scores on assessments for those currently successful in the job. By assessing personality, critical reasoning, verbal skills, quantitative skills, work motivation, and managerial potential it is usually possible to determine the important factors that lead to success in a given position. We are also able to tailor the assessments to specific jobs by including assessments specifically designed to measure key requirements for that work. Executive Selection Enhancement - As organizations recruit executive, high visibility positions, there is added concern about potential problems with appropriate selections. We are able to use various assessments and interview processes to provide critical information that may assist individuals as a part of the decision process. Although we will not make specific hiring recommendations, we are able to v :• ~~ f I A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD RETAINEC SEAr'CH CAREER TRANS~T;pN :;OACH.N~--; CQNSUL7WG ASS'r_SSMENTS help owners and hiring authorities determine the characteristics that best suit the position and their corporate culture. By assessing personality, critical reasoning, verbal skills, quantitative skills, work motivation, managerial style, and having the psychologist conduct apost-assessment interview, considerable information can be offered that may help validate or further inform existing impressions gained from the candidates' experiences, resume, and company interviews. Frequently, the psychologist is asked to assess multiple candidates and offer comparisons in areas of relevance. Team Building -Leaders are often judged by their teams -the more successful the _ team, the more successful the leader. Many organizations todaywould benefit from teams that function better, and in some cases, function at all. Career Partners International (CI'I), a talent management organization of which MRG is an owner, has co-branded Patrick Lenciori's Five Dysfunctions of a Team and we work with organizations to help bring these principals into action. Marketing Strategy -Once an organization determines it is ready to go to market with a new product, our marketing consultants will leverage their expertise to create an individual marketing strategy. The strategy developed for your organization will take into consideration your unique selling points and how they impact your product and your customers. Our process will allow you to create a plan with big picture strategy and detailed execution. Results will be measurable and return on investment quantifiable. Market Research -Working with our functional experts, we can analyze demographics within counties, cities, areas, or neighborhoods. Demographic factors may include: age ranges, household income ranges, home ownership, presence of families, labor force information, source of income data, and education. We are also able to geocode and map your customer base. Geocoding is the process of assigning a geographic code to an address. This will enable you to understand where your business originates and the corresponding demographics of the business. Through our partnerships, Management Resource Group is able to provide additional marketing support for graphics, design and layout, and direct mail marketing. :- A ~v f HETAfMEC; S[Fi-CN :nREEH ;vr,lvs~; aN ";OACri ~. rJ6 CONSULTIrvG A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD cssessMEr.,Ts Diagnostics Overview There are hundreds of tools and instruments on the market to assist organizations with selecting and developing their people. However, each of these instruments, or assessments, must demonstrate they are designed and approved to do what they claim to do. Before Management Resource Group will represent an assessment tool we thoroughly evaluate the reliability and validity of that instrument against what it will be used for and confirm our perceptions by checking for endorsement with an independent, third party evaluator such as The Buros Institute or the American Psychological Association. You can trust that tools recommended by the Management Resource Group will assist your organization in making better hiring decisions or provide valuable ~. information to maximize the development of the talent currently employed at your .- r -, company. z. :~ ~.. People... _ __ Management Resource Group has invested significant time and resources to locate and partner with the best business consultants in the area. This includes our resident business psychologist, Dr. Larry McCallum and a trained staff of consultants to administer and evaluate the assessment tools MRG represents. Before an instrument is added to the MRG familyof assessments, it is thoroughly evaluated. Each consultant involved in the administration and analysis of the tool is trained in its correct usage and report interpretation. You can be confident the MRG assessments utilized by your organization will provide outcomes with high levels of validity and reliability. You can be equally confident your MRG consultant will recommend tools appropriate for your needs and will provide support as you utilize these tools in your organization. RETAiNEC SEARCH CAREER TRANS!TI.^,N COACH!NL .~ „ CONSULTiPJC A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD asESSMENrs Process... MRG has developed detailed administration processes to deliver our assessment tools. There are two basic administration paths -online and proctored. For tools administered online, organizations contact MRG so we can email candidates the appropriate tool or survey. Once the results are returned to MRG, they will be immediately processed and provided to you in a timely manner. If additional interpretation is required, we will forward the raw data to our psychologist for feedback and input. The results will then be forwarded to your organizational contact and should be made available only to those individuals within the organization that have a `need to know' the information. Please remember, it is your company's responsibility to insure each individual's assessment results are secure and treated as private and personal employee information. For tools requiring a proctored environment, our assessment manager will f coordinate a time and location convenient for your candidate. With local candidates this can be accomplished at our offices in Davenport or I~iawatha. However, it is also common to administer instruments to out of town candidates. In that situation, z arrangements to administer our proctored tools off-site will be made with one of our CPI partner office locations. The integrity of the instrument can onlybe assured if the proctoring protocol and requirements are maintained to the satisfaction of our staff and the instrument developer. We cannot endorse the results of the assessment if these requirements are compromised and we will work diligently to assure you can be confident in the results. Results... Organizations partnering with Management Resource Group have found measurable positive results using our tools. As a result, we continue to investigate and expand the diversity of tools we offer. Companies utilizing our tools in the selection process are surprised at the depth of information the instruments can provide. In addition, the range of instruments MRG has available is extensive. Some of our assessment tools specialize in entry-level administrative positions, call center operators, or leasing agents. Other tools specialize in inside and/or outside sales, and sales management. Another family of instruments evaluates executive competencies addressing both current skill sets and developmental strategies and I ........... A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD RFTAINcD SEAfsCh ,.^,OACHING CONSULitN ASSESSMEPJTF:; plans. One tool in particular measures a senior executive's knowledge of participative - management and is one of the most insightful tools we have encountered. Several of MRG's tools must be administered by our staff psychologist and the results are incorporated into a feedback report shared with the candidate and a summary report shared with the client. Still other tools look at skill, knowledge, and abilities so you can be sure your candidate really knows how to do the work you are asking him/her to perform. Clients using our tools are better prepared to interview candidates. The assessment instruments generate targeted areas to probe and relevant questions to ask relating to areas of concern. These tools do not replace the interviewing process, but enhance the experience for both the company and the candidate, creating awin-win environment. Several organizations have benefited from working with MRG to create a set of customized tools, which candidates can complete before they even arrive for aface- :~ to-face interview. These organizations have found the information extremely = valuable in establishing the best mix of interviewers to meet with candidates and to ^; highlight areas where development plans maybe indentified right from the start of z the relationship. Today s employees what to know how you will make them better and MRG's tools J facilitate a plan from the moment they walk in your door. We are confident our people and our process will create results exceeding your expectations. __ , I A CPI PARTNER MANAGEMENT RESOURCE GROUP, LTD Summary of Diagnostic Instruments A sampling of the types of tools MRG represents is outlined below. Please contact us to get specific information about the diverse instruments we utilize with our clients. CAREEF TRAttiSfTiON '~OPiSuI.T'~, h; ~; iaSS ESMEiJTS - - Professional Level Selection and Development A web-based platform that provides in-depth assessment of managers, professionals, and executives. 'This tool measures key dimensions of personality and intellectual -- abilities. It produces three types of reports: Selection, Development, and Intellectual Abilities. Entry and Hourly Level Selection and Development f Each of the assessments has been specially developed and validated for a specific job ~_ type (e.g., customer service, administrative support) or a group of jobs in a specific ~,; industry (e.g., health care, convenience stores). Every assessment measures important underlying personality attributes in somewhat different ways, but each l produces overall predictor indices of Performance and Integrity appropriate to the job or industry type. Sales Professional Selection and Development Administered on-line, this tool is designed to identify candidates who are most likely to achieve above average success in professional sales. Specific measurement areas include: sales personality, sales knowledge, and motivation. The combination of all three elements provides an excellent validated tool in the selection process. Executive Level In-Basket Exercise A practical "in-basket" simulation, this exercise is based on a participative management style and benchmarked against a national database of senior executives. Results are scored on explicit criteria for each problem and compared to other executives on a national norm level. This tool also produces a Development Report that describes and evaluates the candidate's performance within measured factors, identifies developmental areas that - should be targeted for improvement, and establishes specific learning objectives. NtrA,Ntc stc~,cF, CAREER TRANS?i0N GCACFINi:, I A CPI PARTNER CONSULTING MANAGEMENT RESOURCE GROUP,L.TD AssESSMEr;i Supervisor Level In-Basket Exercise This assessment is a practical "in-basket" simulation based on a participative management style and benchmarked against a national database of supervisor and manager level candidates. Results are scored on explicit criteria for each problem and compared to other supervisors on a national norm level. This tool also produces a Development Report that describes and evaluates the candidate's performance within measured factors, identifies developmental areas that should be targeted for improvement, and establishes specific learning objectives. Career Interest Inventory A vocational interest assessment that compares a person's interests with the interests of people successfully employed in a variety of occupations. Most experts agree individuals will be more successful and have greater job satisfaction if they are doing something they enjoy. This tool, appropriate for all age groups and all educational levels, assists in identifying job families based on areas of interest. ~, z Work Motivation Survey `' Aten-minute online assessment that presents work values and lets individuals rank the values according to their level of importance. Individuals perform better when they are working towards a reward they perceive as meaningful. Knowing individual motivations allows managers to be more successful. NEO Personality Inventory (NEO PI-R) This nationally recognized psychological personality inventory is a concise measure of the five major dimensions of personality. These results produce a Professional Development Report that outlines personality styles in relationship to career and management positions. Critical Thinking Appraisal This is a high level, formal measure of critical thinking ability and verbal skills. It measures the abilityto evaluate written information to determine whether there is sufficient information available to make a decision, whether appropriate assumptions have been made, or if conclusions logically follow from stated facts. We strongly recommend it for use with executive and middle management candidates. You may :r z _, z r :~: I A CPI PARTNER MANAGEMENT RESOURCE GROUP,LTD REiAINEC.i SEARLI~. CARf.ER TRANST!CN i;DAGH.Nf_ CONSUi_?.NF' A.uSESSME~•;TS wish to consider this assessment for supervisors and line managers as well, especially if successful performance depends heavily on complex decision-making. Mental Alertness 'This tool provides a measure of one's flexibility in thinking and intellectual quickness. The candidate must think quicklyto solve verbal and quantitative problems and must be able to promptly "switch gears" back and forth between problem types. It reflects the strength of an individual's verbal and quantitative reasoning skills and the individual's ability to learn quickly, adapt to new problem situations, and comprehend complex relationships. This tool can be used as a good measure of the type of "on your feet" abilities required in professional sales jobs. It is recommended for professional, entry level and lower management sales and administrative positions. s z z :f .~ u~ z ~- z ~. r~ `. ~- r, C ~ r c L .~ ;/^ _ _ DANIEL H. FORTES CHAIRMAN, CP-.O dporccs~~mrgpeoplc.com cELi 563-343-553 280j EASTERN AVEN UP. DAVENPORT, IOWA 5280j 5~3~3~3-3333 Boo-z49-2443 MKG HEADQuAa~reRs 2H05 EASTERN AVENUE DAVENPORT, IOWA 52803 563-3~3-3333 Soo-z49-~443 CEDAR {~APIDS / IOWA CTTY SOO N. COMPTON DRIVE, STE 2 HIAWATHA, IOWA 52233 3i9-~94-9499 www.mrgpeople.com A Proposal Prepared foY City of Iowa City Iowa fOY The Search and Selection of a City Manager submitted by Mcpherson & Jacobson, L.L.C. Executive Recruitment & Develo ment When Qualit~v 7905 L St., Suite 310 Omaha, Nebraska 68127 Phone: 888-375-4814/402-991-7031 Fax: 402-991-7168 Email: mail _,macniake.com Website: www. macniake. com Mcpherson & Jacobson, ~.~.c. Executive Recruitment & Development March 1, 2010 City Council City of Iowa City 410 East Washington St. Iowa City, Iowa 52240 Thank you for your RFP Request. The enclosed proposal will describe the services that McPherson & Jacobson can provide the City of Iowa City in assisting with your city manager search. Our firm has designed afive-phase protocol, which allows the board to concentrate on the most important segments, the interview and selection of the successful candidate. Simply stated, our team of consultants, working in conjunction with the selection committee and the special interest groups you identify, will design a turnkey process that will culminate in the hiring of the most qualified candidate for your city. McPherson & Jacobson has been conducting executive searches since 1991 and has conducted numerous national searches. We have over 70 consultants across the United States. Our business contact information: McPherson & Jacobson, L.L.C. 7905 L St., Suite 310 Omaha, Nebraska 68127 Telephone: 402-991-7031 /888-375-4814 Fax: 402-991-7168 Email: mail(~macnjake.com We would like the opportunity to meet with you to present our proposal and discuss our search process. There is no obligation for us to meet with you and make our presentation. Sincerely, '•,~:X Thomas Jacobson Ph.D. McPherson & Jacobson L.L.C. TABLE OF CONTENTS Qualifications and Background of McPherson & Jacobson, L.L. C ............... 3 Executive Summary ......................................................................................... S Five Phases of a City Manager Search .........................:................................. 7 Phase L ................................................................... ......................................................... 8 Phase II .................................................................. ......................................................... 9 Phase III ............................................................:.... ....................................................... 11 Phase IV ................................................................. ....................................................... 12 Phase V .................................................................. ...........:............:...................:........... 14 Timeline .........................................................................................................17 Investment .........................................................:............................................19 Responsibilities of the City of Iowa City and McPherson & Jacobson, L.L. C ..................................................................... 21 Consultants for City of Iowa City Manager Search ...:.................................. 25 Selected References ....................................................................................... 29 Transparency-The McPherson & Jacobson D~erence ............................. 31 pp ty ........................................................................................ A licant Diversi 39 This proposal is the property of McPherson & Jacobson L.L.C. and has been prepared at the request of the City of Iowa City, Iowa. The contents of this proposal are not to be reproduced or distributed for any reason other than for use by the City of Iowa City, Iowa. 03/10 ~~~z~,i~~ctans anc~ .~'a~~c~~~~ .cl~'I~er,~et~ c~ .~~c~~~san, .~..~. ~' Over 350 searches since 1991 McPherson & Jacobson, L.L.C. has been conducting executive searches for since 1991 and has conducted numerous national searches. McPherson and Jacobson has placed over 350 executives in public entities in 17 states. Tenure of Placements Since our founding in 1991, over half of our placements .are in the position for which they were hired. During the last five years, 90% of the executives placed by McPherson & Jacobson are still in the position for which they were hired. Sixty-five percent of executives placed are still in the position for which they were hired in the past ten years. Nationwide Network of Experienced Consultants McPherson & Jacobson has over 70 consultants located in 20 states and the District of Columbia. Twenty-three percent of McPherson & Jacobson consultants are minorities or female. Sixty percent have a doctorate degree. .ee~tt~ive Su~nm~r, McPherson & Jacobson L.L.C. provides a complete search process. Some of the highlights of our process are: • Our process is a complete process; we do everything except interview the candidates. City personnel are used only to help coordinate the visitation of the consultants with the various groups identified by the city. • We will stay with the city until a city manager is hired and in place. • Confidentiality is of prime concern in our process. To attract top candidates, we treat all applications with utmost confidentiality. • We will take the entire selection committee through aconsensus-building process to identify the top criteria for the selection of the new city manager. • We will meet with stakeholder groups to provide stakeholder input into the selection process. The consultants will summarize that information and present the results to the city. • We are recruiters of quality applicants. Once the selection committee has established its selection criteria, McPherson & Jacobson will actively recruit candidates that meet the identified criteria. If the selection committee desires, McPherson & Jacobson will recruit non-traditional candidates. • We do not maintain a stable of candidates to bring to each. seazch. However, we do maintain a database of quality applicants from which we will recruit applicants who meet your criteria. • Once the selection committee has established the characteristics it desires in its new city manager, our consultants will identify and aggressively recruit candidates who match the selection committee's identified criteria. • Phase Vprovides aone-yeaz commitment to work with the city and new city manager. Working with the city and new city manager, we will help establish annual performance objectives for the new city manager's first yeaz and provide six-month and one-year evaluations. We have found the acceptance of this phase to be very positive as it helps provide a good transition. • McPherson & Jacobson guarantees our services. We aze so confident of our ability to identify the city's criteria, select, and screen applicants against those criteria, and assist during the transition period, that we will guarantee our service. .F~~e .~~as~s c~„~a ~`t,~ .ar~~~~r SearG Establish characteristics of the new City Manager Establish timeline for the City Manager search Determine advertising venues Stakeholder input meetings Develop and distribute application and advertising materials Recruit and track applicants Evaluation and reference checks of applicants Selection of applicants to be interviewed Develop interview questions Candidates meet with stakeholders Interview of candidates Selection of new City Manager Establish City Manager's performance objectives Evaluation of City Manager Guarantee 7 Phase I Working with the selection committee, and any .groups identified by the selection committee, McPherson & Jacobson will: / Identify with the selection committee the most important characteristics of the new city manager. Using Nominal Group Technique, the consultants will assist the selection committee in identifying the most important characteristics the selection committee would like to have the new city manager possess. These characteristics will be used as a template for recruiting and selecting candidates. / Establish appropriate timelines and target dates for the selection process. The consultants will prepare a proposed calendar for the search process. Dates for advertising the announcement of vacancy, closing date, dates for interviewing, a tazget date for selecting the new city manager, and a date for the new city manager to begin will be discussed. / Determine appropriate advertising venues. The consultants will assist the selection committee in determining whether to conduct a national or regional search. Appropriate media, venues (professional journals, trade papers, newspapers, and websites) will be presented and discussed. The consultants will discuss the cost of each media venue and anticipated return on investment. I think that McPherson & Jacobson guided the board and encouraged us to focus on core attributes we wanted to see. Board Member, Central Dauphin School District, Harrisburg, Pennsylvania Thanks! I don't think the board would have been able to complete this important search on our own! McPherson &Jacobson was great to work with. Betsy Justis, Bettendorf, Iowa Fhase II In Phase II McPherson & Jacobson will: / Meet with groups identified by the selection committee to provide stakeholder input into the selection process. The consultants will meet with groups identified by the selection committee to solicit their input into the selection process. Each group is asked to identify the strengths of the city and community, the chazacteristics they would like to see the new city manager possess, and the issues facing the new city manager. The results of these meetings aze summarized by the consultants and presented to the selection committee. The selection committee chooses which groups it would like the consultants to meet with, but the most common groups include city employees, and community and business groups. The consultants will assist the selection committee in choosing which groups it wishes to include. / Develop promotional literature and brochures announcing the vacancy. In order to get the best applicants to apply, it is important to promote your city. The consultants will assist in preparing an announcement of vacancy that highlights the strengths of your community. Our graphic artist will prepaze a professional color brochure that highlights the city and lists the selection criteria determined by the selection committee, the selection committee members, and the application procedures and timelines. / Prepare and place announcement of vacancy. McPherson & Jacobson's staff will prepare and place the announcement of vacancy. The announcement of vacancy will be sent to administrator associations, appropriate colleges and universities, and media venues selected by the selection committee. McPherson & Jacobson maintains an interactive website (www.macnjake.com) that allows applicants to access all the application materials and apply on line. / Develop an application unique to your vacancy that reflects the selection criteria determined by the selection committee. Application forms will be developed that reflect the selection criteria determined by the selection committee. All applicants will be asked to describe in writing their particulaz strengths in each area. 'T'his will be one of the preliminary screening devices used by the consultants when assessing potential candidates. Community input meetings) couldn't have been ANY better! Our community praised the process from every rooftop. Stakeholder input may well have been a bridge between school board and community. Worth every dime! Anne Luckinbill, Culpeper, Virginia 9 / Send out and receive all application materials. McPherson & Jacobson will send out and receive all application materials. No one from your office staff will be burdened with this task. In fact, we only need assistance from city personnel for two tasks: one task is providing information for the promotional brochure, and the other is coordinating dates between the consultants and the city. / Actively recruit applicants who will meet the city's needs. While McPherson & Jacobson does not represent candidates, we keep a data bank of quality candidates. Once the selection committee -has chosen its selection criteria, we will send the information to all of our consultants across the United States, asking them to nominate candidates who would be a good match. Those candidates will be invited to apply. Some of our best candidates may not be actively seeking another position and will need to be recruited. / Assist the selection committee in determining compensation parameters In order to recruit and select top candidates, compensation packages need to be competitive. The consultants will present data that indicates what cities in the same geographical region and similar size are paying city managers. Whenever possible, they will also present compensation information far cities that recently hired a city manager. The consultants only provide data for the selection committee to consider in making the decision on compensation parameters. Final compensation decisions will be determined by the selection committee and the selected candidate. / Keep all applicants informed of their status in the selection process. During the application process, applicants will receive emails notifying them of the status of their application materials and what is still needed to complete the process. In some instances, recruits will receive phone calls from the consultants verifying their status in the process. [The consultants) had a very solid understanding of our criteria and did a great job of recruiting top notch candidates Josephine Posti. Mt. Lebanon School District, Pittsburgh, Pennsylvania 10 Phase Ill In Phase III McPherson & Jacobson will: / Evaluate each applicant against the selection criteria. The consultants will read and evaluate all of the completed files submitted by applicants. They will read the application form and all of the additional material in each file and begin comparing it against the selection criteria. / Conduct reference and background checks. We understand that applicants do not submit references who will not speak highly of them. We begin with the references given and ask them a list of questions relevant to the selection criteria. After asking those questions, we ask each reference to give us the names of other people who can speak of the applicant's qualifications. We then call those individuals and ask them the same set of questions, including asking them to give us the names of other people who could speak of the applicant's qualification. We repeat the process until we have complete knowledge of the applicant's strengths and weaknesses. / Review candidates with the selection committee and assist the selection committee in determining which candidates it will interview. The consultants will present a complete list of applicants to the selection committee for. its review. We do not eliminate any applicants. We will. submit a short list of those applicants who we feel most closely meet the city's criteria and will present a written analysis for each. Upon reviewing the applicants, the consultants will assist the selection committee in determining which applicants it wishes to consider as candidates for interviews. / Assist the selection committee in developing a set of interview questions that reflect the identified selection criteria and characteristics. The consultants will present an extensive list of potential interview questions that reflect the selection criteria and characteristics from which the selection committee may select. The consultants will also assist the selection committee in creating interview questions that aze unique to specific interests. The goal is to write questions that are open-ended, so selection committee members may accurately assess each candidate's knowledge and background in each azea. It is also a concern to assure that the questions are legal and in compliance with Affirmative Action. / Send a letter to all applicants who will not be interviewed. Once the selection committee has selected its final candidates, all other applicants will receive a letter on behalf of the selection committee thanking them for taking the time to complete the application materials and notifying them that they aze not a finalist. 11 Phac~ IV In Phase IV McPherson & Jacobson will: / Coordinate interview and visitation procedures. The consultants will assist the selection committee in establishing the interview schedule. Working with the selection committee, the consultants will set up an interview schedule that will give the candidate a tour of the city. The consultants will also help the selection committee identify groups for each candidate to meet. Typically, the same groups the consultants met with to receive input into the selection process will also spend time with each candidate. Finally, the consultants will help coordinate the formal and informal interview process with the selection committee. / Assist the groups identified by the selection committee in procedures for meeting each candidate and providing feedback to the selection committee. A representative group of eight to twelve people will be selected to represent each of the groups identified by the selection committee. The consultants will meet with a chairperson for each group to discuss their roles and responsibilities. The purposes of these groups aze two-fold: one, to promote the city to the candidate; and two, to form an impression of each candidate, which they will shaze with the selection committee. The consultants will coach each group on how to conduct the meeting with each candidate and what questions they can or cannot ask. The consultants will also provide the chairpersons with a form in which, using group consensus, they will record their impressions of each candidate. The forms will be sealed in an envelope after meeting with each candidate and turned in to the city contact person. Upon completing the interview process with all candidates, the selection committee will receive and open the forms from each group. / Coordinate visitation procedures for the candidate's spouse. In most instances the candidates are married and this, therefore, becomes atwo- person decision. We encourage cities to invite spouses to attend the interview day. The consultants will coordinate a portion of the interview day for the spouse to have an expanded visitation of the community. Areas of interest typically include available schools, housing, medical facilities, churches, recreational opportunities, and shopping. Other areas of interest unique to your community will also be included. / Assist the selection committee in making final arrangements for each. candidate's visit. In most. states, it is common for the city to pay for the interview expenses for the candidates and their spouses. In order to assure expenses stay within established guidelines, the consultants will assist in making lodging and travel arrangements for each candidate. 12 / Contact all finalists and schedule their interview dates. The consultants will contact each finalist candidate; notifying them they are a finalist for the position and scheduling their interview date. The consultants will be the contact for answering any questions and coordinating the candidates' visits to the city. / Personally contact each finalist who wasn't hired. Once the selection committee has offered a contract to the final candidate, and it has been accepted. by the candidate, the consultants will call each of the other final candidates and thank them on behalf of the selection committee for interviewing for the position. Final candidates are not notified until a contract has been signed. If by chance you lose your top candidate, we want to keep viable candidates available. You guys were awesome! The amount of work was only exceeded by your professionalism and expertise. We couldn't be happier with the process. Thank you very much for a job well done! Aaron Owada, North Thurston School District, Lacey, Washington ...you do all the leg work, which allows us more time to carefully consider all applicants Amy Hansen, Blair, Nebraska [Your service) was very helpfuk Lots of work needed to be dons Your service was very professionak Julie LeYan, Tea, South Dakota The vetting of candidates was worth the cost alone. Thu invaluable service coupled with the network of McPherson &Jacobson made the difference. Andy Sullivan, Lisbon, Iowa 13 Phase ~' In Phase V McPherson & Jacobson will: / Establish performance objectives for new city manager. Working with the city and new city manager, the consultant will use Nominal Group Technique to assist in the establishment of performance objectives for the new city manager. Outside of the day-to-day operation of the city, the city will identify two or three areas that they want the city manager to focus on during the first year. Once the performance objectives have been identified, city will be asked what evidence they will accept that the city manager is making progress towazds the accomplishment of the identified performance objectives. The city manager will take the information generated from this session and develop an action plan for accomplishing the performance objectives. The action plan will be presented to the selection committee for formal approval and forwazded to McPherson & Jacobson's home office. / Provide evaluative procedures for asix-month and one-year evaluation. At the six-month interval of employment and again at one year, McPherson & Jacobson will .send out evaluation forms to the city. Upon completing the evaluation forms, the city will have the six-month and yeaz-end evaluation of the city manager. / Provide a guarantee. If the city chooses to use our complete service, we will guazantee our process. If the person selected leaves the position, FOR WHATEVER REASON, within the guazantee period, we will repeat the process at no chazge except actual expenses. We aze convinced that our process of identifying your important selection criteria, using an open process of involving stakeholders, screening candidates against the criteria, using a reseazch-based assessment of candidates skills and characteristics, and being able to work with you during the critical first yeaz, will allow us to make a good match every time! We would not have been able to do as thorough a job if we had not used this service. Marrietta Jerome, Blytheville, Arkansas They (McPherson & Jacobson) took al! the detailed work, background checks, and all other issues and let us just interview and do the job we needed to do. JoyLynn Roberts, Marysville, Kansas 14 Comparison of Time Requirments for City Manager Search 0 c McPherson & Jacobson has designed a protocol, which allows the selection committee to concentrate on the most important segment, the interview, and selection of the successful candidate. Our mission is to provide your selection committee ahassle-free city manager search. We will take care of all the drudgery, which will free your selection committee to concentrate on the decision-making process. 15 16 Timeline The timeline for the search process is established when we meet with. the selection committee so we can tailor it to the unique needs of the city. However, from our first meeting with the city until the finalist is selected is typically a minimum of two to three months. An example timeline: - As soon as our firm is selected • Advertising begins • Work is started in identifying the qualities for the city manager • An application form is created • A formal timeline is formulated to meet the needs of the city • A brochure is created to advertise the city and the vacancy - At the time designated by the selection committee • Stakeholder Group/Community Meetings are held • A summary of community input is presented to the city - As applications arrive in our office • A database is started to track all the applications as they come in • The candidates are notified of what items they still need to complete the application process - After the closing date • Files for all candidates who completed the application process are forwarded to the consultants for their review • The consultants begin the review and pre-interview process - Approximately two to four weeks after the closing date • The consultants meet with the selection committee to present summary profiles on their fmal candidates and provide information on all candidates who completed the application process • The selection committee selects the candidates they would like to interview • McPherson & Jacobson contacts each candidate who completed the application process to notify them they have not been selected as a final candidate - At a time designated by the selection committee (usually the week after the finalists are presented to the selection committee) • The selection committee interviews their final candidates • The selection committee selects their new city manager • McPherson & Jacobson contacts each candidate who was interviewed to notify them they have not been selected 17 18 ~`r~u~~xie~t The investment for conducting the city manager search is $18,500 for Phases I-V. McPherson & Jacobson is committed to working with the city until a city manager is identified and hired. If a second round of candidate selection is necessary, the only cost to the city would be the additional expenses, there is not an additional fee. Expenses in addition to the consulting fee are: cost of media advertisement selected by the selection committee; long distance telephone charges for reference checks, and travel and expenses for consultants in city visits. All expenses will be explained and agreed to prior to the commitment of the search process. McPherson & Jacobson is willing to negotiate a maximum fee that includes expenses. Additional Services: In addition to the basic services provided, McPherson & Jacobson can provide at no additional charge the following services: • Assist the selection committee in revising and updating the city manager's job description. • Assist the selection committee in developing an effective contract. • Provide assistance in negotiating the contract with the finalist. • Schedule an on-site visitation to the finalist's home city. 19 20 R~s~cat~.s'~b~l~ies ~~r~~ ~~~ c~,~'Icawa ~'it~ c~M McPherson & Jacobson, L.L.C. Event McPherson & Jacobson's Tasks 1~ meeting ^ The consultant guides the selection committee in determining the following items o Characteristics for the new city manager o The calendar o Compensation parameters o Identify the appropriate constituent groups for input o Advertising venues O The consultant gathers the following information o Information to create the brochureannouncing the vacancy o The list of names to be invited to the communi in ut meetin s fter 1~ ^ Application form is created meeting O Brochure announcing the vacancy is created ^ Advertising is started ^ Vacancy announcements are sent out ^ E-mails are sent to candidates that are in the "applicant profile" database about the opening ^ E-mails are sent to consultants regarding the opening, requesting they invite candidates to apply for the position ^ O nin is osted on Facebook and Twitter During ^ Consultants recruit candidates that fit the position application ^ Application information is sent out as requested period ^ Tracks applicants and where they are in the application process ^ Keeps applicants up-to-date on their application status ^ Lead consultant keeps the selection committee chair up-to-date on the search O Applicant packets are reviewed by the consultants and reference checks are erformed Community ^ Home Office sends out invitations to community meetings after receiving the meetings are information from the consultant and the city scheduled Community ^ Consultants facilitate the stakeholder meetings, recording the input meetings ^ The Community Input form is put on our website for the stakeholders to access Community ^ Consultant summarizes results and gives the results to the city meetings ^ Send copy of summary to Home Office completed ^ Prepare press release ^ Contact selection committee chair 2ntl meeting ^ Review community input summary ^ Review press release ^ The consultant guides the selection committee in determining the following items o Develop interview questions o Establish length of contract, moving and interview expenses o Spouse's involvement in interview process is decided upon o Interview Schedule is determined o Candidate Daily Interview Schedule ^ Interview uestions are sent to Home Office to be formatted 21 Event McPherson & Jacobson's Tasks Prior to 3ftl ^ Contact candidates on short list and verify their interest in the position meeting ^ Meet with focus group chairs to review schedule, procedures and screen questions 3rtl meeting ^ The consultant guides the selection committee in the.following o Review list of all applicants with the selection committee o Overview candidates on short list o Select finalists o Finalize interview dates & schedule o Review interview questions & procedures o Finalize candidate & spouse arrangements ^ Contact finalists and schedule interview dates, review schedule, discuss compensation and contractual issues ^ Prepare Press Release announcing final candidates to be interviewed ^ Work with Point of Contact to coordinate interviews (transportation, lodging, interview locations, etc.) ^ Send Candidate Daily Interview Schedule to those who have been selected as interviewees by fax or email ^ Letters are sent to the a licants who were not selected to be interviewed Interviews ^ Call Point of Contact after 1 ~ interview to verify how it went ^ Call 1 ~ candidate to verify how the interview went ^ Make any adjustments necessary ^ Be available for questions ^ Be present at interviews if request is made b ci Meeting to ^ Meet with selection committee and discuss each candidate individually Select Finalists/ ^ Read input forms submitted by community input groups Finalist ^ Have each selection committee member rank order candidates selected ahd ^ Select minimum of #1 and #2 candidate accepted ^ Call and make offer to candidate ^ Verify acceptance ^ Call other finalists ^ Prepare Press Release announcing new city manager ^ Sends out letter of congratulations to candidate who was chosen Phase V ^ Establish 2-3 performance objectives ^ Identify evidence selection committee will accept of progress ^ Consultant reviews plan ^ Forms are sent to the ci in December 8~ Ma 22 City of Iowa City Event Cit 's Tasks 1 Meeting ^ Provides consultant with the necessary information to create the brochure; the name of the Point of Contact; and the selection committee list Community ^ Names and addresses are sent to Home Office for community meeting meetings are invitations scheduled O Posts meetin dates, times and locations as o en ublic forum 3` meeting ^ Assist with lodging arrangements and welcome gifts ^ Arran a for s ouse tour Interviews ^ One candidate per day ^ City employee greets each candidate upon arrival to city ^ Informal interview-social setting ^ Formal interview ^ S use's visitation is coordinated Meeting to ^ Send rating forms and files to the Home Office Select Finalists/ Finalist selected and acre ted Phase V ^ City manager creates plan with target objectives and timelines ^ City adopts plan ^ Send co of Ian to Home Office 23 24 ~'ar~.s~t~rets, fc~r Gz Q,~'.~a~c~ ~ ~~~c~~r S'~~r~l~ Thomas Jacobson Ph.D. PERSONAL INFORMATION Name: THOMAS P. JACOBSON Address: 19807 Sterling Court Plattsmouth, NE 68048 Phone: (402) 298-7393 home (402) 991-7031 office EDUCATIONAL BACKGROUND 1983-86 Ph.D. University of Minnesota Educational Administration 1977-80 Ed.S. University of Minnesota Educational Administration 1971-73 M.S. St. Cloud State University Educational Administration 1965-69 B.S. Bemidji State University Elementary Education EXPERIENCE 1996 - Chief Executive Officer/Owner Key Concepts L.L.C. 1991 - Chief Executive Officer/Owner McPherson & Jacobson L.L.C. 1991 - Associate Professor University of Nebraska at Kearney, Kearney, Nebraska 1988-91 President Consortium for School Improvement, Gunnison, Colorado 1986-90 Superintendent Gunnison Watershed School District, Gunnison, Colorado 1987-89 Adjunct Professor Western State College, Gunnison, Colorado 1980-86 Superintendent Remer/Longville ISD #118, Remer, Minnesota 1982-84 Supervising Superintendent Tri-County Coop, Grand Rapids, Minnesota 1979-80 Assistant Superintendent for Curriculum, Instruction, and Personnel Remer/Longville ISD #118, Remer, Minnesota 1975-79 Elementary Principal Remer/Longville ISD #118 25 26 PERSONAL AND PROFESSIONAL DATA K. RICHARD SUNDBLAD PERSONAL Home Address/Phone 8217 Goodman Dr. Urbandale, Iowa 50322 515 278 9721 ACADEMIC PREPARATION Ph.D. 1984 The University of Iowa, Iowa City, Iowa Major: Educational Administration Ed.S. 1981 Western Illinois University, Macomb, Illinois Major: Educational Administration M.A. 1971 San Diego State University, San Diego, California Major: Mathematics B.A. 1966 University of Northern Iowa, Cedar Falls, Iowa Major: Mathematics PROFESSIONAL EXPERIENCE 2006-present Educational Leadership Consultant 1990-2006 Superintendent, Johnston Community Schools Johnston, Iowa 1984-1990 Principal, Bettendorf High School, Bettendorf, Iowa 1983-1984 Assistant to the Director, Institute for School Executives, The University of Iowa, Iowa City, Iowa 1980-1983 Associate Principal, Clinton High School, Clinton, Iowa 27 1971-1980 Mathematics Teacher, Clinton High School, Clinton, Iowa 1970-1971 Graduate Student, San Diego State University, San Diego, California, National Science Foundation Grant 1967-1970. Mathematics Teacher, City High School, Iowa City, Iowa 1966-1967 Mathematics Teacher, Central High School, Davenport, Iowa 28 S`~~~c~~~ ~~f ~r~~~~~s Search year Enrollment School District 2007-2008 13,879 Sioux City Community School District 1221 Pierce St. Sioux City, Iowa 51105 District phone: 712-279-6667 District contact: Steve Crary Superintendent Search 2007-2008 5,000 Marshalltown Community School District 317 Columbus Drive Marshalltown, Iowa 50158 District Phone: 641-754-1000 Board President: Adrienne Macmillan, 641-750-7432 Superintendent Search 2008-2009 4,538 Bettendorf Community School District 3311 Central Avenue Bettendorf, Iowa 52722 District Phone: 563-359-3681 Board President: Barry Anderson, 563-359-5981 Superintendent Search 29 30 Tr'sp~r~~r~a,~$-T'~e 11~1aP~~~sar~ c~ Jacabsat~ D~~er~~ra~ One of the hallmarks of McPherson 8t Jacobson, L.L.C. is the belief that the search for a public executive should be conducted with as much transparency as possible. We have designed a process which keeps the board in complete control of the search, while inviting various stakeholder groups to provide input and, become meaningfully involved in the process. The openness of the process has not gone unnoticed. Following are articles discussing McPherson 8t )acobson's stakeholder involvement, and editorials from newspapers across the country praising boards for being open, transparent, and doing the public business in the public. An open process "Any government entity wanting to conduct a model seazch for ahigh-profile executive would be well-served by the studying the hiring of a new superintendent by the Sioux City Community School District."... "As interested, affected observers and taxpayers, residents of the district should appreciate the openness with which the school system approached the stretch run of the seazch. The public was provided with specific details about the last stages of the process, all the way through the final decision, which was announced Friday."... "When government does not act in proper open fashion, we criticize. Conversely, government deserves credit when it goes the extra mile to provide the public with information it wants and to which it is entitled. instead of cloaking its cazeful, thorough seazch for a superintendent in dazk secrecy as a decision neazed, the Sioux City school district opened it to the sunshine of public discourse. As a result, residents of Sioux City can feel comfortable with the choice...and with the process by which he was selected." Taken in part from the Sioux City Journal, Apri115, 2008. www.Siouxcityiournal.com 31 Opinion "We ... want to salute the five school board members for the open and inclusive process they followed in narrowing the field of candidates and reaching out to the North Thurston community to come to the best choice [new superintendent] for the district and its 13,500 students."... "It was an excellent, open and transparent superintendent selection process and the board members deserve credit not only for the process but for listening to their community." Taken in part from The Olympian, Apri18, 2009 An open superintendent search process is good for the community- "Now that the search is on for a candidate [superintendent], Ibelieve the entire process could not be in better hands [McPherson & Jacobson].... When the CCEA [Culpeper County Education Association] executive board members met with them [McPherson & Jacobson], my first impression was one of complete relief."... "They [McPherson & Jacobson] explained that before any candidates come before the School Board, they will be vetted with deep background checks and will be matched up with the profile for the CCPS [Culpeper County Public Schools] position. Each candidate will not only be thoroughly interviewed by the School Board, but also will have a chance to meet with stakeholders before the final decision is made."... "...I commend the board for its decision to contract with McPherson and Jacobson to handle our superintendent search. This is not just a corporate head-hunting firm seeking a field of generic candidates.".. . "The fact that the process had complete transparency is good for all stakeholders." Taken in part from Walker, Jeff, 2009. Culpeper Star Exponent, February 4 32 West Central's Openness a Model "When the West Central School District recently made public the names of five finalists to replace retiring Superintendent David Fischer, it represented a high water mazk in open government. No muss. No fuss. Just, `Here they aze.' Flash back to last year, when the Sioux Falls School District was trying to replace retiring Superintendent Jack Keegan. Lengthy School Boazd discussions on confidentiality and corrupting the process. Worries about the effect on job candidates- more important, apparently, than parents and taxpayers. In the end, the board was dragged kicking and screaming into a small measure of openness. How different in the West Central district. Simply, `Here they are.' " Taken in part from The Argus Leader, February 15, 2005. Sioux Falls, SD Board of Education Scores New Superintendent "The process to find the new super [superintendent for the Mazshalltown Community School District] was done in collaborated fashion over three months which included hiring the seazch firm McPherson & Jacobson to collect applications and put them through vigorous interviews in order to narrow the field to five fmalists. In the home stretch, several focus groups (represented by community members, pazents, teaching staff, students, businesses, central office staff, and building administrators) interviewed the five candidates in five days before the boazd rendered its choice Saturday afternoon.... "...remarked Macmillan [Board President Adrienne Macmillan] `The expertise and professionalism that McPherson & Jacobson brought into this process was phenomenal. They really made themselves an extension of our educational community and worked with us in a very detailed level to help work through our selection criteria. It really made our job very easy in the fact that we got 18 total candidates at this time of the year and with the vast majority having solid superintendent experience, it is a credit to their firm.' "In all, the Board was pleased how the community and focus groups rallied azound choosing the new leader, exhibiting a team effort, as well as spirit. Macmillan concluded. `It truly demonstrates that whole adage about how it takes a village to raise a child, and this was it."' Taken in part from Lawson, Tammy. The Marshall County Sun, May 15, 2008. 33 Public or Secret: Districts Hire Top Leaders Differently "Davenport, Iowa-Local school boazds have been put to the test: pick a superintendent in the light of day or do it behind closed doors. When hiring a new leader in Iowa, it's ultimately school boazd members who decide whether to involve the community that elected them."... "In the North Scott School District, boazd members decided to ... conduct their search in secret. Next door, the Bettendorf school board opted for another route: transpazency.... In Bettendorfls case, the boazd made its final selection with input from an informed public that knew the candidates and their backgrounds."... " `One of the arguments is that no one will apply if we do it publicly,' said Charles Davis, executive director of the National Freedom of Information Coalition. `I guess that was refuted by the fact that you did have candidates for both jobs. There is not a (bit) of evidence out there supporting that thesis.' From the beginning, Ray and Associates, the seazch firm hired by North Scott... promised applicants confidentiality, some finalists said. McPherson & Jacobson, a search firm hired by Bettendorf...told candidates the process would become public once the boazd selected finalists. Despite their different approaches, both attracted dozens of candidates from across the country. Both searches, members in Bettendorf and North Scott. said, ended in the hiring of a qualified candidate. Those who favor more open searches say the promise of confidentiality doesn't dissuade a majority of applicants. Instead, it allows parents and other residents an opportunity to take part in the selection process, they said. `The people in Bettendorf know whether or not the applicant pool was diverse,' Davis said. `They know whether the applicant pool was filled with experienced or inexperienced candidates. They know whether an insider candidate was rejected for an outsider candidate. They can compaze one person's resume against another. In North Scott, we don't know anything, and we never will. There is certainly something that gets lost in that.' "... "...The board [BettendorfJ decided early in the process after consulting with McPherson & Jacobson to keep the process open, something the search firm supported, said Wayne Rand, a seazch consultant for McPherson & Jacobson. To accommodate the board members' decision, the district held public forums for each finalist so residents who wanted to could attend. The board wanted to send a clear message that `the stakeholders' input was valued,' said Judy Miller, human resources director for Bettendorf. `There is no reason to keep that information from the public. They are interested in knowing who we are looking at and why.' Rand said his experience in Bettendorf isn't unique. Instead, every school board he's dealt with during superintendent searches in Iowa has kept the process open for the public. And, each time, his seazch firm was able to land a large pool of qualified candidates...Taxpayers are interested in knowing because of the money being spent. If you exclude people, it's natural that they feel left out, and they want to be involved in something like this. Taken in part from The Quad City Times, March 9, 2009 34 Editorial "Being involved in the seazch process for the new superintendent for Culpeper County Public Schools puts me a position that I do not mind being in. It is not a position of power, but I am involved, as aze the other employees of CCPS and the community.".. "...McPherson and Jacobson's representatives...began the process of finding out what the School Board and other stakeholders were looking for, finding and vetting the potential candidates and presenting the narrowed field to the board."... "During this process, to my knowledge, the Culpeper County School Board has followed the recommendations of McPherson and Jacobson very closely. I believe they did this out of a sense of the importance of the situation and a respect for the professionals they charged with carrying out the task of helping match up a superintendent with our school system."... "...This executive seazch firm has either completed or is in the process of approximately 40 searches in 11 states for superintendent and other top administrators."... "Remember a school superintendent is not an elected official; he or she serves at the will of a School Board. The Culpeper County School Board has involved various segments of the school division and the public in the process. Veteran teachers who have been in Culpeper- long enough to have worked under more than one superintendent have said the current process is the most open they have seen. By the end of this week, many individuals will have had a chance to see and heaz and interact with the five candidates. Their input will be looked at. But, ultimately, the decision of whom to hire rests solely on the shoulders of the members of the elected School Boadd. 'That is one of the basic tasks of a School Board."... "Don't we owe it to the 8,317 individuals under their [the new superintendent] leadership the opportunity for the process to find the right person for the job? And shouldn't the manner in which we find the new superintendent be open and honest and without premature judgment?" Taken in part from Walker, Jeff, 2009. Culpeper Star Exponent, April l 35 Secrecy clouds search for Wichita superintendent "The first time Wichita residents heaz the name of their next school superintendent could be when school board members announce who they've decided to hire.".. . "In the first round of interviews at North [High School) this weekend, none of the candidates were seen coming through the main doors."... "Three finalists were publicly named in the recent search for a superintendent in the neazby Maize district. Howard Shuler of the firm [McPherson & Jacobson, L.L.C.] that conducted the Maize seazch, said all candidates who applied were told up front their names would be released and they would be interviewed by the community if they made the short list. `It's another means of gathering information,' he said. `The more information, the better' "... "Pazents also should be involved in any decision that affects students, .said Sonya Smith, site council chairwoman at Buckner Performing Arts Magnet Elementary School."... "But in the meantime, she [Sen. Jean Schodorf, R-Wichita] said if Wichita candidate names remain secret, the board could open itself to criticism." Taken in part from Yount, Lori. Wichita Eagle, February 18.2009, www.kansas.com 36 Sioux Falls schools may go public with search "Communities seazching for a new school superintendent have several options for involving the public in the process. Today, Sioux Falls School Board members will decide which one they favor"... "A Nebraska-based search firm representing the Davenport, Iowa Community School District, which is similar in size to the Sioux Falls district, is an advocate of community involvement. `We believe in a very open process with high involvement of people,' said Tom Jacobson, owner of McPherson & Jacobson of Omaha. `Once the candidate has chosen to be interviewed, that then becomes public information.' Because superintendents are public jobs paid for with tax dollars, the public should be kept informed, he said."... "When Jacobson's firm does a search, several groups of people in the community aze given the chance to have a representative meet each candidate and fill out a written evaluation, he said. That is sealed until after school boazd members have interviewed the candidates and then is opened so that boazd members have a sense of what others think. It is not used to lobby boazd members to favor one applicant over another, he said. But the process has helped boazd members choose between two very close finalists."... "Since the search process started in April, Ray and Associates representative Bill Newman has urged the board not to have the public meet the finalists, because he doesn't want to lose an applicant."... "Jacobson said his firm, a national company that competes with Ray and Associates, has never lost a candidate in the Midwest because they opposed having their name made public."... "Linda Smith Kortemeyer, Davenport school boazd secretary and treasurer, said the public process is working well in that district. Six groups are interviewing candidates throughout the day before the finalists are interviewed by the school boazd." `We have always tried to communicate and work with the public. This is their school district,' she said. `There's just so many different needs in our community.' Eazlier in the process, about 180 citizens including 40 students, had input in determining what type of superintendent the community favored. Sioux Falls had similar meetings, but few people besides staff and invited community members showed up. In Davenport, "we just went out of our way to say, `If you have something to say, say it now,' Kortemeyer said. `People liked it. We do this a lot. It's a lot of extra work, but they really take ownership.' " Taken in part from Wade Schmidt, Brenda, The Argus Leader, May 27, 2004. www.arsusleader.com, 37 38 ~~~l~~~c~ct l~~u~rxit~ McPherson & Jacobson has over 70 consultants across the United States, 23% of McPherson & Jacobson consultants are minorities or female. We use our consultant network to track the careers of successful administrators. Once a board identifies the characteristics it desires in its new superintendent, the consultants from McPherson & Jacobson, L.L.C. will identify and aggressively recruit, on a national level, candidates who match the board's identified criteria. We also work closely with universities, colleges, and professional organizations that represent and promote minority and female applicants. McPherson & Jacobson's minority/female placements are listed below: Search Year School District/Entity Person Placed 2008-2009 2008-2009 2008-2009 2008-2009 2008-2009 2008-2009 2008-2009 2008-2009 2008-2009 2008-2009 2008-2009 Leland School District, MS Central Dauphin School District, PA Greenville School District, MS St. John the Baptist Parish, LA (asst. supt. position) Blair Community Schools, NE Northland ISD #118, Remer, MN Orting School District, WA North Thurston Schools, Lacey, WA Dubuque CSD, IA Culpeper County Schools, VA Ipswich School District, SD Dr. Janice McKinnie Monroe Dr. Luis Gonzalez Dr. Harvey Franklin Dr. Leigh Ann Beard Dr. Jane Stavem Ms. Theresa Meyers Ms. Michelle Corker-Curry Mr. Rajinder Manhas Dr. Larie Godinez Dr. Bobbi Johnson . Ms. Beverly Myer 2007-2008 2007-2008 2007-2008 2007-2008 2007-2008 2007-2008 2007-2008 2007-2008 2007-2008 2007-2008 2006-2007 2006-2007 2006-2007 2006-2007 2006-2007 2006-2007 2006-2007 2006-2007 2006-2007 Selma City Schools, Selma, AL PCM CSD, Prairie City, IA Radnor Township, PA St. John the Baptist Parish, LA Arlington School District, WA Tukwila School District, WA Clover Park School District, WA Wynne School District, AR Shaw Island School District, WA East Union CSD, IA East Grand, Granby, CO Anselmo-Merna Schools, NE Hot Springs, AR Bondurant-Farrar CSD, IA Chariton CSD, IA East End, AR Rochester School District, MN Todd County School Dist., SD Washington Pavilion of Arts & Science, Sioux Falls, SD Dr. Austin Obasohan Ms. Jane Hartz Babcock Dr. Linda Grobman Dr. Courtney Millet Dr. Kristine McDuffy Ms. Ethelda Burke Ms. Debbie LeBeau Dr. Benjamin Perry Dr. Marie Phillips Ms. Pam Armstrong-Vogel Ms. Nancy Karas Ms. Sue McNeil Ms. Joyce Craft Ms. Peggy Huisman Ms. Paula Jo Wright Ms. Myra Graham Dr. Romain Dallemand Dr. Margo Heinen Ms. Mary Guerra 39 2005-2006 Pulaski County School Dist., AR Mr. James Sharpe 2005-2006 Rapid City Catholic Schools, SD Ms. Bazbaza Honeycutt 2005-2006 Garden County Schools, NE Dr. Paula Sissel 2005-2006 Madison Parish, LA Mr. Michael Johnson 2004-2005 Fordyce Public Schools, AR Ms. Pam Blake 2004-2005 Intermediate School District 287, MN Ms. Sandra Lewandowski 2004-2005 Madison Parish, Tallulah, LA Mr. Michael Johnson 2004-2005 Lyons USD #405, KS Ms. Anne Lassey 2004-2005 Holdrege Public Schools, NE Ms. Cynthia Wendell 2004-2005 Stuttgart School District, AR Dr. Laura Bednar 2003-2004 Davenport CSD, IA Mr. Julio Almanza 2003-2004 NE CAP Exec. Dir., KS Ms. Jackie Hangley 2003-2004 Banner County, NE Ms. Lana Sides 2003-2004 Wagner, SD Ms. Susan Smit 2002-2003 Humboldt CSD, IA Ms. Joyce Judas 2002-2003 Newcastle, NE Ms. Vickie Caldwell 2002-2003 Hope, AR Mr. Thomas Muldrew 2002-2003 Carlsbad, NM Ms. Charlotte Neill 2001-2002 Plattsmouth School District, NE Dr. Renee Jacobson 2001-2002 Parsons, KS Dr. Deborah Perbeck 2001-2002 Walnut Grove R-V, MO Ms. Tanya Hunter 2001-2002 Iroquois School Dist., SD Ms. Lori Wehlander 2000-2001 Texarkana, AR Ms. Katherine Lease 1999-2000 Bison School District, SD Ms. Shazon Soehren 1999-2000 Montrose School Dist., SD Ms. Mary Austad 1997-1998 Ralston, NE Dr. Virginia Moon 1997-1998 Randolph, NE Dr. Mazlene Uhing 1994-1995 Clarks, NE Ms. Delores Raider 40 IOWA CITY, Iowa Proposal for Executive Search Services for the Position of CITY 1VI~~]V AC=ER March 3, 2010 The Mercer Group, Inc. Consultants To Management _.4~Ff'_n F-y ~. 3 ~ 3.' f ;i ::~--, .,. .. The Mercer Group, Inc. CO1~SLllt(ZI~tS TO MCL12CLg'elltiellt Sail W. Carrlm•a Road, #,7'26 Sunta Fe, New Mexico 87:i0:i (505) 466-J500 FAX (505) 466-127.1 E-mail: mercerC~mindsprireg.com March 3, 2010 Ms. Marian K. Karr, MMC City Clerk City of Iowa City 410 East Washington Street Iowa City, IA 52240 Dear Ms. Karr: The Mercer Group, Inc. is most pleased to submit this proposal to assist the City of Iowa City to recruit nationally and to develop exceptionally well-qualified candidates for the position of City Manager. We are most interested in assisting the City of Iowa City with this critical project, and if selected to conduct the search, would have no difficulty beginning the project immediately and expediting our work to ensure a smooth process. The Mercer Group, Inc. has extensive experience in conducting city manager searches locally and nationally. Our firm probably conducts more city manager and related searches each year throughout the United States than any other firm. We are especially well qualified to conduct this search for the City of Iowa City and have a good database of prospective candidates from recent similar searches. The purpose for engaging the services of an executive search firm is to seek out and recruit experienced candidates and to assist the City of Iowa City in selecting highly qualified individuals who meet the profile and needs of the City and who might not otherwise apply. We are the largest nationwide public sector search firm and we have more experience than any other public sector executive search firm. Mr. Mercer is a Certified Management Consultant (CMC) which is the preeminent designation earned in the management consulting profession. It is an indication that the individual possessing it has met and continues to meet strict certification requirements of the Institute of Management Consultants. The CMC designation represents that the individual has met world-class standards of competence, ethics and independence in the management consulting field. Mr. Mercer is the only management consultant with this designation operating in the public sector. (Please see www.mercergroupinc.comfnr more information about our firm and about current searches that we are conducting.) PINPOINTING WORKABLE SOLUTIONS FROM OUR OFFICES NATIONWIDE www.mercergroupinc.com Ms. Marian K. Karr, MMC City of Iowa City Page Two March 3.2010 The mission of The Mercer Group, Inc. is to make our clients proud that they engaged us to provide management consulting services for them. The Mercer Group, Inc. also makes extensive use of the Internet both with our own web page which can be located at www.mercergroupinc.comand through e-mail. We post positions with other Internet providers and make information available to a wide number of people who are Internet users. We also make extensive use of the Internet to review newspaper articles on top candidates, etc., from the community in which they are currently employed or were employed in the past. Our corporate headquarters is in Atlanta and we have branch offices in Arizona, California, Colorado, Florida, Georgia, Illinois, Louisiana, Michigan, New Mexico, North Carolina, Oklahoma, Texas and Virginia. We will work on the assignment from our Santa Fe office. Lead consultant on this search will be James L. Mercer. Other consultants to be used on this search will be Clark Wurzberger, Karolyn Prince-Mercer and Gary Goddard. ~~~~~~* Thank you for the opportunity to respond to this important assignment. This proposal is valid for ninety (90) days from receipt by The City of Iowa City. We are looking forward to discussing this proposal with you personally, and urge you to allow us to come to Iowa City at our expense to do that. We can move very quickly to do so. Please call me at 505-466-9500 if you have any THE MERCER GROUP, INC. ci~~ of Iowa ci~~r, Iowa TABLE OF CONTENTS Section Cover Letter Page No. I. FIRM NAME, OWNERS, BRIEF HISTORY ............................. I II. KEY PERSONNEL .............................................. 2-8 III. FIRM CAPABILITIES AND EXPERIENCE .......................... 9-19 IV. REFERENCES ................................................ 20-21 V. OTHER INFORMATION ........................................... 22 VI. ANTICIPATED SCHEDULE ........................................ 23 APPENDIX A. Sample Work Products 4 fy :: : ~ d~ ~ ~RI~.F t~t~i(~lt~ , ; ~ ~ t ~ ~ ~ KEY PERSONNEL FIRM CAPABILITIES AND EXPERIENCE REFERENCES OTHER INFORMATION ANTICIPATED SCHEDULE • APPENDIX NOTES • 10 I. FIRM NAME, OWNERS AND BRIEF HISTORY This section presents THE MERCER GROUP, INC.s qualifications to conduct searches of this type. A. Firm Qualifications The Mercer Group, Inc. is an independent management consulting firm incorporated in the State of Georgia and operating nation-wide. The firm was founded by James L. Mercer, along-term public management consultant. Mr. Mercer is also the sole owner of the firm. Mr. Mercer started his own firm in 1981 and, in 1984, merged it with another consulting firm, Wolfe & Associates, Inc. On June 1, 1986, Mr. Mercer acquired the Human Resource and Organizational Consulting Practice of Wolfe & Associates, Inc. This acquisition formed the basis for Mercer, Slavin & Nevins, Inc. He sold his interest in Mercer, Slavin & Nevins, Inc. early in 1990 and founded The Mercer Group, Inc. The Mercer Group, Inc. provides exceptionally high quality management consulting services to state and local governments, transit authorities, health care providers, utilities, special districts, and private sector clients. Specialty practice areas include: executive recruitment, organization and operations analysis, productivity improvement, strategic planning, management systems, compensation/classification/policy studies, privatization, budget evaluation services, government consolidation and organization development, training, and general management consulting. Our key consultants have conducted successful searches for hundreds of public sector organizations nationally and can offer numerous references as testimony of our work. This important engagement will be conducted by Mr. James L. Mercer. Mr. Mercer has conducted or assisted in the conduct of more than 2000 successful executive searches in recent years. The spectrum of our search experience is illustrated in Section II -KEY PERSONNEL. Mr. Mercer's resume is included below in Section II -KEY PERSONNEL. Mr. Mercer is the Chief Executive Officer of our firm and can be located at our corporate headquarters as follows: James L. Mercer, President The Mercer Group, Inc. 5579B Chamblee Dunwoody Road Suite 511 Atlanta, Georgia 30338 Telephone: (770) 551-0403; FAX: (770) 399-9749 Federal Tax ID No.: 58-1877068 F~ y Y !C r ~ p ~ a3~. > yg,~~ ' m ~ ~~ ~~ ~ ~ ~ ~,~ ~~~ ~ ~ ~0.~ ~r o ~. ;.d ~ -~" :'t L Xr.~ ,'S s ,'a ~ 1,A '.~.: t # ~k Y ,z.' ~ ;~'~ r"i -.J ~ `~rJ {l.;i ~ ~~ r~ ~~~ d , .1 E' s~ '.i ~'dc 1 ~rar ~{'-' y ~i , 9k'-'' g; ;3~e ~-se~' i.~ ','~~ ~ ~+~yr~ ~ r~~ -~ ~d ~ .~. ~ yy 'S'^t";e h. d ~ "~~r...r ,{ t.~ ~ rF 'k i ~f'j` Ifi`*, .4~ 1F ~,y .Y Jf it F z 4 r ~.s,~ ,-~ a`~r^ vC '~ ~~9.~,r ,,,- '~dl'TJ~~_ ~~ ~.~~~ ~~ ~'1~ 1, . c`~`a '~ L~~~,r ~~ } '"°' lsr~.1~ iyF- '<t°} 9' <!`..~~ to r a~ c~ ~~ -~.~.f t ~f ,2u,~ `'1- Y"~i4 '~ .,f~ ~ ~{~~ ~ k ~~ ~~ ~ i`Y., } .S :*t 1~ ^i 1~~C 1 i ~ y v' » t7-`~ ~ ~J; ~`li ~~ ~~~.1 ~y f 1 = L dpi. ~. ~ ~iek}, I i ~ f ~_~~l S~Y ti~`'"`~ ~~ ~ y ` 74 a 41 M ~ 5` c .? r?' 'v,H? ~6 ..,C? ~. / t o. r ~ r,• "i , ~i 4 '* ~.a ,~5 S~ f ` - 4~ '~'' '~i' ~ ai w 3~?~0 :- ' E , ~4~~~c f t Y r~ ',ra ~ ~ c *r q`~'~+ ~.~-t` .Y~C ~'"~' ~ ~ ~t,~~3 ~ „tomr ~ ;, u" ~ xr~ ~ 4 ~ ~ r ~ „'^ a~.~' ~~ , i -?T`f ~ ~ ,>~ r vC 4 ~- rT J#'^_ t 3i },~,~d ~.f'S -t h ~s « H~t,F ~x y ~ ri'}y .~•'S~ r f~ f 1~ F+"~ir-aM~ i -" ! 1~ i'1E~~ ~~~~L+~ t ,4_$,~ ~ _ '~~~ ,. ~.~ ny Tiy,. t ~~t }_y~ c~t:s~~ "t a-?~~ $.t~~~'.a a a ~ .,t , Z' [ t~~',YaCa ~;. x 1 5" ~'y ~ - ~ .f''4 :r "fit ~~sT~. n' ~'4~~ 9~'i ~~' 'B...G':'l r ~+,.' - ~'~ ~y` ,~ 5~~~- C~'~ x I': ~ ,~` ~~'~ ~ r i ~ y ~ 4 ~~ ~ ~'y ~ a ~`4~ e i ~ ~~ .r, J i~ ~.r-j,. !g': ~a '_r~t`1v~i' d .rr "~y,.~ a~~r~ i 5q~:~~S# ~ '. '4'~ ."~'w }`sv~~Y ~.:` ~ >~` ..+ ~r - :~~~. - S M, .. dryry. r J M ,. i . ~ ! ~ r} ~! E l _ Y. j ~. } F ~~, ~ z . tk. .•.~lr,J, ~ ~ ~~: ak{ F r ~ '"~ N_~.', yga ;c5.. ,~ .:~ M ~v pX: ..T ~; w.4 t~~y ~ x t '-?•`F ~ -:r -r - P. t G- F i c y ~- ~ ,"Y -. L < n f .~ry+.' r4'i >" t ~ n ti J _ l-r ~ ~ ,o ~~ w~j~+- 4 1~ ~ ., ~ - y;'= ~ ~~vrJ:rh ~ }' ~ d ~ r~~~'t. j G,• ~ w"'~;'4' ~`'+~ y, f"~ +~~ i'v K't i r L~'~~ 2` n ; ~{ ~~"' '; J 4 ,'~'.` ~ itti^Ck ~ '~ t „4 t. ~ ~ 4 ,t, i '~ vy. t1 ~ ka~ r ~,:r a '_ J.~F j ~:. ~ ck ~. `,i.:'F lam, 14. . L'"1 _/r•a y... ~ '~~ r. Z T F S~ .'~ L ~ ! ~ i `~ _ i C ~. r t f ~~ } _ ~ o -..r ~s '.'•~ __ it • ~ ~ ~ r. A. ~ ~ ,,. -[ - ~ - . . ~' , ,. .. - - .. ~ ~ i "; -~ .r - II. KEY PERSONNEL THE MERCER GROUP, INC. RECRUITMENT TEAM SKILLS MATRIX CATEGORIES OF SKILLS AND EXPERIENCE RECRUITMENT TEAM J. Mercer C. Wurzberger K. Prince-Mercer G. Goddard Special District/Non-Profit Small Municipality Large Municipality Urban County Rural County Suburban Government Search Committee Citizen Committee Minority Placements Internal Candidate Placement Women Placement Candidate Videotaping Local Government Work Experience CounciUManager Goal Setting Sunshine and Open Records Act Ex- perience National Experience and Contacts Other Public/Private Experience CEO & Department Head Place- ments Unbundled Search Process B. Resumes of Our Key Staff • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 1. James L Mercer, President -Atlanta and Santa Fe Offices Mr. Mercer will serve as Project Manager/Lead Consultant Mr. Mercer holds a Master of Business Administration degree from the University of Nevada, Reno, and a Bachelor of Science degree in Industrial Management from the same institution. He has also received a Certificate in Municipal Administration from the University of North Carolina at Chapel Hill and is a graduate of the Executive Development Program at Cornell University. Mr. Mercer is a Certified Management Consultant (CMC) and has more than 29 years of experience in executive search and management consulting. He has authored or co-authored five books and has written more 2 than 250 articles on various management topics. His experience covers the following functional areas: executive search, organization and operations analysis, management systems, productivity improvement, seminars/training, goal setting, strategic planning, privatization, government, consolidation, and general consulting. Prior to founding The Mercer Group, Inc., Mr. Mercer held positions as President of Mercer, Slavin & Nevins, Inc.; Regional Vice President of Wolfe & Associates, Inc.; as Partner and Vice President of 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 & Associates, Inc., and has served as Director of Government Consulting Services for Coopers & Lybrand in both the Southeast and Southwest, as well as Director of the Industrial Extension Division for Georgia Tech. (~i , Managers/Administrators Beavercreek, Ohio -City Manager - 2003 Billings, Montana -City Administrator - 2006 Billings, Montana -City Administrator - 2003 Billings, Montana -Assistant City Administrator - 2003 Billings, Montana -Deputy City Administrator - 2003 Bryan, Texas -City Manager - 2006 Carrboro, North Carolina -Town Manager - 2003 Casa Grande, Arizona -City Manager - 2003 Champaign, Illinois -Assistant City Manager - 2007 Charlotte, North Carolina -City Manager - 2008 Clayton, Missouri -City Manager - 2003 College Park, Maryland -City Manager - 2004 College Station, Texas -City Manager - 2006 College Station, Texas -Assistant City Manager (2) - 2006 Columbia, South Carolina -City Manager - 2009 Dayton, Ohio -City Manager - 2006 Dayton, Ohio -Assistant City Manager/Operations - 2007 Dayton, Ohio -Assistant City Manager/Economic Development - 2007 Downer's Grove, Illinois -Village Manager - 2005 Durham, North Carolina -City Manager - 2008 Durham, North Carolina -City Manager - 2004 Eau Claire, Wisconsin -City Manager - 2006 El Paso, Texas -City Manager 2004 El Reno, Oklahoma -City Manager - 2006 Fort Smith, Arkansas -City Administrator - 2008 Frankfort, Kentucky -City Manager - 2003 Galesburg, Illinois -City Manager - 2006 Gastonia, North Carolina -City Manager - 2007 3 Glen Ellyn, Illinois -Village Manager - 2008 Glen Ellyn, Illinois -Village Manager - 2006 Glendale, Arizona -Deputy City Manager (2 Positions) - 2004 Glenview, Illinois -Village Manager - 2004 Goldsboro, North Carolina -City Manager - 2004 Goodyear, Arizona -City Manager - 2007 Grand Island, Nebraska -City Administrator - 2007 Hampton, Virginia -City Manager - 2009 Indian Rocks Beach, Florida -Interim City Manager (Assist) - 2005 Indian Trail, North Carolina -Town Manager - 2009 Jacksonville, North Carolina -City Manager - 2010 Jacksonville, North Carolina -City Manager - 2005 Jacksonville, North Carolina -Assistant City Manager - 2007 Johns Creek, Georgia -City Manager - 2006 Johnson City, Tennessee -City Manager - 2005 League City, Texas -City Administrator - 2009 Macon, Georgia -Chief Administrative Officer - 2008 Martinsville, Virginia -City Manager - 2004 Mason, Ohio -City Manager - 2006 McAlester, Oklahoma -City Manager (Limited Scope Search) - 2006 McKinney, Texas -Assistant City Manager - 2006 Midland, Texas -City Manager - 2008 Monmouth, Illinois -City Administrator - 2007 Mount Holly, North Carolina -City Manager - 2007 Newburgh, New York -City Manager - 2009 Newport News, Virginia -City Manager - 2005 North Myrtle Beach, South Carolina -City Manager - 2010 North Myrtle Beach, South Carolina -City Manager - 2003 North Myrtle Beach, South Carolina -Assistant City Manager - 2008 Oak Ridge, Tennessee -City Manager - 2010 Oak Ridge, Tennessee -City Manager - 2003 Plainview, Texas -City Manager - 2003 Powder Springs, Georgia -City Manager - 2006 Prairie Village, Kansas -City Administrator - 2007 Punta Gorda, Florida -City Manager - 2004 Reading, Pennsylvania -Managing Director - 2003 Richland, Washington -City Manager - 2007 Richmond, Virginia -Chief Administrative Officer - 2009 Rio Rancho, New Mexico -City Administrator - 2003 Sandy Springs, Georgia -City Manager - 2005 Snellville, Georgia -City Manager - 2008 Takoma Park, Maryland -City Manager - 2004 Talladega, Alabama -City Manager - 2008 4 Talladega, Alabama -City Manager - 2003 Temple, Texas, City Manager - 2004 Tifton, Georgia -City Manager - 2007 Treasure Island, Florida -City Manager - 2004 Tucson, Arizona -City Manager - 2004 University City, Missouri -City Manager - 2005 Westminster, Maryland -City Administrator - 2006 White House, Tennessee -City Administrator - 2005 Wichita, Kansas -City Manager (Limited Scope Search) - 2008 Wichita Falls, Texas -City Manager - 2005 Wilmington, North Carolina -Deputy City Manager - 2003 Wilson, North Carolina -City Manager - 2004 2. Clark Wurzberger, Senior Vice President -California Office Mr. Wurzberger manages our California office and has over twenty years of public sector experience. He has served as District Representative for a California State Assemblyman and later became a Legislative Management Officer in two different federal agencies, the U.S. Agency for International Development and Department of State. Subsequently, Mr. Wurzberger was appointed a senior level personnel manager in the State Department. He later moved to the Department of Defense, where he was selected as a member of the U.S. Senior Executive Service and oversaw civilian personnel matters in the Pentagon on behalf of the Secretary of Defense. Most recently, Mr. Wurzberger served for seven years as Senior Associate with Hughes, Perry & Associates (formerly Hughes, Heiss & Associates), a highly regarded California-based public sector management consulting firm providing executive search and other consulting services to local government clients in California and other states since 1974. Mr. Wurzberger specializes in public sector executive search and holds a Bachelor's Degree in English from San Diego State University. He served for five years on the Board of Directors of the Cow Palace in San Francisco, amulti-purpose agricultural and entertainment facility that hosts national and regional events on behalf of the State of California. He has served as a local Board Member for the U.S. Selective Service System since 1996 and is a recipient of the Department of Defense Medal for Distinguished Public Service. Cit~Managers/Administrators Covington, Washington -City Manager - 2006 Dayton, Ohio -Assistant City Manager/Operations - 2007 Dayton, Ohio -Assistant City Manager/Economic Development - 2007 Los Angeles, California -Chief Legislative Analyst - 2005 5 3. Karolyn Prince-Mercer, Senior Vice President -Santa Fe Office Ms. Prince-Mercer received her Bachelor of Arts degree in History with minors in Art, Political Science and Education from the University of Nevada. She received her Doctor of Jurisprudence degree from Woodrow Wilson College of Law. She is licensed to practice law in New Mexico and in Georgia. Ms. Prince-Mercer is also qualified to administer and interpret the Myers-Briggs Type Indicator (MBTI) instruments. Ms. Prince-Mercer has been in management consulting for nineteen years. She has experience working in executive search, compensation and classification, and organization and management studies. Ms. Prince-Mercer is currently working on several executive level searches and has successfully placed city managers in various states. City Managers/Administrators Billings, Montana -City Administrator - 2006 Bryan, Texas -City Manager - 2006 Charlotte, North Carolina -City Manager - 2008 College Station, Texas -City Manager - 2006 College Station, Texas -Assistant City Manager (2) - 2006 Columbia, South Carolina -City Manager - 2009 Dayton, Ohio -City Manager - 2006 Durham, North Carolina -City Manager - 2008 Eau Claire, Wisconsin -City Manager - 2006 El Reno, Oklahoma -City Manager - 2006 Fort Smith, Arkansas -City Administrator - 2008 Gastonia, North Carolina -City Manager - 2007 Goodyear, Arizona -City Manager - 2007 Hampton, Virginia -City Manager - 2009 Jacksonville, North Carolina -City Manager - 2010 Jacksonville, North Carolina -City Manager - 2005 Jacksonville, North Carolina -Assistant City Manager - 2007 Johns Creek, Georgia -City Manager - 2006 Johnson City, Tennessee -City Manager - 2005 Joplin, Missouri -City Manager - 2004 Kent, Ohio -City Manager - 2005 Lakeland, Florida -City Manager - 2003 Lakeland, Florida -Assistant to the City Manager - 2004 Lake Worth, Florida -City Manager - 2009 Las Vegas, New Mexico -City Manager - 2009 League City, Texas -City Administrator - 2009 League City, Texas -City Administrator - 2004 6 Lee's Summit, Missouri -City Manager - 2008 Liberty, Texas -City Manager - 2007 Los Angeles, California -Chief Legislative Analyst - 2005 Macon, Georgia -Chief Administrative Officer - 2008 Marco Island, Florida -City Manager - 2004 Martinsville, Virginia -City Manager - 2004 Mason, Ohio -City Manager - 2006 McAlester, Oklahoma -City Manager (Limited Scope Search) - 2006 McKinney, Texas -Assistant City Manager - 2006 Midland, Texas -City Manager - 2008 Monmouth, Illinois -City Administrator - 2007 Mooresville, North Carolina -Town Manager - 2008 Mount Holly, North Carolina -City Manager - 2007 Muscatine, Iowa -City Administrator - 2009 Naples, Florida -City Manager - 2007 Naples, Florida -City Manager - 2003 Negaunee, Michigan -City Manager - 2004 Newburgh, New York -City Manager - 2009 Newport News, Virginia -City Manager - 2005 North Myrtle Beach, South Carolina -City Manager - 2010 North Myrtle Beach, South Carolina -Assistant City Manager - 2008 Oak Ridge, Tennessee -City Manager - 2010 Powder Springs, Georgia -City Manager - 2006 Prairie Village, Kansas -City Administrator - 2007 Richmond, Virginia -Chief Administrative Officer - 2009 Sandy Springs, Georgia -City Manager - 2005 Talladega, Alabama -City Manager - 2008 University City, Missouri -City Manager - 2005 Wichita, Kansas -City Manager (Limited Scope Search) - 2008 4. Gary Goddard~Vice President -Illinois Office Mr. Goddard has a distinguished public sector career of over 23 years. His career included City Manager and Assistant positions in Illinois, Iowa, Missouri and Ohio. His last position was eleven years as City Manager of Galesburg, Illinois. He has served the profession as President of the Illinois Downstate City Managers Association, Executive Board Member of the Illinois City/County Management Association, longtime member of the Illinois Municipal Leagues City Managers Advisory Committee and member of the International City/County Management Association. Mr. Goddard was a Sergeant in the United States Army serving in Washington D.C. and Bangkok, Thailand. Mr. Goddard has served on numerous panels and has been a speaker at professional association conferences and legislative forums. His particular areas of expertise include executive search, project 7 management, strategic planning, budget and finance and other related areas of management. He is also available for temporary City Management positions. He has a Bachelor of Arts in History/Political Science from Saint Ambrose University in Davenport, Iowa, and a Masters Degree in Public Administration from Drake University plus many hours of continuing education in public administration. Citv Managers/Administrators Decatur, Illinois -City Manager - 2008 Fairfield, Iowa -City Administrator - 2010 Muscatine, Iowa -City Administrator - 2009 5. Time Commitments Our fain has the quality time to devote to this search so as to meet the City of Iowa City's needs. Mr. Mercer would serve as Lead Consultant/Project Manager and be assisted in this search by Mr. Wurzberger, Mr. Goddard and Ms. Prince-Mercer. Mr. Mercer is currently working on the City of Oak Ridge, Tennessee, City Manager search; the City of North Myrtle Beach, South Carolina, City Manager search; and the City of Newburgh, New York, City Manager search. Mr. Wurzberger is not currently working on any city manager searches. Ms. Prince-Mercer is currently working on the City of Oak Ridge, Tennessee, City Manager search; the City of North Myrtle Beach, South Carolina, City Manager search; and the City of Newburgh, New York, City Manager search. Mr. Goddard is currently working on the City of Fairfield, Iowa, City Administrator search. 8 irk. ' a,tal~y tJia ~~ t ice'- ayi 5~ ,,{ fY f s'~ , f.~, ~' ~ ~ any ~~ ~f : ^ ~k ~;~ } i~ y~ J ~ ~ r r ~ f ~ . 'a(~ ~'s?~ ~ ~ k'rxo^-~~. a ~~5 d+ ~, 'Hr~~,r~7~<,~~~~t`,:~~~'~`Y''"x. •~, '' .:~~ t ~' a,~~i1,`.,~ x4 ~ 4x, ~ ~T *~a ~, d~r ~~ ~ ?- i~ .r ,~ ~ S~ _, t ~ s r~* ~ ~ ~°~&Y ~~ ~'~,'~~ rt A`.rc 3~ f.~~er h4y~ a'te' ~ ; .„roE 1~:»~Y" ~:~ '~Sfc i'~:~ ~~ '~ f y c ~ ~. ., ~~ ~y X.~ r , ~~~i~ a ~ a~ < ~ 4+ ~z+ . 4 , y, , ~ ~ ,_ , w ~r 'Yq ~ ~' ?~ ~` ~'. 4 r t'" ~ r n } rr ~ ~ ~i '~QµV i~. ,A h 4-~: 5 t ~:y ~ ~~~al--r'~ l!r ~~ y~~,S ~~'!.~ ~ .i ~• J.~2 V, ,/ ~ ~lr h 3 ti~.~ ~~ Yi ~ t '} ~ ~ +Afh t t'. ~. ~.R Y ~ _~! t •t '. A ty G r 4^ 4 ~ J 4 s .~a ~ r ~,~3~ 4rl ~;.~ ~ w~~4~',aSpY ~ ti-4 ~r ti`j'~. > e• >f ~ '?1eY ~-~" r r,~ s .. rA.~ ,2 ~~~±.~u ~ 'r~ ~ ;""~ b~ S~ }'`+ ~ :.~ ft t; H i' .a ~ J, s3. ~ ^ ~'>;~ ~ ~y ~~ ~,~~, h ~. ' ~ i ~ ~`; ~4' ~F sr. ' ~'~ '1 c a t~ s'? fzr,. '~~~ar~ '~ ~ ~ '~ ~? .n ~ ,~. .,4. s ~ ~ y!~,y ~ j. e rs~ " '~Cyy~'~b`~ ~' ~ S. 7 r .~s ~ i ~ "i~ ~~ ^`,~e''A~F~'" '~, -^}'~ .. ,''~ H x E ~ 2d. ~ rr`c~~•i '~% r -( ~.' ~ N S "! N ^ui - : N f f Y . ~ . i F ~ ~+r ~ "t, :.jam ~ ~ ?.~ .k ~ k~ ~ ~ ti .,Y ~~ '1 ? ~ ~ r.~~"-r~ ~o- .• ~ha'c- ~~.E `~ -2' ~,y i s,~-t ~ ~` 't~ s~ r I. ~, t ~;r~ ~ rii ~ -1 t ` i "+i Ys,~~ ~r r,~ Y~~t~t$ ~h~ ~ ! L r ', _, ~~ x ~'.. } ~x '~' S f D ~1 ~'"`' +~ r t ' ~ '~ x_yy S~ U ~{2~ 5t, ~..: .,a ',, d~ ~S}'- i. ~ ~ -t '' ~pks { '' ~ i "r ~ r r t~ .: d' ~,fy~ ~ T t,~ ~ n ..:? }ti 1.' L ' F -rY' y - - + ~Y.~ .q t -. ~ r . • Y _ r: ~~ ~ t ~ ~ L ~ t :, _ .. :. _ ,. ."' ,_1: III. FIRM CAPABILITIES AND EXPERIENCE A. Annroach Our approach and style are interactive. That is, we form a partnership with our client to conduct a project. The City of Iowa City will benefit through ease of implementation and by gaining more in- depth knowledge of executive search and management consulting techniques and expertise. B. Work Plan We recommend a seven (7)-step search process as follows: • PositionAnalysis - We will define work relationships, job qualifications and require- ments for the position -the "Position Profile". • Recruitment Process - We will recruit regionally and nationally for the position and network to locate qualified candidates. • Resume Review - We will identify qualified candidates. • Candidate Screening - We will thoroughly screen prospective candidates. • Background Investigation - We will thoroughly evaluate prospective candidates. • Interview Process - We will make recommendations and assist in selection. • Negotiation and Follow-un - We will facilitate employment and follow-up to ensure complete integrity of the process. 1. Position Analysis We will have extensive consultation with the City Council, other City staff and local leaders selected by them, as well as other individuals or groups (if you wish) to determine the City's vision/mission, goals and objectives, the needs and issues, requirements of the job, and to obtain information about the environment within which the position functions. In addition, we will spend a considerable amount of time at the beginning of the process in the City of Iowa City in order to determine the level of experience and training needed. During this process, we will initiate individual interviews with the City Council, citizen organizations, department heads and key staff, and others of your choice to identify expectations, perceptions, and concerns regarding the position. 9 Based on those meetings, we will prepare a draft position profile and review it with the City Council in order to arrive at a general agreement regarding the specifications for the position. The fmal position profile will include information about the City of Iowa City, the community, major issues to be faced, the position, and the selection criteria established. 2. Recruitment Process Because we have recently completed similar searches, we will first review our database to determine those candidates whom we may already know and/or already have on file who may meet the City's specifications. Although this process is valuable, we will rely most heavily on our own contacts in the city manager field and on our own experience. In other words, through "networking", we will conduct a nation- wide professional search for the best qualified candidates and invite them to apply for the position. We will provide the City Council with several advertising alternatives with varying degrees of cost and their associated benefits. Based on our discussions with the City Council, we will place ads in professional journals, in national, in-state and local newspapers, and in various minority and women's publications to encourage applicants to apply. 3. Resume Review We will review and analyze each applicant's background and experience against the position description criteria. We will acknowledge all resumes received and keep candidates informed of their status. 4. Candidate Screening Criteria for the preliminary screening will be contained in the approved "Recruitment Profile". They may include such items as education, technical knowledge, experience, accomplishments, management style, personal traits, etc. Screening of candidates against those criteria will be based on data contained in the resumes and other data provided by the candidates and on our knowledge of the organizations in which they work. At this stage, each must meet the minimum qualifications specified in the Recruitment Profile. We will be responsible for screening the applications received. This initial screening will be conducted by telephone and/or interactive video with the prospective candidate. We will conduct interviews with references who may know the candidate's background and expertise by telephone. Where feasible, we will also conduct personal interviews with top candidates. Once the initial screening is completed, we will select the prospective candidates who most closely match the criteria established by the City Council. The output of this step in the process will be a 10 matrix display of the top candidates showing how each rates against the selection criteria established by the City Council. This matrix will be reviewed with the City Council in one-on-one meetings and guidance obtained prior to proceeding. One contingency here is that the City Council may not approve of any of the candidates. If that should occur, we would, of course, keep searching until the City of Iowa City's needs are clearly met. After review by the City Council, we will personally interview each using various interview tech- niques. We will closely examine their experience, qualifications and achievements in view of the selection criteria and our professional expertise in evaluating the quality of such qualifications and achievements. We also request that all candidates provide us, in writing, substantial information about their accomplishments and their management style and philosophy. This information will be verified and, at the City Council's option, may be further tested by having the finalists complete management and leadership style inventories. We interpret these instruments for the City Council, as well. 5. Background Investigations As part of our process in evaluating top candidates, we make detailed and extensive reference checks. In conducting these, it is our practice to speak directly to individuals who are now or have previously been in a position to evaluate the candidates' job performance. We ask each candidate to provide us with a large number of references. We then network these references to other persons who know the candidate. In this way, we thoroughly evaluate each candidate. We have tallced to as many as 23 references concerning a single finalist candidate. These references and evaluations are combined to provide frank and objective appraisals of the top candi- dates. We also verify past employment difficulties, if any, including any legal action filed against former employers. As part of our evaluation process, we verify undergraduate and graduate college degrees. We arrange for credit checks, crinunal checks, and, as an additional option, can arrange for psychological (or similar) testing of the candidates that may be desired. As a part of this project we can provide the results of a Teleometrics Management Style Inventory on the finalist candidates. We can also conduct aMyers-Briggs analysis ofthe team with the new team member for team building purposes. (These may be extra cost items.) We will recommend background investigation criteria to the City Council which will make the final decision on the specifics of the background check. 6. Interview Process Based on the preceding steps, a recommended list of finalists for the positions of City Manager will be compiled. We will prepare a written summary on each finalist. The information will cover, but not be limited to, 1) present position, 2) total years experience, 3) salary requirements, 4) education, 5) previous positions held, 6) notable projects, 7) management style, 8) skills and abilities, 9) inter- ests, and 10) professional goals. 11 This information will be presented to the City Council in a detailed written format combined with the results of the background investigation and candidate screening. We will make a recommendation on a group of five (5) to seven (7) finalists. The City Council shall make the final decision on which and how many candidates will be interviewed. Our report will be presented in a meeting with the City Council in which we will discuss our recommendations and provide background information, sample questions and a rating form for the interviews. We can also assist the City Council at no extra charge in conducting targeted selection and/or simulation processes with finalists, if desired. In particular, we will explain which, if any, of the applicants specifically meet the total criteria established by the City Council or whether the final group simply represents the best available talent. We will also provide the City Council with our recommendations relative to timing, sequencing, location, setting, format, and conduct of interviews with the finalists. We will provide information about trends in employment, employment contracts and agreements, relocation expenses, perquisites, appropriate role for spouses, receptions, etc. We will arrange schedules for top candidate interviews with the City Council and will coordinate the process. 7. Negotiation and Follow-ub We will also assist in the negotiation process relative to salary, benefits and other conditions of employment. We feel that we can be especially helpful because we have proposed a fixed fee rather than one based on a percentage of salary. One contingency here is that an agreement may not be able to be arranged. If that is the case, we will work with the City Council to select an alternate candidate. We will properly handle any and all media relations. Unless otherwise directed, it is our standard practice to tell all media that we are working on behalf of the City Council and that any public statement should come directly from the City Council. We will maintain confidentiality of candidate information, to the degree possible, under Iowa law. Finally, we will notify by letter all unsuccessful candidates who were not recommended for interview with the City Council of the final decision reached. We suggest, however, that it is more proper for the City Council to directly notify all unsuccessful candidates whom they interviewed of the final result. Once the new City Manager has been on board for 30 days or so, we will conduct a session with the City Council and with the new City Manager in order to establish mutual performance criteria and goals for the position. In this regard, we will work with the City Council to define the role of the new City Manager within the City of Iowa City. We will follow-up periodically with the City Council and the new City Manager during the first year in order to make any adjustments that may be necessary. 12 We will keep the City Council closely informed and involved in decisions concerning the search process at all times. We will prepare and send to the City Council weekly e-mail updates and a formal progress report at the mid-point of the search. These reports will contain a progress report on the recruitment and specific steps to be taken to meet the City Council's deadlines and an itemization of expenses incurred-to-date and expected to be incurred during each succeeding project step. Support from the City Council will be needed, as follows: Arranging interviews with the City Council and key City staff Providing budget, organization charts and other documents Place of contact for the search Processing invoices for payment C. Schedule The search process normally takes 90- 120 days to complete. Kev: Client entity, position, year, lead consultant and Y (still with TMG) or N (not with TMG) City Managers/Administrators (over past seven (7) years) Alamogordo, New Mexico -City Manager - 2009 Gus Cordova Y Arkansas City, Kansas -City Manager - 2006 Kay & Phillip Robertson Y Aztec, New Mexico -City Manager - 2009 Gus Cordova Y Bay City, Michigan -City Manager - 2003 Tom Dority Y Beavercreek, Ohio -City Manager - 2003 Tom Dority Y Billings, Montana -City Administrator - 2006 Billings, Montana -City Administrator - 2003 Billings, Montana -Assistant City Administrator - 2003 Billings, Montana -Deputy City Administrator - 2003 Birmingham, Michigan -City Manager - 2010 Tom Dority Y Bloomfield Hills, Michigan -City Manager - 2006 Tom Dority Y Boulder, Colorado -City Manager - 2008 Tom Dority Y Bridgeport, Texas -City Administrator - 2010 Gary Holland Y Bryan, Texas -City Manager - 2006 Carrboro, North Carolina -Town Manager - 2003 Casa Grande, Arizona -City Manager - 2003 Casselberry, Florida -City Manager (Limited Scope Search) - 2003 Tom Freijo N Centennial, Colorado -City Manager - 2007 Tom Dority Y Centennial, Colorado -Assistant City Manager - 2006 Tom Dority Y Champaign, Illinois -Assistant City Manager - 2007 Charlotte, North Carolina -City Manager - 2008 Clayton, Missouri -City Manager - 2003 College Park, Georgia -City Manager - 2008 Kay & Phillip Robertson Y College Park, Maryland -City Manager - 2004 College Station, Texas -City Manager - 2006 Jim Blagg N College Station, Texas -Assistant City Manager (2) - 2006 Jim Blagg N Columbia, South Carolina -City Manager - 2009 Covington, Washington -City Manager - 2006 Clark Wurzberger Y 13 Dayton, Ohio -City Manager - 2006 Dayton, Ohio -Assistant City Manager/Operations - 2007 Dayton, Ohio -Assistant City ManagerBconomic Development - 2007 Decatur, Illinois -City Manager - 2008 Gary Goddard Y Downer's Grove, Illinois -Village Manager - 2005 Dublin, Ohio -City Manager - 2008 Tom Dority Y Durham, North Carolina -City Manager - 2008 Durham, North Carolina -City Manager - 2004 Eau Claire, Wisconsin -City Manager - 2006 El Paso, Texas -City Manager 2004 El Reno, Oklahoma -City Manager - 2006 Espanola, New Mexico -City Manager - 2008 Gus Cordova Y Eustis, Florida -City Manager - 2007 Tom Freijo N Fairfield, Iowa -City Administrator - 2010 Gary Goddard Y Federal Heights, Colorado -City Manager - 2007 Tom Dority Y Federal Heights, Colorado -City Manager - 2004 Tom Dority Y Fort Smith, Arkansas -City Administrator - 2008 Fort Smith, Arkansas -City Administrator - 2006 Frankfort, Kentucky -City Manager - 2003 Franklin Village, Michigan -Village Administrator - 1998 Tom Dority Y Gainesville, Florida -City Manager - 2005 Tom Freijo N Galesburg, Illinois -City Manager - 2006 Gastonia, North Carolina -City Manager - 2007 Glen Ellyn, Illinois -Village Manager - 2008 Glen Ellyn, Illinois -Village Manager - 2006 Glendale, Arizona -Deputy City Manager (2 Positions) - 2004 Glenview, Illinois -Village Manager - 2004 Glenwood, Illinois -Village Administrator - 2008 Gary Goddard Y Glenn Heights, Texas -City Manager - 2006 Jim Blagg N Goldsboro, North Carolina -City Manager - 2004 Goodyear, Arizona -City Manager - 2007 Grand Island, Nebraska -City Administrator - 2007 Granville, Ohio -Village Manager - 2005 Tom Dority Y Greeley, Colorado -Deputy City Manager - 2006 Tom Dority Y Gulfport, Florida -City Manager - 2003 Tom Freijo N GVR Metropolitan District, Green Valley Ranch, Denver, Colorado -District Manager - 2008 Hampton, Virginia -City Manager - 2009 Highland Park, Michigan -Interim City Manager - 2002-2003 Tom Dority Y Howell, Michigan -Deputy City Manager for Financial Services - 2004 Tom Dority Indian Rocks Beach, Florida -Interim City Manager (Assist) - 2005 Tom Freijo Indian Trail, North Carolina -Town Manager - 2009 Jackson, Michigan -City Manager - 2004 Tom Dority Y Jacksonville, North Carolina -City Manager - 2010 Jacksonville, North Carolina -City Manager - 2005 Jacksonville, North Carolina -Assistant City Manager - 2007 Johns Creek, Georgia -City Manager - 2006 Johnson City, Tennessee -City Manager - 2005 Joplin, Missouri -City Manager - 2004 Tom Dority Y Kent, Ohio -City Manager - 2005 Tom Dority Y Lakeland, Florida -City Manager - 2003 Tom Freijo N Lakeland, Florida -Assistant to the City Manager - 2004 Tom Freijo N Lake Worth, Florida -City Manager - 2009 Connie Hoffmann Y Las Vegas, New Mexico -City Manager - 2009 Gus Cordova Y Tom Dority Y Y N 14 League City, Texas -City Administrator - 2009 League City, Texas -City Administrator - 2004 Kay & Phillip Robertson Y Lee's Summit, Missouri -City Manager - 2008 Gary Holland Y Liberty, Texas -City Manager - 2007 Kay & Phillip Robertson Y Los Angeles, California - Chief Legislative Analyst - 2005 Clark Wurzberger Y Macon, Georgia -Chief Administrative Officer - 2008 Marco Island, Florida -City Manager - 2004 Tom Freijo N Martinsville, Virginia -City Manager - 2004 Mason, Ohio -City Manager - 2006 McAlester, Oklahoma -City Manager (Limited Scope Search) - 2006 McKinney, Texas -Assistant City Manager - 2006 Midland, Texas -City Manager - 2008 Monmouth, Illinois -City Administrator - 2007 Mooresville, North Carolina -Town Manager - 2008 Kay & Phillip Robertson Y Mount Holly, North Carolina -City Manager - 2007 Muscatine, Iowa -City Administrator - 2009 Gary Goddard Y Naples, Florida -City Manager - 2007 Tom Freijo N Negaunee, Michigan -City Manager - 2004 Tom Dority Y Newburgh, New York -City Manager - 2009 Newport News, Virginia -City Manager - 2005 North Myrtle Beach, South Carolina -City Manager - 2010 North Myrtle Beach, South Carolina -City Manager - 2003 North Myrtle Beach, South Carolina -Assistant City Manager - 2008 North Port, Florida -Assistant City Manager (Limited Scope Search) - 2003 Tom Freijo N Oak Ridge, Tennessee -City Manager - 2003 *Oakland Park, Florida -Assistant City Manager - 2004 Tom Freijo N Orlando, Florida -Chief Administrative Officer - 2005 Tom Freijo N Oxford, Ohio -City Manager - 2007 Tom Dority Y Pagosa Springs, Colorado -Town Manager - 2008 Tom Dority Y Parker, Colorado -Town Administrator - 2005 Tom Dority Y Petoskey, Michigan -City Manager - 2009 Tom Dority Y Peoria, Illinois -City Manager - 2008 Piqua, Ohio -City Manager - 2005 Tom Dority Y Plainview, Texas -City Manager - 2003 Jim Blagg N Pompano Beach, Florida -City Manager - 2009 Connie Hoffmann Y Powder Springs, Georgia -City Manager - 2006 Prairie Village, Kansas -City Administrator - 2007 Punta Gorda, Florida -City Manager - 2004 Reading, Pennsylvania -Managing Director - 2003 Richland, Washington -City Manager - 2007 Richmond, Virginia -Chief Administrative Officer - 2009 Rio Rancho, New Mexico -City Administrator - 2003 Safety Harbor, Florida -City Manager - 2006 Tom Freijo N Sandy Springs, Georgia -City Manager - 2005 Sarasota, Florida -City Manager - 2007 Tom Freijo N Snellville, Georgia -City Manager - 2008 Southlake, Texas -Assistant City Manager - 2005 Jim Blagg N South Miami, Florida -City Manager - 2003 Tom Freijo N Sun'n Lake Sebring Improvement District, Florida -General Manager - 2006 Tom Freijo N Sun'n Lake Sebring Improvement District, Florida -General Manager - 2004 Tom Freijo N Superior, Colorado -Town Manager - 2006 Tom Dority Y Takoma Park, Maryland -City Manager - 2004 Talladega, Alabama -City Manager - 2008 15 Talladega, Alabama -City Manager - 2003 Temple, Texas, City Manager - 2004 Tifton, Georgia -City Manager - 2007 Tipp City, Ohio -City Manager - 2008 Treasure Island, Florida -City Manager - 2004 Tucson, Arizona -City Manager - 2004 Union City, Georgia -City Administrator - 2007 University City, Missouri -City Manager - 2005 Vero Beach, Florida -City Manager - 2004 Westminster, Maryland -City Administrator - 2006 Westerville, Ohio -City Manager - 2007 White House, Tennessee -City Administrator - 2005 Wichita, Kansas -City Manager (Limited Scope Search) - 2008 Wichita Falls, Texas -City Manager - 2005 Wilmington, North Carolina -Deputy City Manager - 2003 Wilson, North Carolina -City Manager - 2004 Woodstock, Georgia -City Manager - 2008 Worthington, Ohio -City Manager - 2007 Wylie, Texas -City Manager - 2004 Jim Blagg N Kay & Phillip Robertson Y Tom Freijo N Kay & Phillip Robertson Y Tom Freijo N Tom Dority Y Jim Blagg N Tom Dority Y Jim Blagg N Jim Blagg left to become Assistant City Manager of Southlake, Texas Tom Freijo left to write a book, the book has been published Those with no names by them were conducted by James Mercer, Karolyn Prince-Mercer or both Three (3) City Manager searches our firm has completed are as follows: City of Peoria, Illinois, 2008 - 2009. Successfully placed Scott Moore (timetable follows) City of Midland, Texas, 2009. Successfully placed Courtney Sharp (timetable follows) City of Hampton, Virginia, 2009. Successfully placed Mary Bunting (timetable follows) 16 CITY OF PEORIA, ILLIONIS CITY MANAGER SEARCH SUGGESTED TIMELINE FOR SEARCH PROCESS Recruitment Brochure Developed January 30, 2009 Print Brochure and Invitation Letters February 2, 2009 Place Ads and Officially Re-Open Search Process Aggressively Source and Recruit Candidates Report to City on Search Progress Initial Review and Recommendation of Candidates to Mayor and City Council Consultant Conducts Reference and Background Checks on Selected Candidates Report to Mayor and City Council on Finalist Candidates Interviews of Candidates by Mayor and City Council Decision on Selected Candidate Negotiate with Selected Candidate New City Manager Reports to Work Close off Search/Notify Unsuccessful Candidates February 2, 2009 Feb. 2-Mar.13, 2009 Bi-Weekly Throughout March 17, 2009 Mar. 18-Apri13, 2009 Apri17, 2009 April 16-17, 2009 Apri120, 2009 Apr. 20-24, 2009 30 to 60 Days Later Apri127, 2009 17 CITY OF MIDLAND CITY MANAGER SEARCH SUGGESTED TIME LINE FOR REMAINDER OF SEARCH PROCESS Networking to Recruit Candidates Ends June 6, 2008 Formal Progress Report to Mayor and Council May 16, 2008 Cutoff Date for Receipt of Applications June 6, 2008 Meeting with Mayor and Council to Discuss Semi- Finalist Candidates June 13, 2008 Consultant Interviews, Reference and Background Checks on Chosen Applicants June 13-July 4, 2008 Report on Finalist Candidates July 7, 2008 Mayor and Council Interviews with Finalists July 10-11, 2008 Decision on Selected Candidate July 11, 2008 Negotiate with Selected Candidate July 11-15, 2008 New City Manager Reports to Work 30 to 60 Days Later Close off Search Week of July 21, 2008 18 CITY OF HAMPTON CITY MANAGER SEARCH SUGGESTED TIMELINE FOR SEARCH PROCESS Develop Recruitment Brochure and Secure Approval of City Council Sep. 9, 2009 Kickoff Search Process Sep. 10, 2009 Print Brochure and Invitation Letters Sep. 10, 2009 Aggressively Source and Recruit Candidates Sep. 10-Oct. 22, 2009 E-Mail Progress Reports to City Council Weekly Formal Progress Report to City Council October 13, 2009 Cutoff Date for Receipt of Applications October 22, 2009 Meet with City Council to Review Candidates of Interest October 28, 2009 (Consultant) Conduct Interviews, Reference and Background Checks on Candidates Oct. 29-Nov. 14, 2009 Report to City Council on Finalist Candidates November 16, 2009 Interviews of Candidates by City Council Nov19-20, 2009 Consultant Conducts any Additional Reference and Background Checks on Final Candidates Nov. 21-29, 2009 Decision on Selected Candidate November 30, 2009 Negotiate with Selected Candidate Nov. 30-Dec. 4, 2009 New City Manager Reports to Work 30 to 60 Days Later Close off Search December 7, 2009 19 IV. REFERENCES You may contact any of the following clients and placements for references on the executive search work of Mr. Mercer: Mayor Rod Davies City of Monmouth; population: 9,841 100 East Broadway Monmouth, IL 61462 309-734-2141 City Administrator Search Mayor Jim Ardis City of Peoria; population: 121,000 419 Fulton Street Peoria, IL 61602 309-494-8558 City Manager Search Mayor Wes Perry City of Midland; population: 103,880 300 N Loraine Avenue Midland, TX 79701 432-686-5000 City Manager Search Mayor William Bell City of Durham; population: 200,000 101 City Hall Plaza Durham, NC 27701 919-560-4214 City Manager Search Mayor Ronald L. Shaffer City of Prairie Village; population: 50,511 7700 Mission Road Priarie Village, KS 66208 913-381-6464 City Administrator Search Mayor Ben White City of College Station; population: 75,000 1101 Texas Avenue 20 College Station, TX 77840 979-764-3 541 City Manager Search Mr. Glenn Brown City Manager City of College Station; population: 75,000 1101 Texas Avenue College Station, TX 77840 979-764-3518 City Manager Search Mr. Jeff Pomeranz City Manager City of West Des Moines; population: 50,000 PO Box 65320 West Des Moines, IA 50265 Various Engineer and Safety Personnel Searches 21 V. OTHER INFORMATION THE MERCER GROUP, INC. GUARANTEES The ten (10) guarantees of our search work are explained below: 1. Client Organization: The client is defined as the entire entity, including all departments, divisions, sections and groups. This assures that all of our guarantees apply to the entire client organization. 2. Two-Year Off Limits: We will not recruit candidates from a client organization for two years after completion of a search assignment without the full agreement of the client. 3. Placement Off Limits Forever: We will never recruit a candidate whom we have placed in a client organization as long as he/she is employed by that organization without the full agreement of the client. 4. Continue the Search: If, for any reason, the client does not feel comfortable selecting a candidate from our original recommended group of candidates, we will continue the search until the client can make a selection. The only caveat is that we may need to charge additional out-of-pocket expenses only for this additional work. 5. Replacement of Successful Candidate: If the candidate we place with the client leaves the client organization for any reason during the 24 month period following the date of placement with the client, we will replace the candidate for the out-of-pocket expenses only that it costs us to make the new placement. 6. Parallel Candidate Presentation: We will not present a candidate simultaneously to more than one client. This permits our firm to represent one client organization without any conflicts of interest. 7. Client Conflicts: If asked, we will disclose to our clients the names of the organizations which are "Off Limits" that logically would be target organizations on the new search assignment. 8. Deceptive/Misleading Search Techniques: We commit to our clients and to our prospective candidates that we will not use any search techniques which may be considered as deceptive or misleading. 9. Resume Floating: We will not float resumes to organizations in the hopes that we can collect a fee if that individual is hired. 10. Not Represent Individuals: We assure our clients and individuals who may become candidates that we will not collect a fee from candidates whom we may recommend for a position. 22 VI. ANTICIPATED SCHEDULE CITY OF IOWA CITY, IOWA CITY MANAGER SEARCH SUGGESTED TIMELINE FOR SEARCH PROCESS Develop Recruitment Brochure and Apri126, 2010 Secure Approval of City Council Kickoff Search Process Apri127, 2010 Print Brochure and Invitation Letters Aggressively Source and Recruit Candidates E-Mail Progress Reports to City Council Formal Progress Report to City Council CutoffDate for Receipt of Applications Meet with City Council to Review Candidates of Interest Conduct Interviews, Reference and Background Checks on Finalist Candidates Report to City Council on Finalist Candidates Interviews of Finalist Candidates by City Council Conduct any Additional Reference and Background Checks on Finalist Candidates City Council Makes Selection of Candidate Negotiate with Selected Candidate New City Manager Reports to Work Close off Search April 27, 2010 Apri127 -June 4, 2010 Bi-Weekly May 21, 2010 June 4, 2010 June 10, 2010 June 11 - 25, 2010 June 29, 2010 July 7 - 8, 2010 July 12 - 19, 2010 July 21, 2010 Week of July 26, 2010 30 to 60 Days Later Week of August 2, 2010 23 THE CITY OF MONMOUT ILLINOIS invited your inl-eredl- in the podi~ion of H, CITY ADMINISTRATOR fl MONMOUTH... An Exciting Opportunity This is truly an exciting opportunity to provide leadership and man- agement to a historic and vibrant community rich in the high quality of life features important to us today. Monmouth is located in ~Vest- Central Illinois in easy commuting distance to Galesburg, Peoria and the Quad Cities. Monmouth is the home of 1Vlonmouth College, an outstanding liberal arts institution, and the CitS' is the county seat of «'arren County. The City is primarily an agricultural service center with a diversified manufacturing base and, among other things, was the birthplace of `Uyatt Earp. The City of Monmouth is seeking a City Administrator to carry out policy direction for the Cit}' established by the Mayor and City Council. ABOUT THE CANDIDATE The ideal candidate for City' Adminishator of lb'Ionmouth should possess educational training equivalent to a Bachelor's degree from an accredit- ed college or universih~ «Rth major course work in Public Administration, Business Adminishation or a related field. A person with a related i<'Iaster's degree is prefeared. Evidence of continuing pro- fessional development is important, such as that possessed by an ICMA Credentialed i~'I~anager. commitment to the City, a person who can hit the ground running and someone cvho is visionary, but who will also encourage department heeds to use their o~~n good ideas. The City of 1~Ionmouth is interested in a person who leads by example, is an excellent negotiator, a person who is a good decision maker, a team player, a good fiscal manager, someone experienced in economic development and someone who i_S interested in m,~intainirtg and developing an outstanding quality of life for citizens of the City. Additional characteristics of the new City tldminishator of iti'Ionmouth include a Ilexible individual who has a high customer service orientation, has good organizational skills, is a consistent individual and is a person who wants to be active and involved in the commumh'. Other desired traits include a person who will visit empl~pees in the field and someone «ho will stand up for what they believe. Also needed is a compassionate and sensible individual and one who is up-to-date technologically and someone who is willing to look at all sides of an issue before deciding on a course of action. Other attributes of the successful individual include a person who i_5 available and who has an open door policy, one who is fair and one who can successfully work with other governments for the success of the Cih' of Monmouth. Needed is a person who is creative, who takes a business approach to management, one who surrounds himself/herself with capable individuals and one who understands the needs of a smaller community. The next City Administrator of 14'Ionmouth should be a progressive and objective professional, a person of courage who is secure in their own abilities, someone who is accountable, has a "can do° attitude, has a high energy' level, and will strike a proper balance between the needs of the citizens, the Mayor and C;it`' Council and City' staff. ABOUT THE POSITION The City Administrator shall be appointed by a majority vote of the City Council of the City of Monmouth. The City Administrator shall be appointed on the basis of merit with due regard to training, expe- rience, administrative ability and general fitness For the office. The. Cit~> Administrator shall hold office for an indefinite term subject to removal at any time by a majority vote of the City Council. The City Administrator, subject to the limitations defined in resolu- tions and ordinances of the City and State Statutes shall be respon- sible directly to the 1~'Iayor and Council for the proper administra- tion of the business affairs of the City. The successful candidate should also possess a minimum of five to seven years of increasingly responsible experience in local government admin- istration or n><3nagement at the city administrator, city manager, deputy or assistant level and experience in a cih' of similar size to 1Vionmouth. Niembeiship in ICNIA is also desired of the successful candidate. Substantial experience in finance and budgeting, economic development and redevelopment would also be valuable to the successfid candidate. Preferred Krnnwle~ge, SkilL+ and Abilitie.+: The selected candidate for City Administrator of the City of 1~Ionmouth should be able to dearly and effectively demonstrate the followuig: • I{nowledge of modern leadership, management and supervisory methods and practices. • Abilit}~ to communicate effectively both verbally and in writing. • EfTcctivc interpersonal skills. Other characteristics of the successful candidate for City Administrator of Monmouth are a person of high integrity and ethics ~vho will make a Powers and Dutiee -Generally: • Carry out directives of the 1~Iayor and City Council which require administrative implementation. Report promptly to the 1Vlayor and Citv Council any difficulties encountered. • Be responsible for the administration of all day-to-day opera- tions of the City government. • Prepare a plan of administration which defines authoritT' and responsibility for all non-statutory positions of the City and sub- mit it to the City Council for adoption as the official organiza- tion and administrative procedure for the City. • Establish, when necessary, administrative procedures to increase the effectiveness and efficiency of City government according to current practices in local government, not inconsis- tent with the directives of the Mayor and Cit3~ Council. • Receive directives from the 1'~'Iayo in the event that action nor- mally requiring City Council approval is necessary in emergency situations at a time when the City Council cannot meet. • Attend, as anon-voting staff member, all Council meetings of the City. • Beep informed, under the guidance of the Cite' Attorney. con- cerning cun•ent federal, state and county legislation and admin- istrative rules affecting the Cih' and submit appropriate reports and recommendations on those matters to the City Council. • Keep informed concerning the availability of federal, state and county funds for local programs. Assist department heads and the City Council in obtaining these funds. • Represent the Manor and City Council in mailers involving leg- islative and intergovernmental affairs when authorized by the b'Iayor and Cih' Council. • Establish and maintain procedures to facilitate communications between citizens and City government to assure that complaints, grievances, recommendations and other matters receive prompt attention by the responsible official, and to assure that all such matters are expeditiously resolved. • Promote the economic well-being and o •o~~'th of the City through public and private sector cooperation. • Act as the gift ban officer for the City. • IUocument, file, maintain all ~Uorkers Compensation, OSHA and Illinois L-~bor Commission c)<•tims, filings, postings and certifications. Re<+pon.~ibilitiee to the City Council: • Attend all meetings of the Cih' Council, unless excused by the 1blayor or by a majority vote of the City Council, assisting the 14'Iayor and the Cih' Council as required in the performance of their duties. • In coordination with the Mayor; the City Council and the City Clerk, ensure that appropriate agendas are prepared 4or all meet- ings of the City Council, all City Council committees and all other appropriate committees and commissions of the City, together «~ith supporting material as may be required. • Assist the Cih' Attorney in the preparation of ordinances and resolutions as requested by the Mayor or City Council, or as needed. • Beep the 1Vlayor and City Council regularly informed about the activities of the Administrator's office by oral or written reports at regular and speci•ul meetings of the City Council. Per.+onnel: • Be responsible for the administrative direction and coordination of all employees of the City according to established organiza- tional procedures. • Recommend to the City Council the appointment, promotion, suspension or termination of any non-statutory employees of the City. • Evaluate the performance of department heads and equivalent personnel. • In conjunction with department heads, evaluate the performance of all employees on an annual basis. • Serve as the Personnel Director of the City. • lYork with department heads to assure that employees receive adequate opporhmities for training and development. Budyetinq and Pur~c/aadiny: • Serve as the Comptroller/Budget Officer of the City and perform all duties assigned to the Comptroller under State statute. • Be responsible for the preparation, posting and publishing, including all official notices required, of the annual City budget and City budget proceedings in accordance with the guidelines as may be provided by the City Council and in coordination ~~dth department heads, and pursuant to State statutes, for review and approval by the lb'layor and City Council. • Administer the budget as adopted by the City Council. • Report regularly to the City Council on the current fiscal posi- tion of the City. • Supewise the accounting system of the City and ensure that the system employs methods in accordance with current profession- al accounting practices. • Seine as the purchasing agent of the City. • Exercise general super~zsion over all officers of the City charged in any manner with the receipt, collection, or disbursement of the Cih' revenue, with the collection and return of the Cih' revenue, or with the collection and return of the City revenue into the treasury. The Cih' Administrator shall become a resident of the City of 14ionmouth within six months folio«'ing the date of appointment, unless this requirement is specifically waived or varied by the City Council ordinance or contract authorized by the City Council. ABOUT MONMOUTH The City of l~~onmouth is 194 miles Southwest of Chicago, 185 miles North of St. Louis and 50 miles from the Quad City area.lVlonmouth is located approximately 20 miles from the Mississippi River to the ~Uest and 50 miles from the Illinois River to the East. b'ionmouth is primarily an agricultural service center for the rural area surround- ing it and its diversified manufacturing base includes a meat process- ing plant and a pet food factory. ~i ABOUT MONMOUTH Conti,u,ec~ The area that is now 1~Ionmouth ryas first settled by John Talbot in 1828. The ~ illage of 1Vlonmouth was incorporated in 1836 when a group of citizens gathered at the schoolhouse and voted for incorpo- ration. "The first election was held on December 5, 1836 to elect the first group of trustees for the Village. As Monmouth grew in popu- lation and industry, the to~en corporation was found to be inade- quate. After much preliminary «•ork, a charter was received on June 21, 1852 from the State Legislature recognizing Monmouth as a City. In addition, the boundaries were extended one-half mile in each direction so the City included an area of four square miles. ll'Ionmouth College was formed in 1853 by taco reformed Scottish PresVyterians and became the Grst institution of higher education in the City. The college was founded as a co-educational institution and today is a highly regarded institution that is a thriving and important part of the community. A significant business venture expansion occurred in 1855 when the Chicago, Burlington and Quincy Railroad completed a local line enabling 1Vlonmouth to become the leading industrial to~~m in R'estern Illinois. President Ronald Reagan also spent time in l~ionmouth during his early years. Several of the businesses and homes from the past are considered as historic sites and a few are listed on the National Register of Historic Places. The City is centrally located with major highways in all directions for quick access to travel. The cost of living, based on the size and population, is relatively low compared to other surrounding areas. "I'he last census reported the population of illonmouth as 9,841. i'~'Ionmouth is the largest community in Warren County and one of the largest in the «'eetern Illinois region. Today, :~'Ionmouth continues to be a community that is rich in both ciil- hu•e and histoeZ•. A, 1~Ionmouth continues to grow and. develop, it can look back on its history as the blueprint of a successful community. ..~{9~iFR"~~:a,. .w .. .~.. COMPENSATION The starting salary for City Administrator of Monmouth will be market competitive, depending on the experience, qualifications and salaried history of the selected individual. In addition, the City of Monmouth provides an excellent fringe benefit package. HOW TO APPLY For additional information on this outstanding opportunity, please contact James L. IL'Iercer, President, The Mercer Group, Inc. at 505- 466-9500; mercerC4~mindspring.com. The Mercer Group, Inc. Consultants To Management ABOUT MONMOUTH CITY GOVERNMENT The City of Monmouth has a i'~'lavor-Council form of government with a City Administrator, Clerk and Treasurer. The City Council is composed of eight Alderpersons. There are two Alderpersons who each represent one of the four Wards ~«thin the City. Alderpersons are elected from the defined City ~ti'ards for four-year terms. The terms of the Alderpersons are staggered in two ;year intervals. The i'~'Iayor, Clerk and Treasurer are also elected for four-year terms based on an election at-large. The Mayor, City Clerk and City Treasurer positions are all part-time positions. As a Home-Rule municipality, Illinois State Statutes allo«• .Monmouth to have no legal debt limit, nor is the City required to seek referendum approval for the issuance of general obligation debt. Similarly, as a Home-Rule municipality, lbionmouth is not sub- ject to property tax caps imposed by the Illinois State Legislature. City Departments include Administration, Police, Zoning, Fire and Public ~~'orks, including «~ater and Sewer (Contracted Department). There are three employee collective bargaining units operating in the City government. The current overall City budget is $23.7 million and there are 64 FTF City employees. Confidential resumes should be sent by close of business July 20, 2007, to: James L. Mercer, President • The Mercer Group, Inc. -- 551 ~? Cordova Road, #726 • Santa Fe, Nitil 87.505 VOICE: 505-466-9500 FAX:505-466-1274 E-Mail: mercerCa~mindspring.com -_ Website: www.mercergroupinacom The City of Monmouth,lllinois is un Equal Qpportunity Employer and consic! ers applicants for all positions without regard to race, religion, sex, national ori- gin, uge, marital or veteran status, the presence of a non job-related medical or handicap, or any other legally protected status. /1/IAN March 4, 2010 Mr. Matt Hayek Mayor City of Iowa City 410 East Washington Street Iowa City, IA 52240 Dear Mayor Hayek, Thank you for the opportunity to provide the City with the enclosed proposal. Cities are experiencing difficult and challenging economic times. Iowa City is now setting the course for the future and selecting the right city manager is critical to carrying out the City's strategy and vision. Why hire Prothman? Our Extensive Knowledge of City Manager Candidates Prothman has conducted 25 national city manager/administrator recruitments in the last 24 months. This means we have interviewed over 300 semifinalist candidates. The Prothman Website We receive thousand of hits per month from city management professionals who are looking for city manager jobs. We hear all the time that our website is THE website for city management positions in the Pacific Northwest! Our City Management Network We are active and trusted in the city management profession. We are former city managers and members of the International City Management Association. Our network and personal phone calls bring 5 to 7 top candidates into our process when they weren't going to apply. Our Thorough Background Check Process of Finalist Candidates Not once has the press uncovered information that we did not know about and already advised Council of. We require nine structured references and we check references not on their reference list. We do a Google Internet background search on each finalist. We verify degrees and conduct a criminal history and driving records check. You can expect no surprises in the final interviews. Affordability Every city is experiencing reduced revenues and is cutting back employees and services. In response, Prothman has restructured its fees to be more affordable in these tough economic times. We offer a full recruitment and a one year guarantee for $18,000. Since ely, ~ ~~~~ Greg Prothman Prothman Company 3633 136~h PL SE, Suite 206~Bellevue, WA 98006206 368 0050 {ph}206 368 0060 {fx}~www.prothman.com TABLE OF CONTENTS Qualifications ...................................................................................................3 Scope of Services ......................................................................................... 4 PROJECT PLANNING 8c RESEARCH IDENTIFYING THE "IDEAL" CANDIDATE -POSITION PROFILE DEVELOPMENT RECRUITMENT STRATEGY CANDIDATE SCREENING FINAL INTERVIEWS Consulting Staff .............................................................................................8 Professional Services Fee &Expenses,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,10 Guarantee .........................................................................................................10 References .......................................................................................................1 Sample Materials .........................................................................................18 --~ /1//AN 206 368 0050 {ph} 206 368 0060 {fx} 3633 136t" PL SE, Suite 206 Bellevue, WA 98006 humanresources(a~prothman.com www.prothman.com ABOUT PROTHMAN Prothman is the Northwest's leading executive recruitment firm specializing in providing government agencies with highly experienced and qualified permanent and temporary employees. Founded in 2001, Prothman has quickly become the industry leader in public sector recruitment, having successfully completed over 350 public sector recruitments, as well as directing and recruiting for five new city startups. Our strength: Firsthand knowledge of local government. The firm's founder, Greg Prothman, started his career as a police officer for the City of Renton, WA. After earning his Master's in Public Administration, Greg was hired by the City of Des Moines, WA, as assistant city manager and then city manager. Greg joined the public sector executive recruitment industry in 1996 and has conducted over 300 searches. Our staff has extensive experience in public sector management unequalled by our competition. The Prothman team is comprised of talented consultants, all of whom have had extensive public sector experience with expertise ranging from city management, human resources, finance, public works and elected official public service. Our public sector experience combined with a hands-on understanding of how government agencies work has proven to be vital when screening and interviewing potential candidates. PROVEN KNOWLEDGE Prothman has successfully conducted over 350 public sector searches in Alaska, Washington, Oregon, Idaho, Montana, Wyoming, and Colorado. Public sector recruitment is our unique specialty and expertise. Beginning with our experience as successful public sector practitioners, to experience that comes from conducting hundreds of recruitments across the west, our knowledge of public sector laws pertaining to recruitment and selection is second to none! C/TY MANAGEMENT EXPER/ENCE • A unique combination of in-depth firsthand city management experience combined with a thorough understanding of public sector employment. Our staff has a cumulative 100 years in local government service, 19 years as successful City Managers. Prothman has conducted or is in the process of conducting 66 city/county manager or assistant manager searches. Prothman is currently conducting three national city manager searches and has completed 22 city/county manager searches in the last 24 months meaning our knowledge of excellent city management candidates is remarkably deeper and more extensive than any of our competitors. Our unequalled strength in firsthand knowledge of local government benefits you by not having to spend time educating us about the duties of the position you are recruiting for. This leaves more time for us to discover what is unique about your organization and what is important to you in terms of the qualities you would like to see in your next City Manager. The end result is a unique search tailored for the qualities you are looking for. 3~P<~ c SCOPE OF SERV/CES PROJECT PLANNING & RESEARCH We believe that a successful recruitment is the result of a well thought out plan, requiring careful execution cou led with a strong working partnership between the search consultant and the client. Working together throughout the search process provides the greatest opportunity for a successful outcome. Our goal is to thoroughly understand the City of Iowa City's needs and the values and culture of the organization. We suggest the following steps as a starting point: • Review the proposed search outline and modify as needed • Develop a project timeline • Identify the geographic scope of the search • Regional • National • Decide if a salary survey is needed This review will provide the City with accurate salary information to evaluate if the position is at "market rate." If a survey is needed, we will work with the City to identify similar organizations for compensation comparisons. • Gather and review all relevant documents related to the City Manager position and the City • Interview key stakeholders Including • City Council Members • Department Directors • Key Community Members • Others as directed IDENTIFYING THE "IDEAL" CANDIDATE -POSITION PROFILE DEVELOPMENT Documenting what we have learned by describing the "ideal" candidate is the best way to make certain that we are identifying the best candidates for the position. We will do this by developing a comprehensive "Position Profile." Once the Position Profile is written and approved, it will serve as the "benchmark" to measure a candidate's qualifications and organization "fit." It will also help potential candidates decide if this is the right career move for them. The Position Profile includes: • A description of the ideal candidate qualifications • Years of related experience required • Previous positions and sizes of communities • Specific relevant experience • Education requirements • Ideal personality traits and work habits • City of Iowa City information, including • Location and quality of life opportunities • A summary of City services • Number of City employees and budget size • A basic description of the position • A description of key issues and priorities facing the City and the City Manager position • A description of the compensation package • Information on how and when to apply 4~Pt~; RECRUITMENT STRATEGY We will work with the City to develop a recruitment strategy designed to identify outstanding candidates ideally suited to the position. We recognize that often the best candidates are not actively looking for a new position. This is the person we want to reach and recruit. We will accomplish this by: • Creating Recruitment Brochures Highlighting the position and the City • Direct Mail Campaign Researching and compiling a comprehensive list of potential candidates to be reached through a direct mail campaign • Direct Contact Calls Making direct recruiting calls to promising candidates based upon our extensive personal knowledge of excellent candidates • Ads in Print and on the Web Creating and placing targeted ads in professional publications, journals and on related websites targeting qualified candidates CANDIDATE SCREENING Once candidates have indicated an interest in the position, we will work with the City to begin identifying the most promising candidates. Using the Position Profile as our guide, we will conduct an extensive candidate review designed to gather detailed information on the leading candidates. We will do so by: • Initial Resume Screening We will conduct an initial review of all resumes, screening for minimum qualifications. • Supplemental Questions 8~ Applications The remaining qualified applicants will be asked to complete an application and Supplemental Questions/Writing Sample. We have found that this exercise provides a good example of a candidate's writing skills, analytical abilities and communication style and is an early indicator of his/her philosophy and values. • First Workshop Based upon the responses to the supplemental questions, we further screen the applicant pool, bringing the most promising candidates for your review. Using the application, supplemental questionnaire, resume and other materials submitted by the candidates, we will work with the City to identify the top semifinalists. Prior to the workshop we will provide a candidate sourcing summary detailing the efforts of advertising, direct mail campaign, and direct recruiting phone calls. The summary also includes a list of the applicants and from where they have applied. We will also begin preliminary discussions about designing the final interview process. • Consultant Semifinalist Interviews Prothman will conduct in-person or videoconference interviews or phone interviews with each of the semifinalist candidates. • Second Workshop Based upon the results of the semifinalist interviews, we will present our findings and recommendations for your review. We will advise you of the candidates meeting the qualifications, our knowledge of them, and their strengths and weaknesses relative to fit with your organization. We will then work with you to identify the candidates to invite to the final interviews. We will also complete the planning and design of the final interview process and begin identifying potential interview questions. S~P~~ FINAL INTERVIEWS The Final Interview process includes completing key steps before the actual interviews take place. These steps include performing detailed background checks, coordinating candidate travel, compiling final interview binders, determining the final interview configuration and facilitating the City's selection. Each of these steps is described below: • Background Checks Prior to the final interviews we will conduct a background check on each of the finalist candidates. If a "red flag" is found we will work diligently to either verify that the issue is serious enough to eliminate the candidate from further consideration or be able to fully explain the issue to the City's satisfaction. • REFERENCES We will ask each candidate to provide names of their supervisors, subordinates and peers for the last several years. From this list we will conduct reference checks on the finalist candidates through conversations with the individuals who have direct knowledge of the candidate's work and management style. We will also make a point of contacting individuals not on the candidate's preferred list of references. • EDUCATION VERIFICATION Prior to the final interviews we will verify that the candidate did in fact graduate with the degrees listed on their resume. We have found that approximately 1 out of 30 candidates does not have a degree claimed on their resume. • CRIMINAL HISTORY We will conduct a criminal history on each candidate in the states in which they have worked. • SEX OFFENDER CHECK We will verify that the candidate is not a registered sex offender in the states where they have worked. • Candidate Travel Coordination For those candidates who will be traveling to the final interviews, we will coordinate the travel arrangements, ensuring that each candidate is fully prepared for the final interviews and not distracted by travel difficulties. We work with the candidates to organize the most cost-effective and efficient travel arrangements. Each candidate is fully informed as to their travel arrangements, interview schedule and location of the interviews. We coordinate and finalize air travel, hotel reservations and rental cars. • Final Interview Binders Final Interview Binders are the tool that keeps the final interview process organized and ensures that all interviewers are "on the same page" when it comes to evaluating each candidate. The binders are assembled in order of candidate interview for each panel of interviewers. The binders include: • A MASTER SCHEDULE OF ALL PANELS AND CANDIDATE INTERVIEWS • A DRAFT LIST OF SUGGESTED INTERVIEW QUESTIONS DESIGNED TO AUGMENT QUESTIONS THAT YOU MAY WISH TO ASK • EACH CANDIDATE'S RESUME • EACH CANDIDATE'S APPLICATION • EACH CANDIDATE'S ANSWERS TO THE SUPPLEMENTAL QUESTIONS • CONFIDENTIAL REFERENCE CHECKS ON EACH CANDIDATE • EDUCATION VERIFICATIONS FOR EACH CANDIDATE'S DEGREES • CRIMINAL HISTORY CHECKS ON EACH OF THE FINALIST CANDIDATES -~R+OTHMAN 6 117 `3 r • Final Interview Process The design of the final interviews is an integral component towards making sure that all stakeholders have the opportunity to learn as much as possible about each candidate. Each of the advisory panels is designed to provide the City with as much information as possible regarding each candidate's strengths and weaknesses. Elements of the final interview process include: • IDENTIFYING INTERVIEW PANEL PARTICIPANTS (If desired by the City) We will work with the City to identify the participants of different interview panels to ensure that all stakeholders identified by the City have been represented. • PROVIDING SUGGESTED INTERVIEW QUESTIONS FOR EACH PANEL Suggested interview questions for each panel are composed based on what is unique to the City. The questions are designed to allow the interview panels to not only gauge the quality of the answer but to also measure organization "fit," as well. • IDENTIFYING FACILITATORS FOR EACH PANEL Panel facilitators assist the panel members in their review and editing of the suggested interview questions, as well as the consideration and discussion of possible new questions. The facilitator helps the panel determine who will ask which questions, the order in which they should be asked and will keep the interviews on schedule. More importantly, the panel facilitator will debrief with the panel and summarize the individual panel member's thoughts after each interview. At the conclusion of all of the interviews, the facilitator will gather input from all panel members and make sure that each panel member's opinions and thoughts are heard and represented when reporting back to the City. • FACILITATE THE CITY'S CANDIDATE SELECTION We will assist the City in their final process of determining their top candidate(s). We will also notify the unsuccessful candidates. • Assisting in Developing a Compensation Package and Letter of Offer Once the top candidate has been selected, we can also assist the City in developing a letter of offer outlining the compensation package and further assisting the City as an on-call advisor until an employment agreement is reached. 7~Pt, ~~ CONSUL T/NG STAFF PROJECT CONSULTANTS GREG PROTHMAN With more than 20 years experience in various functions of government and the public sector, Greg Prothman brings a solid and grounded perspective to best serve his clients. Greg offers a unique combination of in-depth, firsthand city management experience combined with a thorough understanding of local government and public sector employment. Early on, he served as a Renton Police Officer before making the move to Assistant City Manager for the City of Des Moines and then to City Manager, also for the City of Des Moines. Greg's 12 year tenure in city management benefits his clients due to his firsthand experience and the ability to thoroughly understand the client's needs. He's walked in their shoes -from police officer to top management. Noted as one of the region's leading progressive municipal managers, Greg brings a creative and thorough understanding of all facets of municipal administration. As President of the Prothman Company, Greg is uniquely positioned, through his extensive public sector and executive search background, to offer recruitment services. He has conducted over 300 executive searches and placements, successfully placing city managers, finance directors, IT managers, police and fire chiefs, public works and community development directors and many other positions. He has also formed and managed startup teams for five newly incorporated cities, including the City of Spokane Valley, WA, (pop. 82,000), the second largest incorporation of its kind in the U.S. A Seattle native, Greg completed his BA at Western Washington University and his Master of Public Administration degree from the University of Washington. BARRY GASKINS Barry Gaskins is responsible for candidate management. His attention to detail and understanding of timeliness to the customer and candidates is remarkable. Barry works with the lead consultant in following through with scheduling interviews, arranging candidate travel, managing candidate application packets, and assembly of candidate information to give to the client. Barry came to us from the Bill & Melinda Gates Foundation where he served as a Program Assistant for four years in the US Library Program. Barry grew up in Virginia, moving to Washington in 1993. He earned his Bachelor's Degree in Art from California State University in Los Angeles. ADDITIONAL PROTHMAN TEAM MEMBERS LYNN STOKESBARY Lynn retired from the City of Kirkland in 2006 as Assistant City Manager and has over thirty years of distinguished local government experience. Lynn worked twenty one years for Kirkland, serving as Director of Parks and Community Services from 1985-1997 prior to becoming Assistant City Manager in 1997. He also worked for the City of Bellevue from 1976- 1985 in various positions before becoming Assistant Director of Parks and Recreation. Lynn brings extensive knowledge of local government and years of leadership, supervisory and high profile special project management experience to the Prothman team. Lynn has a unique blend of interpersonal and analytical skills that make him highly effective in working with groups, problem-solving and producing high quality end results. He has extensive experience in a wide range of local government areas, including assessment of city operations and services, facilitating citizen and stakeholder participation, building and maintaining effective relationships MAIN g~~~4ir:C in the workplace, fundraising, land acquisition, and comprehensive planning for parks, arts and other civic facilities. Lynn is a 1975 graduate of Washington State University. A..1. HOUSLER A. J. retired as Administrative Services Director from the City of Edmonds following 20 years of continued service. While working for the City of Edmonds, A. J. also served as the Director of Finance. His most recent work within a city government included work as an Interim Director of Finance for the City of Sunnyside through the Prothman Company, along with his work for several other cities in an interim and consulting capacity. He currently works in a consultant capacity for the Prothman Company completing an assessment of the City of Sultan's Finance Department. DICK WARREN Dick has most recently served as a Prothman Company Interim Public Works Director for the City of Bothell. Additionally, he worked as the Interim Public Works Director for the City of Spokane Valley, assisting in the creation of all the public works functions and the hiring of the newly created department's staff. Dick's various consulting projects have included work for the City of Issaquah (By-Pass Project), a management review for the City of Arlington Water and Sewer Utility Departments, and cost review of the City of Port Orchard's sewage treatment plant. STAN MCNUTT Following retirement from the City of Des Moines as City Manager, Stan's work with the Prothman Company included serving as Interim City Manager for the newly incorporated City of Spokane Valley, which has a population of over 82,000 residents. While there, Stan implemented all administrative steps required to successfully provide municipal services on the City's date of incorporation. Most recently, Stan has worked in a consultant capacity with the City of Shelton, along with serving as Interim City Manager for the cities of Sequim, Port Townsend and the City of Leavenworth. SONJA PROTHMAN Sonja is a former councilmember for the City of Normandy Park and brings to Prothman the "elected official" side of city government; an invaluable perspective for understanding our client's needs. Sonja also brings private sector expertise having worked with the Boeing Company, where she evaluated construction processes and conducted time management studies. She is a graduate of the University of Washington where she earned a Bachelor's Degree in Communication. -~R+OrTF1MAlV 9 I, .j ', ~, FEE ~ EXPENSES Professional Services Fee Our fee for professional services is $18,000 plus expenses. The Professional Services Fee includes Prothman consultant's time required to conduct the recruitment, including placing recruitment ads, sending invitation letters, setting up and coordinating the semifinalist and finalist interviews, coordinating candidate travel, professional reference checks and all other search related tasks required to successfully complete the recruitment. The Professional Services Fee also includes Prothman's knowledge of excellent candidates, access to our extensive database of city management candidates, access to our website (averaging over 10,000 visits a month) and access to our reputation amongst city management professionals as "the" executive search firm to contact when looking for a new position. Expenses The following represents "expenses." Prothman will review all expenses with the City prior to expenditure. All expenses incurred for conducting the recruitment are the responsibility of the City. Expense items include but are not limited to: • Newspaper, trade journal websites and other advertising related to the announcement of the position • Direct mail announcements and regret letters • Delivery expenses • Printing of documents and materials • Travel and related expenses for consultants and candidates A 3% charge will be added to all pass through expenses which reflect City and State B&O tax obligations. Professional fees are billed in three equal installments during the course of the search. The first installment is billed when Prothman begins the project. The second installment is billed at the mid-point of the recruitment. The final installment is billed at the conclusion of the search. Expenses are billed monthly. GUARANTEE Our record of success in placing highly qualified candidates provides that Prothman will guarantee the placement of a qualified candidate. Provided the Client follows our finalist candidate recommendations and the key elements of the search process as outlined in the proposal, if the selected finalist candidate is terminated for cause or resigns within one year from the employment date, we will conduct a replacement search with no additional professional fee. The only cost to you would be the expenses related to the additional search. You have the right to cancel the search at any time. Your only obligation would be the fees and expenses incurred prior to cancellation. 10~1'~i, c REFERENCES - MANAGER/ADM/N/STRATOR RECRU/TMENTS RECENT AND IN PROGRESS SEARCHES CONDUCTED BY PROTHMAN IN THE LAST 24 MONTHS City of White Salmon (2,195 pop.) City Administrator (in progress) Dave Poucher Mayor (509) 493 1133 City of Sunnyside (15,130 pop.) City Manager (in progress) Jim Restucci Mayor (509) 837 3782 City of Carnation (1,900 pop.) City Manager- (in progress) Mike Flowers Mayor (425) 333 4192 City of Edgewood (9,560 pop.) City Manager- (just completed) Jeff Hogan Mayor (206) 842 7633 Clackamas County (3s5,ooo pop.) County Administrator- (just completed) Lynn Peterson Board Chair (503) 655 8581 Association of Washington Cities (AWC) CEO (recently competed) Karen Rogers Past President (360) 417 1143 & Port Angeles Council Member City of Walla Walla (30,900 pop.) City Manager- (recently competed) Barbara Clark Mayor (509) 527 4522 Clatsop County (37,315 pop.) County Manager (2) Jeff Hazen Board Chair (503) 325 1000 City of Bothell (32,400 pop.) Deputy City Manager Bob Stowe City Manager (425) 486 3256 City of Prosser (5,045 pop.) City Administrator (2009) Paul Warden Mayor (509) 786 2332 City Administrator (2003) City of Woodburn (22,s75 pop) City Administrator (2009) Kathy Figley Mayor (503) 982 5231 City Administrator (2000) Jefferson County (29,279 pop.) County Administrator Phil Johnson Commissioner (360) 423 0900 City of Mukilteo (19,360 pop.) City Administrator Joe Marine Mayor (425) 355 4141 City of Ontario (11,245 pop.) City Manager Joe Dominick Mayor (541) 889 7684 City of Colorado Springs (44s,ooo pop.) Assistant City Manager Penny Culbreth-Graft City Manager (719) 385 5455 -1~R077-OMAN 11 ~I'~~~c Blaine County (15,000 pop.) County Administrator (2) Larry Schoen Board Chair (208) 788 5500 City of Sun Valley (1,427 pop.) City Administrator Wayne Willich Mayor (208) 622 4438 City of Whitefish (8,000 pop.) City Manager Mike Jenson Mayor (406) 862 5120 City of Chelan (3,835 pop.) City Administrator Bob Goedde Mayor (509) 682 4037 City of Connell (3,205 pop.) City Administrator Gary Walton Mayor (509) 234 2701 City of Bainbridge Island (22,200 pop) City Administrator (2008) Darlene Kordonowy Mayor (206) 842 7633 City Administrator (2004) City & Borough of Wrangell (2,030 pop.) Borough Manager Don McConachie Mayor (907) 874 2381 City of Ketchum (3,226 pop.) City Administrator Randy Hall Mayor (208) 726 3841 City of Damascus (8,000 pop.) City Manager Jim Wright Mayor (503) 658 8545 City of Louisville (22,000 pop.) City Manager Kathleen Hicks HR Director (303) 335 4722 City of Woodinville (10,140 pop.) City Manager Cathy VonWald Mayor (425) 489 2700 Gunnison County (15,000 pop.) County Manager Hap Channel) Commissioner (970) 641 0248 ADDITIONAL MANAGER/ADMINISTF~ATOR PLACEMENTS City of Astoria City of Chehalis City Manager City Manager City of Battle Ground Clackamas River Water District City Manager General Manager Deputy City Manager City of DuPont City of Blaine City Administrator City Manager City of Hailey City of Bonney Lake City Administrator City Administrator -f~R+OrTI-IMAN 12 ~ I' ~t ~_ r City of Kent City of Post Falls Deputy Chief Admin Officer City Administrator City of Kenmore City of Port Townsend City Manager City Manager Assistant City Manager Port of Ridgefield City of Lake Forest Park Executive Director City Administrator City of Sammamish City of Leavenworth City Manager City Administrator (2) City of Seaside City of Lynden City Manager City Administrator City of Shelton City of Mill Creek, WA City Administrator City Manager City of Shoreline City of Milwaukie, OR Deputy City Manager Assistant City Manager City of Snohomish City of Mountlake Terrace City Manager City Manager (1996) City Manager (2006) City of Spokane Valley City Manager City of Normandy Park Deputy City Manager Deputy City Mgr/Finance Dir City Manager City of Sultan City Administrator City of Ocean Shores City Manager 13~1'~a~~e CLIENT LIST Association of Washington City of Billings, MT Chelan County Cities (AWC) City Engineer Community Dev. Director (2) Chief Executive Officer Regional Justice Center Dir. City of Blaine Reg. Justice Center Dep. Dir. City of Astoria, OR City Manager City Manager Public Works Director Clackamas County, OR Community Development Director County Administrator City of Arlington Finance Director Community Dev. Director (2) Clackamas River City Administrator Blaine County, ID Water District, OR Fire Chief County Administrator (2) General Manager Finance Director Utilities Manager City of Bonney Lake C/atsop County, OR Public Works Director City Administrator County Manager (2) Utilities Manager Public Works Director Community Corrections Director Building Official Development Services Manager Police Chief City of Bothell Public Works Director Clatsop County City of Auburn Fire Chief (2) Sheriff's Office, OR Planning, Bldg. & Community Dir. Human Resources Director Jail Commander Deputy City Manager City of Bainbridge Island City Attorney City of Colorado Springs, CO City Administrator (2) Assistant City Manager Finance Director City of Bozeman, MT Community Dev. Director Chief Building Official City of College Place City Attorney Environmental Services Dir. Deputy Finance Director City of Carnation Project Manager City Manager City of Connell Engineer Public Works Director City Administrator City of Battle Ground City of Camas Covington Water District City Manager Deputy Fire Chief Utilities Director Deputy City Manager District Engineer Community Dev. Director (2) City of Canby, OR Water Resources Manager Public Works Director (2) Police Chief Assistant Water Resources Mgr. Finance Director Project Engineer City of Centralia Business Manager Bayview Manor Community Development Director Controller Executive Director Economic Development Director Cowlitz County City of Bellevue Central Whidbey Island Fire Building & Planning Director Senior Planners & Rescue Fire Chief Cowlitz Sewer Benton County Operating Board Emergency Services City of Chehalis Superintendent Director of Emergency Services City Manager Emergency Management Mgr Police Chief City of Damascus, OR Communications Manager Finance Manager Community Dev. Director City Manager Benton County City of Chelan Fire District #4 City Administrator City of DuPont Fire Chief City Administrator Planning Director Finance Director Public Works Director -f~R+t717-1MAN l 4 ~ P ~z ~~ ~ City of Duvall JEFFCOM 911 City of Lake Oswego, OR Planning Director Director Water Treatment Plant Manager East Jefferson Fire Rescue Fire Chief Jefferson County County Administrator Lakehaven Sewer & Water District General Manager City of Edgewood City Manager Public Works Director Senior Planner The Elevated Transportation Co Administrative Services Manager Capital Projects Manager Administrative Assistant City of Enumclaw Public Works Operations Mgr Finance Director Fire Chief City of Ephrata Police Chief City of Ferndale Police Chief Public Works Director City of Fircrest City Manager City of Fife City Manager Firgrove Mutual Water Manager City of Gillette, WY Public Works Director Community Development Director City of Green River, WY Community Development Director Gunnison County, CO County Manager City of Halley, ID City Administrator Issaquah School District Asst. Superintendent for Operations City of Issaquah Director, Information Services Police Chief City of Kelso Public Works Director Community Dev. Director City Manager City of Kenmore City Manager Finance Director City Engineer (2) Community Development Director City of Kent Deputy Chief Admin. Officer Accounting Manager Deputy Fire Chief Professional Land Surveyor Finance Director Information Tech. Director City of Ketchum, ID City Administrator Ketchum Community Development Corporation Executive Director King County Housing Authority Finance Director King County Library System Human Resources Manager King County Sheriff's Office Chief Financial Officer City of Kirkland Police Chief Water Division Manager Public Works Director Director of Fire & Bldg. Services Kitsap County Director of Administrative Services City of Lake Forest Park City Administrator (2) City of Lakewood Assistant City Manager City of Leavenworth City Administrator (2) Public Works Director Finance Director/City Clerk Lewis County Dir of Public Health & Social Services Public Works Director/County Engineer Lincoln City, OR Finance Director City of Littleton, CO Finance Director Community Development Director City of Long Beach Community Development Director City of Louisville, CO City Manager City of Lynden City Administrator Building Official Public Works Director City of Lynnwood Public Works Director Assistant Fire Chief Manchester Water District General Manager City of Marysville Police Chief (2) Finance Director Public Works Director Engineering Services Manager Streets/Surface Water Manager Mason County Public Works Director City of Medford, OR Planning Director 15~1'a;~c City of Mill Creek Police Chief Fire Chief City Manager City of Milwaukee, OR Assistant City Manager Community Development Director Finance Director City of Monroe Police Chief City of Moscow, ID Assistant Community Dev. Director City of Mountlake Terrace City Manager Police Chief Muckleshoot Indian Tribe General Manager City of Mukilteo City Administrator Multnomah County, OR Human Resources Manager (2) City of Port Angeles Police Chief Port of Seattle Fire Chief City of Port Townsend City Manager Public Works Director Development Services Director City of Post Falls, ID City Administrator Community Development Director City of Pou/sbo Chief of Police City of Prosser City Administrator (2) Finance Director City Clerk City of Puyallup Building Official Assistant City Manager Human Resources Director City of Sandy, OR Police Chief City of Seaside, OR City Manager Seattle Aquarium Society Executive Director City of Seattle City Council Senior Policy Analysts (5) City of Sequim Public Works Director City of Shelton City Administrator Community Development Director Management Assistant Public Works Director City of Shoreline Deputy City Manager City Engineer Planning Director Public Works Director City of Normandy Park Deputy City Mgr/Finance Director Executive Assistant Grants Mgr/Associate Planner Planning Director Finance Director City Manager North Beach Public Development Authority General Manager City of Redmond Deputy Public Works Director Deputy Fire Chief Technology Manager (2) City of Renton Community Serv. Administrator Human Resources Administrator Domestic Water Treatment Mgr. City of Ridgefield City Manager City of Ocean Shores Port of Ridgefield City Manager Executive Director Community Development Director City of Olympia Public Works Finance Mgr Olympic Terrace Sewer District District Manager City of Ontario, OR City Manager Providence Point General Manager City of Richland Chief of Police Transportation Engineer Public Works Director Parks Superintendent City of Sammamish City Manager Transportation Program Engineer Senior Project Engineers (3) Project Engineer Parks Project Manager Skagit County Public Works Director Assistant County Engineer Youth & Family Services Admin. City of Snohomish City Manager Police Chief City Engineer Snohomish County IT Director Snohomish County Emergency Radio System Radio System Manager SNOPAC - 911 Emergency Communications Executive Director City of Spokane Valley City Manager Deputy City Manager (2) Finance Director Public Works Director Community Dev. Director (2) Building Official (2) Parks & Rec. Director (2) City Clerk 16~Pa>>~ Assistant City Clerk City Attorney City of Stanwood Finance Director State of Washington Assistant Director, Dept. of Eng. & Architecture City of Sultan City Administrator City of Sunnyside City Manager Finance/Admin. Services Dir City of Sun Valley, ID City Administrator City of Tacoma Public Works Director Vashon Island Fire & Rescue Fire Chief Assistant Fire Chief City of Walla Walla Public Works Director Finance Manager City Manager Washington State PTA Executive Director WA State School Directors Assoc. Executive Director Washington School Information Processing Cooperative (WSIPC) Executive Director City of White Salmon City Administrator City of Woodburn, OR City Administrator (2) Community Development Director City of Woodinville City Manager Development Services Director City of Woodland Fire Chief City & Borough of Wrangell, AK Borough Manager Yakima County IT Director Thurston County Human Resources Director Assistant CAO Tulalip Tribes Police Chief City of Whitefish, MT City Manager Town of Yarrow Point Town Clerk 17~I~~~~~~~ SAMPLE MATERIALS Application, Position Profile, and Invite Letter We have included our application, and examples of the Position Profile and Invite Letter from previous recruitments to demonstrate the quality of our work. • Application • The Position Profile (see page 4) is a document used to describe the organization, the position, ideal candidate qualifications, key issues facing the organization and the position, the compensation package and information on how and when to apply. The Position Profile is posted on our website and sent to the Client to post on their website (if desired). • The Invite Letter is a summary version of the Position Profile. It is used for a direct mail campaign aimed at contacts in our extensive multi-state database. -~R+07"HMAN 18~i'~,~~c APPLICATION ~ rH~v 206 368 0050 {ph} 206 368 0060 {fx} 3633 136`h PL SE, Suite 206 Bellevue, WA 98006 humanresourcesta'~prothman.com www.Drothman.com Application ~______t n..sa,. CITY MANAGER 1'Cf~V11A1 rI VIIIG Name Work Phone Fax Address Home Phone Cell Phone City State Zip Email Education Institution Location Major Degree Institution Location Major Degree Institution Location Major Degree Institution Location Major Degree Surname when in school if different: Work History please list chronologically all positions starting with your most recent employment to Agency Position Dates employed (mo./yr.) Annual Salary Population Number of FTEs Budget Size Type of organization -full service, contract or other additional comments to Agency Position Dates employed (mo./yr.) Annual Salary Population Number of FTEs Budget Size Type of organization -full service, contract or other additional comments to Agency Position Dates employed (mo./yr.) Annual Salary Population Number of FTEs Budget Size Type of organization -full service, contract or other additional comments to Agency Position Dates employed (mo./yr.) Annual Salary Population Number of FTEs Budget Size Type of organization -full service, contract or other additional comments to Agency Position Dates employed (mo./yr.) Annual Salary Population Number of FTEs Budget Size Type of organization -full service, contract or other additional comments Application -Page 3 Name: Do you have a valid driver license? yes/no state license number Desired salary: Availability: Is there a current employer that you do not wish us to contact until you become a finalist? Professional References Please provide nine professional references from your last three positions. Please do not provide nonprofessional references such as personal friendships or relatives. Supervisors -Name Title Phone Email Peers -Name Title Phone Email Subordinates -Name Title Phone Email I certify that all statements on my application and other materials are true to the best of my knowledge. I understand that falsification or omission of information relevant to employment or failure to fully complete the application form may disqualify my application. I agree and give my consent that any person, firm or organization listed herein is authorized to furnish Prothman with reference material concerning my character, past employment or any other information requested. I understand and agree that the hiring agency or its agents retains the right to determine the fitness and adaptability of applicants for employment. Signature: Date: (If you are submitting the application electronically, to move forward in the process, Prothman must have a signed copy of the application. This can be mailed or faxed.) How did you hear about this position? -~RO'THMAN Application -Page 3 Name: Do you have a valid driver license? yes/no state license number Desired salary: Availability: Is there a current employer that you do not wish us to contact until you become a finalist? Professional References Please provide nine professional references from your last three positions. Please do not provide nonprofessional references such as personal friendships or relatives. Supervisors -Name Title Phone Email Peers -Name Title Phone Email Subordinates -Name Title Phone Email I certify that all statements on my application and other materials are true to the best of my knowledge. I understand that falsification or omission of information relevant to employment or failure to fully complete the application form may disqualify my application. I agree and give my consent that any person, firm :~r organization listed herein is authorized to furnish Prothman with reference material concerning my character, past employment or any other information requested. I understand and agree that the hiring agency or its agents retains the right to determine the fitness and adaptability of applicants for employment. Signature: Date: (If you are submitting the application electronically, to move forward in the process, Prothman must have a signed copy of the application. This can be mailed or faxed.) How did you hear about this position? --~R~T/'l/V/~41V EXAMPLE OF POSITIQN PROFILE t ~ ~~ ~%j~ T ~~ t~iY~r ~~ ~~,+~ ~~~~~~~ J The City of Colorado Springs is seeking a progressive management professional to serve as the City's next ..~ ASSISTANT CITY MANAGER $132,718 to $165,898 ~oQ plus excellent benefits Apply by JUNE 20, 2008 (first review, open until filled) ~'~ - ~~ i'l f='r1#l17CJ ~;rt/t'.°~!C)IiS WHY COLORADO SPRINGS The City of Colorado Springs, Colorado is a thriving community with a diverse economic base in a scenic location which offers plentiful work and leisure opportunities. The City is aforward-thinking organization dedicated to sustainable growth, quality service, and continual improvement. The City is looking for a talented management professional to serve as their next Assistant City Manager. If you are looking for an opportunity to play a key role in the future of a large, dynamic community, this is the right position for you! THE COMMUNITY The City of Colorado Springs, with approximately 408,000 citizens, is the second most populated city in Colorado. It is the State's largest city in terms of land, covering an area of 194.5 square miles. - Quality of Life is a key attraction of Colorado Springs. The City was named by Money magazine in 2006 as the best big city in which to live, and the March 2008 Issue of Men's Fitness magazine ranked Colorado Springs as the fittest city in the country. The City is situated at the base of Pikes Peak, 70 miles south of Denver at an elevation of over 6,000 feet. The Rocky Mountains provide scenic views as well as opportunity for outdoor activities, making the area an attractive tourist destination. Citizens of Colorado Springs enjoy biking, hiking, camping, and many other adventures throughout the 14,000+ acres of parkland during an average 247 days of sunshine per year. Over the years, Colorado Springs has been a tourist destination due to its surrounding natural beauty and other landmarks. Some popular sights in and around Colorado Springs include Garden of the Gods, Pikes Peak - America's Mountain, United States Olympic Headquarters and Training Center, Cheyenne Mountain Zoo, United States Air Force Academy, and The Broadmoor Hotel. Colorado Springs citizens enjoy a modern urban setting, which offers business, commerce, and the arts in addition to its numerous parks and trails. The city airport is the second largest in the state. Quality schools, low crime rates and diverse faiths add to the positive sense of community. The local economy is robust as the military, defense, high tech and tourism industries have provided the foundation for Colorado Springs to become one of the nation's top ten fastest growing economies. The City is home to five major military installations: Fort Carson, Schriever and Peterson Air Force Bases, Cheyenne Mountain Air Station, and the United States Air Force Academy. Colorado Springs has 7 school districts with over 161 schools. Of that 161, over 50 are private, parochial, and charter schools. In addition, Colorado Springs has more than 28 colleges and universities including the University of Colorado, and 30 vocational and 2-year schools, giving the city a college population of around 32,000. With all the city and immediate region have to offer, it is not surprising that Colorado Springs has received significant recognition as an ideal location and the community of choice for living, working and leisure. THE CITY The City of Colorado Springs is a charter city with a council-manager form of government. The Colorado Springs City Council is made up of nine elected officials. City residents elect a Mayor, four Councilmembers at-large and four Councilmembers from the districts in which the candidates reside. The Vice Mayor is elected from among Councilmembers by a vote of City Council. The City Manager is appointed by the City Council and is one of five full-time appointed officials along with the City Attorney, City Clerk, City Auditor and the Utilities Director. The current City Manager, Dr. Penelope Culbreth-Graft, DPA, joined the City in January of 2008. She possesses a national reputation as a progressive and innovative leader and manager Page 2 Photo courtesy of the Broadmoor The population of Colorado ''~- - Springs has grown dramatically ~__ -~ since 1985. The local economy has been strong over the past decade, although recent trends - '~ , show some slowing in the rate ';~ '~ ~- 4"" of economic growth. The - ---~` ~ economic base has become ,~„'" ~~ '° ~ quite diversified with a mix of - ~- military installations, defense contracting, software development, semiconductor manufacturing, telecommunications, religious and nonprofit associations, and of course, tourism. The City has a total 2008 Budget of approximately $359 million, of which over $237 million is allocated to the General Fund. Colorado Springs is a full service City with a staff of 2,700 full and part-time employees For 2008, City Council completed a more comprehensive review of the strategic plan to tighten their focus. The following Strategic Prioritized Goals were identified addressing the challenges confronting the City in the next five years and recognize the valuable community assets that can be utilized to successfully meet those challenges: - #1 City Services: fiscal sustainability policies to support Develop and implement core services that proactively ensure the health, safety and welfare of our citizens; attract, develop, and retain a high performing municipal fund internal infrastructure needs. Y #2 Sustainable Growth: Encourage and make effective use of infill, mix-use, traditional neighborhood development and redevelopment as well as employment centers to take advantage of infrastructure and transportation systems, maximize efficiency of City services, and retain retail services within City limits. # 3 Economic Vitality: Through collaboration and partnership with City enterprises, other public entities, private entities, and the military, support economic development efforts that attract, retain and create quality jobs to ensure a diverse economic base, a resilient and growing City tax base, and thriving neighborhoods. - #4 Quality of Life: Maximize resources that provide quality of life City services and programs, including adherence to the aforementioned City Services, Sustainable Growth and Economic Vitality Goals; enhancing conveniences for our citizens; preserving environmental resources including our natural landscape; and providing the art, cultural and recreational amenities befitting the size and geographic location of Colorado Springs. - #5 Civic Engagement: Fully realize the talents and positive contributions of non-profits, private and public entities, the military, civic leaders, political leaders, and engaged citizens to develop a shared sense of community and help achieve City Council's vision. THE POSITION The Assistant City Manager will have as direct reports the following Departments: City Planning and Community Development, Public Works, Information Technology, and Economic Development, (currently part of the Budget Department.) This is an at-will position as one of two Assistant City Managers that serves at the pleasure of the City Manager. There are approximately 450 FTEs and budget responsibility of $66 million. The Assistant City Manager in this position will be expected to address current issues, including: - Working closely with the Planning and Community Development Department to troubleshoot and improve the City's permit process. - Developing a more effective communication flow to the City Council regarding projects and faster information to Council members to minimize or eliminate surprises. - Addressing possible annexation issues. THE IDEAL CANDIDATE The ideal candidate will have been a successful City Manager, Deputy/ Assistant City Manager, or department head in a large agency and previous experience in an organization recognized for its excellent customer service and continuous improvement. Page 3 workforce; and ~ ~: The new Assistant City Manager will be a progressive, strategic and business savvy leader who understands, in depth, municipal government and the challenges that they currently face. The successful candidate will have a EXPERIENCE 8c EDUCATION proven track record as an effective administrator with progressive management skills and will be a results-oriented team member. Exceptional organizational and communications skills, both oral and written are required with a wide variety of audiences such as the City Council, community groups and other boards and committees. The ideal candidate should be politically astute and have demonstrated an unquestionable sense of integrity. The new Assistant City Manager must be able to accept and support decisions in a positive manner and take a collaborative approach in providing city services. Excellent organizational development skills, appropriate delegation of tasks, and the ability to foster a strong team environment are important in this position. The ideal candidate will have a track record of implementing policies and systems to create and maintain a high- performance, customer service focused, organizational culture. ~~~ ;,~~ The Assistant City ~' k~ Manager will be a good listener who consistently deals well with personnel throughout all levels of the organization, and can be relied upon to serve as a mentor for those interested in personal and professional development. The successful candidate will also bring an appropriate sense of humor to the job, as well as a flexible "can-do" attitude. A bachelor's degree in public administration, business administration or a related field is required; a master's degree in public administration or closely related field is preferred. The ideal candidate will possess a minimum of seven to ten years of experience in a comparable or larger agency, with extensive experience in a senior management role such as City Manager, Assistant/Deputy City Manager, department head, or similar senior management position. Competitive candidates will also have an ongoing record of training and professional development. COMPENSATION $ BENEFITS - $132,718 TO $165,898 DOQ - Medical insurance - Prescription drug coverage - Dental insurance - Vision insurance - Life insurance - New hire accrues 15 days paid vacation with one additional day accrued annually to a maximum of 26 days - 10 holidays per year - 1 personal day per year - PERA Defined Benefit Retirement Program or ICMA 401(a) Money Purchase Plan - Deferred compensation plans - Flexible spending plans - Long-term and short-term disability ~~~~. d'riu~~~ `` U A~ CITY OF COLORADO SPRINGS ~.~ 8 I„~iYeQtB (/OWINn.GtYlltl~ ymp~~c~ For more information about the City of Colorado Springs, please visit: http://www.springsgov. com The City of Colorado Springs is an Equal Opportunity Employer. All qualified candidates are strongly encouraged to apply immediately. First review date: 06-20-08, open until filled. First round of interviews are scheduled for fhe week of July 24, 2008 and final interviews will be held on August 6, 2008. To apply, please send a letter of interest, resume, completed application and answers to the supplemental questions to Prothman via email at humanresourcesl~prothman.com or mail to the address below. The application form and the supplemental questions can be found at www.prothman.com. ~~ ~~ 206 368 OuSJ {ph} 206 368 u06u {fx} 3633 136th PL SE, Suite 206 Bellevue, WA 98006 creating solutions greg@prothman.com www.prothman.com Page 4 EXAMPLE OF INVITE LETTER ~`''`~ ~. ~ ,''~' ~ ry-, ~~ ,"y-~ ..t a ~~ r a ~~a~~ ` _, _ _ 1../ '~y~ rM~- ~ - _ ~Y ~_ city o~ SUN VALLEY IDAHO An invitation to apply for the position of CITY ADMINISTRATOR $100,000 to $130,000 plus excellent benefits Apply by March 30, 2008 (first review, open until filled) WHY SUN VALLEY? Sun Valley is located in the heart of the beautiful central Idaho Rockies. This is an excellent opportunity for the right senior public sector professional to make a difference in a community that takes pride in its history, natural beauty, and quality of life. The City is in good financial health and is dedicated to providing outstanding services to its citizens. If you are interested in working in an active and supportive environment, this is the right position for you! THE REGION AND COMMUNITY Sun Valley is a city and affluent resort community in central Idaho, in Blaine County. While the ~~ j ~ permanent population of the City of Sun Valley is approximately 1,427, there are also 4,000 to r <--- ~ 5,000 part-time residents. With ~' ~`~~;'~ its great variety of terrain and ~ ;~: ~.~~~ snow conditions, Sun Valley has r ~, I been consistently rated as one of r ~ the finest ski resorts in the United I _. States. Dating from 1936 and known as the nation's first destination ski resort, Sun Valley offers world class downhill skiing and snowboarding on one of the country's largest and best mountains. The term, "Sun Valley," among skiers, refers to the alpine ski area, which consists of Bald Mountain, the main ski mountain, and Dollar Mountain, which is geared toward novice and lower intermediate skiers. "Baldy" has often been referred to as the best single ski mountain in the world. Sun Valley is also home to some of the most extensive and beautifully maintained Nordic ski trails in the nation. As a recreational area, Sun Valley is known throughout the United States and the world for the quality and variety of the natural environment and recreational opportunities. Tourists from around the world come not only for its skiing but also for any number of outdoor activities, including hiking, ice skating, trail riding, road and mountain biking, golf, tennis, fly-fishing and much more. THE CITY Sun Valley is organized under the Mayor/Council form of government and provides a full range of municipal services. The Executive Department is led by Mayor Wayne Willich, who is beginning his first term. A retired Boeing executive and seven- year resident of Sun Valley, Mayor Willich is seeking a City Administrator who will work with him, the City Council and staff to transform this well-run small city into a model of excellence and performance among resort cities. The total assessed value of properties in the City of Sun Valley is approximately $2.6 billion. The City has 21 employees for FY 2007-08, a total budget of $8,057,363 and a general fund operating budget of $4,355,394. The City is organized into the following departments: Administration Building Safety Division Finance Department Community Development Department Police Department Fire Department Street Department THE POSITION The previous city administrator, Ms. Virginia Egger, has stepped down to spend more time with her family. Interim City Administrator Jerry Osterman has come out of retirement to assist the City during this transition and will not be a candidate for the job. The City Administrator, under direction from the Mayor, manages the day to day operations of the City. The City Administrator supervises all departments within the City and provides leadership and direction in the development of short and long range plans. The City Administrator coordinates all personnel matters of the City, including job classification and pay, personnel policies and procedures, and performance evaluation. The City Administrator monitors the budget to assure sound financial management in accordance with the City's Fiscal Policy. The City Administrator prepares annual budget requests; and coordinates with auditors in the preparation of the annual financial audit of municipal fiscal procedures. CANDIDATE PROFILE The ideal candidate will have been a successful City Administrator or Manager in a comparably-sized city and will have had previous experience in an organization recognized for high performance, excellent customer service and continuous improvement. The candidate will have a proven track record of delivering results, building accountability for staff and creating a positive working environment characterized by innovation and teamwork. The individual will understand and respect the roles of the Council, Mayor and staff, and will have the experience and maturity to deal sensitively and effectively with complex issues and a wide variety of personalities. This individual will have a hands-on progressive management style with a conservative, businesslike approach to local government. He or she will be capable of making tough decisions in a timely manner. Candidates should have a history of progressive and proactive program development, as well as a reputation for successful follow-through and implementation. The City Administrator should lead by example, demonstrating personal and professional integrity. The candidate will have sound values and promote teamwork and cooperation, and have the ability to take the organization to the next level of efficiency. The ideal candidate will bring an appropriate sense of humor, as well as a flexible "can-do" attitude. The competitive candidate will exhibit an open, direct and straight-forward communication style with the ability to maintain productivity between the City's departments, the Mayor, and the City Council. City residence is desirable but not mandatory. If the successful candidate does wish to live in the community, assistance is available. EDUCATION & EXPERIENCE A bachelor's degree in public administration or a related field is required; a master's degree is preferred. The ideal candidate will possess a minimum of 8 to 10 years of experience in a comparable public sector agency with at least five years in a senior management role such as City Administrator/Manager or Assistant City Administrator/Manager. COMPENSATION $100,000 - $130,000 Contract with Severance Compensation Medical Dental y Vision r Life insurance Long Term Disability Insurance Idaho State retirement - Vacation Leave - Sick Leave 10 paid holidays per year plus one floating day 'r Relocation allowance - Housing Assistance 'S- , ,. / ~ `` = ~~` '` ' ~ i-~(~ city of SUN VALLEY www.sunvalley.govoffice.com The City of Sun Valley is an Equal Opportunity Employer. All qualified candidates are strongly encouraged to apply by March 30, 2008 (first review, open until filled). To apply, please send a completed application, letter of interest, answers fo the supplemental questions and resume fo Prothman via email at humanresourcesCc~prothman.com or mail to the address below. A complete position profile, the supplemental questions and application form can be found at www.prothman.com. I~V/I~N 206 368 0050 {ph} 206 368 0060 {fx} 3633 136"' PL SE, Suite 206 Bellevue, WA 98006 creating solutions greg@prothman.com www.prothman.com ~~ .'`,~; -.' WE SUPPORT GREEN GOVERNMENT Table of Contents About the Firm ............................................................................................................................. l History of the Firm ......................................................................................................................... l Key Personnel ...............................................................................................................................3 Project Staffing .............................................................................................................................. 3 Firm Capabilities and Experience ..............................................................................................5 Why Choose Ralph Andersen & Associates? ................................................................................ 5 Executive Summary ....................................................................................................................... 5 Relevant Search Experience .......................................................................................................... 6 Summary of Our Search Process ................................................................................................... 9 Search Work Plan ........................................................................................................................ 10 Ralph Andersen & Associates' Guarantee ...................................................................................13 References ...................................................................................................................................14 Project Timing and Cost ...........................................................................................................15 Timing ..........................................................................................................................................15 Cost ..............................................................................................................................................16 About the Firm Ralph Andersen & Associates is a California Corporation and is not a subsidiary nor does it have any subsidiaries. Ralph Andersen & Associates is owned by Ms. Heather Renschler and Mr. Robert Burg. The firm currently has six employees. History of the Firm Ralph Andersen & Associates has been providing practical, responsive executive search and management consulting services to the local public sector and related industries since 1972. With each new assignment, we earn our reputation as the nation's premier local government consult- ing organization. Ralph Andersen & Associates serves a nationwide clientele through its Corporate Office in Sac- ramento, California, and Service Areas in Dallas, Texas; Incline Village/Reno, Nevada; and Phoenix/Tucson, Arizona. Amulti-disciplined, full-service local government consulting organi- zation, Ralph Andersen & Associates is dedicated to helping our clients improve operating effi- ciency and organizational effectiveness. Our national staff of professionals and support staff includes acknowledged leaders in their re- spective fields. Supplementing their extensive consulting backgrounds, our senior staff all have personal, hands-on executive experience in the operation of public agencies and private busi- nesses. Range of Services Offered -Ralph Andersen & Associates specializes in the following primary service areas: management consulting, public safety and executive search including investigative backgrounds. • Management Consulting -Ralph Andersen & Associates helps organizations improve their performance potential with a range of management consulting services. The types of services provided by the firm include management and performance audits, organiza- tional analyses, productivity improvement analyses, agency and service consolidation as- sessment, specialized financial management including debt restructuring and organiza- tional problem solving. In addition to providing these services to entire organizations, the firm often conducts management consulting engagements that are focused in a specific service area such as public safety, city management, finance, public works, community development and other major service areas. Ralph Andersen & Associates treats every management consulting engagement as unique. This approach means we will assemble a consulting team comprised of consultants with the specific talents and experiences needed to successfully achieve the client's objectives. Our team of experienced consult- ants perform complex analyses and recommend solutions that are practical and most im- portantly, are capable of being implemented by our clients. Public Safety -Working closely with our clients to implement innovative emergency management solutions, Ralph Andersen & Associates helps organizations plan, protect and serve people better than ever before. We bring together practical solutions, plans, and processes that are operationally deployable to help our clients achieve their critical objec- tives. The firm's consultants have extensive, hands-on experience in planning and disas- ter preparedness training for private and public institutions including healthcare, public health, human services, and local, state and federal government agencies. Executive Search - At Ralph Andersen & Associates, there's always an entire team be- hind every recruitment assignment that we undertake. Our multi-disciplinary approach takes the best ideas in executive recruiting and creates innovative ways to get the right candidates for clients. When you retain Ralph Andersen & Associates, you actually get an entire team's worth of support and expertise working together to achieve your organi- zation's objectives. The firm has conducted executive searches for large and small or- ganizations throughout the nation. In addition to conducting searches for city manager and other chief executive officer positions, Ralph Andersen & Associates has success- fully completed searches in every area of municipal service. Ralph Andersen & Associ- ates believes the most important element of a successful executive search is to listen care- fully to what our clients are looking for in terms of candidate experience and qualifica- tions. Using these client-focused guidelines, candidate identification is undertaken through marketing and personal outreach. Our confidence in this approach to executive search is illustrated by the firm's guarantee to perform the search again at no service cost to the client if the selected candidate leaves the position within one year of placement. Investigative Backgrounds -Ralph Andersen & Associates has recently ex- panded their client offerings to meet the growing demand for comprehensive, in- vestigative background services. These services include in-depth pre-employment screening and candidate evaluation services. Ralph Andersen & Associates tailors its services to meet our client's unique needs including in-person onsite back- ground investigations, verifications, and reference checks including the more standard approach, reference checks done via telephone from our consultant's of- fice. Key Personnel Project Staffing The reputation of the search firm and personal commitment of the recruiters define the difference between the success and failure of any given recruitment. Ralph Andersen & Associates' search professionals are acknowledged leaders in the field and possess a broad range of skills and ex- perience in the areas of local government management, executive search, and related disciplines. Only senior members of Ralph Andersen & Associates are assigned to lead search assignments, ensuring that their broad experience and knowledge of the industry is brought to bear on our cli- ents' behalf. The City of Iowa City will have the Search Team of Mr. Robert Burg as Project Director and Ms. Heather Renschler as Co-Project Director on this very important search assignment. Addition- ally, on various aspects of the search, the Search Team will have the assistance of two former city managers to assist on candidate outreach and identification. Mr. Robert J. Burg, Project Director Mr. Burg is the Executive Vice President of Ralph Andersen & Associates. As a senior execu- tive, his area of concentration is on executive search and management consulting. His client base, as a retained consultant and high-level advisor, is focused on all facets of government, non- profit and private enterprise. Mr. Burg has a total of 31 years of experience in the area of gov- ernment, and brings those years of experience and intuition to the recruiting process to accurately identify city manager qualities/competencies important to City of Iowa City. Mr. Burg has a Bachelor of Arts degree in Economics and a Masters of Business Administration, both from the University of Miami. A sampling of the City Manager related recruitments Mr. Burg has been involved in over the past seven years is as follows: • City of Beverly Hills, California • City of Calabasas, California • City of Chico, California • City of El Campo, Texas (Current Project -Recently Awarded) • City of Flagstaff, Arizona (Recently Completed) • City of Folsom, California • City of Grass Valley, California • City of Maricopa, Arizona • City of Ukiah, California Mr. Burg's current recruitments are as follows: • City of El Campo, Texas -City Manager • Sutter County, California -County Administrator Mr. Burg's current project commitments would enable him to devote the amount of time to the City of Iowa City recruitment that would ensure a successful placement. Ms. Heather Renschler, Co-Project Director Ms. Renschler has been with Ralph Andersen & Associates for more than 25 years and is the firm's Chief Executive Officer. Ms. Renschler has overseen the recruitment practice of Ralph Andersen & Associates for the last thirteen years and, as a result, is often involved with recruit- ments on a national scale and those of a highly sensitive and critical nature. Her involvement in recruitments is as the Project Director. She is experienced at working with city councils, boards, staff members, and selection committees in the recruitment and selection process. Her network of contacts and potential candidates is extensive not only within the Western Region but also on a national scale. Prior to joining Ralph Andersen & Associates, Ms. Renschler had private sector experience working with firms in the areas of construction management, health care and public accounting. Ms. Renschler attended the University of Toledo and majored in Accounting and Journalism. She obtained her Bachelor's degree in public administration from the University of San Francisco. Mr. John Goss, Former City Manager Mr. Goss is a Senior Consultant with Ralph Andersen & Associates and a former local govern- ment executive. He is the former City Manager of the cities of Alameda and Chula Vista, Gen- eral Services Director for the City of Oakland, and Assistant County Administrator for San Ber- nardino County. With over 40 years of local government experience, he has experience in every facet of city government. Mr. Goss is highly regarded as an innovative manager with significant experience in the area of community development, economic development and redevelopment. Mr. Goss is a prior recipient of the Mark E. Keane Award of Excellence presented through the International City/County Management Association. Mr. Goss earned a Bachelor of Arts in Policy Economy from Fresno State and a Masters of Public Administration from the University of Southern California. Mr. Jeff Foltz, Former City Manager Mr. Jeffrey Foltz is a senior executive with more than 31 years of public sector experience. Mr. Foltz retired in 2006 from the City of Yuba City, California, after more than 20 years as the City Manager. Mr. Foltz was also the first City Administrator for the City of Susanville, California. Mr. Foltz brings an array of experience and contacts in local government. Previously, Mr. Foltz held administrative positions with the cities of Clovis and Los Alamitos, California. Mr. Foltz holds a Masters of Public Administration from the University of Southern California and a Ba- chelor of Arts in Business Administration from Western Washington University. Paraprofessional and Support Staff based in the Sacramento area office (Rocklin, California) that provide administrative, graphics support and research to the search consultant on recruitment assignments include Ms. Diana Haussmann; Ms. Teresa Heple and Ms. Tiffany Taylor. Firm Capabilities and Experience The Search Team on this assignment will be two senior level consultants - Mr. Robert Burg, Ex- ecutive Vice President, Project Director; and Ms. Heather Renschler, President/CEO, Co-Project Director -both owners of the firm of Ralph Andersen & Associates. Additionally, the firm has former city managers on staff that will also be available to contribute on candidate outreach and identification. We believe a search for the City of Iowa City will be well served with this col- laborative effort and involvement of our entire team of recruiters. Together, the Search Team will bring strength and tremendous outreach capabilities to this exciting career opportunity with the City of Iowa City. Why Choose Ralph Andersen & Associates? Ralph Andersen & Associates has been providing executive search and management consulting services since 1972. As such, the executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 38 years. We are a national search firm with our corporate office located in the Sacramento Area (Rocklin), California. With Ralph Andersen & Associates, there is an entire team behind every recruitment. Our firm takes amulti-disciplined, team approach to executive search. Successful outreach relies heavily on person-to-person contact to identify outstanding potential candidates and, in the eval- uation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. By drawing on the combined expertise of our associates and our net- work of professional contacts, we address outreach from a wide variety of perspectives and find unique ways to identify and recruit the best and brightest. Executive Summary Attracting top talent has never been more complex and Ralph Andersen & Associates is highly qualified to assist the City of Iowa City with recruiting its new City Manager. We have con- ducted more than 1,200 executive recruitments since 1972. From helping you to create a compe- tency-based interviewing framework for your new City Manager to assessing candidates and at- tracting top human capital, our search professionals offer an unparalleled depth of experience, national reach, and industry knowledge. The City has requested our proposal to assist in the identification and recruitment of a highly qualified group of candidates for the new City Manager. In particular, the City of Iowa City is seeking a firm with the national reach and professional experience to clearly assess your organ- izational needs and formulate a strategy to deliver results. At Ralph Andersen & Associates, we believe that gaining a complete understanding of our cli- ent's specific objectives and priorities is essential prior to launching any search assignment. This process includes the identification and incorporation of a variety of important details such as the candidate's desired skills and experience as well as the critical "soft skills" related to tempera- ment, personality, management philosophy and other factors that will ultimately determine the candidate's "fit" with the organization. We therefore begin each search by working closely with your leadership, stakeholders, staff, and when appropriate, your community to ensure a complete picture of the desired candidate pool is developed. Our team-oriented approach matched with this 360 degree perspective means we en- sure that a complete understanding of the organization's mission and culture translates into those specific traits and characteristics necessary to ensure the selected candidate is successful in the position. We understand that the City Council expects aggressive, personalized outreach to identify a di- verse and highly qualified applicant pool and a selection process that includes comprehensive candidate reports based on thorough reference and background checks. We will begin with fully detailed profiles of the desired candidate's characteristics and build a recruitment strategy that is tailored to meet the City of Iowa City's specific needs. The resulting outreach and advertising campaign will incorporate the extensive use of personal outreach to recruit a diverse and highly qualified group of candidates. Relevant Search Experience Ralph Andersen & Associates conducts a wide array of searches in the public sector, including key executives in local government -city managers. Our experience spans populations of all siz- es, from the largest in the country to small and mid-size municipalities. City manager searches conducted by Ralph Andersen & Associates within the last seven years include: • City of Belvedere, California -City Manager - Project Team: Heather Renschler and Robert Burg • City of Beverly Hills, California -City Manager (Recently Completed) - Project Team: Heather Renschler and Robert Burg • City of Calabasas, California -City Manager - Project Team: Heather Renschler and Robert Burg • City of Corsiciana, Texas -City Manager - Lead Consultant: Chuck Rohre (no longer with the firm) • City of Ceres, California -City Manager - Project Team: Heather Renschler and Robert Burg • City of Chico, California -City Manager (Recently Completed) - Project Team: Heather Renschler and Robert Burg • Town of Corte Madera, California -Town Manager - Project Team: Heather Renschler and Robert Burg • City of El Campo, Texas -City Manager (Current Search -Recently Awarded) - Project Team: Heather Renschler and Robert Burg • City of Flagstaff, Arizona -City Manager (Recently Completed -Sample Attached) - Project Team: Heather Renschler and Robert Burg • City of Folsom, California -City Manager - Project Team: Heather Renschler and Robert Burg • City of Forney, Texas -City Manager - Lead Consultant: Chuck Rohre (no longer with firm) • City of Grass Valley, California -City Administrator - Project Team: Heather Renschler and Robert Burg • City of Jersey Village, Texas -City Manager - Lead Consultant: Chuck Rohre (no longer with firm) • City of Maricopa, Arizona -City Manager (Recently Completed) - Project Team: Heather Renschler and Robert Burg • City of Murrieta, California -City Manager - Project Team: Heather Renschler and Robert Burg • City of New Braunfels, Texas -City Manager - Lead Consultant: Chuck Rohre (no longer with firm) • City of Palestine, Texas -City Manager - Lead Consultant: Chuck Rohre (no longer with firm) • City of Port Hueneme, California -City Manager - Project Team: Heather Renschler and Robert Burg • City of Sausalito, California -City Manager - Project Team: Heather Renschler and Robert Burg • City of Shenandoah, Texas -City Administrator - Lead Consultant: Chuck Rohre (no longer with firm) • Town of Tiburon, California -Town Manager - Project Team: Heather Renschler and Robert Burg • City of Ukiah, California -City Manager - Project Team: Heather Renschler and Robert Burg Ralph Andersen & Associates' has conducted several recruitments which included participation of the public and various stakeholders. Input can be obtained at scheduled meetings where the public/stakeholders are invited to attend, through email and through an online survey form which can be developed specifically for the City of Iowa City. The City has requested the description of three prior City Manager searches along with the time- table and outcomes for these searches. • City of Beverly Hills, California - Timetable: July 2009 to January 2010 - Outcome: Placement made • City of Flagstaff, Arizona - Timetable: July 2007 to October 2007 - Outcome: Placement made • City of Folsom, California - Timetable: March 2006 to August 2006 - Outcome: Placement made Summary of Our Search Process The successful search process relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the back- ground, experience, and management style of the top candidates. The executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 38 years. We feel that the key elements of the search process, which can be tailored to fit the specific needs of the City of Iowa City, should include: • Developing a comprehensive position profile based upon information obtained in meet- ings with the Mayor and City Council. Also, and if desired by the City Council (strongly recommended by Ralph Andersen & Associates), an introductory meeting with the City's Department Directors would also be conducted. • Extensive personal outreach, in-person and via telephone, to qualified candidates within Iowa, the Midwest Region and selectively throughout the nation. • A marketing strategy that uses selected advertising to supplement the extensive candidate identification process, uses the Internet, and also uses professional contacts throughout Iowa and the Midwest Region. • A screening process that narrows the field of candidates to those that most closely match the needs of the City and is based on extensive reference checks and telephone interviews with the top candidates. • Delivering a product in the form of a search report that recommends the top group of candidates and provides the decision-makers with detailed information about their back- grounds and experience. • Assistance during the interview and selection process and in the negotiation of a compen- sation package. Search Work Plan This section describes the usual steps in the search for a new City Manager for the City of Iowa City. The Search Team will be under the direction of Mr. Robert Burg, Project Director, and Ms. Heather Renschler, Co-Project Director. Mr. Robert Burg will be the lead consultant and primary contact with the City on this recruitment and can be contacted through the corporate office, via his cell phone or email and will respond to requests from the City in a timely manner. Ralph Andersen & Associates is able to respond to requests with short lead times and, with the project team approach, can adjust staff to meet these deadlines. Task 1-Review Project Management Approach The Search Team will meet with the Mayor, City Council and others, as appropriate, to discuss the project management for the search. The discussion will include a review of the work plan, confirmation of timing, and communication methods. Task 2 -Develop Position Profile The position profile for the City Manager is the guide for the entire search process. Please refer to the attached sample submitted with this Proposal. The development of the profile includes the collection of technical information and recruitment criteria. Technical Information The Search Team will meet with the Mayor and City Council to gain an understanding of the experience and professional background requirements desired in the City Manager. These meetings will also help the search consultant gain an understanding of the work environment and the issues facing the City of Iowa City. Recruitment Criteria The recruitment criteria are those personal and professional characteristics and experi- ences desired in the City Manager. The criteria should reflect the goals and priorities of the City of Iowa City. The Search Team will meet with key staff in the City, and others as appropriate, to facilitate the identification and articulation of that criteria. Subsequent to the development and adoption of the candidate profile, the technical in- formation and recruitment criteria will be documented in an information brochure pre- pared by the search consultant. The brochure will be reviewed by the Mayor and City Council in draft format, revised as appropriate, and published for use throughout the search. Task 3 -Outreach and Recruiting This task is among the most important of the entire search. It is the focus of the activities of the search consultant and includes specific outreach and recruiting activities briefly described below. Outreach An accelerated outreach and advertising campaign will be developed. It will include the placement of ads in publications such as the International City/County Management As- sociation (ICMA), Iowa League of Cities, Jobs Available, and other professional publica- tions. Specific Internet sites related to government will be used, including Careers In Government, as a method of extending the specific outreach in a short period of time. Additionally, the advertisement and the full text of the position profile (the recruitment brochure) will be placed on Ralph Andersen & Associates' home page, which is accessed by a large number of qualified candidates. This method of outreach to potential applicants provides a confidential source that is monitored by many key level executives on an on- going basis. Candidate Identification Ralph Andersen & Associates will use their extensive contacts to focus the recruiting ef- fort. In making these contacts, the Search Team will target those individuals who meet the criteria set by the Mayor and City Council. Each of the candidates identified through the recruiting efforts will be sent an information brochure. Candidates will also be con- tacted directly to discuss the position and to solicit their interest in being considered. Both the outreach and recruiting activities will result in applications and resumes from in- terested candidates. As they are received, resumes will be acknowledged and candidates will be advised of the general timing of the search process. The following tasks involve the actual selection process, once all resumes have been received. Task 4 -Candidate Evaluation This task will be conducted following the application closing date. It includes the following spe- cific activities: Screening All of the applications will be carefully reviewed. Those that meet the recruitment criteria and minimum qualifications will be identified and subject to a more detailed evaluation. This evaluation will include consideration of such factors as professional experience, and size and complexity of the candidate's current organization as compared to the candidate profile. Preliminary Reference Review The Search Team will conduct preliminary reference reviews for those candidates identi- fied as the most qualified as a result of the screening process. Direct contact will be made with a limited number of references to learn more about the candidates' experience, past performance, and management style. Conduct Interviews A member of the Search Team will conduct phone interviews with the top group of can- didates identified through the screening and preliminary reference review processes. The interviews are extensive and designed to gain additional information about the candi- dates' experience, management style, and "fit" with the recruitment criteria. The screening portion of the candidate evaluation process typically reduces a field of ap- plicants to approximately eight (8) to ten (10) individuals. Those individuals will be re- viewed with the Mayor and City Council prior to proceeding with the individual inter- views. Task 5 -Search Report After completing Task 4, the Search Team will meet with the Mayor and City Council to review the search report on the top candidates. The report divides all of the candidates into four groups including 1) the top group of candidates that are recommended to be interviewed in-person by the Mayor and City Council; 2) a backup group to the first group; 3) no further consideration group; and 4) lacks minimum qualifications. The search report will include candidate resumes. The results of preliminary reference reviews and interviews will be reviewed with the Mayor and City Council. The results of the Search Report will be a confirmed group of finalist candidates (typically 4-6) that the Mayor and City Council will interview in-person. Task 6 -Selection The final selection process will vary depending upon the desires of the Mayor and City Council. The typical services provided by Ralph Andersen & Associates in the selection process are de- scribed briefly below: • The Project Director will coordinate the selection process for the finalist group of candi- dates. This includes handling the logistical matters with candidates and with the City. The support staff of Ralph Andersen & Associates will prepare an interview booklet that includes the resumes and candidate report (with interview comments, reference checks and other relevant information about the candidates). In addition, the booklet will contain suggested questions and areas for discussion based upon the recruitment criteria. Copies of the interview booklet will be provided in advance of the candidate interviews. • The Project Director will attend the interviews to assist the City through the selection process. This assistance will include an initial orientation, candidate introductions, and facilitation of discussion of candidates after all interviews have been completed. • Verifications will be made on the top candidates and will include education verifications, Department of Motor Vehicle check, wants and warrants, civil and criminal litigation search and credit check. The results of these verifications will be discussed with the Mayor and City Council at the appropriate time. As needed, the Search Team is available to provide assistance to the Mayor and City Council in the final selection as may be desired. This assistance may include providing or obtaining any additional information desired to assist in making the final selection deci- sion. Task 7 -Negotiation The Search Team is available to assist the City in negotiating a compensation package with the selected candidate. This may include recommendations on setting compensation levels. Additionally, Ralph Andersen & Associates will prepare a draft employment agreement and work with the City's Legal Counsel on the finalization of this document. Task 8 -Close Out After the City has reached agreement with the individual selected for the position, the Search consultant will close out the search. These activities will include advising all of the finalist can- didates of the status of the search by telephone. Ralph Andersen & Associates' Guarantee Ralph Andersen & Associates offers the industry-standard guarantee on our search services. If within a one year period after appointment the City Manager resigns or is dismissed for cause, we will conduct another search free of all charges for professional services. The City of Iowa City would be expected to pay for the reimbursement of all incurred costs. References At Ralph Andersen & Associates, we feel strongly that our past client relationships will attest to the professionalism of our services. We would be pleased to provide additional references upon the City's request. • City of Flagstaff, Arizona Jim Wine Assistant City Manager (928) 779-7685 ext. 7299 Recruitment: City Manager City and County of San Francisco, California Steve Nakajima, Office of the City Administrator (415) 554-6880 Recruitments: Director of Public Works, Deputy Director for Engineering, and Manager Bureau of Building Repair Project Timing and Cost Timing Ralph Andersen & Associates will complete an expedited search within 75 - 90 days (or less) from the execution of the agreement to the presentation of candidates. Negotiation with the top candidate will take an additional week or two after finalist interviews. We are prepared to begin this search upon verbal notification to proceed. A brief overview of the recruitment schedule over a 12 week period of time is presented below. Project Timeline Month 1 Month 2 Month 3 Month 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Search firm selected Consultant evaluates organization; po- sition criteria established Candidates identified and screened Consultant interviews and conducts preliminary reference checks Consultant recommends candidates; client se- lects finalists for interview Client-candidate interviews Preferred candidate selected; negotiations City Manager hired New City Manager begins I Cost The search effort for a new City Manager will be national in scope with a focus on candidates in Iowa and the Midwest Region. The fixed fee to perform this search will be $30,000. Ralph Andersen & Associates will bill the City of Iowa City monthly. Progress payments for profes- sional services and expense reimbursement will be due upon receipt. The City will be responsi- ble for all candidate expenses related to on-site interviews and in-person screening inter- views (if desired) for selected finalist candidates. Ralph Andersen &Associates Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Administration • Alpine County, CA -County Administrative Officer • Beverly Hills, CA -City Manager • Calaveras County, CA -Chief Administrative Officer • Ceres, CA -City Manager • Chico, CA -City Manager • Corte Madera, CA -Town Manager • Flagstaff, AZ -City Manager • Folsom, CA -City Manager • Grass Valley, CA -City Administrator • Healdsburg, CA -Assistant City Manager • Hemet, CA -City Manager • Jersey Village, TX -City Manager • Los Angeles, CA -City Administrative Officer • Los Angeles County, CA -Chief Executive Officer • Maricopa, CA -City Manager • Mendocino County, CA -Chief Executive Officer • Murrieta, CA -City Manager • New Braunfels, TX -City Manager • Petaluma, CA -City Manager • Plumas County, CA -County Administrative Officer • Port Hueneme, CA -City Manager • Rossmoor (Golden Rain Foundation), CA -Chief Executive Officer • Sacramento County, CA -Countywide Services Agency Administrator .~ Tru~:~itin~~ o f~ E~.~-cellence Si~~c~e I > ~2 - - __ __ - -- - -_ i,1'I)USn~rlJinzll&u~rhKo~r~! Su~~~°-IIU.K~~c'tilur (~dlr{uuu«9~'G?Plror~e:91<6iU-~9111/l~~~n 4/((_0-{J11 w~chtiit~:u~uira~lph~utd~~ca~~iccnnt Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Page 2 • Santa Barbara County, CA -County Executive Officer • Sausalito, CA -City Manager • Shenandoah, TX -City Administrator • Solano County, CA -General Services Director • Southern California Association of Governments, CA - Executive Director • Sutter County, CA - Assistant County Administrator - County Administrator • Tehachapi, CA -City Manager • Tiburon, CA -Town Manager • Ukiah, CA -City Manager Administrative Services • Ceres, CA -Director of Administrative Services • Rancho Murieta Community Services District - Director of Administrative Services Air Quality • Lane Regional Air Pollution Authority (LRAPA) - Director (Partial Recruitment) - Operations Manager (Technical Assistance) Airport • Los Angeles World Airports (LAWA) - Concessions Manager - Executive Director - Deputy Executive Director, Business Development - Deputy Executive Director, Finance Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Page 3 • Norfolk Airport Authority -Deputy Executive Director • San Francisco International Airport (SFO) - Airport Risk Manager - Associate Deputy Director of Revenue Development - Director of Airport Planning - Finance Director • Truckee Tahoe Airport District -General Manager Arts • San Francisco Arts Commission, CA -Director of Cultural Affairs Building/Code Enforcement • Alexandria, VA -Director of Code Enforcement (Chief Building Official) City Attorney/Public Defender • Folsom, CA -City Attorney • King County, WA -Public Defender • Lathrop, CA -City Attorney • Los Angeles County Employees Retirement Association (LACERA) -Chief Legal Counsel • Los Angeles County Office of Education (LACOE) -General Counsel • Marin County -Public Defender • Metropolitan Transportation Commission -General Counsel • Redwood City, CA -City Attorney • Simi Valley, CA -City Attorney • Solano County, CA -Public Defender • Turlock, CA -City Attorney City Clerk • Carmel-by-the-Sea -Interim City Clerk Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Page 4 Community Services/Community Development • Arapahoe County, CO -Director of Community Services • Ceres, CA - Community Development Director - Redevelopment & Economic Development Manager • Folsom, CA -Community Development Director • Healdsburg, CA~-Director of Community Services • Lathrop, CA - Community Development Director - Economic Development Director • Manteca, CA -Economic Development Manager • Mill Valley, CA -Community Development Director • Roseburg, OR -Community Development Director Courts/Probation • Maricopa County, AZ - Chief Juvenile Probation Officer (Partial Recruitment) • San Francisco, CA -Director, Probation Services • Solano County, CA -Chief Probation Officer • Superior Court of California, County of San Francisco - Assistant Chief Executive Officer - Chief Probation Officer (Adult) Education • Cerritos Community College District - President/Superintendent • Community College League of California - President/Chief Executive Officer • Los Angeles Unified School District - Deputy Chief Facilities Executive -New Construction - Director of Facilities Contracts - Director of Materiel Management - Director of New Construction Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Page S - Director of Operations, New Construction - Director of Operations -New Facilities - Deputy Chief Facilities Executive -Existing Facilities • Marin Community College District - Superintendent/President • Sierra Community College District - Superintendent/CEO Engineering • Ceres, CA -City Engineer • Maricopa County, AZ -Chief Engineer/General Manager, Flood Control District • Montgomery County, OH -Deputy Director -Sanitary Engineering Department • San Francisco, CA - Department of Public Works / Deputy Director for Engineering / Manager Bureau of Building Repair (Limited Recruitment) Finance • Folsom, CA -Director of Finance • Fort Lauderdale, FL -Finance Director • Franchise Tax Board, State of California -Executive Officer • Hemet, CA -Finance Director • Richmond, CA - Deputy Budget and Financial Services Agency Director - Budget and Financial Services Agency Director - Internal Auditor Housing • Housing Authority of the City of Los Angeles -Chief Financial Officer • Housing Authority of Maricopa County -Executive Director • Yolo County Housing Authority, CA -Executive Director Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Page 6 Human Resources • Cedar Hill, TX -Human Resources Director • Contra Costa County, CA -Employee Benefits Manager • Folsom, CA -Director of Human Resources • Modesto, CA -Deputy Director of Personnel • San Francisco, CA -Assistant Deputy Director, Recruitment and Assessment Services for the Department of Human Resources • Solano County, CA -Director of Human Resources • Sunnyvale, CA -Director of Human Resources (Limited Scope) • Sutter County, CA -Personnel Director • Yolo County, CA -Director of Human Resources Human Services • Norfolk, VA -Human Services Director Information Technology • Los Angeles Department of Water and Power, CA -Chief Information Officer (CIO) • Los Angeles Information Technology Agency, CA -Chief Technology Officer (General Manager) • Maricopa County, AZ -Interim IT Director • Napa County, CA -Chief Information Officer Library • Lee County, FL -Library Director • Richmond, CA -Various Library Positions (Partial Recruitment) • Yolo County, CA -County Librarian Miscellaneous • Berkeley, CA -Assistant to the City Manager (Office of Customer Service) • California -Department of General Services -Deputy Director, Procurement Division (Procurement Officer) • Heartland Communications Facility Authority -Communications Director Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Page 7 • Los Angeles County -Registrar-Recorder/County Clerk • Los Angeles County Employees Retirement Association (LACERA) -Director of Retiree Health Care Benefits • Los Angeles County Metropolitan Transportation Authority (LA MTA) -Executive Officer, Highway Project Management • Metro Gold Line Foothill Extension Construction Authority, CA - Chief Project Officer - Director of Public Affairs • Montgomery County, OH -Director of Animal Resource Center • Napa County, CA -Principal Transportation Engineer • Napa County Transportation & Planning Agency -Transportation Program Manager • Richmond, CA -Risk Manager • San Francisco, CA - 311 Director • Solano County, CA -Agricultural Commissioner • Southern California Association of Governments (SCAG) - Director of Government and Public Affairs - Director of Legal Services/Chief Counsel Parks & Recreation • Marin County -Director of Parks & Open Space • Norfolk, VA -Executive Director, Nauticus • San Francisco, CA -Recreation and Parks Director Planning • Belvedere, CA -Planning Director (City Planner) • Eugene, OR -Planning Division Manager • Fort Lauderdale, FL -Deputy Director, Planning & Zoning • Los Angeles County, CA -Director of Planning • Plumas County, CA -Director of Planning and Building Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Page 8 Port • Port of Los Angeles, CA - Chief Information Officer (CIO) - Director of Legislative Affairs - Director of Public Relations and Legislative Affairs • San Diego Unified Port District (Port of San Diego) -President /CEO (Executive Director) Public Health • Alpine County, CA -Health & Human Services Director • Greater Los Angeles Vector Control District, CA -General Manager • Los Angeles County, CA -Deputy Chief Executive Officer (Children and Families' Wellbeing Cluster) (Partial Recruitment) • Maricopa County, AZ - Director for Correctional Health Services - Director of Environmental Services - Executive Director, Department of Public Health - Medical Director, Department of Public Health - Medical Director for Correctional Health • Solano County, CA -Mental Health Deputy Director • Yolo County, CA -Chief Deputy Director of Alcohol, Drug and Mental Health Public Safety • Hillsborough County, FL -Fire Marshal • Kensington Police Protection and Community Services District -General Manager / Chief of Police • Longview, TX - Assessment Center -Sergeant - Assessment Center -Lieutenant • Los Altos, CA -Chief of Police • Los Angeles Unified School District -Chief of Police • Maricopa County, AZ -Assistant County Manager for Criminal Justice Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Page 9 • Napa County, CA - Assistant Director of Corrections - Director of Corrections • North Richland Hills, TX -Police Chief • Oak Park, IL -Deputy Police Chief (2) • Port Arthur, TX -Police Chief (Partial Recruitment) • Richmond, CA -Fire Chief • University of California, Los Angeles (UCLA) -Assistant Police Chief Public Works • Alamo Heights, TX -Public Works Director • Calabasas, CA -Public Works Director • Calaveras County, CA - Deputy Director Public Works for Engineering - Director of Public Works • Ceres, CA -Director of Public Works • Colleyville, TX -Public Works Director • Healdsburg, CA -Director of Public Works • Maricopa County, CA -Public Works Director • Millbrae, CA -Superintendent of Public Works • Plumas County, CA -Director of Public Works • Richmond, CA -Public Works Director • San Bernardino County, CA -Director of Public Works (Partial Recruitment) • San Francisco, CA - Director of Public Works - Deputy Director for Engineering - Manager Bureau of Building Repair (Partial Recruitment) • Sutter County, CA -Director of Public Works • Yolo County, CA -Chief Assistant Director Planning, Resources and Public Works Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Page 10 Risk Management • Alliance of Schools for Cooperative Insurance Programs (ASCIP) -Director of Health Benefits + Association of Bay Area Governments - Interim Risk Manager - Risk Manager • Monterey County Schools Insurance Group -Executive Director • Schools Excess Liability Fund -Chief Executive Officer • Shasta-Trinity Schools Insurance Group -Executive Director Social Services • Montgomery County, OH - Assistant Job & Family Services Director - Job & Family Services Director • Yolo County, CA - Assistant Director of Employment & Social Services - Director of Employment & Social Services - Employment & Social Services Division Manager (Department Chief Financial Officer) Utility Related • Sacramento Municipal Utility District (SMUD) - Manager -Commodity Procurement & Sales - Manager -Power Generation - Manager, Regulatory Compliance and Coordination - Manager, Protection, Safety and Emergency Services • Seattle City Light - Energy Delivery Engineering Director • Truckee Donner Public Utility District -General Manager Ralph Andersen & Associates Comprehensive Listing of Recruitments 2005 to 2010 Page I1 Water/Wastewater Related • Antelope Valley-East Kern Water Agency -General Manager • Clark County Water Reclamation District, NV - General Manager • Inyo County, CA -Director, Water Department • Irvine Ranch Water District, CA -Director of Water Operations • Lake Arrowhead Community Services District, CA -General Manager • Marin Municipal Water District -Human Resources Manager • Nipomo Community Services District -General Manager • Orange County Water District -General Manager • Rancho Murieta Community Services District -Director of Field Operations • Rosamond Community Services District -General Manager • San Bernardino Municipal Water Department - Director of Finance - Director of Water Reclamation - Water Utilities Principal Engineer • Solano Irrigation District - Assistant General Manager - Finance Director - Water & Power Operations Manager • Water Employee Services Authority, CA -Director of Engineering • Western Municipal Water District -Assistant General Manager -Engineering and Operations l~ ~,. ~ '~ ~.~.i.C F v ~ ~~ ~~etrs _ ~~~~~ ~ .. ~, -f. . ~`~~ y' ~ ~. ~~ The Opportunity Renowned for its natural beauty and outstanding quality of life, the City of Flagstaff is seeking a dynamic and accomplished City Manager to take the reins of one of the most vibrant and attractive communities in the western United States. Nestled at the base of the San Francisco Peaks and surrounded by one of the largest pine forests on earth, Flagstaffs 64 square miles are home to a progressive, diverse, and civic-minded population of just over 57,000. Reporting to the Mayor and asix-member City Council, the City Manager oversees a staff of 809 and a combined budget of $227 million. The ideal candidate will be ahighly-skilled public administrator eager to contribute his/her cre- ativeand insightful leadership to help shape the future of this growing community. The City Surrounded by tall pines at the base of ~.___. the spectacular San Francisco Peaks, the City of Flagstaff, Ari- zona, is the regional center and county seat for Coconino County. With a great variety in housing, employment, recreation, entertainment, education, and City ser- vices, Flagstaff is also home to Northern Arizona Uni- versity and hosts a number of scientific and high tech research and development industries. Flagstaff is 146 miles north of Phoenix at an altitude of nearly 7,000 feet. With its proximity to Phoenix, Las Vegas, and other growing western cities, Flagstaff is a popular tourist destination and seasonal retreat. Serving as a gateway to Monument Valley, the Painted Des- ert, the Grand Canyon, and other attractions, the City welcomes over 5 million visitors a year. Throughout the year, there are art shows, festivals, live theater performances, and Native American arts and cultural exhibits. The City boasts its own orchestra, the Flagstaff Sym- phonyOrchestra, as well as the world famous Lowell Observatory and Museum of Northern Arizona. Residents share a love for the outdoors and enjoy an array of outdoor sports including unlimited hiking and camping opportunities, hunting, fishing, as well as downhill and Nordic skiing. Likewise, residents share a common respect for and dedication to protect the environment. To- wards this end, the City has allocated considerable resources to a variety of environmental issues and local conservation efforts includ- ing acommitment to the Kyoto Accord and the U.S. Mayors Climate Protection Agreement, as well as an innovative initiative to establish the City's own Environmental Department. The City is operated under the Council/Manager form of govemment with an elected Mayor and six Council Members. The City Manager-f serves as the Chief Executive and is appointed by the Mayor and City Council. The City Manager is responsible for implementing the Coun- cil's policies and managing the City's day-to-day operations. Flagstaff-- has an overall 2007 budget of about $227 million including a current- capital budget of approximately $108 million and an allocated staff o; _ approximately 809. Residents of Flagstaff are civic-minded and are engaged in their community and their local govemment. '°~ The Position --' Appointed by and working under the direction of the Mayor and the' City Council, the City Manager serves as the City's Chief Executive-~ Officer. The City Manager implements all City Council policy decisions, J oversees the City budget, finances, and delivery of City services; and ~ provides leadership and direction to department heads and other staff,''' including Police, Fire, Public Works, Community Development, Utili ~a ties, and Management Services. In addition;; the City Manager engages the community builds consensus, and facilitates partner- ships with a wide variety of public and pri~ vate sector stakeholders. Q As the liaison between City departments and the Council, the City Manager offers institutional knowledge, insight, and experl4 analysis to assist the City Council in formu- lating and implementing short- and long range goals for City growth and management. The City Manager in~ teracts actively with the community, the Mayor, the Council, and other® stakeholders in local govemment to ensure that the ongoing business of planning for the City of Flagstaffs future remains a highly inclusive and collaborative process. With a broad scope of professional exper-4 tise, the City Manager provides visionary leadership to support the development and management of multiple projects and partnerships designed to enhance economic growth, protect the environment, strengthen neighborhoods, and in general, improve City services and the quality of life for the people that live and work in Flagstaff. Challenges and Opportunities • Major issues and challenges for the City Manager and City of Flagstaff® include: Economic Development -Creating high paying jobs through® retention and expansion of existing businesses and attraction of0 new employers is the City Council's top priority. The City will beQ opening a business incubator in 2008 and a private developer is Local Government -~ constructing a Science Park that includes 200,000 square feet of facility space. Both of these new facilities will be located on Mc- Millan Mesa next to the US Geological Survey's Flagstaff Center and will constitute a major high-tech center for northem Arizona. » Affordable Housing -The City has implemented and is expand- ing its efforts to provide affordable workforce housing. The City Council considers this program to be essential to the commu- nity's success in economic development. Expanding the City's partnerships with the private sector, land trust, down payment loan program, and other tools for workforce housing are seen as one of the City Council's top priorities. » Crime Reduction -Flagstaff has experienced a high incidence of property and other non-violent related crimes, following a trend seen throughoutthe State. Considerable progress has been made in reducing these crimes, but more needs to be done. » Sustainability -The City is implementing a major effort to become a "Sustainable Community." The City Council has approved the Kyoto Protocol and will be working on a number of sustainable community programs that help address and maintain a high quality of life in the Flagstaff , community. » Maintenance and Expansion of Public Facilities - Pro- vidingadequate funds to properly rehabilitate and maintain City office buildings, parks, community centers, pools, and other facilities is a critical need. The City is at its maximum capacity for office space and has leased private offices to meet current needs. _ _ Aquaplex - The City will be opening a 50,000 square feet recreation center in 2008. Consider- able planning is underway for the construction and operation of this center. The City Council wants to provide quality programs with adequate staffing at this facility. » Fire Protection -The City is implementing a major bond sup- ported program to construct four fire stations. These stations are being located to provide the best possible response times to serve the community's business and residential areas. Keeping this program on schedule is a major priority of the City Council. ~ Other important issues and challenges include: smart growth, airport expansion, support of tourism and other business and community de- ~ velopment while maintaining the character and livability of the City, ~ continued upgrading of the City-wide IS systems, expanding access ~ to broadband, updating of the area regional and general plans of the City, strengthening community and business partnerships, address- ing homelessness, developing future water resources, constructing the Rio de Flag drainage project, ensuring appropriate recreational activities for children as well as seniors of all abilities, and working re- gionally tobuild strong collaborative and cooperative northem Arizona community partnerships. The City is also committed to the challenge of filling positions available in the community now, making a more concerted effort to integrate immigrant and Native American popula- tions into the workforce meaningfully (there are five different Indian Nations in the area). The Ideal Candidate The ideal candidate will be a decisive leader with a strong grasp of municipal finance, budgeting, and operations. With broad experience negotiating the politics of local gover- nance, the successful candidate will be a champion of inclusive, transparent, ! ' and customer service oriented govem- merit. Possessing a genuine sense of ~ humor and a friendly, open-door man- _ - ,R . , ~ agement style, the ideal candidate will lead by example and rapidly establish credibility and respect within and out- side the organization. Passionate about public service, the ideal candidate will instill within the organization a spirit of continuous improvement, accountability, and uncompromising integrity. Quick to recognize and reward professional ex- cellence, the successful candidate will engage and mentor staff, encourage cal- culated risk-taking and individual initiative, and provide opportunities for entrepreneurial thinking and collaborative problem solving. Able to connect and communicate with all levels of the organization and the community, the ideal candidate will be a confident and ac- complished negotiator able to quickly assess options and offer "win- win" solutions. A consensus builder and creative problem solver, the ideal candidate will maintain active involvement in a wide variety of community and professional groups where he/she will identify and share up-to-date best practices and lessons teamed. Business oriented and results driven, the successful candidate will identify, research, and recommend creative public-private partner- ships, economic development opportunities, and operational im- provement strategies. Ultimately, the successful candidate will bring a visionary, "big picture" perspective to City government -embracing the progressive and diverse fabric of the community and local environ- ment to leverage the City's unique characteristics and enhance this widely-celebrated region's outstanding quality of life. i Qualifications Experience -Extensive administrative and management experience (preferably as a City Manager or as an Assistant/Deputy City Manager) that clearly demonstrates the ability to lead the activities of a municipal government. Education - Possession of a four-year college or university undergraduate degree with major course work in public administration, business administration, management, or a closely related field. A Master's degree in public administration, business administration, or a related field is desired, but not required. Compensation and Benefits The City of Flagstaff provides a highly competitive compensation package and salary up to $182,846, dependent upon experience and quali- fications. Other benefits include paid leave, comprehensive insurance and retirement benefits, auto allowance, expense account, relocation costs, and temporary housing. The Selection Process Ralph Andersen & Associates will work with the City Council to screen and evaluate resumes to determine the appropriate match ofeducation, professional experience, and credentials. Candidates will be required to present their own career history and credentials to highlight their ac- complishments and ability to lead this organization. Only the most highly qualified candidates will be invited for an on-site interview. Interested candidates can apply on-line at www.ralphandersen.com or send to apply@ralphandersen.com. Electronic submittals are preferred. Or submit J via regular mail or fax to: -~ Ralph Andersen & Associates 5800 Stanford Ranch Road, Suite 410 Rocklin, California 95765 Fax: (916) 630-4911 Apply Immediately. First review of resumes will take place on August 17, 2007. To be considered, candidates must submit a: -' » Compelling cover letter and resume; » Salary History; and » Six (6) professional references. These should include two (2) supervisors, two (2) peers, and two (2) direct reports. - The recruitment process will also involve on-site interviews with the City Council and may involve a professional panel to further evaluate the technical capabilities of candidates. Candidates may also be required to respond to supplemental questions to assess writing skills and demonstrate presentation skills through a mock oral presentation. References will not be contacted until mutual interest has been established. Confidential inquires are welcome to Robert Burg at (916) 630- 4900. The City of Flagstaff is an equal employment opportunity employer and encourages all qualified individuals to submit an application for Phis exceptional career opportunity. - • t - SLAVIN MANAGEMENT CONSULTANTS CITY OF IOWA CITY, IOWA Statement of Qualifications Executive Search for Ci Mana er tY g Prepared by Robert E. Stavin on March 3, 2010 SLAVIN MA1~IAGEMENT CONSULTANTS 3040 Holcomb Bridge Rd. Suite A-1 ~ Norcross, Georgia 30071 ~ (770)449-4656 ~ FAX (770) 416-0848 • E-mail: slavin(a~bellsouth.net www.slavinweb.com With affiliates in Dallas, Hartford, Key West, Los Angeles, Mackinac Island and Mesa March 3, 2010 City Manager Search City of Iowa City Office of the City Clerk 410 E. Washington Street Iowa City, Iowa 52240 Re: Proposal for City Manager Search Services Slavin Management Consultants (SMC) is honored to be invited to provide a statement of qualifications for providing professional executive recruitment services to assist the City of Iowa City in recruiting and hiring a new city manager. From the information provided, It is our understanding that Iowa City, Iowa is strategically located in the heart of the Midwest, near the geographical center of the country. Located in the center of eastern Iowa, Iowa City lies within 300 miles of Chicago, Minneapolis, Omaha and St. Louis. Iowa City is both casual and cosmopolitan, a gathering place for people from all walks of life. The downtown area with its mall, specialty shops and services attracts people from surrounding areas. With a population of 62,380 people. Iowa City has numerous art galleries, remarkable theatre and music events and many cultural events. Iowa City is a center of learning, a place where education is valued by students of all ages and by the community as a whole. The city's public school system has an enviable record of success in educating young people. Iowa City is home to the University of Iowa which draws faculty and students from around the world. Iowa City has long been distinguished as one of the nation's leading medical centers. The University of Iowa Hospitals and Clinics provides health care through extensive clinical services. Iowa City residents also have the services of Mercy Hospital, an outstanding community hospital. The Veterans Administration Medical Center is Iowa City's third hospital. Iowa City's largest employers include ACT Inc., NCS Pearson Educational Measurement, Lear Corporation, University of Iowa, Mercy Hospital, Procter & Gamble, Oral B Laboratories, University of Iowa Hospitals and Clinics, VA Medical Center, Systems Unlimited, Hy-Vee, the City of Iowa City, Iowa City Community School District and Johnson County. The City of Iowa City operates under a City Council/City Manager form of government. The voters of the City elect the seven members of the City Council on anon-partisan basis. The mayor is selected by the City Council. The City Council is the governing body and is responsible for the appointment of the City Manager, City Attorney, and City Clerk. The City Manager is responsible for administering all policies, laws and ordinances enacted by the City Council. With support from the Assistant City Manager and Department Directors the City Manager is responsible for the day-to-day operations of the city organization. Ciry Departments include City Attorney, City Clerk, Finance, Fire, Housing and Inspection Services, Library, Transportation Services, Parks and Recreation, Planning and Community Development, Police, Public Works and SeniorCenter. The City work force consists of635 permanent positions and up to 400 temporary positions. 3040 Holcomb Bridge Road • Suite Al • Norcross, GA 30071-1357 • (770) 449-4656 • FAX (770) 416-0848 SLAVIN MANAGEMENT CONSULTANTS City of Iowa City Page 2 Slavin Management Consultants is pleased to submit this qualifications statement to conduct an executive search for the next City Manager of Iowa City. The purpose of this project is to help the City Council to develop and agree to a comprehensive position profile for City Manager and then to identify, recruit and present outstanding candidates who meet these criteria. Once the profile has been developed and approved by the City Council, we will have no difficulty identifying quality prospective candidates and becoming immediately productive. It is normal for a City Manager search to take between sixty and ninety days to complete. SMC is a high quality, independent management consulting firm. SMC is a national firm, strategically based in Norcross, Georgia for easy access to Atlanta's Hartsfield -Jackson International Airport -the world's busiest airport. We have affiliates in Dallas, TX; Hartford, CT; Key West, FL; Los Angeles, CA; Mackinac Island, MI and Mesa, AZ. We are most capable and interested in being of service to the City of Iowa City and are prepared to commit the highest level of our firm's resources to accomplish this work. I will manage the search. Mr. Paul Wenbert and I will be the primary consultants for this critical project. I am the owner and president of SMC and am among the most experienced recruiters of governmental managers in the nation. I have a strong and proven commitment to providing exceptional recruitment services to public agencies and have received many accolades supporting this work. I have the authority to bind the corporation. Ms. Jill Pylant and Mr. George Goodman will assist with the project. Both are highly experienced human resources consultants. SMC has recruited many executives for public agencies in the Midwest and all regions of the country. In Iowa, we have placed city managers in Muscatine, Storm Lake, Urbandale and West Des Moines. We also placed the current Executive Director with the Iowa League of Cities. We believe that it is significant is that we are experienced in placing city managers in university communities. Examples include Ann Arbor, MI; Berkeley, CA; Columbia, MO; Evanston, IL; Fort Collins, CO; Gainesville, FL; Kalamazoo, MI; Laramie, WY; Oberlin, OH; Riverside, CA; Springfield, MO and Ypsilanti, MI. ~~ We use a critical path" search process which allows our clients to focus attention on the selection process rather than on identifying, recruiting, screening and evaluating candidates. We understand that each client's need for key executives is different and that there is no "best" person for all situations. The best prospects are typically happily employed and not responding to advertisements. These people need to be found and encouraged to become candidates. They are understandably reluctant to apply for positions when their interest could become a matter of public information prior to being assured that the City Council is interested in their candidacy. Our approach to this assignment will reflect the unique qualities of Iowa City. It will honor the interests of candidates to the extent possible under Iowa law. In considering our firm we point out several factors about our firm and our approach that will be of significant benefit to the City: • We are results oriented. Once the recruitment profile is approved, we "lock" into the criteria established and carefully identify, recruit and evaluate candidates who meet your criteria. We do not simply bring forward candidates whom we may already know. • Our key staff members have extensive experience in conducting executive searches for the public sector throughout the nation. • We are committed to complete client satisfaction. Our successful placement-oriented approach will ensure that the project work is practical, realistic, timely and that it has the full commitment and support of the City Council so that a successful placement will be facilitated. • We use discount airfares and leverage trips between clients whenever possible to reduce expenses to our clients. • We are leaders in the field of executive search in the public sector and our methodologies are state-of-the- art. We can address all aspects of your assignment. City of Iowa City Page 3 • Every search that we have conducted has resulted in a selection from our recommended group of candidates. Ourexperience includes large and small organizations, and chief executives and subordinate level positions. More than 95% of our placements have remained in our client's positions for more than five years. • Our style is interactive, that is, we strive to build a partnership with our clients • We are experts in EEO/AA recruitment. Approximately 25% of our placements are women and/or minorities. Thank you for the opportunity to submit this statement. We look forward to working with the City of Iowa City on this highly challenging and very important assignment. If you have questions concerning this proposal, please contact me at (770) 449-4656. Very truly yours, SLAVIN MANAGEMENT CONSULTANTS Robert E. Slavin President RES/jf TABLE OF CONTENTS Cover Letter NAME OF FIRM, OWNERS, BRIEF HISTORY OF THE FIRM ........................ ......... 1 About Slavin Management Consultants ................................... ......... 1 A. Firm Qualifications ............................................. ......... 1 B. Staffing ...................................................... ......... 1 Robert E. Slavin, President ................................ ......... 1 Paul Wenbert, SMC Western Regional Manager ............... ......... 2 George D. Goodman, SMC Midwest Regional Manager ......... ......... 3 Jill T. Pylant, SMC Managing Consultant ..................... ......... 6 FIRM CAPABILITIES AND EXPERIENCE ....................................... ......... 7 Develop the Recruitment Profile ......................................... ......... 7 Identify Qualified Candidates ............................................ ......... 7 Evaluate Prospective Candidates ........................................ ......... 7 Preliminary Screening and Progress Report ......................... ......... 7 Selection and Employment ............................................. ......... 8 In-depth Screening and Final Report ............................... ......... 8 Establish Evaluation Criteria ............................................ ......... 9 Follow-up ........................................................... ......... 9 Reporting ........................................................... ......... 9 Deliverables ......................................................... ......... 9 Guarantees ......................................................... ......... 9 Slavin Management Consultants Search History ............................ ........ 10 Community Involvement ............................................... ........ 14 Description of at least three City Manager Searches and their Outcomes ......... ........ 14 REFERENCES AND PERSONNEL EXPERIENCE ......................................... 15 ANTICIPATED SCHEDULE ........................................................... 16 AGREEMENT FOR SERVICES ........................................................ 17 EXHIBITS Pro Forma Invoice Clients Additional References EEO Statement Minority and Female Placements Prepared for THE CITY OF IOWA C/TY, IOWA by Slavin Management Consultants NAME OF FIRM, OWNERS, BRIEF HISTORY OF THE FIRM About Slavin Management Consultants This section presents our qualifications to conduct projects of this type and describes the staff to be assigned to the search. A. Firm Qualifications SMC is an independent management consulting firm formed in 1986 and incorporated in the State of Georgia. We operate nationwide from our home office near Atlanta, Georgia. The principal and only stock holder of the firm is Robert E. Slavin. Mr. Slavin has extensive experience as a local government executive and as a management consultant. We have affiliates in Dallas, TX; Hartford, CT; Key West, FL; Los Angeles, CA; Mackinac Island, MI and Mesa, AZ. The company provides exceptionally high-quality consulting services to state and local governments, health care providers, transit authorities, utilities, special districts, and private sector clients. Specialty practice areas include executive recruitment, pay and classification, performance appraisal systems, and organization development and training. Our key consultants have conducted successful assignments for hundreds of public sector organizations nationally and offer many references as testimony of our work. This important engagement will be personally conducted by Mr. Robert E. Slavin. Mr. Slavin has conducted or assisted in the conduct of more than 700 successful executive searches throughout his career. Members of the proposed search team have conducted executive searches for Slavin Management Consultants as well as for others before joining the firm. All are professional public human resources practitioners with significant direct management experience. All are long-term, active members of a variety of professional organizations and stay abreast of new and changing laws, developments and trends by regularly attending specialized workshops, seminars and annual conferences. B. Staffin Robert E. Slavin, President Mr. Slavin will manage and serve as the lead consultant for this project. He is a pioneer in public sector and nonprofit executive search. He is among the best known and respected professional recruiters in the business. He is a frequent speaker before professional groups and he has written several articles for professional journals concerning governmental management. By special invitation, Mr. Slavin assisted the United States Office of Personnel Management to define and set up the Senior Executive Service for the Federal Government. Mr. Slavin began his local government career in 1967. His experience includes twelve years working directly for local governments and it includes seven years as a principal consultant with the government search practice of Korn/Ferry International, the largest private sector search firm in the world. He headed the local government search practices for Mercer/Slavin, Incorporated, Mercer, Slavin & Nevins and Slavin, Nevins and Associates, Inc. Mr. Slavin now heads the executive search practice for Slavin Management Consultants. Clients include state and local governments, nonprofit and private sector businesses all over the United States. His experience includes search assignments for the 1984 Los Angeles Olympic's Organizing Committee. Mr. Slavin's experience and qualifications include organizational analysis, classification and compensation studies, and assessment centers and human resource's systems studies. Before being invited to join Korn/Ferry International, Mr. Slavin served as Assistant City Manager/Director of Human Resources for the City of Beverly Hills, California. While at Beverly Hills, Mr. Slavin conducted many executive level recruitment assignments involving nationwide search and placement. Before joining the City of Beverly Hills, Mr. Slavin was the Assistant Personnel Director for the City of San Leandro, California. Prepared for THE CITY OF IOWA CITY, IOWA by Slavin Management Consultants Before San Leandro, Mr. Slavin was on the personnel staff of Santa Clara County, California. His assignments included recruitment, classification and selection for the County's Health Department, Medical Center, Transportation Agency, Sheriffs Office, Superintendent of Schools, Fire Marshall, Assessor's Office, Library System and County Recorder's Office. Mr. Slavin received his Bachelor of Science degree in Political Science from the University of Santa Clara, and has completed the graduate course work for a Master's degree in Public Administration at California State University at Hayward. He is a Certified Professional Consultant to Management by the National Bureau of Certified Consultants. Organizations • International City Management Association • American Society for Public Administration • International Personnel Management Association • IPMA -Human Relations Commission • IPMA -Publications Review Committee • Certified Management Consultant (National Bureau of Certified Consultants) • Southern California Public Labor Relations Council • Southern California Municipal Assistants • Bay Area Salary Survey Committee Paul Wenbert. SMC Western Regional Manager Mr. Wenbert has more than thirty years of professional local government experience including twenty-four years of executive level experience with thirteen of those years as a city manager. Mr. Wenbert joined Slavin Management Consultants in 2007 as Western Regional Manager. He is headquartered in Mesa, Arizona. Most recently, Mr. Wenbert completed seven years of service as Deputy City Manager of Mesa. His career highlights include nine years as City Administrator for Newton, Iowa; four years as Village Manager for Villa Park, Illinois and four years as Assistant City Manager for Ames, Iowa. Early in his career Mr. Wenbert served as an administrative intern for Fort Wayne, Indiana and as an administrative assistant for Mesa, Arizona and Marion, Indiana. Mr. Wenbert earned his Masters in Public Administration degree from Arizona State University and his Bachelor of Science degree From Indiana University. He is also an ICMA Credentialed Manager. His career highlights include: • Chaired Keep Maytag /n Newton Task Force which facilitated retention of more than 2, 000 jobs and addition of 440 jobs and $41 million of investment • Instituted Productivity Improvement Programs in Newton, Iowa and Villa Park, Illinois resulting in more than $3 million of savings • Negotiated revised 28E agreementwith twelve local governments for regional landfill operated by City of Newton and involved in many other intergovernmental relations activities in Newton, Villa Park and Mesa, Arizona • Supervised city departments with $470 million budget and 1,100 employees in Mesa, Arizona. • Directed $80 million five-year Capital Improvements Program budget in Ames • Served as chief negotiator on collective bargaining team for police, fire and blue collar union negotiations in Ames • Worked for the City of Mesa during the time period when it was the fastest growing community in the United States and was involved with many growth issues such as infrastructure planning and Prepared for THE CITY OF IOWA CITY, IOWA by Slavin Management Consultants p financing, freeway interchange decisions and allocating resources equitably to newly developed and existing areas of the community • Designed and administered first personnel and wage classification system for City of Marion, Indiana • In all positions enhanced citizen connection to city government through various methods including citizen-based strategic planning, citizen focus groups, regular community attitude surveys, citizen academies and providing highlights of items on Council agenda • In all positions improved staffteam-building through city-wide staff development and training and city- wide committee work assignments • Served as Vice-President of International City/County Management Association • Served as President of Iowa City/County Management Association • Received ICMA Program Excellence Award for Collaborative Children and Youth Initiatives • Received Greater Newton Area Chamber of Commerce Key Award for Chairing Keep Maytag /n Newton Task Force Organizations ICMA (Past Executive Board Member and Chair of the three ICMA Committees Iowa City/County Management Association (Past President) Georpe D. Goodman, SMC Midwest Regional Manager Mr. Goodman's professional career spans almost forty years. Highlights include thirteen years of senior management service at the University of Michigan, twenty-two years of executive management service for a prestigious membership organization and ten years of acclaimed service as the Mayor of Ypsilanti, MI. He is nationally known and respected for his services as the Executive Director ofthe Michigan Municipal League. Throughout his career, Mr. Goodman has contributed much time and talent to many state and national professional and civic associations to which many he provided policy level leadership. This service includes serving on the Board of Directors of the National League of Cities and as President of the Michigan Conference of Mayors. Mr. Goodman recentlyjoined Slavin Management Consultants as the firm's Midwest Regional Manager. He is headquartered in Ann Arbor and Mackinac, Michigan. EDUCATION: Eastern Michigan University BA, 1963, Political Science Eastern Michigan University MA, 1970, Educational Administration EMPLOYMENT: 2005-Present President, Goodman Consulting, Inc. 1983-2005 Michigan Municipal League, Ann Arbor: Executive Director, ChiefAdministrative Official ofAssociation of Michigan cities and villages 1973-1982 University of Michigan, Ann Arbor: Director, Opportunity Program and Coordinator of Academic Support Services 1969-1973 University of Michigan, Ann Arbor: Assistant Director of Admissions Prepared for THE CITYOF/OWA CITY, IOWA by Slavin Management Consultants 1968-1969 University of Michigan, Ann Arbor: Admissions Counselor 1967-1968 Eastern Michigan University, Ypsilanti: Instructor, Roosevelt School 1963-1967 United States Army, United States and Germany: Company Executive Officer, Adjutant, Company Commander MILITARY SERVICE: Captain -Honorably discharged, 1967 GOVERNMENT EXPERIENCE: 1989-1990 National League of Cities, Member, Board of Directors 1989 Congressional Minority Advisory Committee on the 1990 Census 1989-1993 Michigan Commission on Intergovernmental Relations, Member 1989-1993 Governor's Council on Environmental Quality, Member 1987-1989 National League of Cities State League Planning Group, Chair- 1989-1990 1987-2001 Victim-witness Network Advisory Committee, Michigan SheriffsAssociation, Member 1987-1993 Michigan Commission on School Finance, Member 1986-1992 Michigan Municipal Bond Authority, Member 1986 Michigan Council of Governments, Chair 1983-1987 Michigan Council of Governments (Formerly Michigan Commission on Intergovernmental Relations), Member 1983-2005 Michigan Municipal League Legal Defense Fund, Member, Board of Directors 1983-2005 Michigan Municipal Liability and Property Pool, Member, Board of Directors 1983-2005 Michigan Municipal League Worker's Compensation Fund Trustees, Member 1983-1985 National League of Cities, Member, Board of Directors 1980-1984 Michigan Commission on Criminal Justice, Member 1978-1979 Michigan Municipal League, Board of Trustees, President 1976-1979 Michigan Municipal League, Board of Trustees, Member 1976-1977 Michigan Conference of Mayors, President 1979 Selected by U.s. Department of State to Represent the U.s. in a Joint Conference with Soviet Officials in Exeter, New Hampshire 1975-1982 Ypsilanti Chamber of Commerce, Industrial Development Corporation, Member, Board of Directors 1972-1982 City of Ypsilanti, Mayor 1971-1972 City of Ypsilanti, Mayor Pro-tern Prepared for THE CITY OF /OWA CITY, /OWA by Slavin Management Consultants q 1970-1971 City of Ypsilanti, Councilmember HONORS AND AWARDS: 2007 Trustee Emeritus, Starr Commonwealth 1990 Eastern Michigan University, Chavez- Parks Adjunct Professor of Public Administration 1987 Common Cause, Public Service Achievement Award 1983 Michigan Municipal League, Honorary Life Member 1979 Washtenaw U.a.w. - C.a.p. Council 1979 Ypsilanti Area Chamber of Commerce, Distinguished Community Service Award 1979 State of Michigan, Michigan Legislature, Joint Resolution No.134: a Concurrent Resolution of Tribute to the Honorable George D. Goodman, Mayor of the City of Ypsilanti 1978 National Organization for Women (Now), Washtenaw County Chapter, Ann Arbor, Hohorary Member 1974 Ypsilanti Area Jaycees, Distinguished Service Award; Michigan Jaycees, Selected as one of the Five Outstanding Young Men in Michigan 1972 Eastern Michigan University Alumni Association, Alumni Honors Award ORGANIZATIONAL AFFILIATIONS: 2005-2007 Board of Trustees, Starr Commonwealth, Chair 2001-present International City/county Management Association 1994-1995 Chair, Board of Directors, United Way of Michigan 1991-2005 Michigan Municipal League Foundation, President 1990-1991 International City Management Association, (Icma), Public Policy Committee, Chair 1990-1994 Common Cause, Governing Board, Member 1987-1990 College of Wooster, Board of Trustees, Member 1987-1990 Greenhills School, Board of Trustees, Member 1985-1992 Eastern Michigan University, Michigan Youth Leadership forAction Advisory Board, Member 1989-1995 Ann Arbor Summer Festival, Board of Trustees, Member 1985-1988 Historical Society of Michigan, Board of Trustees, Member 1985-1995 United Way of Michigan, Board of Directors, Member 1986-1988 Washtenaw Community College, Foundation Board, Chair 1983-1992 Washtenaw Community College, Foundation Executive Board, Member 1983-1990 Wemu, Advisory Board, Member Prepared for THE ClTYOFIOWA CITY, IOWA by Slavin Management Consultants ~ 1983-1992 Starr Commonwealth, Board of Trustees, Member 1982-1988 Neighborhood Health Center, Fund Raising Committee, Member 1982-1985 Institute for the Study of Children and Families, Community Advisory Board, Chair 1981-1992 Catherine Mcauley Health Center, Advancement Committee (Development Council), Member 1981-1987 Washtenaw Council on Children, Advisory Board, Member 1981-1986 Youth for Understanding, Washington, D.c., Board of Directors 1981-1990 Ann Arbor Hands on Museum, Board of Trustees, Member 1979-1985 Michigan Black History Sites Committee, Member 1979-1985 Washtenaw County United Way, Board of Directors, Member 1972-1978 Huron Valley Girl Scout Council, Washtenaw County, Board of Directors, Member Jill T. Pylant. SMC Managing Consultant Ms. Pylant is an intragal part of SMC's Atlanta based team. She heads our Classification and Compensation Division and will assist Mr. Slavin with this project as needed. Ms. Pylant has more than 30 years experience in the field of Human Resource Management and local government administration, including eight years as a managing consultant and seven years in local government executive positions. She holds the Master of Public Administration degree. Highlights of Ms. Pylant's career include: • Personnel Director for the fastest growing urban county in the United States, with responsibility for all personnel policies and practices for 2500 employees and a total payroll of $50 million. • Redesigned the total compensation package and developed a professional management structure for plan design, administration and communication for a large urban county government with 3800 employees. • Directed many Compensation and Classification Studies. Developed job analysis methodology to identify skills, knowledges and abilities of individuals and organizational functions. • Responsible for countywide MIS planning and operations for a fastest growing large county using two mainframe platforms and managing 43 major systems. • Managed a Functional Job Analysis of several agencies within the South Carolina Department of Social Services to restructure jobs and reassign organizational objectives for increased efficiency. The results of the work were contributed to the National Task Bank for the Social Services developed by the W. E. Upjohn Institute as well. • Established performance and productivity standards for more than one hundred positions, including clerical, technical and professional, in the Gwinnett County Department of Administrative Services. • Facilitated numerous workshop group sessions to brainstorm goals and objectives, set priorities and develop team decision making skills. • Adapted the national government's Factor Evaluation System forjob classification for use in state and local government. • Developed and conducted supervisory skills development training for local government jurisdictions in South Carolina. • Developed and conducted training in personnel for county government elected officials in Georgia. • Set up apay-for-performance system in a large county government. • Managed employee "quality circles" group in the modification of performance appraisal system as well as the development of new leave policies. Organizations International Foundation of Employee Benefits Plans American Society for Public Administration (held national, state and local offices) Prepared for THEC/TYOFIOWA CITY, IOWA by Slavin Management Consultants g International City Management Association (served on a national committee) Georgia Local Government Personnel Association World at Work Our consultants work as a team. We share the responsibilities for each project, each with specifically assigned responsibilities. We currently have eight active search projects. Four are scheduled to be completed within the next three weeks. FIRM CAPABILITIES AND EXPERIENCE We propose to use our success proven five-step executive recruitment process described as follows: • Develop job qualifications and requirements for the City Manager position -- the recruitment profile. • Identify and recruit qualified candidates. • Evaluate prospective candidates. • Make recommendations, help in selection and facilitate employment. • Establish evaluation criteria and follow-up. Each step of this process is described below. Develop the Recruitment Profile We will meet with the City Council members individually and collectively and with staff and community leaders (if the City Council wishes) to learn the City's needs, focus and requirements such as experience, education and training as well as preferred management style and personal traits. In developing the recruitment profile, we will spend a considerable amount of time at the beginning of the process in Iowa City to gather additional information about the City and to ascertain, the unique challenges of the job and the general environment within which the position functions. Once we have gained the necessary information, we will prepare a draft recruitment profile and review it with the City Council to arrive at a general agreement regarding the specifications for the position. The final profile will include information about the region, the City of Iowa City, the City government, major issues to be faced, the position and the selection criteria established. Identify Qualified Candidates We will first review our database to find those candidates whom we may already know and/or already have on file who may meet your specifications. Although the above process is valuable, we will rely most heavily on our own contacts in related fields and on our own experience. In other words, through "networking," we will conduct a professional search for the best-qualified candidates and invite them to apply for the position. In this effort, we utilize appropriate professional organizations, our established contacts, and our knowledge of quality jurisdictions and their employees. We will develop a targeted advertising program utilizing professional publications and then will prepare and place classified advertisements. Evaluate Prospective Candidates Preliminary Screening and Progress Report Criteria for the preliminary screening will be contained in the approved recruitment profile. They may include such items as education, technical knowledge, experience, accomplishments, management style, personal traits, etc. Screening of candidates against those criteria will be based on data contained in the resume and other data provided by the candidates and on our knowledge of the organizations in which they work. At this stage, each must meet the minimum qualifications specified in the recruitment profile. Prepared for THE CITY OF IOWA CITY, IOWA by Stavin Management Consultants 7 We request that all candidates provide us, in writing, substantial information about their accomplishments and their management style and philosophy. This information is verified and, at the City's option, may be further tested by having the finalists respond to a supplemental questionnaire and/or complete management and leadership style inventories. We interpret these instruments for the City as well. We will meet with the City Council to provide a progress report on a number of semifinalist candidates. These individuals will be top prospects who clearly meet the City's specifications forthe position. With guidance from the City Council, we will narrow the semifinalist candidate group on the basis of refined criteria. During this meeting we will determine City's expectations relative to interview questions that we will write as well as the candidate rating and scoring processes which will be included in our final report. Selection and Emplovment In-depth Screening and Final Report At this point, we will interview those semifinalist candidates whom the City has the greatest interest in. Proper "fit" is as important as technical ability. We assess both. In order to better assess candidates' management style and interpersonal characteristics, we personally interview each in his or her present work environment. We will closely examine each candidate's experience, qualifications, achievements, management style and interpersonal skills in view of the selection criteria and our professional expertise in evaluating the quality of such qualifications, skills and achievements. We conduct in-depth background checks on those individuals who continue to demonstrate their overall suitability forthepnsition. Included are detailed and extensive reference checks which covers minimum period often years. In conducting these, it is our practice to speak directly to individuals who are now or have been in positions to evaluate the candidate's job performance. We ask each candidate to provide us with a large number of references. We then network these references to other persons who know the candidate. In this way, we thoroughly evaluate each candidate. These references and evaluations are combined to provide frank and objective appraisals of the top candidates. As part of our evaluation process we conduct credit checks and verify undergraduate and graduate college degrees. We also conduct criminal history, civil court records and driving record checks. At the City's option, we can arrange for assessment centers and/or psychological (or similar) testing of the candidates. (These optional items will result in extra cost.) We will then meet with the City Council to present a group ofwell-qualified finalist candidates for interviews in Iowa City. These final candidates will not be ranked because, at this point, they will all be qualified and it will then be a matter of chemistry between the candidates and the City Council that should produce the final selection decision. Our final report will be presented in a meeting with the City Council. This written report is a comprehensive document. It contains our candidate recommendations, details about the search, interview tips, interview questions, candidate evaluation forms and information about legal vs. illegal inquiries. The report also includes the candidate interview schedule as well as our recommendations relative to timing, sequencing, location, setting, format, and conduct of interviews. The report contains comprehensive information about each recommended candidate. This includes educational and experience information, an evaluation of the candidate's experience relative to the criteria established by the City, a summary of reference comments and a statement of accomplishments and management style prepared by the candidate. Present compensation is also provided for each recommended candidate. We will provide information about trends in employment, employment contracts and agreements, relocation expenses,perquisites, appropriate rolesforspouses,receptions,etc. Wearrangeschedulesfortopcandidate interviews with the City and we will coordinate the entire process. We will properly handle any and all media relations. Unless otherwise directed, it is our standard practice to tell all media that we are working on behalf of the City of Iowa City and that any public statement should come from the City directly. Under no conditions will we release information to the media unless specifically directed by the City to do so. Prepared for THE C/TY OF /OWA C/TY, IOWA by Stavin Management Consultants g - _ __ We will notify all unsuccessful candidates of the final decision reached. And, finally, will continue to work for the City until a suitable candidate is recruited and hired by the City. SMC is an equal opportunity employer and recruiter, and will not discriminate against any employee or applicant for employment because of race, religion, creed, color, sex, disability or national origin. Establish Evaluation Criteria Once the new City Manager has been on board for 30 days or so, we will conduct a session with the City Council and with the new City Manager to establish mutual performance criteria and goals for the position. Follow-up We will follow-up with the City Council and the new City Manager during the first year and assist in making any adjustments that may be necessary. Reporting We will keep the City informed, involved in decisions and involved in the search process. We will provide frequent progress reports to the City Council. Deliverables Deliverables include the recruitment profile (draft and final), the advertisement (draft and final), the progress report (presented in person), the final report with interview tips, interview schedule, interview questions, candidate resumes, candidate evaluations, candidate writing samples, rating sheets, ranking forms, tabulation forms and appropriate/inappropriate question list and negotiated employment agreement between the Ciry and the selected candidate. The following list illustrates Slavin Management Consultants experience in completing city manager and related searches comparable to the Iowa City city manager search. Guarantees We provide a comprehensive set of assurances and guarantees to out executive recruitment clients that include: • We are committed to excellence. We guarantee the highest quality of work and its success in your environment. To accomplish this, we will continue to work with the City until the City Council is satisfied with the candidates and a satisfactory candidate is selected and accepts employment. • We guarantee our work and will redo the search if the position is vacated, for any reason, within two years of the employment date of a candidate selected by the City through our efforts. • We will never actively recruit any candidate who we have placed nor will we actively recruit any employee from a client organization for at least two years from the completion date of an assignment. Prepared for THE CITY OF IOWA CITY, IOWA by Slavin Management Consultants Slavin Management Consultants Search History CLIENT POPULATION POSITION Albany, GA Asheville, NC Auburn Hills, MI Austin, TX Bethlehem Township, PA Branson, MO B rows rd County, FL .Bryan, TX Clermont, FL Dallas, TX Decatur, GA Denton, TX District of Columbia Evanston, IL Fort Collins, CO Fort Myers, FL Franklin, TN Gainesville, FL Glastonbury, CT Greensboro, NC 77 73 20 780 10 9 1.7M 64 17 1.2M 20 66 572 76 131 60 68 95 32 225 City Manager Assistant City Manager Police Chief City Manager City Manager Police Chief Water Director Township Manager RESULT YEAR PLACEMENT STILL EMPLOYED Position filled 2005 Yes Position filled 2005 Yes Position filled 2005 No Position filled 2005 Yes Position filled 2004 No Position Filled 2007 Yes Position filled 2007 Yes Position filled 2003 Yes City Administrator Position filled 2008 Finance Director Position filled 2009 Planning Director Position filled 2009 Econ Devp Director Position filled 2009 Utilities Director Active search 2010 Equal Employment Position filled 2003 Opportunity Director City Manager Position filled 2002 Police Chief Position filled 2005 Police Chief Position filled 2004 Police Chief Position filled 2003 Police Chief Position filled 2003 Alcoholic Beverage Position filled 2002 Control Director City Manager Position filled 2005 City Manager Position filled 2005 City Manager Position filled 2007 Police Chief Position filled 2008 City Administrator Position filled 2008 EEO Director Position filled 2004 Human Resources Position filled 2002 Director Assistant City Manager Positions filled 2002 (2 positions) Position filled 2004 Water Reclamation Manager Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes No Yes Yes Yes Yes Yes Yes Yes rreparea ror ~ ht aTY of IOWA CITY, IOWA by Slavin Management Consultants 10 CLIENT POPULATION POSITION RESULT Greenwood Village, CO Gulf Shores, AI Gwinnett County, GA Hall County, GA Hollywood, FL Kalamazoo, MI Kalamazoo County, MI Kansas City, MO Kent County. MI Lake County IL Lake Worth, FL Liberty, MO Lilburn, GA Mansfield, MA Metropolitan Sewer District of Greater Cincinnati Montgomery County, MD Mt. Lebanon, PA Nashville, TN Neptune Beach, FL 11.5 City Manager Position filled 20 City Administrator Position filled 588 Fire Chief Position filled Human Resources Position filled Director 140 Community Position filled Development Director 120 City Manager Position filled 77 City Manager Position filled 290 Deputy County Position filled Administrator Position filled Finance Director 441 Water Services Director Position filled Deputy Water Services Active search Dir 547 Human Resources Position filled Director 680 Asst. County Position filled Administrator Chief Info Officer Position filled Human Resources Dir Position filled 35 Utility Customer Service Position filled Dir 26 Police Chief Position filled 12 Police Chief Position filled 21 Town Manager Position filled 845 Operations Position filled Superintendent YEAR PLACEMENT STILL EMPLOYED 2006 Yes 2008 Yes 2001 Yes 2004 Yes 2003 Yes 2002 Yes 2005 Yes 2008 Yes 2009 Yes 2009 Yes 2010 2003 Yes 2005 Yes 2005 Yes 2004 Yes 2010 Yes 2001 Yes 2006 Yes 2010 Yes 2003 Yes 873 Director of Corrections Position filled 2001 Yes and Rehabilitation 33 Municipal Manager Position filled 2002 Yes 511 Arts Commission Position filled 2004 Yes Director 7 City Manager Position filled 2004 Yes Prepared for THE C/TY OF IOWA CITY, IOWA by Slavin Management Consultants 11 CLIENT POPULATION New Kent County, VA Newark, DE North Port, FL North Miami Beach, FL Norwich, CT Olathe, KS Orange County, FL Ormond Beach, FL Panama City, FL Peoria County, FL Portage, MI Prince William County, VA 13 POSITION RESULT County Administrator Position filled 29 City Manager Position filled 46 City Manager Position Filled 35 Utility Finance Manager Position filled 37 City Manager Position filled 93 Assistant City Manager Position filled 896 Director of Position filled Environmental Position filled Management Position filled Director of Corrections Director of Parks and Recreation 36 City Manager Position filled Budget Director Position filled 36 Assistant City Manager Position filled 183 County Administrator Position filled 46 Assistant City Manager Position filled Deputy Police Chief Position filled 269 County Executive Position filled Roanoke, VA Rockville, MD Sarasota, FL SW Florida Regional Planning Council Spotsylvania County, VA Storm Lake, IA YEAR PLACEMENT STILL EMPLOYED 2002 No Accepted a Promotion 2008 Yes 2005 Yes 2003 Yes 2007 Yes 2000 Yes 2003 Yes 2002 2001 2002 Yes 2004 2004 Yes 2001 Yes 2003 Yes 2004 Yes 2010 Yes 95 Director of Technology Position filled 2003 Yes Director of Human Position filled 2003 Yes Services Position filled 2002 Director of Parks and Position filled 2002 Yes Recreation Director of Libraries No 47 City Manager Position filled 2004 Yes Police Chief Position filled 2002 Yes Assistant City Manager Position filled 2002 Yes 53 Human Resources Position filled 2000 No Director Placement retired N/A Executive Director Position filled 2002 Yes 90 Planning Director Position filled 2003 Yes 10 City Manager Position filled 2010 Yes Prepared for THE CITY OF IOWA CITY, IOWA by Slavin Management Consultants CLIENT POPULATION Stratford, CT 49 Takoma 17 Park, MD Topeka, KS Triangle Transit Authority (NC) Urbandale, IA Virginia Key Beach park Trust (Miami, F L) Volusia County, FL West Palm Beach, FL Wichita, KS Windom, CT 122 N/A POSITION RESULT YEAR PLACEMENT STILL EMPLOYED Town Manager Position filled 2002 No Human Resources Position filled 2002 (Mayor changed) Director Yes City Engineer Position filled 2004 Yes Director of Public Works Position filled 2002 Yes Director of Parks and Position filled 2002 Yes Recreation Position filled 2002 Yes Director of Public Yes Planning City Manager Position filled 2006 Yes Police Chief Position filled 2006 Yes Deputy Executive Position filled 2002 Yes Director 29 City Manager Position filled 2009 Yes N/A Executive Director Position filled 2003 Yes Museum Director Position filled 2007 Yes 443 County Manager Position filled 2005 Yes County Manager Position filled 2000 No 82 City Administrator Position filled 2000 Yes 364 Fleet Maintenance Position filled 2002 Yes Manager Position filled 2002 Traffic Engineer Position filled 2001 Yes City Manager Position filled 2004 Yes 21 City Manager Position filled 2009 Yes Prepared for THE CITY OF IOWA CITY, IOWA by Stavin Management Consultants 13 Community Involvement We are frequently asked by our clients to involve the community in our work. This almost always occurs when we work for university communities. By nature these communities often have active citizens groups and individuals who are interested municipal affairs and whose input is encouraged and valued. We very much enjoy this aspect of our work because it provides us with valuable firsthand insight into community issues and interests. Due to the highly politically nature of this activity, we are careful to follow our client's guidance when we have direct contact with citizens. We have used a variety of techniques to accomplished citizen input. Examples include: - meetings to which all interested citizens are invited. These meetings often take place on different days, at different times and in different locations around the City, - a series of focus group meetings to which specific categories of community leaders are invited to discuss their individual interests and concerns, - in one city, we prepared a citizen input questionnaire that was published in the local daily newspaper, - we have facilitated live on-air televised citizen input sessions, - we have facilitated question and answer sessions during which citizens were invited to ask questions directly of finalist candidates, - we have conducted one-on-one meetings with citizens who asked to speak with us, - and, we have participated in a variety of meet and greet receptions for finalist candidates. Description of at least three City Manager Searches and their Outcomes Please see above section J. Slavin Management Consultants Search History Prepared for THE CITY OF IOWA CITY, IOWA by Slavin Management Consultants ~4 REFERENCES AND PERSONNEL EXPERIENCE The following is a list of sampling of city manager, county administrator, assistants and related searches conducted by Slavin Management Consultants since 2000. All of these searches were conducted by Mr. Slavin with assistance from staff consultants. CLIENT POP (K's) FORM OF GOVERNMENT YEAR Search for CANDIDATE STILL THERE FEE $ Contact PHONE Alban , GA 65.0 COUNCIL/MGR 2005 Cit Mana er Y 13.6 Alford Lott 229 431-2853 Atlantic Beach, FL 14.0 COUNCILlMGR 2000 Cit Mana er Y 12.5 James Hanson 904 247-5806 Asheville, NC 74.0 COUNCIL/MGR 2004 Cit Mana er 13.6 Charles Worle 828 259-5600 Branson, MO 8.9 COUNCIL/MGR 2008 Cit Administrator Y 13.8 Reanne Presle 417 334-4129 Br an, TX 65.0 COUNCIL/MGR 2001 Cith Mana er Y 13.5 Hu h Walker 409 361-3857 Fort Collins, CO 130.3 COUNCIL/MGR 2004 Cit Mana er Y 13.6 Diane Jones 970 221-6505 Holl ood, FL 120.0 COUNCIL/MGR 21702 Cit Mana er Y 13.5 Gail Reinfeld 954 921-3218 Huntersville, NC 4.0 COUNCIL/MGR 2001 Town Mana er Y 13.0 Gre Fer uson 7D4 875-6541 Lake Count , IL 680 COMMISSION/ADMR 2005 Asst. Count Admr. Y 13.5 Barr Burton 847 377-2228 Ne tune Beach, FL 7.3 COUNCIL/MGR 2003 Cit Mana er Y 13.D Lisa Vole 904 27D-2400 North Port, FL 40.D COUNCIL/MGR 2005 Cit Mana er Y 13.6 Helen Raimbeau 941 423-3120 Olathe, KS 100.0 COUNCIL/MGR 21700 Asst Cit Mana er Y 12.5 Mike Wilkes 913 782-2600 Panama Cit , FL 37.0 COUNCIL/MGR 2003 Asst. Cit Mana er Y 13.5 Ken Hammond 850 872-3010 Peoria Count , IL 185,0 BOARD/ADR 2001 Count Mana er Y 12 5 David Williams 309 672-5056 Prince William Count , VA 269 COUNCIL/MGR 2010 Count Executive Y 14.1 Cleil Fitzwater 703 792.6640 Rockville, MD 46.0 COUNCIL/MGR 2004 Cit Mana er Y 13.6 Scott UIIer 301 309-3301 Seminole Count , FL 338 COMM/ADR 2000 Count Administrator v 13.0 Robert Mc Million 407 321-1130 Urbamdale, IA 29 COUNCILlMGR 2009 Cit Mana er Y 10.0 Bob Andewe 515 283-3100 Volusia County, FL 380.0 COMM/MGR 2000 County Manager Y 13.5 Chairman Frank Bruno (386) 626-6582 West Des Moines, IA 50.0 COUNCILlMGR 2000 City Manager y 12.8 Jeff Pomerantz (515) 222-3612 West Palm Bch, FL 80.0 MAYOR/CNCL 20D0 City Administrator Y 13.5 Ed Mitchell City Administrator (407) 659-6028 Prepared for THE CITY OF IOWA CITY, IOWA by Slavin Management Consultants 15 ANTICIPATED SCHEDULE The search process normally takes between sixty (60) and ninety (90) days to complete and typically follows the following pattern: DAYS STEPS 1-30 30-45 45-60 60-360 1. DEVELOP SEARCH PROCESS, RECRUITMENT PROFILE AND ADVERTISING PROGRAM FOR CITY COUNCIL APPRO- VAL / 2. IDENTIFY QUALIFIED CANDIDATES, REVIEW DATA BASE, NETWORK, RECEIVE AND REVIEW RESUMES / / 3. SCREEN & EVALUATE PROSPECTIVE CANDIDATES / 4. PROGRESS MEETING AND REPORT ,/ 5. INTERVIEW AND EVALUATE PROSPECTIVE CANDIDATES / / 6. SUBMIT FINAL REPORT AND RECOMMENDATIONS, ASSIST IN SELECTION, FACILITATE EMPLOYMENT / 7. ESTABLISH EVALUATION CRITERIA AND FOLLOW-UP ,/ Approximately twelve semifinalist candidates are presented to the City at the progress meetings. Generally, about five finalist candidates are presented for interviews with the City. Prepared for THE CITY OF IOWA C/TY, IOWA by Slavin Management Consultants _ 16 AGREEMENT FOR SERV/CES This proposal is presented for Slavin Management Consultants by: SIGNATURE: ~~~ ~_~~~r.~-ri~/ NAME: Robert E. Slavin TITLE: President DATE: March 3. 2010 This proposal is accepted for the City of Iowa City, Iowa by: SIGNATURE: NAME: TITLE: DATE: Prepared for THE CITYOFIOWA CITY, IOWA by Slavin Management Consultants 17 PRO FORMA INVOICE INVOICE DATE: CLIENT: ADDRESS: CITY, STATE: Progress billing for professional services rendered in connection with our agreement: (Invoice _ of _) Reimbursable expenses at cost: Airfare $ XXX.XX Hotel XX.XX Ground Transportation XX.XX Meats XX.XX Tips XX.XX Telephone XXX.XX Clerical Support XXX.XX FAX XX.XX Messenger Service XX.XX Copies XX.XX Postage XX.XX Misc. Direct Costs XX.XX Total Expenses $XXXX.XX $XXXX.XX TOTAL INVOICE $XXXX.XX SLAVIN MANAGEMENT CONSULTANTS PARTIAL CLIENT L/ST The following list of clients represent organizations for which our principal consultants performed significant project work. This client list spans more than thirty years of experience of SMC consultants. Please contact SMC if you desire to speak with the individuals who were project contacts. MUNICIPALITIES Aiken, South Carolina Albany, Georgia Alpharetta, Georgia Anaheim, California Ann Arbor, Michigan Arlington, Texas Arlington Heights, Illinois Atlanta, Georgia Atlantic Beach, Florida Asheville, North Carolina Auburn, Maine Aurora, Colorado Austin, Texas Bartlesville, Oklahoma Bentonville, Arkansas Bergenfield, New Jersey Berkeley, California Beverly Hills, California Birmingham, Alabama Bisbee, Arizona Blacksburg, Virginia Bloomington, Illinois Boynton Beach, Florida Brea, California Broken Arrow, Oklahoma Brownsville, Texas Bryan, Texas Burbank, California Camarillo, California Carson, California Casper, Wyoming Chapel Hill, North Carolina Charlotte, North Carolina Chesapeake, Virginia Clearwater, Florida Columbia, Missouri Columbus, Georgia Concord, New Hampshire Corpus Christi, Texas Corta Madera, California Creedmoor, North Carolina Culver City, California Dallas, Texas Davenport, Iowa Davie, Florida Decatur, Georgia Decatur, Illinois Delray Beach, Florida Del Rio, Texas Denton, Texas Destin, Florida Dothan, Alabama Dubuque, Iowa Duluth, Georgia Dunedin, Florida Durham, North Carolina Eagle Pass, Texas East Brunswick Township, New Jersey Edmond, Oklahoma Elgin, Illinois Enfield, Connecticut Escondido, California Evanston, Illinois Fort Collins, Colorado Fort Lauderdale, Florida Fort Walton Beach, Florida Fort Worth, Texas Franklin, Tennessee Frisco, Colorado Gainesville, Florida Gainesville, Georgia Galesburg, Illinois Garden City, New York Glastonbury, Connecticut Glendale, Arizona Glen Ellyn, Illinois Grand Rapids, Michigan Greensboro, North Carolina Gulfport, Florida Hemet, California Hercules, California Highland Park, Illinois Hollywood, Florida Homestead, Florida Huntington Beach, California Independence, Missouri Iowa League of Cities Jacksonville Beach, Florid Jupiter, Florida Kalamazoo, Michigan Kansas City, Missouri Lakewood, Colorado Lapeer, Michigan Laramie, Wyoming Laredo, Texas Lenexa, Kansas Liberty, Missouri Lillburn, Georgia Little Rock, Arkansas Long Beach, California SLAV/N MANAGEMENT CONSULTANTS Manassas, Virginia San Diego, California Miami Beach, Florida San Fernando, California Milwaukie, Oregon San Francisco, California Minneapolis, Minnesota San Jose, California Miramar, Florida San Juan Capistrano, California Modesto, California Sandersville, Georgia Muscatine, Iowa Santa Ana, California Neptune Beach, Florida Santa Monica, California New Smyrna Beach, Florida Sarasota, Florida Norfolk, Virginia Shaker Heights, Ohio Norman, Oklahoma Simi Valley, California North Las Vegas, Nevada Sioux City, Iowa North Miami Beach, Florida South Brunswick Township, New Jersey Northglenn, Colorado Springfield, Missouri North Port, Florida Stratford, Connecticut Oberlin, Ohio Sunnyvale, California Ocean City, Maryland Sunrise, Florida Oceanside, California Takoma Park, Maryland Olathe, Kansas Topeka, Kansas Oklahoma City, Oklahoma Titusville, Florida Oxnard, California Thornton, Colorado Palm Bay, Florida Traverse City, Michigan Palm Beach Gardens, Florida Topeka, Kansas Palo Alto, California Turlock, California Panama City, Florida Upper Arlington, Ohio Park Ridge, Illinois Urbandale, Iowa Pasadena, California Valdez, Alaska Peoria, Illinois Virginia Beach, Virginia Phoenix, Arizona Waco, Texas Pittsburg, Kansas Warrensburg, Missouri Pompano Beach, Florida Washington, Illinois Portage, Michigan West Des Moines, Iowa Pueblo, Colorado West Hartford, Connecticut Richmond, California West Hollywood, California Richmond, Virginia West Palm Beach, Florida Riverside, California Wichita, Kansas Riverview, Michigan Winston-Salem, North Carolina Roanoke, Virginia Winter Park, Florida Rockville, Maryland Worthington, Minnesota Sacramento, California Ypsilanti, Michigan St. Louis Park, Minnesota Salem, Oregon COUNTIES Alameda County, California Fairfax County, Virginia Albemarle County, Virginia Forsyth County, Georgia Arapahoe County, Colorado Fremont County, Colorado Beaufort County, South Carolina Fresno County, California Broward County, Florida Fulton County, Georgia. Brown County, Wisconsin Glynn County, Georgia Buffalo County, Nebraska Gunnison County, Colorado Chaffee County, Colorado Hall County, Georgia Chesterfield County, Virginia Hamilton County, Ohio Clark County, Nevada Ketchikan-Gateway Borough, Alaska Cobb County, Georgia Lake County, Florida Dade County, Florida Lake County, Illinois Eagle County, Colorado La Plata County, Colorado Escambia County, Florida Leon County, Florida SLAVIN MANAGEMENT CONSULTANTS Lincoln County, North Carolina Livingston County, Illinois Los Angeles County, California Martin County, Florida McHenry County, Illinois Mecklenburg County, North Carolina Mendocino County, California Mesa County, Colorado Moffat County, Colorado Monterey County, California Muscatine County, Iowa New Kent County, Virginia Orange County, New York Orange County, North Carolina Oklahoma Palm Beach County, Florida Peoria County, Illinois Pinellas County, Florida Polk County, Florida Prince William County, Virginia Ramsey County, Minnesota St. Louis County, Minnesota Saline County, Kansas San Diego County, California San Luis Obispo County, California San Mateo County, California Sarasota County, Florida Sedgwick County, Kansas Seminole County, Florida Sonoma County, California Springettsbury Township, Pennsylvania Spotsylvania County, Virginia Volusia County, Florida Wake County, North Carolina Washtenaw County, Michigan Whiteside County, Illinois Whitfield County, Georgia Yolo County, California OTHER ORGANIZATIONS Development Groups Arrowhead Regional Development, Duluth, Minnesota Columbia Development Corporation, South Carolina Fresno Economic Development Commission, California Fresno Redevelopment Authority, California GoTopeka, Inc., Kansas Lincoln Road Development Corporation, Miami Beach, FL Los Angeles, California, Community Redevelopment Agency Mid-American Regional Council, Kansas City, Missouri West Palm Beach Downtown Development Authority, Florida Housing Authorities California Housing Finance Agency Jefferson County Housing Authority, Alabama Las Vegas Housing Authority Memphis Housing Authority, Tennessee Ocala Housing Authority, Florida Peoria Housing Authority, Illinois Libraries Birmingham, Alabama Public Library Central Arkansas Library System Lexington, Kentucky Library System Metropolitan Library System of Oklahoma Moline, Illinois Public Library Non-Profits and Other Governmental Jurisdictions Amyotrophic Lateral Sclerosis Foundation California State Government CDC Federal Credit Union, Atlanta, Georgia Connecticut State Treasures' Office District of Columbia Fresno Employment and Training Commission, California Foundation for the Junior Blind Jefferson County Personnel Board, Alabama Local Government Insurance Trust, Maryland Los Angeles, California Department of Community Public Health Los Angeles, California Music Center Operating Company Los Angeles Olympics Organizing Committee Metropolitan Nashville, Tennessee Arts Commission Parkland Hospital, Texas Southwest Florida Regional Planning Council Professional Associations American Public Works Association Association of County Commissioners, Georgia Georgia Municipal Association International City/County Management Association Iowa League of Cities School Districts Adams County School District #14, Commerce SLAV/N MANAGEMENT CONSULTANTS City, Colorado Lake Sumpter Community College, Florida Dallas Independent School District, Texas Transportation Agencies Alameda-Contra Costa Transit District, Oakland, California Bay Area Rapid Transit District, Oakland, California Dallas Area Rapid Transit District, Dallas, Texas Lee County Port Authority, Florida Port Everglades Authority, Fort Lauderdale, Florida Port of Sacramento, California Riverside Transit Agency, California San Francisco Bay Area Rapid Transit District, California Sarasota/Manatee Airport Authority, Florida Southern California Rapid Transit District Utility Districts Columbus Water Works, Georgia Metropolitan Sewer District of Greater Cincinnati, Ohio Public Works Commission of Fayetteville, North Carolina Rivanna Solid Waste Authority, Virginia Rivanna Water and Sewer Authority, Virginia Sacramento Municipal Utility District, California Spartanburg Utility District, South Carolina SLAVIN MANAGEMENT CONSULTANTS REFERENCES Mr. Kenneth Cronin General Services Manager City of Roanoke (1,720 employees) 215 W. Church Ave. Room 364 Roanoke, Virginia 24011 (540) 853-1805 Fire Chief Search (1995) Police Chief Search (1998) Library Director Search (2004) Human Services Director Search (2004) Parks and Recreation Director Search (2002) Ms. Karen Hampton Human Resources Director City of Takoma Park 7500 Maple Avenue Takoma Park, Maryland 20912 (301) 270-1700 City Administrator Search Police Chief Search Community Development Director Search Public Works Director Search Parks and Recreation Director Search Mayor Vance A. Funk City of Newark City Hall 220 Elkton Road Newark, DE (302) 368-2561, X12 City Manager Search (2008) Mr. James Keene City Manager City of Palo Alto 250 Hamilton Avenue, 7th Floor Palo Alto, CA 94301 Berkeley, CA Public Works Director (1998) Phone: 650-329-2392 Mr. Barry Burton County Administrator Lake County 18 N County Street Waukegan, IL 60085-4350 (847)377-2250 Chief Information Officer Search (2005) Assistant County Administrator Search (2005) Human Resources Director Search (2004) Mr. Daryl J. Delabbio County Administrator/Controller Kent County 300 Monroe Avenue N.W. Grand Rapids, MI 49503 (616) 336-3516 Human Resources Director Search (2003) Mayor Kathleen Novak City of Northglenn 11701 Community Center Drive Northglenn, Colorado 80233 (303)457-3681 City Manager Search (2006) Mayor Benjamin P. Lathrop City of Norwich 100 Broadway, Third Floor Norwich, CT 06360 (860) 823-3743 City Manager Search (2008) Mr. Lief Ahnell City Manager City of Boca Raton 201 West Palmetto Park Road Boca Raton, Florida 33432-3730 (561) 393-7703 Police Chief Search (2006) Fire Chief Search (2006) Assistant City Manager Search -Human Resources Focus (2000) Mr. Clay J. Pearson City Manager City of Novi 45175 W. Ten Mile Road Novi, Michigan 48375-3024 (248) 347-0450 City Manager Search (2006) Mr. Peter M. Battani County Administrator Kalamazoo County 201 West Kalamazoo Avenue Room # 207 Kalamazoo, MI 49007 (269)384-8111 Deputy County Administrator Search (2006) Finance & Administrative Services Director Search (2007) EEO STATEMENT Slavin Management Consultants (SMC) is committed to building a diverse workforce which reflects the face of the community we serve, honors and respects the differences and abilities of all our employees and residents, and provides employees with the necessary opportunities, tools, and support to achieve their maximum potential. Equitably managing a diverse workforce is at the heart of equal opportunity. Valuing diversity is the basis for a policy of inclusion. Diversity recognizes and respects the multitude of differences which employees bring to the workplace. Diversity complements organizational values that stress teamwork, leadership, empowerment, and quality service. Diversity means striving to maintain an environment in which managers value the differences in their employees and take steps to ensure that all employees know they are welcome. To achieve workplace equity and inclusion, SMC will observe the practices outlined below: • We will ensure that we do not discriminate in employment on the basis of race, color, religion, national origin, sex, age, disability, marital status, sexual orientation, creed, ancestry, medical condition, or political ideology. • Our recruiting efforts will ensure that applicant pools are both capable and diverse. • We will make employment decisions based onjob-related criteria and will provide opportunities for entry and promotion into non-traditional jobs. • We will ensure a workplace free of all forms of harassment. • We will develop a procedure for prompt, thorough and impartial investigations of discrimination or harassment complaints and will act on appropriate measures to provide remedy or relief to individuals who have been victims of illegal discrimination or harassment. Measures to ensure accountability for managing diversity will be incorporated into the performance management system for supervisors and managers. The chief executive officer will evaluate the effectiveness of our diversity policies and programs. By creating a workplace where everyone can work towards their maximum potential, SMC will retain quality, productive employees who will provide excellent services to our clients. SLAV/N MANAGEMENT CONSULTANTS MINORITY AND WOMEN PLACEMENTS CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO ALACHUA COUNTY, FL County Administrator X ALBANY, GA City Manager X Police Chief X Assistant City Manager X Human Resources Director X ASPEN, CO City Manager X AUSTIN, TX City Manager X Police Chief X BERKELEY, CA City Manager X Public Works Director X BEVERLY HILLS, CA Sanitation Director X Library Director X BOCA RATON, FL City Manager X Asst. City Manager X Branson, MO Finance Director X BROWARD COUNTY, FL Assistant Director of Equal X X Employment BRYAN, TX Municipal Court Judge X City Manager X CAMARILLO, CA City Clerk X CARSON, CA Planning Director X CHAPEL HILL, NC Transportation Director X Human Resources Director X CHARLOTTE COUNTY, FL County Attorney X CENTRAL CITY ASSN. OF THE Director of Security X CITY OF LOS ANGELES (CA) CHARLOTTE, NC Neighborhood Services Director X COLUMBIA, MO Police Chief X CULVER CITY, CA Finance Director X DALLAS INDEPENDENT Chief Financial Officer X X SCHOOL DISTRICT (TX7 DALLAS, TX City Attorney X DECATUR, GA Chief of Police X DISTRICT OF COLUMBIA Executive Director Alcoholic Beverage Regulations X Commission SLAVIN MANAGEMENT CONSULTANTS Minority and Female Placements Page 2 CLIENT POSITION DURHAM, NC City Manager City Manager Police Chief Public Works Director ESCAMBIA COUNTY, FL Assistant County Administrator ESCONDlDO, CA Civic Center Construction Mgr EVANSTON, IL City Manager FRESNO, CA (P/C) Executive Director FORT LAUDERDALE, FL Fire Chief FORT MYERS, FL City Manager FRESNO, CA (PIC) Executive Director GAINESVILLE, FL Equal Employment Director GLASTONBURY, CT Human Resources Director GREENBELT HOMES, INC. Executive Director (MARYLAND) GREENSBORO, NC Assistant City Manager HAMILTON COUNTY, OH Jobs and Family Services Director HILLSBOROUGH COUNTY (FL) Executive Director CHILDREN'S BOARD HOLLYWOOD, FL City Manager JUPITER, FL Assistant to the City Manager Public Works Director KALAMAZOO, MI City Manager Assistant City Manager LAKE COUNTY, FL County Attorney LAKE COUNTY, IL Purchasing Director Human Resources Director Assistant County Administrator LA PLATA COUNTY, CO Human Services Director LEE COUNTY, FL County Administrator Human Resources Director Dir, Visitors & Convention Bureau LINCOLN ROAD Executive Director DEVELOPMENT CORP. LONG BEACH, CA Police Chief LONG BEACH, CA Executive Director, Civil Service Commission LOS ANGELES, COMMUNITY Sr. Project Manager REDEVELOPMENT AGENCY Project Manager Project Manager AFRICAN AMERICAN WOMAN X X X X X X X X X X X X X X X X X X X LATINO X X X X X X X X X X X X X X X X X X X X X SLAVIN MANAGEMENT CONSULTANTS Minority and Female Placements Page 3 CLIENT POSITION LOS ANGELES COUNTY (CA) Executive Director HEALTH SYSTEMS AGENCY Deputy Exec. Dir. LOS ANGELES COUNTY Public Health Director DEPARTMENT OF PUBLIC HEALTH LOS ANGELES OLYMPICS Human Resources Director ORGANIZING COMMITTEE Director of Venues METROZOO (MIAMI FL) Director of Marketing MEMPHIS (TN) HOUSING Executive Director AUTHORITY MIAMI (FL) OFFSTREET Finance Director PARKING SYSTEM MIAMI VALLEY REGIONAL Executive Director TRANSIT RUTH. (DAYTON, OH) M/RAMAR, FL City Manager MONTEREY COUNTY, CA Hospital Administrator NOAH DEVELOPMENT Executive Director CORPORATION NORFOLK, VA Human Resources Director Senior Engineer NORFOLK, VA Social Services Director OCALA (FL) PUBLIC HOUSING Executive Director AUTHORITY OBERLIN, OH City Manager ORMOND BEACH, FL City Manager OKLAHOMA CITY, OK City Manager PALM BAY, FL Human Resources Director PALM BEACH COUNTY, FL Assistant County Administrator PALM BEACH COUNTY (FL) Executive Director CHILDREN'S SERVICES BOARD PALM BEACH COUNTY (FL) Executive Director HEALTH CARE DISTRICT PALM BEACH GARDENS, FL City Manager (1992) City Manager (1999) PALO ALTO, CA City Attorney PEORIA (!L) PUBLIC HOUSING Executive Director AUTHORITY AFRICAN AMERICAN X WOMAN LATINO X X PRINCE WILLIAM COUNTY, VA Fire Chief RICHMOND, CA City Manager X X X X X X X X X X X X X X X X X X X X X X X X X X X X X SLAVIN MANAGEMENT CONSULTANTS Minority and Female Placements Page 4 CLIENT RICHMOND, VA ROANOKE, VA ROCKVILLE, MD SACRAMENTO, CA SAGINAW, MI SAN DIEGO, CA SAN FRANCISCO, CA SAN JOSE, CA SANTA MONICA, CA SARASOTA, FL SARASOTA COUNTY, FL SELMA, AL SHAKER HEIGHTS, OH SUNNYVALE, CA STRATFORD, CT TAKOMA PARK, MD THORNTON, CO TOPEKA, KS VENICE, FL VIRGINIA BEACH, VA VIRGINIA BEACH PARK TRUST (FL) VOLUSIA COUNTY, FL WACO, TX WAKE COUNTY, NC POSITION Director of Public Health Police Chief Economic Development Director Assistant City Manager Director of Human Services Assistant City Manager Human Resources Director Police Chief City Manager Assistant City Administrator Police Chief Deputy City Manager Human Resources Director Deputy County Administrator Police Chief City Administrator Public Information Officer City Clerk Human Resources Director City Manager Recreation Director Housing and Community Development Director Public Works Director Public Information Officer City Manager Police Chief Human Resources Director Executive Director County Manager Deputy City Manager Exec. Dir. -Support Services Assistant City Manager Director of Facilities Human Services Director AFRICAN AMERICAN WOMAN LATINO X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X SLAVIN MANAGEMENT CONSULTANTS Minority and Female Placements Page 5 CLIENT THE WEINGART CENTER (LOS ANGELES) WEST COVINA, CA WEST MIFFLIN, PA WEST PALM BEACH, FL WICHITA, KS YPSILANTI, MI ZOOLOGICAL SOCIETY OF FLORIDA (DADS COUNTY) POSITION AFRICAN AMERICAN Executive Director Planning Director Town Administrator Assistant City Administrator Human Resources Dir Community Services Dir Communications Director Director of Libraries Housing and Development Director City Manager City Manager Executive Director X X X X X X X WOMAN X X X X X X X X X LATINO X SLAVIN MANAGEMENT CONSULTANTS Pi,~r~li,. Sector A~7v~sors Accomplishment. Springsted Proposal City of Iowa City, Iowa Proposal to Provide City Manager Search Services March 8, 2010 Springsted Table of Contents LETTER OF TRANSMITTAL 1 FIRM BACKGROUND AND HISTORY .................................................................1 Firm Information ................................................................................................... .. ~ History and Leadership ........................................................................................ ..1 2 KEY PERSONNEL .............................................................................................. .. 3 Availability of Lead Person .................................................................................. .. 5 3 FIRM CAPABILITIES AND EXPERIENCE .......................................................... .. 6 General Statement of Executive Search Experience ........................................... .. 6 Filling Executive Level Positions .......................................................................... ..6 Description of Comparable Searches .................................................................. .. 6 Philosophy and Approach .................................................................................... ..7 Executive Search Process Overview ................................................................... .. 9 Project Approach and Methodology ..................................................................... .. 9 Phase I: Position Analysis and Profile Development ........................................... .. 9 Phase II: Recruitment and Screening of Candidates ........................................... 11 Phase III: Evaluation of Candidates ..................................................................... 12 Phase IV: Candidate Selection and Negotiation .................................................. 14 Post Selection Services ........................................................................................ 14 4 REFERENCES ....................................................................................................16 5 OTHER INFORMATION ......................................................................................17 Participatory Process ............................................................................................17 6 ANTICIPATED SCHEDULE ................................................................................18 Tentative Timeline ...............................................................................................18 EXECUTIVE SEARCHES SINCE 2004 .................... SAMPLE PROFILE ....................................................... TEAM MEMBER RESUMES ....................... Mission Statement Springsted provides high quality, independent financial and management advisory services to public and non-profit organizations, and works with them in the long-term process of building their communities on a fiscally sound and well-managed basis. .................... APPENDIX .............APPENDIX II ............APPENDIX III Springsted Springsted Incorporated 300 Walnut Street. Suite 215 Des Moines lA 50309-2258 Springsted TeI 515-244-1358 Fax 515-244-1508 www.springsted com LETTER OF TRANSMITTAL March 8, 2010 Ms. Marian K. Karr, MMC, City Clerk City of Iowa City 410 East Washington Street Iowa City, Iowa 52240 Re: Request for Proposal to Provide City Manager Search Services Dear Ms. Karr: On behalf of Springsted Incorporated, we are pleased to present this proposal to assist the City of lowa City in hiring a City Manager. Hiring a City Manager is among the most important decisions a City Council makes and we are committed to designing and executing a thorough and comprehensive, yet efficient process specifically oriented to the distinctive needs of your City. Moreover, Springsted understands that the responsibilities do not end when the candidate is selected. For that reason, we take an ongoing interest in the newly appointed City Manager's success. Springsted has been serving municipal clients for over 50 years; and we have consistently demonstrated a continuing interest in the success of our clients and the candidates whom we have placed. To do this, we get to know your City and the organization so we can represent the professional opportunities available to qualified candidates. We work with the City Council to define the qualifications desired in the City Manager, recognizing that City Council members often value receiving input from staff and the community. We design and actively manage the search process to meet the City Council's need for information, in the form of updates during the process and thorough written reports on candidates. We structw•e the interview process to ensw•e that it provides the City Council with the best information needed to make a sound hiring decision, understanding that the process may entail multiple interview panels and second round interviews. After the City Council makes its hiring decision, we will act as the City's representative to negotiate an employment agreement. The consultant team assigned to this search has experience conducting well. over 75 searches. The team has extensive practical experience in local government and the qualifications to identify individuals with the professional experience and training that will help the City achieve its goals. With this background, the search firm focuses on recruiting highly regarded administrator candidates and providing the City with a thorough, detailed assessment of each candidate's credentials, according to the desired City Manager qualifications identified by the City Council. Public Sector Advisors City of ]owa City, Iowa March 8, 2010 Page 2 In today's constrained fiscal environment, Springsted understands the importance of working with cities to tailor services to their needs and their budgets. Therefore, we would be happy to have a discussion with you regarding our proposed search process, resulting in a mutual understanding of the expectations, and to negotiate a fee for the work requested. We welcome the opportunity to work with the City Council to fill this very important position. Please feel free to contact us if you have any questions about the scope of services offered in this proposal. Respectfully submitted, Bruce R. Slagle, Vice President Client Representative ~Y>~ Sharon G. Klumpp, Senior Vice Presi~e>it Consultant bl Firm Background and 1. Firm Background and History Firm Information History and Leadership Springsted Springsted's contact information is listed below: Regional Office: Springsted Incorporated 300 Walnut Street, Suite 2 ] 5 Des Moines, Iowa 50309-2258 515-244-1358 Fax: 515-244-1508 Corporate Office: Springsted Incorporated 380 Jackson Street, Suite 300 Saint Paul, Minnesota 55101 651-223-3000 Fax: 651-233-3002 Web site: http://www.springsted.com Springsted is a Minnesota corporation, established in 1959, providing public sector finance and management advisory services in the Upper Midwest as well as nationally. Three employee-owners lead Springsted Incorporated. The owners are Mr. David N. MacGillivray, Chairperson; Ms. Kathleen A. Aho, President; and Ms. Bonnie C. Matson, Firm Administrator. Springsted is one of the largest and most established full service independent public sector advisory firms in the United States. For over half a century, we have continually grown in the range of our client relationships, the comprehensiveness of our services and our prominence within the industry. Our managed growth is focused on providing clients with a balance of national perspective and local expertise. Springsted is a women-owned business and is certified as a Women's Business Enterprise ("WBE") by the City of Saint Paul, Minnesota and the Commonwealth of Virginia, Department of Minority Business Enterprises. Three employee-owners lead Springsted. Our headquarters are located in Saint Paul, Minnesota, with additional offices located close to our clients throughout the Midwest and Mid-Atlantic states. Specifically, our regional offices include Milwaukee, Wisconsin; Des Moines, Iowa; Kansas City, Missouri; Richmond, Virginia; and Denver, Colorado. Springsted has been serving Iowa clients since 1962. In the late 1980x, we opened our first Iowa office, further demonstrating our longstanding commitment to serving Iowa jurisdictions and providing the assurance of continued long-term dedication. Most recently, we welcomed the chance to open an office in Burlington, Iowa. We serve Iowa clients from both our Burlington and Des Moines offices and our corporate headquarters in Saint Paul, Minnesota, ensuring that the full resources of Springsted are available to them. Our commitment to Iowa is long-standing and our success in serving ow- clients is demonstrated by their success. Springsted's Iowa clients include state agencies, cities, counties, public school districts, private schools, community colleges, higher education and various non-profit entities. Springsted has been City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Background and identified by Thomson Financial Services, Inc. as the leader among Iowa financial advisors every year since 1997. Our client innovation in Iowa has also been recognized by the GFOA, with its National Award for Excellence. Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Personnel 2 Key Personnel COnSUltlrlg EXperlenCe Our staff's breadth of experience and depth of expertise are two of our most important characteristics in providing high-quality service to clients. Many of our staff have backgrounds in municipal and county government, education, or with development firms and nonprofit organizations, so they share our clients' perspectives in developing solutions. They have been advising public sector clients in organizational management, leadership and development for over 25 years. The team assigned to the City of Iowa City's City Manager executive search has been selected to be reflective of our Iowa relationships, the national span of our executive search services and our proven ability to provide clients with a diversified pool of qualified candidates. Sharon Klumpp, Dave Unmacht and Rebecca Edberg serve our Iowa clients from our headquarters located in Saint Paul, Minnesota. John Anzivino is based in our Richmond, Virginia office and Bruce Slagle serves our Iowa clients from both our Burlington and Des Moines, Iowa offices. All of the project team members will be available to fulfill the proposed commitment to this search. Extended resumes of the City of Iowa City team members appear in Appendix III. Sharon G. Klumpp, Senior Vice President, who specializes in organizational and management consulting for public agencies, will be the lead consultant on this project. She will be the City's primary contact and will direct the search. Since joining Springsted in 2004, she has conducted over 30 searches, focused in the Midwest. In addition to seven years of local government consulting experience, Ms. Klumpp has extensive government experience, having held a variety of positions including Executive Director of the Metropolitan Council, Associate Executive Director for the League of Minnesota Cities, City Administrator for Oakdale, Minnesota and Assistant City Manager in St. Louis Park, Minnesota. She has also served as the assistant group manager of the Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Personnel a Twin Cities office of an international engineering and design firm. She holds a master's in public administration from the University of Kansas and a bachelor's degree in political science from Miami University, Ohio. John A. Anzivino, Senior Vice President, located in Springsted's Richmond office, will work closely with Ms. Klumpp on this search, assisting with the recruitment and evaluation of qualified applicants for the City Manager position. Since joining Springsted in 2003, Mr. Anzivino has conducted over SO searches in the Mid-Atlantic and Midwest. He has over 2S years of experience in state, county and town management. Mr. Anzivino applies this considerable insight in assisting local governments find solutions to a wide range of human resource, financial and programmatic problems and challenges facing them. He holds a master's degree in public administration from the University of Georgia. David J. Unmacht, Senior Vice President and Consultant, is director of Springsted's Organizational Management/Human Resources group. Mr. Unmacht will assist Ms. Klumpp in the recruitment and evaluation of candidates. He will also provide ongoing services after the completion of the search to ensure the success of this selection process. Mr. Unmacht brings more than one decade of county administration experience, having worked for Scott and Dakota counties, Minnesota. He has also worked as City Manager in Prior Lake and City Administrator in Belle Plaine, Minnesota. He guides clients in budget and resource planning, organizational and leadership development, staff/elected official relations, human resources, intergovernmental collaborations, comprehensive planning and growth management, communication strategies, facilitation services and strategic planning. He has a master's in public administration from Drake University in Iowa and a bachelor's degree in business administration and political science from Wartburg College in Iowa. Bruce R. Slagle, Vice President, directs the Iowa offices and joined the Springsted team in February of 2008. He will assist in recruitment efforts, focusing on personal contacts with other local government managers. As a former city manager in three Iowa communities, he brings a focused hands-on human resource and management knowledge expertise to Iowa clients. A native of Iowa, Mr. Slagle has twenty years experience in local government and has had great success in addressing economic development issues, inter-and intra-governmental organizational needs and budget issues. Mr. Slagle will be actively involved in contacting viable candidates. y Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Personnel 5 Rebecca J. `Becca" Edberg, Project Manager, will assist Ms. Klumpp throughout the project. Ms. Edberg joined Springsted's Management Consulting Group in the fall of 2008. She specializes in all facets of human resources, including classification and compensation studies and benefits review. Ms. Edberg has a degree in human resources management fi•om Winona State University in Minnesota. Availability of Lead Person Springsted takes pride in meeting its time commitments. Springsted is prepared to initiate the search upon receiving the official notice to proceed and will schedule a meeting immediately with City officials to begin the process. Ms. Klumpp, the lead team member from the firm, will be available to the City during all portions of this search process. She is presently the lead consultant on the Scott-Carver-Dakota CAP Agency search and co-leading the Winnetka, Illinois Village Manager search with Mr. Anzinvino. If Springsted is selected for this project, the Iowa City, Iowa City Manager search process will Ms. Klumpp's primary focus. Her contact information follows: Sharon G. Klumpp, Senior Vice President Springsted Incorporated 380 Jackson Street, Suite 300 Saint Paul, MN SS l0I Phone: 651.223.3053 Fax: 651.268.5053 E-mail: sklumpp@springsted.com Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Ca abilities and Ex erience 6 3. Firm Capabilities and Experience General Statement of As management consultants, Springsted plays an important role in helping ExeCUtlVe Search Experience clients address their organizational and management needs. Extensive knowledge and background in the fields of public management, municipal finance, human resource management and local govermnent operations are Springsted hallmarks. Each team member has many years of local government experience in a variety of areas of expertise. This familiarity with the public sector helps us respond to the unique qualities of each local government client, thus improving the quality and relevance of our services. Because Springsted's management consulting practice serves many cities and counties across the country, we can provide the City of Iowa City with an unsurpassed understanding of the issues and opportunities facing the City today and into the future. Springsted has assisted local governments in the recruitment and selection of administrators and department heads for many years. Because several members of our staff have previous experience as city administrators, many local governments have sought our assistance in developing selection processes and making hiring decisions. The services we provide reflect our familiarity with the Iowa local government issues and our knowledge of the pool of qualified candidates in the Upper Midwest. Filling Executive Level As independent public sector advisors, Springsted works only with public and POSItiOnS non-profit sector clients. We are recognized as leaders in local government organizational management and human resource consulting. We are particularly proud of our successful track record of helping local governments recruit city and county managers. A complete listing of Springsted's executive searches since 2004 appears in Appendix 1. Ms. Klumpp and Mr. Anzivino have conducted over 80 percent of these projects. The list of Springsted's searches since 2004 demonstrates the significant experience we have in performing city and county manager searches. Sharon Klumpp, the lead consultant picked for this search, has conducted over 30 of the manager/administrator searches on this list. D@SCrIptlOn Of Comparable Section 4 provides references for several Midwest searches we recently Searches conducted. Each of these searches reflect a customized approach. All searches were completed within acceptable timetables mutually agreed to by the client. Schedules were adjusted when necessary to ensure that the quality of the search was not compromised. The participatory process for each process varied. In the Racine (Wl) Public Health Administrator position, we worked closely with the City Administrator and ensured input from the Board of Health and Health Department employees. The previous Public Health Administrator had been terminated, making it Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Capabilities and Experience ~ critical to obtain input from the Board of Health and department employees. A focus group-style meeting was held with the Board of Health. Board of Health members and department employees were asked to participate in an electronic survey to ensure their input on the competencies desired in the next Public Health Administrator. Their input was reflected in the position profile. This search process included amulti-tiered interview process -semi-finalists were screened by an interview panel that included public health administrators from neighboring jurisdictions, representatives of community social service agencies, members of the Board of Health and the City Administrator. The final interview was conducted by the Board of Health with the City Administrator in attendance. In the Brooklyn Park (MN) search, the City Council desired input from key staff members. Individual meetings were held with each department head to obtain input for the position profile. Department heads also participated in the interview process. Springsted coordinated the development of the interview questions used by department heads and prepared feedback from these interviews to be provided to the City Council. The information given to the City Council detailed what department heads considered to be the strengths, weaknesses and potential fit of each finalist. Both the Ramsey County (MN) and Ogle County (IL) processes included department head focus groups to obtain input for the position profile. Similarly, both interview processes were limited to members of the governing body. In presenting these examples of various search processes, we want to emphasize our commitment to tailor a search process that is responsive to the needs of the Iowa City City Council and to key staff and community stakeholders as deemed appropriate by the City Council. We would be happy to meet with the City Council to elaborate on other processes we have conducted and discuss the City Council's ideas for engaging key staff and/or community stakeholders in the search for a City Manager. Philosophy and Approach Springsted believes that hiring a City Manager is one of the most important decisions that a City Council makes - a decision that will significantly shape the City's future. We help governing bodies make successful hiring decisions by providing thorough profiles and background information on candidates and involving Council members in the hiring process. We work with the City Council, first with individual Council members getting their input into the qualifications desired in the next City Manager, and then collectively to produce a profile that represents the City Council's expectations for the next City Manager. We also recognize that City Councils appreciate having a 360-degree perspective of what others who interact with the City Manager desire in the way of competencies, knowledge, skills and management Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Ca abilities and Ex erience e style attributes that will ensure the success of the next individual selected to be Iowa City's City Manager. Springsted works closely with the City Council to develop an effective process for engaging key City staff and community stakeholders at critical points in the selection process, making sure that the City Council can consider this input when making a hiring decision. We recognize that the City Council relies on its search consultant to provide detailed candidate assessments, including a thorough review of candidate references and background records checks. We take pride in our track record of providing extensive candidate information that allows the City Council to make an informed hiring decision. Springsted emphasizes the importance of each Council member's involvement in the final selection decision and assists the Council in arriving at a consensus decision in selecting a new City Manager. The selection decision is first and foremost a Council decision; our selection process ensures that City Council members have the level of information and deliberation they need before making a hiring decision. From the applicant/candidate perspective, Springsted is the City's ambassador. We tell the City's unique story and explain the professional opportunities and challenges that Iowa City offers. Springsted takes seriously its responsibility to acknowledge each application received in a timely manner, recognizing that good communication throughout the process reflects positively on the City. Similarly, we are responsive to candidate requests for information about the City and the selection process while ensuring a level playing field for all. We ensure the confidentiality of each candidate until such time as the names of finalists become public. Simply stated, our goal is to provide the City Council with a process to determine the candidate who provides the best "fit" for the City while ensuring that candidates have the opportunity to see how their experience and background would be a fit with the City, if offered the position. -' Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Capabilities and Experience g Services Offered Executive Search Process Overview City of Iowa City, Iowa .~ ~` iPl ~r-t.Y~s 3~!1 ~~ IIND ~i~' Pl.~ ~'q~ ~A~'~$: 1Dit3A~ ^ f:~e#ins s prvice > the ~c~cl, iru~tg: project bmetelb~e flecruitmen# te~+ yment parameters Crepe i3osi~vn ~ro#ite atld recruitment brochure ^ Position Profile and recn~tmen# brochure approved by the City Ca+ncil s ~~y candidates Qlat~e aafire in profeasicx~8i ~, newspapers and i~eb sites Screen app~ati~s, based on i'ositirm Profile cribtia ' Conduct screening interviews uia telephone ^ Give ~riodic gates to the City Council ~ ;~f'~8#~t r~9C(IFrirf~e candidates and thrrir qualiftions #a the rust ,~ ~~ ttesignates tinal+sfis ~ • Conduct refer'srxe checks, it records checks on #inaiists Present writtert addendum on each candidate to fire City Codncll ^ City interview process ___ __ ASS1St ~ negt>tiations wIthh sucoessfiui cane; as rec~sted tCeep other fists infiomied ofi the statbs of the sel~ion ^ ~~ at the conclusion r3f the process Project Approach The preceding graphic outlines the executive search process proposed by and Methodology Springsted. It reflects a thorough and comprehensive approach to recruitment and selection, tailored to the specific needs of the City. We recognize that the City may want to make some adjustments to this process and timetable following its review of Springsted's proposal. We will work with the City to make any requested modifications. Phase I: POSItiOn AnaIySIS Springsted will meet with the contact persons and/or staff members designated and Profile Development by the City Council to establish working relationships, define and refine the project's scope, procedures and timetable and to develop and review the materials and details required to successfully complete the project on behalf of the City. Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Capabilities and Experience ~o As part of the position profile development process and as we have in other communities, Springsted staff will work to obtain as broad a view as possible concerning the skills, knowledge and abilities that the ideal candidates will need to possess to best reflect and carry out the current and future philosophies of a growing regional center. Soliciting Input j~or the Position Profile Input from the City Council -Development of the Position Profile gives the City Council an opportunity to define current and future City needs and to identify the corresponding experience, skill sets, core competencies and qualifications Council Members desire in the next City Manager. The Springsted consultant team will meet with each Council Member to discuss individual perspectives on preferred candidate background and experience and the general search process. Council Members will also be asked to provide their comments on what they see as the City's ongoing needs and expectations and future issues in which the City Manager is likely to be involved. Input from City st~xff - Springsted's executive search process includes obtaining input from department heads and others who report directly to the City Manager through a focus group meeting. This input provides the City Council with a wider perspective of the various roles played by the chief administrative officer, providing a comprehensive picture of the position. This information is summarized and provided to the City Council for its consideration as it establishes the qualifications for the next City Manager. Community Input -Several options are available for obtaining community input on the desired qualifications for the City Manager position. Springsted can work with the City Council to structure focus groups that reflect a cross section of community stakeholders. Focus groups are limited to 20 participants. Other methods for obtaining public input on the desired qualifications for the City Manager include conducting public meetings and administering an electronic survey. Springsted will work with the City Council or its designee to structure a community input process that engages stakeholders and ensures a 360° perspective to identify the personal philosophies, qualities, knowledge, skills and abilities candidates must possess to succeed in the Iowa City City Manager position. Creating the Position Profile Based on the information collected, the consultant team will prepare a Position Profile, including job criteria, desired qualifications, core competencies and salary and benefit information. Springsted will also provide comparative salary information to assist the City Council in setting employment parameters. The Position Profile will be used as a recruitment tool that conveys the relevant background and experience desired by the City Council in its next City Manager. Additionally, the Position Profile will tell the community's story to Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Capabilities and Experience ~ 1 prospective candidates, identifying Iowa City's history, its distinct features and its amenities. The Position Profile will be submitted to the City Council for final review, comment and approval. A sample profile can be found in Appendix ll. Staff'Assistance Needed Assistance from City staff during Phase I will include: • Obtaining copies of City documents including the job description, current pay range, if already established, and information on the City's benefit program • Scheduling meetings with City Council members and others identified by the City Council to provide input into the Position Profile • Obtaining information and photos for the Position Profile. Springsted will work closely with a designated City staff member to incorporate information about the City of Iowa City and the community into the Position Profile • Identifying materials not readily available on the City's Web site that are typically used by finalists as background information prior to interviews. These materials include such things as the City's most recent annual report, budget, strategic plan, zoning map, etc. • Providing information on City policies and procedures that may be relevant to this project Phase II: ReCrultment Springsted will actively seek qualified candidates on the City's behalf through and SCreening Of CandldateS personal contacts, professional networks, publications, direct mailings and Web sites to produce a qualified pool of candidates. Recruiting Candidates Persona/ Contacts wit/~ Prospective Candidates -Springsted will initiate an extensive personal contact program to identify and recruit candidates who will meet the City's needs. Personal contacts, e-mails and direct mailings will be used to recruit prospective candidates. As a professional search firm, our consultants have the latitude to make direct contacts with qualified candidates that may otherwise disturb local relationships should they be carried out by City officials. Similarly, our outreach includes contacts with professional associations and major schools of public administration that often provide outreach on job openings to members and alumni. We will also make direct contacts with comparable communities across the nation to maximize the City's exposure with local government professionals familiar with issues similar to those in the City of Iowa City. Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Capabilities and Experience _ 12 Although the position will be publicly advertised, many of the most qualified applicants may not respond to a public announcement. Our knowledge of qualified candidates will assist in the recruitment process because these candidates will often submit applications, if invited. Springsted's reputation among local government officials for handling searches professionally, discreetly and confidentially removes a potential barrier to recruiting prospective candidates who currently enjoy good employment situations. Targeted Advertisements - At a minimum we recommend that the recruitment strategy for this search include placing advertisements as follows: The City's Web site • International City/County Management Association (ICMA) web site and newsletter • National League of Cities • State professional journals and Web sites, including the Iowa League of Cities and league Web sites in neighboring states • Govjob.com • Diversity.com • Other publications and Web sites consistent with the City's hiring policies or procedures or otherwise requested by the City • Springsted.com Scr-eenin~~ Ca~ididates Springsted will receive and acknowledge all applications for the City Manager position. Each application will be screened when it is received based on the criteria contained in the Position Profile. Periodic updates will be provided to the City. Screening is tracked on a spreadsheet using the City's established criteria to ensure that objective consideration is given to each resume we receive. Staff Assistance Needed Assistance from City staff during Phase II will include: • Receiving updates on the process • Responding to questions from the consultant Phase III: EvalUatlOn Of Springsted will conduct screening interviews with up to ten (]0) applicants CandldateS whose qualifications most closely match the criteria established by the City. We will interview each of these applicants to verify and expand on the written data they have provided and to ensure the candidates' real and continuing interest in the position. Springsted will conduct preliminary reference checks and make additional inquiries about candidate qualifications from independent reference sources as appropriate. Finally, we will conduct an Internet search to learn about the communities where the applicants have been employed and some of the issues in which they have been involved. Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Capabilities and Experience 13 Based on our analysis and a review of these applicants, Springsted will summarize candidate qualifications and forward this information to the City Council for its consideration. Springsted will meet with the City Council to present and discuss the recommendations, provide background information and assist the City Council in determining those candidates best qualified to continue in the City Manager search process. Evaluation of Finalists Once the list of finalists is approved by the City Council, Springsted will conduct reference checks for each candidate. After completion of the reference checks, a written addendum on each finalist will be prepared and presented prior to interviews. Springsted retains Setter and Associates, aMinnesota-based management/investigative service specializing in executive pre-employment screening. Mr. Richard Setter served as the police chief in the Minneapolis suburbs of Minnetonka and St. Louis Park. He provides thorough background records checks including verification of educational credentials and a review of the candidate's driving record and criminal history based on the candidate's counties of residence, a review of civil judgments and a credit check. Springsted has a long history of working with Mr. Setter to synthesize information obtained through reference contacts and background record checks. This approach provides the City with a thorough review of each candidate's background prior to final interviews. At the City's option, Springsted will arrange for each candidate to complete an online Myers-Briggs management assessment that will provide the City with information about each candidate's management style, how they interact with others and how they handle conflict. Interviewing Finalists Springsted will coordinate the design of the interview process with the City Council or its designee. We will suggest interview procedures and develop interview questions with input from the City Council. At the City's option, the process may involve amulti-tiered interview approach to provide the Village Board with input from Village staff, community leaders and others with whom the Village Manager will interact on a regular basis. We will provide the City Council with an evaluation matrix to assist members in reviewing the qualifications of each finalist against the position criteria and competencies identified in the Position Profile. Springsted will also be responsible for coordinating the scheduling of finalists for interviews. A Springsted consultant will be in attendance at all interviews. The interview process usually begins with an opportunity for the candidates to meet department heads and receive a tour of the City. The City Council's first ° Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Capabilities and Experience t4 introduction to the candidates often occurs at an informal gathering which occurs before final candidate interviews with the entire City Council. Staff Assistance Needed Assistance from City staff during Phase III will include: Assisting with interview logistics needed for the interview process, such as arranging a tour, scheduling rooms, etc. Phase N: Candidate Generally it is desirable for the City Council to extend an offer of employment SeleCtlOn and N@gOt18tI0n to a candidate immediately following these final interviews. After the City Council has identified the most desirable candidate, Springsted will work with the City Council to assist in the negotiation of final employment parameters, including salary and benefits. We will present the employment offer to the candidate as authorized by the City Council and will prepare an employment agreement on the City's behalf, based on an employment agreement template that has been reviewed earlier with the City Attorney. Updating Otl2er Finalists on the Process Springsted will continue to keep all finalists apprised of this last phase of the selection process. This step in the process becomes extremely important if, for any reason, the top finalist declines the offer. Once the successful candidate has accepted an employment offer, Springsted will notify all other finalists of the appointment. Sta~fAssistance Assistance from City staff during Phase N will include: • Responding to questions the candidate may ask related to salary practices and City benefits during negotiations • Review of the final agreement by the City Attorney Post Selection Services on~oin~ Services Because of our continuing interest in the success of this selection process, Springsted provides ongoing services after the completion of the search to ensure the success of this selection process. We stay in contact with the selected candidate to provide coaching as needed. Should any performance issues surface, we will assist the City Council and City Manager in addressing those issues during the selected candidate's first year. Springsted also commits to performing another executive search if the new City Manager voluntarily resigns or is dismissed for cause during the first 18 months of employment. Each of these services will be provided at no additional cost to the City, other than reimbursement for direct expenses incurred by Springsted. Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Firm Capabilities and Experience 15 No Solicitation Po[icy Springsted toil/ not activel>> recruit aalyone ~•hom N~e huve placed with a client during t/weir employment with that client. Springsted strongly believes that candidates who have accepted a public position have an obligation to serve the public entity for an appropriate period of time. Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services References 16 4. References '= Springsted References are provided for several recent searches. Additional references will be provided upon request. Ramsey County, MN County Manager (2003, 2009) Ms. Jan Parker, Commissioner 651.266.8356 Ms. Gail Blackstone, Director of Human Resources 651.266.2737 City of Racine, WI Public Health Administrator (20]0) Mr. Scott Letteney, Deputy City Attorney 262.636.9115 City of Brooklyn Park, MN City Manager (2008) Mr. Steve Lampi, Mayor 763.971.2947 Ogle County, IL County Administrator (2009) Mr. W. Ed Rice, Board Chair 815.732.1 l 1 1 (County Administrator's office) 815.751.4414 (mobile) City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Other Information 5. Other Information PartlClpatOry PI'OC@SS The scope of services provided for this search includes two opportunities for conducting a participatory process and engaging key members of City staff and/or members of the community: first in the position analysis phase and second, in the candidate evaluation phase. The project team's experience in conducting participatory processes reflects our commitment to customize each search to the needs of our clients. In the position analysis phase, we have used a variety of public input methods ranging from conducting focus groups representing across-section of the community to developing and administering electronic surveys and holding public meetings. We take pride in our ability to work with municipal clients to structure a public engagement process that provides information to the policy makers on the competencies, management attributes and leadership style desired in the next City Manager and one which ensures that the search process is conducted in a transparent manner. Similarly, we have worked with municipal clients to develop an interview process that provides the City Council with input from key staff and/or community stakeholders. Generally this input is obtained through amulti-tiered interview panel process that may include key City staff members and community stakeholders, such as representatives of the Chamber of Commerce, major employers, neighborhood and civic associations and officials from other local government organizations. Springsted coordinates these interview processes, providing consultation on the structure of interview panels and assistance in developing questions and conducting interviews. When amulti-tiered interview approach is used, we provide instruction to each interview panel on the interview process and review illegal questions which should not be asked of candidates. We also provide a structure for communicating feedback from the various interview panels to the City Council. We believe that it is critical for interview panels to provide the City Council with information on the strengths, weaknesses and potential fit of candidates. We do not believe that it is the responsibility of interview panels, other than the City Council, to recommend the selection of a specific candidate. Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Schedule is 6. Anticipated Schedule Springsted takes pride in meeting its time commitments. The schedule to commence this project coincides with Springsted's completion of other engagements. This will ensure that the project team is available to focus on the Iowa City search. Springsted is prepared to initiate the search within ten (10) business days after receiving the official notice to proceed from the City. Generally, it takes from 90 to 120 days to complete a city administrator search. Springsted will work with the City to establish dates to review semi-finalists qualifications with the City Council and interview with final candidates to ensure that the search is completed in a timely manner. Please note that factors beyond the consultant team's control can impact meeting this timetable, including publication deadlines and receipt of timely approvals from the City. Tentative Timeline PF(~1~/'1'ASK ley Jt Jdiy Aat Position Analysis and Profile Development City Approval of Profile and Job Advertisement Recruitment and Placement of Ads Applicant Screening Candidate Summary to the City Council City Council Selects Finalists Background Check, Reference Check, Credentials Verification Candidate Interviews Offer Made/Accepted -~ Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services APPENDIX I Executive Searches Since 2004 Springsted City of Iowa City, Iowa. Proposal to Provitle City Manager Search Services ~ G~+ .,i Cvnn~ ~+...o Cc~rrhoc 9Md.9f11(1 Year v Client State T e of Executive Search 2004 Ho ewell VA Police Chief 2004 Greenville NC Cit Mana er 2004 Bowlin Green VA Town Mana er 2004 Fredericksbur VA Cit Attorne 2004 Accomack Count VA Count Administrator 2004 Ho ewell VA Cit Mana er 2004 Westmoreland Count VA Plannin Director 2004 Prince Geor e VA De ut Count Administrator 2004 Greenville Utilities NC General Mana er 2004 Goochland Count VA Director of Communit Develo ment 2004 Blacksbur VA Town Attorne 2004 Chisholm MN Public Works Director 2004 Ca e Charles VA Town Mana er 2004 Chincotea ue VA Town Mana er 2004 Front Ro al VA Town Mana er 2004 Na 's Head NC Town Mana er 2005 Da on MN Cit Administrator 2005 Ea an MN Director of Parks and Recreation 2005 Minnea olis Park Board MN Finance and Administration Mana er 2005 W omin MN Administrator 2005 Chesa eake Brid e & Tunnel VA Director 2005 Oran e VA Town Mana er 2005 Ham ton VA Cit Mana er 2005 Northam ton Count VA Count Administrator 2005 Blacksbur VA Town Mana er 2005 Oran e VA Town En ineer and Finance Director 2005 Greene VA Count Administrator 2005 Prince Geor e VA De ut Count Administrator 2006 Fredericksbur VA Business Develo Director 2006 Ra ahannock Area Develo ment Comm. VA Executive Director 2006 Ho ewell VA Cit Mana er 2006 Sots Ivania Count VA Count Attorne 2006 Stafford Count VA De ut Administrator 2006 Kin Geor e Count VA Finance Director 2006 Fredericksbur VA Human Resources Director 2006 Colonial Beach Town VA Town Mana er 2006 Eastern Shore of Vir inia 911 VA Communications Director 2006 Staunton VA Cit Mana er 2006 Amelia Count VA Count Administrator 2006 L nchbur VA Finance & Public Works Director Asst. Sprinqsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services I ~~+ n4 Cvnrn+ivn Cn~rrhoc ~nna_~nin Year v Client State T e of Executive Search 2006 Oran e Count VA Finance Director 2006 Shorewood MN Cit En ineer 2006 Minnea olis MN Public Works Director 2006 New Scandia Townshi MN Cit Administrator 2006 Oak Grove MN Count Administrator 2006 Sherburn MN Cit Administrator/EDA Director 2006 Fa etteville NC Cit Mana er 2006 Norfolk VA Cit Mana er 2006 Chesa eake VA Cit Mana er 2006 Bald Head Island Villa e NC Town Mana er 2006 Coon Ra ids MN Cit Mana er 2006 Grand Ra ids MN Cit Administrator 2006 East Grand Forks MN Cit Administrator 2006 Grand Ra ids MN Interim Administrator 2007 Oran e Count VA Director of Information Technolo 2007 Portsmouth VA Cit Mana er 2007 Stafford Count VA Count Administrator 2007 Chesterfield Count VA Count Administrator 2007 Brookl n Center MN Assistant to the Cit Mana er 2007 Oran e Count VA Communit Develo ment Director 2007 Oran e Count VA Public Works Director 2007 Sots Ivania Count VA Plannin Director 2007 Accomack-Northam ton Plannin District Commission VA Executive Director 2007 Northfield MN Economic Develo ment Mana er 2007 Ho ewell VA Police Chief 2007 Oran e Count VA Assistant Count Administrator 2007 Saint Paul MN Fire Chief 2007 Fishers Town IN Fire Chief 2007 Western Tidewater Jail VA Jail Su erintendent 2007 Chesa eake VA Information Officer and Director of Economic Develo ment 2007 Oak Grove MN Cit Administrator 2007 Fairmont MN Finance Director 2007 Hector MN Cit Administrator 2007 Vir inia Hi hlands Air ort Authorit VA Air ort Director artial assistance 2007 Blacksbur Town VA Director of Community Development Services (partial assistance 2007 Suffolk VA Finance Director 2007 Wanamin o MN Cit Administrator 2007 Stafford Count VA De ut Count Administrator 2007 Mounds View MN Cit Administrator 2007 Suffolk VA Cit Mana er 2007 Richmond Re Tonal Plannin District Commission VA Executive Director S.pringsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services I ic+ of Cvcr~ i+ivo Cc~rrhac 9MddM n Year Client State T e of Executive Search 2007 Bristol VA Public Works and Plannin Directors 2007 Brookl n Park MN Assistant to the Cit Mana er 2008 Fairmont MN Cit En ineer 2008 Crow Win Count MN Count Administrator 2008 East Grand Forks MN Cit Administrator 2008 Caroline Count VA Utilities Director 2008 Caroline Count VA Finance Director 2008 Shorewood MN Administrator 2008 Prior Lake MN Finance Director 2008 Dod e Count WI Count Administrator 2008 Inde endent School District No. 0152 Moorhead MN Su erintendent 2008 Gloucester Count VA Count Administrator 2008 Gloucester Count VA Count Attorne 2008 Stafford Count VA Public Utilities Director 2008 Greensboro NC Assistant Mana er 2008 Kin Geor e Count VA Count Administrator 2008 Roanoke Count VA Count Administrator 2008 Cit of Chesa eake VA Public Works Director 2008 Collierville TN Develo ment Director 2008 Worthin ton MN Cit Administrator 2008 Mont omer Count NC Director of Finance 2008 Thomas Jefferson Plannin District Commission VA Executive Director 2008 Windsor VA Town Mana er 2008 Brookl n Center MN Director of Public Works 2008 Ramse Count MN Count Mana er 2008 Danville VA Cit Mana er 2008 Sherburne MN Cit Administrator 2008 Marshall MN Cit Administrator 2008 0 le Count IL Count Administrator 2008 Estherville IA Cit Administrator 2008 Dumfries VA Town Mana er 2008 Fredericksbur VA Director of Tourism and Economic Activities 2008 Goochland Count VA Count Administrator 2009 Bristol VA Director of Public Works 2009 Winona Count MN Count Administrator 2009 Lake Elmo MN Cit Administrator 2009 Goochland Count VA Count Attorne 2010 Dakota Count MN Director of Communit Services in rocess 2010 Racine WI Public Health Director 2010 Arlin ton Count VA Count Administrator 2010 Warren MN Cit Administrator in rocess Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services ~ :tea ..i Cvsi+nfian Cmrnhnc ~nna_~mn Year v,Client State T e of Executive Search 2010 Dakota-Scott-Carver CAP A enc MN Executive Director in rocess Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Springsted APPENDIX II Sample Profile City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Make your mark in Brooklyn Park The City of Brooklyn Park, Minnesota is seeking a city manager The Community Brooklyn Park is Minnesota's sixth largest city. Located on the Mississippi River ten miles northwest of Minneapolis, the city covers 27 square miles and is home to 73,367 residents. Brooklyn Park features a variety of residential neighborhoods from ramblers and entry level affordable housing to contemporary condominiums, town homes and award-winning executive homes with scenic river views. Residents and visitors enjoy a wide range of commercial, educational, and cultural opportunities, including the city's extensive park and trail system and Edinburgh USA, its nationally recognized 18-hole public golf course. Accessibility to the Twin Cities metropolitan area makes Brooklyn Park a desirable location for residents and employers. Major thoroughfares serving Brooklyn Park include I-694, US 10, Highways 169 and 252, and County Rd. 81. The 610 corridor, which links Brooklyn Park to I-35W in Blaine, will eventually connect with I-94 in Maple Grove, expanding economic development opportunities. Brooklyn Park at a Glance Population 73,367 Area 27 square miles City Employees 350 2008 Major employers include Target Corporation, Caterpillar, and Medtronic. A development agreement with Target paves the way for a major corporate expansion in Brooklyn Park's new city center planned for an area north of 610. When completed, the new state-of- the-art city center will effectively serve as the metropolitan area's third downtown with 8 million square feet of office space for over 26,000 employees, 2 million square feet of retail/commercial space, 3,000 units of housing, and two or more hotels. Brooklyn Park residents enjoy an active com- munity life. Festivals and community events celebrate the heritage of community ethnic groups and provide a focus on community unity. The city hosts an award-winning National Night Out event and Toter Daze, an annual celebration, honoring the area's early settlers and their primary industry, potato farming. Make your mark in Brooklyn Park ^ Leading high-profile economic development and redevelopment projects ^ Developing public safety initiatives ^ Implementing an affordable housing replacement policy ^ Coordinating long-term fiscal plans ^ Developing staff talent and planning for the future ^ Promoting increased civic engagement City of Brooklyn Park, 5200 B5th Avenue North, Brooklyn Park, MN 55443 BROOKLYN PARK Make your mark In Brooklyn Park Schools Brooklyn Park is served by three school districts. The vast majority of public school students attend ISD 279 Osseo Schools. Students are also served by ISD 11 Anoka Hennepin and ISD 281 Robbinsdale Schools. Brooklyn Park is home to a variety of higher education institutions, such as North Hennepin Community College, Hennepin Technical College and Rasmussen Business College. A wide variety of public and private higher education opportunities are available in the metropolitan region. History Settlement of Brooklyn Park began in 1852 after the federal government opened the Missouri Territory west of the Mississippi River to homesteading. Early settlers from Michigan staked claim to this area in 1854 and named it Brooklyn Township, after their home territory of Brooklyn, Michigan. The first township meeting was held on May 11, 1858. In 1954, nearly 100 years later, Brooklyn Park was incorporated as a village. Voters approved the city's home rule charter in 1969. City Government Brooklyn Park is organized as acouncil-manager form of government with an elected seven- member governing body. The mayor is elected at large, and two council members are elected to each of three districts. All serve staggered, four-year terms, with the mayor and three council members elected in one year and three council members two years later. The city council appoints the city manager and members of policy boards and commissions and also serves as the governing body for the Brooklyn Park Economic Development Authority. The city manager is the chief administrative officer and serves at the pleasure of the city council. The city manager is responsible for directing the daily administration of city government under the direction of adopted council policy. The city manager is also responsible for the appointment and removal of city employees, except that the appointment and removal of department heads are subject to council approval. Since 1990, three individuals have served in this position. Brooklyn Park maintains a strong financial position, indicated by its Aa2 bond credit rating from Moody's. The city's 2008 budget is $85.7 million. The city's 2008 tax levy is $29.5 million, an increase of 18 percent over the 2007 levy, which covers increased fire and police staffing and offsets reductions in other revenue sources. City services are provided by 350 full and part-time personnel and 300 seasonal employees. The city is organized into seven departments that report to the city manager: Community Development, Engineering and Building Inspections, Finance, Fire, Operations and Maintenance, Police and Recreation and Parks. Position Requirements Bachelor's degree in public administration or a related field, Master's degree preferred, and extensive experience in progressively responsible public management positions as a city manager in afull-service city or as an assistant city manager or department head in a similar-sized or larger community. The ideal candidate will be a high energy manager with strong leadership skills and a demonstrated ability to engage the city council, staff, and community to realize the city's potential. Requires a thorough understanding of long-term fiscal planning, strong intergovernmental relations background, experience with successful large-scale economic development and redevelopment initiatives, and demonstrated ability to create and sustain a highly competent, results-oriented organization. Desired Capabilities ^ Experienced leader who encourages and challenges the city council, city staff and residents to think creatively about Brooklyn Park's future ^ Has the integrity and courage to take a firm position and the wisdom, adaptability, and resiliency to help decision makers find common ground ^ Builds a trusted relationship with the city council, understanding what's important to each member while working at the direction of the entire council ^ Honest and open communicator who ensures that all council members receive consistent information ^ Critical thinker who provides factual information, helps elected officials frame policy issues, and offers professional advice and recommendations ^ Good listener with exceptional interpersonal skills who reaches out to diverse communities and creates inclusive processes to engage residents ^ Leads by example; promotes continued professional and personal development and inspires employees to achieve new goals ^ Sets a positive tone for the organization that values competency, teamwork, and respect for others and cultivates leadership talent among employees Compensation and Benefits Salary up to $144,700, commensurate with qualifications and experience. Attractive benefit package including options for health, dental, and life insurance, deferred compensation savings, college savings plan, retiree health savings plan, employee wellness program and an employee assistance program. Relocation allowance negotiable. .. BIIOOIO.YN City of Brooklyn Park, 5200 85th Avenue North, Brooklyn Park, MN 55443 PARK Make your mark in Brooklyn Park ~ ~ I~p~ ~~, ~ ~ ~ ~~ ~ a n Make your mark in Brooklyn Park. Professional challenges and opportunities that await the next Brooklyn Park city manager include: Economic development and redevelopment The city is positioned to increase its commercial-industrial growth through the high profile Target corporate expansion, economic development along the 610 corridor and redevelopment projects in the Zane Avenue-Brooklyn Boulevard corridor. The next city manager will provide leadership to accomplish existing plans and attract new projects. Public safety The success of Brooklyn Park's Neighborhood Action Program (NAP) comes from an interdepartmental initiative combining police, code enforcement, public health, rental housing inspections, economic development, and parks and recreation efforts to empower residents and promote neighborhood livability. The next city manager will take a collaborative, results-oriented approach to ensuring that residents feel safe wherever they live. BROOIQYN PARK Affordable housing To Apply An agreement with Minnesota Housing and affordable housing advocates requires the city to create replacement housing for every bedroom that is torn down. A moratorium is in place while Springsted Incorporated is assisting the the city engages residents to identify options for meeting this requirement. The next city manager city in its search for a city manager. Send will guide the public engagement process and assist the council in adopting implementation a cover letter, resume, salary history, and strategies. work-related references to: Financing city services and capital improvements The city has developed a 50-year capital replacement and financing plan and is discussing the Sharon Klumpp, Vice President possibility of going to a two-year operating budget. The next city manager will continue these Springsted Incorporated efforts and work with city departments to ensure the efficient use of public resources. 380 Jackson Street, Suite 300 Saint Paul, MN 55101-2887 Succession planning As key city staff members approach retirement, succession planning takes on increasing Phone: 651.223.3053 importance. The new city manager will be instrumental in developing staff talent and integrating Fax: 651.223.3002 new employees into the city's management team. E-mail: brooklynparkC~springsted.com Civic engagement Recruitment will continue until the The city recently received a grant from the McKnight Foundation to promote civic engagement position is filled, with first consideration with special emphasis on outreach to diverse communities and youth. The next city manager given to applications received by will continue efforts to build cultural understanding and encourage more civic involvement in January 23, 2008 local government. Equal Opportunity Employer Ramsey County, Minnesota is recruiting for the position of County Manager Ramsey County Mission Statement "Ramsey County -Working With You to Enhance Our Quality of Life" Recruitment Process Conducted By: Sharon HIumpp, Vice President Springsted Incorporated 380 Jackson Street, Suite 300 Saint Paul, Minnesota 55101-2887 Telephone: 651.223.3053 Fax: 651.223.3002 E-mail: ramseycountynspringsted.com The Minnesota State Fair, located in Ramsey County, draws close to 1.7 million visitors annually Ramsey County Courthouse County Overview Ramsey County is one of seven counties that comprise the Saint Paul-Minneapolis metropolitan area. Its county seat, Saint Paul, is also the state capital and Minnesota's second largest city. Natural resources are abundant from the Mississippi River, which flows along the county's southern boundary, to lakes, parks and trails that provide year- round recreational opportunities. The county is fully developed. Ramsey County covers approximately 170 square miles and has a population of over 517,000 residents, making it the smallest county geographically and the second most populous county in the state. It is also a diverse county with a quarter of its population representing communities of color. Over a quarter of county residents are under the age of 18, while 12 percent are over the age of 65. The Position The Ramsey County manager will continue to build on the organization's success, providing a balance of visionary leadership and pragmatic, results-oriented management. The ideal candidate will have a strong understanding and appreciation of the breadth of county services and proactively seek new ideas and non-traditional approaches. Sustaining the county's strong financial position and increasing opportunities for government and community partnerships will be major areas of focus. The county manager will be adept at working in a political environment while remaining apart from politics and taking the initiative to explore policy issues and present recommendations to the board. Requirements The position requires a Bachelor's degree in public administration or a related field, an advanced degree is highly desired, and considerable senior level management experience preferably in an urban county or city, or comparable experience in a government agency, private corporation, or large, multi-faceted non-profit organization. Candidates must exemplify high ethical standards and demonstrate sound judgment. Desired Capabilities Principled Leadership • Manages with confidence and remains calm under pressure; has the courage to do what's right, even in the face of adversity Strategic Perspective • Inquisitive, focused on the future; actively engages others to move the county forward Effective Board Relationships • Demonstrates honesty, fairness, efficiency, and consistency in dealing with all board members and ensures that timely information on policy issues is provided equally to all commissioners Management Style • A collaborative problem-solver who leads by example, reinforcing and building on the workplace values of respect and diversity; challenges staff to be creative and to pursue excellence in work; holds them accountable for achieving outcomes Skilled Communicator • Delivers a consistent message to the board, staff, and the community; communicates in a manner that is straightforward and genuine with all county constituencies Community Involvement • Builds connections and partnerships with a variety of government officials, civic leaders, community organizations; effectively interacts with diverse and multi-cultural communities 2 Professional Opportunities and Challenges Policy Implementation The county manager will direct the organization by evaluating and building on its success in accomplishing the goals adopted by the county board: • Be a leader in financial and operational management • Promote multi-modal transit and transportation solutions that effectively serve our citizens • Prevent crime and improve public safety • Be a leader in responding to changing demographics in Ramsey County • Proactively deliver services that improve the quality of life for children, families, and individuals with special needs • Protect our natural resources and the quality of our environment Financial Management Beginning with the development of the 2010-2011 county budget, the county manager will position the county to operate effectively in an environment of economic change and uncertainty. Leadership in the budget process will address reductions in state and federal resources, align resources with desired outcomes, and balance operating requirements with long-term facility needs. Succession Planning The county manager will play an active role in supporting ongoing efforts in diversity and leadership development with a focus on preparing for and welcoming the 21S` century workforce. Compensation Compensation package negotiable, commensurate with qualifications and experience, subject to Minnesota statutes. County Organization Ramsey County voters adopted a county charter in 1990 defining the powers and structures of county government. Two years later, the charter went into effect, making the Ramsey County the first and ~~ only one of Minnesota's 87 counties to be governed by home rule. The county is governed by aseven-member board of commissioners. Commissioners are elected by district to four-year overlapping terms in the November general elections. Elections are nonpartisan. The county board is responsible for determining policy, adopting the county budget, and appointing the county manager, who serves at the board's pleasure. In addition, the county board serves as the board of the Ramsey County Regional Rail Authority, the Housing and Redevelopment Authority, and the Public Health Board. Because the county participates in a variety of joint powers service agreements with other counties and cities, commissioners serve on the governing boards of various joint powers organizations. Beginning in 2006, the county adopted atwo-year budget cycle. The estimated budget for 2009, the second year of the current biennial budget, is estimated at over $588 million with an estimated property tax levy of over $248 million. Ramsey County's strong financial management is reflected in the highest credit ratings possible-an Aaa rating from Moody's Investors Service and an AAA from Standard and Poor's. One of 39 U.S. counties receiving top ratings from these two leading credit rating agencies, Ramsey County is recognized for its adherence to conservative fiscal policies and prudent use of debt. 3 The county employs over 4,300 people who provide a wide range of services including administration, law enforcement and corrections, property taxation, public health, human services, libraries, public works, as well as parks and recreation. Approximately 76 percent of the county workforce is represented by 20 bargaining units. The county's organizational chart groups departments by function. Department overviews appear on the following pages. RAMSEY COUNTY ORGANIZATION CHART Regional Electorate Cnaner - Railroad Authority L---------------------- COUNTY BOARD --------------------- Housing & Redevelopment ------------------ ~ i Aumority County Manager `-------------------------- • I/rAti.t Boni l~+wka i CsNwr Administration, Personnel Finance & Review -- Human Committee Resources Community Human Services Library Board Emergency Management & Homeland Security Intonnation Services Property Management Property Records & Revenue Lake Owasso Residence Libraries Ramsey Nursing Home Public Health Parks & Recreation Public Works Veterans Services Workforce Solutions ----, State of Minnesota A WLD Elected Policy ~ ~ * ppointed by District Court Charter Commission' Board/Bench ------- Committee 1 r r r , , Iiwlr A~ i /rMMe cou~imr ATTORNEY SlIERIFP r r Corrections r Community Management i Corrections _ Committee r i j , r r ~ District JUDGES - ~ Court Emergency Communications Medical Examiner The county manager has 19 direct reports. The position also oversees the operations of all county departments and works closely with the elected county attorney and sheriff on budget matters and service initiatives not required under state law. The brief department overviews below illustrate the breadth of the county manager's responsibilities. The County Manager's Office includes Administration, Finance and Human Resources and is responsible for recommending policy to the county board and managing implementation of board policies, directing development and implementation of the budget, ensuring the efficient and effective delivery of services, and overseeing financial management and human resources administration. 4 Emergency Management and Homeland Security coordinates emergency preparedness and homeland security efforts for the county and provides assistance to local jurisdictions and county agencies before, during and after disasters. The Department of Property Management provides for the efficient management of all owned and leased properties and plans for future county needs. The Department of Property Records and Revenue includes the following divisions: Assessor, Election, Property Tax Services, and the Recorder and Registrar of Titles. The Community Human Services Department is federally and state-regulated and county-administered, providing services for income maintenance, social services and services for county residents with special needs, such as the elderly and developmentally disabled, including operation of the Ramsey County Care Center and the Lake Owasso Residence. Operation of a mental health clinic and detoxification center also falls under the department's jurisdiction. The Saint Paul-Ramsey County Department of Public Health provides services emphasizing preventive health, chronic disease prevention and control, healthy families and communicable disease prevention and control. The department also has responsibility for recycling, solid waste management, hazardous waste licensing and inspection and community sanitation. Ramsey County Veteran's Services helps veterans and their families obtain state and federal benefits. The Department of Workforce Solutions provides job-training services and assists businesses with recruitment and placement and employee retention support. The Ramsey County Libraries include facilities in seven suburban locations in Arden Hills, Maplewood, North St. Paul, Roseville, White Bear Lake, Mounds View and Shoreview. The Library Board is appointed by the Board of Commissioners and funding of the library system is through a county tax on properties outside the City of Saint Paul. The Department of Parks and Recreation maintains 1,919 acres of county-owned parkland and unimproved open space as well as special use facilities including the Ramsey County fairgrounds, ten ice arenas, three golf courses and an archery range. In addition there are 4,350 acres of regional parks and trails in the county. The Public Works Department provides and maintains the county road system in coordination with the state and cities located within the county. In cooperation with Washington County, Ramsey County developed a Resource Recovery Facility in the City of Newport. The plant processes solid waste generated in Ramsey and Washington Counties into refuse- derived fuel, which is then burned and converted into electricity at Xcel Energy stations. The Community Development/Housing and Redevelopment Authority promotes the revitalization of suburban Ramsey County including maintenance of existing housing stock, expanding affordable housing opportunities, and encouraging job growth. 5 The Ramsey County Regional Rail Authority responds to the county's changing transit needs by preserving options for rail transit corridors and planning for integrated transportation services with other agencies. The Department of the County Attorney protects public safety through prosecution and provides legal advice and civil representation to all county agencies. The Sheriff s Department provides bailiffs, process servers and other support services for the courts as well as patrol services for all county parks and to certain municipalities on contract. The Sheriff also supervises apre-trial detention facility housed in the Law Enforcement Center. The Department of Community Corrections has the following divisions: Administration, Juvenile Services and Adult Services. The department operates the Adult Detention Center, Correctional Facility, the Juvenile Detention Center, and the Boy's Totem Town. The Department of Emergency Communications is responsible for the operation of the new 9-1-1 dispatch center which opened in June 2007. Historical Perspective The county bears the name of Alexander Ramsey, honoring the first governor of the Minnesota Territory. The county's early development was strongly influenced by the Mississippi River which served as a key transportation corridor for people and goods. ~; ... . ~s Fort Snelling, located at the confluence of the Mississippi and Minnesota Rivers, supported the growing area as a frontier outpost. Today, it is a popular tourist attraction, transporting visitors back in time to 1827, with costumed soldiers, frontier weddings, and period demonstrations. In the 1880s, Saint Paul, and by extension, Ramsey County, became the transportation gateway to the Northwest as the northernmost stop for steamers, paddlewheels and other ships bringing goods and settlers north on the Mississippi River. It was also an important rail stop; the Saint Paul Union Depot served over 150 trains per day in the 1880s. Largely championed by railroad magnet James J. Hill, the hub was a mainstay until the mid-1950s. This high level of traffic through the region made Saint Paul and Ramsey County the cultural center for the state. Residents traveled from all areas to attend the opera, or take in popular vaudeville acts at Saint Paul's Orpheum Theatre, the only stop that was made this far west into the prairies of the United States, by the famous New York Orpheum Circuit. Today, Ramsey County is a bustling center of government, education, culture, and economic activity. Home to major public and private universities, a diversified business sector, and an expanding healthcare industry, Ramsey County is a vibrant community with an exceptional quality of life. 6 The Saint Paul skyline as seen from paddleboats on the Mississippi River Education Education has long been a priority in Minnesota, and especially in Ramsey County, where the University of Minnesota began as a land- grant university on what is now known as the Saint Paul campus located in Falcon Heights; agriculture remains a primary focus. Ramsey County is also home to more than ten universities and colleges as well as several technical schools. K -12 education is available through six independent school districts serving Ramsey County. In addition to the public school systems, over 70 nonpublic elementary/secondary schools are located in the county. From the Ramsey County Landmark Center adjacent to historic Rice Park to the world-renowned Ordway Theatre and the Fitzgerald Theater, which regularly broadcasts "A Prairie Home Companion," Ramsey County is home to many professional performing arts organizations. Throughout the county, arts and theater flourish in local art shows, festivals, and community theaters. Ramsey County residents also enjoy a wide variety of recreational opportunities from major league sports to organized leagues. The state-of-the- art Xcel Energy Center is home to the NHL's Minnesota Wild and the Minnesota Swarm, who play in the National Lacrosse League. Other Minnesota professional sports teams include the Vikings/NFL, the Twins/MLB, the TimberwolveslNBA, the Lynx/WNBA and the Thunder/USL (soccer). Ramsey County is also home to the Saint Paul Saints, who play in the American Association of Independent Professional Baseball. Economic Environment Ramsey County's diversified economy is a significant factor in the region's economic growth The county is home to the world headquarters of 3M and corporate headquarters for U.S. Bancorp and other major employers including, St. Paul Travelers Insurance, Minnesota Life, Ecolab, Deluxe Corporation, Land O'Lakes, Lawson Software, and Target Corporation. The area has also gained prominence as a regional health care center with the presence of Children's Hospital, Region's Hospital, St. Joseph's Hospital, United Hospitals, and the HealthEast Care System and as a hub for bioscience employers including St. Jude's Medical, Boston Scientific, and Medtronic. Transportation has been fundamental to the county's economic success. The county is served by the Minneapolis-Saint Paul airport, located within ten minutes of downtown Saint Paul, and by interstate highways, including I-94,1-694, and I-35E. Ramsey County is also served by Amtrak from the Saint Paul Amtrak Depot. Rail service is east/west through Seattle and Chicago and north/south through Denver and Chicago. 7 Arts, Culture and Recreation The Ramsey County Landmark Center St. Paul Travelers Insurance building Application and Selection Process The position is open until filled. Initial review of resumes begins October 24, 2008. To be considered, please submit a cover letter, resume, salary history, and work-related references to: Sharon G. Klumpp, Vice President Consultant Springsted Incorporated 380 Jackson Street, Suite 300 Saint Paul, MN 55101 651.223.3053 651.223.3002 E-mail: ramseycounty@springsted.com Harriet Island The Ramsey County Board of Commissioners has reserved December 2 and 3 for candidate interviews. More information may be found on the Ramsey County Web site: www.co.ramsey.mn.i~s Ramsey County is an Equal Opportunity Employer. 8 APPENDIX III Team Member Resumes °' Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services $~1a1'On G. K~unlpp Sharon Klumpp is an organization and management consultant, specializing in Senior Vice President organizational and departmental studies, human resource management and COnSUltdnt executive search for public agencies. She also assists governing bodies and senior-level managers in the development, execution and evaluation of strategic plans. Ms. Klumpp has extensive experience in serving government. She has served as Executive Director of the Metropolitan Council, aseven-county regional planning agency for the Twin Cities, and as Associate Executive Director for the League of Minnesota Cities. Her experience also includes serving as City Administrator in Oakdale, Minnesota and as Assistant City Manager in both St. Louis Park, Minnesota and Saginaw, Michigan. Her private sector experience includes serving as the chief administrative officer for the Minneapolis office of a major global engineering and design firm. Ms. Klumpp also served as an adjunct instructor at Walden University, where she taught public administration and organizational change in the University's School of Management. She served two terms on the Ramsey County Charter Commission and was chair for two years. Education University of Kansas, Lawrence, Kansas Masters of Public Administration Miami University, Oxford, Ohio Bachelor of Arts in Political Science Affiliations International City/County Management Association International Public Management Association for Human Resources Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services BPUCe R. S~ag~6 As a Client Representative, Mr. Slagle assists Iowa governmental entities in VICe PrBSldellt achieving their project financing and in developing programs to maximize Client RBpr@S211tatIVE efficient financial management. He also assists clients with housing and economic development implementation, organizational management practices, and in meeting human resources challenges in order to achieve the clients' objectives in an innovative, timely and effective manner. A native of Iowa, Mr. Slagle has over 19 years of experience in local government management, including City Administrator in Roland as well as City Manager in both Hampton and Burlington, Iowa. He was officially recognized as an Outstanding Iowan by Governor Chet Culver in January 2008 for his work in Burlington. Throughout his career, Mr. Slagle has had great success in addressing economic development issues, inter- and intra- government organizational needs, project financing and budget issues. Education Midland Lutheran College, Fremont, Nebraska Bachelor of Science in Business Administration Iowa State University, Ames, Iowa Municipal Clerks Institute Graduate University of Iowa, Iowa City, Iowa Municipal Management Institute Certifications and Honors Certified Municipal Clerk (IIMC) Outstanding Iowan (Governor State of Iowa) Professional Affiliations International City/County Management Association (ICMA) Iowa City/County Management Association (IaCMA) Past President International Institute of Municipal Clerks Iowa Municipal Finance Officers Association Iowa Association of Municipal Utilities Iowa League of Cities Iowa State Association of Counties Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services ~aV%d J Un111aC~1t Mr. Unmacht is the director of Springsted's Organizational Management/ Senior Vice President Human Resources group. As a Consultant, he guides clients in areas including COnSUltant budget and resource planning, organizational and leadership development, staff/elected official relations, human resources, intergovernmental collaborations, comprehensive planning and growth management, communication strategies, facilitation services and strategic planning. Prior to joining Springsted, Mr. Unmacht served for 1 1 years as Administrator for Scott County, Minnesota. Prior to that, he was Deputy County Administrator in Dakota County, City Manager in Prior Lake and City Administrator in Belle Plaine, Minnesota. While with Scott County, Mr. Unmacht oversaw a budget of $100 million, a workforce of approximately 700 and a population of 125,000. During his tenure, the County was awarded the Association of Minnesota Counties Achievement Award five times for a program, person or service. He also paved the way for the creation of the Scott County Association for Leadership and Efficiency (SCALE), and was involved in many program and service enhancements, including the county's major transition to becoming a Community Corrections Act County. His main focuses have been creating and maintaining strong organizational cultures and establishing excellent labor/management relations. By emphasizing aleadership-focused training and development foundation, Mr. Unmacht has successfully guided the communities he's worked with toward both economic growth and a strong customer service focus. Mr. Unmacht is a frequent writer, speaker and panelist for conferences and training groups. He has been recognized with the Excellence in County Government Award by the Minnesota Association of County Administrators and the Manager of the Year Award by the Minnesota City/County Management Association. Mr. Unmacht has also served as President of the Minnesota City/County Management Association. Education Drake University, Des Moines, Iowa Master of Public Administration Wartburg College, Waverly, Iowa Bachelors in Business Administration and Political Science Affiliations International City Management Association Minnesota City/County Management Association Professional Credentialed Manager, ICMA Management Certification Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services J0~111 A. /~I1ZIV1110 Mr. Anzivino joined Springsted in December 2001 as Vice President and .561110P VICE President Client Representative. In July 2006, he was named Senior Vice President Client RepreSentatiVe of the firm and, in December 2006, as Director of Springsted's mid- Atlantic group. He assists mid-Atlantic counties, cities and towns and other governmental clients in helping to resolve their management and human resource, financial, housing and economic development challenges in a variety of innovative ways. In addition, Mr. Anzivino oversees the bond issuance process for clients, ensuring that debt offerings are marketed and delivered in a timely, effective manner. Mr. Anzivino has over 25 years of experience in state and local government. Mr. Anzivino served as Town Manager for Warrenton, Virginia for over 12 years. Prior to Warrenton, he served as County Administrator for four years in Caroline County, Virginia, and for six years in Amelia County, Virginia. Each of these communities received state and national recognition for developing creative and innovative approaches to resolving complex financial and programmatic issues that they faced during his tenure. During this time, Mr. Anzivino authored chapters in the VML Handbook for Mayors m~cl Council Members and the Virginia Association of Counties Handbook fo~- Cowtty Supervisors. He has also held positions in West Virginia with the Governor's Office of Economic and Community Development, specializing in resolving complex utility and project financing issues and with a regional planning and development agency, as its Assistant Director. Mr. Anzivino has been an active participant in professional associations having served as Vice President of the Virginia Local Government Management Association and as President of the Virginia Association of County Administrators. Education University Of Georgia, Athens, Georgia Master of Public Administration Concord College, Athens, West Virginia Bachelor of Arts University of Virginia, Charlottesville, Virginia Senior Executive Institute graduate Affiliations International City Management Association (ICMA) Virginia Local Government Management Association (VLGMA) International Public Management Association for Human Resources (IPMA) Virginia Government Finance Offices Association (VGFOA) North Carolina Government Finance Officers Association (NCGFOA) Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services Rebecca J. EL~bel'g Rebecca Edberg joined Springsted in November of 2008, working as a PrOJeCt Manager Project Manager with the Management Consulting Services Team. She provides technical support and assistance to clients through our Human Resources Department, focusing on compensation studies, executive searches and organizational management projects. Ms. Edberg specializes in all facets of human resources, including classification and compensation as well as benefits reviews. She has prepared offer letters, non-disclosure and non-compete documents and has experience in employee hiring, preparing personnel policies, conducting human resources compliance and benefit reviews and developing training programs. Prior to employment with Springsted, Ms. Edberg worked in various human resources departments within private for-profit and nonprofit organizations, focusing on strategic management, workforce planning and employment, human resources development, employee rewards and employee relations and risk management. Education Winona State University, Winona, Minnesota Bachelor of Science Degree in Human Resources Management Affiliations Society for Human Resource Management - Secretary and Active Member, 2002-present Twin Cities Human Resources Association Delta Sigma Pi Professional Fraternity - Vice President of Awards and Scholarship and Chapter Liaison, 2003-present Professional Professional in Human Resources Certification Springsted City of Iowa City, Iowa. Proposal to Provide City Manager Search Services OORHEES assoclaTES LLC LEADERSHIP IN PUBLIC MANAGEMENT www.VoorheesAssociates.com March 3, 2010 The Honorable Matt Hayek, Mayor, and Members of the City Council City of Iowa City 410 East Washington Street Iowa City, IA 52240 Dear Mayor Hayek and Council Members: Thank you for the opportunity to provide you with a proposal for the City of Iowa City's City Manager recruitment and selection process. Voorhees Associates prides itself on a tailored, personal approach to executive recruitment and selection, able to adapt to your specific requirements for the position. Voorhees Associates is a public management consulting firm serving municipal clients and other public sector entities on a national basis. We work exclusively in the public sector, offering customized executive recruitment services, as well as providing other management studies and services for communities: Our firm is eminently qualified to undertake recruitments for the City of Iowa City. Voorhees Associates has a competent team of multifaceted public service professionals who are ready to assist you. Our firm's executive recruitment standards embrace a professional process of integrity, trust, and respect toward all parties involved and a commitment toward meeting the expressed needs and desires of our Client. We provide the client with a diverse list of potential candidates who are truly interested in and qualified for the position. We only submit candidates for consideration who have been fully vetted by our staff and who have a genuine interest in and are well-qualified for the position. Our ultimate goal is for the client to be completely satisfied with the selected candidate. Should you have questions or require additional information, please contact us. We would be pleased to meet with City Officials to personally present our qualifications. Sincerely, ~~V"M~ Heidi Voorhees, President Voorhees Associates, LLC OORHEES assoclATES LAC LEADERSHIP IN PUBLIC MANAGEMENT Heidi J. Voorhees President H Voorhees@ Voorh eesAssociates. com Te1:847-256-7299 www.VoorheesAssociates.com 500 Lake Cook Road, Suite 350, Deerfield, IL 60015 TABLE OF CONTENTS TRANSMITTAL LETTER PAGE 1 TABLE OF CONTENTS PAGE 2 ' HISTORY OF FIRM PAGE 3 KEY PERSONNEL PAGE 4 FIRM CAPABILITIES AND EXPERIENCE PAGE 5 REFERENCES PAGE 6 OTHER INFORMATION PAGE,? RECRUITMENT SCHEDULE PAGE 9 STATEMENT OF QUALIFICATIONS HISTORY OF FIRM Voorhees Associates is a public management consulting firm serving municipal clients and other public sector entities on a national basis. We work exclusively in the public sector, offering customized executive recruitment services, as well as providing other management studies and services for communities. Voorhees Associates, LLC was established in 2009 with headquarters in Deerfield, Illinois. Heidi Voorhees, President and Owner, previously spent 8 years with the nationally recognized public sector , consulting firm, The PAR Group and was President of The PAR Group from. September 2006 - June 2009, Ms. Voorhees has conducted more than 90 recruitments in her management consulting career, with many of her clients repeat clients, attesting to the high quality of work performed for them. In addition to her 8 years of executive recruitment and management consulting experience, Ms. Voorhees has 19 years of local government leadership and management service with the Villages of Wilmette and Schaumburg, Illinois, as well as the City of Kansas City, Missouri. Page 3 KEY PERSONNEL Voorhees Associates' President Heidi Voorhees will be responsible for your recruitment and selection process. Ms. Voorhees assists clients from our headquarters ofFce in Deerfield. Her biography is enclosed. In the past seven years, Ms. Voorhees completed 24 City Manager tecruitments while with The PAR Group, and has completed one such recruitment since founding Voorhees-Associates. Importantly, her City Manager recruitments during this period include the following major university cities: Bloomington, Illinois, Carbondale, Illinois, and Evanston, Illinois. Ms. Voorhees is currently serving as lead consultant on recruitments for Elgin, Evanston, and Highland Park, Illinois; Austin, Texas; and Wauwatosa, Wisconsin. Three of these recruitments are nearing completion. Should Voorhees Associates be selected to conduct Iowa City's recruitment, Ms. Voorhees will be fully committed to the time necessary to successfully complete the recruitment process. i FIRM CAPABILITIES AND EXPERIENCE Voorhees Associates has completed six recruitments since its establishment last year. The firm has a total of thirteen consultants, both generalists and specialists (public safety, finance, parks, etc.), who are based in Arizona, Delaware, Illinois, and Wisconsin. All consultants are experienced in both local. government and executive search. Over the past seven years, our consultants have completed a total of 211 recruitments, 93 of which were for City Manager/Administrator positions. Other than the six recruitments completed for Voorhees Associates, these recruitments were all completed while our consultants were members of the PAR Group consulting staff. Community involvement in the recruitment process can be accomplished in two ways, as desired by the City Council. If desired, we shall be pleased to conduct focus groups comprised of community leadership and citizenry, in an expanded effort to determine input and feedback from such persons for inclusion in the draft recruitment brochure prepared for Council review, amendment, and ultimate approval. Another option would be a reception event for short-listed candidates, coordinated by Voorhees Associates, as a public "meet and greet" for citizens to meet and ask questions of candidates. Three recent City Manager searches conducted by Ms. Voorhees, with timetables and outcomes, include the following: Village of Richfield, Wisconsin (for Voorhees Associates) Time: 90 days Outcome: appointment made 2/10 Village of Woodridge, Illinois (while with The PAR Group) Time: 120 days ' Outcome: appointment made 6/09 - City of Evanston, Illinois (while with The PAR Group) 1 Time: 120 days Outcome: appointment made 6/09 Page 5 REFERENCES The'following references can speak to the quality of services provided by Ms. Voorhees Village Administrator recruitment (Voorhees Associates) Completed 2/10 ' Village of Richfield, Wisconsin ' John Jefford, Village President TEL: 262/628-2260 City Manager recruitment (PAR Grow Completed 6/09 City of Evanston, Illinois Elizabeth Tisdahl, Mayor TEL: 847/866-2979 Village Administrator recruitment (PAR Grou Completed '6/09 Village of Woodridge, Illinois William Murphy, Mayor TE4: 630/852-7000 City Manager recruitment (PAR Grouo) Completed 5/08 . City of Carbondale, Illinois Mayor Brad Cole TEL: 618/457-3229 Page 6 OTHER INFORMATION Voorhees Associates suggests the following approach to your recruitment, subject to your requests for modification: Phase I -Position Assessment, Job Announcement and Profile Development Phase I will include the following steps: - Interviews with the Mayor and Members of the City Council, and the City's senior staff as well as - any other individuals you deem appropriate to best understand the responsibilities, challenges, and culture of the City. ~ - - Development of a Job Announcement. - Development of a detailed Recruitment Brochure for your review and approval. - Agreement on a detailed Recruitment Timetable. Phase II -Advertising, Candidate Recruitment and Outreach Phase II will include the following steps: - Placement of the Job Announcement in appropriate professional publications, both in print and on line. - The development of a database of potential candidates unique to this position and to the City of ' Iowa City, focusing on the leadership and management skills identified in Phase I as well as size' of organization, and experience in addressing challenges and opportunities also outlined in Phase I. - - Outreach will be done through a-mail, telephone contacts, and U.S. mail as appropriate. Voorhees Associates consultants have extensive knowledge of the municipal government industry and will personally identify and contact potential candidates. Phase III -Candidate Evaluation and Screening Phase III will include the following steps: - Review and evaluation of candidates' credentials considering the criteria outlined in the Recruitment Brochure. - - Candidates will be interviewed by telephone to fully grasp their qualifications and experience as well as their interpersonal skills. - Formal and informal references will be conducted to further verify candidates' abilities, work ethic, management and leadership skills, analytical skills, interpersonal skills, ability to interact with the media, and any areas identified for improvement. - Voorhees Associates will verify educational credentials and conduct a media and Internet search to further assess each candidate's ability to interact with the media as well as to have a full understanding of each candidate's background. ' Page 7 - All rasum~s will be acknowledged and contacts and inquiries from candidates will be personally handled by Voorhees Associates, ensuring the City of Iowa City's process is professional and well regarded by all who participate. , Phase IV -Presentation of Recommended Candidates and Interviewing Process Phase IV will include the following steps: - Voorhees Associates will prepare a Recruitment Report that presents the credentials of those candidates most qualified for the position. You will advise us of the number of reports you will need for the individuals involved in this phase of the recruitment and selection process. - Voorhees Associates provide you'with a log of all candidates who applied for the position. You may also review all of the rasum~s should you so desire. _ - Voorhees Associates will meet with you ~to review the Recruitment Report and expand upon the information provided. The report wilt arrive two to three days in advance of the meeting, giving you the opportunity to fully review it. - The Interviewing Process will be finalized including the discussion of any specific components you deem appropriate such as an in basket exercise, oral presentation or written exercise. The inclusion of these tasks can assist you in evaluating the skills and abilities of the candidates you select for an interview. - Voorhees Associates will develop the first and second round interview questions for your review. Voorhees Associates will provide you with interview books that include the credentials each candidate submits, a summary of each candidate's credentials, a set of questions with room for interviewers to make notes, and an evaluation sheet to assist interviewers in assessing each candidate's skills and abilities. - Voorhees Associates will work with you to develop an interview schedule for the candidates, coordinating travel and accommodations. ~ , - Once candidates for interview are selected, additional references will be contacted along,with criminal court, credit, and motor vehicle and records checks. Voorhees Associates recommends a two-step interviewing process-with (typically) five candidates interviewed in the first round. Following this round,. the candidate pool will be narrowed and the second round interviews will usually include two or three candidates. - Voorhees Associates consultants will be present for all of the interviews, serving as a resource and facilitator. Phase V -Appointment of Candidate Voorhees Associates will assist you as much as you request with the salary and benefit negotiations and drafting of employment agreement, if appropriate. Page 8 RECRUITMENT SCHEDULE A detailed recruitment schedule will be provided in Phase I. The recruitment and selection process typically takes 90 days from the time the contract is signed until the candidate is appointed. We can work with you on a shorter process, should you so desire. Our typical recruitment process includes~the following milestones and deliverables: On-site interviews of City officials and staff, weeks 1-2 development and approval of recruitment brochure - Deliverable: recruitment brochure Placement of professional announcements; candidate ideptification, screening, interview and evaluation by Consultant Consultant recommendation to Council of qualified Candidates Deliverable: recruitment report Selection of Candidate finalists by Council; additional background and reference checks, report preparation and presentation Deliverable: interview reports including suggested questions and evaluation sheets Interviews of selected finalist Candidates; Council selection of final Candidate; negotiation, offer, acceptance and appointment , Voorhees Associates Guarantee weeks 3-8 week 9 yreek 10 weeks 11-12 Voorhees Associates provides the following guarantee: should the selected and appointed candidate at the request of the City of Iowa City or the employee's own determination, leave the employ of the City of Iowa City within the first 12 months of appointment, we-will, if desired, conduct another search for the cost of expenses and announcements only. We look fonivard to working with you on this recruitment and selection process! Sincerely, ~~~~ Heidi J. Voorhees President Voorhees Associates, LLC Page 9 Heidi J. Voorhees President Ms. Voorhees is the Owner and President of Voorhees Associates, a firm that handles both executive search and general management consulting assignments. She has led more than 80 recruitments for local government entities across the country and takes pride in facilitating a tailored, thorough process that gives elected and appointed officials the tools they need to make critical personnel decisions. Her clients have included the City of Austin, Texas; Johnson County, Kansas; Evanston, Illinois; Waukesha, Wisconsin; Fort Worth, Texas; Bloomington, Illinois; Carbondale, Illinois; Lake Lure, North Carolina; and North Metro Fire and Rescue District, North Glenn, Colorado. In addition to her 8 years of executive recruitment and management consulting experience, Ms. Voorhees has 19 years of local government leadership and management service with the Villages of Wilmette and Schaumburg, Illinois, as well as the City of Kansas City, Missouri. From 1990 to 2001, Ms. Voorhees served as the Village Manager for Wilmette, Illinois -one of Chicago land's notable residential suburbs located on the shore of Lake Michigan. Since leaving the Village of Wilmette in 2001, she has been an Adjunct Instructor for the Center for Public Safety located on the campus of Northwestern University. She also instructs law enforcement executives in the Executive Management Program on management, community relations and organizational culture, and has been an Instructor for the Northwestern University Master's Degree Program in Public Policy and Administration. Ms. Voorhees holds a Master's Degree in Public Affairs from the School of Public and Environmental Affairs at Indiana University where she was a fellow in the Eli Lilly State and Local Government Fellowship Program. She was recognized as the distinguished Alumnus for the School in 1998. Ms. Voorhees has served on the Boards of Directors of numerous professional associations including the Chicago Metropolitan Managers' Association and the Illinois City and County Management Association. For two years, she was the Illinois representative to the ICMA University, the professional development arm of the International City and County Management Association. In 1999, she was selected to participate in the Leadership Greater Chicago Program and has been an active Rotarian for 19 years. She is currently on the Board of the Family Service Center for Wilmette, Glenview, Kenilworth and Northbrook, Illinois and the Board of the League of Women Voters of Wilmette, Illinois. SAMPLE Voorhees Associates, LLC is pleased to announce the recruitment and selection process for the Village of Richfield, Wisconsin's next Village Administrator. This brochure provides background information on the Village of Richfield and the municipal organization. The current Village Administrator joined the Village of Richfield in 2003. The Village was incorporated in 2007. Candidates interested in applying for the position should submit their resume, cover letter, and contact information for five work- related references by December 18 to resume@ VoorheesAssociates.com. Additional information about the Village of Richfield can be found on the Village's web site: www.richfieldwi.gov. Heidi J. Voorhees, President OORHEES wssocinTES ~« LEADERSHIP IN PUBLIC MANAGEMENT 500 Lake Cook Road, Suite 350 Deerfield, Illinois 60015 TEL: 847-580-4246 FAX: 866-401-3100 Formal applications should be submitted to: resume@voorheesassociates.com Richfield, WI (11,500) Growing suburban community with the ideal balance of residential, commercial and open space located 25 miles northwest of Milwaukee seeks experienced, progressive candidates to serve as its next Village Administrator. Geographically, Richfield is the largest Village in the State of Wisconsin and was incorporated as a Village in 2007. The Village has had one administrator since 2003 who has recently accepted a new position. The Village Administrator reports to afive-member Village Board of Trustees under a Charter Form of Government. Qualified indi- viduals will be expected to have a strong background in economic development, strategic planning, contract management and directing the administrative, manage- mentand operational functions of the Village depart- ments which include building inspections, planning and zoning, highways, recycling, parks, elections, tax collections and finance. The Village contracts for police protection, fire service, assessor services, engineering THE VILLAGE OF RICHFIELD, WISCONSIN VILLAGE ADMINISTRATOR and legal services. Candidates must have five to seven years increasingly responsible experience in an upper management position in a community of comparable size and complexity. Requires bachelor', degree in public administration, political science, public policy or related field. Master's degree (MPA) strongly desired. Candidates should possess excel- lentinterpersonal skills and a proven record in effective service delivery, creative problem solving, and public presentations in steam-management orientation. Starting salary $85, 000+, depending on qualifications and experience with an excellent benefits package including Wisconsin Retirement. Residency required. Send r~sum~, cover letter, and contact information with five professional references by December 18 to Heidi Voorhees, President, Voorhees Associates, 500 Lake Cook Road #350, Deerfield, IL 60015 or Email: HVoorhees@ VoorheesAssociates. com. COMMUNITY BACKGROUND The Village of Richfield is ranked as one of the most desirable communities in the metropolitan Milwaukee area. Nestled in the beautiful hills of the Kettle Moraine, Richfield offers a high quality of living, tremendous recreational opportunities, and a vibrant business community. Located on the outskirts of Milwaukee, Richfield is close enough for its residents to commute downtown, but far enough away to enjoy the best in a suburban, country lifestyle. Richfield is just 10 minutes from the north side of Milwaukee, borders the Village of Germantown and is a quick five minutes or less from Menomonee Falls. Hartford and West Bend are also easily accessible from Richfield. Residents enjoy many opportunities for recreation. The Village offers 54 holes of golf, hundreds of acres of public open space, including Glacier Hills County Park, Richfield's new nature preserve, Heritage Park, and many other smaller community neighborhood parks. Fishing and swimming are traditions for many families that live on one of the village's five lakes (Friess Lake, Little Friess Lake, Bark Lake, Amy Belle Lake, and Lake Five). Many new conservation subdivisions allow new residents to enjoy hundreds of acres of private open space within the residential developments. Richfield is located in the shadows of Holy Hill Basilica and is also home to the Daniel Boone Conservation League, YMCA Camp Minikani, and Richfield Historical Park. Historically, the Village of Richfield has consisted of rural hamlets or subdivisions such as Hubertus, Colgate, Richfield, Pleasant Hill, Plat and Lake Five. These existing hamlets form the patches of the Richfield quilt. They are tied together through schools,busi- nesses, religious institutions, streets, parks, lakes, environmentally preserved lands, governmental facilities and hundreds of residential subdivisions. The transportation improvements that tie the Village more closely to surrounding areas and the subsequent rapid urban development led to the petition for incorporation in 2007. By a 3-1 margin, Richfield residents approved a referendum to create a Village. As a result of development, Richfield is now the third-largest village in Wisconsin based on population. Due to the extensive urban development that has occurred over the last decade, many of these hamlets are no longer identifiable and now possess the characteristics of more traditional neighborhoods. The hamlets have expanded into areas of contiguous subdivisions. The village's connectivity language in its subdivision ordinance has ensured miles and miles of connected neighborhoods. The land development market forces stemming from the outward pressures from Milwaukee and Waukesha now affect these traditionally independent hamlets. These forces are making land more valuable for residential and commercial development, and this phenomenon will likely continue. The Village has adhered to its strategic, smart growth study, providing for development in a coherent, thoughtful manner. The Village is easily accessible via USH 41 /45, which traverses the northeast corner of the Village and contributes to the rapid development. Easy access, proximity to employment centers, lower density, and larger lots are suburban characteristics of Richfield that will continue to fuel the growth into the foreseeable future. New developments along USH 41 will add many large-scale commercial developments and hundreds of new homes to Richfield. Business and Shopping Richfield has a vibrant and ever-expanding business center. The community is host to regional shopping giant Cabela's, one of the nation's largest hunting and fishing retailers, which opened a destination retail/tourist store in the community in September 2006 on Hwy 41/45. This store brings more than two million visitors to the community annually. The Cabela's shopping area continues to grow and attract more regional shopping opportunities. The local business center is anchored by the Hwy 175 business corridor from Piggly Wiggly Grocery Store on the south side to the Wolf Feed Mill and Fire Station #1 on the north side. This business corridor serves as Richfield's main commercial area. In between Piggly Wiggly and the Wolf Feed Mill, one can find car sales, doctors, dentists, a post office, churches, a bowling alley, restaurants, accountants, two sports complexes, golf course, a drug store, fast food, real estate offices, insurance sales, heating and air conditioning sales and service, catering, child care, jewelry stores, taverns and several other specialty shops. While Highway 175 serves as the main commercial sector for Richfield, there are more than 200 businesses located throughout the Village. Richfield At A Glance Population: Land Area: County: Median Home Value: Median Family Income: Households: Public Transportation: Total Assessed Valuation: 11, 500 36+ square miles Washington $286,385 $83,436 4,500 Washington County Commuter Express $1.5 billion For more information about the Village of Richfield, please visit the City's web site at www. richfieldwi.gov THE MUNICIPAL ORGANIZATION The Village of Richfield was incorporated as a Village in 2007. The Administrator reports to a Village President and four Trustees elected at large for four-year terms. The Administrator supervises the 11 full-time and 50 part- time municipal employees, and develops and administers the Village's $3+ million annual budget. Village departments include building inspections, planning and zoning, highways, recycling, parks, elections, tax collections and finance. The Village contracts for police protection, fire service, assessor services, engineering and legal services. The Administrator serves as the Village Clerk and the Village Treasurer. The staff includes a Deputy Village Clerk, Deputy Treasurer, and Administrative Assistant to assist with these responsibilities. CHALLENGES AND OPPORTUNITIES Richfield's next Village Administrator can expect to work closely with the elected officials, staff and residents on the following projects: Richfield is home to Reflections Village, a 100-acre "Walkable Hamlet" that will include 150 single family homes when completed as well as a 10-acre commercial parcel. Phase I, consisting primarily of infrastructure, has been completed. A Parade of Homes is scheduled for August 2010. The next Village Administrator can expect to continue the Village's economic development philosophy seeking maximum development in the Hwy 41/175 region. Richfield's main commercial corridor, Route 175, is slated for resurfacing and other improvements by the State of Wisconsin. The Village Administrator can expect to work with the state, elected officials and residents on improvements/upgrades the Village might be interested in which may require the Village's financial participation. The project is currently scheduled for 2011. The Village expects to continue to address the gypsy moth and Emerald Ash Borer infestation. The Village contracts with an arborist who assists the Village and residents with this task. • The Village of Richfield has a successful history of securing grants for Village projects and services. The Village's annual grants for recycling and lake patrol are examples of ongoing grants that require the maintenance and attention of the Village Administrator. The next Administrator must be vigilant in securing grants to assist in the cost of municipal projects whenever possible. CANDIDATE QUALIFICATION CRITERIA The following education, experience, management, and leadership criteria have been identified by the Village of Richfield as important skills and abilities for candidates to possess and demonstrate. The starting salary for the position is $85,000+/-. Residency in the Village of Richfield is required. Education and Experience Candidates must have a bachelor's degree in public administration, political science, public policy or related field. A master's degree (MPA) is strongly desired. Candidates must have five to seven years increasingly responsible experience in an upper management position in a community of comparable size and complexity. Candidates should possess excellent interpersonal skills and a proven record in effective service delivery, creative problem solving, and public presentations in ateam-management orientation. Candidates must be comfortable with and embrace a municipal service delivery philosophy that relies heavily on contract services. Ideally, candidates will have experience administering contracts for municipal services. Candidates must have experience working as a member of a progressive, customer service-oriented municipal team with collaborative problem solving skills and a willingness to work on issues affecting all areas of village government. Candidates must have a proven track record in economic development with the ability to negotiate effectively on the Village's behalf, embracing the Village's economic development philosophy. Candidates must be able to seek out and secure federal and state grants for Village projects, understanding the intergovernmental relationships necessary to be effective in this area. Candidates must have a history of work experience that reflects innovation, creativity and a willingness to consider a variety of traditional as well as non-traditional solutions to challenges. Candidates must have a demonstrated record of successful, regular and effective communication with employees, following upon discussion items when appropriate with factual, direct responses. Candidates must have strong budgeting and fiscal management skills with the ability to seek outside revenue sources and manage effectively within budgetary constraints. Candidates must have a strong track record in customer service, dealing effectively in a community that has high expectations for municipal services and has an engaged citizenry. Leadership and Management Skills Candidates must lead with confidence and integrity, setting an example for hard work, sound judgment, and thoughtful, collaborative decisionmaking. Candidates must be comfortable working in an open, accessible environment, projecting an approachable management style for residents and employees. Candidates must have a record of success in employee relations, interacting openly and genuinely, and treating all employees in a fair, evenhanded manner. Candidates must have strong analytical skills, developing reports and recommendations based on a thorough analysis of the relevant data. Candidates must be dedicated to teamwork with other departments, actively participating in executive team decisionmaking processes. Candidates must possess and demonstrate excellent written and verbal skills with strong public presentation abilities. Candidates must be able to establish and maintain an effective working relationship with partner agencies and other governmental units using well-developed interpersonal skills, follow through, and a willingness to genuinely work together. Candidates must have demonstrable experience in an organizational culture that emphasizes customer service and collaboration; candidates should be able to display a strong track record of effective customer relation skills and abilities. a~ U .Z a~ a~ U f0 r.+ C O U v U C f0 L U 0 r c~ N C N m N ++ O Z c Q. • ~ ~ a ~~ a ~ F 8 ~ ~ ~ y a J m h Joao U) ~ r 4 u ~ 2 0 a • ~ rr~ ~~y.i ~ 1~41 ~r, 0~ ~' ~~J 1 100 Olive Way, Suite 1800 (206) 441-4144 phone ~~nvw.waldroahr.com Seattle, WA 98101 (2.06) 441-5213 fax March 5, 2010 Mayor Hayek and City Councilmembers City of Iowa City Office of the City Clerk 410 East Washington Street Iowa City, IA 52240 Dear Mayor Hayek and members of the City Council: Thank you for the opportunity to present our qualifications to serve as your executive recruiting firm for City Manager. Over the last 25 years Waldron & Company has been providing recruitment services specifically designed for cities, counties, ports, and public utilities. These are exciting and challenging times for all cities. Even in the best of times the selection of a City Manager is a critical decision for a Council. Our firm specializes in helping cities use the hiring decision to promote consensus and increase public confidence in City government. Given the challenges that Iowa City is facing, we are proposing to put our "A-team" on your project. I will be your one point of contact so that Council members are getting the very latest and best information as we go through the process. Dick Cushing, former long-time City Manager for Olympia, WA and former president of the International City Managers Association will be my partner on direct recruiting and applicant screening. Between us we have over 50 years of direct experience in City government working with elected officials, managing city staff, and directing public information and outreach. Waldron & Company pledges to (1) exceed the expectations of the Council, (2) encourage the participation of citizens and regional partners, (3) match the culture of your organization, and (4) move quickly toward a placement that you can point to with pride. Our long tenured City Manager placements in other communities speak for themselves and we welcome your calls to our references. If you have any questions please don't hesitate to call me at 206-792-4225. We look forward to an opportunity to meet you and talk in detail about your project. Sincerely, Lane Youngblood Vice President, Public Sector Lane Youngblood V'ce President, Public Sector 1100 Olive Way ~ Suite 1800 ~~ Seattle, WA 98101 (206) 792-4225 Direct (206) 450-6664 Cell lane@waldronhr.com . ~ . ~. Proposal to Provide Executive Search Services City of Iowa City, IA -City Manager Waldron & Company Federal ID # 91-1389471 Business ID # 601-054-922 1100 Olive Way, Suite 1800 ~ Seattle, WA 98101 206.441.4144 (tel) ~ 206.441.5213 (fax) ~ www.waldronhr.com w ~, TABLE OF CONTENTS I-IISTORY OF THE FIRM KEY PERSONNEL FIRM CAPABILITIES & EXPERIENCE REFERENCES ...... OTHER INFORMATION ..................... APPROACH Cos'r SAMPLE MA'CERIALS ANTICIPATED SCHEDULE ~~ ~~~ SECTION I SECTION II ...... SECTION III ...SECTION IV SECTION V - SECTION VI w SECTION I HISTORY OF THE FIRM ABOUT WALDRON Sz COMPANY BRIEF HISTORY OF THE FIRM Founded in 1983, Waldron & Company is a Pacific Northwest-based human resources consulting firm with a primary focus on providing executive recruitment services to public-sector entities, special districts and utilities, not-for-profit organizations, foundations, community service organizations, and select private sector clients. We are recognized as one of the leading search firms headquartered in the Pacific Northwest, and are known for our thorough approach, open process, inclusion, unparalleled customer service, and long-term placements. Many of our clients over the course of more than two decades have used our services for multiple key positions, reflecting the high quality of our work and the long-term nature of our relationships. With 25 years of experience and more than 800 successful searches, we can stand on our own record of success and achievement. Our Search Practice continues to grow dramatically and we have put the staff and technical infrastructure in place to handle this growth while continuing to deliver high quality, thorough and professional service. Waldron & Company has worked with cities of all sizes throughout the ranging from cities as large as Spokane, WA (pop. 202,900) and Vancouver, WA (pop. 160,800) to as small as Medina, WA (pop. 2,950). In recent years we have completed a number of City Manager searches in Cities of similar size and complexity to Iowa City, including: City of Lakewood, WA -Population 56,983 City of Longview, WA -Population 36,562 City of Olympia, WA -Population 45,322 City of Sammamish, WA -Population - 40,260 In the last 10 years we have completed 23 City Manager/City Administrator recruitments as well as 3 Assistant City Manager recruitments. Most recently we have placed City Managers/City Administrators in the following municipalities: City of Port Angeles, WA Bob Coons, HR manager 360-417-4511 bcoons@cityofpa.us City of Milton, WA Katrina Asay, Mayor 253-922-8733 kasay@cityofmilton.net City of Talent, OR Don Steyskal, Mayor 541-535-1566 czecher319@aol.com As our practice continues to grow, so does our geographical reach. While the majority of our past work has been in the Pacific Northwest our client base continues to grow, in the last couple of years we have worked with clients in Lincoln, NE, Bozeman, MT, Boise, ID, and are currently working on a recruitment in Fresno, CA. w More broadly, Waldron & Company has full-service offices in five locations in the Western United States (Seattle, WA; Portland, OR; Scottsdale, AZ; Boise, ID; Salt Lake City, UT) where we provide dynamic and complementary Human Resources-related services, including: Retained Executive Search Organizational Effectiveness /Organization Development Executive & Leadership Development Interim Placement for Executive & Technical Positions Career Transition OUR VALUES At Waldron & Company, long-term customer satisfaction is our highest priority. We believe that striving to uphold the highest standards of quality, earning the trust of our clients, demonstrating a genuine respect for the individual, encouraging innovation, and fostering collaboration and teamwork are essential to exceed our clients' expectations. EEO~INCLUSION Since the founding of this firm, part of the mission of Waldron & Company has been a commitment to equal opportunity employment and to serving the citizenry by encouraging and fostering diversity among our community and civic leaders. w SECTION II KEY PERSONNEL PROJECT TEAM DICK GUSHING, VICE PRESIDENT -PUBLIC SECTOR Dick has nearly thirty-five years of local government executive experience, including serving seventeen years as the City Manager of Olympia, Washington's Capital City. Prior to his tenure in Olympia, Dick served as City Administrator in Kent, Washington, Assistant City Manager and Interim City Manager in Bellevue, Washington, and Interim City Manager in Ocean Shores, Washington. Dick has served as President of the Washington City/County Management Association (WCMA), Vice President of the International City/County ManagementAssociation (ICMA), and was the first President of the Washington Cities Insurance Authority. Dick holds a Bachelors degree in Political Science from the University of Washington and a Masters degree in Public Administration from the Daniel J. Evans School of Public Affairs at the University of Washington. He is active in his community and teaches Local Government at The Evergreen State College in Olympia. LANE YOUNGBLOOD, VICE PRESIDENT -PUBLIC SECTOR Lane joined Waldron & Company to enhance the high quality service delivery to our public sector clients. As a member of the Leadership team, she is involved in setting the strategic direction of the search practice. Lane has eighteen years of local government experience, including serving fifteen years with the City of Woodinville as its Public Services Coordinator and more recently Director of Parks and Recreation. She has a strong background in capital development and the regulatory environment and served in Seattle's Department of Construction and Land Use in zoning enforcement as well as building inspection. Prior to her public sector experience, she was a journeyman carpenter, building contractor, and taught carpentry at South Seattle Community College. She is a graduate of Lewis and Clark College and is a Friend of Third Place Commons. ELLY BREUER, SENIOR RECRUITER MARTIN LOGAN, CONSULTANT/PROJECT COORDINATOR NATALIE STEPHENS, RESEARCH ASSOCIATE JANELLE KALDESTAD, ASSOCIATE w WALDRON Sz COMPANY TEAM Tom Waldron Founder & CEO Mike Humphries, MBA President Ed Rogan, MA Executive Search Practice Leader Lane Youngblood Vice President, Public Sector Dick Cushing Vice President, Public Sector Lara Cunningham Managing Director, Portland Office Yvonne Pommerville Managing Director, Phoenix Office Elly Breuer Senior Recruiter Pat VandenBroek Senior Consultant Jim Peters Senior Consultant Heather Gantz Senior Consultant, Portland Office Martin Logan Consultant Melissa Merritt Consultant Jillian Corbett Senior Associate, Resource Coordinator Jeremy Parks Senior Associate, Portland Office Jill Lindmeier Senior Associate Natalie Stephens Research Associate Janelle Kaldestad Associate Herrieta Obriko Administrative Associate Terry Waldron Controller w SECTION III FIRM CAPABILITIES Sz EXPERIENCE FOUR-STAGE SEARCH PROCESS & SEES Waldron E~ Company will provide leadership and direction to the Iowa City Council throughout the search process and assist in outreach and advertising, identifying, recruiting, screening, interviewing, and assessing the qualifications of a pool of qualified candidates. This will include significant and targeted outreach to encourage applicants from a diverse background to apply. STAGE I - DISCOVERY ~ I -2 WEEKS) A distinctive part of our process in all searches is to talk to as many key stakeholders as possible to ensure that we have a comprehensive understanding of all issues and concerns relating to the city, the position, and the community. Action Items: • Waldron & Company representatives will briefly meet with the City Council to outline the project plan, community involvement, and timeline. • Waldron & Company representatives will speak to each Council member individually to gain input. • Waldron & Company representatives will gather input from the staff to gain input about the organization. • Waldron & Company's project manager will review documents related to the City such as the City's budget, strategic plan, Council goals and objectives, job description, benefits package, Police Department Annual Reports, and CIP among others. Deliverables: ~ Comprehensive Position Specification that includes a description of the City, details about the responsibilities of the City Manager, a list of issues and priorities (the work plan for the successful candidate), and an ideal candidate profile. This document will be used as a tool to measure the background of candidates compared to the needs of the City. • Finalized time line for the recruitment process. • Marketing materials such as invitation letters to send to perspective candidates. • Supplemental screening tools for the application and questions to answer in writing. STAGE 2 -RECRUITMENT \4-fi WEEKS) Candidate targeting involves researching, identifying and developing lists of individuals who either have the qualifications the Council and Waldron & Company have specified or can make referrals for Waldron & Company to contact. Action Items: • Consulting regularly with the Council to guide Waldron & Company's outreach to ensure that we target leaders with the right background and scope of responsibility. w Action Items (continued): • Employing leading-edge research technology and engaging Waldron & Company's full-time, dedicated in-house research team. • Drawing on Waldron & Company's over 25 years of experience recruiting non profit leaders to identify potential candidates or networking contacts. • Making direct recruitment calls to prospects to encourage them to apply. Waldron & Company's approach is heavily recruitment driven and our success in bringing the best candidate pool forward relies on our ability to directly solicit known, desirable candidates. • Distributing the position specification via a-mail and placing strategic advertisements in both print and online media. • Developing the framework for Waldron and Company's dashboard progress report. Deliverables: • A customized, client specific list of individuals to be contacted during the recruitment phase. • Hundreds of person-to-person contacts made via phone and e-mail by Waldron & Company recruiters. • Preliminary phone/screening interviews with high potential candidates are conducted on an on- going basis. • Initial backgrounding on candidates (on-line media searches) is conducted as candidates apply. • Supplemental materials (if required) are gathered from high potential candidates. • Presentation of periodic CONFIDENTIAL dashboard progress reports detailing Waldron & Company outreach efforts, titles and employers of applicants, and a list of high-potential candidates. No other firm offers this level of reporting detail and transparency. • Progress report to be shared with the community if directed by the Council on the City's web- site. STAGE 3 - PRESENTATION (3-4 WEEKS) Using the information from Waldron & Company interviews and the written materials submitted by candidates, Waldron & Company will partner with the City Council in a work session to identify the top candidates. Action Items: • Candidate materials are compiled and delivered to the Council. • A work session is scheduled in order to review the materials of high potential candidates. • Waldron & Company representatives will facilitate a discussion concerning the relative merits of each candidate with the intent of selecting semi-finalists. • Waldron & Company representatives notify all candidates about their continuing status. • Waldron & Company representatives conduct in-person interviews with semi-finalists. w Deliverables: • A list of semi-finalists is developed. • A final search summary is delivered to the Council. • A summary report concerning the semi-final interviews is prepared and delivered verbally. STAGE 4 -FINALS (Z-3 WEEKS After follow up interviews, Waldron & Company collaborates with the Council to identify the top group of candidates as finalists. Action Items: • A meeting with the Council is arranged with Waldron & Company representatives facilitating the meeting to deliver feedback on semi-final interviews. • Waldron & Company and the Council partner in discussing and designing the final interview process, including community involvement. • Waldron & Company representatives notify candidates about their continuing status. • Waldron & Company representatives make logistical arrangements for final interviews. • Candidate materials are compiled and distributed to all interviewers. • Background investigations (education verification, county criminal background check, civil search, national criminal index/Sex Offender Registry, credit report, Patriot Act search, DMV report, employment verification, social trace verification, professional references) are conducted on all finalists. • Waldron & Company representatives facilitate the final interview process. • Waldron & Company representatives facilitate debrief sessions. • Waldron & Company representatives assist in initial negotiations with selected candidate. • Waldron & Company representatives arrange for and facilitate any desired follow up process such as on-site visits. • If Desired, Waldron & Company prepares a final report on the selected candidate to aid the organization in the on-boarding and transition of the selected candidate. No other firm offers this benefit. • Should the Council elect to not hire any candidates from the initial pool of finalists, Waldron & Company will continue recruiting until an acceptable candidate is identified and engaged by the City. Deliverables: • A list of finalists is developed. • Comprehensive background reports for each candidate are delivered to the Council . • Finalists are notified and invited to participate in the final interview process. • Any desired follow up process is completed. • An offer of employment is made and final employment terms are negotiated and memorialized in an offer letter. • All notifications for unsuccessful candidates are made, • The Council members are presented with a comprehensive assessment report of the final candidate. Completed Executive Search Placements (Agencies of Similar Size & Complexity) Below you will find searches completed by Waldron & Company for cities of similar size and complexity to Iowa City. As you can see we value long term relationships, our successes have led to repeat clients in many cities. City of Federal Way, WA (Population: 84,309) Waldron & Company successfully placed Federal Way's first City Manager and longest running City Manager to date. • City Manager • Finance Director • Director of Parks, Recreation & Human Services • Surface Water Management Project Engineer City of Kent, WA (Population: 83,978) Kent, the next largest city behind Federal Way in King County has been one of the fastest growing cities over the last decade. Waldron & Company has worked with Kent through this drastic growth and has ensured the appropriate leadership has been put in place to help the City mature. • City Administrator • Deputy Chief of Administration • Accounting Manager • Assistant Fire Chief • Division Manager • Engineering Manager • Fire Chief • IT Director • Public Works Operations Director • Transportation Engineer • Water Quality Engineering Supervisor City of Lakewood, WA (Population: 56,983) After being pleased with Waldron & Company's services with a successful City Manager search, the City of Lakewood used Waldron for the second time in a year to find a Public Works Director. Both hires have been with the city for over 5 years. • City Manager • Public Works Director w City of Renton, WA (Population: 62,266) Renton, just slightly larger than Kirkland, has experienced rapid growth since 1990. Waldron has worked closely with Renton to make sure solid management and staff are in place to maintain a high level of service through this period. • Community Services Administrator • Director of Finance • Director of HR • Executive Assistant to the Mayor • Financial & IS Administrator • Fire Chief • Police Chief • Risk & Safety Manager • Transportation Engineer • Transportation Planner • Utilities Maintenance Supervisor • Utility Engineering Supervisor w SECTION IV REFERENCES REFERENCES All of the following references acted as key contacts in which the City followed our full-service project methodology and work plan. The following references have been identified for their unique circumstances surrounding the search project: Dennis Law, Mayor City of Renton 425-430-6500 dlaw@rentonwa.gov Pat McDonnell, City Manager City of Vancouver 360-487-8600 pat.mcdonnell@ci.vancouver.wa.us Mark Nelson, Mayor City of Medina 425-233-6400 mnelson@medina-wa.gov Mark Lamb, Mayor City of Bothell 425-368-4238 mark.lamb@ci.bothell.wa. us Jim Haggerton, Mayor City of Tukwila 206-433-1850 tukmayor@ci.tukwila.wa.us w SELECTED PUBLIC SECTOR SEARCH PROJECTS City of Aberdeen, WA Human Resources Director Police Chief City of Bellevue, WA City Attorney City of Bothell, WA City Manager City of Burien, WA City Manager City of Camas, WA Police Chief Clatsop County, OR County Manager City of College Place, WA Fire Chief City of Des Moines, WA Assistant City Engineer Planning, Building and Public Works Director Police Chief City of Enumclaw, WA Finance Director Police Chief Utility Engineer Water/Sewer Utilities Superintendent Hood River County, OR County Administrator City of Kelso, WA Police Chief City of Fife, WA Police Chief City of Kent, WA Information Technology Director Public Works and Operations Manager Assistant Fire Chief Fire Chief King County, WA Director -Records, Elections, and Licensing Services City of Kirkland, WA City Attorney Human Resources Director Finance Director City of Lacey, WA Police Chief Public Works Director City of Lakewood, WA City Manager Public Works Director w City of Lewiston, ID Community Development Director City Manager Public Works Director City of Longview, WA Assistant City Manager Human Resources Director City Manager Fire Chief Police Chief City of Medina, WA City Manager Planning Director City of Mercer Island, WA Plans Examiner City of Mill Creek, WA Police Chief City of Milton, WA City Administrator City of Monroe, WA City Administrator Northern Oregon Regional Correctional Facility Administrator City of Olympia, WA City Manager Comm. Planning and Dev Director Parks, Arts and Recreation Director City Attorney Port of Seattle Deputy Chief of Police City of Poulsbo, WA Public Works Director City of Puyallup, WA Economic Development Director Employment Services Manager (2) City Attorney City Manager Police Chief City of Renton, WA Finance/IS Administrator Fire Chief Police Chief City of Richland, WA Police Chief City of Salem, OR Community Development Director Fire Chief Public Works Director w City of Sammamish WA Community Development Director San Juan County, WA County Administrator Public Health -Seattle & King County Chief Financial Officer City of Seattle, WA Office of Housing Director Curator -Life Sciences (Aquarium) HR Director -Public Utilities Department of Neighborhoods Director Director -Dept. of Human Services Director -Dept. of Construction & Land Use City of Sequim, WA Police Chief Public Works Director City Manager City of Spokane, WA Police Chief Tacoma Housing Authority Director of Housing Development City of Talent, OR City Manager City of Tigard, OR Community Development Director Finance Director Accounting Supervisor City of Tualatin, OR Finance Director TriMet Assistant General Counsel Deputy General Counsel City of Tukwila, WA City Administrator Economic Development Administrator City of Vancouver, WA Chief Financial Officer Police Chief Deputy Fire Chief City of Wenatchee, WA Community Development Director Woodinville Fire & Life Safety District Fire Chief University of Washington Police Chief City of Yakima, WA Police Chief SECTION V OTHER INFORM.~TION COST APPROACH SAMPLE MATERIALS COST Professional Services Fee: Waldron & Company's standard fee for providing professional services is a flat fee of $35,000 (not including pass through expenses). Pass Through Expenses: Expenses incurred are the responsibility of the client. Waldron & Company will, when possible, pre-approve expenditures with you and maintain accurate records at all times. Expense items include, but are not limited to: • Advertising the position in trade journals and other media. • Telephone and facsimile expenses. • Delivery expenses. • Printing of documents and materials. • Travel and related costs for the consultants assigned to the project. • Travel and related expenses for candidates during the interview process. A two percent (2%) charge will be added to all pass-through expenses referenced above. No additional cost add-ons are included. Billing: Professional fees are billed in three equal installments during the course of the search. The initial installment is billed at the time Waldron & Company is engaged. The second installment is billed when semi-finalists are selected. The final installment is billed at the conclusion of the search. Expenses are billed monthly. All invoices are due upon receipt by the client. Guarantee: Waldron & Company guarantees placement of a qualified candidate. Waldron & Company will provide a two year search guarantee of the selected individual. If the selected individual leaves the position for any reason other than death, physical or mental incapacity or termination initiated by the client without cause, we will conduct a replacement search with no additional service fee. The only cost to the client would be pass-through expenses related to the additional search. Within the guarantee period, Waldron must be notified in writing of a termination within 30-days of its occurrence. Cancellation: You have the right to cancel the search at any time. Your only obligation to Waldron & Company would be the fees and expenses incurred prior to cancellation. w In editiovc to our detailed Scope of Services outlined in Section II we would like to highlight the following key points of our process. APPROACH Waldron & Company has adapted to the changing employment market conditions with a streamlined model combining best of class practices from 25 years of private sector, non-profit, and public sector recruitment experience with our unique understanding of the need for an inclusive, open process in the public sector. STAKEHOLDER INVOLVEMENT Waldron & Company realizes how important community involvement is to local government and over the years we have used a number of methods to ensure all key stakeholders are engaged in the process. In past recruitments we have held "Open Houses" in which we invite members of the Civil Service Commission, Cultural Commission, Human Services Advisory Committee, Library Board, Lodging Tax Advisory Committee, Park Board, Parking Advisory Board, Planning Commission, Senior Council, Transportation Commission other boards or commissions and members of the general public to meet with Waldron consultants in a convenient, accessible location. Another method we have found effective in engaging the community is electronic surveys in which we invite the community to fill out an online survey that is posted on the City website or somewhere that is easily accessible. FINAL APPOINTMENT Another very important aspect of Waldron & Company's recruitment process is assisting the City in the negotiation process. A Waldron representative will negotiate on behalf of the City with the selected candidate to ensure a contract in which both parties are mutually satisfied. w INVESTIGATIVE REPORTING Waldron & Company prides itself in its ability to run extremely thorough investigative reports on each finalist through our well established local vendor. Our report includes: • County criminal searches • Civil Searches • Nationwide criminal index/Sex Offender Registry • Credit Report • Patriot Act Search • DMV Report • Education Verification • Employment Verification • Social Trace and verification This level of detail is more extensive than a typical Executive Search Firm's report. w ~y OF PORT q~CF! L~ Fs CITY MANAGER The Community Nestled between the Strait of Juan de Fuca and the Olympic Mountains, The City of Port Angeles is noted as the point where the Olympic Mountains meet the sea. The city's population is 19,010 with a community population of about 40,000. The community enjoys excellent public schools, Peninsula Community College and the North Olympic Peninsula Skills Center, a top health care provider, Olympic Medical Center, and a vibrant economy based in recreation and tourism, light industry with shipbuilding and repair services, timber related businesses, and retail shopping. Asafe,small-town communitywith friendly citizens from diverse backgrounds, and some of the most affordable housing in Western Washington, Port Angeles is one of the most beautiful cities in the Pacific Northwest. Port Angeles has been recognized nationally as a premier living destination for retirees and families, with a high quality of life and a small town atmosphere, as well as excellent cultural activities, restaurants, and entertainment normally found in much larger cities. Port Angeles' geography makes it ideally suited to those who love the outdoors. From golfing to gardening, weather seldom interferes. The region offers incomparable recreation opportunities for year-round activities. The City enjoys a year round mild climate with summer temperatures in the mid- 70's to low 80's and winter in the low 40's with few days of snow or temperatures near freezing. As the gateway to the beautiful Olympic National Park, the City receives over one million visitors annually. The Ferry service from Port Angeles to Victoria, British Columbia, Canada, atourist- oriented city of nearly 200,000 people, operates year round. Travel time to the Seattle metropolitan area is about two hours driving or 30 minutes flying from the local airport. Whether you enter Port Angeles by car, boat or plane, one is initially struck with the area's natural beauty. w The Position The City Manager operates as the Chief Executive Officer of the City, and is responsible to the City Council for the administration of municipal functions including the overall management, administration, fiscal administration and direction of city operations including all city departments. With direction and policy guidance from the City Council, the City Manager directs the various work programs of the City Departments to meet the needs, services, and priorities of the community. The City of Port Angeles is a full service City including operating its own electric utility. The City Manager will continually maintain appropriate communication with the community, citizens, and the media. Major responsibilities of the City Manager involve budget preparation and submittal to the City Council, supervision and support of department managers, and review and analysis of operational issues impacting services. The City's 2008 budget is $109,581,500 and has 263 full-time employee equivalents. The City of Port Angeles operates as a Manager/Council form of government with a City Manager hired by the City Council. The seven-member City Council is elected at large and serves 4-year terms with a limit of three consecutive terms. The City Council elects a Mayor and Deputy Mayor from the Council to serve two-year terms. Issues and Priorities Relationship Building: The new City Manager must spend the time necessary to get to know each Council Member, all of the department heads, internal labor leaders, elected officials such as County Commissioners, Port Commissioners, and Hospital District Commissioners, other appointed public officials such as the Port's Executive Director, the hospital CEO, the Executive Director of the Economic Development Council, the County Administrator, and the Executive Director of the Chamber of Commerce, as well as other business and civic leaders around the city. It is important that the City Manager assist the City Council to form a brand strategy and clearly communicate that strategy to partnering agencies throughout the region. Infrastructure: The City is in the middle of several major infrastructure projects such as the downtown Gateway Transportation Center and the reconstruction of the 8th Street Bridges. While some of these projects will be completed or nearly completed when the new City Manager arrives, he or she will be expected to review the City's current capital construction needs related to infrastructure and draft a comprehensive plan with financial implications and potential funding options to assist the City in meeting its own needs and unfunded state and federal mandates. Given the statewide tax limit initiatives, the new City Manager must guide the council to strategically budget, find efficiencies, and address potential future budget shortfalls. w Economic Development: The new City Manager will play a key role in driving the City's economic development efforts. He or she will partner with his or her counterparts at the Economic Development Council, the Port of Port Angeles, the Chamber of Commerce, Clallam County leaders, and other agencies to craft a comprehensive vision for the community then implement a tactical approach to realize the goals set forth in the plan. Succession Planning: The City is fortunate to have an excellent management team in place. As is true with many cities, baby- boomer era department heads in Port Angeles will be eligible for retirement in the next 3 to 5 years. The new City Manager will be expected to work with the department heads and managers to develop a succession plan for the City to ensure smooth and consistent leadership transition. Ideal Candidate Profile The City of Port Angeles seeks a confident leader, experienced in municipal government who will effectively carry out the administration of municipal functions. Bringing executive maturity and a strong work ethic, he or she will be an experienced manager of people who delicately and appropriately holds people accountable while also serving as a mentor and teacher when appropriate. The City of Port Angeles is fortunate to have a dedicated, successful staff so we seek an individual who will respect the talents of department heads and allow them to carry out their jobs, while also advocating for the staff and recognizing staff achievement and effort. The ideal candidate will be politically astute without being politically involved. We seek someone who can be a conscientious risk taker while always being action-oriented. Serving as a city spokesperson, the individual will be community-oriented and invested in local issues. The ideal candidate will be well versed in the issues of the Port Angeles community, including tribal concerns and relations. The ideal candidate will have well developed communication skills, being a strong public speaker and presenter as well as a talented writer. He/She will be open, accessible, and approachable and have the finesse to master internal conversationsaswellasinteractionswithcouncil, media,public, and community relations. We seek a straightforward person who, while being transparent with information, possesses the skill and timing for appropriate communications. ~. w We seek an individual with demonstrated relationship management skills who instills a customer service culture and demonstrates this priority throughout the staff. She or he will lead by example, maintaining ethical, honest, and trustworthy behavior with caring and compassionate management of others. Being genuine and having a sense of humor, self-confidence, and patience are additional qualities important to the success of this role. Excellent budget and financial management skills and experience in economic development are important to the City Manager's success. We seek a senior City Manager who has worked as a City Manager or an Assistant City Manager in a city equal to or larger than Port Angeles. Experience in a full service city, including utilities, and a city with a somewhat isolated economy would be ideal. Minimum Qualifications The preferred candidate will have strong technical skills in budget, finance, and human resource management in a local government setting as well as excellent interpersonal skills with an ability and desire to interact with a diversity of individuals, groups, and interests. Any combination of a Bachelor's Degree in Public Administration, business or related field and seven years of progressively responsible experience in local government is required. To Apply The City of Port Angeles is an Equal Opportunity Employer and is committed to hiring a diverse workforce. All qualified applicants are encouraged to apply. Please send cover letter and resume by October 31st, 2008 to: III Ulaldron ~ Company 1100 Olive Way, Suite 1800 Seattle, WA 98101 206-441-4144 • 206-441-5213 (fax) info@waldronhr.com w SECTION VI ANTICIPATED SCHEDULE SAMPLE TIMELINE City Manager -Draft Schedule Date Activit 4/12/10 Kick-off Meeting with City Council, identify key stakeholders, schedule interviews. 4/13/10 - 4/23/10 Interviews with Council and other key stakeholders as directed. 4/28/10 Council review and approval of Position Description. 4/29/10 - 5/14/10 Recruitment and advertising. S/14/10 Direct recruitment closes. 5/17/10 Review candidate summaries with City Council. 5/18/10 - 5/28/10 Interviews with semi-finalists by Waldron & Company. 5/31/10 Waldron & Company identifies finalists with Council and completes plans for final interviews. 6/1/10 - 6/11/10 Background checks of final candidates including references and education verification. 6/14/10 Final Interviews. '~ Bold items require participation by the Council. -w PROPOSAL TO THE CITY OF IO~~'A CITY, I O~k'A REQUEST FOR QUALIFICATIONS FOR CITY MANAGER SEARCH SERVICES MARCH 8, 2010 ~ WATERS - OLDAN I -_-=-- EXECUTIVE RECRUITMENT A Division of The Waters Consulting Group, Inc. 5050 Quorum Drive, Suite 625 Dallas, Tetras 75254 800.899.1669 www.watersconsultin~.com Dallas • Austin • Cleveland TABLE OF CONTENTS PROPOSAL • Cover Letter • Information Regarding the Firm • Key Personnel • Firm Capabilities and Experience • Description of Key Tasks • Professional References Page Number 1 ..................................... 2 ..................................... 3 7 ..................................... ..................................... 12 ..................................... 16 APPENDICES • Sample Recruitment Brochure • Sample Candidate Spreadsheet • Sample Candidate Reference • Sample Final Candidate Report • Sample CareerNavigator TM Report Appendix ..................................... A ..................................... B ..................................... C ..................................... D E ..................................... THE ~'_~TERS CO'_~SULTING GROUP, I'_~C. P_~GE • 1 _ _ _ _ _ __ _ _ SECTION • I PROPOSAL THE WATERS CONSULTING GROUP, INC. 800.899.1669 C~J~iW.D;~3TERSCO'_~~SULTING.CO~~1 ~ WATERS-OLDANI TIVE RECRUITMENT EXECU A Division of The Waters Consulting Group, Inc. March 2, 2010 City Manager Search City of Iowa City Office of the City Clerk 410 East Washington Street Iowa City, Iowa 52240 Re: Statement of Qualifications -Executive Recruitment for City Manager Dear Members of the City Council: I appreciate the opportunity to submit our Statement of Qualifications for executive recruitment services for your City Manager. We are confident that you will be completely satisfied with our comprehensive process and the outcome. We are so confident in our recruitment process and outcome that we offer a triple guarantee of our performance, which is described in detail on page I 1 of this proposal. Our team of recruitment consultants (see bios starting on page 4 of the proposal) has provided executive recruitment services nationwide for over 30 years, principally to public organizations. We have established a reputation for a relentless commitment to high quality with our process and our candidates. We know that you have options for using other recruitment firms. However, we believe that our approach sets us apart from our competitors in the following important ways: 7 Our Triple GuaranteeTM (see page 11); > Finalists identified within 80 days from the approval of the recruitment brochure and candidate profile; 7 Meticulous development of the candidate profile prior to advertising/marketing; Comprehensive, in-depth screening and evaluation of candidates, including the use of our proprietary, validated assessment - CareerNavigatorTM; ~ Rigorous review of candidates' references and background; Our highly-accessed web site (www.watersconsultina.com) by prospective candidates; ~ Our superior nationwide relationships with high-quality candidates for marketing new positions; and ~ Within twelve (12) months following your appointment of the successful candidate, we will administer our 360° Performance Assessment for no additional professional fee, just project-related expenses (see page 11). The Statement of Qualifications document will provide you the details about our approach, expertise, and client references for this executive recruitment. Also, if you have any questions, please contact me directly at 817.965.3911 or by email at canderson~:watersconsultine.com. We would consider it a professional privilege to provide these services to the City of Iowa City. Sincerely, Charles (Chuck) S. Anderson CEO of Waters-Oldani Executive Recruitment A Division of The Waters Consulting Group, Inc. THE WATERS CONSULTING GROUP, INC. PRODUCTNE MANAGEMENT CONCEPTS 5050 Quorum Drive Suite 625 Dallas, Texas 75254 972/481/1950 972/481/1951 (Fax) ~~u-.watersconsultine.com -Dallas • Seattle • Cleveland • Austin- Name of the Firm: The Waters Consulting Group, Inc. -Waters-Oldani Executive Recruitment Main Office: 5050 Quorum Drive, Suite 625, Dallas, Texas, 75254 Other Office Locations: Austin, Texas; Cleveland, Ohio and Bellevue, Washington Phone Number: (972)481-1950 Faa Number: (972)481-1951 Website: www.watersconsulting.com BRIEF HISTORY OF THE FIItD7 The Firm was founded in 1976 under the name of Waters, Trego, and Davis and was incorporated in 1988, in Texas, under the name of The Waters Consulting Group, Inc. In 2005, "1'he Waters c.:onsuitmg Uroup, Inc. and The Oldani Group formed a strategic alliance in the area of nation-wide executive recruitment - Waters-Oldani Executive Recruitment. The firm's Owner and President is Mr. Rollie O. Waters, CMC. Rollie O. Waters, is viewed on a national level as one of the foremost authorities in compensation and performance management system design for the public sector. He has spoken before such organizations as the American Management Association, Southern Methodist University, the University of Maryland, California Institute of TechnoloD ~, the Texas Municipal League (TML), the International Personnel Management Association (IPMA-HR}, several international companies based in Great Britain, and various U.S. public sector agencies and organizations. Since our firm's beginning, we have emerged as a leader in executive recruitment. Since our firm's beginning, we have emerged as a leader in executive recruitment. It is our 30+ years of consulting experience, coupled with our unique approach and personal touch that drives our internal standard for deliverine only outstanding services and leading-edge products. In addition, Waters-Oldani is positioned as the largest privately-held executive recruitment firm in the nation with a focus on the public sector. This kind of strength will prove to be valuable for your executive recruitment. © 2010-The Waters Consulting Group, Inca Page • 2 THIS PROP05.4L CON7.4L'~s PROPRIETARY LNFORM4TION AT~~ Is THE SOLE PROPERTY OF N'CG, INC. THIS PROPOSAL Is NOT TO BE REPRODUCED FOR .4NY REASON N7THOL'I THE ~vItITTEN CONSE'~T OF R'CG, LNC. Waters-Oldani places a high priority on meeting the needs of our clients. Therefore, at the outset of the recruitment process, we will tailor our approach to address the issues unique to your organization's working environment. For each recruitment project. we assign a Lead Consultant and a team of support professionals to carry out assignments in an effective and efficient manner. The Lead Consultant for this project will be Ms. Andrea Sims, Senior Consultant, located in our Cleveland, Ohio office. RESPONSE TIME Before we submit a proposal, we carefully evaluate our current workload to guarantee that we can meet our client's priorities and specific needs in the timeframe requested. Due to the number of full-time Consultants and full-time Research/Project Management Staff employed by Waters-Oldani we have the ability to commit to and effectively manage this project for its duration. Andrea Sims is currently managing the following recruitments which are in various stages of completion and can fulfill proposed project commitments for the City of Iowa City without delay. Broward County, Florida Director of Animal Care and Regulation union County, North Carolina Director of Finance Milwaukee Fire & Police Commission, Wisconsin Fire Chief East Orange Water Commission, New Jersey Assistant Executive Director, EOWC © 2010-The Waters Consulting Group, Inc. Page • 3 THIS PROPOSAL CO'~T.AL\S PROPRIETARY L'~'FORM.ATIO?..4ND IS THE SOLE PROPERTY OF ~i'CG, LA'C. THIS PROPOSAL IS NO? TO BE REPRODUCID FOR.4~'Y REASON N'ITHOL-I THE uRITT'E`~ CO\SE'~'T OF WCG, P~'C. .__ Prior to joining the WCG, Chuck worked for local governments and public education, including City Manager for Dallas, Texas; Executive Director for the Dallas Area Rapid Transit (DART); and Executive Director for the Michigan Education Association. Chuck also served as Director for Local Government Reform for the International City/County Association (ICMA), managing a U.S. government contract for the planning and delivery of technical assistance to local governments in Central and Eastern Europe. His last assignment in this role with ICMA was to recruit and supervise a team of technical consultants to assist in re-building local governments in Bosnia following agreement on the DaS~ton Accords. During his service with the Michigan Education Association, Chuck also served as Senior Consultant for Urban Planning and Management for Michigan State Universit~~'s Institute for Public Policy and Social Research. Areas of Expertise • Executive Recruitment • Leadership/Management Development • Organizational Design • Organizational Development ~^ Professional Accomplishments and Education Chuck received a Bachelor of Arts degree in political science and human resources management and a Masters of Public Administration degree from the University of Kansas. He received the prestigious L.P. Cookingham Award for Development of Young Professionals from the International City/County Management Association (ICMA) and the Minority and Women Advancement Award from the American Public Transit Association (APTA). He was also recognized as Public Administrator of the Year by the American Society of Public Administration (ASPA) and Outstanding Management Innovator (Honorable Mention) by ICMA. Chuck was recognized in 2007 with the Lifetime Achievement Award from his Public Administration Alumni Association at the University of Kansas. © 2010-The Waters Consulting Group, Inc. Page • 4 THIS PROPOSAL CO'~T ALMS PROPRIET.9RY P.'FORMATIO?:.4\'D IS I~HE SOLE PROPERTY OF u'CG. LNC. THIS PROP05.4L IS NOT TO BE REPRODtiCED FOR i~.'Y REASON RTI'HOL7 THE V~'RIT7'1;?~' CO?~SE!~T OF R'CG, LNC Charles (Chuck) S. Anderson is the Chief Executive Officer for the Waters-Oldani Recruitment Division within the Waters Consulting Group (WCG). In this role he also is a senior consultant within the HR Consulting Division for projects related to organizational design and development, strategic planning, and leadership/management development. Chuck Rohre is a Senior Consultant for The Waters Consulting Group, Inc. (WCG}. In this role, be is responsible for managing and conducting executive recruitment engagements for the firm to insure their integrity, timeliness and adherence to budget parameters. Chuck has more than 30 years of experience in managing and consulting in both the private and public sectors. He has served as Police Chief and Director of Public Safety for North Texas municipalities with populations ranging from 9,000 to 200,000 plus. Prior to beginning his consulting career, Mr. Rohre served for three years as Police Chief of Plano, Texas. Chuck joined the firm in January 2006 following a 13-year engagement with another nationally recognized public sector search firm where he managed the Texas and Southwestern operations. He has an extensive and successful track record of completed recruitment across the nation, primarily in the Midwestern and Southwestern states. He has also conducted management-consulting assignments in a number of areas including public safety, career development and strategic planning. He has written and presented training in a number of subject areas including personnel assessment, leadership and management skills, and career development for public sector employees. Areas of Expertise • Executive Recruitment • Background Investigations • Assessment Centers • Career Development • Law Enforcement Management and Training Professional Accomplishments and Education Chuck received his Bachelor's degree in Career Development from the Dallas campus of Abilene Christian University and his Master's degree in Human Relations and Management from the same institution. He has completed advanced management training at the Institute for Law Enforcement Administration and now serves on its adjunct faculty and advisory board. Chuck completed the Federal Bureau of Investigation's prestigious LEEDS course at Quantico, Virginia. He is a veteran of the United States Army, serving in the United States and the Republic of Viet Nam. © 2010-The Waters Consulting Group, Inc. Page • ~ THIS PROP0S.4L CON7.4L'~S PROPRIET.9RY L'v~0R1,~.4T10N' .4ND IS THE SOLE PROPERTY OF WCG. INC. THIS PROP05.9L IS NOT TO BE REPRODtiCED FOR.4NY REASON R'ITHOL~I T'HE R'RITI'E.'~' CO!~SENT OF WCG, NC. Andrea Battle Sims has been working in executive search for over six years, managing all phases of the search process for municipal, county, state and non-profit organizations, focusing on the East, Midwest and Mid-Atlantic regions with numerous searches for a number of governmental and non-profit executives including: City and Assistant City Managers, Library Directors, Chief Information Officers, Police Chiefs, City/County Attorneys, Parks & Recreation Directors, Finance Directors and Workforce Development Executive Directors. Andrea is an experienced professional with over twenty years of prior experience in Information Technology, EDP Audit and Management experience in both the public and private sector. Her local government leadership roles include serving as the IT Director at Cleveland Public Schools v~rith a staff of 50; Deputy Director of IT at Cuyahoga County with a staff of 70. In addition, her county experience includes creating astart-up venture to sell public computer access to the legal community. Ms. Sims has held management positions at ATRT, Progressive Insurance, and National City Bank managing IT projects as well as IT professionals, along with serving as an internal consultant/auditor. She has successfully managed IT professionals through the change process from legacy to client-server technologies including both private and public sector Year 2000 implementations. Areas of Expertise • Executive Search • Recruitment and Retention Training • Information Technology • Organizational Assessment • Strategic Planning and Implementation • Project Management • Process Improvement Professional Accomplishments and Education Andrea's educational background includes a Bachelor of Arts in Mathematics from Spehnan College, Atlanta Georgia and a Master of Science in Operations Research from The Wharton School at the University' of Pennsylvania, Philadelphia, Pennsylvania. In addition, her post-graduate education includes numerous IT and management courses and seminars and certification from the Leadership Academy at Cleveland State University. Andrea's current and past civic involvement includes the Baard of Trustees at the American Cancer Society, Cuyahoga Unit; Junior League of Cleveland, along with leadership positions with the Links, Inc., the Spehnan Alumnae Association, and Delta Sierra Theta, Inc. ©' 2010-The Waters Consulting Group, Inc. Page • 6 THIS PROP05.4L CO?~T.4PVS PROPRIETARY P~'FORM.4TI0':.4TVD IS THE SOLE PROPERTY' OF R'CG. LTV C. THIS PROPOSAL IS N07 TO BE REPRODUCED FOR .4'~Y REASON LY'ITHOL-I' THE RRITTEti CO?VSE~7 OF YY'CG, PVC. Our understanding of and experience in the public sector coupled with our commitment in developing partnering relationships with our clients are key factors in our long-term success. PROJECT OVERVIEW The City of Iowa City, Iowa, is considering the use of a consulting firm to assist with the executive recruitment for its next City Manager and has requested a proposal describing a work plan and project approach from Waters-Oldani Executive Recruitment (Waters-Oldani), a division of The Waters Consulting Group, Lnc. Accordingly, we provide the following information for your consideration. PROFESSIONAL EXPERTISE MAKES THE DIFFERENCE Throughout the assignment, the Waters-Oldani team will serve as technical advisors to your organization to ensure that the recruitment process is conducted in a professional manner. The objective of Waters-Oldani is to generate high-quality candidates and assist you with the screening and evaluation of these candidates. Due to our extensive professional relationships with hundreds of public sector organizations and prospective candidates nationwide, Waters-Oldani is positioned to confidently promote your position to prospective candidates as a positive career and personal growth opportunity. Over the past few years, Waters-Oldani has recruited and placed more than 200 executive level positions within the public. The City of Iowa City's Request for Qualifications indicates that you would like a list of our last 7 years of City Manager recruitments and the identification of the Lead Consultant on each project. Our firm has recruited more than 200 City Manager related positions over the last 7 years. Prior to 2007 we did not maintain a database with the recruitment project and Lead Consultant's name. The following is a listing of the related relevant executive recruitments conducted by our firm since 2007 with the Lead Consultant name. Consultants Chuck Anderson, Chuck Rohre, Jerry Oldani, and Andrea Sims are available to conduct executive recruitments. Client Position Lead Cons~#su# Arlington, TX Deputy City Manager Chris Hartung ~ Baytown, TX City Manager Chuck Rohre Bee Cave, TX Cit}~ Administrator Chris Hartung i Bend, OR i City Manager Jerry Oldani Brookings, SD City Manager Chris Hartung Broward County, FL Deputy Port Director Andrea Sims Buda, TX City Manager ~ Troy Coleman Bullhead, AZ City Manager Chris Hartung Canton, TX City Manager Chris Hartuns I College Station, TX Assistant City Manager Chuck Rohre Commerce, CO City Manager i Chuck Anderson © 2010-The Waters Consulting Group, Inc. Page • 7 THIS PROPOSAL CO'~T.ALNS PROPRIETARY L'~'FORM_4TION .4'~~ IS THE SOLE PROPERTY OF R'CG, LtiC. THIS PROPOSAL IS NOT TO BE REPRODUCED FOR .4T~Y REASON RTTHOLT THE R'RITTEN CONSE'~T OF R'CG, LNC. __ __.___ Client Pa~it~ ;~ [7n~aat Corpus Christi, TX Assistant City Manager of Develo ment Sen~ices Chris Hartung Denton County Transportation Denton. TX President Assistant City Manager, I Nei hborhood Services Jerry Oldani Jerry Oldani Denton. TX General Manager of Denton Munici al Electric Jerry Oldani Desoto Economic Development Co oration (TX) El Paso. TX Executive Director Deputy City Manager Chris Hartung Ted Benavides Emporia City Manager Chuck Anderson Farmers Branch, TX City Manager Chuck Rohre Fate, TX City Manager Chris Hartung Fayetteville, NC Assistant Cit)~ Manager Chuck Rohre Forney TX City Manager Chuck Rohre Fort Myers, FL Assistant City Manager Andrea Sims Fort Worth, TX Assistant City Manager (x3) Chuck Anderson Fort Worth. TX City Manager Chuck Anderson Fountain, CO City Manager Chuck Rohre Friendswood, TX City Manager Chris Hartung Gatesville, TX City Manager Chris Hartung Grand Rapids, MI City Manager Andrea Sims/Chuck Anderson Great Falls, MT City Manager Jerry Oldani Greenwich, CT Town Administrator Andrea Sims Hiehland Park TX, Town of Town Administrator Chris Hartung Hobbs. NM City Manager ~ Chris Hartung Horseshoe Bay, TX City Manager Chuck Rohre Kerrville. TX City Manager Chris Hartung Killeen. TX Assistant City Manager Troy Coleman La Grande, OR Cite Manager Jerry Oldani Lancaster, CA Assistant City Manager Jerry Oldani LaPorte, TX City Manager Chris Hartung Las Vegas Housing Authority Executive Director Jerry Oldani Loudoun County, VA County Administrator Chuck Rohre Maple Valley, WA City Manager Jerry Oldani i Mercer Island, WA Missouri City i Deputy City Manager Assistant City Manager Jerry Oldaru Chris Hartung Mobile Airport Authority Executive Director Jerry Oldani/Chuck ~ Anderson Mount Pleasant, TX City Manager ~I Chris Hartung Nederland, TX City Manager Troy Coleman © 2010-The Waters Consulting Group, Inc. Page • 8 THIS PROP05.4L COTT SL'~S PROPRTE74R1' L'vFORM.4TION .4\'D 1S THE SOLE PROPERTY OF R'CG, INC. THIS PROP05.4L 1S NOT TO BE REPRODtiCED FOR.4>`Y REASON ~t'ITHOL-I THE l~'RITTEN CO'.SE'.~'T OF WCG, P~7C. {scat Position bead Consnlt~t / I New Braunfels, TX Assistant City Manager Chuck Rohre North Richland Hills. TX Assistant City Manager Chuck Rohre North Texas Tollway Authority (NTTA) Executive Director Ted Benavides Pflugerville, TX City Manager Chuck Anderson Pinellas County, FL County Administrator Andrea Sims ~ ~ Pittsburg, TX City Manager Chris Hartung/ Chuck Rohre Port of Long Beach, CA Managing Director of Environmental Management & Plannin Jerry Oldani Port of Seattle, WA Managing Director Jerry Oldani Ramsey, MN City Administrator Andrea Sims Richardson, TX Assistant City Manager Ted Benavides Roanoke, VA Assistant City Manager Chuck Rohre Sachse, TX City Manager Chuck Rohre Salem Mass Transit Authority (OR) General Manager Jerry Oldani Sanger, TX City Manager Chris Hartung Sealy, TX City Manager Chris Hartung Soldotna, AK City Manager Chuck Anderson Southwest Regional Communications Center Managing Director i Chris Hartung i Tarrant County Workforce Solutions Executive Director Chris Hartung Texas Municipal Retirement Systems- TMRS (Austin; TX) Executive Director Chuck Anderson/Chuck Rohre The Colony, TX City Manger Chuck Rohre Tomball, TX City Manager Chuck Rohre Troy, MI City Manager Andrea Sims I Virginia Beach, VA Assistant City Manager/Chief Development Officer Andrea Sims Our firm recently conducted the recruitments for: Loudoun County, VA City of Bullhead City, AZ City of Grand Rapids, MI County Administrator City Manager City Manager All three recruitments were conducted according to our process as outlined in our "Description of Key Tasks" beginning on page 11. A candidate was successfully placed in each recruitment according to the timetable established with the client (as detailed on page 14). A sample of our recruitment profile and other related recruitment material utilized during these projects can be found in the Appendices. On the following page is a sample timeline: © 2010-The Waters Consulting Group, Inc. Page • 9 THIS PROPOSAL CO>`T.AL'~S PROPRIETARY Pv'FORM4T70N .4'~'D 15 THE SOLE PROPERTY OF R'CG, INC. THIS PROPOSAL IS NOT TO BE REPRODUCED FOR .4'.Y REASON R7THOL7 THE ~17tIT'TEN CONSE?vT OF WCG, INC. CITY OF IOWA CITY, IOWA EXECUTIVE RECRUITMENT The following timetable represents a preliminary schedule for your executive recruitment. Waters-Oldani (WOER ro'ects this schedule based on a commencement date of A ril 19, 2010. ACTIVITY DUE DATE = The Waters Consulting Group (WCG) Completes Interviews to Develop Candidate Profile and Recruitment Brochure: Iowa City Approves Ad Placement Schedule and Timeline. Apri120, 2010 WCG Sends Draft Recruitment Brochure to Iowa City. April 30; 2010 San Francisco Returns Draft Recruitment Brochure (with edits) to WCG. May 10, 2010 -_ WCG Commences Executive Recruitment Advertising and Marketing. May 15, 2010 = WCG Commences First Review of Resumes. June 14, 2010 - WCG Sends Semi-Final Candidate Books to Iowa City with Recommendation for Semi- Finalists June 21, . 2010 WCG Discusses Recommended Semi-Finalists with Iowa City; Iowa City Selects Semi- Finalists; WCG Conducts CareerlvTavigatorTM Assessment with Semi-Finalists. June 24, 2010 = WCG Completes Interviev~~s with Semi-Finalists. Julv 8. 2010 WCG Recommends Finalists to the Iowa City; Iowa City Selects Finalists for On-Site Interviews. July 13, 2010 = WCG Completes Reference ChecksBackground Checks/Academic Verification for Finalists. July 18, 2010 WCG Sends Final Candidate Books to Iowa City. Jul 28, 2010 = Iowa City Conducts On-Site Interviews with Finalists. August 2, 2010 = Iowa City Extends Employment Offer to Finalist. August 7, 2010 With any consulting assignment, but particularly with an executive recruitment project, reliable and timely communication is fundamental to project success. At key points during the assignment, Waters-Oldani consultants will communicate by phone, e-mail, or in person, with appropriate leaders from your organization to discuss the progress of the recruitment and to review subsequent steps in the recruitment process. These regular status reports are important to ensure success with the recruitment assignment. We pride ourselves in the fact that we bring a high level of personal commitment to everything that we do. We get to know our clients -their concerns for success, their strategic goals and their organizational culture. But our intense professional commitment does not stop with our clients. We have candidates who were not selected for positions call to extend compliments and thanks for how they were treated during our recruitments. Many have stated that we provided the best recruitment experience in which they have ever participated. ©2010-The Waters Consulting Group, Inc. Page • 10 THIS PROPOSAL CO`~7.SL':S PROPRIETARY L'.'FORM4TI0'~ .^-'~'D IS THE SOLE PROPERT]' OF N'CG, A7C. THIS PROPOSAL IS N07 TO BE REPRODUCED FOR .4~"Y R)iASO?~ ATCHOL7 THE RRrrTE'`' CO':SE'~7 OF R'CG, PvC. Client satisfaction is important to all organizations, but to our firm, it is our chief focus. In our business, referrals and recommendations are the keys to success. ROLE OF YOUR ORGANIZATION'S STAFF We have a seasoned staff of professionals to deliver quality services with minimal effort required from you. However, to assist in the project; we ask that your organization designate a Project Manager to serve as Waters-Oldani's primary contact for the recruitment assignment. Your Project Manager will facilitate such functions as coordinating meeting dates, times, and locations and the review of the draft recruitment brochure and related advertising copy. ~~ OUR TRIPLE GUARANTEE Our Triple Guarantee is defined as: (1) A commitment to remain with the recruitment assignment until you have made an appointment for the fees and tasks quoted in this proposal. If you are unable to make a selection from the initial group of Finalists; Waters-Oldani will work to identify a supplemental group until you find a candidate to hire; (2) Your executive recruitment is guaranteed for two years against voluntary resignation by or termination for cause of the candidate. Within the first year, the replacement recruitment will be repeated with no additional professional fee, but only for project-related expenses. During the second year, the replacement recruitment is reduced to 50% of the professional fee plus project-related expenses. Candidates appointed from within your organization do not qualify for this guarantee. This guarantee is subject to further limitations and restrictions of your state laws. Additional services include a performance appraisal and review after 12 months of service of the appointed candidate, with no professional fee charged to you. If you elect to use this service, the only cost you would incur would be the reimbursement for any project-related expenses; and (3) Waters-Oldani will not solicit any candidates selected under this contract for any other position while the candidate is employed with your organization. © 2010-The Waters Consulting Group, Inc. Page • 11 THIS PROPOSAL CON"IAL'~S PROPRIETARY Pv~ORM.4TION .4'v'D IS 7HI: SOLE PROPERTY OF V~'CG, INC. THIS PROPOSAL IS NOT TO BE REPRODUCED FOR.4NY REASON R'ITTIOLT 7'HE R'RITT'EN CONSENT OF WCG, LNG Tdze_fclln~°irza is itztetrded to describe t1;e k~° ir~s,~s r~sso~cia~ed t~~ir~r ciur apprct~.c~r to exec~ril~e re-cruit~aent. TASK I RECRUITMENT BROCHURE DEVELOPMENT AND ADVERTISING The important first step in the recruitment process involves the development of a comprehensive recruitment brochure with a profile of the ideal candidate, including the required qualifications, professional experience, personal characteristics, and other factors related to success in the position of City Manager. The recruitment brochure will also have a profile of your community and organisation. To prepare the recruitment brochure, the Lead Consultant will come on site to meet with your leadership team to discuss the required background and experiences for the new City Manager. We will also request organizational charts; budgetary information, operational reports, and other documentation describing the community, organization, current issues, and responsibilities of the position. The draft recruitment brochure will be presented to you for review and final approvaUedits prior to its publication and distribution via online and regular mail to prospective candidates. In order to conduct an open recruitment and to encourage applications from a diverse pool of candidates, Waters-Oldani will work with you to develop an advertising and marketing strategy to notify potential candidates about the vacancy. Advertisements will be placed in appropriate professional publications, local newspapers of record and web sites as approved by you. Draft ads will be submitted to your organization for approval prior to publication. Waters-Oldani has a highly-accessed web site, w~~~.watersconsulting.com, and targeted e-mail (search(c~watersconsultin~.com). We will use all available resources to communicate directly with prospective candidates. The aggressive advertising and marketing campaign for top talent will include national, state, regional, and local elements as determined during our initial meetings with your organization. Our presence at appropriate public sector conferences will be used to further promote the position. An effective advertising strategy will help to ensure that we conduct an open recruitment with appeal to a diverse array of candidates. Waters-Oldani will take all necessary steps to protect against discrimination in the screening and selection process. TASK II EXECUTION OF RECRUITMENT STRATEGY AND IDENTIFICATION OF UALITY CANDIDATES Using the information developed in Task I, Waters-Oldani will identify individuals who would be outstanding candidates for the position of City Manager. Often, well-qualified candidates are not actively seeking new employment and will not necessarily respond to an advertisement. However, if a potential candidate is presented with the opportlmity directly and in the proper manner, he or she may apply. We take pride in our ability to locate highly qualified candidates across the nation based on our professional © 2010-The Waters Consulting Group, Inc. Page • 12 THIS PAOP05.4L COKI.9LNS PROPRIET.9RY LNFORM4TION .4\~D IS TFiE SOLE PROPERTY OF R'CG, IIvC. THIS PROPOS SL IS NOT TO BE REPRODUCED FOR .4T~Y RE.SSON ll'ITHOLT TFiE RRITTEN CONSE?.T OF WCG, II~C. contacts and relationships. We have also established networks with minority and female leaders throughout the nation and are proud of our record of placement of minorit}= and female candidates. Waters-Oldani has adopted a corporate policy of equal employment opportunity and will not participate in any recruitment effort where these principles are not followed. In addition, we are charter members of NFBPA and its Business Advisory Committee and the Hispanic Network. We believe that one of the strengths of the Waters-Oldani recruitment process is our attention to the candidates during the process. Each candidate submitting a resume is sent a timely acknowledgement by Waters-Oldani, giving an approximate schedule for the recruitment. Further communications are maintained with each candidate regarding information about the recruitment progress and their status in the process. We take pride in the many complimentary comments made by candidates regarding the level of communication and the professional manner in which they are treated during our recruitments, which is also provides a positive reflection on your organization TASK III SCREENING OF APPLICANTS, INITIAL INTERVIEWS, AND RECOMMENDATION OF FINALISTS TO CLIENT Our recruiting efforts in Task II identify a significant number of applicants, depending upon the position and the availability of candidates with the requisite experience and skills in the marketplace. Task III is where our Lead Consultant screens the candidates against the criteria within the candidate profile and develops a list of Semi-Finalists who meet or exceed the criteria. The Lead Consultant will then review the Semi-Finalists with you, as the client, to develop a group of candidates for personal interviews with the Lead Consultant either by phone or in person. Our interviews are conducted with a set of questions developed by Waters-Oldani to evaluate professional experience and management/leadership characteristics considered relevant for the candidate profile for your position. As a part of our thorough screening of candidates, we also utilize our content-validated behavioral assessment and success profile system CareerNa~=igatorTM. Our approach to recntitment features acontent- validated competency model that measures the core competencies of public sector executive managers./leaders with a comprehensive psychological assessment. This helps to identify those competencies that are proven to make a candidate much more likely to be successful in a position of executive management and leadership. In addition, CareerNavigatorTM generates specific questions for individual candidates based upon their responses to the assessment. These questions are included in the in-depth inter=iew conducted by the Waters-Oldani Lead Consultant. At the conclusion of our interview process, we will present a group of potential Finalists for you to invite for on-site interviews with an interview panel that you select. T}=pically, four to six candidates are selected for these interviews. ~ ?010-The Waters Consulting Group, Inc. Page • 13 THIS PROPOS.41 CONT.SLNS PROPRIET.SRY A'FORM.4TlON .4'v'D IS TFiF. SOLE PROPERTY OF R'CG, LNC. THIS PROP05.4L 15 NOT TO BE REPRODtiCID FOR .4'~7 RE.450N RTTHOL-F THE RRITTEN CONSENT OF W CG, LNC. .~....~,.,,-...,~..~......_....~____.___._ TASK IV CONDUCTING BACKGROUND CHECKS, REFERENCE CHECKS AND ACADENIIC VERIFICATIONS Once you approve the group of Finalists for on-site interviews, Waters-Oldani will begin the process to conduct reference checks, background checks and academic verifications. Contact is then made with selected references and sometimes with others in the specific industry that may know of additional accomplishments and work experiences of the candidates. The purpose of the reference interviews is to allow Waters-Oldani to complete our understanding of the work experience, professional performance and personal characteristics of the Finalists. For the background checks, Waters-Oldani is pleased to partner with PSI Investigation Services in to gather information about the candidates in the following areas: • Consumer Credit • Banlffuptcy • County Criminal • State District Superior Court Criminal • County Civil Litigation • State District Superior Court Civil Litigation • Judument/Tax Lien • Federal District Criminal • Motor Vehicle • Federal District Civil Litigation ____ TASK V FINAL INTERVIEW PROCESS Upon completion of Task IV, we will work with you to develop the final interview process. We will also send you documentation on each of the finalists, which will provide the highlights of their professional experience and leadership/management profile, and a summary of the results of the reference checks, background checks and academic verifications. In addition, the report will include guidelines for interviewing the candidates, suggested interview questions, and a rating process for your interview panel(s). Our Lead Consultant will participate in final interviews as either an observer or active panel member at your request and will be available to answer questions and assist you in the final evaluation and selection of the successful candidate. In addition, if you request the service, our Lead Consultant will assist you with the development of a compensation package and related employment considerations, and assist with the negotiations. © 2010-The Waters Consulting Group, Inc. Page • 14 THIS PROP05.4L CONT.9LN5 PROPRIETARY Pv'FORMATION AI.'D 15 T'fiE SOLE PROPERTY OF ~1'CG, INC. THIS PROP05.4L IS NOT TO BE REPRODliCED FOR .4T~1' REASON ATTHOLT THE WRITTEN CONSENT OF Lt'CG, PAC. EXECUTIVE RECRUITMENT PROJECT TII~~LINE Below is an estimated Timeline for the executive recruitment process. You will be asked by the Lead Consultant during the first on-site meeting to review and approve a Timeline for the recruitment project. It is our intent to conduct the recruitment expeditiously, but not at the expense of finding high-quality candidates for you. However, we commit to you to deliver a group of Finalists for your consideration within 80 days from the date that you approve the recruitment brochure and candidate profile, which is the point that we commence advertising/marketing for the position. To ensure that our quality standards are maintained, we do require a minimum of ten business days between the time that you select the candidates for on-site interviews and when we send you the Final Book for your final interview process. Description of IVee~s Kep Project 01 02 03 04 03 06 07 OS 09 10 11 12 13 Phases/Tasks Phase I Task 1 Recruitment Brochure Development & Advertisin Please II Task 2 Recruitment Strategy and Identification of Candidates Task 3 ~ Screening Process and Recommendation of Finalists for On- site Inter~-iews. Task 4 Background Checks/ Reference Checks /Academic Verifications Phase III Task 5 '', ~ Final Inten-iew Process © 2010-The Waters Consulting Group, Inc. Page • li THIS PROPOSAL CO'~'T.AII:S PROPRIETARY L'~~'ORM.ATIO!:.4T~'D 15 THE SOLE PROPERTY OF R'CG. LNC. THIS PROPOSAL IS NOT TO BE REPRODUCED FOR iT~'Y RE.4S0'4 u'ITHOL7 THE u'RITT'E?. CO'~'SE?~'I OF R'CG, L*iC. • City of Dunedin, Florida (727) 298-3003 Mr. Rob DiSpirito City Manager Project: Selection of Director of Planning and Development and selection of Director of Finance Administration • Pinellas County, Florida (727) 464-3367 Ms. Beverly Waldron Manager of Employment & Testing Project: Selection of County Administrator • Loudoun County, Virginia (703) 737-8632 Ms. DL Mears Human Resources Officer Project: Selection of Count3' Administrator • Village of Glenview, Illinois (864)467-5700 Mr. Todd Hileman Village Manager Project: Selection of Deputy Fire Chief and Deputy Director of Public Works-Operations • City of Ramsey, Minnesota (763)433-9821 Ms. Giovanna Reed Kone Human Resources Manager Project: Selection of City Manager • City of Troy, Michigan (2009) (248) 524-3323 Ms. Lori Griggs Bluhm City Attorney Project: Selection of City Manager • City of Bend, Oregon (541) 388-5505 Mayor Bruce Abernathy Project: Selection of City Manager • Town of Greenwich, Connecticut (203)622-7729 Ms. Maureen Kast Director Of Human Resources Project: Selection of Town Administrator , Assistant Fire Chief and Public Works Commissioner • City of Fort Worth, Texas (817) 392-6116 Mr. Dale Fisseler City Manager Project: Selection of City Manager • City of Emporia, Kansas (620) 343-4251 Mr. Matt Zimmerman City Manager Project: Selection of City Manager • City of Commerce City, Colorado (303) 289-3600 Mr. Jerry Flannery City Manager Project: Selection of City Manager • Village of Oak Park, Illinois (708)358-5652 Mr. Frank Spataro Human Resources Director Project: Selection of Fire Chief and Police Chief • City of Grand Rapids, Michigan (616) 456-3168 Mayor George Heartwell Project: Selection of City Manager • City of Great Falls, Montana (406} 761-4108 Mayor Donna Stebbins Project: Selection of City Manager © 2010-The Waters Consulting Group; Inc. Page • 16 THI5 PROP05.4L CONT.4P.5 PROPRIETARY L'.~ORM4TION 4ND IS THE SOLE PROPERTY OF WCG, INC. THIS PROP05.4L L5 NOT TO BE REPRODtiCED FOR .4nY RE.SSON RTI'HOL'T THE WRITTEN CONS~7 OF ~1'CG, L'vC. __-.____ _. _.. ,~..m,M-...~,---- OUR PRICE PROTECTION INITIATIVE -___ Our Price Protection Initiative is designed for new clients in new markets. Simply stated, we will match the lowest comparable proposal's price, including professional fees and project-related expenses that you have received during the proposal review process. We only ask that we have one day to review and acknowledge the scope of equivalent work offered by the lowest bidder. In addition to our Price Protection Initiative, we also offer the guarantee that we will not provide any fewer services than outlined in the lowest comparable proposel's scope of work. In short, we guarantee the highest quality services in the market at the lowest price. Our goal in providing this initiative is to demonstrate our strong desire to gain your consulting business and to illustrate exactly what makes our firm different in the competitive market. Even though we have been providing executive recruitment and human resource consulting services to the public sector for more than twenty years, we have not had the opportunity to do business with The City of Iowa City. Our belief, based on past experience over the last two decades; is that if we can gain your trust with this opportunity, we will have along-lasting professional relationship, not only with a new and unique client, but also in a new geographic market. We would consider it a privilege to work with The City of Iowa City with the recruitment of your City Manager. In the meantime, if you have any questions, you may contact me directly (817)965-1911 or via email at canderson@watersconsulting.com. © 2010-The Waters Consulting Group, Inc. Page • 17 THIS PROPOSAL CO'~'T.4L'.s PROPRIET.SRY P.~ORI~L4TI0?~~ .4'.'D IS THE SOLE PROPERTY OF R'CG, L'vC. THIS PROPOSAL IS'dOT TO BE REPRODUCED FOR .4'~Y REA50'.~ u7THOL'T THE u'RITTE'.' CO':sE'~7 OF VJCG, LNC. __ APPENDIX • A SAMPLE BROCHURE THE WATERS CO'_~SULTING GROUP, I?vC. 800.899.1669 ~'~.~'.WATERSCO'_~~SULTI~'G.COM ti.. i. ~ ~ ~~~ ~ ~~ ~ w ~ T i ~ x.11 ' ~ ~ 1~ ~ „ `~~~` . ;~..:r .. ~ ..N ~RESID 'lJR l/-~11VIV f""11J7 flVRl l T d. ill in ~ wand dynamic ~. ~ ` iss` , its .... Position Profile The President serves as principal advisor to the Denton County Transportation Authority Board and is responsible for providing leadership and overall direction for the administration and operation of the Authority. Through subordinate Vice Presidents, Directors and Managers, the President establishes the basic plans and procedures, which will ensure that the policy direction of the Board is carried out in an expeditious and cost-effective manner. The President will establish annual goals and objectives, as well as long-range plans, which will be submitted to the Board for their concurrence. Periodic evaluations and reports on the approved goals will be made to the Board. The new President will be expected to maintain and improve upon the existing relationships developed with various governmental agencies and a variety of regulatory agencies, both state and federal. A primary focus will be strengthening relationships with the local media, citizen interest groups and private business regarding alternative transportation methods, vehicle use reduction and regional transportation programs. An equally important aspect of consideration for a new President will be to re-emphasize an open style of leadership with and among the Executive Management Team (EMT) members. Close work with regional employers, Authority members, The North Central Texas Council of Governments (NTCOG), the Regional Transportation Council (RTC), the Texas Department of Transportation (TxDOT), the Federal Transportation Authority (FTA), Federal Rail Administration (FRA), the Dallas Area Rapid Transit (DART), Fort Worth Transportation Authority (The T), and the American Public Transit Association (APTA) will be necessary. The President will also ensure the active support of the Board's committee structure. Other duties for the President include, but are not limited to: • Prepares annual budgets and revenue estimates while ensuring the financial integrity of DCTA. Monitors and reports on the financial condition of the agency. Manages the Authority's activities with consideration not only for systems efficiency, but economic and environmental impacts to the general community. Delegates to key executives the responsibility for attaining their portion of major overall objectives and for implementing Board programs. Reviews and approves recommendations by the Executive Management Team reporting directly to the President's position. Coordinates the work of these executives and settles any points of difference that arise. • Establishes contact with appropriate state and federal legislative representatives to ensure that the Authority's legislative positions are represented and maintained. • Fosters and encourages a positive working environment with respect to labor and employee relations whereby the Authority's employees are treated fairly, equally and consistently at all levels. Regularly monitors and evaluates the performance of ~" departments against established objectives, reviews results with responsible parties and takes or directs corrective action as necessary. Ensures that DCTA is operated in compliance with state and federal law and appropriate rules, regulations and statutes. Performs other duties as directed by the Transit Authority Board. The President will manage the operations of this growing and dynamic organization while ensuring that the policies of the Board are implemented. DCTA employs 18 full-time and 130 contract employees, and has a $10+ million Operating Budget. DCTA is currently managing major expansion of services with the construction of a 21-mile commuter rail corridor with an estimated $270+ million construction cost and an additional $73 million committed for the purchase of new rail vehicles. The commuter rail line will connect with the Dallas Area Rapid Transit (DART) system's in Carrollton. Bus operations for DCTA currently provide services to over two million passengers annually through 21 fixed routes and demand response/paratransit services. DCTA operates with 72 vehicles (55 during peak hours) and its operating personnel are provided by contract (through First Transit of Texas). DCTA has had only one Chairperson and on~~ President since its creation; this recruitment represents a replacement search for the initial President who helped to establish the conceptual framework and began the transition to an operating agency. Current Issues A variety of major challenges awaits the new President as DCTA enters critical phases of expanded operations. ~ 3riefly stated, some of these challenges and professional opportunities are as follows: Commuter Rail Project -The "flagship project" for DCTA is the 21-mile commuter rail line, which will feature construction of five stations, adjacent Park and Ride facilities, rail operations and maintenance facility and related community amenities (pedestrian trails and parks). A major portion of the "A-train" service is scheduled to become operational by December 2010. Several construction schedule issues, further "Right- Of-Way" acquisition and negotiations, and agreements with regional partners remain to be resolved in order to meet the agreed upon service implementation dates and will be the highest priority for the new President and the EMT. • Strategic/Long-Range Plans -The current emphasis on major capital programs completion has diverted attention from establishing a sound 20 year Strategic Plan which will anticipate future needs of the Agency. This Plan(s) must take into consideration the need for future/additional rail corridors serving the eastern part of Denton County and potential growth from the I-35W Corridor toward the City of Ft. Worth and its suburban communities. Bus Rapid Transit (BRT), van pooling, employer incentives, new member additions, marketing components and resource/revenue forecasts should be part of the overall strategic planning process, while testing the business planning skills of the Executive Management Team and the President. Bus Operations -The "backbone" of DCTA's successful operations in its first five years of existence has been the outstanding bus and supplemental transportation services offered by the Agency. In coordination with the pending rail construction projects, a renewed emphasis must be placed on bus operations, to include such items as construction of a new Operations and Maintenance Base (at a cost of $8.1 million), the start-up of BRT service corridors in the City of Denton, and the expansion of the Commuter Services. Employee Development -Both the permanent and contract employees of DCTA are relatively young by any standards. However, the loyal and dedicated workforce is clearly a major strength for the Authority. Significant emphasis should be placed on the professional and technical training of key personnel and the development of"bench strength"as DCTAbeginstogrow. Management and supervisory training programs, continued customer service focus and the creation of "career ladders" are imperativesforthenewPresident. Thusfar,theavailability of participation in APTA sponsored programs, to include its Leadership Training Institute and other advanced management training have provided incentives for the attraction and retention of high quality employees; that need will continue to grow as DCTAdiversifies its services and impact on the communities which it serves. Candidate Profile The President's position is a highly visible job, which will require a person with well-developed operations, marketing/ promotional, and administrative skills. The individual must be an outstanding communicator, responsive to the needs of the public, Board, other officials and employees. He/she must recognize the authority and responsibilities of appointed Board members and be capable of differentiating operational issues and policy formation. The President should be goal and people-oriented and a catalyst who will motivate the staff and Board toward high quality achievement, fulfillment of strategic plans, and be capable of managing multiple complex problems in a fast-paced environment. The ability to delegate to a high quality staff and workforce is a necessity. Candidates for the position must be willing to take reasonable risks, but be innovative and creative as they build consensus for the future of the agency. They should have worked in organizations where delegation of authority, participative management concepts and strong customer service ethics prevail. The strongestorganizational and personal commitments to establishing a high performance organization where consensus decision making and collaborative processes are emphasized will be necessary abilities for the new President. Candidates must have a sensitivity and appreciation of both political and public process while displaying a willingness to meet with community leaders, residents, and interest groups in an honest and constructive manner. He/she must be open to change and innovation and be able to encourage and motivate a small but highly skilled professional staff toward achievement of collectively agreed upon goats. The President must be able to make poised presentations in a clear, concise and credible manner before diverse audiences. Flexibility and ability to respond to pressures and deadlines is imperative. The President must establish his/her position as a reasoned advocate, a facilitator and be able to listen and incorporate a wide range of views into the decision-making process. This is a position of public trust and there can be no question with regard to personal integrity and ethics. The selected candidate will have a strong commitment to promoting diversity and equality of opportunity in the workplace, as well as showing commitment to the employees, citizens of the County, and the surrounding region. Education & Experience The position requires a visionary and dynamic leader, adept at building community consensus regarding effective transit methods and alternatives. The primary need is for a Chief Executive Officer who can serve as a regional representative and public spokesperson to create new opportunities and alternatives for the delivery of critical public services. The best qualified individual will have a strong transit planning and management background and the ability to prepare strategic financial and operational plans for growing transit and transportation system operations. Knowledge and understanding of capital facilities construction, equipment purchases and maintenance, and laws/ordinances related to traffic/transportation operations is preferred. A Bachelor's degree in Public or Business Administration, Transportation, Finance or related fields is needed; an MBA/MPA is preferred, along with seven to 10 years of senior management experience in government, public financing mechanisms, legislative interface and transit activities. Compensation & Benefits The Denton County Transportation Authority has established a starting salary range to the mid-$100's+ annually, dependent on experience. An attractive package of executive benefit is also included with this opportunity. Working in a high -- growth and fast paced business environment, with a highly supportive Board of Directors, are additional benefits that accrue for the successful applicant. APPENDIX • B SAMPLE CANDIDATE QUESTIONNAIRE THE W_~TERS CO'_~SULTI'_~G GROLP, I'_~C. 800.899.1669 a~'~J.~'STERSCONSULTI~~G.COM APPENDIX • B CITY OF SAMPLE, TEXAS CAI~TDIDATE QtiESTIONN.AIRE EXECUTIVE SEARCH FOR CITY M~4NAGER JOHN DOE John Doe 5~5~ Broadway Drive S.W. Home Phone: 555-777-1111 Business Phone: 555-777-1111 Mobile Phone: 55~-777-1111 E-mail: Lhndoe~;internet.com (All examples included herein are fictitious.) CURRENT TITLE AND City Administrator ORGAl\TIZATION NAME City of Midamerica REPORTS TO (TITLE) Mayor and City Council POPULATION SERVED 50,000 STAFF/BUDGET $10 Million, 20+ employees EDUCATION AND LICENSES Bachelor of Science in Public Administration American State University 1979 American Institute of Certified Planners ~ 0000001 State Professional Community Planner License # 000000001 CURRENT SALARY 1. Please tell us why you are interested in this position and why you are looking to make a , move ri ht now? We would like to relocate to the Midwest Area where there is limited air pollution, crime, and traffic congestion, and where the culture of small town America blends well with the active, sophisticated college arena. We have been in the town countless times and feel very comfortable there. We truly enjoy the friendliness of the people, the work ethic and culture of persistence and intelligence. And we have always been extremely impressed with the way the community works together to host a major festival every year, yet it appears on the surface to be a seamless effort for those of us visiting and enjoying your community. ' 2. Please describe your current scope of responsibilities. List the municipal services rovided b our or anization. Responsible for municipal administration for the City of Midamerica. Municipal services that are provided: water, sewer, police, fire, planning, economic development, engineering, community development, building inspection, zoning. 3. How would others characterize your communication style -both formal and informal? Informal, always ready to listen to others and to understand their questions and concerns whether I am in my office, at lunch at a restaurant or pumping gas in my car. But when necessary I can be very formal and present a strong demeanor, depending on the circumstances. ~X%ATERS-0LDA'_~'I EXECUTI~rE RECRt'ITMENT P AGE 1 2DD6~ TT3IS DOClJIv1E'~T I£ COPI'RIG'rITED _i~-D 15 CO'~'SIDFRFn PAOPRLT_~,R1' P~'FORMiT10'_~. THIS DOCL"T~i`?~7 OA _i'~'1' PORT10'~'S OF i7-IIS DOCLT~'-~7:f !vOT TO BE R.PRODLiC~ FOR i~'1" R=:50'~ Q'ITHOL'7' T[-L- ~CRITTE'-'~ CO?~S"''~T OF Tf~ R:~TER CO`.~SLZTLtiG GROUP. PAC 9C:~.TERS-OLD i'~~I FS'F.CL'TT~ t R_CRIII'IT-CELT IS _9 D:17570'~ OF TFiE Q"_9TER CO'~'SUL'I'~G GROUP, PAC. BDD.B99.'.GG9 APPE?JDLX • B CITY OF SAMPLE, TEXAS CAI~TDIDATE QL?ESTIO:`~~AIRE EXECUTIVE SEARCH FOR CITY MA~'AGER JOIL?~1 DOE 4. Please describe our mans ement s le. Hove do ou et thin s done? I am a roving manager ~~ho goes from place to place; I visit employees in their work areas to see how the operation runs and to talk to both supervisors and employees. I am a leader who relies on employees to do their jobs as the field experts in their particular area of the city. It is my responsibility to be sure that they have the tools, resources and training to do their jobs well I do not micro-manage but do work with department supervisors to set proper and realistic priorities. always being ready to adapt to a changing environment. 5. What kind of feedback have you received from people you work with regarding your stren the and weaknesses? People have told me that they see me as very honest and ethical, that I understand my profession well and am very capable, I see Iona-term cause and effect relationships, and that I like and truly care about people, our organization and our community. People who work closely with me also have noted that I get so wrapped up in work that I can be a workaholic. People like the fact that we have weekly inforn~ation meetings where infornation flows from the Manager's office to every city employee and from every employee back to the Manager. The two-way communication flow is critical to any organization and my coworkers like the fact that I do want to hear what they have to say and that I do pay attention to them and value their input. 6. What role do you play with the City management team? City Council? Citizens or citizen rou s? I am the leader of the management team. I execute policies of the City Council. Information list/bullets are sent to the Council on a weekly basis ~ to keep them informed of what is happening that they need to be aware o£ If there is a '`hof' issue, I immediately call each Councilperson to make them aware of the issue and what we are doing to handle that issue. If there is nothing at all happening, no bullet list is sent. All information is shared equally with ALL Council People (if one Council Member asks for some sort of information -everyone will receive that information). I believe il~ being an active listener and always responding to citizen's concerns or questions regardless of if I am pumping gas in my car, having lunch at McDonald's, or have been invited to speak to some citizen's group or organization. People who are kept well informed about what is happening within their City are much more supportive of the organization, and as a result. there are fewer problems for the City overall. 7. Describe ma'or ro'ects ou are currentl res onsible for. Economic development -business attraction and retention; tourism (greenway trails & bluewater j trails), river walkway with scenic outlooks: industrial park development. 8. Please describe your experience with economic development initiatives? How have you successfull marketed your city? I am very active in various development programs in my state, and I personally work with developers ~, ~ interested in coming into the City, and with the retention of existing businesses. It is very important to bring in new businesses, but so very critical to also work to retain and support your existing businesses ~~ho have been loyal to the City. DJATE.RS-OLDANI EXECtiTI~`E RECRL;'~ITMENT PAGE 2 ?ODG(t` THIS DOCLT~1~'~T 15 COP17tIGF*iED _~.'~D L CO'~SIDE72ESJ PROPRET_~R1' L'~FORIvL~T'IO'~ THIS DOCL'A3~'`T OR _i'~~1" POATI O?~S OF THIS DOCL1vL~'~7I5' SOT TO BE REPRODUG`c.D FOR _~'~'7~ R1=~S0'.~ ~CT?'HOL'T i FIE ICRIT"I'E.'~ COn SE.'~T OF i'HE R?.TrA CO'~SLT.T'PvG GROUP, P iC. ~C::ic325-OLD_i'~~I E}cCL'TI~'E RECRLT""~~L-'~.'T IS °.Di\T570?;•OF TF=IT_9TERS CO'~SlP 7ZtiG GROL?. LtiC 80D.B99.1GG9 APPENDIX • B CITY OF SAMPLE, TEXAS CANDIDATE QUESTIONNAIRE EXECUTNE SEARCH FOR CITY MA?vAGER JOI~1 DOE ~ 9. Please provide examples of recent strategic, long-term and comprehensive or master Tannin ou have been involved with. ' My previous employer ivas a professional private consultant. I did numerous strategic, long-term, and comprehensive or master plans for communities statewide. I am a member of the American Institute of Certified Planners, and a licensed Professional Community Planner. 10. Describe our ex osure to labor contract ne otiations. What has been the result? I have successfully negotiated numerous contracts that have benefited both the employees and the organizations. y 11. Please discuss your experience with university communities. Describe challenges and successes. Major colleges and universities in the area are Midamerica College, Local College, and the State University; there are numerous other smaller community or faith-based colleges also in the metro area. As a Planner I worked ~~~ith State University as it relocated it's campus to the central business district of the City; with Local College as it expanded it's campus in the Metropolitan Area; and with Midamerica College while it was seeking Historic Preservation Status on the National Register in the Metropolitan Area 12. Please describe any additional areas of expertise or experiences/project involvement ,you have have had that are relevant to the osition for which ou area 1 in ~ I am an experienced administrator with many successes including, but not limited to, a new City Hall. new Ice Arena, very successful contract negotiations, crisis management, and private sector project management experience. W_~TERS-0LD~~NI E~iECUTI~-E RECRL'IT?~ZENT P_~GE 3 2DDG~. THIS DOCUb~'~715 COPIRSG7, 1._.D i'\'D IS CO?~SDERED PROPRI-tT_~RI' L';~FOR1~LiTiO'~ THIS DOCLT~IE_'~T OR _i'~~~ PORT10'~S OF THIS DOCL?T~'~'T'.5 .'ACT TO BE REPRODUCED FOR _~'~'1' R)=~50?~ ~C'ITHOL'T TT'~ ~CRITTE,*; CO!:51='~T OF THE li~.~.'I`rA5 CO?~SUL']'L'~ G GROL`F. LtiC ~C.4TER-OLD.i~i FS.:.CL'TT~'E RECRUTTT~Ii-'~T L ; DFn'ISI O`~ OF TfiE a~_~"' ~'.R CO'~SLi,TL'~~G GROllP, L'~~C. 800.899.] (,G9 APPENDIX ~ C SAMPLE CANDIDATE REFERENCES THE ~'~ATERS CONSULTI'vG GROt;'P, I'_~'C. 800.899.1669 ~r~%~'.~'ATERSCO'_~~StiLTI?~~G.CO?~Z APPENDIX • C PORT OF SAMPLE DIRECTOR OF PORT SECURITY SEARCH CONFIDENTIAL REFERENCES FOR JOILN DOE CONFIDENTIAL REFERENCES Reference Relationship: 1. Current peer 2. Former colleague 3. Former supervisor 4. Port labor official 5. Former colleague 6. Former collea ue Questions Answers L What is your professional relationship to the L I have known him since 1995; when he was the Captain. candidate? How long have you known them? 2. I met him in 2000 while he was Captain of Port; rescues were cooperative ventures, and we became personal friends. 3. I have known him for 3 to 5 years; I met him as he was Captain of Port; supervised him. When I retired. the new manager wanted to reduce emphasis in first responder work; they looked at the direction the company was headed and his job texture changed. 4. I have known him for 6 or 7 years. I do all port security for unions on the west coast and meet a lot of Port Captains -he's the best I ever met. 5. I worked with him when he was Captain of Port; helped start the port security committee -about 5 years in all. 6. I have known him over the last few years; mainly as a maritime representative and being heavily involved in port security grants. I reviewed grants with him as Captain of Port and worked with him on various port security grant issues. 2. What do you consider to be the candidate's 1. He is one of the strongest leaders I have ever known. He greatest strengths as a professional? participated in all types of activities and organizations and I have found him to be superb in his leadership. He is innovative and an idea person. People enjoy working with him; he is a visionary and can see where we will be in the future. He is ~ strategically in contact with that goal and knows how to move toward that goal; he is very personable; people trust him. As captain of port, he had management of both ports on an even keel in supporting security programs that were at odds. He knew how to handle one versus the other and knows the ~ shipping industry. He worked with labor as Captain of Port and put labor leadership into a position of knowing what to expect, which was unheard of at the port. He has lot of support at the labor level and with congressional leadership; also. management supports him. I know how to manage security without slowing down commerce; he has a good sense of priorities. He understood the cost-effectiveness of security WATERS CONSULTING GROUP, INC PAGE • 1 .. ._ ~ JCS„ '~ _ __ LrJP`r~G:~i'-' ~'<D PF.O?Fu-:._R~ ~=O},rr~.~0'.~ __ =~p_~'.LL'~T r :1 ~ ~RT~.1'~z Cl- _,c 1~i: - ~._.'~. 1~ '~~~~ ~ - - _'_ F-.PFODLC.~. Kti. l FE'S !~ ^:7i NJ' - _- '"?'Ca=~- ~l- ^C=~ ~~~. APPENDIX • C PORT OF S AMPLE DIRECTOR OF PORT SECURITY SEARCH CONFIDENTIAL REFERENCES FOR JOHN DOE ~. 3. 4. ~. 6. 3. What might we hear with regard to their 1. weaknesses? Criticisms? ~. ~ 3. 4. S. 6. 4. Describe his problem-solving and decision i 1. making style and abilities? How does he/she ?. involve others in the process? 3. 4. ~. ~ 6. operations; he is a wise and strong leader. I would hate to lose him as a business partner; he would provide leadership and direction to the Commissioners. On a scale of 1 to 10, he is as close to a 10 as you can get. Character and leadership; he brought everybody to the table and created a cooperative environment related to security. He had the vision and leadership to bring all together. He is really good with people and understands the requirements of a port and what it needs to operate. He is one of four or five top experts in the country. During 9/11 he was in charge of the port as Coast Guard Captain; I would absolutely recommend him. Leadership. Leadership - he was a "Churchillian" figure when the port was down. He has a good sense of working with industry, directing others and keeping their cooperation. He worked well with feds, and has a lot of diplomacy. He is level headed, mellow, and even-keeled. He knew shipping. He has an ability to bring others together and has strong leadership. He knows how things work in the industry and federal government. There are always flaws in anyone's skill set; he understands security extremely well. He understands the steps to get there, and understands the business principles. He is very personable -maybe there is a time when you may not want to include some -but he is such a visionary. A stretch -but he is too willing to take blame. He would shoulder the entire responsibilit~~, no matter what the circumstances. I was very pleased with his work and didn`t worry about him. None I can see - he is great. The only thing is that he has born the brunt of some resistance because he is too nice -needs to give tougher aura. None I have experienced. See question number 2. He is a visionary and a synergist who brings the best out of people. He can guide and direct people and keep them on point; but he will make a decision and stand by it. Consensus -brought all on board. N/A He made high level decisions and he let others make lower level ones. He was very tunely, level headed, and provided a strong response. While observing him when he was Captain of Port he worked well under tr}~ing circumstances and he gained the respect of the industry. WATERS CONSULTING GROUP, INC. PAGE • 2 -_~ ~~~)C~'~~E'~"~_ _OP:.FGH-L, ~ ~FUR~--=r`-'~_~~~'~~`.~i0'~ ~ ~,r)C _.-`Or.'~'~~-n~~R,~rl'C~O.~ __.~n~L~~'c;L`~C1'OH~ __ APPE?vDIX • C PORT OF SAMPLE DIRECTOR OF PORT SECURITY SEARCH CONFIDENTIAL REFERENCES FOR JOHN DOE 5. How would you describe his management style 1. See question number 2. and abilities? Do you consider him/her to be 2. We thought so highly of his management st}~le that we asked an effective leader? him to give a seminar to the County Fire Department management (almost 500 attendees). 3. He had a staff of three and a limited role in that regard. 4. He ran as tight a ship as it should be run. 5. Very strong and very effective leader. 6. There is a tremendous respect for him by his employees as he sees what is needed to be done and fords a way to get it done. 6. Please describe their experience in the areas of 1. He is a top-notch expert; no shortcomings. international relations such as working with 2. Unsure. foreign governments, port authorities and 3. He was instrumental in efforts in Italy in working with the Port businesses. Commissioners; he knew the International security regulations. He also helped in the Pacific Rim, specifically in Hong Kong and in South America with business development (Brazil). 4. He has worked in Asia, and all over the West Coast - he knows the players and the business. 5. In Monterrey as the Executive War Game, there was an international flavor but I never dealt with him in that arena. We dealt with boarding of foreign flag ships. 6. None I have observed. 7. Please describe their experience in dealing with I . Again, top notch, very well versed. issues such as port of origin security or related 2. Unsure issues. 3. Especially in Hong Kong, this was a maj or point of exit as opposed to point of entry. 4. He was very much involved. 5. Not except to discuss - he seems very knowledgeable. 6. Yes, he seems very knowled eable. 8. How would you rate their communications 1. Excellent in any venue. skills, both oral and written? Do you consider ?. I am unsure of his written skills but his oral is superb. He is a him/her to be a good listener? Why or why very smart man; he speaks without notes, and has good wit and not? humor. 3. Orally and written are excellent; he gives excellent presentations. 4. He is a ten on a ten point scale. 5. Effective - he displays a real compassion and passion for what he does which makes others listen. He is disarming in his genuineness and sincerity of his communication. 6. Outstanding; he has demonstrated that throughout his career; he can communicate up and down and get his point across com ellin~ly. 9. Tell me about how well he/she manages 1. No issues; it would be a marriage made in heaven. I would relationships with the other department highly recommend him and all he has been involved with have directors? Staff? How well does he/she the highest regard for him. The Port would be pleased as well; respond to requests for assistance? ~ he would bring Port communit}% together. 2. N/A 3. Consensus oriented. he has no issues. He of radiation ortals WATERS CONSULTING GROUP; INC. PAGE • 3 T~ ~~`)Ci':'I/'~T _~ ~OP`T'Gi-I ~i ~ ~ i'RJrRS- :r ~titi _~FOR- L°.TIO'~ `. ~~ ,>QC_ °.1L'~~ Oi2 °~'~':' ~_'.i.~ `_iN_ ~?. _iE ~~~~~_ ~~. '~~`~ 'O p,. APPEIs'DIX • C PORT OF SAMPLE DIRECTOR OF PORT SECURITY SEARCH CONFIDENTIAL REFERENCES FOR JOHN DOE ~ implemented. 4. He is well respected, well regarded; causes no problems. 5. N/A 6. N/A 10. What is the most significant contribution that 1. He has the expertise and the credibility he brings to the he/she has made to the organization? organization or the task at hand is high. 2. See number 2. 3. He brought the organization into military program successfully; he helped get grants award at the Port, and retained the Deputy Fire Department to evaluate products and helped to prevent losses. 4. He got us through 9/11. 5. What he did to protect an keep open commerce during 9/11. 6. I am not sure about MARSEC, but as Port Captain, he significantly advanced the stature of port security and got the port security committee up and running. He reached out to the federal agencies. 11. In your opinion, why is he/she looking to make 1. The position sought him and he is uniquely suited; a return to a move at this time? public service intrigues him. He knows public policy and how to make it effective; he may miss that part of his work. He is intrigued by being in an arena at the largest port complex in the nation. He has the calling for the public sector though has not completely made up his mind. He has the desire to serve and be an effective leader; he wants to be in the eye of the tiger, and set the benchmark. 2. He has so much experience in that arena; it is a natural fit. He can make a difference. 3. He likes living in the area; the job fits with his background. He has high energy. 4. I don't kno«~ wh}% but he is a perfect fit. 5. Not really, perhaps due to travel and family; he loves serving. 6. He would do very well. 12. Are you aware of anything in his background 1. None at all; he has the highest of character and credibility. that would be embarrassing to a prospective 2. None that I am aware of personally or professionally. employer if it became public knowledge? Any 3. None. personal behavioral, legal or ethical or political 4. Nothing. problems? ~ 5. Nothing. ', 6. Nothing at all; he has the highest level of inte ity. 13. Would you work with himlher again in the i 1. ~ Absolutely; any time I will continue to work with him if not ~~ future? selected for this position. 2. In heart beat; we would be lucky to have him. ~ 3. In a New York minute. 4. I could not ask for an}thing better than having him here. ~. It would be great; I would relish it. 6. Absolutely, without hesitation. WATERS CONSULTING GROUP, INC. PAGE • 4 --= ~"7C~1~~A __ ~O.-`_ r,7 ~ __'T. Ph 1'~~?.:i~,`- ~~F'~)R}~510=1 _.~ JOCt .,~ - =~P •._~~~ nCpTn-'~~ ~~= T?-i-ic ~C~~ h~-r tc ~~07 70 3E rrPRC~~tiC~.~:~„_i r.~__~Cl _~ ~R~" -'~Qi~c-~Tn .,- APPENDIX • D SAMPLE FINAL CANDIDATE REPORT THE ~JSTBRS CO'~SULTING GROUP, I'_~C. 800.899.1669 a~'~'.~~'~TERSCOI~StiLTI?~~G.CO'~Z ~I'PENDI~i • D S.~MI'LE FIN 3I. C:~NDID,~TE RED-IE~:- (_~BBRE~"L~TED FOR RE~'IE~~ PURPOSES ONL1~ INTERVIEW SCHEDULE FOR THE CITY OF SAMPLE Friday November 4, 2007 Time Panel Members (HR Conference Room) City Manager and Lead Consultant (Ci Mana er's OfFce) 7;45 - 8:00 Consultant To Arrive Early For Set Up and Preparation 9:15 - 10:15 John Smith Janie Marie Doe 10:30 - 11:30 Janie Marie Doe John Smith 11:30 - 12:15 Working Lunch -Served in North Library 12:15 - 1:15 Jose Ramirez Barry Washington, III 1:30 - 2:30 Barry Washington, III Jose Ramirez 2:45 - 4:00 Debrief with City Manager and the Selection Panel (HR Conference Room) THE W_~TERS CONSULTING GROUP, INC. Page • I ~ n .r~ FriP F~ ''.-" ~ -~ - ,~ iC., .C ~h.Lr _.l ~ „7`~nT.. 'R ~ Y:-~ X71 T71 r ",~.0]".%.:.,;-2n'.__-iib ~~_~,:l~.ln`Jh_'L'~.OF.^.1 _ ~'__ D~~~'_ i i~_ ~~"---.-FJD--_.~:Ot' ~~R-_U ~.'~nJ~~T:-~ T-~ ='. ~PPEI~TDI~ • D S_~~~LE FL?~:~L G~~DID ATE RE~-IE~' (ABBRE~~L'~TED FOR RE~ZE~' PURPOSES O?~LZ~ SPECIAL NOTE: The following is the write up for one candidate only. However, in an actual final report, all final candidates would be represented appropriately. In addition to this write up and schedule, the reference summary, background investigation, copy of resume and cover letter and all other pertinent candidate information would be included in order to provide a full and complete picture of the candidate. It should also be noted, that all names have been changed in order to protect the identity of the candidate in this particular ezample. CITY OF SAMPLE ASSISTANT TO CITY MANAGER EXECUTIVE SEARCH INTRODUCTION The structured interview can be the best tool for evaluating candidates for a position with the City, particularly in today's litigious society. This report has been prepared to assist interviewers with this most important process by providing guidance and suggestions for interview questions for the candidate for Assistant to the City Manager. The specific questions have been prepared based upon the profile and competency analysis developed for this position and are included in this booklet in each candidate's section. LEGAL ISSUES In preparing for the discussion with the candidate, it is important to remember the selection intervie«~ is a very critical part of the employment process and is covered by anti-discrimination. SUMMARY OF PROTECTED CLASSES The purpose of state and federal laws regarding discrimination in employment is to insure hiring decisions are based upon the applicant's ability to perfo~n~ the job. not on arbitrary factors THE Q%_~TERS CONSL LTING GROUP, IBC. Page • 2 --, .r-:n , or s~ ~_ ~~, -~.c =' C~.'ti-"i. '.r ~~C _l_it =~, J~~~.~~ld~'~ i JR.~ _li.~ J~ )F -'.._ DJC~~ ~ __ -0 b_ F_Pr;O~U_:_~ `On ~~ _ ~~..U ~ ~~:.. h7~" L~ RT~i-_-'~ Cn~__'CT O` ~" ~ _.. _ ~C 3PPENDA • D S',IvIl'LE FL~AI. C_~NDIDATE RE~~IEa' (~BBRE~-L~TED FOR RE~_~~; PURPOSES ONLI'; unrelated to job performance. In general, it is unlawful to base a decision to hire or not hire an applicant on any of the following criteria: race, color, national origin, gender. marital status, age, religious beliefs, pregnancy status, children, disability not related to job performance, or family background. Questions based upon any of these elements may open the City to potentially costly claims for discrimination. It is illegal to base a decision on one of these criteria even if the information is obtained outside of the interview process, or inadvertently during the interview. The development of specific interview questions not only assures all important aspects of the job are covered during the interview; it helps to insure that interviewers avoid potentially dangerous subjects. SUGGESTED QUESTIONS As you prepare for the interview you may want to develop additional questions based upon your review of the candidate's resume or the background material. Those candidate-specific questions might probe subjects such as: • Explanation of voids in time; • Short tenure in a position; • Explanations of apparent weaknesses in experience or education/training; and • Clarifications for anything that is not clear. INTERVIEWING TECHNIQUES In general, open-ended questions that require candidates to answer in sentences are preferable to closed-ended questions that can be answered with one word or yes or no answers. Open ended questions encourage the applicant to: • Express goals, values, qualifications, or feelings; THE ~ _~TERS CONSULTING GROUP, INC. Page • 3 ~ i *~:r_ `_~ ~OP`Y~~ :~ ' ~ ^RO ~ `.FS ~ ~r ~ ~~ c ~~ ~p n7 ~~ ~ ~ ~r ~ aC 7~L~~ ~~.,_ -- -- rp'1i~GHT'.i; itE~- T^._,J.~l-~t~~'~TOn ~~?J_:-0~_~~=__~SDJC n~ 1 c~'1 l~~b_F~PF.O~~~...- -O_ ''~; F=_~~~ •~?'=iJ~_. ~r \.R._r'~ C~C~S-TAT Or `` Cam. vC APPEI~'DA • D S.~~II'LE FINAL C_~'~DID_~TE RE~~IE~:% (~BBRE~%I:~TED FOR RE«W PURPOSES ONLZ~ • Exhibit his/her ability to communicate; • Provide additional information regarding experience and background; and • Probe "choice points". Limited use of directive (closed-ended) questions can be used to gather information that is factual and objective. • Examples of open ended questions: • How do you handle...? • What do you do i£..? • How do you feel about...? • What have you found to be successful in handling...? • What are some examples of success in...? As the interview proceeds.. it is important to observe how the candidate's answers are delivered as well as the content of the message. The new Assistant to the City Manager will represent the City in the community. Body language and tone of voice are particularly important factors to notice. Probe for as many details as possible such as names, dates. and other verifiable information. It is also a good idea to ask candidates for their thoughts and feelings about a situation. ADDITIONAL QliESTIONS Often candidates may be somewhat brief in their responses. If you feel a need for additional information, the use of probing questions such as the following can draw out additional information: • Why did you say that? THE ~'ATERS CONSULTING GROUP, iNC. Paee • 4 ,-i.: D ~l L ~~ ~ _Clp~-Al~ r_D ~~'~RUi F ~ _,1~~ ~ ~I'~_ ~ ~)ti ~ ~ V f 7~'?~RT"l O~ ~ LCC. C ~ l?`'r.,C~.. ~ 3.i~'~ ?~i,~c :ri_, :O~ _?~ ~1R ~~ . t'~F"-rl ~_ ~F ._ ilUJ_ ~ ~~ ~ ~~7 ' G ~~ r_"RO~L ~.r , pR °'~~ RE.~~~~ `-, '~~_ ~ :rL- R~LI~ ~='~ CO'~5-'~- n- R G~:. PAC APPEI~TDIx • D S_~.MPLE FINAL C..~'~~DID?,TE RE~°IE~' (~BBRE~Z.~TED FOR RE~%IE~' PURPOSES ONLI~ • Can you think of an example of that situation? • Is there something noteworthy in your experience in this area? OTHER CONSIDERATIONS Other considerations include how the candidate handles the stress of the interview and whether he or she appears to be avoiding some area(s) of inquiry. Immediately after the intervie~~, it will be helpful to note your overall feeling about the discussion and ho«~ you feel about the candidate. Remember, the best predictor of success in any position is previous success in the same or a similar position. You are looking for information about actual accomplishments and things the applicant has actually performed. THE W ~TERS CONSULTING GROUP, INC. Page • 5 nI~'~O f=' ~ CnP` r ~~ ~~-> ^PO~P ~ 4F~ ~~FOF'~~ ~ 1~ :" c ;.~ Cr) ~OPcR`` Or ~~~. _vC _ ,'~ i~~~FJ:~r~ 3!1; ~ 2r1 q-. i7-._ ,.: ~~ ~ n~1 , r1R ~ , ? nF- "~'~ Q: ,_ J~1L' T L ~ ~~ ~ ~ b~ F_PF.O~ _ ~._~` r =~R ',.~ : R- , ~l~ ~~?-..~ i._ - T'.-.r ATF~-': -'~ APPENDIA ~ D S_~~IPLE FTI~.~L C~~DIA~TE RE~'IE~' (~BBRE~-I:~TED FOR RE~"IEa PURPOSES ONLI~ CITY OF SAMPLE, USA ASSISTANT TO THE CITY MANAGER SEARCH Final Candidate Profile Barry Washington, III (FINAL CANDIDATE #3 OF A TOTAL OF 4 CANDIDATES -THIS IS NOT A RANGING) 123 Main Street 3ohnson, MI 66521 Residence Phone: 425.685.1111 E-mail: bwa@myemail.com CURRENT TITLE AND ORGANIZATION Grants Coordinator Human Service Division, Parks & Community Services Department City of Johnson; Michigan Since 2001 REPORTS TO POPULATION SERVED SCOPE OF AUTHORITY Human Services Manager Parks & Community Services Dept. 182.000 residents Functions in a staff position administering $4.9 million in local and federal grants for Health & Human Services activities. THE ~' ~TERS CONSULTI'_~ G GROUP, I~~C. Page • 6 ~c~ i L.'~~~ ~~~''S'P,1C -,~ '~-FU P 'A~ L~ ~)n'v' ~~~~ rTr _Sp r'OP=R Ur "~~~ 1~~ _ '? ~ -. _uJ_~ ~ ~~ :~.~.5_R~T'r.0~~_~=0fi ~~:FS_~1 \~T._J~ _:i\~~?~_~ C _•~ ti ~'~ - JF ~ ` G. ''~~ .~PPE,I~'DA • D S_~~~LE FIIv3I. C~?~~DID ~T'E RE<IE~ (~BBRE~'L~TED FOR RE~~rIEW PURPOSES OI~~LZ~ REASON(S) FOR JOB SEARCH This highly intelligent individual was a pleasant surprise and more than lived up; or surpassed, the expectations set through discussions with the Search Committee. In his current capacity as Grants Coordinator for the Human Services Division of the City of Johnson has been responsible for a wide variety of analytical and project management work. Barry-'s communications skills and level of maturity also exceed expectations for someone at his level of employment. He is a genuine and sincere person with a strong commitment to public service and is viewed as being extremely loyal to The City's organization. Barry has an exceptionally strong work ethic, seems calm under pressure and is definitely interested in his work. However, it appears that he is working well below his overall capacity and needs new challenges. Barry's long-term potential should be evident to everyone who comes into contact with this exceptional young talent. It appears that Barry has the respect of his colleagues and his superiors. The confidence expressed in his abilities and his involvement on a number of internal work committees have allowed Barry to gain a broader perspective on the operating practices and overall management philosophies in The City; his candidacy should definitely be advanced in order to see how he compares with more experienced candidates. Barry seems genuinely excited about continuing to serve the City of Johnson in what he perceives to be a demanding/challenging and fulfilling new role. He is a highly competent analyst who can also communicate successfully and persuasively with colleagues and the general public. Barry seems to thrive on conducting investigative research, complex problem analysis and gaining new efficiencies in governmental processes. He has helped to reduce the number of General Fund Contracts from 116 to 42, which represents a 64% decrease without the loss of contractual revenues to the City. Barry has almost ten years' experience of high level staff support to City Councils, independent Boards/Commissions, citizen advisory committees plus business and neighborhood associations. He has also had the opportunity to interface, on an ongoing basis, with City Council Members and community leaders. Over the last seven years he has worked closely with representatives from King County, as well as Eastside and North King County cities,. to pool resources/funding for Human Services programs. There is no doubt that Barry possesses the fundamental skills required for the job and also has a passion for his work and the City of Sample that would be hard to match. STRENGTHS Barry has a strong background and functional knowledge in the areas of contract administration, funding processes, CDBG requirements and operational audits. He continually looks for ways to streamline processes and make day-to-day operations more efficient. Barry has the ability to understand the needs of his colleagues for technical assistance and he has been the primary contact for community based agencies involved in human services activities. He has a strong customer service ethic, which is appreciated by external contacts, his peers in other jurisdictions and his coworkers. He displays a strong ability to lead major projects and excels in effective and positive communications, including v,~ritten and oral reports. Bat-ry is responsive to the needs of his superiors and is highly regarded within the Parks & Community Services Department. He THE a'_~TERS CO'_~SULTING GROUP I'~~C. Page • 7 ~?; J ~ L_ LE?Q`IS ~:OP` r ~, 7 hRO~'T n~ ~ 7T'~~ n~ ?~ C`~~ 5~~ nF~T' FTS ~)_ ~~ ~vC -~~~P'~`R~~.-2~r _il, -.J)~?~-~~~-OR~ ~'OnTJ~_.J:-._Dn~L~~~'~Ti~~~~ C.b_R_,kODL_~~:0h'.i~..-.~~1 A~7-,h_-_.-~RT~-:~*~ APPEI~DA • D S_~~II'LE FIN.~L. G~'DID ATE RE~ZE~' (.~BBREZ.Z~TED FOR RE~-IE~ PURPOSES OI~TLI~ has served as an excellent representative and liaison between the Human Service Commission and City Council. Barry has become a leader for the North/East King County cities participating in the Pooled Funding Project Contracts, which serves as a model for non-participating cities and other agencies in the region. Other major projects that he has worked on include the City's Teen Prosrams and Facilities Plan and the Washington Recreation & Park Association Gold Medal Application process. Barry has also chaired the citywide employees committee. In addition, he has served on the City's Communications/Web Team, "One Night Count' (of The City's homeless population) and the Committee to End Homelessness. Barry seems to enjoy interfaces with neighborhood associations, community based human services providers, and small business owners throughout The City. He is genuinely enthusiastic about stepping up to the next level and working with the City's decision makers. Other strengths can be found in his collaborative work ethic, ability to handle projects requiring significant visibility and his straightforward style. He is an individual with tremendous long-term potential and one who can continue to grow within The City's organizational structure. He knows himself extremely well in terms of his own strengths and weaknesses; he realistically discussed the pros and cons of his candidacy with this Consultant and showed great maturity in doing so. Barry seems to be able to take on leadership roles in a team oriented environment and holds his ground with more senior managers/executives. He is self-motivated, conscious of his environment and understands the politics in The City. Barry has very strong technology based skills and constantly strives to improve his base of knowledge, in order to simplify work processes. Barry is recognized as a strong contributor within the Parks & Community Services Department. AREAS OF CONCERN Moderate to strong in regards to this candidate. Barry's overall background has been somewhat narrow in focus, even though he has worked in four separate organizations during his ten-year career in government. His focus has been on application of CDBG funds, Human Services programs and aspects of economic development. He is quite youthful in appearance and obviously needs some seasoning, but this position is not far outside of his capabilities. He would have to stretch for the position, but most individuals with whom he has been involved will be highly supportive of his candidacy and strive to assist him and his efforts. There may be a danger in moving Barry too fast, and he realizes that others in the competition undoubtedly have higher levels of experience in their backgrounds. MANAGEMENT PROFILE Barry possesses a very strong customer service orientation and he enjoys being part of cultural and organizational change programs. He has dealt with highly emotional social and human services issues, faced high levels of animosity from neighborhood interests (while in Portland, Oregon) and been part of negotiating teams with high level business leaders. Barry does not shrink/run from controversy and seems to handle pressure exceedingly well, even when dealing with highly volatile political situations or citizen groups. His verhal and written communications skills are well formulated, and he is factual in his presentations. Barry's overall management THE W_~,TERS CO'_~~SULTING GROUP, I'_~C. Page • 8 ~ ~~ ~.~ ~ ~ ~ CO~S'F] C?- ~ ~ ~ 1.Oi F~ ~ J.~ i ~ r ~~~ u~ r- ;O F °F 7P F"~ Cr R ~ vC ~_ ~Or'`_ ~~~-iT ^,,ir _l..iL .-`.. DJC~?~~ I OF _. `. nOr.~i^ _ `~- --_,_ 1U~~ ~~~ .~ N~~: _' b~ r.._. Y07~ ~_.~ `OR ': i F.= .~_l. .~7-.~~ : -...:_ `~. '~.. _'~ ~PPENDA • D S.~~ff'LE FINN. G~1~TDID_~TE RE~ZEW (ABBRE~`I~TED FOR RE~-IEQ% PURPOSES ONLZ~ profile and methodologies are still evolving, as he is early in his career. However, this engaging, friendly and serious-minded individual is the type of person who would do well in almost any environment. Barry's critical decision-making skills have yet to be truly tested and patience would need to be shown while he develops critical relationships with the extended Leadership Team. Barry's commitment to city government is to be admired and should be recognized by most everyone with whom he deals. He has a bright future with The City of Sample and could pursue several paths for career advancement. It will be interesting to see how he handles the competitive pressure that arises from being with candidates who clearly have more experience and higher levels of responsibility in their backgrounds. He is expected to handle himself well in the process, but may clearly come across as being "the junior candidate''. Evaluators should not be mislead by his youthful appearance and may come to realize the fact that the longer time spent with Barry, the more one begins to appreciate his overall ability. talent and skill sets. SALARY INFORMATION Barry is currently earning $62,000 annually and his expectations would be in the high $70s to low $80s. There are no other unusual requests or conditions surrounding his candidacy. An Eastside resident there ~~~ould be no relocation assistance anticipated. JO/October 2005 THE ~ ~TERS CONSULTING GROUP, INC. Page • 9 ' DO LF'~ 1 ~O°;~r : ~ ~ r„_~ ~ °.F` ~ ~1r,1~Z ~~)~ T:`1 =:r CO_.E ROT'`Fc~ O-,r~ 'C ~Or:i~.ti..i _'~li~ _-ii,. ...~ JJ~_1~~~ min z~~ '?R'i, "1 ll_iC~ '~ ~.=AC' UB-Rc.PFOD ~,FOR.'~`. r~_ ~O .~':-10~T _= ~~R;-'~ _~^~ ~ ~ f:: OF ~ ~ G. '~' C SAMPLE CAREERNAVIGATORTM REPORT THE ~'~TERS CO'_~StiLTIIvG GROL;P, I'_~C. 800.899.1669 ZU~;%~''.a'.STERSCOI~~SL'LTII~G.C0~2 __ APPENDIX • E CareerNavigatorT~~ Competency Model and Assessment City Manager Model Selection Report -Medium Cities ~~/Structured baterviev~~ for Suzanne Example 4/15/2003 Introduction Competency Overview Personality Summary Personality Detail Interview Guide Making the Selection Decision Management Suggestions Graphic Profile THE ~~-.~TERS CQ~SL-LTI'~G GROLP~ I?~~C. 5050 Quorum Drive; Suite 62~ Dallas, Texas 75254 800.899.1669 wwu'.watersconsulting.com CareerNavigatorr"' is a competency model based on the ASSESS Strategic Success Modeling and Personality Survey. Copyright 2003 Bigby, Havis & Associates, Inc. and David G. Bigby, Ph.D. All rights reserved. Suzanne Example INTRODUCTION CareerNavigator City I~hanager Model Sefec[ion Repor - Idiedium Chien 4 !5 ?003 Confidentiality Because of the nature of appraisal information and the dangers of its misuse, this repon must be kept confidential and its contents restricted to those who have direct responsibility for decision making. This Selection Report should not be shown to or discussed with the candidate. The CareerNavigator Developmental Report has been designed for this purpose. How To Use This Report • Since everyone has strengths and weaknesses, special caution must be exercised to view this repon as a whole. Be careful not to overemphasize specific statements. but rather consider this person's overall sttitabilit>' for a particular position in your organizational environment. • Manv of the characteristics described in this repon could be assets in some circumstances and liabilities in others. Y ou will notice that a characteristic ma}~ appear as a strength in relation to one competence; but a wealamess when considered in relation to another competency. The repon does not take into account the candidate's background; training, or technical skills or experience. Therefore. the results do not measure personal effectiveness or the oualir<- of job performance: rather.. they describe characteristics that (along with these other factors) may influence job performance. To tninnnize the chances of erroneous decisions, the contents of this report should be combined with information from other sources (for example: inten~iew impressions. references. work experience. job competence, work habits. background. etc.j to gain a complete picture of this person. Over time. people and organizations change. If several nears have passed since the date of this repon. it maybe valuable to reassess ftme candidate. Remember. this person was evaluated at a particular age. stage of development. level of experience. etc. R'ith the passage of time. the characteristics measured by Career?~'avigator~ may have changed. Interpretation Assistance Career's aeigator~ is a computerized exper system that interprets test scores and unites reports for our clients in the same manner that a Raters Consulting Group. Inc. psychologists would. The reports are designed to be read by managers without regular assistance from a professional. Occasionally. however. you may need adaitiona] interpretation assistance. See the Career?~avigator~ coordinator for your organization to make arrangements. Feedback to the Individual Developmental Repor: In addition to the Selection Repon. a Developmental repon is available. R is designed to be wen directly to the individual and provides constructive feedback on test results. specific developmental suggestions. and a guide for writing a personalized developmental plan. 2/31 Suzanne Example C O M P E T E N C Y OVERVIEW CareerNavigacor City IJ~anager IViodel Selec[ion Report- IV~edium Cities C]S'JDG9 Your compan}~ has identified a set of competencies imponant to job success. Cotnpetenc}~ in an area is the result of man} factors working together. which include innate characteristics (nartra] abilit<~. personalit< 1 and learned characteristics (Isowledge. experience and skits) as is presented in the following chart. People who have the right competencies or who have a good potential for developing these competencies will be able to do the right thines (behaviors) to produce the desired results (effective outcomesl. The CareerNa~°igator~~ system has evaluated this candidate's work related personalit<° and abilities (if ability tests were administered) in relation to the Competency Model described on the following pages. The following repon provides detailed results and judgments about how these innate characteristics may facilitate or hinder the display or development of the desired competencies and. ultimately. lob effectiveness. Also provided is a competent}'-oriented inten~iew protocol to use to evaluate the skills; Imou~ledge and other learned characteristics important to this job. as well as a genera] mode] for making a good decision from all sources of information. INNATE ~-EAR~lEO Natural Ability / Personal Knowledge / Skills /Learned Potential Characteristics experience Abilities J ~ '~ d al COMPETENCIES BEHAVIORS EFFECTIVE OUTCOMES 3 /31 Suzanne Example PERSONALITY SUMMARY CareerNavigator City hhanaoer ItAodel Selection Repor -Medium Cities a ?5?no3 Summary The followine table is a stunmare of the match between this candidate's personaiin~ results and the Competence Model. Details are pr o1•ided in the Personalit~~ Detail section of this repon. Please consider the followine when interpretini? these results: The Match Smntnarv presents the candidate's percent match of persorality characteristics to the competency model. A strrong match indicates a personalirv profile that tends to support the demonstration of competence. Conversely. a low match indicates a personality profile that may hinder the demonstration of competence in the specified area. • Demonstration of competence is impacted by other factors in addition to personality- -- such as la~owledge, experience. natural abilirv. and ]earned skills. Thus. high personality match scores should not be regarded as a euarantee of cotpetence. Likewise. low mach scores do not prove a lack of competence. • Avoid over-interpretation of scores. Match scores are proy'ided as a eenera] sutnman~ of results small score differences are unlikely to result in obsen~able differences in behay ior. • Match scores should not be interpreted as pass or fail indicators. Passine scores are not indicated nor should any be inferred. Competencies Proftie Match 6ummary Visioning J 5E Decisive Judgment J '~ Buriness Acumen" Driving For Results *~ 'S Customer Focus ~ ~~ Integrity` Continuous Learning' Coaching And Developing Others J 62 '- Negotiation +~ S7 Interpersonal Communication ~ n7 Continuous Improvement J 88 I *Compereneres no~stronglr helped or hindered tn- the perconale~ ~~ractertsrics measured i*r I CmeerNmogatar No judgments are made hr Careec>`m~igarar about these mmperencies. 4/31 Suzanne Example PERSONALITY D E T A I L CareerNavioaior City Manaoer I~Aodel selection Report - IV~edium Cities 47~ ?OGi Reading The Competency Graphs: . For each personalin~ characteristic. adistribution of possible scores (.from less to more) is displayed in deciles (]-]0°io = 1st decile. l 1-20% = 2nd decile. etc.l using ten graph blocks. . This distribution is based on a professiora] none soup of approximately X0.000 respondents. The candidate's score on each personality characteristic is represented b} the graphic character J . . Overlaid on the normative distribution, the colors and shading on the graph represent desirable and undesirable ranges on each characteristic for a particular cotnpetenc}'. Ranges in which a characteristic may hinder are marked with least shading (~ 1. I . Ranges in ~a~hich a characteristic tna}• be a potential concern are marked in intermediate shaaing ( ' ). . Ranges in which a characteristic may help are marked with roost shading (~ ). . I'ou will notice from the pattern of shadings that loin scores are not necessaril}~ bad and high scores are not necessarily good. . Also notice that the Helps and Hiisaers ranges for a characteristic may differ by competent} .For example. a higher level of assertiveness may be more desirable for one competency than another. 5 /31 Suzanne Example PERSONALITY D E T A ( L CareerNavigator City Isanaoer Model selection Repon -Medium Citie=_ 4 15'003 Personality Implications for Visioning Visioning Idenrifi ing long-teem goals atad championing tlae implementation of dif/"erenr or alter~zative ideas. Comments: Helps Assertiveness ~ ~ ~ C, ~ ~ ~^' Work Pace ©t-~~~®~~®~ Serious-Minoec. Restrainee Realistic ~~~~~~~~~~ Self-Reliance ~ ~ ~ ~ ~ ®~" Reflective ~~~~~~~~~~, Her assertive nature should be useful u-hen championing neu~ ideas or a chance of direction. Her interpersonal forcefulness should help her to build the organizational support or buv-in to transform ideas into action. Her self-reliant style will help her to shoo- initiati~°e in championing her (and others') ideas and eision. As a result of her reflective style; she is likely to view issues from multiple perspectives. She should be capable of thinking broadly and considering lone-term issues when setting goals and the direction of her group. Hinders Her slow work pace may hinder her ability- to generate and champion ideas. She is impulsive by nature. She will commit too quickh~ to an idea or direction without proper consideration. Her overly realistic nature may be a hindrance. Her approach will likely lack originality and innovation. 6/31 Suzanne Example P E R S O N A L I T Y D E T A I L CareerNavigator Ci*.y Manager Model Selection Report -Medium Cities 4 li?oG3 Personality Implications for Decisive Judgment Decisive Judgment Maki:ag good decisions in a tinzelr and corzfide~zt nzaiz~zer. Comments: Helps Assertiveness Facf-Based ~C~~~~j~~~ Serious-Mindec. Restrained ~ ~ ~ ~ ~ ~ ~ ~ ~ Realistic ~~~~~;~,~~~ Self-Reliance ~~~~~~~ • Her assenive st<']e will help her to confidently convince others of the reasons for and merits of her decisions. • Her fact-based orientation should lead her to analy_ ze data and objective infomlation before drawing conclusions. She is self-reliant and should be comfortable tnaking decisions on her ou~n. She should be willine to take responsibility for imtiortant decisions rather than relvinQ excessively on others for suppon or guidance, v Hinders • Her low level of restraint may lead her to react without sufficiently deliberatine the consequences or potential outcomes of her decisions. Highh• practical in her thinkine. she may overreh~ on past solutions rather than look for a neu~ or different approach. Her asseiZine srl•le nzm olloia her to comirzce others ojher decisions. et-en ~n~7aerz tlzel are pooch thought out. 7/31 Suzanne Example PERSONALITY DETAIL CareerNavigator City Manager Model Selection Repon -Medium Cities a IS?OG. Personality Implications for Driving For Results Driving For Results ClaaZler~girz~, puslairag the orga~zi~atiow and themseh~es to ea•.cel and achiere. Comments: Helps Hinders Assertive and forceful, she should be able to challenge or push • Her level offollow-through may be lower than is desired. people to attain results. Sometimes she ma} not cam' projects throuelt to completion. As resilient as most people. she should be able to persist despite frustration in most situations. Practical and pragmatic by nature. she should emphasize tznaible results and immediate outcomes. Highly self-reliant, she should be comfortable establishing goals and taking personal responsibilit}' for their achievement ~s~ith little suppor or direction from others. Her slow work pace may interfere with lter ability to achieve high levels of persona] work output and inhibit her abilit}~ to inspire hieh effort levels in others. 77ae combi».atio~a o{her high se f reliance but loin follo~n~-throu~la mar lead )aer to take ore more tlza~a slae rill actually accomplish. Assertiveness ®~ Follow -hrough ®L_ Frustration tolerance 1NorkPace ®~~~C~~~~~ Realistic ~~~~~~~~~~ self-Reliance ~ C 8/31 Suzanne Example PERSONALITY D E T A I L CareerNavigator City Manager Mooel Selection Report -Medium Cities <5 3ofi_ Customer Focus -4tzlicipating customers' needs and designing, promoting or supporting tla.e deliver ofproducts atzd set~~ices that exceed customers' expectations. Comments: Helps Personality Implications for Customer Focus Asser[iveness ~ ®~ ~ ~ ~~^~ WorY,Pace ~ ~~~~ i'~~~, Positive about People ~ C ~ ~, Insicht ~~~~~~~~~~ Her assertive nature should help her to effectiveh~ advocate customer-focused initiatives and activities. It sh~~~ld also contribute to her ability to influence and direct others to serve the customer well. Thouehtful and reflective as most. she should be capable of thinking broadl}~. This should help her to align business offerings with customer needs. Hinders Her sloe work pace may hinder her abilitt~ to champion or deliver customer-focused initiatives and activities. • Somewhat cautious and skeptical in her view of others. she may not oust customer intentions. Concerned that they may take excess advantage. she may be reticent to promote customer-first policies. 177zi1e ih.e above scales are good indicators of part of~~~Jzat is required for a sn•ong customer focus, Cm•eet-'~-m~igator~i° cannot dia-ecth eraluaze her persotzal commitment zo valuing zhe customer. Please take special care to consider this issue during the inten~iei~~. 9/31 Suzanne Example PERSONALITY D E T A i L CareerNavigator City Manager Model Selection Report -Medium Cities a 1S"DG' Coaching And Developing Others Adrisirzg, assisting, nzenzoritag anal prol~iding.feedback zo others zo etuourape a?zd inspire tTze developnxent ofworka-elated competencies and long- zet•m career growzh. Comments: Helvs Personalit)~ Impliations for Coaching And Developing Others Need to be Liked ~ ~I Need for Recognition ~ ~ ~ ~ ~ ~ ~ ~ ~; Positive about People ~ ~ ~ ~ ~ ~ ~ ~ ~ ~, Insight ®~~~~~~~~ . Personally motivated by attention and recognition. she is likel} to recognize their importance to others. It is likely that she will use recognition as a motivational tool. . Thoughtful and perceptive, she should be able to recognize subtle differences among people. She will likely take the tune to understand the panicular needs and motivations of each person she coaches. Hinders . Her relativel} lo~a need to please and be lined by others mad interfere ~a~ith developing a good coaching relationship. She may not be as supportive and giving of herself as would be optimal for this role. • Her distrustful vie~~ of the intentions of others trill likeh• interfere with or inhibit the npe of personal relationship most appropriate in a coaching role. She maybe negative in her expectations and hesitant to ea-tend herself and support those she is to coach. i~7zile the dimensions measured b~ Career?"ati~igator~" can address a desire or,a~illin,zess to coach and de~~elop others, they cannot evaluate x~hether size lzas the requisite knowledge rnzd experiera.ce to truh guide someone's developmetzt in ~~our organi=anon. Please take special care in the inten~iev~ to determine if she has knowledge and experience worth sharing. 10/31 Suzanne Example PERSONAL ! T Y Q E T A l L CareerNavigator Ciry Manager Model selection Report -Medium Cities a 15 ?OG3 Personality Implications for Negotiation Negotiation Identifi ing the needs mzd motives of both parties invohred mzd working toward mutualh benejzcial agreements. Comments: Helps Assertiveness ®~ ~ ~ ~ ~ ~ ~ C Frustration Tolerance ®~ ~ ~ ~ ~ ~ ~ ~ ~~ Need to be Liked ~C~~~~~~ CrRicism Tolerance ®C Positive about People ~ ~ ~ ~ ~ ~ ~ ~ ~ C' self-Control ~ ~ ~~-~ Insicht ~~~C,~~~~~ • Generally resilient and positive. she should be able to tolerate the stress and frustration of negotiations. • Her natural inclination to view people and issues broadly should be a strong asset in this role. h may help her to frame issues in a manner that provides common groand for all. Hinders • She may be so forceful in her negotiation efforts that she dominates the interaction and does not allow otherpa~ties the opportunity to adeouately present their point-of-view. This may cause them to resist her proposals unttecessarih . Because of her low concern for pleasing o; being lilted by others. she ma} not be sufficiently concerned with creating win- win agreements that satisf} all parties to a negotiation. Her personal sensitivin- to criticism tnay occasionally interfere with her ability to be objective during negotiations. «'hen this happens. she may oi~erpersonalize the situation. • She is less positive in her view of others than may be ideal for this competency. She may not always give others the benef t of the doubt or believe that their intentions are honorable. This mar detract from her ability m engage in consnuctive negotiations. • Her yen- ]ow self-control may interfere with her ability to negotiate successfully. She may say or do things without proper consideration. 77ae combination of Jzer 1ou need ro be liked arzd her Izigh assertiveness is concenzing. Slae ma7 be overh agm-essive. competitive and harsh tn~lzen negotiating ta~ith others. She is li.keh zo be a "ta~in-lose" negotiator ratizer than a "emirs-~~ in "negotiator. 11/31 Suzanne Example PERSONALITY D E T A f L CareerNaviaator City Manager Model selection Report -Medium Cities t 75 ?003 Interpersonal Communication Communicating clearly rnzd effect7veh with people itzside and outside of the orb an i~ati on. Comments: Helps Personality Implications for Interpersonal Communication Assertiveness ®~ ~ ~ ~ ®~ ~ ~ ~! SeIT-Control ~~~~~~~~~ Sociability ®~ ~ ~ ~ ~ ~, Hizzders • Her outgoing and social nature shou]d lead her to seek out • Some people with this ]eve] of asseniveness can be oppomuiities to talk with others and share her ideas and opinions. dominating in their interactions with others. She may not g;ve people the chance to offer their opinions and ideas. • )/xpressive by nature. she will tend to say things without wing adequate thought to the impact of her words on others. T7ze conzbizzati.wz of her high assertiveness mzd low self-cozztrol mar cause h.er to be overbearing iza her communications ~~~ith others. People mm perceive Tzer as tactless azzd inconsiderate. T~7zile the above personality dimensions measured br Career.'-m~igator` `" will hm-e Bonze effect on t)ze deliver of her communications, otTzer factors such as language s~-ills, communications n•aining, azzd ktzowledge o_f the topic are likel7- zo hm~e as nzuc)z, if not more, impact. Please take special care to evaluate tl2ese_factors during the itzterviein. 12/31 Suzanne Example PERSONALITY DETAIL Careerl~lavigator City Manager Mode. Selecion Repon -Medium Cities 4 1S30G_ Continuous Improvement Seeking opportunities to improve current prroc•esses, systems and methods to promote reliahilin . gualin and efficienci of output. Comments: Helps Personality Implications for Continuous Improvement Need for Freedom ~ ~i ~ ~ ~ ~ ~ ~, Detail Orientation ~ ~ ~ ~ ~ ~' \Nork Organization Realistic ®~~~~,~~,~~~~ • Her praetnatic orientation should help her to focus on modifications and improvements that are tangib]e and practical. Hinders Because of her need for personal independence and freedom she ma}~ not always accept the imposition of closeh~ defined process improvement procedures. especially ashen she does not agree u7th their value or necessit<~. Her strone dislike of the detai]s is a lunitation for this competency. She mill have a tendency to overlook the nnporance of details and the concern for accuracy that are the basis for high standards and continuous improvement. Her reluctance to apply oreanization to her personal work tnzy intet7ere with her ability to closely follow the t}pes of defined procedures usually associated with process improvement. T4hile the above scales are good indicators ofpart ofl~~itat is reauired•for rizis competency: Career_'~'arigator0i' cannot evaluate her commitment to tine critical importance of qualm or improti-ement in processes. Please take special care to probe for this competence during the irt~ter~~ie~~. 13/31 Suzanne Example ! N T E R V I E W GUIDE CareerNavigator Ciry Manaeer Model Selection Repor, • Medium Cities 45'~ 300: The following suuctured imerniew will guide you throueh a series of behaviorally based questions to help you better evaluate this candidate's ability to aisplay each competency. It also provides additional inten~iew suggestions based on this candidate's personalit}' results. Take notes in the space provided and record your summary rating for each competency area. interview Date: Before the Interview Review the Competency Model definitions and representative behaviors. Review the candidate's resume and be familiar iz'ith his'her background and experience. Review the candidate's CareerNavigator~ results. Review the interniew questions and additional personality probes. During the interview, remember to: Use open-ended auestions ,4sk probing follow'-up questions Focus on specific examples and behaviors Postpone judgment- don't rely on Four first impression 14/31 Suzanne Example INTERVIEW GUIDE CareerNavigator City Manager Model Selection Report -Medium Cities 4 ., c '003 BACKGROUND 8r HISTORY Stan the inten~iew b~' discussine the details of the candidate's educational and work histom. R'alk me through pour educational background. Listen and probe for accornplishtnents. erades. how heishe chose colleee%major, classes he,'she liked or disliked. invo]vement in outside activities. work experience dw-ine school. etc., and probe for how they relate to the job. `T~'aik me through pour work history. Listen and probe for milestones. accomplishments. relationships with co-tsorkers and supen~isors. tasks he'she liked or disliked, urork environments he'she lilted or disliked. reasons for ]eaving each job. exc. and probe for how prior experience has prepared him'her for this job. NOTES: Suggested transition to competency-oriented inten-iew questions: "I'm now goins to ask you to describe some specific situations from your past experience. For each. tell the about the situation itself. what you did specificall}'. and the results or outcome of your actions." 15/31 Suzanne Example INTERVIEW GUIDE CareerNavigator City Manager Model Selection Report -Medium Cities 4 1 i 'D[9 Visioning: • Tell me about a time when you were inz•olved in setting the ]one-terns coals and direction for your croup (or dirision. company). «'hat was your approach? Z~hat apes of things did you consider? Describe a time when you fek it was imponant for your group (deparanent or compan}'1 to change direction and thinking, and you personally chaznpioned this change. Z~'hat did you do? ~>,'ere you successful? ~>,'hy or u~hy not? ,4dditioraal special probes based on Careei:'~'at~igaror~ results: • Te11 me about a time when you had to quickly implement a new approach or strategy in your group (deparanent. company). How did you manage to do this while maintaining your normal workload? (Listen to see if the candidate had the energ}' to do both or if one suffered at the expense of the other.) • Describe a few situations in which you made a quick decision about a change of airection for your group that you later regretted. `A'hat were the circtnnstances? (Listen for a tendency to comnut too quickly to an idea or direction.) • Give me some examples of your most innovative business ideas. (Listen for creativity.) NOTES: (details of the situation. actions b)' the candidate. and the resulting outcomes) 16/31 Suzanne Example N T E R V I E W GUIDE CareerNaviaator Ciy Manaoer I~Aodel Selection Report -Medium Cities 4 1~ "on9 Decisive Judgment: . Describe some of the decisions you ha~'e made recently that had important effects on the oreanization or the people involved. R1zat process did you use to make your decisions? . Describe for us a situation with critical time restraints. Hour did you balance the pressures of timeliness and making t'te right decision? . Tell us about a situation inhere you chanced yow decision afrer malting it? ~><'hv did you chance it? what nnpact did the chance have on the orcanization? ,4dditional special probes based ow Cm-ee~:'`rarigaror''~ results: . Tell me about a time when you made a decision quickh~; and it did not go the wav you expected. R1tat factors did you miss? (Is there too much emphasis on responsiveness at the expense of a qualitt~ decision?) . Tell me abom a tithe when you decided to use an existing solution when a new or different approach would have been better? VJhv did this happen? (Is there an overreliance on past solutions?) N07ES: (details of the situation. actions by the candidate, and the resulting outcomes) 17/31 Suzanne Example N T E R V I E W G U I D E CareerNavigator City Manager Model Selection Repor -Medium Cities 4.'3.''003 Business Acumen*: . ~Tt~tat eeneral business skills do you have? How much experience or education do you have in accounting. finance and marketing? Please give examples. . How much experience do you have in meriting general business plans. capital and operating budgets. and forecasting income and expenses? Please give examples and highlight yow persona] involvement. How touch experience do you have in conductine formal performance reviews of subordinates, budgeting for salar}' expenses and allocatine annual raises and bonuses? Please give exatples and highlight yow persona] involvement. Describe for ns a situation that demonstrates yow knot~~ledge of the company's business and your abilin~ to link that business strate~~ to dzv-to-day operations. . If the Mavor or a Councihnember insisted that the "Cite should be run like a business". what would vow response be? NOTES: (details of the situation. actions by the candidate. and the resulting outcomes) 18/31 Suzanne Example INTERVIEW C3 U i i] E CareerNavigator Cite I~Aanaoer Model Selecion Repor -Medium Cities 4.%~ DC? Driving For Results: . Describe a time when your eroup set and met an aggressive goal ~~'hat apes of obstacles did you face? How did you overcome them? . Describe a time When your group failed to meet an aggressive coal. VJhy did this happen? Vr-'hat could you or should you have done differently? Additio~zal special probes based on Careei:'~~m~igator`~ results: . Describe tu~o situations in which ~~ou were unable to tnoroughh complete a project. ~k'hat happened? «'hv? (Listen for an abilit` to follot~-through on comtnitments.) Tell me about one of your projects that had an aggressive deaaiine for completion. How did you get it done? (Listen for an abilim to accomplish things quickly.) NOTES: (details of the situation. actions by the candidate. and the resulting outcomes) 19/31 Suzanne Example INTERVIEW GUIDE CareerNavigator Ciry IJ~anager Model selection Report -Medium Cities a ;'~ ?003 Customer Focus: . Tell me about the most successful customer initiatives of which }'ou were a part. ~~'hat did you do that contributed to their success? . Tell me about the least successful customer initiatives of which you were a par:. «gtat was tour role? TT~'h}~ were they unsuccessful? . Describe for us how you normally determine «~hat customers want. . Tell us how you stay abreast of customers perspectives of your orgamzat~on. Addirio~zal special probes based oia Cm•eer:'~~arigaror`~" results: . Describe a time when you were responsible for a customer initiative that others thought should be implemented quickly. Z~-'hat did you do? «'hat was the result? (~~%ill the candidate accept a sense of urgency and expend the energy required to make an initiative happen quickh'?) . Tell me about any negative response that you, your group. or your company received from the customer regarding }'our product. service or a customer policy. «'hat do you think caused this response? R%hat is your general viet~~ of the mindset of the customer and their expectations? (Listen for a negative perspective that might pretuaice customer initiatives.) NOTES: (details of the sirsation, actions by the candidate. and the resulting outcomesl 20/31 Suzanne Example INTERVIEW G U f D E CareerNavioator City I~Aanaoer Mooel selection Repor. - Medwm Cities 4 .'S'?D03 Integrity*: . Describe for me an ethical business dilenuna that you have faced. «'hat were the cu-curnstances? R'hat did you do? Z~'hy? . Te11 me about two situations in which you have seen others be unfair or dishonest. ~k'hat happened? ~l,'hat did you do. if an~-thine? ~Tt-'hat would you have done differently? ~tt'hv? . Tell us how you communicate the e~:pectations for all employees to uphold high ethical standards. Tell us what systems or methods you utilize to help you determine if the organization. as a whole. is conducting business on a da} -to-day basis in an ethical manner. NOTES: (details of the situation. actions by the canaidate. and the resulting outcomesl 21/31 Suzanne Example INTERVIEW GUIDE CareerNavioator City Manager Model Selection Repor -Medium Cities a ;S 'OG: Continuous Learning'": . (If not previous]}' discussed earlier in the inten~iew process) In broad terms. describe tome your educational background. Vdhat decrees or coursework have you completed? At what stage(s) of yotu~ life? . V~'hat additional forma] and informal training have you completed? When? . R'hat new things have you learned in the last five years? R'hat aid you do to learn there? `s'hy? . ~T~'hat have you done recently to maintain or nnprove your skills or knowledee? Z>,'hat do you plan to do in the future? V~1i}-? Describe for us the programs you`ve implemented and%or actions you've taken that encourage your emp]oyees to develop ne~>, skills. . Give us an example where an employee made a mistake and tell us how you handled it so that the employee and the organization could ]eam from the mistake. NOTES: (details of the situation. actions by the candidate. and the resulting outcomes) 22/31 Suzanne Example INTERVIEW GUIDE CareerNavigatar Cip~ Manaeer Model Selection Repor -Medium Cities < Ji 7oG? Coaching And Developing Others: . Tell me about a time when you successfslly helped develop or coach an individual to reach their potential R-'hat was the situation? ~~'hat did you do? ~~'hat difncuhies aid you overcome to help this individual? . Tell me what things you have done in the past to ensure pe.op]e u~ho worked with you or for you were given the resources and opportunities to crow. . Describe those aspects of your experience. knowledge or background that are valuable to the development of others in your oreanization. «'hat do you have to offer, and how willing are you to share this with others? Additional special probes based on Career,'-arigator'~`~ resarh~: . j~'hat is your approach to helpine someone learn something you know? Lse a ctu-rent example to tell me what kings of things you say or do. How have others responded to your help? (~T~'ill the candidate be willing to extend himself or herself to help others?) . TeII me about people you have chosen to help or coach at work. How are they different from the ones you did not or would not help? Give some specific examples (Can he bring a positive outlook on people to a coaching situation?} NOTES: (details of the situation. actions b} the candidate, and the resultine outcomes) 23 /31 Suzanne Example I N 'T E R V I E W GUIDE CareerNavigator Cit)~ Manager IJ~odel Seleciion Repot - IJ~edium Cities a l.i '?OG Negotiation: . Give me several examples of the types of negotiation you have done. y~'ere you a direct participant in the negotiations or a third parry facilitator? y~'hat were the issues? R'hat steps or process did you follow to reach an agreement? y~'hich pam' upon? y~lhv? . Give me several examples of failed negotiations to urhich you were a pam~. y~'hv_ did then fail? V~'ltat did you do? R'hat could you have done better? :4ddirio~zal special probes based or, Career'~~m'igator`~'~results: . Describe disagreements or negotiations you have had that were not well resolved or did not hold otiJer tithe. y~'hat happened? R-'hat did you do? y>,'hat urould you do aifferently next time? (Listen for a tendency to to to force a solution on the other pary.l . In situations where you have resolved a conflict or negotiated an agreement, were the other patties happy with the result? ydlty or why not? (Listen for a concern that the other pam be satisfied with the outcome.) . Describe a tune when you became upset in a negotiation because you felt the other pam' was criticizing you personalh~. yy'hat happened? y~'hat ta'as yotu response? (Listen for a tendency to be overly sensitive to criticism and to be defensive.l Tell me about a time when you felt that the other pam was tr~'ing to take advantage of you in a negotiation. y~'hat basis aid }%ou have to feel this ta~av? How did your feelings impact the negotiation? (Listen for a tendency to asstnne that the other pazty will m- to take advantage.) . y~'e have all acted in haste at some point. Tell the about situations in which you said or did something donna a negotiation that you later regretted. `What happened? (Listen for an ability to control actions and words z~,~hen necessary.l . Have you ever found yourself in a negotiation situation where winning became more imponant than the issue itself or the people involved? How did it get to that point? y~'hat happened as a resuh? (List for tendency to be overly aggressive. competitive or harsh in the interest of winning.) NOTES: (details of the situation. actions by the candidate. and the resulting outcomes) 24/31 Suzanne Example N T E R V I E W GUIDE CareerNavigator City Manager Model Selection Report-Medium Cities 41~ _OGi Interpersonal Communication: Tell me what you have done in your past jobs to ensure that ot,'~ers are informed or have t'te information that they need. • Tell me about a time when there was a miscommunication between you and a co-worker. R'hat happened? • Tell tme about any training You have taken to develop your conuntuiication skills. (LJse the inten~iew as a sample of the candidate's abilit}~ to listen. respond appropriateh~, articulate thoughts clearl}', close the communication loop and otherts~ise conununicate effectively in a one-on-one sin;ation. `T~'as the candidate effective?) Describe a situation where various parries disagreed and you recognized that lack of effective communication was the basic issue. Vdere You able to reach consensus with all parties by using communication skills? TT,.~ 4ddirional special probes based or, Careei~'t-arigaror results: • Tell me what You have done in the past to make sure the ideas and opinions of others' are heard in a meetine. ,Ste there times when you should have listened more? Explain. (Listen for a tendency to be overbearine at the expense of receiving input from others.) • «e all sa}~ or do thines we later regret. Tell me about times when this happened to you. Have you bur: other people's feelinasv Said thines you should not have said? Explain. (Listen for the impact the candidate's spontanein may have on his/her ability to communicate effectively.) NOTES: (details of the situation. actions by the candidate. and the resultine outcomes; 25 /31 Suzanne Example I N T E R V I E W GUIDE CareerNavigator City Manager Model Selection Repor; -Medium Cities 47~ 30G' Continuous Improvement: • Give me several examples from your recent work experience in which you improved a process or procedure. ~>.'hat did you do° Rev? In the past. have you developed or helped develop work processes. process measurement procedures or performance metrics? Explain the situation(s) and }'our involvement. • R~ltat special training. education or experience do you have in the areas of Process lmprovement. Continuous hnprovement and Quality ? v • Describe a situation in which you were involved in process imptros ement. Tel] us how you adaressed the common issue of employees not buyine into the need for the improvement or feeline as if their past contributions were not valued since the process was being modified. • Process Improvement and Continuous Improvement generally require alone-tens comminnent in order to institutionalize the change within the organization. Tell us how you have sustained alone-term emphasis on improvements so that they become lasting improvements. .Additiorsal special probes based on Careei~'~-m•igatorTT`~ results: • Tell me about a time when you felt frustrated by excessive rules or restrictive policies in your urork. R'hat was the situation? Z~rhat did you do? (Listen for an abilitt~ to follow prescribed rules and procedures. even if inconvenient.) Give me some examples from your work of specific activities that could be changed or improved to bring about higher standards or improvements. (Listen for the candidate's ability m see and identifi the t,~pe of details that are the basis for high standards and continuous improvement.) • Tell me about the most recent process changes affecting your work. ~tt'hat steps did you take to implement these? R'hat was the result? Listen for how the candidate's organizational abilit\ . or lack thereof, impacts the ability to adapt and implement changes.) NOTES: (details of the situation. actions b}' the candidate., and the resulting outcomes 1 26/31 Suzanne Example INTERVIEW C7 U ~ ~ E CareerNavigator City Manager Model Selection Report -Medium Cities G ;!5 ''OG. Closing the Interview Your goal is to bring the interview smoothly to a close. Ensure that the candidate feels that he~she has been able to give you a complete and accurate picture of him'herself. baplain the neat steps in the process and timeframe as appropriate. Thank the canaidate for his'her time and close the inten~ieu~. 27/31 Suzanne Example M A K I N G DECISIONS CareerNavigator City Manager IViodel Selection Report -Medium Cities 4 I~ :OG= Good selection decisions require careful consideration of al] the available information I education, training, experience. skills. abilities. personalit<. etc.) from as tnanp different credible sources as possible (interviews. reference checks. background checks. Career'~tavigator~ results. etc.) against a clear specification of what is needed or desired in the job. Lse the following chart to evaluate the candidate on each of the competencies of the Model. Carefully consider each cotnpetenc}~ before making your overall judgement. Very strong Strong evidence Some evidence Strong evidence Very strong evidence evidence competency not competency is competency is competency is competency not present present present present present 1 2 3 4 t, Visioning 1 p 3 4 '~ Decisive Judgment 1 2 9 4 ~ , Business Acumen" 1 y 3 4 d Driving For Result=_ 1 2 3 4 :`'~ ; Customer Focus , 1 2 3 4 ,~ Integrity' 1 Z 3 4 ~ Continuous Learning' 1 y 3 4 y Coaching And Developing Others 1 2 3 4 ~ Negotiation 1 2 3 4 ~ . Interpersonal Communication 1 2 3 4 ~ Continuous Improvement Very strong Strong evidence Some evidence Strong evidence Very strong evidence helshe evidence helshe helshe will not he.~she will helshe will will perform will not perform Pertorm effectively perform effectively perform e`fectively effectively on the effectively on the on the job on the jab or. the job job job 1 2 S 4 '~ Overall Rating 28/31 M A N A G E M E N T SUGGESTION S Suzanne Example CareerNavigator Ciry Manager INodel Selection Report -Medium Cities a 13 00? Vdhile the Careerl~'avigator~ Development Report for this competence model provides detailed suggestions for helping this person to manage potential problem areas, in this section of the Selection Report we provide a few additional recommendations to help you to effectivele manage this person. )/ach of the following management suggestions identifies a potential problem area for this candidate and recotntnends an approach to optimizing his,7,er effectiveness on the job. For some sueeestions. reference books and other resources are listed for additional recommendations. ~.flnr S~r«-Mlsprd '"~±wqt, ~~; o, ti r t1~Ar~$tv~~r~G,~e ~rsivi;r ,~' ~e , ni pr`s ~ ei2 C i , n P ,1e', e'~.~Eni `t ~>rw rE p:.`. autt. 7111~~M~y lrtipaet, '• ?ec~d~':.i~ot5me~'• ~.D1Af ~Oi~C`Paf~G .'7'rTS,~'µ. pr 'rc?rKC~It:a''H'JY~ CK,3Cr,nt,~ ~^~~F,'t ~E'JuJtre r': "',,,5'-JM-Cav't^C"ll~ t~~ i^n~e, 1'I51'c f~A~'~ fR7{?0,~ti '~, ~ '1116~1r~ l '' y ;, ~ K ~V~a^ti4'''~~ "- ~-~~'$?~ _r! t Jit?~hl.~~ ~ a~,~o- s7 tcli~r;0'1C'~~, +~'~ qc.t'~" r ~ , ;,~. '~S:!~ t,TMlw} i~,r~Jrn,}yk r?~h ~S~'r.y ~«'.7ta"~,,. hJvti A tr, i ~?"hrc~tI'~ l~~'(~th~~ r'rr `-~.~ ''iTGit .. Thl3 ~18y IMplf~~~,~ ; + ~ ~ btiJnu,r3,~F 1h9~~~aven~am, Suggestions: bncourage her to record her first thoughts or "instincts." then have her return to them later and ask "tough" questions about their usefulness. Suggest she pla}~ "devil's advocate" for herself to critique her ideas or plans Viand thereby nnprove them). Encourage her to ask others to help generate alternatives and to judge these against her first ideas. If necessan-. requ e her to obtain approval before launching new programs or initiatives. Suggestions: If this position demands hi eh productivity in limited time frames. she is likely to need external pacing, time deadlines and specific work goals to be effective. Motivation and Goal Settine: How to Set and Achieve Goals and Inspire Others (Motivation and Goal Settine) b}' Jim Cairo. Career Press. 1998. Motivation in the Workplace' In~irina Motivation in the Workplace bt, Lydia Banks. Amer Media Inc.. 199?. Suggestions: R'e recommend that her boss monitor her work activities to determine if she needs assistance in stracnuing her t~rork. She may need help defining priorities and disciplining herself to focus on completing unportant tasks. Planning calendars, to-do lists and other time management techniques could be useful. High Heed For ~ Suggestions: .''~o"SC'':~,^Y qK~1?'~ 7~,«`"':?`~'S~ ~M: r+a8[~dm grid ~. '.,4;."lG~"~~3.~.i~e'7"°:OS<~CL ~l "~~~e11t7~ 'C.- rB~kffYr7tg ~dn,7,'c~'t;.Gt} `~ c?6rti to ~,duic~tlvrts, 3I''it~t2li'~:1.ti,n~k raies - Irse,r;~~,r, ;s,a:l, eiC. Tnii< May impbet:. r u'S'r~r_~u~ Irid~va?taint ~" Low PasltlVe Aboart people s;;~ mo-. 7 f ~ r, ^C.u' an,7 t~~,t,~rt~:~£ ~ ~'orhers. r'r'er i~„ae~: , .o Ge ng~3t~~ v,u~«l n., ~~r~'t1'Qrk i'&lGr' . >h-snru. this May ImGls~jti Lf this describes her work environment. you should encourage regular discussions with her and be open to her thoughts and ideas. In managing her. be certain that she is held to mutually agreed upon performance standards and that her achievements are rewarded with appropriate increases in autonotnv. Suggestions: Encourage her to develop realistic expecta*.ions for the performance of others and. if she has supet-t'isot-~~ or management responsibilities. to recognize effon and reward accomplish;nents. irainine and development in areas such as positive performance management would also be appropriate. 29/31 • Customer Fgcua ~! .~@C~1,~7 '+n0 li1$Yd~PI~~ QthprS ~-+O'IM 1'TOli~tlt~C. .Slz~''4~p~ars~'~.. t5e hi~4 Sti rr.ed~ anu ra one ~ `~la~z~ ~Pg~`~'.;~~'~ax ~' iha'*r f ~'tRcu t~rarg.« ~.S ~tiiTe~7~IPCl~ Thin May impact Nt~xiat~or .. Suggestions: In correcting her, her boss should make a special effort to criticize the behavior. not the person -- that is. correct her in a manner inhere the focus is on observed behavior and inhere clear suggestions for chanties in behavior are provided. ~h'iten possible. give negative feedback in a manner that allows her to maintain her self-esteem vet still calls for her to meet performance standards. The Power of Positi~~e Criricism br Hendrie Danis }~'eisinger..4M.ACOM. 1999. LoW Self-Cotl~rol Suggestions: S%ig appBarS iG' be Etpr~s::ve and mm be She should be encouraged to think before she speaks and to exercise more e~cessiv~tr-~spontar~eaus in vpieing )aer opi~aior~s, ; restraint in her actions. ides, eta. Anger and Conflict in the R?ork~lace: Spot the Signs. Avoid the Trautna by 1'hie May Impact: Lynne McClure. Impact Publishinti. 2002000. • Ne9aoation • In;~perSDnal Cdr»'municstion In addition, developmental suggestions for this person can be obtained from the Ca~~eerNavigator~ Developme%ital Report. This repon is designed to provide constructive feedback and extensive developmental suggestions to the individual assessed (books to read courses to take. developmental experiences or assigmnents to negotiate with the boss. etc.). Y'ou can use these developmental suggestions in coaching sessions to help the candidate capitalize on ke}' strengths and compensate for potential weaknesses. Check with your test administrator or Hwnan Resources representative to see how you may obtain a Developmental Repon on this inaividual. The following books are general resources that ma}~ be useful in coaching this person or other people in your organization. Masterful Coaching• Extraordinan~ Results by Impacting People and the Ott%ay They Think and Vdork Together by Roben Hargrove. Pfeiffer & Company. 199. Leader As Coach: Stratetiies for Coachinti & Develo~ng Others b}~ David B. Peterson K Mary Dee Hicks. Personnel Decisions International. ] 996. Action Coaching: How__ to Leveratie Individual Performance for Com~an}=Success by David L. Dotlich & Peter C. Cairo. Jossey-Bass. 1999. Results-Based Leadership b~ David L%Irich. Jack Zenger. ~ Norman Smallwood, Har~~ard Business School Press. 1999. Leadership The ASTD Trainers Sourcebook b} Anne F. Coyle. A~IcGraw-Hill. 1996. Coachinti for hnproved Rork Performance by Ferdinand Fournies. McGrau -Hill. 2000. 3 0/31 Suzanne Example G R A P H I C P R O F I L E CareerNaviaator City Manager Model selection Report -Medium Cities s;~ '10G+ Thinking _ _ Low need lc probe ~ - ?houghtiuL. philosophical Reflective _ -- __ _ - __ AVOICS step-by-step ,.ooipa!. systematic Structured Oulck to deade ~ Serious, careful. cautious Serious-Minded. Restrained ~ ~ mtuftive ~ ~ ~ Factual Fact-based Imaginative ~ ~ ~ No-nonsense. preomai¢ Realistic Working _ Unhurried ~ _ Active. busy Work Pace __ With others ~ 3r sel' Self-Reliance Dislikes strucw re. order ~ ?refers structure. order Work Organization one tasK at a tams Routine ~ Multiple tasks. variety Multi-Tasking . Low ~ High Follow-Through Dislikes rules. controls ~ INeicomes rules,. controls Acceptance of Control --_ Sensitive ~ Resilient F rustretion Tolerance Lou' V Hioh Need for Freedom _ _ _ _ _ Low ~ - ~ high Need for Recognition Dislikes detail=_ ~ Eniovs detailec work Detail Orientation _ __ _ i _ _ _ _ Relating Lou' ~ Hign Assertiveness Shy or uninterested ~ ~ Outooinc Sociability _ _ - Loin High Need to be Liked ~/ Positive about People Skeptical. cautious ~ rusting. positivs Does not analyze others ~ Analyzes others Insight ?essimistlc ~ ~ ~ -~ V ?psltNE, pptlm stlC Optimism . Suojective. sensitive ~ Objective. Ynick-skinner Criticism Tolerance _ _ _ ` _ Expressive ~ e~ ~ ~' ~ Reserved. carefu'. Self-Control Low ~ High Cultural Conformity _ __ _ __ _ _ ___ Others Low - -- --- ~ - H~9F' Positive Response Factor 1 - ow r ~ Hieh Positive Response Factor 2 - - y 31/31