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2018-12-18 (Special) Meeting Agenda Packet
Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood (303-762-2405) at least 48 hours in advance of when services are needed. 1000 Englewood Pkwy – Council Chambers Englewood, CO 80110 AGENDA City Council Special Meeting Tuesday, December 18, 2018 ♦ 6:00 PM I. Call to Order II. Roll Call III. Response to Request For Proposals for Executive Search Firm for City Manager a. Acting Finance and Administrative Services Director Maria Sobota will be present to discuss the Request For Proposals for the City Manager search. Responses to Executive Search Firm RFP - Pdf IV. Adjournment Page 1 of 259 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Maria Sobota DEPARTMENT: Finance & Administrative Services DATE: December 18, 2018 SUBJECT: Responses to Executive Search Firm RFP DESCRIPTION: Responses to Executive Search Firm RFP RECOMMENDATION: Staff recommends selecting three executive search firms for interview, either in person or by Skype. PREVIOUS COUNCIL ACTION: On November 5, 2018, the City Council approved an RFP for an executive search firm to identify city manager candidates to be posted for thirty days. SUMMARY: On November 5, 2018, the City Council approved an RFP for an executive search firm to identify city manager candidates to be posted for thirty days. The deadline for submission of responses to the City was December 6th, 2018. All responses received by the stated date and time were opened and reviewed for responsiveness to the stated terms and selection criteria set forth within the RFP. All eight responding search firms were responsive to the stated terms and selection criteria. ANALYSIS: The terms of the RFP provided that cost would be an important consideration in the award of the contract, but the contract would be awarded to the firm deemed to have provided the proposal in the best overall interest of the City, including the best overall value and fit to the needs of the City. City staff did create a chart, as provided, attempting to compare the cost components of the eight proposals. City staff also reviewed the proposals for the most recent experience in searching for a city manager candidate, experience searching within Colorado for a city manager candidate so as to be familiar with State laws regarding executive searches for governmental entities, and proximity to the State of Colorado so as to be as accessible as possible. FINANCIAL IMPLICATIONS: See chart of cost comparisons. Note that the costing methods varied widely between respondents so the comparison is not equal to equal. ALTERNATIVES: No recommended alternatives. Page 2 of 259 ATTACHMENTS: 1. RFP responses are contained in a single attachment. 2. Cost comparison chart. 3. City Manager Position Description Page 3 of 259 1 | P a g e Statement of Qualifications for City of Englewood, Colorado Services for City Manager Recruitment November 20, 2018 Elizabeth Tatarko, Vice President 4809 Prairie Vista Drive Fort Collins, CO 80526 Ph (970) 266-8724 Fax (913) 851-7529 etatarko@austinpeters.com www.austinpeters.com Page 4 of 259 2 | P a g e OVERLAND PARK, KS OFFICE: P.O. Box 27196, Overland Park, KS 66225 Phone: (913) 851 -7530 FORT COLLINS, CO OFFICE: 4809 Prairie Vista Drive, Fort Collins, CO 80526 Phone: (970) 266-8724 Fax: (913) 851-7529 www.austinpeters.com November 20, 2018 Maria E. Gonzalez Estevez Human Recources Director City of Englewood c/o Purchasing Division 1000 Englewood Parkway Englewood, CO 80110 Dear Ms. Gonzalez Estevez, We are pleased to offer this statement of qualifications for consideration by the City Council. Our letter outlines services we offer to ensure the City selects the most qualified applicant for City Manager who is also an excellent fit for the organization and community. We are a general human resource management consulting firm with private, public and nonprofit sector clients. Local government executive recruitment is one of our specialties, and we have had extensive and seasoned experience in this work for the last several years. Our niche for executive recruitment is working with small- to mid-sized cities such as the City of Englewood. We are uniquely qualified to serve municipal clients. •We understand local government and the needs of elected officials. Our associates have worked in local government and have advanced public administration education credentials. Our professionals have developed and delivered programs for multiple local government associations and officials with a successful track record. •We understand the local government profession and what is important to gain the most qualified candidates. Together our associates have nearly sixty years of experience working with those in the profession. Page 5 of 259 3 | P a g e •Our sole focus is the interests of the local government organization. We are not a head-hunting firm and do not represent those seeking local government positions. •We have a proven, hands-on recruitment process. It is deliberate, merit driven and inclusive of governing body members and local government staff, and if preferred, we will take advice from key stakeholders. We customize each recruitment process to the needs of our client, rather than a generic “one size fits all” approach. •We provide exceptional facilitation skills. We are experienced in group facilitation and understand the value of establishing agreement among decision makers at each recruitment stage. •We offer reasonably-priced fees in comparison to similar firms. You can expect frequent, in-person consultations. We focus on superb customer service and utilization of our experienced staff to provide unmatched recruiting results – all at competitive pricing. We believe with offices in Colorado and Kansas that we can provide excellent service to the City of Englewood. You may reach me at 970-266-8724 or by email at etatarko@austinpeters.com. Sincerely Elizabeth (Beth) Tatarko Vice President Page 6 of 259 4 | P a g e APG response is presented and identified as outlined in the RFP. Information about the Firm The Austin Peters Group, Inc. Colorado Office: 4809 Prairie Vista Drive Fort Collins, Colorado 80526 Ph (970) 266-8724 Fax (913) 851-7529 Kansas Office: P.O. Box 27196 Overland Park, Kansas 66225 Ph (913) 851-7530 Fax (913) 851-7529 The Austin Peters Group is a designated Women Business Enterprise (WBE) under the Small Business Administration’s certification program. This firm was formally incorporated June 24, 1998. The Austin Peters Group brings together experience and energy under the name of Austin Peters. Rebecca Crowder, President of Austin Peters, founded the organization with the commitment that this small company will provide high-quality, tailored products to meet the demands of public, private and nonprofit sector customers. According to Rebecca, “I was frustrated with the lack of personal attention I received from large consulting companies, and the products were generic. I wanted to change the quality of services available, particularly to the nonprofit and public sectors, so The Austin Peters Group was born.” 1.Qualifications The founders of The Austin Peters Group, Rebecca Crowder and Elizabeth Tatarko, collectively have over forty years of experience in human resource management, executive recruitment, strategic planning, leadership and professional development, governance tr aining, grant writing, fund development and program evaluation. The firm employs approximately seven partners and associates. While the firm has clients from all areas of the U.S., most of our projects and services are for clients in the Midwest, with approximately one-half of our client list representing city and county governments. Record of Success. Our previous clients, along with testimonials from some of the elected officials on their governing boards are evidence of our success. All of our previous recruitment engagements have resulted in successful hiring of an executive manager by a unanimous governing body vote. We list references who can speak to our high performance. Page 7 of 259 5 | P a g e The resource capacity of our firm is sufficient to complete the recruitment process and perform the services selected by the City Council in a timely fashion and without delays from our firm. The only service that we sub-contract is graphic design for an online brochure for the Recruitment Profile. In addition to the extensive experience and expertise of our consulting team in the area of executive recruitment, our firm’s resources also include: •A broad network of professional local government managers in the Midwest •Affiliate membership in the International Association of City/County Management Association and affiliate members in the Colorado Municipal League •Many years of experience in developing and delivering professional development programs to local government managers •Expertise in all aspects of human resource management including up -to-date employment law (signified from certification by the Society for Human Resource Management) •Over seventy years of combined experience working with hundreds of municipal elected officials on a broad array of projects related to executive recruitment, other human resource management needs, strategic planning, and training and leadership development. Benefits for Englewood We have had a 94% placement rate with candidates retaining their position for more than one year. Our previous clients, with testimonials from some of the elected officials on th eir governing boards are evidence of our success. All of our previous recruitment engagements have resulted in successful hiring of an executive manager by a unanimous governing body vote. List of Executive Recruitment Contracts Organization Position Length of Recruitment Date Position Filled City of Fredonia, Kansas City Manager 13 weeks June 2018 City of Spring Hill, Kansas City Administrator 13 weeks June 2018 EMPAC, Wichita, Kansas Executive Director 13 weeks November 2017 City of Trinidad, Colorado City Manager 14 weeks June 2017 City of Chapman, Kansas City Administrator 14 weeks May 2017 City of Beloit, Kansas City Administrator 14 weeks January 2017 KPTS Public Television Executive Director 18 weeks August 2016 City of Greensburg, Kansas City Administrator 14 weeks August 2015 Wichita Area Metropolitan Executive Director 14 weeks August 2015 Page 8 of 259 6 | P a g e Planning Organization (WAMPO) City of Osage City, Kansas City Manager 14 weeks June 2014 City of Neodesha, Kansas City Manager 8 weeks March 2014 Southcentral Kansas Economic Development District, Wichita, Kansas Executive Director 16 weeks July 2014 EMPAC, Wichita, Kansas Executive Director 13 weeks August 2014 City of Junction City, Kansas City Manager 15 weeks October 2013 City of Augusta, Kansas City Manager 14 weeks September 2013 City of Junction City Fire/EMS Chief 16 weeks May 2013 CLASS, LTD., Columbus, Kansas Executive Director 16 weeks February 2013 City of Colby, Kansas City Manager 16 weeks August 2012 City of Osage City, Kansas City Manager 15 weeks March 2012 City of Greensburg, Kansas City Administrator 13 weeks January 2012 City of Salem, Missouri City Administrator 13 weeks September 2011 Flinthills Services, Inc., Wichita, Kansas Executive Director 13 weeks September 2011 City of Smithville, Missouri City Administrator 14 weeks September 2010 Ellis County, Kansas County Administrator 16 weeks June 2010 City of McPherson, Kansas City Administrator 12 weeks October 2009 Reno County, Kansas County Manager 16 weeks July 2009 City of Valley Center, Kansas City Administrator 14 weeks January 2009 Harper County, Kansas County Manager 20 weeks October 2008 City of Andover, Kansas City Administrator 14 weeks August 2008 City of Garden City, Kansas City Manager 12 weeks February 2008 City of Derby, Kansas City Manager 13 weeks July 2007 2.Scope of Services 2A. Same Consultant for Duration of Project. The staff identified in this proposal will remain the same for the duration of the project. 2B1. Develop a recruiting specification, in conjunction with the City Council and other key individuals and sources selected by the City, that addresses the specific duties, responsibilities, operational issues, education and training, personal characteristics and traits, and other factors that are relevant to the position. Page 9 of 259 7 | P a g e APG will work with the City Council and other key individuals to clarify the qualities, characteristics, attributes, experience, and education needed for the position. Timeline: Our Advisor will consult with individual City Council members on options for a recruitment and interview process, and debrief and facilitate consensus on these matters as part of the approval process for the Candidate Recruitment Profile. An approximate timeline for the process will be published in the Recruitment Profile. We advocate for an aggressive timeline (average 14 weeks) because it positions the City to compete effectively for the most qualified candidates. Recruitment Profile: The profile is the central document that drives the recruitment process. The approved profile represents the consensus of Cit y Council members on its preferred candidate and is used to help the City put its “best foot forward” in marketing to the most qualified candidates. Getting the details right on the recruitment profile is of utmost importance. The steps for profile development are: Step 1: Stakeholder Input: APG will conduct stakeholder focus groups. Our Recruitment Advisor will as focus group participants a series of questions designed to elicit responses about qualifications and qualities that the City Council should seek in the next City Manager. The format and questions will be approved by the City. A written report summarizing participant responses will be prepared for City Council members. Step 2: Conduct individual, on-site interviews with City Council on the following topics: •The desired qualifications and qualities of the City Manager •Community expectations and priorities in selection of the City Manager •Immediate issues the City Manager will be expected to address •Procedures and steps for candidate interviews •Other expectations regarding the recruitment process •Parameters of the compensation package Step 3: Prepare recruitment profile for City Council consideration and adoption. Based on information gathered from interviews, a recruitment profile with the following sections will be drafted for City Council review: •Description of the community and detailed description of municipal organization •Qualifications for the position of City Manager (minimum and preferred) •Qualities desired for the position of City Manager •Job description of City Manager •Major issues facing the City •Recruitment timetable •Parameters of compensation Step 4: Revise the job description. The revised job description is a part of the package presented for governing body approval, along with the recruitment profile. Page 10 of 259 8 | P a g e 2B2. Coordinate recruiting efforts for the position. Develop an agency profile and recruitment brochure, and conduct the search, with recruiting activities including targeted mailings, selected advertising, networking and direct inquiries, and use of the firm’s knowledge of candidates from other searches. APG will format and develop the recruitment profile as an online brochure. The brochure will include attractive pictures of City facilities and the City of Englewood (as provided by the client) and will be formatted so it can be linked to the main page of the City’s website. Vacancy announcements will refer prospective candidates to this link. A sample of a recruitment brochure is included in the appendix. APG will recommend media advertisement and networking. We will also recommend and implement position marketing strategies and initiate affirmative contacts. Our Recruitment Advisor will offer seasoned advice regarding the professional and association-related job boards preferable for marketing the position. We will advise that ad space be purchased sufficient to publish detail to effectively market the organization and community. We will prepare different versions of ad copy to meet the format requirements of chosen media outlets. Ad placement and payment are the responsibility of the City, which is a cost savings to the City, since the City can access these services for no or lower-cost fees than our firm. In general, we recommend posting position ad announcements as follows: General Posting: International City/County Management Association distributed through Glassdoor Colorado Municipal League Kansas League of Municipalities Additional Midwest (Texas, Missouri, Iowa) and Mountain West League of Municipalities (New Mexico, Arizona, California, Oregon and Washington). National League of Cities Local or regional media sources The total expense for these outlets above is approximately $800. Additional sources may include ASPA, NACo, and NACA. Additional Internet Exposure: An ICMA posting is also distributed via Glassdoor. Glassdoor.com is the second largest job site in the US, following Indeed.com (Comscore Media Metrix, February 2018). Glassdoor has more than 40 million reviews and insights for approximately 770,000 companies. Nearly 57 million unique users visit Glassdoor’s mobile applications and website monthly. APG Network: APG will use our informal government network to disseminate the profile. This network includes an extensive list of Colorado, Kansas, Iowa, Texas, and Missouri contacts along Page 11 of 259 9 | P a g e with university contacts with MPA programs in the region. APG will reach out to additional Mountain West state associations for networking and distribution of information. Those states will include New Mexico, Arizona, California, Oregon and Washington. Generally, these states charge approximately $100 per listing for 30 days, which will be the responsibility of the City. We will make extensive use of our consultants’ networks of professional local government managers to identify current people in the profession who match the City’s preferred candidate. We also will tap into the City Manager/Administrator network in the states mentioned for the same purpose. We will send the Recruitment Profile to these persons and follow up with personal phone calls to encourage applications and referrals. APG’s approach will be to reach out to individuals via phone, email, and LinkedIn to encourage their interest and application. APG will develop media statements to include on the City’s website and social media platforms. APG relies on strategic ad placement and contacts with state associations to develop a recruitment list of individuals. 2B3. Assist the City Council in screening the initial pool of applicants to 8-10 semifinalists. Conduct and/or assist with conducting initial interviews. Respond to City Council questions. APG will provide the top 8-10 semifinalists to the City Council. APG will receive, process and screen all resume-related materials. Our Advisor will receive all candidate resume material submissions, and in doing so, offer the City the following assurances: •During the four-week period in which resumes are solicited, we will regularly update the City Council on the number and characteristics of resumes submitted. •We will guarantee confidentiality of all candidate information and communication, sharing information only with City Council members and staff designated to participate in the recruitment. •Our communication with all candidates who inquire about or submit a resume will be timely, professional and project a positive image of the City of Englewood. •We will act solely in the interests of the City Council; our job is no t to promote the interests of any candidates for the position. At this point, informal interviews and communication with prospective candidates will clarify gaps or discrepancies in resume information and solicit additional information for evaluating their candidacies. Page 12 of 259 10 | P a g e 2B4. Work with the City Council to select 4-6 finalists, prepare a summary report on all finalists, determine an appropriate formal interview and final selection process, and discuss preliminary terms for an employment agreement. Once the City Council reviews the list of 8-10 candidates, APG will ask the committee to reduce the number of candidates to 4-6 finalists. The next step will be a video interview, a writing assessment, and an online media search regarding candidates. Our Advisor will review resumes against the position requirements and preferences published in the Recruitment Profile and identify the candidates who are the closest match. We will screen promising candidates as follows: • Conduct informal video interviews with a short list of candidates who most closely match the City Council’s preferred candidate. Interviews can enable preliminary evaluation of candidates’ communication and interpersonal skills, leadership styles and ethical standards. Our Advisor has seasoned interview skills that can discern subtle cues that reveal such information. • Administer a writing assessment. Candidates will be given a writing assessment to determine leadership and management style as well as an evaluation of writing and communication skills. APG will administer an 800-word writing assignment relevant to the City Manager’s responsibilities to evaluate candidates’ written communication skills. • Conduct an online search for relevant information about candidates from public sources, especially print and electronic media. We do not call references at this recruitment stage to honor the confidentiality of resume submissions. The Advisor will also discuss terms for an employment agreement with candidates. 2B5. Conduct in-depth interviews, detailed background investigations, and verify references and credentials of finalists. Prepare a detailed report on each finalist. APG combines this with the process outlined in 2B4. APG will verify references and credentials of finalists. APG goes beyond a traditional employment and character reference. APG conducts a 360-degree reference report. Each candidate is asked to submit references for the following: an elected official, a manager or supervisor, a direct report they supervised, and a community partner who knows the candidate well. The purpose of the candidate reference report is to perform a 360-degree reference report rather than a traditional reference report. Additional employment references may also be included in the reference report. This report provides a better assessment of h ow the candidate will interact with all stakeholders. It will be provided to the City Council after the Page 13 of 259 11 | P a g e interviews and allows the City Council to make their own independent determination first before considering the reference report. APG will facilitate formal candidate background checks. With written authorization from candidates, the most competitive candidates should be subjected to background checks that include motor vehicle, credit history, education credentials, and criminal convictions, as well as the post-offer drug screen likely required of all City employees. Our preferred approach is to advise the City on performing this task, rather than conduct it by our firm, since the City may have a firm currently under contract that can perform these services at no cost to the taxpayers. If the City prefers our firm do this, we can do so for an additional fe e per candidate. Firms such as First Check or Validity Screening provide this service. APG recommends this step be completed for those candidates being interviewed. APG will provide the Candidate Screening Report. Based on the screening steps identified earlier, our Advisor will prepare a confidential Candidate Screening Report that will contain the following information: • Profile of each recommended candidate, highlighting number of preferred qualifications, work history, relevant experience, strengths and concerns/limitations. • The writing assignment completed by each recommended candidate. • Candidate resumes and copies of relevant media reports and other information from credible public sources. • Candidate 360-degree reference report. The actual length of the report is determined by the strength of the candidate pool. Our Screening Report will also identify alternate candidates in the event that the final candidate pool is reduced by candidates who withdraw their applications or whose interviews are les s than satisfactory. Our Advisor will be present to answer questions about the report and receive the City Council’s decision on candidates it wishes to interview. 2B6. Coordinate the final interview process. Assist in the final interview and selection process as directed by the City Council. APG will advise on the candidate interview process, facilitate development of interview questions and observe candidate interviews. After receiving the Screening Report, City Council members will determine the finalists for the position. The City Council will be asked the processes, guidelines and questions for interviewing and selecting a preferred candidat e in advance. For example: the interview process may include community and facility tours, forums with employees and/or external stakeholders, and candidate and spouse hospitality events, in addition to a panel interview with the governing body. Our Advisor can assist the City Council with developing an effective and legally compliant interview process. Our firm’s President, Rebecca Crowder, maintains certification in the Society Page 14 of 259 12 | P a g e for Human Resource Management Association, which enables us to keep up-to-date with evolving case law; her credential allows our firm to offer the most legally current advice. To ensure a successful interview process for everyone, APG will: • Work with designated staff to schedule and coordinate the interview process for each candidate; • Provide City Council members with a menu of interview questions and facilitate agreement on questions to be used, assuring that all questions are legally permissible; • Observe candidate interviews and be available to offer advice if requested; • Assist, as requested, with facilitating City Council’s agreement on a preferred candidate. • Provide notification to candidates being invited to final interviews as well as candidates not being invited to final interviews. This will be done via email. A formal letter from the City should be provided at the completion of the process. APG will provide a letter and mail-merged file to make this task easy. • Provide press releases and materials for social media postings along with timelines and schedules. APG asks that a point person be assigned by the City to coordinate communication and media relations. 2B7. Assist with the involvement of other key stakeholders in the selection process as determined by the City Council. APG will determine with the City the best method to involve key stakeholders. This may include the following options: a stakeholder interview panel; stakeholder one-on-one meetings with candidates; or stakeholder gatherings with candidates, which may be less formal. Another option includes a public meet-and-greet with candidates, and collecting public input regarding candidates. 2B8. Coordinate and/or conduct any additional assessments, such as executive leadership assessments, as directed by the City Council. APG will coordinate the assessment process. The skills evaluation that APG recommends is the Campbell Leadership Descriptor and the Myers Briggs Type Indicator. APG is a qualified administrator for these assessments and can facilitate this process without using a third party. The materials for these tools are approximately $80 per candidate. APG does not recomm end using these tools for the selection process, but rather to develop and excel in the role of City Manager These may be optional and may also be used post placement. Additional information on these tools is included in the appendix. 2B9. Assist with the negotiation of an employment agreement with the final candidate, as directed by the City Council and coordinated with the City Attorney and the Human Resources Director. Page 15 of 259 13 | P a g e Our Recruitment Advisor will gather, analyze and organize in table format the compensation data from comparable local governments for the position of City Manager. As needed she will facilitate agreement among City Council members regarding the parameters for salary and benefits that the City is willing to offer. Compensation-related data includes base salary and benefits specific to the position such as deferred compensation, professional education support and automobile expense, as well as length and nature of a severance provision. It is important to achieve agreement early in the process on compensation parameters so that once a preferred candidate is identified, the City can move quickly to make an offer and avoid the loss of a preferred candidate to another employer. Compensation and employment agreement elements may include: base salary, car and technology allowances, deferred compensation (over general retirement benefits), fees for professional development, relocation expenses, severance provisions, and contract length. We advise that it is in the City’s best interests for the City Council to designate a City Council member or the City Attorney to negotiate with the candidate who receives the conditional offer of employment. We will be available to provide negotiation advice, which will be offered solely with the City’s interests in mind. We can provide examples of recent local government employment agreements if needed to assist the City Council and its attorney with development of language. Page 16 of 259 14 | P a g e 3.Consulting Staff Beth Tatarko, Vice President, and Senior Associate Marla Flentje will be the lead staff related to this project and are authorized to take action on behalf of The Austin Peters Group (contact information on cover page). We specialize in human resource management, executive recruitment, strategic planning, leadership and professional development, governance training, grant writing, fund development and program evaluation. Elizabeth (Beth) Tatarko, Masters in Urban Planning – Vice President. Elizabeth has served local and state government—as well as non-profit organizations—for more than 25 years. Prior to joining The Austin Peters Group, she was the Assistant Director of the Kansas Center for Rural Initiatives at Kansas State University. Elizabeth has provided technical assistance to more than 300 local, regional, and state organizations. She provides expertise in evaluation and survey design; community and economic development; citizen involvement and facilitation; community participation; conflict resolution; focus groups; and strategic planning. Over the past several years, Elizabeth has co-authored nearly all of the studies undertaken by The Austin Peters Group, Inc. She has extensive work experience in government, nonprofit and higher education settings. She has completed multiple projects with survey research, focus groups, individual interviews, and group facilitation. She also served as a program evaluator for university and state government programs. Elizabeth served as an organizer and leader for training programs that have reached more than 5,000 persons. She received specialized training in conducting focus groups from the University of Minnesota under the guidance of Dr. Richard Krueger, the national leader in this field. She holds a Bachelor of Science in Political Science and a Master of Science in Regional and Community Planning from Kansas State University. Elizabeth served as President of the Manhattan-Ogden School Board and facilitated a community-wide $97.5 million school bond issue, which passed with 69% vote of the public. This project took several years to see to fruition. She served as the Project Manager for Johnson County’s Performance Evaluation program involving more than 3,000 employees. She was co-project manager for the Ford County Organizational Assessment. Professional Memberships and Certifications: APA, Myers Briggs Type Indicator, DDI Trainer, Center for Creative Leadership graduate, and Focus Group Facilitator University of Minnesota. Project Responsibility: Project Facilitator and Manager, responsible for oversight and detailed involvement of entire project. She has worked for APG for 19 years. Rebecca Crowder, Masters in Public Administration, SPHR – President. The founder and President of The Austin Peters Group, Inc., Rebecca has more than 25 years of local government management experience. Rebecca has provided management assistance to nearly 200 local Page 17 of 259 15 | P a g e government clients on a variety of management issues. She has researched and authored more than 100 studies. Rebecca has organized and led training programs for over 5,000 participants on issues such as diversity awareness, human resource management, team building, budget and finance, role of boards, goal setting and strategic planning. Past positions: Human Resource/Administrative Services Director—Merriam, Kansas; Management Consultant— University of Tennessee Municipal Technical Advisory Service; Management Assistant — Janesville, Wisconsin; Budget Analyst—Johnson County, Kansas Rebecca’s extensive local government experience has touched all local service areas, including: police, fire, public works, engineering, library, mental retardation services, administration, county-elected officials, courts and juvenile justice, and more. She holds a Bachelor of Arts in Political Science from Kansas State University and a Master of Public Administration from the University of Missouri at Columbia. Former National Society for Human Resource Certification instructor for four years at Washburn University, she taught the compensation and classification certification (among others). Rebecca has led all projects listed in experience statement. Professional Memberships and Certifications: ICMA, SHRM, DDI Trainer, and Zenger Miller Trainer. Project Responsibility: Project facilitator if needed. She has worked for APG for 19 years. Marla Flentje (pronounced flen.gee) – Senior Consultant. She has a 25-year career in public service, much of it in providing services to local governments and nonprofit agencies. Most recently, she served as education director for the Kansas Association of Counties for seven years where her responsibility was to provide teaching, consulting and education management services for elected and appointed persons who serve Kansas counties. In this capacity she helped develop and provide instruction for professional development programs in executive management, supervision and customer service, as well as a leadership development program for county commissioners. During her career, Ms. Flentje also served in the Hugo Wall School of Urban and Public Affairs at Wichita State University (WSU) for thirteen years, most recently as Associate Director for Government and Community Services where she worked extensively with local governments and nonprofit organizations in the region. In addition, she has significant experience in strategic planning, facilitation and mediation. Flentje has provided instruction and facilitation for dozens of local governments and nonprofit organizations in the Midwest. She has a master’s degree in public administration from Wichita State University. Marla Flentje will serve as a subcontractor on this project. Project Responsibility: Project facilitator if needed. She has worked for APG for 12 years. Peter Tatarko, Bachelor of Science, Political Science—Consultant. He has worked for APG for many years, nearing the completion of his graduate degree at Kansas State University in Public Administration. He works on salary and benefit studies collecting and analyzing data for employee surveys and developing advanced applications for sorting and managing large data Page 18 of 259 16 | P a g e sets. Prior to his recent return to APG, he was a consultant with Cerner Corporation working with clients on project implementation, traveling the United States. Project Responsibility: Market study research, analysis, data collection, and report development. Michelle Schamberger, Masters in English – Trainer/Consultant. Michelle has more than 15 years of experience in government writing and training, and teaching for governments and non- profits. She was the grant writer for Lake County School District, where she secured millions of dollars in four years. She was also a lead analyst and designer for instructional design and e - Learning courses. Michelle is an instructional designer and technical writer for training. Prior to working in the field of training, she spent eleven years teaching college-level English. She has developed communications and marketing plans for major corporations and organizations. Michelle has a Bachelor of Arts in English and a Master of Arts in English. Michelle has been with The Austin Peters Group, Inc. for 14 years and prior to that was an Educational Consultant for Sprint Corporation. She has served as an Adjunct Instructor at Colorado Mountain College, University of Missouri Kansas City, Penn Valley, Maple Woods and Johnson County. Michelle will serve as a subcontractor on this project. Project Responsibility: Report editing and writing services . She has worked for APG for 14 years. 4. References Audra Garrett, Assistant City Manager/City Clerk, 135 North Animas Street, Trinidad, CO 81082, 719-846-9842 ext 135, audra.garrett@trinidad.co.gov. Type of Project: Recruitment Greg Sund, City Manager, 135 North Animas Street, Trinidad, CO 81082, 719-846-9842, greg.sund@trinidad.co.gov. Type of Project: Recruitment Glenda Gerrity, Director of Community Services and City Clerk, P.O. Box 424, Spring Hill, KS 66083, 913-592-3664, glenda.gerrity@springhillks.gov. Type of Project: Recruitment Mr. Bentley Henderson, County Administrator, Archuleta County, 398 Lewis Street, P.O. Box 1507, Pagosa Springs, CO 81147, 970-264-8300, bhenderson@archuletacounty.org. Type of Project: Compensation William Bell, City Administrator, City of Montrose, 433 S. 1st St., Montrose, CO 81401, 970-240- 1400, wbell@ci.montrose.co.us. Type of Project: Compensation Tom Sullivan, County Manager, Routt County, P.O. Box 773598, Steamboat Springs, CO 80477, 970-870-5315, tsullivan@co.routt.co.us. Type of Project: Compensation Page 19 of 259 17 | P a g e 5. Cost The Austin Peters Group Executive Recruitment Services We offer reasonably-priced fees in comparison to similar firms, combined with maximum in- person consultation with the governing body. Our advisor will be onsite 5 times with the City through the process (see timeline). Flat fee for Recruitment Services $22,400.00. Travel Expenses: No charges assigned to the project, Englewood is commutable distance. Hourly Rate: $120 Total Not to Exceed: $22,400.00 Assessment tools are billed separately. Fee payment schedule: Payments are divided into four payments wi th a deposit and three additional payments billed in a progressive manner. Optional Items: Team building training with leadership staff, City Council, and the new City Manager. APG would use Myers Briggs Type Indicator to offer the following to help inte grate the new manager. The additional cost would be $3,600 plus assessment tools (ap proximately $35 per person). • Increase Self-Awareness • Appreciate Individual Strengths • Understand How Others May Perceive Your Style • Identify Areas of Development • Understand How to Work Better with Others Our proposed fees assumes: 1) The City will provide a facility, invitations and logistical support for the stakeholder focus group. 2) An employee of the City who holds the confidence of the City Council will be designated to provide logistical support and clerical assistance to the recruitment process. 3) Legal counsel will be available to advise the City Council on any legal issues arising in the recruitment process and prepare the employment agreement. 4) The City pays for all direct costs such as reproduction of recruitment-related documents including but not limited to the Recruitment Profile, resumes, and press releases; fees for posting position announcements; all travel and related incidental expenses for candidate interviews; fees to conduct formal candidate background checks, and any other related direct costs. If the City Council accepts our proposal or some variation of it, our firm will prepare a Letter of Understanding identifying mutual obligations for written approval by a representative of the City and our firm. Page 20 of 259 18 | P a g e 6. Approach Goals and Objectives Elements of the philosophy and values we bring to our work include: We work solely for the City Council. All City Council members receive the same and frequent communication related to the recruitment. We take direction from and are responsive to the interests of the City Council. Performing with the utmost integrity is our highest value. This includes strict allegiance to candidate confidentiality, and we urge our client to do the same. Our advice is always given in the context of the public interest, and related legal and ethical standards. We respect that the formal authority for recruitment decisions and candidate selection resides exclusively with the City Council. We work to help the City Council achieve full consensus at each recruitment stage from adoption of the Profile, determination of the interview process, selection of candidates to be interviewed and selection of preferred candidate. We have found this approach to be essential in producing a unanimous vote for the preferred candidate. This outcome lays a foundation for an excellent working relationship between the City Council and the new City Manager. We seek to maximize face-to-face client interaction. We believe this builds client trust in the quality of our work, and enables us to meet or exceed client expectations. Frequent in-person meetings also advance the efficient resolution of minor problems and concerns that inevitably arise in most executive recruitment processes. On City Manager compensation matters, the values that should inform City Council decisions about executive compensation are fairness and alignment with the market in the City’s region and state. The City Council must establish compensation parameters to attract the best candidates possible, but also must be sure it can effectively defend the compensation decision to City employees and community stakeholders as being in the public interest. Our approach to assist the City Council in matters of compensation include: • publishing the lower number of the salary range in the Recruitment Profile (but not the upper number); • requesting a salary history from each applicant; if their recent salary is beyond the upper number in the salary range, informing candidates of this fact and offering the option to continue or withdraw their candidacy; • obtaining and organizing comparable compensation data from other municipalities; • facilitating City Council agreement early in the recruitment process as to the total Page 21 of 259 19 | P a g e compensation package it is willing to approve for its preferred candidate. This enables an accelerated timetable for negotiation when a preferred candidate is identified; •facilitating City Council agreement to delegate negotiation of compensation and other employment agreement terms with the preferred candidate to one City Council member; and •providing advice, as requested, to the City Council member designated to negotiate. The APG firm manages approximately 30 clients annually for local government projects. Our niche is to focus on mid-sized communities. The population of Englewood at 35,000 is very similar to many of our clients. Timeline Week 1: Approval of contract with Austin Peters Group (APG) Week 1: APG provides City staff with factual information needs for recruitment profile Week 3: Stakeholder focus group (APG Onsite) Week 4: Face-to-face interviews with City Council members (APG Onsite) Week 6: City Manager recruitment profile submitted to governing body for approval Week 7: Recruitment profile approved by City Council members (APG Onsite) Week 7: Position announced in approved outlets Week 11: Deadline for resume submission Week 12: City Council receives report Candidate Screening Report (APG Onsite) Week 12: City Council determines finalists for position Week 12: Recruitment advisor completes reference reports and City completes background checks Week 13: City Council conducts candidate interview process (APG Onsite) Week 13: City Council selects preferred candidate and extends employment offer Week 14: City Council approves employment agreement and announces new City Manager 7. Early Termination If the City Council accepts our proposal or some variation of it, our firm will prepare a Letter of Understanding identifying mutual obligations for written approval by a representative of the City and our firm. This will include a clause for termination of services. We want our customers to be satisfied with the outcome of the process. We have never had a client repeat a search, however, we understand you need a guarantee. If the City Council accepts our proposal or some variation of it, our firm will prepare a Letter of Understanding identifying mutual obligations for written approval by a representative of the City and our firm. This will include a clause for a guarantee of service: “If the City’s appointed Manager is terminated by the governing body after less than one year on the job, the Austin Peters Group will renew the recruitment process for another Manager at no additional cost to the City.” Page 22 of 259 20 | P a g e 8. Sample Materials Sample materials are provided in the appendix. APG Website and Products/Services The Austin Peters Group, Inc. Services www.austinpeters.com Management Recruitment and Development •Executive and Managerial Recruitment and Selection •Team Building •Strategic Planning •Grant Writing •Performance Evaluation •Human Resource Management •Organizational Climate Surveys •Program Evaluation •Group Facilitation Compensation and Benefits •Compensation and Benefit Studies and Solutions •Job Evaluation •Market Analysis General Employment •Compliance with Federal Employment Law •Employee Handbooks •Job Descriptions •Employment Mediation •Third Party Investigation •Sexual Harassment Training •Interviewing Techniques •Conducting Background Checks Leadership Development •Achieve Global Products •Myers Briggs Type Indicator •Communication Styles •Conflict Resolution Page 23 of 259 21 | P a g e •Supervisory Training •Employee Development Affirmative Action Planning •Affirmative Action Planning •Compensation Analysis •Equal Opportunity Surveys •Recruitment and Placement Support •Diversity and Sensitivity Training Public and Non-Profit Clients (partial list) *Executive Recruitment Arc of Douglas County, KS Arc of Sedgwick County, KS Archuleta County, CO Barton County, KS Benedictine College, KS Big Brothers/Big Sisters of KS, OK, FL Boulder County, CO Boys and Girls Club, KS Butler Community College, KS Butler County, KS Cameron Regional Medical Center, MO City of Abilene, KS City of Andover, KS* City of Augusta, KS City of Beloit, KS* City of Chattanooga, TN City of Chapman, KS* City of Colby, KS* City of Columbia, TN City of Derby, KS* City of Garden City, KS* City of Grandview, MO City of Greensburg, KS* City of Hesston, KS City of Iowa City, IA City of Junction City, KS* City of La Vista, NE City of Leander, TX City of Lenexa, KS City of Marshalltown, IA Page 24 of 259 22 | P a g e City of Maryville, MO City of McPherson, KS* City of Montrose, CO City of Morristown, TN City of Neodesha, KS City of Newton, KS City of North Liberty, IA City of Oklahoma City, OK City of Ottawa, KS City of Osage City, KS* City of Paola, KS City of Park City, KS City of Rose Hill, KS City of Salem, MO* City of Smithville, MO* City of Spring Hill, KS* City of Trinidad, CO* City of Valley Center, KS* City of Wichita, KS. CLASS LTD, KS Cole County School District, MO Daviess County Public Library, KY Dickenson Foundation, KS Douglas County, KS Ellis County, KS* Families Together, KS Finney County, KS Flinthills Services, Inc., KS* Ford County, KS Franklin County, KS Harper County, KS* Henry County School District, MO Historic Wichita Cowtown, Inc. Housing Authority City of Austin, TX InterHab, Wichita, KS* Johnson County Community College, KS Johnson County, KS Kansas African American Museum, KS Kansas Association of Counties, KS Kansas City Ballet, MO Kansas Health Foundation, KS Kansas Legal Services, KS Kansas Municipal Utilities Kansas State University, KS Page 25 of 259 23 | P a g e KPTS, Channel 8 Public Television* Medical Services Bureau, KS Mercy Health Center, KS Miami Co. Mental Health Centers, KS Miami County, KS Mid America Regional Council, MO National League of Cities Platte County, MO Prairie Band Potawatomi Nation, KS Reno County, KS* Riley County, KS Routt County, CO Saint Luke’s Hospitals, KS Sarpy County, NE Sedgwick County Nonprofit Chamber of Service, KS Sedgwick County, KS Seward County, KS South Central Kansas Economic Dev, KS* Southeast Missouri State University, MO Starkey, Inc., KS* Sunflower Foundation, KS TeamMates Mentoring Program, NE The Menninger Clinic, KS Twenty First Century Alliance United States Department of Agriculture, KS United Way of Kansas City, KS Wichita/Sedgwick County Metro Planning, KS* Workforce Alliance of South Central Kansas What previous clients say about our executive recruitment services “The success at the level we achieved would not have been possible without [The Austin Peters Group’s] expert assistance. The accolades from the governing body for their service are unanimous. This is very noteworthy considering it comes from a group that seldom holds a unanimous viewpoint on issues as important and complex as this [City Administrator recruitment]. Ms. Flentje’s clients are well served by her and the Austin Peters Group.” - The Honorable Mike McNown, Mayor of Valley Center, Kansas. “After considering multiple bids from executive search firms, our governing body selected The Austin Peters Group. It proved to be a very wise choice. From the beginning, the consultants listened carefully to the wants, needs and concerns of the City Council, employees and citizens. Those ideas were considered throughout the process. Our experience was such a positive one that I can say confidently that we would not hesitate to hire your company again. – The Honorable Dion Avella, Mayor of Derby, Kansas Page 26 of 259 24 | P a g e “The Austin Peters Group was a tremendous asset in the recruitment of our new City Administrator. Ms. Flentje provided us with confidential and professional expertise, starting with a well thought out and prepared Recruitment Profile and ending with a great hire in our City Administrator. She involved and engaged the City Council in every step of the process. The Council and I highly recommend using The Austin Peters Group for your recruitment needs. We found that having [them] on our team was an investment, not an expense.” -The Honorable Bob Dixson, Mayor of Greensburg, Kansas. “The process used by your firm was much more effective [than the City’s previous recruitment.] Meetings were organized, the process was structured and the results were markedly better. We moved purposefully through a well-designed process and avoided pitfalls often associated with reaching a consensus on such an important decision. In truth, the process actually served to make the governing body more cohesive. I can recommend to other communities without hesitation, the services of The Austin Peters Group. I can also say, without reservation, that if I ever need these services again, I will not hesitate to call you.” – The Honorable Quintin Robert, Mayor of Osage City Page 27 of 259 25 | P a g e APPENDIX SAMPLE BROCHURES AND AD COPY Page 28 of 259 City Manager Recruitment Profile THE CITY OF TRINIDAD IS AN EQUAL OPPORTUNITY EMPLOYER More information about Trinidad and the full Job Description can be found at: www.trinidad.co.gov Qualified persons invited to apply by preferred deadline of April 11, 2017. Send Resume, Salary History, and Cover Letter highlighting how the Candidate meets the Preferred Qualifications desired in a City Manager sought by Trinidad Send one integrated file to: Recruitment Advisor Elizabeth Tatarko etatarko@austinpeters.com For additional information, call: The Austin Peters Group, Inc. City of Trinidad Recruitment Advisor 970-266-8724 Page 29 of 259 Recruitment Profile for Position of City Manager Trinidad, Colorado A historic and award-winning community seeks a new City Manager who can contribute creative ideas and leadership to a reemerging local economy. The distinctive southeastern community of Trinidad, county seat of Las Animas County, is rich in western-frontier history, evidence of ancient geologic history, expansive mountain vistas, and abundant tourism attractions. Situated alongside the foothills of the southern Rocky Mountains and the Purgatoire River, Trinidad’s origins date back to its early days as a trading post on the historic Santa Fe Trail. The arrival of the railroad and formal municipal incorporation in 1876 led to economic boom and a flourish of commercial and residential building featuring classic red brick, Victorian-style architecture. Prospective candidates will find that this town of nearly 8,200 people combines the best features of a low-cost, family-friendly way of life, with a diversity of outdoor pursuits, the economic opportunities afforded by an interstate highway, and a renewed spirit of civic optimism. Features of Community Life Trinidad is strategically located halfway between Denver, Colorado, and Santa Fe, New Mexico, along Interstate Highway 25. The community is also situated at the intersection of Colorado Highways 160, 350, and 12, the latter of which is designated as the Scenic Highway of Legends. Trinidad’s signature identity is shaped from its Wild West history, landscapes of natural beauty and hidden energy deposits, and the preservation of its 19th century commercial and residential structures. “There’s no mistaking it for any other town in Colorado… few other cities have a downtown filled with Victorian architecture that’s remained nearly unchanged during the last century,” observed Colorado Magazine in 2013. Residents’ community pride is affirmed by numerous designations by outside observers including: #1 Western Town in Colorado, #7 True West Town in the Nation, Colorado’s Top 10 Most Beautiful Places, Colorado’s Top 10 Most Welcoming Places, Governor Hickenlooper’s Towns to Watch, Top Ten Most Affordable Places to Live in Colorado, and Colorado Creative District and Main Street Community. Local Economy Economic forces and the concerted initiatives of City leaders are transforming the local economy from its traditional anchors of agriculture, mineral extraction, and railroading, and toward recreation and tourism, creative arts, and retail services. A snapshot of local economic activity over the past year includes: •$32 million in private investment •500,000 tourist visitors •627 businesses, including new horticulture and warehousing enterprises •Twenty-one percent growth in retail sales •Nearly a three-percent increase in annual wages The top three occupations in the City are: Educational Services and Health Care and Social Assistance 24.10% Retail Trade 10.70% Arts, Entertainment, Recreation, Accommodation and Food Services 10.20% (Source: Livability.com 2017) Page 30 of 259 The City offers unique shopping destinations, especially in the downtown Corazon de Trinidad Historic District, for jewelry, clothing, home décor, antiques, and Native American Arts. The Trinidad Trolley supports tourism with free hourly tours from the Welcome Center to downtown trolley stops. Trinidad’s one-half million visitors per year are serviced by twelve local hotels and inns. Trinidad is a transportation hub for highways and prime rail service. Four highways, including Interstate Highway 25, intersect at Trinidad and represent a significant asset for commerce and tourism. The Highway of Legends (Highway 12), renowned for its geological wonders and mountain villages, loops through Trinidad. The City’s location on Amtrak’s rail passenger line connects it with communities from Chicago to Los Angeles on the Southwest Chief. The Las Animas County Airport services small planes, and passenger air service is available 85 miles to the north in Pueblo or 30 miles further north in Colorado Springs. A resurgence of civic energy and improvements are evident, among them a planned $15.2 million, 10,000 square-foot Space to Create, which attracted the Minnesota developer Artspace as the result of Trinidad’s coveted state designation as a Colorado Creative District. Located in the historic downtown district, the project will provide apartments and studio space for local artists. The City was awarded a $2 million grant from the state to support the project. City government is also engaged in the creation of an Old Town Redevelopment Plan. Additional evidence of an economic resurgence includes private development of an abandoned industrial area adjacent to downtown with retail, hotel, and restaurant businesses. The City has recently adopted a Comprehensive Plan and approved new business development incentives. New civic energy is evident in art galleries, musical events, professional theater, and street entertainment. Education The Trinidad Public School District #1 offers education for approximately 1,000 students at two elementary schools, a middle school, and a high school. Students benefit from small class sizes of 18 pupils. Additional educational avenues are available through two parochial schools for grades K - 12. Trinidad State Junior College, the first Junior college in Colorado, provides traditional arts and sciences instruction, as well as vocational education and certification. The College offers a world-renowned gun-smithing program, and has a guaranteed transfer program through agreements with other colleges and universities in Colorado. Parks, Recreation and Leisure Amenities The City’s parks and related facilities are exceptional for a community of Trinidad’s size. Residents and visitors enjoy a myriad of green space for health and fitness, diverse outdoor leisure pastimes, and community-building events. At downtown Cimino Park adjacent to our 2-mile scenic river walk, children can run through the splash fountain and play bocce ball. The aquatic center, 15,000 square-foot community center, radical disc golf course, and a state-of-the-art Skate Park are located in the community center complex. Our City parks feature fishing, walking trails, ball fields, a historic band shell for music concerts, a fun place to play with your furry friend, and so much more. The Trinidad Municipal Golf Course, designated as “One of Colorado’s Best 9-Hole Golf Courses,” is in a wooded setting with sweeping views of the Sangre de Cristo Mountains. During baseball season, residents enjoy cheering on the Trinidad Triggers, the local semi-professional baseball team. The City is also in the process of developing a comprehensive bike trail system. Just a short drive from downtown, Trinidad Lake State Park is a mecca for outdoor water recreation including fishing, water- skiing, and boating. The park also has miles of hiking and biking trails along with beautiful RV and camping sites. Monument Lake and North Lake, city-owned assets and water sources, provide endless recreational opportunities a short distance from Trinidad. There are numerous opportunities available for hunting elk, deer, and antelope as well as a local gun range. Within a one hour drive, residents and visitors can enjoy five pristine high plains desert and lake areas, providing countless hiking, biking, and camping opportunities. Page 31 of 259 Other Features of Community Life Residents boast of a small-town charm and quiet, safe neighborhoods where neighbors know and support each other. The housing market includes one of the largest number of well-preserved Victorian homes west of the Mississippi River. Life in Trinidad is distinctly affordable with the cost of living index at 13 points below the national average and the average home price of $140,000. Local museums chronicle the unique and fascinating history of the Trinidad area. Together, the Louden-Henritze Archeology Museum, the A.R. Mitchell Museum, and the History Museum tell the community’s story. The story begins with ancient geologic formations, and much later with Native American life, the Spanish Colonial era, the Wild West settlement, and extends through the 20th century Drop City dreamers who experimented with art, architecture, and sustainability. A new wave of community creativity and synergy is impossible to miss. Community festivals include the Santa Fe Trail Festival, the art cars displays at the annual ArtoCade, and the Trinidaddio Bluesfest. The Art Trek festivities during the summer months feature street entertainment, art gallery exhibits, and one of a kind boutique shopping. Theater productions are staged by the Southern Colorado Repertory Theater Company at the historic Famous Performing Arts Center, providing high quality entertainment to the region. Trinidad City Government Trinidad has a Council/Manager form of government. The City is governed by an elected Mayor with two-year terms, and a six member City Council who serve four-year, staggered terms. All governing body members are elected at-large on a non- partisan ballot. The next election is November, 2017, when the Mayoral seat and three Council seats will be on the ballot. The work of the City government is enhanced by the citizen volunteers who serve on the City’s many number of boards and commissions. The City’s annual general fund budget for 2017 is nearly $9.7 million. Combined utility funds (water, sewer, electric, and gas) for the current year are $19.76 million. The 2017 capital improvement budget is slightly over nine million dollars. Total assessed valuation for 2016 was nearly $67 million, which was slightly lower than the previous year. Revenue sources include general and marijuana sales taxes, property taxes, use taxes, licensing permit and user fees, and intergovernmental transfers. Sales tax comprises approximately 62 percent of the general fund budget. A three-cent local sales tax is dedicated to the general fund, and a one-cent sales tax is dedicated to the capital projects fund. The City also imposes a five-cent sales tax on marijuana sales. The City continues to budget conservatively with marijuana revenue to ensure stable revenue projections. In 2016, the City received $1.4 million in marijuana sales tax and is using this revenue for economic development investments, including infrastructure, business recruitment, and community marketing. A general property tax levy is estimated to raise slightly over one million dollars in 2017, which will fund approximately ten percent of the general fund. General indebtedness is $6.8 million (nearly $750 per capita); approximately one-half of this debt is for a landfill closure liability fund. Other debt has been issued for sewer revenue bonds, a building purchase, and leases for equipment and the City trolley. Under the auspices of eleven departments, the City operates as a full service municipality, providing water, sewer, gas, and electric. The City retains ownership of a sewer plant but contracts the operation of the service with a private company. Coordination of the City services is achieved through the recently formed Executive Management Team led by the City Manager, creating a team atmosphere. In 2016, City government stepped up to provide leadership for economic development for the greater Trinidad area. With a current budget of $1.7 million, and an expectation of additional resources next year, the Department of Economic Page 32 of 259 Development manages tourism, urban renewal, and downtown development. Economic development partners include the Trinidad and Las Animas Chamber of Commerce, Trinidad Main Street, the Colorado Office of Economic Development and International Trade, the Colorado Office of Local Affairs, Great Outdoors Colorado, and State Historic Fund of Colorado. City Manager Position Requirements and Compensation The City Manager position is established by City Charter. Since 1980, five persons have served as City Manager. This position provides a wide variety of complex managerial roles, including project management, appointment and removal of employees, administrative coordination and communication across City departments. This position provides oversight and directs the functions of all City departments. The position requires strong analytical, financial, budgetary, administrative and interpersonal skills in managing assignments and projects. Minimum required qualifications include: 1) five years of experience in local government senior management, including budget and direct supervisory responsibility; 2) bachelor’s degree in business or public administration, or related field from an accredited university; 3) evidence of a stable employment history and progressive career advancement; and 4) an unblemished record of leading with integrity. Preferred qualifications include: 1) five years of experience in local government management as a manager or administrator, or assistant manager or administrator; 2) master’s degree in public administration or related field from an accredited university; 3) professional experience in a smaller, growing community; 4) expertise in public finance, economic development, and urban renewal; and 5) ICMA (International City and County Management Association) membership. The Mayor and City Council are committed to providing a base salary, executive benefits, and an employment agreement competitive with similar cities and commensurate with the experience and education of its preferred candidate. Accordingly, the low end of the salary range for the City Manager position is $103,000. The City provides employee benefits that include medical and life insurance, a 401(a) retirement plan (CCOERA or ICMA), paid vacation and holidays, sick/medical leave, and numerous voluntary benefits including dental and disability insurance, and a 457 deferred compensation plan. Use of a City vehicle and phone allowance are also provided. The Mayor and City Council have identified immediate projects and issues that will require the next City Manager’s time and resourcefulness: 1. Financial planning and management to redevelop community infrastructure. This includes large projects including assuring ADA accessibility. The City has developed a plan to provide the legally-required access of streets/curbs, parks, public restrooms and related infrastructure. Additional infrastructure projects include water transmission line upgrades, fire department facilities, and technology infrastructure improvements. 2. Expansion of economic development and community marketing. This involves overseeing the direction and new City programs for economic expansion for the community and promoting a new identity. Diversification of the economic base of Trinidad is a priority. 3. Development of the 2018 operating budget. The Council will expect the Manager to propose a budget that continues progress on improving the organization’s productivity and targets investments for economic development. The Manager will have experienced staff to offer advice and shorten the learning curve. 4. Leadership for realizing the vision for Space to Create. Trinidad has been selected to host the demonstration project for Space to Create, Colorado. This is Colorado’s first state-driven initiative to develop affordable space for artists and creatives. The Manager will be key leader in this project. Created by: Raven Paiz Page 33 of 259 More information about Spring Hill and the position can be found at www.springhillks.gov Qualified persons invited to apply by April 30, 2018. Please send one integrated Word or PDF file that includes a cover letter, resume, and salary history. Do not send multiple files. Recruitment Advisor Beth Tatarko etatarko@austinpeters.com The Austin Peters Group, Inc. (970) 266-8724 THE CITY OF SPRING HILL IS AN EQUAL OPPORTUNITY EMPLOYER. CITY ADMINISTRATOR Recruitment Profile Page 34 of 259 Situated in the southwestern Kansas City region, Spring Hill retains the historic character of a small Midwestern town alongside the thriving economy and cultural amenities of the metropolitan area. Spring Hill is strategically located along U.S. 169 and 10 miles south of Interstate 35, a major gateway to the region. Local airports include Johnson County Executive Airport and Kansas City International Airport. Spring Hill’s origin as a 19th Century agricultural community, its quiet, “front porch” way of life, excellent public services and easy commute to the prosperous metro area combine to offer an exceptional quality of life. This growing community of more than 6,000 residents is noteworthy for its flourishing economy, exceptional and moderately- priced housing, high-performing schools, family-friendly neighborhoods, and civic spirit. Prospective candidates will find Spring Hill has enviable conditions for continuing economic growth, including a 40-year record of a stable, professionally- managed municipal government. The City seeks a new, results- oriented City Administrator who can provide leadership to capitalize on economic growth opportunities, ensure excellent communication and collaboration, and manage financial planning demands.Page 35 of 259 LOCAL ECONOMY Spring Hill remains one of the top five fastest-growing cities in the metropolitan area. The city more than tripled in size since 2000. The local economy is fueled by the vitality of the regional economy. The BNSF Logistics Park Kansas City Intermodal Facility on I-35 has been a major economic driver for the southwest metro area and a significant influence in the City’s prospects for business development. Spring Hill’s economy is anchored by an industrial park and is considering expansion to a second park. The community’s potential to grow new manufacturing and warehousing industries is fueled by strategic location, a highly-skilled labor force, and affordable home prices. The average home price is $252,000, compared to $324,000 in other areas of Johnson County. The City’s major employers are: •USD 230•American Glass Company•A & M Manufacturing •Queen’s Price Chopper •Mid-Am Building Supply EDUCATION The Spring Hill area is abundant in educational resources, with quality learning choices and opportunities for preschool children through adults. The Spring Hill School District has a reputation for excellence and serves as a magnet for families seeking a quality preK-12 education. Spring Hill schools serve 3,000 students who attend six schools, all built after 2006. Students perform above state and national averages on achievement tests. Students can enroll in dual credit with Johnson County Community College and have many choices post- graduation including nearby Johnson County Community College, University of Kansas, Kansas State University, Emporia State University, and Park University, with campuses in Johnson County. HEALTH CARE Spring Hill residents benefit from several physicians, dentists, and an optometrist. Residents have access to a pharmacy, rehabilitation services, and a walk-in clinic. Additionally, within a 15-minute drive, they also have access to Olathe Medical Center, the largest hospital campus in the Midwest. Its acute- care medical center has 300 beds, and its emergency care center is one of the busiest in the region. The Center and its network of physicians specialize in nearly every area of medicine. I. COMMUNITY LIFE Page 36 of 259 OTHER FEATURES OF COMMUNITY LIFE Residents are proud of their quiet, safe neighborhoods where neighbors know and engage with each other and celebrate community. Spring Hill has a festival or party for every season! Civic events that bring together residents and visitors include tree planting at Daffodil Days, deck parties at the Aquatic Center, a parade at the Fall Festival, and a tree lighting at Hometown Holidays. The Kansas City metropolitan area offers cultural and entertainment opportunities too numerous to count. Highlights include the Nelson-Atkins Museum of Art, Starlight Theatre, 18th and Vine Historic Jazz District, Missouri Repertory Theatre, a renovated downtown entertainment area known as the Kansas City Power and Light District, and the world famous Country Club Plaza. Professional sports fans revel in Kansas City Chiefs football, Sporting Kansas City soccer, Missouri Mavericks hockey, and can recount the endless excitement of the Kansas City Royals, the 2015 World Series champions! PARKS, RECREATION AND LEISURE AMENITIES Spring Hill features seven City parks, including the voter- approved, state-of-the-art Aquatic Center Park. Voters also approved creation of a new park, recently named Spring Hill Veterans Park, alongside City Lake. Park construction began this year and will feature hiking trails, fishing piers, a veterans’ memorial, a playground, an ADA accessible dock, a canoe launch, and picnic shelters. Future plans include connecting City hiking trails with the extensive trail system of Johnson County. The Spring Hill Recreation Commission hosts recreational and competitive baseball, softball, basketball, track, tennis, soccer, pickleball and Special Olympics programs. Page 37 of 259 H C A B D S F I P G N K MJL Q R O E A. ADA accessible dock B. Canoe launch C. Rock jetty (typ) D. Small shelter (typ) E. Paved Trail F. Playground G. Medium shelter H. Trailer parking I. Restroom J.Pavilion K. Veterans Memorial L. Grilling & cookout area M. Trailhead N. Creek O.Boardwalk P.Wetland Q. Hiking trail R. Pedestrian bridge S. Park signage north0 6030 120 Veterans Park Master Plan Spring Hill, KS •Civic Center Revitalization: The sweeping improvements include an expanded gymnasium and performance stage, renovation of City offices, new Council and Court chambers, and improved accessibility. •Park Improvements: The City has significantly expanded its parks and green space. Adjacent to City Lake, Veterans Park will provide a host of new recreation options. Grants awarded in 2017 also enabled the purchase of new playground equipment for two City parks. •Lincoln Street Improvements: Work continues on this major industrial transportation link, including new drainage and curbs, and replacing the surface with concrete for heavier truck traffic into the Industrial Park. •Broadband Task Force: Residents appointed by the Mayor have been working with a technology consultant on the feasibility of a fiber-to-the-premises system. The Governing Body just received the Task Force’s final report and its recommendations for leveraging City resources to improve Internet access and speed for the community. •Spring Hill Lake Dam and Spillway Improvements: This current project will repair the dam and bring the facility to current regulatory standards. II. WHAT’S NEW IN SPRING HILL Current City government leadership is active in promoting the growth and well-being of the community on numerous fronts, including: Page 38 of 259 The City is governed by a directly-elected mayor and five council members elected at large on a non-partisan ballot to staggered four-year terms. Two council members and the mayor were elected or re-elected in November 2017. The next election will be in 2019. The governing body formally engages with residents through their appointments on commissions and boards, and through an annual Neighborhood Walk and Talks to listen to residents and invite their ideas for the community. The governing body works closely with businesses through the Spring Hill Chamber of Commerce. The City’s annual general fund budget for 2018 is $5,090,220. Combined utility funds (water, sewer, and refuse collection) for the current year are $5,599,655. The 2018 Capital Improvement Budget is $866,725. Total assessed valuation for 2017 was nearly $75 million, an impressive 8.8 percent increase from the previous year. Revenue sources include a property tax levy of 39.86 mills, which accounts for 16.5 percent of the total operating budget. Total sales tax rate is 9.475 percent in Johnson County and 9.5 percent in Miami County, with the City’s portion being 1.5 percent. Of the total City sales tax rate, .5 percent was dedicated by voters in 2009 for City parks and recreation. The most recent bond issue was in 2017 for $2.9 million to finance improvements to the Civic Center. Services are organized and delivered by eight departments: Administration, Administrative Services, Finance, Community Development, Community Services, Human Resources, Police, and Public Works. The City’s workforce, comprised of 47 full-time employees, 11 part-time employees, and 60 seasonal employees, is notable for its stability and experience. III. CITY GOVERNMENT PRIORITIES The Mayor and City Council have identified immediate projects and issues that will require the next City Administrator’s attention and resourcefulness: •Economic and Community Development. Growing in a smart manner, capitalizing on location, developing housing, focusing on downtown, and helping local businesses grow will be a priority. •Infrastructure Development. Realizing economic growth requires investing in roads, water and sewer. Planning and financing will be important. •Broadband. Bringing faster Internet speeds to the community is a priority. A community Task Force group is leading the way with recommendations. •Community Partnerships and Engagement. Developing strong partnerships that benefit the community is a priority. Communicating with new technologies is also an opportunity. $5M 2018 GENERAL FUND BUDGET 47 FULL-TIME EMPLOYEES $866K 2018 CAPITAL IMPROVEMENT BUDGET Page 39 of 259 Working under the policy direction of the Mayor and City Council, a high-level summary of the City Administrator’s responsibilities includes the following: •Ensures alignment and ongoing focus on the City Council’s goals and agenda through solid research and creative solutions. •Provides executive leadership to the organization, and develops and nurtures a strong City workforce. •Maintains fiscal accountability and finance management of City resources. •Provides collaborative leadership and outreach with departments, committees, and boards. •Provides strong communication with internal and external customers. •Resolves a wide range of resident issues and concerns through responsive problem solving. •Represents the City in negotiations with other local entities such as the county, utility companies, school board, and local property owners. •Represents the City at state and federal governmental functions. The City Administrator must establish residency within the Spring Hill City limits after assuming the position. IV. DUTIES OF CITY ADMINISTRATOR Page 40 of 259 LEADERSHIP QUALITIES The Mayor and City Council have identified preferred leadership qualities and practices of the next City Administrator and will look for evidence of these in interviews and background reviews. •Ability to develop and manage community growth. Spring Hill is uniquely situated for growth and development. An administrator with experience in developing and managing smart strategic growth is desired. •Ability to achieve and get things done. The City seeks a highly- motivated person who knows how to lead with the ability to be creative, envision the future, and demonstrate implementation with a strong track record. •Skill in communication and collaboration. Spring Hill desires a strong communicator who can convey the needs and priorities of the City with the public and be a good listener to understand resident, business, and community issues. A strong record in community relations and a positive working relationship with elected officials and staff is required. •Ability to develop and empower City employees. The next administrator must have a team-oriented approach to leading employees. This expectation requires exceptional supervisory skills to champion development and empowerment of employees. •Financial management expertise. The governing body expects its administrator to have experience in budgeting, debt management, and other dimensions of fiscal management. Staying current with best practices, especially with respect to financial transparency, is also a priority. V. CITY ADMINISTRATOR QUALIFICATIONS EDUCATION AND EXPERIENCE Minimum qualifications: 1) Five years of experience in local government management as an assistant manager or administrator, or department director that includes budget and direct supervisory responsibility; 2) Bachelor’s degree in business or public administration, or related field from an accredited university; 3) Experience in economic development; 4) Evidence of a stable employment history and progressive career advancement; and 5) An unblemished record of leading with integrity. Preferred qualifications: 1) Master’s degree in public administration or related field from an accredited university; 2) Professional experience in a growing community; 3) Public finance expertise, including infrastructure debt management; and 4) ICMA (International City and County Management Association) membership.Page 41 of 259 Recruitment Profile prepared by: The Austin Peters Group, Inc. VI. PARAMETERS OFCOMPENSATION VII. ESTIMATEDRECRUITMENT TIMETABLE The Mayor and City Council are committed to providing a competitive package with similar cities in the metropolitan region. Salary commensurate with experience, starting at $125,000. The City provides employee benefits that include group health insurance and retirement benefits through the Kansas Public Employees Retirement System (KPERS). Other benefits include life insurance, sick leave, vacation leave, personal days, optional KPERS 457 deferred compensation savings plan, and supplemental insurance provided by AFLAC. An automobile allowance, support for professional development, and association memberships may be negotiated as part of the total executive compensation. March 22 Mayor and Council approve text of City Administrator Recruitment Profile March 26 Publication and announcement of recruitment April 30 Deadline for resume submission May 10 Consultant delivers confidential Screening Report; Mayor and Council determine interview finalists May 17/18 Mayor and Council interview finalists May 19 Mayor and Council identify preferred candidate and make employment offer May 24 Employment agreement approved, new City Administrator announced June 28 New City Administrator begins work (or as soon thereafter as possible)Page 42 of 259 For information contact: Marla Flentje, Recruitment Advisor The Austin Peters Group, Inc. www.mflentje@austinpeters.com Phone 316-250-1344 • Fax 913-851-7529 CITYADMINISTRATOR July 11, 2011Recruitment Profile City of Salem, Missouri Page 43 of 259 The Salem School District provides K-12 education at two elementary schools, one junior high and one high school. An average classroom size of 19 students provides a foundation for quality instruction. Graduation rates exceed state averages, and Salem students are frequent winners of academic competitions. Access to numerous postsecondary institutions is available. Southwest Baptist University offers studies in liberal arts programs. Nearby, residents may attend programs from Missouri University of Science and Technology, East Central College, Drury University, Rolla Technical Institute and the Salem TeleCenter. The abundance of green space in and around Salem including scenic riverways and highways, national forests, lakes, parks and conservation habitats presents innumerable choices for outdoor recreation: canoeing, trout fishing, hiking, wild game hunting, horseback riding and camping. Other nearby attractions include the Ozark National and Cultural Resource Center, and numerous historic sites and museums. Golf enthusiasts have access to the nine-hole Spring Creek Golf Club . The City is notable for its parks and recreation facilities which offer swimming, playgrounds, picnicking, youth sports leagues and facilities for festivals. Unique Oppor tunity City government seeks to recruit a City Administrator to serve the community in cost-effective and innovative ways. Salem (population 5,000) is located in the heart of South Central Missouri, and surrounded by spectacular scenic beauty and countless opportunities for outdoor recreation. Local government professionals will find that Salem combines the best features of a small-town, family- friendly way of life with the benefits of a flourishing regional economy and nearby urban amenities. n The Salem Community Located 25 miles south of Interstate-44, Salem is equidistant from St. Louis and Springfield enabling easy access to the assets of large urban centers. As the County seat of Dent County, Salem is notable for its iconic Victorian courthouse in the town center. The National Ozarks Scenic Riverways Park and Montauk State Park with its world-renowned trout fishing are a short drive from City limits. Mining, food distribution and raw wood products are mainstays of the local economy. Retail business to support the sizeable number of tourists drawn to regional outdoor activities is also an important sector. Salem is also the regional retail hub for residents living south and east of the city. Good highway options exist for commerce and tourism. Four state highways intersect Salem. A short drive north gives businesses two-hour interstate access to St. Louis and Jefferson City to the northeast and Springfield to the southwest. Master’s Industrial Park hosts seven businesses and has room for several more. Free lots are available to new businesses in exchange for job creation. Enhanced Enterprise Zone tax benefits also are available . The Salem community prides itself on strong ties to family and neighbors, lively civic involvement and stewardship of natural resources. Photo courtesy of The Salem News. Photo courtesy of The Salem News. Page 44 of 259 Salem residents have convenient access to quality health care services: • Local family practice physicians • The Salem Memorial District Hospital •Choices for dentists, optometry, chiropractic and other medical specialties and pharmacies When asked to volunteer most residents say “yes!” Their community allegiance is impossible to miss, evidenced by over 60 voluntary organizations. This astonishing number of associations contributes to community life in numerous ways including preserving community heritage, hosting celebrations, enabling charitable giving and sponsoring worthy projects. n City Government Salem is governed by a Mayor and a four-member Board of Aldermen. The Mayor has veto authority but does not vote except in case of a tie. All elected positions are for two years, and there are no term limits. The Mayor and two Alderman seats are up for election in April, 2012. The City first created the position of City Administrator by ordinance in 1980. Since that time, three people have held the position, although for a period of more than ten years, the position was unfilled. The City provides a full range of municipal services including law enforcement, economic development, library, code enforcement, information technology, street maintenance, planning and zoning administration, water and wastewater, electric power distribution, parks and recreation, election administration and solid waste. City services are delivered through seven administrative departments. The City’s total budget is $10.4 million. 2012 City general fund expenditures are budgeted at $2,366,452. Sales and property taxes are the primary revenue sources. The City levies a local one cent sales tax for general government purposes. The City levies an additional one-half cent local sales tax dedicated for capital improvements that is estimated to raise $510,389 in the coming year. Despite the nation- wide recession, sales tax collections in Salem have held steady. Total assessed valuation for the most recent year is $44,457,836, and the property tax rate is $0.624 on every $100 of assessed valuation. Among cities in Missouri, Salem’s property tax rate is considered low. At present, the City has no bonded indebtedness. Salem employs 57 persons full time. Employee benefits include group health insurance provided through United Healthcare. Employees’ single health insurance premiums are paid fully by the City. Additional premium cost for family members’ health insurance coverage is paid by the employee. Employees receive retirement benefits through the Local Area Government Employee Retirement System (LAGERS L-6). Employees contribute four percent of their gross salary toward retirement and are vested after five years of employment. n Position Description By ordinance, the City Administrator is the chief administrative officer of the City, subject to the supervision of the Board of Aldermen, and responsible to the Mayor and Board for proper administration of all affairs of City government. The position has broad responsibilities for finance, purchasing, human resources, property management, and policy research and recommendations as well as staff support for meetings of the Board of Aldermen. The Administrator hires/terminates all subordinate employees, provides day-to- day supervision for department directors and for the latter, recommends personnel actions to the Mayor and Board. n Page 45 of 259 Position Requirements Minimum qualifications: 1) three years experience in public sector management, including direct supervisory responsibility; 2) bachelors degree in business or public administration, or related field from an accredited university; and 3) evidence of stable employment history and progressive career advancement. Preferred qualifications: 1) three years experience in local government as manager or administrator, or assistant manager or administrator; 2) masters degree in public administration or related field from an accredited university; 3) previous personal or professional experience with rural community; 4) broad experience in human resource management; 5) record of obtaining external funds, and 6) ICMA (International City and County Management Association) membership. n Preferred Candidate Qualities Ability to lead the day-to-day organization and develop staff. The Administrator must have excellent supervisory skills that include: 1)Establish high performance standards and effectivelydelegate responsibility; 2)Maintain good will, but also hold employeesaccountable for achieving goals; 3)Recognize exceptional employee performance; and 4)Develop cooperative relationships among the management team. Expertise in financial and human resource management. The City seeks an Administrator who is experienced in budgeting and financial practices, and expect this individual not only to correct problems but also to introduce best practices. The same expectation holds with respect to advancing human resource management practices. Exceptional communication skills. The next Administrator will need to listen thoughtfully, communicate the City’s interests and priorities, and explain decisions. He or she will need skill in facilitating group consensus. Excellent writing and presentation skills for lay audiences also are essential. Skills of diplomacy for developing relationships. The next Administrator should demonstrate strong interpersonal skills and ability to bridge differences and forge partnerships for the benefit of the community. Unblemished record of ethical conduct. The Administrator must have demonstrated in past positions the highest standards of ethical conduct in all professional and community relationships. n City Issues and Challenges The Mayor and Board have identified the most immediate projects and issues that will require the next City Administrator’s attention and resourcefulness: 1. Improving financial management. A 2010 audit by the Missouri State Auditor identified high-priority changes needed in the City’s financial practices. Addressing the concerns highlighted in these audits is among the Board’s highest priorities. 2. Strengthening human resource management. The City seeks to improve supervision through consistent use of performance appraisals for all personnel. A review of all positions to recommend how efficiencies can be captured is also expected. 3. Establishing strategic priorities. The Mayor and Board will ask the next Administrator to facilitate priority setting in the form of a strategic plan adopted by the Board. Page 46 of 259 4. Enhancing customer service. The City must take better advantage of its website to improve information and streamline services. The governing body wants its new Administrator to sustain a “user-friendly” City Hall, and expand information and services on the web. 5. Expanding options for partnerships. City government has untapped potential for greater cooperation with community entities for mutual gain. Conversations with County and School District likely will yield the most fertile ideas for enhanced cooperation. The City will expect the Administrator to facilitate such discussions. 6. Strengthening internal teamwork. What changes can improve internal communication, coordination and problem solving across department lines? How can teamwork among departments be enhanced? The Board will look to its Administrator to enhance internal cooperation. n Parameters of Compensation The Mayor and Board are committed to providing a base salary, benefits and an employment agreement that are competitive with similar cities in their Missouri region and commensurate with the experience and education of its preferred candidate. Interested persons may contact the Recruitment Advisor for additional information about salary. The City provides benefits that include group health insurance through United Healthcare, and retirement benefits through LAGERS. A vehicle stipend and support for professional development and association memberships may be negotiated as a part of total compensation. Other benefits include life insurance, paid vacation, and holiday and sick leave. n Recruitment Process and Timetable July 8: Announcement of vacancy July 29: Deadline for resume submission Aug. 8: Receive Screening Report Aug. 12: Announce finalists for position Aug. 22: Interview and present finalists at forums (week of) Aug. 29: Make employment offer to preferred candidate Sept. 6: Approve employment agreement; announce new Administrator Sept. 26: New City Administrator begins work (estimated) Application Process Those qualified candidates who wish to apply should send application letter with resume, salary history, four work-related references, in one e-file, in confidence to recruitment advisor: mflentje@austinpeters.com. Preference to resumes received before July 29. Finalists are subject to disclosure. n Photo courtesy of The Salem News. Page 47 of 259 Celebrating 20 Years of Service to Local Governments Providing the Best in People Service OVERLAND PARK, KS OFFICE: P.O. Box 27196, Overland Park, KS 66225 Phone: (913) 851 -7530 FORT COLLINS, CO OFFICE: 4809 Prairie Vista Drive, Fort Collins, CO 80526 Phone: (970) 266-8724 Fax: (913) 851-7529 www.austinpeters.com City Administrator Position Announcement Ad Copy Spring Hill, Kansas ICMA AD •Job Function: City Administrator •Credential: No preference •Salary: Low end of salary range is $125,000 plus executive benefits •Position Type: Full Time •Population: 6,000 •Website: www.springhillks.gov •Where: Spring Hill, Kansas (metropolitan Kansas City region) •Form of Government: Mayor-Council HOW TO APPLY Post Date: Mar 29,2018 Deadline: April 30, 2018 Qualified persons are encouraged to apply by submitting a cover letter, resume, and salary history in one integrated Word or PDF file to Beth Tatarko, Spring Hill Recruitment Advisor, etatarko@austinpeters.com. For more information, call (970) 266-8724. SUMMARY The City seeks a results-oriented City Administrator who can provide leadership to capitalize on economic growth opportunities, ensure excellent communication and collaboration, and manage financial-planning demands. Situated in the southwestern Kansas City region, Spring Hill retains the historic character of a small Midwestern town alongside the thriving economy and cultural amenities of the metropolitan area. Spring Page 48 of 259 Celebrating 20 Years of Service to Local Governments Providing the Best in People Service Hill is strategically located along U.S. 169 and 10 miles south of Interstate 35, a major gateway to the region. Spring Hill’s quiet “front porch” way of life, excellent public services and easy commute to the prosperous metro area combine to offer an exceptional quality of life. This growing community of more than 6,000 residents is noteworthy for its flourishing economy, exceptional and moderately-priced housing, high-performing schools, family- friendly neighborhoods, and civic spirit. Prospective candidates will find Spring Hill has enviable conditions for continuing economic growth, including a 40-year record of a stable, professionally-managed municipal government. The City is governed by a directly-elected mayor and five council members elected at large on a non-partisan ballot to staggered four-year terms. Two council members and the mayor were elected or re-elected in November 2017. The next election will be in 2019. The annual general fund budget for 2018 is $5,090,220. Combined utility funds (water, sewer, and refuse collection) for the current year are $5,599,655. Total assessed valuation for 2017 was nearly $75 million, an impressive 8.8 percent increase from the previous year. The City employs 47 full-time employees. Position has broad responsibilities for budget and finance, purchasing, human resources, department head supervision, and policy research and recommendations. The selected candidate must establish residency within the City. Successful candidates should organize resume around these qualifications: Minimum qualifications: 1) Five years of experience in local government management as an assistant manager or administrator, or department director that includes budget and direct supervisory responsibility; 2) Bachelor’s degree in business or public administration, or related field from an accredited university; 3) Experience in economic development; 4) Evidence of a stable employment history and progressive career advancement; and 5) An unblemished record of leading with integrity. Preferred qualifications: 1) Master’s degree in public administration or related field from an accredited university; 2) Professional experience in a growing community; 3) Public finance expertise, including infrastructure debt management; and 4) ICMA (International City and County Management Association) membership. See full Recruitment Profile brochure at www.springhillks.gov. Page 49 of 259 Celebrating 20 Years of Service to Local Governments Providing the Best in People Service ALL OTHER AD POSTINGS - Spring Hill, Kansas (6,000) City Administrator Spring Hill’s “front porch” way of life, excellent public services and easy commute to the Kansas City metro area combine to offer an exceptional quality of life. This growing community is noteworthy for its flourishing economy, moderately-priced housing, high- performing schools, family-friendly neighborhoods, and civic spirit. Candidates will find conditions for continuing economic growth, including a 40-year record of professionally- managed municipal government. Full-service government has a $5 million operating budget and 47 full-time employees. Compensation negotiable and competitive. Starting salary $125,000. See full Recruitment Profile brochure at www.springhillks.gov. Qualified persons should submit a cover letter highlighting preferred qualifications, resume, and salary history in one integrated Word or PDF file to Beth Tatarko, Spring Hill Recruitment Advisor, etatarko@austinpeters.com by April 30. For more information, call (970) 266 -8724. Page 50 of 259 In our increasingly complex world, the need for good leadership has never been greater. In fact, effective leadership is crucial to the success of any organization. But what is an “effective leader”, and how can you improve your chances of success in leadership roles? What is the Campbell Leadership Descriptor? A self assessment designed to help individuals identify characteristics for successful leadership, recognize their strengths and identify areas for improvement. What does the Campbell Leadership Descriptor assess? The following major leadership attributes were based on more than thirtyfive years of research, observation and recurring themes from leaders attending CCL programs: • Vision •Management •Empowerment • Diplomacy •Feedback •Entrepreneurialism • Personal style •Personal energy • Multicultural awareness The benefits of using the Campbell Leadership Descriptor: •Universal: applicable for leaders at every level in every type of organization •Allows participants to compare themselves with effective and ineffective leaders •360 alternative — when the time and resources are not available to do a formal 360-degree assessment •Participants develop an action plan based on leadership attributes that make a difference •Personalized assessment that allows for reflection and taking action to improve development needs •Sets the stage to further leverage strengths Special Features: •Short, self scoring, easy to administer •Facilitators Guide Package provides everything needed to design and facilitate leadership workshops Pricing •Campbell Leadership Descriptor $63 Facilitator’s Package •Campbell Leadership Descriptor $38 Participant Workbook & Survey •Campbell Leadership Descriptor $19 Survey Certification No certification is required for purchase Campbell Leadership Descriptor Self-Assessment The World’s Most Widely Used Leadership Assessments CCL pioneered the use of assessments and feedback in leadership development decades ago. Since then, millions of users from thousands of organizations have relied on CCL assessments to produce valid, reliable and actionable results. Center for Creative Leadership®, CCL, and its logo are registered trademarks owned by the Center for Creative Leadership. ©2015 Center for Creative Leadership. All rights reserved. CLD15v1 How to Order To order Campbell Leadership Descriptor or to learn more about how CCL can support you through the entire process, email info@leaders.ccl.org or call +1 336 545 2810. www.ccl.org/cld Page 51 of 259 Myers-Briggs Type Indicator® Interpretive Report for Organizations Developed by Sandra Krebs Hirsh and Jean M. Kummerow Myers-Briggs Type Indicator ® Interpretive Report for Organizations Copyright 1990, 1998, 2005 by Peter B. Myers and Katharine D. Myers. All rights reserved. This report is based on Hirsh, S. K., & Kummerow, J. M., Introduction to Type ® in Organizations, 3rd ed. (CPP, Inc., 1998). Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Introduction to Type, and the MBTI logo are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a registered trademark of CPP, Inc. CPP, Inc. | 800-624-1765 | www.cpp.com 3FQPSUlQSFQBSFElGPS +"/&l4".1-& "QSJMl l *OUFSQSFUFElCZ $BSPMl$POTVMUBOU "#$l$POTVMUJOH Page 52 of 259 Myers-Briggs Type Indicator® Interpretive Report for Organizations JANE SAMPLE /ENFP Page 2 Introduction This report is designed to help you understand your results on the Myers-Briggs Type Indicator ® (MBTI®) instrument and how they can be applied in organizational settings. The MBTI assessment provides a useful method for understanding people by looking at eight personality preferences that everyone uses at different times. These eight preferences are organized into four dichotomies, each made up of a pair of opposite preferences. When you take the assessment, the four preferences you identify as being most like you are combined into what is called a type. The four dichotomies are shown in the chart below. Where you focus your attention Extraversion (E) 7 or 8 Introversion (I) The way you take in information Sensing (S) 7 or 8 Intuition (N) The way you make decisions Thinking (T) 7 or 8 Feeling (F) How you deal with the outer world Judging (J) 7 or 8 Perceiving (P) The MBTI instrument was developed by Katharine Briggs and Isabel Briggs Myers and is based on the work of Carl Jung and his theory of psychological type. In understanding your MBTI results, remember that the MBTI tool • Describes rather than prescribes, and therefore is used to open possibilities, not to limit options • Identifies preferences, not skills, abilities, or competencies • Assumes that all preferences are equally important and can be used by every person • Is well documented with thousands of scientific studies conducted during a sixty-year period • Is supported by ongoing research How Your MBTI® Interpretive Report for Organizations Is Organized •Summary of Your MBTI® Results •Your Work Style Snapshot Work Style Chart Preferences at Work Chart Communication Style Chart •Order of Your Preferences •Your Problem-Solving Approach Problem-Solving Approach Chart •Conclusion Page 53 of 259 Myers-Briggs Type Indicator® Interpretive Report for Organizations JANE SAMPLE /ENFP Page 3 Summary of Your MBTI® Results How you decide to answer each item on the MBTI assessment determines your reported MBTI type. Since each of the preferences can be represented by a letter, a four-letter code is used as shorthand for indicating type. When the four dichotomies are combined in all possible ways, sixteen different types result. Your reported MBTI type is shown below. Reported Type: ENFP Where you focus your attention Extraversion Preference for drawing energy from the outside world of people, activities, and things Introversion Preference for drawing energy from one’s inner world of ideas, emotions, and impressions The way you take in information Sensing Preference for taking in information through the five senses and noticing what is actual Intuition Preference for taking in information through a “sixth sense” and noticing what might be The way you make decisions Thinking Preference for organizing and structuring information to decide in a logical, objective way Feeling Preference for organizing and structuring information to decide in a personal, values-based way How you deal with the outer world Judging Preference for living a planned and organized life Perceiving Preference for living a spontaneous and flexible life E I S N T F J P The preference clarity index (pci) indicates how clearly you chose one preference over its opposite. The bar graph below charts your results. The longer the bar, the more sure you may be about your preference. Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear Clarity of Reported Preferences: Extraversion E Sensing S Thinking T Judging J I Introversion N Intuition F Feeling P Perceiving 30 25 20 15 10 5 0 5 10 15 20 25 30 PCI Results Because MBTI results are subject to a variety of influences, such as work tasks, family demands, and other factors, they need to be individually verified. If your reported type does not seem to fit, you will want to determine the type that comes closest to describing you. Your type professional can assist you in this process. ENFP 26 26 3 25 Extraversion 26 Intuition 26 Feeling 3 Perceiving 25 Page 54 of 259 Myers-Briggs Type Indicator® Interpretive Report for Organizations JANE SAMPLE /ENFP Page 4 Your Work Style: ENFP A series of descriptions that relate to your work preferences and behaviors is presented for your type. When reviewing these descriptions, keep in mind that, because the MBTI assessment identifies preferences, not abilities or skills, there are no “good” or “bad” types for any role in an organization. Each person has something to offer and learn that enhances his or her contribution. The snapshot for your type is shown below, followed on the next pages by three charts that outline how your type influences your work style, your preferences at work, and your communication style. ENFP Snapshot ENFPs are enthusiastic, insightful, innovative, versatile, and tireless in pursuit of new possibilities. They enjoy working on teams to bring about change related to making things better for people. Although the descriptors below generally describe ENFPs, some may not fit you exactly due to individual differences within each type. ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ Creative Curious Energetic Enthusiastic Expressive Friendly Imaginative Independent Original Restless Spontaneous Versatile Page 55 of 259 Myers-Briggs Type Indicator® Interpretive Report for Organizations JANE SAMPLE /ENFP Page 5 CONTRIBUTIONS TO THE ORGANIZATION •See the need for change and initiate it •Focus on possibilities, especially for people •Energize and persuade others through their contagious enthusiasm •Add creativity and imagination to projects and actions •Appreciate and acknowledge others LEADERSHIP STYLE •Lead with energy and enthusiasm •Prefer to take charge of the start-up phase •Communicate and often become spokespersons for worthy causes •Work to include and support people while allowing for their own and others’ autonomy •Pay attention to what motivates others and encourage them to act PREFERRED WORK ENVIRONMENTS •Contain imaginative people focused on human possibilities •Allow for sociability and flair •Foster participative atmosphere with varied people and perspectives •Offer variety and challenge •Encourage ideas •Are flexible, casual, and unconstrained •Mix in fun and enjoyment PREFERRED LEARNING STYLE •Active, experiential, and imaginative •Interesting content, whether or not it has practical applications POTENTIAL PITFALLS •May move on to new ideas or projects without completing those already started •May overlook relevant details and facts •May overextend and try to do too much •May procrastinate while searching for the best possible answer SUGGESTIONS FOR DEVELOPMENT •May need to set priorities based on what is most important and then follow through •May need to pay attention to and focus on key details •May need to learn to screen tasks and say “no” rather than try to do what is initially appealing •May need to apply project and time management skills to meet goals Your Work Style Page 56 of 259 Myers-Briggs Type Indicator® Interpretive Report for Organizations JANE SAMPLE /ENFP Page 6 Your Preferences at Work EXTRAVERSION •Like participating actively in a variety of tasks •Are often impatient with long, slow jobs •Are interested in the activities of their work and in how other people do them •Act quickly, sometimes without thinking •Find phone calls a welcome diversion when working on a task •Develop ideas by discussing them with others •Like having people around and working on teams INTUITION •Like solving new, complex problems •Enjoy the challenge of learning something new •Seldom ignore insights but may overlook facts •Like to do things with an innovative bent •Like to present an overview of their work first •Prefer change, sometimes radical, to continuation of what is •Usually proceed in bursts of energy, following their inspirations FEELING •Use values to reach conclusions •Work best in harmony with others, concentrating on the people •Enjoy meeting people’s needs, even in small matters •Let decisions be influenced by likes and dislikes •Are sympathetic and avoid telling people unpleasant things •Look at the underlying values in the situation •Want appreciation throughout the process of working on a task PERCEIVING •Want flexibility in their work •Enjoy starting tasks and leaving them open for last-minute changes •Want to include as much as possible, thus deferring needed tasks •Like staying open to experiences, not wanting to miss anything •Postpone decisions because of a search for options •Adapt well to change and feel restricted with too much structure •Use lists to remind themselves of possible things to do Source: Adapted from Myers, I. B. (1962), Introduction to Type® (1st ed.). Mountain View, CA: CPP, Inc. All rights reserved. Page 57 of 259 Myers-Briggs Type Indicator® Interpretive Report for Organizations JANE SAMPLE /ENFP Page 7 Your Communication Style EXTRAVERSION •Communicate with energy and enthusiasm •Respond quickly without long pauses to think •Converse about people, things, and ideas in the outside world •May need to moderate expression •Seek opportunities to communicate with groups •Prefer face-to-face communication to written, voice mail to e-mail •In meetings, like talking out loud to build their ideas INTUITION •Like global schemes, with broad issues presented first •Want to consider future possibilities and challenges •Use insights and imagination as information and anecdotes •Rely on a roundabout approach in conversations •Like suggestions to be novel and unusual •Refer to general concepts •In meetings, use the agenda as a starting point FEELING •Prefer to be personable and in agreement •Want to know an alternative’s impact on people and values •Can be interpersonally appreciative and accepting •Are convinced by personal authenticity •Present points of agreement first •Consider logic and objectivity as secondary data •In meetings, seek involvement with people first PERCEIVING •Are willing to discuss timetables but resist tight deadlines and unchangeable schedules •Enjoy surprises and adapt to last-minute changes •E xpect others to respond to situational requirements •Present their views as tentative and modifiable •Want to hear about options and opportunities •Focus on autonomy and flexibility •In meetings, concentrate on the process being used Source: Adapted from Kummerow, J. M. (1985), Talking in Type. Gainesville, FL: Center for Applications of Psychological Type. Page 58 of 259 Myers-Briggs Type Indicator® Interpretive Report for Organizations JANE SAMPLE /ENFP Page 8 Order of Your Preferences Your four-letter type code represents a complex set of dynamic relationships. Everyone likes some of the preferences better than others. In fact, it is possible to predict the order in which any individual will like, develop, and use his or her preferences. As an ENFP, your order is #1 Intuition #2 Feeling #3 Thinking #4 Sensing Intuition is your #1, or dominant, function. The strengths of dominant Intuition are to •Recognize new possibilities •Come up with novel solutions to problems •Delight in focusing on the future •Watch for additional ideas •Tackle new problems with zest Under stress, you may •Become overwhelmed with ideas and possibilities, all equally enticing •Get obsessed with unimportant details •Become preoccupied with one irrelevant fact, making it represent the entire domain •O verindulge in sensory pursuits, e.g., eating, drinking, watching too much television, or exercising too much Overall, when faced with an issue, you will probably want to explore creative possibilities for growth (#1 Intuition) that fit with your values (#2 Feeling). For optimal results, however, you may need to apply logic dispassionately (#3 Thinking) and consider the relevant facts and details (#4 Sensing). The potential pitfalls and suggestions for development listed in the Work Style chart shown earlier also relate to your order of preferences in that the pitfalls may be the result of an undeveloped use of preferences. Page 59 of 259 Myers-Briggs Type Indicator® Interpretive Report for Organizations JANE SAMPLE /ENFP Page 9 Your Problem-Solving Approach: ENFP When solving problems, you can use your type preferences to help guide the process. Although it seems straightforward, this can be difficult to do because people tend to skip those parts of the problem-solving process that require use of their less-preferred functions. Decisions are usually made by relying on the dominant function (#1) and ignoring the least-preferred function (#4). A better decision is likely to result if all your preferences are used. The chart below as well as the tips that follow will help guide you in this approach. You may wish to consult others of opposite preferences when making important decisions or pay particular attention to using your less-preferred functions. Your Problem-Solving Approach 1.W hen solving a problem or making a decision, you are most likely to start with your dominant function, INTUITION, by asking •W hat interpretations can be made from the facts? •W hat insights and hunches come to mind about this situation? •W hat would the possibilities be if there were no restrictions? •W hat other directions/fields can be explored? •W hat is this problem analogous to? 2. You may then proceed to your #2 function, FEELING, and ask •How will the outcome affect the people, the process, and/or the organization? •W hat is my personal reaction to (my likes/dislikes about) each alternative? •How will others react and respond to the options? •W hat are the underlying values involved for each choice? •W ho is committed to carrying out the solution? 3.You are not as likely to ask questions related to your #3 function, THINKING, such as •W hat are the pros and cons of each alternative? •W hat are the logical consequences of the options? •W hat are the objective criteria that need to be satisfied? •W hat are the costs of each choice? •W hat is the most reasonable course of action? 4.You are least likely to ask questions related to your #4 function, SENSING, such as •How did we get into this situation? •W hat are the verifiable facts? •W hat exactly is the situation now? •W hat has been done and by whom? •W hat already exists and works? Page 60 of 259 Myers-Briggs Type Indicator® Interpretive Report for Organizations JANE SAMPLE /ENFP Page 10 Conclusion Although individuals of any type can perform any role in an organization, each type tends to gravitate toward particular work, learning, and communication styles. You function best when you can adopt a style that allows you to express your preferences. When you are forced to use a style over a long period that does not reflect your preferences, inefficiency and burnout may result. Even though you can adopt a different style when needed, you will contribute most when you are using your preferences and drawing on your strengths. To improve your problem solving, apply these four preferences as well: •Use Introversion to allow time for reflection at each step along the way •Use Extraversion to discuss each step before moving on •Use Perceiving in each step to keep discussions and options open, not cutting things off too prematurely •Use Judging to make a decision and determine a deadline and schedule For more than 60 years, the MBTI tool has helped millions of people throughout the world gain a deeper understanding of themselves and how they interact with others, helping them improve how they communicate, work, and learn. For resources to help you further your knowledge, visit www.cpp.com to discover practical tools for lifetime learning and development. CPP, Inc. | 800-624-1765 | www.cpp.com © Full copyright information appears on page 1. Page 61 of 259 Good PROPOSAL City of Englewood Executive Recruitment Services for City Manager RFP 18-039 Due Date: December 6, 2018 Your Path to Performance SUBMITTED BY: MELISSA ASHER Sr. Practice Leader, Products and Services CPS HR Consulting 4 West Dry Creek Circle, Suite 100 Littleton, CO 80120 P: 916-471-3358 masher@cpshr.us Tax ID: 68-0067209 www.cpshr.us Page 62 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | i December 6, 2018 City of Englewood c/o Purchasing Division 1000 Englewood Parkway Englewood, CO 80110 Submitted via email to: eboyd@englewoodco.gov. Subject: Executive Recruitment Services for City Manager Dear City Council Members: CPS HR Consulting (CPS HR) is pleased to have the opportunity to submit a proposal to assist the City of Englewood (City) with the recruitment of a new City Manager. We are uniquely qualified to undertake this effort as we have vast experience in assisting public agencies with executive search, screening, and placement. We understand that each agency is unique, and our extensive experience allows us to tailor our process to specifically meet your needs. Our work with local government agencies throughout the United States gives us an in-depth understanding of government operations, programs, and services. Each recruitment is an opportunity to shape and prepare your organization for the future. We understand how important this transition is for you and are perfectly placed to assist you in this endeavor. For this engagement, Mr. Josh Jones will serve as project manager, he has worked with both cities and counties in such high-level roles as City Manager for the City of Parowan, Utah; Assistant City Manager for the City of Xenia, Ohio; Assistant to the Village Manager for the Village of Oak Lawn, Illinois; and Deputy County Administrative Officer for the County of Lake, California. It is our commitment to work in partnership with your organization to a successful result. Thank you for the opportunity to be considered for this assignment. CPS HR is flexible with the proposed work plan and we are happy to discuss alternate approaches and pricing. Should you have questions or comments about the information presented in this proposal, please contact Melissa Asher at masher@cpshr.us or (916) 471-3358. Sincerely, Melissa Asher Senior Practice Leader, Products and Services Page 63 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | ii Table of Contents Qualifications................................................................................................................................................ 1 About CPS HR ............................................................................................................................................ 1 Recruitment Experts ................................................................................................................................. 1 Scope of Services .......................................................................................................................................... 4 Phase I - Develop Candidate Profile and Recruitment Strategy ............................................................... 4 Phase II – Aggressive, Proactive, and Robust Recruitment....................................................................... 5 Phase III – Selection .................................................................................................................................. 6 Timeline..................................................................................................................................................... 8 Consulting Staff ............................................................................................................................................ 9 References .................................................................................................................................................. 11 Cost ............................................................................................................................................................. 12 Professional Services ............................................................................................................................... 12 Itemized List of Professional Fee ............................................................................................................ 12 Reimbursable Expenses .......................................................................................................................... 13 Approach .................................................................................................................................................... 14 Key Stakeholder Involvement ................................................................................................................. 14 City’s Needs ............................................................................................................................................. 14 Commitment to Communication ............................................................................................................ 14 Aggressive, Proactive, and Robust Recruitment ..................................................................................... 14 Placement Guarantee ................................................................................................................................ 15 Two-Year Guarantee ............................................................................................................................... 15 Insurance and Contract Requirements ...................................................................................................... 15 Sample Materials: ...................................................................................................................................... 16 Page 64 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 1 Qualifications About CPS HR CPS HR Consulting has been assisting organizations with their talent management needs for over 30 years. We have unique expertise in delivering HR management and consulting services, employment testing, and assessment services to government agencies throughout North America. Our core competency is its knowledge of and expertise in the public sector. As a public agency, we understand the challenges and issues facing our client base. As a self-supporting public entity, we also understand the need for innovative yet practical results. CPS HR can provide expertise that is unique because we share with our clients a common perspective. There is no competitor in the industry that can make this claim. Recruitment Experts CPS HR specializes in the recruitment and selection of key professionals for cities, counties, special districts, and non-profits. Working in partnership with the governing body or selection team, we develop customized search strategies that focus on locating and recruiting qualified candidates who match the agency’s unique needs. Our wealth of recruitment experience has been gained through more than 16 years of placing top and mid-level executives in public agencies throughout the United States. Seasoned Executive Recruiters. Our recruiters possess a high level of expertise in recruiting and placing executive-level professionals. Our staff of experts includes an exceptional group of full-time employees as well as a full complement of subject matter experts, intermittent employees, and part-time employees with a variety of public and private sector experience. Detailed Needs Assessments. We conduct a detailed needs assessment to identify 1) future organizational direction; 2) challenges facing the position; 3) the working style and organizational climate; and 4) required core and job specific competencies as well as personal and professional characteristics. Success Recruiting Non-Job Seeking Talent. We recognize that the very best candidates for some types of positions may not be looking for a career change, therefore, our recruitment team takes a very aggressive approach to identify and recruit such candidates. Satisfied Clients. Our executive search client satisfaction rating averages 4.6 on a scale of 5. While many companies talk about client satisfaction, how many measure the impact of that through assessing client satisfaction by distributing written surveys and tying the results of these surveys to their performance management system? CPS HR Consulting does. A client satisfaction survey is sent at the end of every engagement requesting feedback on the quality of our staff, deliverables, and the overall consulting relationship. aced minority and female candidates for a variety of executive-level positions. Page 65 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 2 Extensive recruiting experience within Colorado. We have developed a thorough familiarity with regional issues such as housing costs, transportation, demographics, employment rates, and economic conditions of the state of Colorado through our recruitment efforts. This includes recent work conducting several executive recruitments for the City of Boulder and the City of Aurora, as well as the City of Manitou Springs and the City of Woodland Park. This, combined with our overall executive recruitment experience, strengthens our conversations with potential candidates. Partial Similar Recruitment List. A brief listing of recent similar recruitments is provided in the following table: Agency Title Year completed DIRECTLY RELATED City of Carson (CA) City Manager Current Recruitment City of East Palo Alto (CA) City Manager Current Recruitment City of Manitou Springs (CO) City Manager Current Recruitment Town of Paradise Valley (AZ) Town Manager 2018 City of Richmond (CA) City Manger 2018 City of Woodland Park (CO) City Manager 2018 City of Modesto (CA) City Manager 2018 San Diego Association of Governments (CA) Executive Director 2018 Churchill County (NV) County Manager 2018 City of Sacramento (CA) Assistant City Manager 2018 City of Glendale (CA) City Manager 2018 City of Goodyear (AZ) City Manager 2018 County of Imperial (CA) County Executive Officer 2018 Merced County Association of Governments (CA) Executive Director 2017 Town of Oro Valley (CA) Town Manager 2017 Town of Los Gatos (CA) Assistant Town Manager 2017 City of San Marino (CA) City Manager 2017 California Coastal Commission Executive Director 2017 Sacramento Area Council of Governments (CA) Chief Executive Officer 2017 County of San Luis Obispo (CA) County Administrative Officer 2017 County of Sutter (CA) County Administrative Officer 2017 County of Trinity (CA) County Administrative Officer 2017 City of Santa Ana (CA) City Manager 2017 City of Avalon (CA) City Manager 2016 City of Boulder (CO) Deputy City Manager 2016 County of Santa Clara (CA) Deputy County Executive 2016 City of Anaheim (CA) City Manager 2015 Page 66 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 3 City of East Palo Alto (CA) City Manager 2015 City of Garden Grove (CA) City Manager 2015 COLORADO RECRUITMENTS City of Aurora City Clerk (Current Recruitment) County of Boulder Building Services Division Manager (Current Recruitment) City of Manitou Springs City Manager (Current Recruitment) City of Louisville Library and Museum Services Director 2018 Garfield County Libraries Executive Director 2018 City of Woodland Park City Manager 2018 South Metro Fire Rescue District Chief HR Officer 2018 City of Boulder 12 Placements – Various Titles - City of Aurora 3 Placements – Various Titles - Urban Drainage and Flood Control District Executive Director 2016 CPS HR currently has a staff of 110+ full-time employees and more than 1,200 subject matter experts and contract employees who have a wide variety of government, public, and private sector human resources experience. CPS HR has worked with more than 1,200 government and public/non-profit clients throughout the United States and Canada. Our headquarters are located in Sacramento, CA. We have regional offices in Littleton, CO and Austin, TX. Page 67 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 4 Scope of Services Our proposed executive search process is designed to provide the City with the full range of services required to ensure the ultimate selection of a new City Manager uniquely suited to City's needs. Phase I: Our consultant will meet with the City Council and the Human Resources Department and other City representatives to ascertain the City’s needs and ideal candidate attributes, to target our search efforts, and maximize candidate fit with the City. Phase II: The recruitment process is tailored to fit the City’s specific wants and needs, with targeted advertising, combined with personal contacts with qualified individuals from our extensive database. Phase III: The selection process is customized for the City. CPS HR will work with the City Council and the Human Resources Department to determine the process best suited to the City. The first step in this engagement is a thorough review of the City’s needs, culture and goals; the executive search process; and the schedule. CPS HR is prepared to meet with key stakeholders in a workshop setting to obtain input in developing the ideal candidate profile and to assist us in understanding key issues and challenges that will face a new City Manager. Activities will include: Identifying key priorities for the new City Manager and the conditions and challenges likely to be encountered in achieving these priorities. Describing the type of working relationship, the City Council wishes to establish with the City Manager. Generating lists of specific competencies, experiences, and personal attributes needed by the new City Manager in light of the discussions above. Develop Candidate Profile and Recruitment Strategy Phase I Aggressive, Proactive, and Robust Recruitment Phase II Selection Phase III Phase I - Develop Candidate Profile and Recruitment Strategy Task 1 - Review and Finalize Executive Search Process and Schedule Task 2 - Key Stakeholder Meetings Task 3 - Candidate Profile and Recruitment Strategy Development Task 4 – Develop Recruitment Brochure Page 68 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 5 Discussing recruitment and selection strategies for the City Council’s consideration to best produce the intended results. CPS HR will provide a summary to the City stemming from these activities as an additional source of information for developing the candidate profile and selection criteria. Following the completion of the workshop session, CPS HR will work with a professional graphic artist to design a recruitment brochure and present it to the City for review prior to printing. Please refer to the Sample Materials for a sample brochure. Additional brochure examples are available on our website at www.cpshr.us/search. The recruitment process is tailored to fit the City’s specific wants and needs, with targeted advertising, combined with personal contacts with qualified individuals from our extensive database. CPS HR will prepare, submit for your approval, and publish advertisements (which will include a direct link to your brochure) in appropriate magazines, journals, newsletters, job bulletins, social media, and websites to attract candidates on a nationwide, regional, local or targeted basis based on the recruitment strategy. Examples may include: City’s website CPS HR website Jobs Available ICMA LinkedIn Colorado Municipal League National League of Cities Governmentjobs.com Public CEO Within the past five years, we have successfully placed more than 170 minority and female candidates in executive level positions. As a consulting firm that interacts with hundreds of public sector executives during engagements, we have a cadre of individuals who we inform of recruitments, both to increase the visibility of the opening and to attract appropriate individuals who fit the special needs of our client. Communication with these professionals ensures that an accurate picture of the requirements of the job is apparent and proliferated throughout their professional networks. CPS HR will prepare an email distribution list containing prospective candidates and referral sources. These individuals will receive a link to the City Manager job posting along with a personal invitation to contact CPS HR should they have any questions about the position. Phase II – Aggressive, Proactive, and Robust Recruitment Task 1 – Place Advertisements Task 2 - Identify and Contact Potential Candidates Task 3 – Resume Review and Screening Interviews Task 4 –City Council Selects Finalists Page 69 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 6 CPS HR maintains a comprehensive, up-to-date database of industry leaders and experienced professionals; however, we do not rely solely upon our current database. We also conduct research to target individuals relevant to your specific needs and expectations to ensure that we are thorough in our efforts to market this position to the appropriate audience and to garner a diverse and quality pool of candidates. We will: Convey a strong sense of the purpose and strategy of the City. For many talented individuals, understanding these aspects is one of the key motivators to compete in such an environment. Provide guidance and resources to candidates regarding the area’s cost of living, mean and median housing prices, higher education opportunities, K-12 education information, and other aspects of interest to those who are considering relocating to the area. Actively seek highly qualified candidates who may be attracted by the prospect of collaboration with other departments, providing exceptional leadership to the City or continuing to ensure the public confidence in the integrity of the City. CPS HR will directly receive and initially screen all resumes. This screening process is specifically designed to assess the personal and professional attributes the City is seeking and will include a thorough review of each candidate's resume, and if applicable, supplemental questionnaire responses and other supporting materials. CPS HR will spend extensive time ascertaining each candidate’s long-term career goals and reasons why the candidate is seeking this opportunity, as well as gaining a solid understanding of the candidate’s technical competence and management philosophy. We will gather data on any other unique aspects specific to this recruitment based upon the candidate profile, as well as conduct internet research on each candidate interviewed. CPS HR will prepare a written report that summarizes the results of the recruitment process and recommends candidates for further consideration by the City Council and the Human Resources Department. Typically, the report will recommend four to six highly qualified candidates and will include resumes and a profile on each interviewee's background. CPS HR will meet with the City Council and the Human Resources Department to review this report and to assist them in selecting a group of finalists for further evaluation. CPS HR will design a draft selection process based on information gathered in Phase I. We will meet with the City to review this process and discuss the City’s preferred approach in assessing Phase III – Selection Task 1 - Design Selection Process Task 2 - Administer Selection Process Task 3 – Final Preparation for Appointment Page 70 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 7 the final candidates. The selection process will typically include an in-depth interview with each candidate but may also include other selection assessments such as an oral presentation, preparation of written materials, and/or problem-solving exercises. We will coordinate all aspects of the selection process for the City. This includes preparing appropriate materials such as interview questions, evaluation manuals, and other assessment exercises; facilitating the interviews; assisting the City with deliberation of the results; and contacting both successful and unsuccessful candidates. Following the completion of the selection process, CPS HR will be available to complete the following components: Arrange Follow-up Interviews/Final Assessment Process: Should the City wish to arrange follow-up interviews and/or conduct a final assessment in order to make a selection, CPS HR will coordinate this effort. Conduct In-Depth Reference Checks: The in-depth reference checks are a comprehensive 360-degree evaluation process whereby we speak with current and previous supervisors, peers, and direct reports. (It is our policy to not contact current supervisors until a job offer is made, contingent upon that reference being successfully completed, so as not to jeopardize the candidates’ current employment situation.) Candidates are requested to provide a minimum of five references. CPS HR is able to ascertain significant, detailed information from reference sources due to our commitment to each individual of confidentiality, which leads to a willingness to have an open and candid discussion and results in the best appointment for the City. A written (anonymous) summary of the reference checks is provided to the City. Conduct Background Checks: We will arrange for a background check of a candidate’s records on driving, criminal and civil court, credit history, education, published news, and other sensitive items. Should any negative or questionable content appear during these checks, CPS HR will have a thorough discussion with the finalist(s) and will present a full picture of the situation to the City for further review. Employment Agreement Negotiation. The consultant will be prepared to assist in the negotiation of an employment agreement, working with the City Council and coordinated with the City Attorney and the Human Resources Director to identify terms of employment that are agreeable to both parties. Legal Counsel would draft the employment contract for final approval by Council and Human Resources Director. Page 71 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 8 Timeline The project team CPS HR has selected is prepared to begin work upon receipt of a fully-executed contractual agreement. All search activities up to and including the selection of a new City Manager can be completed in 14 to 16 weeks. The precise schedule will depend on the placement of advertising in the appropriate professional journals, and the ability to schedule, as quickly as possible, the initial meeting. A proposed schedule of major milestones is presented below. Task Name Month 1 Month 2 Month 3 Month 4 Weeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Initial Meeting/ Candidate Profile Draft Brochure Brochure Approved/ Printed & Place Ads Aggressive Recruiting Final Filing Date Preliminary Screening Present Leading Candidates Interviews Reference/ Background Checks Appointment Weeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Page 72 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 9 Consulting Staff CPS HR has assembled a strong project team with each member possessing extensive recruiting experience and a direct, in-depth understanding of local government. Mr. Josh Jones will serve as your dedicated project manager throughout this recruitment process. Mr. Jones will leverage the knowledge and experience of our entire recruitment team in order to provide you with the best possible recruitment experience. We will not utilize subcontractors for these services. No staff member will be removed or replaced without the prior written concurrence of the City. Role/Project Assignment Name Phone Email Executive Recruiter/Project Manager Josh Jones 916-471-3301 jjones@cpshr.us Executive Recruiter Gloria Timmons 916-471-3461 gtimmons@cpshr.us Team Biographies Josh Jones Josh Jones brings nearly ten years of public sector experience to his role as Executive Recruiter at CPS HR Consulting. He holds a Master’s degree in Public Administration from the University of Kansas and has worked with both cities and counties in such high-level roles as City Manager for the City of Parowan, Utah; Assistant City Manager for the City of Xenia, Ohio; Assistant to the Village Manager for the Village of Oak Lawn, Illinois; and Deputy County Administrative Officer for the County of Lake, California. With this direct professional experience, Mr. Jones brings a practitioner’s touch to recruitments and understands the unique needs of clients whether they are elected officials or management staff. Combining this knowledge with a sincere interest in the client’s success, he ensures an exceptional level of service and satisfaction. Utilizing his extensive professional network and data-driven recruiting techniques, Mr. Jones successfully sources high-quality candidates for both urban and rural clients in a wide variety of public sector fields including city and county management, housing, transit, social services, emergency communications, public safety, utilities, finance, municipal law, and more. He fosters genuine relationships and enjoys enriching the professional lives of clients and candidates alike through his recruitment services. Gloria M. Timmons Ms. Timmons is a thoughtful and highly dependable professional with over 20 years of experience in human resource administration and management. Her experience has encompassed a variety of human resources functions including organizational assessment and strategy, recruiting and selection, layoff administration and retention rights, personal services contract administration, compensation, training, employee relations, background check policy administration, employee engagement, and position management. With the benefit of years of hiring experience, Ms. Page 73 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 10 Timmons strives to identify the most technically qualified candidates while also placing an emphasis on finding the right cultural fit with the organization. During her time with the University of Colorado, Ms. Timmons managed recruitments for departments such as Facilities Management, Public Safety, Planning, Design and Construction, Transportation Services, and Environmental Health and Safety, including positions such as campus architect, police chief, executive director, transportation director, electrical engineer, and vice chancellor for administration. Ms. Timmons recently completed an executive recruitment for South Metro Fire Rescue and is currently recruiting for the Director of Library and Museum Services for the City of Louisville. Current Workload CPS HR consulting has provided executive recruitment services for City Manager to 14 cities in the past two years. Each recruitment is treated with equal importance, regardless of the size of the city or the type of recruitment. We are committed to providing each of our clients the same level of service excellence, and we take great care not to take on more work than this commitment allows. We will not utilize subcontractors for these services. Our recruitment team has the capacity and expertise to take on the City of Englewood, City Manager recruitment. Josh Jones – Current Recruitments City of Manitou Springs, CO – City Manager City of East Palo Alto, CA – City Manger Port of Long Beach, CA – Cyber Information Security Manager Elko County, NV - Comptroller City of San Jose, CA – Deputy Director, Emergency Management Las Gallinas Sanitation District, CA – Administrative Services Manager Gloria Timmons – Current Recruitments City of Aurora, CO – City Clerk County of Boulder, CO – Building Services Division Manager County of Boulder, CO – Director of Transportation Page 74 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 11 References Provided below is a list of clients we have recently worked with in providing executive recruitment services. We are confident that these public-sector clients will tout our responsiveness and ability to successfully place candidates that were a good fit for their organization’s needs. All the recruitments included below were conducted using all three phases of our proposed project approach and they all resulted in placements of successful candidates. CLIENT/POSITIONS CONTACT(S) City of Woodland Park 220 W. South Avenue Woodland Park, CO 80863 City Manager (2018) Neil Levy, Mayor (719)332-6338 nlevy@city-woodlandpark.org Contract Awarded: April 1, 2018 Completion Date: June 30, 2018 City of Modesto 1010 10th Street Modesto, CA 95354 City Manager (2018) Kathy Espinoza, Executive Assistant to Mayor (209)571-5597 kespinoza1@modestogov.com Contract Awarded: January 2, 2018 Completion Date: July 12, 2018 City of Glendale 613 East Broadway Glendale, CA 91206 City Manager (2018) Michael Garcia, Office of the City Attorney (818)548-2080 mjgarcia@glendaleca.gov Contract Awarded: November 14, 2017 Completion Date: April 30, 2018 South Metro Fire Rescue 9195 E. Mineral Avenue Centennial, CO 80112 Chief HR Officer (2018) Dillon Miskimins, Chief Financial Officer (720)989-2211 www.southmetro.org Contract Awarded: February 2, 2018 Completion Date: March 22, 2018 City of Aurora 15151 E. Alameda Parkway Aurora, CO 80012 Fire Chief (2017) Keisha Roberts, Human Resources Analyst (303)739-7225 kroberts@auroragov.org Contract Awarded: October 3, 2016 Completion Date: April 24, 2017 Page 75 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 12 Our Current Clients with City Manager Recruitments Agency Title Year completed DIRECTLY RELATED City of Carson (CA) City Manager Current Recruitment City of East Palo Alto (CA) City Manager Current Recruitment City of Manitou Springs (CO) City Manager Current Recruitment Cost Professional Services Our professional fixed fee covers all CPS HR services associated with Phases I, II, and III of the recruitment process, including the necessary field visits (up to three) to develop the candidate profile and recruitment strategy, assist the City with finalist selection, and facilitate candidate interviews. Itemized List of Professional Fee The following tasks will be performed by the assigned project manager. Our executive recruitment team members will serve as additional resources as needed. The hourly rate for an Executive Recruiter is $125 per hour. Task/Consultant Role # of Hours Total Phase I. Develop Candidate Profile and Recruitment Strategy Task 1 – Review and Finalize Executive Search Process and Schedule 6 $750 Tasks 2 & 3 – Development of Candidate Profile and Recruitment Strategy 6 $750 Tasks 4 & 5 – Develop Recruitment Brochure and Place Advertisements 6 $750 Phase II. Recruitment Task 1 – Identify and Contact Potential Candidates 30 $3,750 Task 2 – Resume Review and Screening Interviews 30 $3,750 Task 3 – Finalists Selected – Preparation and Provision of Final Report 20 $2,500 Phase III. Selection Task 1 – Design Selection Process 6 $750 Task 2 – Administer Selection Process 12 $1,500 Task 3 – Final Preparation for Appointment: Arrange Follow-up Interviews, Final Assessment Process, In-Depth Reference and Background Check 20 $2,500 Professional Fees Total $17,000 Page 76 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 13 Reimbursable Expenses Actual out-of-pocket expenses for such items as consultant travel, advertising, marketing, printing/copying, and postage/delivery charges are reimbursable at cost. There is no mark-up on expenses and we will work proactively with the City to ensure that dollars being spent for expenses are in keeping with the City’s expectations. Travel expenses for candidates who are invited forward in the interview process are not included under our reimbursable range. The listed reimbursable expenses range includes a background check on the selected finalist candidate. Professional Fixed Fee & Reimbursable Expenses* Professional Services for Full Recruitment (Fixed Flat Fee) $17,000 Reimbursable Expenses* Approximate recruitment costs include: Brochure Design and Printing Advertising Background check for one candidate Other recruitment expenses such as supplies, travel, and shipping $6,500 - $7,000 Full Recruitment Not-to-Exceed Total $24,000 *Professional fees and reimbursable expenses would be billed and paid monthly. Optional: Recruitment Video In addition to the standard recruitment brochure, CPS HR can develop a recruitment video to attract a wider range of applicants. More than 63% of organizations are now using visual media to attract the attention of job seekers, convey the culture of the organization, and effectively expand the talent pool. For this approximately three-minute video, CPS HR will arrive onsite to film footage of the work place and community, as well as conduct onsite interviews with selected employees. This video is optional and costs $3,500. Page 77 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 14 Approach Key Stakeholder Involvement The City Council and the Human Resources Department on behalf of City of Englewood must be intimately involved in the search for a new City Manager, and our approach assumes their direct participation in key phases of the search process. At the discretion of the City Council and the Human Resources Department, other key stakeholders may also be invited to provide input. City’s Needs A critical first step in a successful executive search is for the City Council to define the professional and personal qualities required of the City Manager. CPS HR has developed a very effective process that will permit the City Council to clarify the preferred future direction for the City; the specific challenges the City is likely to face in achieving this future direction; the working style and organizational climate the City Council wishes to establish with the City Manager; and ultimately, the professional and personal qualities required of the City Manager. Commitment to Communication Throughout the recruitment process, we are strongly committed to keeping you fully informed of our progress. We will collaborate with you to provide updates on the status of the recruitment via your preferred method of communication (phone conference, email, etc.). We place the highest level of importance on customer service and responding in a timely manner to all client and candidate inquiries. Our previous clients and candidates have expressed a sincere appreciation for our level of service and responsiveness to the management of the recruitment process. As a result, we have many long-term relationships with clients that have led to opportunities to assist them with multiple recruitments. CPS HR’s communication continues once you have selected the new City Manager. We will contact the City Council and the newly appointed City Manager within six months of appointment to ensure an effective transition has occurred. Aggressive, Proactive, and Robust Recruitment We take an aggressive approach in identifying and recruiting the best available candidates. There are those candidates who would gladly rise to the professional challenge and apply for this position; however, some of the best candidates are often not actively seeking a new position and may only consider a change once we present them with your opportunity. Evoking the sense of vision and opportunity in qualified persons is among the responsibilities of CPS HR, and we pride ourselves in our efforts to reach the best available potential candidates. Page 78 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 15 Placement Guarantee Two-Year Guarantee If the employment of the candidate selected and appointed by the City as a result of a full executive recruitment (Phases I, II, and III) comes to an end before the completion of the first two years of service, CPS HR will provide the City with professional services to appoint a replacement. Professional consulting services will be provided at no cost. The City would be responsible only for reimbursable expenses. This guarantee does not apply to situations in which the successful candidate is promoted or re-assigned within the organization during the two-year period. Additionally, should the initial recruitment efforts not result in a successful appointment, CPS HR will extend the aggressive recruiting efforts and screen qualified candidates until an offer is made and accepted. CPS HR does not provide a guarantee for candidates placed as a result of a partial recruitment effort. Insurance and Contract Requirements The CPS HR Contracts Manager and our insurance broker have reviewed the sample agreement. We can meet and accept all Insurance and Contract Requirements as specified by the City. We thank you for your consideration of our proposal. We are committed to providing high quality and expert solutions and look forward to partnering with the City of Englewood in this important endeavor. Page 79 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 16 Sample Materials: Page 80 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 17 Page 81 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 18 Page 82 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 19 Page 83 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 20 Page 84 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 21 Sample Brochure Page 85 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 22 Page 86 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 23 Page 87 of 259 Proposal to the City of Englewood Executive Recruitment Services for City Manager Page | 24 Page 88 of 259 Proposal from EFL Associates For Executive Search Services for City of Englewood December 6, 2018 Consult First. Search Second. Page 89 of 259 EFL Associates Consult First. Search Second. 4600 S. Ulster St, Suite 900 ■ Denver, CO 80237 Main: 303.779.1724 ■ www.eflassociates.com December 6, 2018 City of Englewood c/o Purchasing Division 1000 Englewood Parkway Englewood, CO 80110 Honorable City Council members: Thank you for considering EFL Associates as a partner to assist in the recruitment of a City Manager for the City of Englewood. Our firm is uniquely qualified to handle this assignment for several reasons: This position is in our firm’s “sweet spot.” We have successfully completed numerous senior level executive searches in the public and governmental sectors in our 40-year history. We possess the stability and resources of a national recruiting company, yet you can expect the responsiveness and hands-on approach of a boutique organization. Extensive, original research is conducted on every project rather than “recycling” contacts from our database. We proactively network through phone calls, emails, associations and social networking channels to generate interest in your position. We take the “consultant” aspect of our roles to heart. We’re pleased to be able to offer the hiring managers, boards and/or their search committees we’re privileged to serve, time-honored counsel at all stages of the search process. With our extensive history of performing senior leadership searches in the public and governmental sectors, we have a strong understanding of applicable laws and are prepared to fully comply with the requirements of CORA. Continuity of leadership is important for any organization. Our track record of placed candidate longevity, as well as candidate diversity, greatly exceeds industry averages for top leaders. Page 90 of 259 EFL Associates Consult First. Search Second. 4600 S. Ulster St, Suite 900 ■ Denver, CO 80237 Main: 303.779.1724 ■ www.eflassociates.com While we have the proven ability to recruit candidates for opportunities all across the country, we’ve proudly called Colorado and Denver “home” since 1978. We have a strong vested interest in serving our area public sector and governmental organizations. EFL Associates appreciates the opportunity to present this proposal. We are certain you will be pleased with the quality, dedication, responsiveness and professionalism of our firm and the strong results we consistently achieve. Sincerely, Daniel J. Cummings Senior Vice President & Managing Director EFL Associates 720-200-1765 dcummings@eflassociates.com Page 91 of 259 Consultants in Executive Search TABLE OF CONTENTS 1.Qualifications ................................................................................................ 2 2. Scope of Services .......................................................................................... 6 3. Consulting Staff ............................................................................................. 7 4. References .................................................................................................... 10 5. Cost ....................................................................................................... 11 6. Approach ...................................................................................................... 13 7. Early Termination ......................................................................................... 19 8. Sample Materials .......................................................................................... 19 9. Conflict of Interest ....................................................................................... 19 Standards of Professionalism & Guarantees ................................................. 20 About Us ....................................................................................................... 21 Attachment A – Sample Position Specifications Attachment B – Sample Candidate Profile Attachment C – Sample Status Report Attachment D – Sample Applicant List Page 92 of 259 Consultants in Executive Search 1. Qualifications Company Structure EFL Associates is a management consulting firm specializing in executive search. Our firm offers the City of Englewood the competitive advantage of a nationally recognized recruiting company, along with a demonstrated record of accomplishment in attracting quality leadership to a variety of opportunities. EFL Associates historically ranks in the top two percent of the 2,500 national, retainer-based search firms. Our firm employs multiple consultants, and offers the strategic advantage of a full-time professional research staff to support search activities from offices in Denver, Kansas City, Raleigh and St. Louis. Clients benefit from the expertise, control, and quality of an in-house research team in comparison to other firms that outsource or offshore this critical aspect of overall project management. You can be confident your engagement team possesses the technical resources to advise you on all matters the City of Englewood may encounter during your executive search. National Recruiting Scope – EFL Associates has a national reputation with clients across the country while maintaining the personal attentiveness of a smaller firm. We possess first rate information technology resources, including our proprietary database of more than 400,000 professional contacts/candidates. However, any search conducted by EFL Associates relies upon original research to identify and network with top professionals in each industry or discipline. Regional Knowledge – Based upon EFL Associates’ presence in and intimate knowledge of the regional marketplace, our firm can identify top flight executives in an efficient and effective manner. Our nationwide scope places us in an ideal position to “sell” national candidates on the benefits of living and working in the Denver area. Strong understanding of the public and governmental sectors Recognized knowledge of senior public administration roles Deep contact portfolio of talented candidates Accessible and responsive team Best in class technological resources Page 93 of 259 City of Englewood Proposal for Executive Search Services 3 1. Qualifications (cont.) Research Capability – As noted earlier, EFL Associates employs is own in-house research team, comprised of trained professionals, who conduct custom, original research to identify and network with potential candidates and sources of candidates. Although our proprietary database contains many public and governmental professionals across the country, we expect to perform extensive research to identify additional organizations and individuals in those organizations who may be candidates or sources of candidates for this position. Controlling this function in-house, with the resulting ability to change course or add research as needed, is a distinct advantage over firms that outsource this critical function. Consultative Orientation – At EFL Associates we take the “consultant” aspect of our roles to heart. We’re pleased to be able to offer the boards and/or their search committees we serve time-honored counsel at all stages of the search process. We understand the unique dynamics and nuanced issues of shepherding a search committee through the search continuum. Diversity & Longevity Success – Our Denver office has an outstanding record of success in identifying diversity candidates and candidate longevity. Over the past 15 years, 53% of our searches have been filled by diversity candidates. Additionally, in searches we completed more than five years ago, 67% of our placements remained in their positions for five or more years and many are still in their roles today. Our CBIZ Connection EFL Associates is affiliated with CBIZ, Inc. (NYSE: CBZ), an $800 million professional services company headquartered in Cleveland, Ohio. CBIZ is the largest provider of multi-specialty professional service offerings to businesses of all sizes. We offer auditing and tax services, employee benefits consulting, human capital services, valuation assistance, retirement plan services, payroll, property & casualty insurance, and many others from 100 offices and through 5,000 associates located throughout the United States. You deserve extraordinary value. That’s our commitment to you. Page 94 of 259 City of Englewood Proposal for Executive Search Services 4 1. Qualifications (cont.) EFL Associates/CBIZ by the Numbers While numbers aren’t everything, we believe that these statistics say a lot about who we are as a firm. We take great pride in being at the forefront of the talent management and compensation professions. Page 95 of 259 City of Englewood Proposal for Executive Search Services 5 1. Qualifications (cont.) EFL Associates reports a healthy portfolio of experience in assisting organizations of all sizes in identifying, evaluating, and attracting top-flight professionals to fill senior executive positions. A small sampling of this body of work is disclosed below to document historical projects that could translate into a solid predictor of success at the City of Englewood. Entity Service(s) Provided Denver Regional Council of Governments Executive Director Denver Urban Renewal Authority Deputy Director/CFO (Ongoing) Connect For Health Colorado Chief Executive Officer Chief Financial Officer Pinnacol Assurance Chief Executive Officer Metro Wastewater Reclamation District District Manager General Counsel Colorado Springs Utilities Chief Executive Officer Colorado Public Employees’ Retirement Association Executive Director Chief Investment Officer Planned Industrial Expansion Authority Executive Director Kansas City Area Transportation Authority Chief Executive Officer State of Oregon DAS Executive Director Kansas City Metropolitan Crime Commission President & Chief Executive Officer Pennsylvania State Treasury Chief Investment Officer Utah School and Institutional Trust Fund Director/Chief Investment Officer Oregon State Treasury Senior Investment Officer Fixed Income Chief Compliance & Regulatory Officer Director, Investments & Operations Senior Private Equity Investment Officer Chief Investment Officer City of Kansas City, Missouri Retirement System Executive Officer RMC Health President Colorado Association for Recycling Executive Director Page 96 of 259 City of Englewood Proposal for Executive Search Services 6 2.Scope of Services While over the course of our 40-year history we have developed a time-honored and proven search methodology, we can easily customize and adapt specific steps in our search process to meet the needs of any particular organization. As a result, we’re confident your City Manager search will be handled professionally and smoothly from commencement to its successful conclusion. As detailed in Section 6. Approach beginning on page 13, the scope of services we will provide to the City of Englewood encompass each of the nine (9) items listed and referred to as “Schedule A”. In this same section we have included a pro forma timetable that envisions completion of this project by the requested date of May 1, 2019. Further, EFL Associates does not intend to propose any major deviations from the desired scope of services. Page 97 of 259 City of Englewood Proposal for Executive Search Services 7 3. Consulting Staff Unlike other retained executive search firms, we believe that the consultant who sells you the work should also be the person you work with to complete the work. Each consultant has a team of researchers who perform primary research to find you qualified candidates. Our database of over 400,000 leaders provides a robust pool of potential resources. Daniel J. Cummings, Senior Vice President and Managing Director of the Denver office, will lead serve throughout the lifecycle of this project as the City of Englewood’s Consultant. He brings over 30 years of diverse business experience, with over 8 years of experience with EFL Associates. Mr. Cummings will serve as the primary contact for the City of Englewood and will: manage the recruitment team and overall search strategy; make contact and network with individuals in the industry to solicit interest and referrals; attend all meetings with the City of Englewood; interview in person or by videoconference all candidates recommended to the City of Englewood; assist with interviews as desired; and handle negotiations with the successful City Manager candidate. Lauren McElderry, Research Associate, will lead our research team’s efforts. Ms. McElderry will; manage our original research efforts and outreach to candidates identified through those efforts; handle all advertising and posting; conduct outreach to potential candidates; review candidate resumes; and perform telephone interviews of qualified candidates. Page 98 of 259 City of Englewood Proposal for Executive Search Services 8 Professional Summary Daniel (Dan) Cummings offers over 30 years of diverse business experience to the Denver office of EFL Associates and its clients. As a Senior Vice President & Managing Director, he directs all aspects of highly targeted search assignments, from investigation of organizational talent needs through candidate identification, evaluation, selection and project completion. Cummings began his career as an Auditor with the Kansas City office of KPMG, the world’s largest audit, tax and organizational consulting firm. He specialized in serving the office’s largest, publicly-held client companies and became well versed in the requirements of mandated SEC reporting. Equipped with this expertise, Cummings joined Butler Manufacturing Co. as an Assistant Controller, charged with overseeing all aspects of the corporation’s financial reporting and analysis. In 1985, Cummings founded the Kansas City office of then- Source Finance, a multi-office, national contingency search firm specializing in the placement of accounting and finance professionals. Over the next eight years, he oversaw the growth and success of this office which became the leading provider of its kind in the local marketplace. Cummings regularly earned membership in the firm’s highest performer categories. In 1993, Cummings founded his own firm, specializing in the placement of high level accounting/financial professionals for some of Kansas City’s largest employers. Over the next 12 years, he supervised the rapid expansion of this practice until he was recruited to join Uhlig LLC. Cummings led all operational aspects of Uhlig’s largest division, Illustratus. Un der his direction were sales, customer service, marketing, product development, production, art & editorial, and business development. Named Senior Vice President-Business Development in 2008, Cummings spearheaded the company’s aggressive acquisition of seven competing companies. Along with highly successful growth from a well-coordinated internal sales strategy, these acquisitions allowed the division to more than quadruple its annual sales during this time. Cummings currently serves as a state board member for the Colorado Mountain Club and is a member of the Benedictine College Business School Advisory Board. He has also served his alma mater’s alumni and collegiate fraternal organization boards in various roles. Education Master of Business Administration, University of Kansas Bachelor of Science, Business Administration, University of Kansas Professional Affiliations Certified Public Accountant, Missouri and Kansas Daniel J. Cummings, CPA Senior Vice President & Managing Director CBIZ Talent & Compensation Solutions EFL Associates 720.200.1765 dcummings@eflassociates.com Page 99 of 259 City of Englewood Proposal for Executive Search Services 9 Professional Summary Lauren McElderry’s ability to quickly analyze and understand a client’s organizational culture and incorporate that knowledge into a project’s executive recruiting and research strategy ensures clients receive highly qualified candidate slates and superior customer service. McElderry, has more than 10 years of experience in management and supervisory positions where she was responsible for recruiting, hiring and training. McElderry began her career in various positions at the University of Montana where she held progressive roles allowing her to assist students and their families with their student loan programs. In 2006, McElderry entered into the hospitality industry with ever increasing roles as business and restaurant manager to director of sales. After relocating to Denver in 2012, McElderry worked as a business development manager assisting start-up businesses with operational structure, developing organizational charts and business plan and strategy. Throughout her career, McElderry has developed skills in many different industries; K-12 and higher education, insurance, hospitality, financial services, real estate and IT. Her broad background gives her the ability to comprehend your organization quickly with a deep understanding. McElderry has volunteered with Dress for Success in Denver, Colorado as a career coach and personal stylist since January 2016. She is a member of Denver Young Professionals. Education Bachelor of Science, Business Administration, University of Montana Lauren McElderry Research Associate CBIZ Human Capital Services EFL Associates 720.200.7021 lmcelderry@eflassociates.com Page 100 of 259 City of Englewood Proposal for Executive Search Services 10 4. References Building Relationships We are committed to establishing and nurturing client relationships. We strive for excellence in meeting the needs of our customers and have the record to prove it. Please feel free to contact any of the following references. Denver Regional Council of Governments | Roxie Ronsen, Administrative Officer 1290 Broadway, Suite 100, Denver, CO 80203 p (303) 480-6709 rronson@drcog.org Executive Director Search, July 2017 – October 2017 Colorado Springs Utilities | Renee Adams, Manager-Human Resources PO Box 1103, Colorado Springs, CO 80947 p (719) 668-7325 radams@csu.org President & CEO Search, April 2018 – October 2018 Colorado Public Employee’s Retirement Association | Angela Setter, Director, Human Resources 1301 Pennsylvania St., Denver, CO 80203 p (303) 837-6205 asetter@copera.org Executive Director Search, April 2018 – September 2018 Chief Investment Officer Search, October 2016 – February 2017 Oregon State Treasury | John Skjervem, Chief Investment Officer 16290 SW Upper Boones Ferry Rd., Tigard, OR 97224 p (503) 431-7901 john.d.skjervem@ost.state.or.us Chief Investment Officer Search, May 2012 – September 2012 Fixed Income, Senior Investment Officer Search, January 2018 – April 2018 Chief Compliance & Regulatory Officer Search, July 2015 – December 2015 Director, Investments & Operations Search, July 2015 – October 2015 Pennsylvania State Treasury | Patrick Tighe, Director of Human Resources 129 Finance Building, Harrisburg, PA 17120 p (717) 787-5979 pctighe@patresury.gov Chief Investment Officer Search, May 2017 – September 2017 Page 101 of 259 City of Englewood Proposal for Executive Search Services 11 5. Cost Typically, our professional fee for services rendered is calculated at 33.3 percent of the selected candidate’s assured cash compensation (base salary, any sign-on bonus, cash allowance, car allowance, or guaranteed portion of a performance bonus), with a minimum fee level of $35,000 per assignment. However, it’s been our experience working with public sector and governmental entities, that a flat professional services fee arrangement with a “not-to-exceed” expenses cap is generally preferred versus a variable fee structure. Accordingly, based upon our understanding of the proposed compensation range for this role, EFL Associates is pleased to offer the City of Englewood a discounted, flat professional services fee of $49,200.00. Our typical procedure is to bill our professional services fee on a retainer basis during the course of a given project. The professional services fee is invoiced in three monthly installments beginning at commencement of the search with two subsequent billings at 30-day intervals thereafter. We’re happy to entertain an alternative billing scheduled if that is the desire of the City of Englewood. We also invoice for Incidental, out-of-pocket expenses at the rate of $725 per month. This charge covers items such as delivery services, copies, postage, etc. EFL Associates will waive this fee in its entirety for the City of Englewood. Expenses that will be billed separately, at actual cost and subject to your preapproval, will be: standard and reasonable candidate and consultant travel costs, videoconferencing charges, any required/requested advertising charges, as well as background investigation or psychological assessment charges. Based upon our experience, estimates for each of these items are as follows: Item Range Advertising 0 - $5,000 (1) Videoconferencing $0 - $1,500 (2) Background Investigations $300 - $1,200 (3) Consultant Travel $100 - $200 (4) Candidate Interviews $2,500 - $12,500 (5) Total: $2,900 - $20,400 First and foremost, EFL Associates encourages you to select a search partner based upon credentials, work ethic and integrity – a mutually agreed to price will be a natural outcome. The fees outlined herein are benchmarked as one of the most value oriented quotations in the industry. We have a “no surprises” policy. Value Page 102 of 259 City of Englewood Proposal for Executive Search Services 12 (1) The high end of the range includes an online postings with ICMA and CCCMA and possibly other governmental sites. Postings with the Colorado Nonprofit Association are free. (2) The high end of the range includes ten candidate videoconferences with an EFL Associates’ consultant at a cost of $150 each. (3) Background investigations average $300 each; the high end of the range assumes investigations on four candidates. It would more realistically be 2-3 candidates. (4) This figure represents mileage to Englewood City Hall from our DTC offices. (5) This figure depends on how many candidates the City of Englewood interviews, and where they are coming from. This range is based on our experience in other searches, but the average is usually in the $2,500-$12,500 range. EFL Associates is pleased to offer the City of Englewood, a not-to-exceed expense cap of $20,000 (again, all such billable expenses are subject to your express pre-approval). If it is necessary to exceed this reimbursable expense cap to fulfill our responsibilities to the City of Englewood any overage will be EFL Associates’ responsibility. Recap: Discounted Professional Services Fee $49,200 Not-to-Exceed Expense Cap $20,000 Total $69,200 If additional candidates become employed by the City of Englewood as a result of our efforts on an individual assignment, the professional fee will be 25 percent of the first year's total assured cash compensation. If a project is cancelled for any reason, the City of Englewood is obligated to pay only for those retainers billed and expenses incurred up to the date of cancellation. Page 103 of 259 City of Englewood Proposal for Executive Search Services 13 EFL Associates, a CBIZ Company 6. Approach Once selected as your strategic partner in this endeavor, the City of Englewood’s Consultant will meet with the City Council and other key individuals and sources selected by the City of Englewood to determine the desired profile and qualifications needed for this key leadership role of City Manager. In these meetings, we will develop an understanding of the specific duties, responsibilities, operational issues, desired education, training, personal characteristics and traits, and any other factors qualifying attractive candidates for this role. Using the information gained in these conversations and any existing materials the City of Englewood may have, we will develop a comprehensive candidate profile/recruitment brochure we call Position Specifications, reflecting the experience, skills, leadership and personality traits we jointly seek for this role. This document will be provided to the City of Englewood for review, revision and approval. Upon approval of the Position Specifications, we will develop a comprehensive national search strategy and recruitment plan with the City of Englewood to identify and target well-qualified candidates from across the country. We will draw upon our four decades of experience working with other public sector and governmental entities to craft this recruitment strategy. An integral component of our search strategy will be the placement of appropriate ads and postings on local, regional and national channels, journals and publications. We will develop recommendations to be reviewed with the City of Englewood and review the advisability and cost of ads before proceeding. Although a number of potential candidates will be in our database, our efforts will also require extensive, original research for the purpose of identifying a solid list of possible candidates and/or referral sources. The target list will be developed from other public sector and governmental entities, plus any other sectors we jointly determine may be appropriate. Potential candidates and sources identified through our database and research activities will be contacted by phone, email, or both, by the consultants and/or our research staff to solicit interest and generate referrals. As with every search we undertake, we recognize the importance of identifying and recruiting a diverse slate of candidates, and will undertake specific diversity outreach primarily through networking. Extensive diversity related networking will be conducted through the use of social networking sites, such as LinkedIn. We will also likely suggest selective advertising on diversity websites. As noted elsewhere in this proposal, EFL Associates has an outstanding track record of diversity candidate placements and candidate longevity. We will also work closely with the City of Englewood to ensure we Page 104 of 259 City of Englewood Proposal for Executive Search Services 14 EFL Associates, a CBIZ Company 6. Approach (cont.) have no “blind spots” when it comes to ensuring your search is conducted within a strong racial equity framework. The resumes of all applicants will be reviewed initially for basic qualifications. Qualified applicants will then be screened by our research staff to gain more knowledge about experience and personal characteristics. The best qualified candidates will be interviewed by the City of Englewood’s consultant to determine a slate of 8-10 semifinalist candidates to be reviewed with the City Council. We will prepare written summaries of each candidate’s strengths and weaknesses relative to the experience, characteristics and traits identified in the Position Specifications. These summaries will highlight the strengths and personal dimensions of each candidate. Before presenting any such candidates to the City Council, we will perform media searches to determine if there is any adverse publicity regarding each candidate. We will then meet with the City Council to review a slate of the best qualified semifinalist candidates to be selected for initial interviews. Once this slate of semifinalist candidates has been selected for initial interviews, EFL Associates will coordinate all interview scheduling logistics and make any necessary travel and lodging arrangements. We will provide the City Council with suggested interview questions and the City of Englewood’s consultant will attend these interview sessions to help facilitate the process and any post-interview discussion. Following these initial interviews, EFL Associates will assist the City Council in the process of identifying finalist (ideally 4-6) candidates. We will prepare detailed written reports on each finalist candidate’s “fit” with the desired experiential and leadership characteristics required for this role. We can also coordinate any desired assessment activities. Regarding assessment tools, research shows assessments may provide greater insight to a candidates’ competencies, motivation, personality traits, gaps, and derailers. Assessments coupled with EFL’s rigorous vetting process is a proven prescription to ensure you have improved the probability of a successful hire. Validity and reliability are key in choosing an assessment instrument for talent selection purposes. Examples of quality tools include: Kolbe, Hogan, and Harrison. Too often, organizations mistakenly utilize assessments that should only be employed for developmental purposes (e.g., Myers-Briggs Type Indicator, DiSC, Strength Finders, etc.). Page 105 of 259 City of Englewood Proposal for Executive Search Services 15 EFL Associates, a CBIZ Company 6. Approach (cont.) Given our 40 years of experience in the executive search industry, EFL Associates can help you select the right assessment tool(s) and coordinate time with providers/vendors who are certified to administer such instruments – be it a single assessment instrument or a battery of assessments administered by credentialed IO psychology firms. EFL Associates will also initiate full and comprehensive background investigations, including education, certification, credit, MVR, and criminal checks on finalist candidates and in-depth and detailed professional reference conversations. We ask candidates to provide references that have supervised their work, been professional peers, and those that have served under the candidate to get a “360” perspective on the individual. Once again, we will coordinate this final interview process making any necessary travel and lodging arrangements, providing additional suggested interview questions, and attend and help orchestrate these final interviews and the successful City Manager candidate selection process including the involvement of any other key stakeholders. We will assist the City of Englewood in negotiating an employment agreement with the successful City Manager candidate. As directed by the City Council, we will coordinate these efforts with the City Attorney and the City of Englewood’s Human Resources Director. With regard to transition, it is our practice to continue to stay in touch in a professionally appropriate manner on an on-going basis. We will work with the City of Englewood as desired to develop a transition plan, and remain in contact with the successful candidate and the City of Englewood to act as a sounding board and provide assistance in assimilating the new City Manager as needed or desired. We will also work with the City of Englewood on internal and external announcements regarding the successful candidate. Throughout the entire search process, EFL Associates will provide weekly search update reports. These reports will include information about the progress of the search, including number and viability of potential candidates, market feedback from candidates and potential candidates regarding compensation, reputation of the City of Englewood, and the desirability of the position. We are always available to answer questions and provide information by phone and email, and will meet with the City Council as desired, to discuss any other areas, service or important steps not listed above. We will also look to the City Council for guidance and input regarding any involvement of staff and key external stakeholders throughout the search continuum. It is not unusual to have representatives from both of these groups meet with finalist candidates and if that is the desire of the City Council, we’ll gladly facilitate that involvement. Finally, EFL Associates will professionally and transparently communicate in a timely Page 106 of 259 City of Englewood Proposal for Executive Search Services 16 EFL Associates, a CBIZ Company 6. Approach (cont.) manner with all applicants, including those not chosen to advance in the search and those not ultimately chosen as the successful candidate. What’s Expected of You? We’ll ask City Council members and any other identified City of Englewood stakeholders, either in person or by telephone, to be available during the “discovery” phase of the search process to provide insights into the City, its culture, the desired hard and soft qualities of the next City Manager. Subsequent to this involvement, we’ll ask the City Council to carefully review, edit and ultimately approve the Position Specifications document we will prepare and use as a guide in our search efforts. Of course, City Council members will need to be available for initial candidate interviews and post-interview discussion. Likewise, the City Council and any other identified City of Englewood staff and stakeholders will then need to be available to participate in final candidate interviews and post-interview discussion/successful candidate selection. As your strategic partner in this endeavor, EFL Associates will handle all search logistics and be responsible for all candidate communication. Ensuring a Successful Outcome As with any construction undertaking, the ultimate success of the project is predicated on the integrity and “structural soundness” of the foundation that is laid. In the search world, that translates to investing the time and energy to truly understand each client’s unique culture and the soft and hard skills required of a successful hire. With our four decades of search experience, we understand this axiom. The City of Englewood’s consultant will invest the time to truly get to know the City and what is required of the successful City Manager candidate. We’ll certainly draw upon our vast body of prior public sector and governmental entity experience, but we also know each search project and, therefore, each client is unique and the greatest danger comes in short-circuiting that process and assuming too much. We also believe EFL Associates is positioned ideally in that we’re large enough to identify and attract candidates on a national basis, but small enough that we’re accountable and accessible to our clients. With our extensive knowledge of, and presence, in Denver and Colorado, the City of Englewood will benefit from our responsiveness and first-hand knowledge of our community and State. Page 107 of 259 City of Englewood Proposal for Executive Search Services 17 EFL Associates, a CBIZ Company 6. Approach (cont.) If selected for this project, we will be your representative to the public and the pool of interested candidates and referral sources. We take this responsibility seriously. We treat all those we come in contact with during the course of our work with professional respect, transparency, honesty, and accountability. Lastly, this is not just “another” project for us. We’re proud residents of this community and have a strong vested interest in serving public sector and local governmental entities. Partnering with City of Englewood on this important hire is very meaningful and impactful. Rather than continuing to tout our capabilities, we strongly encourage you to talk with our professional references and ask them about their experience with EFL Associates. We’re confident they will attest to these differentiators and our level of attenti veness and responsiveness. Page 108 of 259 City of Englewood Proposal for Executive Search Services 18 EFL Associates, a CBIZ Company 6. Approach (cont.) Project Timeline: Key Search Milestones The process of identifying and presenting quality candidates normally spans a 30- to 45-day timeframe per project. Additionally, you should anticipate a given project to be concluded within a 100- to 120-day timeframe. A possible timeline for this search follows. EFL Associates is selected; engagement letter/contract is signed Tuesday, January 9, 2019 All appropriate constituents interviewed; position specifications developed by EFL Associates and approved by the City of Englewood Tuesday, January 30, 2019 Advertising, candidate identification, outreach and initial candidate screening completed; semi-finalist pool of candidates reviewed with the City of Englewood; finalist candidates selected Tuesday, March 13, 2019 Search firm in-depth interviews completed; background investigations and professional reference conversations completed; detailed reports on each finalist candidate reviewed with the City of Englewood; the City of Englewood selects candidates for interviews Tuesday, April 3, 2019 EFL Associates facilitates completion of any executive leadership assessments as directed by the City of Englewood Tuesday, April 17, 2019 EFL Associates facilitates interviews with finalist candidates and coordinates the involvement of key external stakeholders; successful candidate selected Tuesday, May 1, 2019 Negotiations completed; offer accepted Friday, May 4, 2019 Successful candidate begins work TBD Page 109 of 259 City of Englewood Proposal for Executive Search Services 19 EFL Associates, a CBIZ Company 7. Early Termination If the City of Englewood elects to terminate this project prior to completion, we’d ask the City of Englewood to pay only for those retainers billed and reimburse EFL Associates for any approved expenses incurred up to the date of cancellation. 8.Sample Materials Please refer to Attachments A through D at the end of this response. 12.Conflict of Interest EFL Associates does not have any potential conflicts of interest in partnering with the City of Englewood on this engagement. Page 110 of 259 City of Englewood Proposal for Executive Search Services 20 EFL Associates, a CBIZ Company STANDARDS OF PROFESSIONALISM & GUARANTEES Off-Limits Provisions EFL Associates subscribes to the Code of Professional Practice and follows the Standards of Excellence of the Association of Executive Search Consultants. Our firm will not recruit any person from the City of Englewood for a period of one year after completion of this search assignment. Furthermore, EFL Associates will never recruit an executive who is hired by your organization through the direct efforts of our firm. Placement Guarantee No guarantee is made that the search project will be completed successfully within a defined time frame. EFL Associates’ efforts and resources will continue to be engaged until the search is filled or cancelled. Upon hiring a candidate, our firm guarantees continued employment of this individual for twelve (12) months or EFL Associates will reengage in one equivalent replacement search on an expenses-only basis unless the candidate’s departure has been caused by significant changes in reporting structure, responsibility, or factors beyond the control of the individual or the search. Non-Discrimination Policy EFL Associates firmly supports the principle and philosophy of equal opportunity for all individuals, regardless of age, race, gender, creed, national origin, disability, veteran status or any other protected category pursuant to applicable federal, state or local law. At EFL Associates and CBIZ we guarantee continued employment of this individual for 12 months or we will reengage in one equivalent replacement search on an expense- only basis. Our firm will not recruit any person from your company for a period of one year after completion of the search assignment. We will never recruit an executive who is hired by your organization through the direct efforts of our firm. Page 111 of 259 City of Englewood Proposal for Executive Search Services 21 EFL Associates, a CBIZ Company ABOUT US Since 1978, EFL Associates has been committed to providing our clients with the highest quality service. That commitment holds true for the City of Englewood. Our engagement team can provide you with the expertise, personal attention, and progressive thinking to address all your talent management and compensation needs. Local Expertise, National Resources The City of Englewood can be assured we have the depth of resources ready and available to address any need that may arise during the search for your City Manager. Your engagement team and over 5,000 professionals nationwide through our affiliation with CBIZ Inc. are at your service. Established Industry Presence We bring unique insight to the table, not just the ability to guide the City of Englewood through your executive search and leadership transition. The City of Englewood will benefit from our experience serving public sector and governmental entity clientele from across the country. We Value Efficiency On average, we close searches 40 days quicker than the rest of the industry. This allows your team to get back to work faster. Proactive Communication It’s true no one likes to be caught off guard in any situation, and this philosophy will be applied to our relationship with the City of Englewood. You can expect proactive communication and regular updates on our progress. We Build Relationships, Not Client Lists Our motto, “Consult First. Search Second” shows our commitment to doing what’s best for our clients. We act as a fiduciary on your behalf when searching for your next key leader. Our CBIZ Connection EFL Associates is a wholly-owned subsidiary with CBIZ, Inc. (NYSE: CBZ), an $800 million professional services company headquartered in Cleveland, Ohio. CBIZ is the largest provider of multi-specialty professional service offerings to businesses of all sizes. We offer auditing and tax services, employee benefits consulting, talent & compensation solutions, valuation assistance, retirement plan services, payroll, property & casualty insurance, and many others from 100 offices and through 5,000 associates located throughout the United States. Page 112 of 259 EFL Associates 4600 South Ulster Street, Suite 900 Denver, CO 80237 Ph: 303.779.1724 www.eflassociates.com Consultants in Executive Search DENVER REGIONAL COUNCIL OF GOVERNMENTS EXECUTIVE DIRECTOR POSITION SPECIFICATIONS CLIENT Our client, the Denver Regional Council of Governments (“DRCOG”) is one of the nation’s three oldest councils of governments (COG’s). Representatives from the 9 counties comprising the Denver metropolitan area and 47 municipalities collaborate to make life in the greater Denver metropolitan area better. They are guided by the Metro Vision regional growth and development plan (latest version Metro Vision 2040), which defines goals and actions needed to ensure the region remains a great place to live, work and play. Founded in 1955, when Denver Mayor Quigg Newton invited fellow elected officials from Adams, Arapahoe, Boulder and Jefferson counties to talk about joint issues and concerns, our region was in the midst of a post-World War II growth spurt. These leaders decided working together to enhance our region’s quality of life was a much better approach than going it alone, and created DRCOG to foster collaboration and cooperation and to speak with one voice. Member communities range from the very small to the area’s largest, but they remain united around DRCOG’s vision and mission statements: Vision Statement Our region is a diverse network of vibrant, connected, lifelong communities with a broad spectrum of housing, transportation and employment, complemented by world-class natural and built environments. Mission Statement The Denver Regional Council of Governments is a planning organization where local governments collaborate to establish guidelines, set policy and allocate funding in the areas of: Transportation and Personal Mobility Growth and Development Aging and Disability Resources Page 113 of 259 POSITION SPECIFICATIONS – DRCOG – EXECUTIVE DIRECTOR Page 2 Consultants in Executive Search In addition to serving as a planning organization, technical assistance provider, and forum for visionary local member governments, DRCOG also functions as: A Regional Planning Commission per Colorado state statute and prepares the plan for the physical development of the regions known as Metro Vision (Metro Vision 2040 was just approved. This plan is updated every five years). The federally designated Area Agency on Aging (“AAA”) The Metropolitan Planning Organization (“MPO”) for the region. A sampling of recent DRCOG achievements includes: The Board unanimously adopted Metro Vision 2040, the region’s long-range plan. The plan was developed through a collaborative process involving dozens of key partners over the course of five years. DRCOG’s efforts to prepare communities for an aging population received an Aging Innovation Award from the National Association of Areas Agencies on Aging. DRCOG developed a “bleeding edge” parcel-based land use model to help inform an understanding of future growth and development trends. DRCOG’s Denver Regional Visual Resources initiative was recognized by Westword magazine as the best place to learn about land use and demographic trends in the region. Two sub-committees of the Board Directors were formed to focus on Governance and Structure. The Governance group recommended, and it was approved by the full DRCOG Board, a new vision and mission statement (see above) and executive policies to guide the Executive Director and DRCOG staff in the achievement of organizational goals and priorities. The Structure group recommended the elimination of the Administrative Committee, and replacing it with two new committees – Performance & Engagement and Finance & Budget. The P&E Committees duties include: oversight of onboarding programs for new Board appointees; review of board assessments; implement and review Board structure and governance decisions; develop process for annual performance evaluation for the Executive Director; and, develop process for recruitment of the Executive Director and recommend appointment to the Board. The Finance & Budget Committee’s duties include: review of contracts, grants and authorization of the expenditure of funds; review and recommend to the Board approval of the budget; review audited financial statements; and. execute official instruments of the Board. A rebranding campaign to equip DRCOG with a new visual identity. Key initiatives on the near-term horizon include: After 15-20 years of soliciting and selecting Transportation Improvement Program (TIP) projects in the same manner, DRCOG is undertaking a new process. This new TIP Policy will be adopted over the next two years. The Page 114 of 259 POSITION SPECIFICATIONS – DRCOG – EXECUTIVE DIRECTOR Page 3 Consultants in Executive Search process will conclude in early 2019 with an adopted TIP agenda covering fiscal years’ 2020-2023. The Area Agency on Aging is working on diversifying our funding. Colorado is the 3rd fastest aging state in the country and the demands for services that the AAA provides is growing while federal and state funding is decreasing or remaining stagnant, at best. To meet demand for services, AAA is looking to contract with hospitals and insurance providers to have more impact in the region. In the past year, AAA received a $4.51 million grant to partner with hospitals, doctors and community providers. The grant is part of a new program called the Accountable Health Communities and it places DRCOG AAA in the national spotlight because it is the only AAA/COG in the country that received this funding. While the adoption of Metro Vision 2040 is a significant achievement, ensuring the successful implementation of the plan requires the coordinated efforts of local, state and federal governments, the business community, and other planning partners, including philanthropic and not-for-profit organizations. DRCOG has developed numerous state-of-the-art tools to support regional planning efforts, but is increasingly looking for opportunities to deploy these tools at the local level – to further increase its members return on investment. DRCOG aims to continue building a culture among its member governments, communities, and residents of making informed local and regional decisions based on trusted and easily communicated data analyses, including data visualizations that can appeal to the widest variety of audiences. DRCOG seeks to continue to build on the regional Transportation Management Agency (TMA) partnership success. Working on a new memorandum of understanding with the seven TMA partners, redefining key elements of how they can work collectively across the region to reduce traffic congestion and improve air quality. DRCOG wants to continue to play a leading role working with stakeholders across the region to develop and implement trip planning and tracking technology platforms, to augment DRCOG’s innovative MyWayToGo tool. DRCOG will undertake the development of a new, comprehensive community engagement plan which will look to move beyond what’s required to what’s desired to increase the organization’s effectiveness, transparency and to further foster regional collaboration. DRCOG is organized as a nonprofit corporation and operates under its adopted articles. DRCOG’s Board of Directors consists of one elected representative (two from the City and County of Denver) from each jurisdiction. DRCOG’s revenue is comprised primarily of federal and state grants and membership dues (approximately 83% of the operating budget) and other income derived from services to its members and the public. DRCOG has approximately 100 employees and an annual operating budget of Page 115 of 259 POSITION SPECIFICATIONS – DRCOG – EXECUTIVE DIRECTOR Page 4 Consultants in Executive Search approximately $18 million, not including pass-through funds totaling another $14 million. DRCOG’s offices are located in downtown Denver. For more information about DRCOG, visit the website at www.drcog.org. THE PERSON The successful Executive Director candidate will need to possess the ability to forge meaningful relationships based upon trust with a diverse group of stakeholders and have the gravitas to exhibit courageous leadership. The successful candidate will possess a background of experience necessary to provide a balance of strong leadership with a collaborative approach to working with both elected and appointed officials of cities, counties, and state and federal agencies. Although previous COG experience and familiarity with Colorado issues would be helpful, this recruitment will not be limited exclusively to those with COG experience and shall be conducted on a broad, nationwide basis. That said familiarity with high growth urban/suburban areas and a commitment to regional collaboration and cooperation will be required. THE ROLE Reporting to the DRCOG Board of Directors, the Executive Director serves as the chief administrative officer of the organization. As such, the Executive Director is responsible for providing advice, counsel and assistance to the Board and its committees and administering personnel policies and practices. Like most executive positions, this role is more about leadership than managing. The Executive Director will work effectively with and through others by taking responsibility for creating, communicating, maintaining, and championing the organizational vision, strategy, and culture. He/she will demonstrate responsibility for organizational success and correct what might be considered to be errors by others rather than assigning blame. The Executive Director will inspire trust through honesty, integrity, open communication, and intelligent use of resources (people, money, technology, ideas) and demonstrate an ongoing commitment to the personal demonstration of these ideals. The Executive Director will also oversee the financial management system (exercising appropriate fiscal prudence and judgment in setting and managing the annual operating budget), supervise staff and perform other duties as prescribed by the Board. Additional key responsibilities include: Overall administration and management of the programs and fiscal affairs of DRCOG subject to the policies of the Board. Directs the execution of administrative procedures necessary to implement the programs adopted by the Board. Identifies regional issues affecting the growth and development of the Denver metropolitan area and provides staff direction for analysis and development of policy recommendations for the Board’s consideration. Recommends and administers the annual budget for the organization. Directs and administers personnel policies and procedures and financial management systems. Page 116 of 259 POSITION SPECIFICATIONS – DRCOG – EXECUTIVE DIRECTOR Page 5 Consultants in Executive Search Takes appropriate action to foster inter-jurisdictional cooperation within the region, including representing DRCOG before local governments and other public/private/nonprofit stakeholders. Acts as the contracting officer for the organization. Supervises the preparation and maintenance of records and other documents. Proposes new and innovative programs and services to respond to Board direction. EDUCATION AND EXPERIENCE A Master’s degree in public administration or directly related field and ten to twelve years of management experience that includes relevant experience at the director and/or executive level. Additional experience in lieu of an advanced degree will also be considered. Significant progressively responsible experience in regional council, state, federal or local government administration. Experience gained in a rapidly-growing urban/suburban metropolitan area will distinguish the most attractive candidates. Knowledge of transportation, urban planning, and/or aging policy initiatives, while not required, is highly preferred. Experience in developing strategic planning processes that anticipate future opportunities, issues, and concerns. Adept in developing annual and longer- range implementation plans and direction for the organization, and the ability to provide a sense of direction and leadership to a complex, multi-interest organization. Demonstrated ability to lead and manage staff at a high level in a complex organization. Increasingly responsible experience in intergovernmental relations. Demonstrated ability to identify regional issues and the interpersonal skills to build consensus. Financial acumen to develop and manage a significant budget and pass-through grants. Adept at personally supervising the preparation of comprehensive, concise reports and recommendations, offering policy options and a recommended course of action for policy review and consideration; ability to translate technical data into “layman’s terms”. Familiarity with high-growth strategies recognizing the critical interrelationship of transportation and land use planning. Knowledge of local government structure, process, and operations, as well as being familiar with legislative and regulatory processes of state and federal agencies. Possesses a successful record in working with citizens, public interest and neighborhood groups in communities of multi-racial, multi-cultural, socio- economic, youth-aged diversity in a variety of settings and circumstances, as well as the personal capability to effectively represent the interest of a diverse membership at local, regional, state and federal levels. PERSONAL CHARACTERISTICS Unquestioned integrity, credibility and character, demonstrating high moral and ethical behavior and personal accountability; trustworthy. Page 117 of 259 POSITION SPECIFICATIONS – DRCOG – EXECUTIVE DIRECTOR Page 6 Consultants in Executive Search A collaborative leader with the experience, confidence, and gravitas to interact effectively with the Board, elected officials, media and other external stakeholders; a professional who actively listens and thoughtfully considers alternative viewpoints and looks for creative solutions to challenges. Outstanding communication skills, including written, verbal and presentation skills; ability to explain complex concepts concisely and in understandable terms; able to deal with difficult issues directly; an inclusive and transparent communicator who will lead complex discussions and exhibit humility, passion, and vulnerability when required. Exceptional interpersonal skills and the ability to cultivate trust-based relationships with a wide-variety of stakeholders possessing unique personal styles and agenda priorities; exhibits approachability and openness. Mature, confident, and possessing the strength of professional convictions to assertively provide administrative insights, counsel, and supportive leadership to the Board and staff of DRCOG. A positive, results-oriented style, evidenced by listening, motivating, delegating, influencing, and taking the initiative to provide strong leadership and vision in assisting the Board to identify, analyze, and thoroughly deliberate and address policy questions which are critical to meeting the objectives of the organization. A risk-taker who enthusiastically explores new ideas and policy measures while maintaining close communication with the Board. A visionary and futurist who embraces creativity and innovation in meeting regional challenges; strong-minded and adept at presenting professional views while not being perceived as antagonistic. Ability and desire to mentor and develop subordinate staff to meet organization goals and objectives. A confident leader who is comfortable delegating to trusted staff and does not micromanage. Political awareness and sensitivity; a strong mediator who recognizes compromise may be optimal. Personable and patient with a steady temperament and the ability to distill opposing viewpoints and find common ground. A degree of humility; genuine and down-to-earth; even-tempered and displays a sense of humor and “big picture” orientation. A “tinkerer”; a leader who always looks to identify or foster the development of process improvements and someone who understands the interdisciplinary nature of DRCOG’s mission and staff deployment. COMPENSATION Compensation will consist of a competitive base salary within the parameters of the nonprofit sector, plus an attractive benefits package. Benefits include health, dental and vision insurance; deferred compensation; retirement plan; life, ADD, long and short-term disability, auto, homeowners, and pet insurance; employee assistance program; flexible spending account; tuition reimbursement; EcoPass and Guaranteed Ride Home, on-site fitness center membership; and, a generous holiday/paid time off plan. Page 118 of 259 POSITION SPECIFICATIONS – DRCOG – EXECUTIVE DIRECTOR Page 7 Consultants in Executive Search NON-DISCRIMINATION Our client and EFL Associates firmly support the principle and philosophy of equal opportunity for all individuals, regardless of age, race, gender, creed, national origin, disability, veteran status, sexual orientation or any other protected category pursuant to applicable federal, state or local law. EFL ASSOCIATES 4600 S. Ulster Street, Suite 900 Denver, CO 80237 Ph: 303-779-1724 www.eflassociates.com Daniel J. Cummings Senior Vice President and Managing Director Email: dcummings@eflassociates.com Mary L. Hobson Executive Vice President Email: mhobson@eflassociates.com Lauren McElderry Research Associate Ph: 720-200-7021 Email: lmcelderry@eflassociates.com Page 119 of 259 EFL Associates 4600 S. Ulster Street, Suite 900 Denver, CO 80237 Ph: 303.779.1724 www.eflassociates.com ABC COMPANY CHIEF EXECUTIVE OFFICER CANDIDATE PROFILE JOHN DOE EDUCATION & CREDENTIALS (verification pending) J.D., University of Georgia, Athens, GA M.Ed., University of Georgia, Athens, GA B.S., Georgia State University, Georgia, GA EXPERIENCE & CAREER SUMMARY THE DOE COMPANY 1994-Present Atlanta, GA The Doe Company is John’s real estate development business. It employed twelve people on a full-time basis at its peak, and over 150 through contractors and subcontractors. CEO John founded his own development company in 1994 and ran it successfully for 15 years. During that time, he developed a number of residential condominium and loft projects. He also provided consulting, project management and development services to others. He left in 2008 to run the Lake Lanier Ranch & Club and his son operated the business as a real estate brokerage. He has since left to join another brokerage firm, and John has kept the company alive, but it is inactive and he has no plans to activate it again. LAKE LANIER RANCH & CLUB 2008-2009 Bufford, GA Lake Lanier Ranch & Club is a 1,100 acre, high-end single-family development adjacent to the Lake Lanier area. General Manager John was approached to run this development by someone he knew and decided he would try it. His own business had wound down several projects and it seemed like a good idea because he loves sailing. John reported to the CEO and managed all Page 120 of 259 PROFILE – JOHN ALLY Page 2 aspects of the development. After a year or so, John’s wife missed the grandchildren in Atlanta, so he left the position and returned to Atlanta. MILLER TRUST CORPORATION 1992-1994 Atlanta, GA Senior Asset Director John directed the analysis, management, and disposal of over $120 million of real estate assets, primarily in the Eastern U.S. CITY OF ATLANTA 1988-1992 Atlanta, GA Deputy Manager of Public Works John was asked to take this position and overhaul the City’s permitting process, which he did successfully. John also oversaw the development of a number of capital projects. THE LEONARD COMPANY 1983-1988 Atlanta, GA Vice President John was part of the senior management of this company that developed the Leonard Business Center. He was also involved in raising the capital to finance the center. THE FLYNN AGENCY 1979-1983 Atlanta, GA Commercial Real Estate Broker John handled complex commercial real estate transactions for this real estate brokerage firm. TCI CENTER 1978-1979 Atlanta, GA Project Manager John got his start in the development business with this company, directing rehabilitation of three old buildings in downtown Atlanta. COMPENSATION John’s financial situation is solid; he is not looking for high compensation, but wants to do something challenging that he feels good about, where he can make a contribution to the organization. Page 121 of 259 PROFILE – JOHN ALLY Page 3 RECRUITING CONSIDERATIONS John has always looked for quality and been proud of what he’s done. He has known of ABC Company for some time and is at the stage of his life and career where he wants to do something he feels good about, and where he can make a contribution. He thinks this position fulfills both of those goals. CONSULTANT EVALUATION & SUMMARY John has over 30 years of real estate experience, including significant commercial development and brokerage experience. He stopped new development in his company about two years ago, and does not intend to restart the company. The Ally Company employed a staff of about 12, mainly marketing, sales and support people. Through his contractors, he managed about 150. John has managed large construction budgets, as well as the operating budget for his own company. John’s experience does not include affordable housing, but he is intelligent and will learn quickly. His extensive real estate development experience will give him the ability to understand ABC Company’s issues and help develop a plan to address them. John has been active in the community and has served on many boards, commissions and neighborhood organizations, as well as professional organizations. He will have extensive contacts that may be beneficial to ABC Company. He does not have direct fundraising experience. As noted previously, John does not have direct experience with government agencies related to affordable housing, but he has excellent experience with agencies regulating commercial real estate development. He served as Deputy Director of Public Works for the City of Atlanta from 1988-1992, and completely revamped the permitting process. John does not have service program experience. He would need to rely on current staff in that area. John is extremely knowledgeable about real estate development and has leadership experience and presence. He would probably not be a long-term CEO (he would probably stay at least four years), but could help turn the situation at ABC Company around and get it stable and moving forward. Page 122 of 259 EFL Associates 4600 S. Ulster Street, Suite 900 Denver, CO 80237 Ph: 303.779.1724 www.eflassociates.com ABC COMPANY CHIEF EXECUTIVE OFFICER CONFIDENTIAL STATUS REPORT June 3, 2010 Outreach efforts continue. As indicated in our last report, targeted sources include Chief Executive Officers, Executive Directors, Presidents, Deputy Executive Directors, and Vice Presidents in local organizations with a mission similar to ABC Company. To date, we have received applications from 82 individuals. Of this group, 23 applicants were screened and/or interviewed to further determine qualifications. We have identified 7 individuals for consideration. Candidate materials are included and will be discussed on June 8, 2010. Please remember that the identity of candidates and information about them is CONFIDENTIAL. We will check references at an appropriate time. Please do not make contacts to inquire about these individuals. Market Feedback: Overall, contacts were helpful in making candidate and networking referrals, and response to job postings was positive. Next Steps: EFL Associates will continue outreach to potential candidates and sources of referrals. Determine which, if any candidates, from those presented will be interviewed, and the interview process and timing. Determine how to process additional qualified candidates who come into the pool subsequent to the June 8 meeting. Page 123 of 259 1 Executive Search and Organizational Consulting Web: KRW-Associates.com Lorne Kramer, MPA - Ron Sloan, MA - Jerry Williams, DPA Proposal City of Englewood Executive Search Firm for City Manager Recruitment Proposal # RFP-18-039 November 30, 2018 Submitted By: KRW Associates LLC PO Box 62550 Colorado Springs, CO 80962 719-310-8960 This proposal is submitted for consideration by the City of Englewood regarding the provision of professional services to provide executive search and recruitment services for the City Manager. KRW Associates LLC is a Colorado company that has served and assisted a variety of cities, counties and other entities with successful executive searches for many years. Based on our professional experience and educational credentials, as well as our familiarity with municipalities across the nation, we believe we are extremely well suited to assist you with this executive search assignment in a highly effective and fiscally responsible manner. Direct Project Contacts: Lorne Kramer, MPA or Ronald Sloan, MA KRW Managing Partner KRW Managing Partner 719-310-8960 303-325-1113 ChiefCOS@aol.com pmcllcron@gmail.com Page 124 of 259 2 Table of Contents Letter of Transmittal…………………………………………………………………………. 3 Firm Profile …………………………………………………………………………………… 4 Project Components….………………………………………….......................................... 6 Project Timeline……………………………………………………………...………..……… 7 Project Cost………………………….…………………………………………………….……10 . References…………………..………………………………………………………………… .11 Appendix I - Team Biographies………………………………………………………….…....14 Appendix II - Sample List of Clients…………………………………………………...……...16 Appendix III- Sample Materials……………………………………………………………….17 Page 125 of 259 3 Executive Search and Organizational Consulting Web: KRW-Associates.com Lorne Kramer, MPA - Ron Sloan, MA - Jerry Williams, DPA November 30, 2018 Maria E. Gonzalez Estevez, Human Resources Director City of Englewood 1000 Englewood Parkway Englewood, Colorado 80110 Dear Ms. Gonzalez Estevez, KRW Associates LLC (KRW) is pleased to provide information about our company as you consider a firm to assist you in your search and selection processes for a City Manager. KRW has served governments at all levels with successful executive searches for many years. Based on our professional experience and educational credentials, we are extremely well suited to assist you with this executive search process in a highly effective and fiscally responsible manner. KRW’s consultants are the principals of the firm with a long record of success working with government leaders in identifying, recruiting, and placing executives who possess outstanding credentials, proven histories of success, and the highest degree of professionalism and personal character. The principals of KRW have extensive experience in municipal government. Lorne Kramer is a former City Manager and former Chief of Police, and Dr. Williams and Mr. Sloan are former Chiefs of Police. Mr. Kramer, Mr. Sloan and Dr. Williams have years of executive search experience and will be actively involved in your project. KRW believes we offer the very best service, and most often at a set fee much more reasonable and affordable than any other national firm. As former public sector executives, we understand the reality of the need to fund projects in cost effective ways. Thank you for your time and consideration regarding our firm and the services we provide. Additional information is available at our website: www.krw-associates.com Sincerely, Ronald Sloan, MA _____________________________________________________________________ KRW Associates LLC P.O. Box 62550 Colorado Springs, CO 80962 719-310-8960 E-mail: chiefcos@aol.com, pmcllcron@gmail.com, gwilliamsgroup007@gmail.com Page 126 of 259 4 Firm Profile KRW Associates LLC (KRW) is a Limited Liability Corporation formed in 2007, headquartered in Colorado, with a national clientele. We have decades of public sector executive experience as practitioners and a background of successful executive placements. This experience, combined with the highest level of graduate public administration education of any search firm in the country, makes for energetic, enlightened and reliable expertise that extends throughout the United States. We know how and who to recruit for an open position based upon the needs and desires of the hiring authority. KRW uses a tiered ranking process to present all candidates to the appointing authority. Unlike many firms who merely arrive with eight to ten names, we use a proven methodology that simplifies the task for government leadership while retaining quality and creditability. We understand the job and the needs of the hiring authority. The KRW team has been operating for twelve years, with years of additional consulting experience and expertise with the G.L. Williams Group LLC in conducting governmental consulting work. KRW brings to every project the expertise of our partners as well as other experienced, professional consulting practitioners, as necessary. Recent executive searches conducted by KRW Associates attracted over 50 candidates each. We can also provide advice and support regarding important candidate information and the final negotiation process. Because of our extensive relationships and contacts, we are confident we will identify and bring to the selection process in Englewood only quality candidates worthy of consideration for this tremendous opportunity to serve such a vibrant community. KRW’s philosophy of customer service is founded on directly meeting the needs and desires of the client with a customized service package designed for the unique needs of each client. A partner, Lorne Kramer, MPA will be directing your project and be in direct contact with you at every step of the process. The candidate selection is made by City leadership with information and guidance about all applicants provided by KRW, unlike many firms who simply show up with a list of final candidates for your consideration. This provides you with the ability to select the candidate most appropriate for your community. We work thoroughly and quickly, and do not believe in unnecessarily prolonged executive searches. We will help you get this project successfully completed in a timely manner. Page 127 of 259 KRW Associates LLC 5 Personnel to be Assigned to the Project: Mr. Lorne Kramer, MPA served as the City Manager of Colorado Springs from 2002 to 2007. Prior to this appointment he was the Deputy City Manager and the Chief of Police for 11 years. During his years as City Manager, Mr. Kramer was successful in reorganizing municipal operations, addressing fiscal shortfalls, orchestrating the successful passage and implementation of the Public Safety Sales Tax initiative focused on increased public safety projects throughout the city, gaining citizen support for the Rural Transportation Authority, implementing the Stormwater Enterprise and enhancing the Planning and Development Review process. His academic accomplishments include a master’s degree in Public Administration from the University of Southern California, and a bachelor’s degree from the University of Redlands, California, graduating with honors from both institutions. He is also a graduate of the University of Southern California’s Management Policy Institute, the National Executive Institute, the Rocky Mountain Leadership Institute, and the Colorado Springs Leadership Institute. He has been recognized by the Colorado Springs City Council and numerous civic organizations for his leadership, collaboration and community partnership. He has over six years’ experience recruiting and selecting executive level candidates as the City Manager of the second largest city in Colorado. For the past twelve years he has successfully placed City and County Managers, City and County Attorneys, Police and Fire Chiefs, and, of course, led a number of executive searches while serving as City Manager for a major Colorado City. Mr. Kramer will be the co- project manager with Mr. Sloan. Mr. Ronald Sloan, MA was Director of the Colorado Bureau of Investigation (CBI) from 2008 until 2015. Prior to his service as CBI Director, he was the Police Chief for the City of Arvada, CO from 1994 until 2007. Sloan has served as a Colorado Peace Officer since 1974, serving with the Aurora Colorado Police Department. Sloan holds a bachelor's degree and a master's degree from the University of Northern Colorado. He is a graduate of the 57th class of the Northwestern University, Traffic Institute Police Administration Training Program (PATP). Additionally, he is a graduate of the 32nd Session of the FBI Law Enforcement Executive Development Seminar, and a graduate of Harvard University’s Kennedy School of Government, Senior Executives in State and Local Government Program in 1999. Ronald Sloan has participated in numerous community and professional organizations, as well as serving on national, regional, statewide, and local criminal justice and public safety boards, commissions, and councils. Sloan served on the State of Colorado Peace Officer Standards and Training Board (POST) and was instrumental in the re-codification of Colorado Peace Officer statutes and the creation of the Sunrise Review Process for Peace Officer designation in Colorado. Ron served as the President of the Association of State Criminal Investigative Agencies. Mr. Sloan will be the co-project manager with Mr. Kramer. Dr. Gerald Williams spent over 20 years as a public sector executive, as well as program director for a key graduate leadership in police executive leadership at the Graduate School of Public Affairs University of Colorado Denver. He has served as Chief of Police for both Arvada and Aurora, Colorado. He holds a Doctorate in Public Page 128 of 259 KRW Associates LLC 6 Administration (DPA) from the University of Colorado at Denver with an emphasis in organizational development. His Master’s degree is in Criminal Justice Administration (MCJ) and his BA is in History and Sociology from Metropolitan State College. Jerry was a Principal Associate for the Institute for Law and Justice, a public sector criminal justice consulting firm in the Washington D.C. area. He is a graduate of the FBI National Academy, former President of the Police Executive Research Forum and past Chair of the National Commission on Law Enforcement Accreditation. Jerry has managed organizational assessments and municipal police staffing and deployment studies in Arizona, Texas, Oregon, and Colorado. Dr. Williams will assist Mr. Kramer and Mr. Sloan with project management. The project team members’ individual experience and relevant educational background is included in their biographies included in Appendix I. Municipal Staff Support Anticipated: KRW anticipates that the City of Englewood will provide meeting rooms, food and/or refreshments for candidates and guests during the interviews and other potential meetings, lodging for candidates if required, and materials such as projectors and internet access for presentations. KRW understands that the City of Englewood has appointed Maria E. Gonzalez Estevez as Project Manager and primary contact with KRW Associates for this project. Project Components KRW Associates LLC has found the most effective methods to successful public sector executive recruitment are based on contact, communication and a thorough understanding of the needs and desires of the hiring authority. Conversely, successful searches are inhibited when the key fundamentals of contact, communication, and understanding are not thoroughly developed at the onset of the project and are not actively maintained throughout the entirety of the project. We undertake to thoroughly understand the needs of the Englewood City Council regarding the desired attributes and qualifications they seek in their City Manager. Further, KRW maintains contact with government leadership throughout the process to make certain goals and expectations are being achieved. KRW prides itself on developing a thorough understanding of the needs of each client and aiding in the identification and placement of the most appropriate candidate. KRW’s objectives for serving Englewood are as follows: •Establish a scope of work and a realistic time line. •Keep the City Council and City Project Manager apprised of key aspects of the process. •Work with the City Council, City Project Manager and focus groups (if desired by the City) to develop a detailed candidate profile and a clear, detailed set of criteria to attract the right caliber of applicants. Page 129 of 259 KRW Associates LLC 7 •Design an appropriate marketing program to include; contacting professional associations, advertising in professional websites, developing and emailing custom brochures to appropriate audiences, and identifying and aggressively marketing the position to potential candidates in the field utilizing KRW’s extensive City/Town Manager/Administrator database. Additional methodologies may be included subsequent to the needs and desires of Leadership being more fully identified. •Design, recommend and implement an inclusive selection process. •Receive, evaluate and rank applicant resumes. •Develop a tiered ranking of all candidates. •Handle and address all e-mails, phone calls and questions from candidates. •Recommend a short list of candidates for the City Project Manager and City Council using the pre-established criteria to include phone interviews and media searches. •Work with the City Project Manager and City Council to develop a list of finalist candidates. •Conduct an Executive Leadership Assessment of each finalist if requested by City Council. •Conduct reference checks and national criminal background checks for the top candidates. •Work with City Project Manager and City Council to design the evaluation process for finalist candidates, which could include formal interviews with the City Council and other panels as determined by the City, tours of the City facilities conducted by City staff and a reception for the final candidates. •Assist in the interview process by: designing the most beneficial interviewing process; coordinating schedules, teleconferencing, and/or travel arrangements; and developing interview questions, evaluation sheets, reception feedback forms and/or exercises that will facilitate meaningful discussions. •Facilitate the on-site interview process of finalist candidates. •Contact all finalists, both successful and non-successful. •Depending on the needs of Englewood, the process could be completed by May 1, 2019 as directed. Project Timeline Regarding a process for the City Manager executive search, we envision a schedule and timetable that would progress as quickly as possible once the process and the Agreement for Professional Services are approved. This schedule is adaptable to the needs of the City of Englewood. January 2019 • Award of Contract. • Finalize Agreement for Professional Services • With the assistance of the City Project Manager, develop a detailed candidate profile and criteria that will be used to evaluate candidates through interviews Page 130 of 259 KRW Associates LLC 8 with City Council, department directors and if requested by the City, focus groups with citizen representatives or other stakeholders selected by the City. February 2019 •Design an appropriate advertising/communication campaign for the position. Advertising would include: •Contacting professional associations •Advertising in professional and industry websites such as ICMA, CCMA and CML •Posting on the KRW Associates website •Posting on the City of Englewood website •Developing and e-mailing custom brochures to appropriate audiences and using social media, as appropriate •Identifying and aggressively marketing the position to potential candidates in the field, utilizing KRW’s extensive database •KRW will present the proposed position profile and communication campaign to City Council and City Project Manager for approval. February to March 2019 •Upon City approval KRW will post the position for 30 days. •All applications will be submitted to KRW electronically. Applications will consist of: 1) Cover letter, 2) Current Resume (with salary history), and 3) Six professional references. •KRW will receive and initially screen applications and resumes for minimum requirements, using the City-approved pre-established criteria to include the KRW tiered ranking process. •KRW will provide the City with a status of the specifics of the search on a weekly basis throughout the duration of the process, to include the posting period. •KRW will handle administrative details such as correspondence with candidates and inquiries about their candidacy on the City’s behalf. March to April 2019 •KRW Associates will meet with the City Council and City Project Manager to conduct a second screen of candidates to develop a group of semi-finalists. This will essentially be a review of the minimally qualified applicants and narrowing the group down to a number (8-10) manageable for the next step. •KRW Associates will conduct the pre-screening (telephone screening interviews, media searches, etc.) of selected semi-finalists and research applicable qualifications. Any supplemental questions important to the City could be included at this stage. •Produce a recommended list of 4-6 finalists to the City Council and City Project Manager. •Conduct an Executive Leadership Assessment of each finalist. Page 131 of 259 KRW Associates LLC 9 •Conduct reference checks and national criminal background checks on the top candidates. April 2019 •Assessment process in Englewood with candidates selected and approved by the City Council. KRW will assist the City in the interview process, including but not limited to: o Designing the most beneficial interviewing process; o Coordinating schedules, teleconferencing, and/or travel arrangements; o Developing interview questions &/or exercises that will facilitate meaningful discussions. •Final follow-up interviews or meetings with City Council and the finalists. •If requested, assist with contract negotiations. Early Termination In the case of early termination of the search and selection process, KRW would invoice the City of Englewood for hours expended through the date of termination of the process, plus any expenses (i.e., advertising costs) incurred to date. (See hourly rates on Project Cost Sheet below.) Page 132 of 259 KRW Associates LLC 10 PROJECT COST SHEET THE CITY OF ENGLEWOOD, COLORADO – 2019 CITY MANAGER - RECRUITMENT AND SELECTION PROCESS Oversight and administration of executive search process..................................$25,000.00 Includes overall project administration; preparation of the ideal candidate profile for advertising; potential candidate outreach; reviewing and screening resumes; telephone and e-mail follow up; due-diligence on semi-finalists; development of candidate finalist lists; and reference checks and recommendations to the City Council regarding both semi-finalists and finalist candidates. Assessment System.…………………………….………………………….……..............$3,500.00 Includes use of all custom written materials, research support materials, training, and process administration of exercises over two days for City Manager candidates/finalists. Exercises may include structured interviews with staff and community members as well as presentation exercises. National Background Checks…………………………………………………….$ 250.00 National Criminal Search (includes National Sex Offender Registry, OFAC Terrorist, and Most Wanted Searches) State and County Criminal Background Search and Social Security/Address Verification Executive Leadership Assessment………………………………………………………$1,000.00 Administer a Performance Evaluation Instrument that identifies strengths, energy levels, motivators, stressors, satisfaction index, communication styles, management styles, logic, back-up styles and more. The instrument is administered by Syntrak International and is researched and validated. Assessor Training, included in set fee...........................................................…......No charge Final Candidate Orientation, included in set fee……..............................................No charge KRW Staff Travel to Englewood included in set fee...……….………………………No charge Meals, included in set fee…………………………………………………………….… No charge Copying/Printing of Assessment Material, included in set fee……….……………No charge * CONSULTANT COSTS FOR PROJECT...................................................................$29,750.00 *Costs of advertisements on professional websites (anticipated to be less than $1000.00) or other expenses related to candidates will be the responsibility of the City of Englewood. In addition, the City of Englewood would bear the cost of candidate travel and lodging if necessary. Services performed beyond the normal scope of services included in this proposal will be billed at an hourly rate of $125/hr. for partners and $70/hr. for associates, plus expenses. Site visits to finalists’ municipality(ies) by consultants are not included in this proposal and would be billed at the above hourly rate. WARRANTY: KRW Associates is confident of their capacity to produce a quality group of candidates and ultimately the selection of the right person for the position. In the event the person selected by the City of Englewood does not complete 18 months in the position due to performance, KRW Associates will complete a follow up process charging only for advertising, background checks, travel and related expenses. Page 133 of 259 KRW Associates LLC 11 References City of Brighton, CO (2017) Executive Search: City Manager Karen Borkowski-Surine, Administrative Services Director 303-655-2000 kbsurine@brightonco.gov City of Cripple Creek, CO (2018) Executive Searches: Police Chief, Fire Chief and City Administrator Carol Stott, Director of Human Resources and Risk Management 719-689-3469 cstotts@cripple-creek.co.us Town of Wellington, CO (2018) Executive Searches: Assistant Town Administrators, Town Administrator and Public Works Director Ed Cannon, Town Administrator (970) 568-3381 cannonel@wellingtoncolorado.gov University of Colorado/Boulder (2018) Executive Search: Chief of Police Louise Vale, Associate Vice Chancellor of Integrity, Safety and Compliance 303-492-5489 Louise.Vale@Colorado.edu City of Fort Collins, CO (2018) Executive Searches: Police Chief, Deputy and Assistant Police Chiefs, Police Director of IT Darin Atteberry, City Manager 970-221-6505 datteberry@fcgov.com or Jeff Swoboda, Chief of Police 970-221-6550 jswoboda@fcgov.com Town of Mead, CO (2018) Executive Search: Police Chief Helen Migchelbrink, Town Manager 970-805-4195 hmigchelbrink@townofmead.org Page 134 of 259 KRW Associates LLC 12 Town of Breckenridge, CO (2018) Executive Search: Chief of Police Rick Holman, Town Manager 970-547-3166 rickh@townofbreckenridge.com City of Grand Junction, CO (2018) Executive Search: Chief of Police Greg Caton, City Manager 970-244-1508 citymanager@gjcity.org City of Greeley, CO (2018) Executive Search: Chief of Police Roy Otto, City Manager 970-350-9770 roy.otto@greeleygov.com Summit County, CO (2018) Executive Search: 911 Center Director Sarah Vaine, Assistant County Manager 970-668-4006 Sarah.Vaine@summitcountyco.gov Jefferson County Sheriff’s Office (2017) Executive Search: Detentions Administrator Jeff Shrader, Sheriff 303-271-5303 jshrader@co.jeffco.us City of Cody, WY (2018) Executive Search: Public Works Director Barry Cook, City Administrator (307) 527-7511 bcook@cityofcody.com City of Sheridan, CO (2017) Executive Search: Public Works Director Heather Doke, Human Resources Director (307) 674-6483 ext. 205 hdoke@sheridanwy.net City of Windsor Executive Search, Chief of Police Kelly Arnold – Former City Manager 970-397-2680 kellyarnold8390@gmail.com Page 135 of 259 KRW Associates LLC 13 City of Idaho Springs, CO Executive Searches: Chief of Police and City Administrator Mike Hillman, Mayor 303-567-4421 mayor@idahosprings.com City of Englewood, CO Executive Searches: Chief of Police and Fire Chief Gary Sears, Former City Manager 1640-781(303) glsears1@gmail.com Page 136 of 259 KRW Associates LLC 14 APPENDIX I Consultant Biographies Lorne C. Kramer, MPA Police Chief/City Manager (Retired) Former President, Police Executive Research Forum (PERF) and Colorado Association of Chiefs of Police Managing Partner, KRW Associates, LLC Lorne Kramer served as the City Manager of Colorado Springs, Colorado from 2002 to 2007, a municipality of over 400,000 people. Prior to this appointment, he was the Deputy City Manager and the Police Chief for 11 years. During his years as City Manager, Mr. Kramer was successful in reorganizing municipal operations; addressing fiscal shortfalls; orchestrating the successful passage and implementation of the Public Safety Sales Tax initiative focused on increased public safety projects throughout the city; gaining citizen support for the Rural Transportation Authority; implementing the Storm-water Enterprise and enhancing the Development Review Process. While the Chief of Police, the Colorado Springs Police Department received national recognition for many progressive and innovative programs and accomplishments in the areas of crime reduction, gang violence and community partnerships. He was both President and Vice President of the national Police Executive Research Forum (PERF) and President of the Colorado Association of Chiefs of Police. He was appointed by the Governor of Colorado to the Peace Officer Standards and Training Board (POST) and the Drug Control Systems Board. His academic accomplishments include a Master’s degree in Public Administration from the University of Southern California, and a Bachelor’s degree from the University of Redlands, California graduating with honors from both institutions. He is also a graduate of the University of Southern California’s Management Policy Institute, California’s Law Enforcement Command College, the National Executive Institute and the Rocky Mountain Leadership Institute. Mr. Kramer is the former Executive Director of the Colorado Springs Leadership Institute. Page 137 of 259 KRW Associates LLC 15 Jerry Williams, DPA Police Chief (Retired) Past Director, Executive Leadership Master’s in Criminal Justice, University of Colorado Denver Managing Partner, KRW Associates, LLC Dr. Williams spent over 20 years as a public sector executive, as well as program director key policing leadership programs at three nationally recognized universities. Dr. Williams has over 30 years of experience in the criminal justice field and has served as police chief in Arvada and Aurora, Colorado. Dr. Williams is a Past President of the Police Executive Research Forum and former Chair of the National Commission on Law Enforcement Accreditation. Dr. Williams was a member of the National Institute of Justice series Perspectives on Policing held at the John F. Kennedy School of Government, Harvard University. Williams is a former Principal Associate for the Institute for Law and Justice, a public sector criminal justice consulting firm located in the Washington, D.C. area. Jerry has held Executive Director positions at three universities, the Blackwood Law Enforcement Management Institute of Texas at Sam Houston State University, the Administrative Officer Management Program at North Carolina State University, and the Executive Leadership Master’s Program at the University of Colorado Denver. He has been involved in executive search consulting since 2001. He holds a DPA from the University of Colorado Denver, a Master’s Degree in Criminal Justice from the University of Colorado Denver, and a BA in History and Sociology from Metropolitan State University of Denver. Page 138 of 259 KRW Associates LLC 16 Ronald Sloan, MA Police Chief (retired) Past Director of Colorado Bureau of Investigation Former President, Association of State Criminal Investigative Agencies (ASCIA) Managing Partner, KRW Associates, LLC Ron was Director of the Colorado Bureau of Investigation (CBI) from 2008 until 2015. Prior to his service as CBI Director, he was the Police Chief for the City of Arvada, CO from 1994 until 2007. Sloan has served as a Colorado Peace Officer since 1974, serving with the Aurora Colorado Police Department. During Sloan’s 20 years as Chief of Police and Director of CBI, his leadership at the federal, state, and local government level resulted in strategic and visionary policy and program development, as well as the establishment of progressive and responsible public policy through legislative initiatives. Sloan holds a bachelor's degree and a master's degree from the University of Northern Colorado. He is a graduate of the 57th class of the Northwestern University, Traffic Institute Police Administration Training Program (PATP). Additionally, he is a graduate of the 32nd Session of the FBI Law Enforcement Executive Development Seminar, and a graduate of Harvard University’s Kennedy School of Government, Senior Executives in State and Local Government Program in 1999. Ronald Sloan has participated in numerous community and professional organizations, as well as serving on national, regional, statewide, and local criminal justice and public safety boards, commissions, and councils. Sloan served on the State of Colorado Peace Officer Standards and Training Board (POST) and was instrumental in the re- codification of Colorado Peace Officer statutes and the creation of the Sunrise Review Process for Peace Officer designation in Colorado. Ron served as the President of the Association of State Criminal Investigative Agencies. Page 139 of 259 KRW Associates LLC 17 APPENDIX II SAMPLE LIST OF CLIENTS CITY OF ALAMOSA (CO) CITY OF AMARILLO (TX) CITYOF AVON (CO) CITY OF BOULDER (CO) CITYOF BRECKENRIDGE (CO) CITY OF BRIGHTON (CO) CITY AND COUNTY OF BROOMFIELD (CO) CITY OF CASTLE ROCK (CO) CITYOF CEDAREDGE (CO) CITY OF CODY (WY) COLORADO ASSOCIATION OF CHIEFS OF POLICE CITY OF COMMERCE CITY (CO) CITY OF CRAIG (CO) CITY OF CRIPPLE CREEK (CO) CITY OF DELTA (CO) CITYOF DILLON (CO) CITY OF DURANGO (CO) TOWN OF EDGEWATER (CO) EL PASO COUNTY (CO) CITY OF ENGLEWOOD (CO) CITY OF EVANS (CO) CITY OF FORT COLLINS (CO) CITY OF FORT LUPTON (CO) CITYOF FRISCO (CO) CITY OF FRUITA (CO) CITY OF GEORGETOWN (CO) CITY OF GOLDEN (CO) TOWN OF GRANBY (CO) CITY OF GRAND JUNCTION (CO) CITY OF GREELEY (CO) CITY OF GREENWOOD VILLAGE (CO) CITYOF JACKSON (WY) JEFFERSON COUNTY (CO) JOINT POWERS WATER BOARD (WY) CITY OF LARAMIE (WY) CITY OF LONE TREE (CO) CITY OF MANITOU SPRINGS (CO) TOWN OF MEAD (CO) CITY OF MENLO PARK (CA) CITYOF MILLIKEN (CO) CITY OF MONTE VISTA (CO) TOWN OF MONUMENT (CO) TOWN OF MORRISON (CO) CITY AND COUNTY OF MONTROSE, (CO) CITY OF MOUNTAIN VIEW (CA) MESA COUNTY (CO) PITKIN COUNTY (CO) PUEBLO COUNTY (CO) CITY OF SHERIDAN (WY) CITYOF SILVERTHORNE (CO) SOUTH METRO FIRE DISTRICT (CO) SUMMIT COUNTY (CO) CITYOF TELLURIDE (CO) CITY OF TORRINGTON (WY) CITYOF TRINIDAD (CO) TOWN OF VAIL (CO) TOWN OF WELLINGTON (CO) CITY OF WHEAT RIDGE (CO) TOWN OF WINDSOR (CO) UNIVERSITY OF COLORADO/BOULDER WEST METRO FIRE DISTRICT (CO) Page 140 of 259 KRW Associates LLC 18 APPENDIX III SAMPLE MATERIALS •Recruitment brochure – City of Brighton City Manager •Recruitment brochure – City of Grand Junction Chief of Police •Finalist Notification – City of Cripple Creek City Administrator Page 141 of 259 630 Dundee Road, Suite 130, Northbrook, Illinois 60062 Local: 847.380.3240 Fax: 866.401.3100 GovHRUSA.com EXECUTIVE RECRUITMENT • INTERIM STAFFING • MANAGEMENT AND HUMAN RESOURCE CONSULTING November 30, 2018 Ms. Eva Boyd City of Englewood c/o Purchasing Division 1000 Englewood Parkway Englewood, Colorado 80110 Dear Ms. Boyd: Thank you for the opportunity to provide you with a proposal for the City Manager recruitment and selection process for the City of Englewood. GovHR USA (“GovHR”) prides itself on a tailored, personal approach to executive recruitment and selection, able to adapt to your specific requirements for the position. Qualifications and Experience GovHR is a public management consulting firm serving municipal clients and other public-sector entities on a national basis. Our headquarters offices are in Northbrook, Illinois. We are a certified Female Business Enterprise in the State of Illinois and work exclusively in the public sector. We have 11 full time and 8 part time employees and 23 project consultants. GovHR offers customized executive recruitment services and completes other management studies and consulting projects for communities. Please note the following key qualifications of our firm: Since our establishment in 2009, our consultants have conducted hundreds of recruitments in 29 states, with an increase in business of at least 30% each year. Twenty-eight (28%) of our clients are repeat clients, the best indicator of satisfaction with our services. We develop personal contacts with potential candidates for the position by attending more than 20 national conferences annually, including Colorado, where we meet and get to know local government professionals. In addition, we sponsor events at these conferences to meet potential candidates. We have a consultant based in Colorado and know several Colorado managers that we can contact for the position or for additional connections with potential candidates. Surveys of our clients show that 94% rate their overall experience with our firm as Outstanding and indicate that they plan to use our services or highly recommend us in the future. Our state of the art processes, including extensive use of social media for candidate outreach and skype interviews with potential finalist candidates, ensure a successful recruitment for your organization. Our high quality, thorough Recruitment Brochure reflects the knowledge we will have about your community and your organization and will provide important information to potential candidates. The firm has a total of twenty-three consultants, both generalists and specialists (public safety, public works, finance, parks, etc.), who are based in Arizona, Colorado, Florida, Illinois, Indiana, Michigan, and Wisconsin, as well as five reference specialists and eight support staff. Page 142 of 259 Page 2 Our consultants are experienced executive recruiters who have conducted over 600 recruitments, working with cities, counties, special districts and other governmental entities of all sizes throughout the country. In addition, we have held leadership positions within local government, giving us an understanding of the complexities and challenges facing today’s public-sector leaders. GovHR is led by Heidi Voorhees, President, and Joellen Earl, Chief Executive Officer. Ms. Voorhees previously spent 8 years with the nationally recognized public-sector consulting firm, The PAR Group, and was President of The PAR Group from 2006 – 2009. Ms. Voorhees has conducted more than 250 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 12 years of executive recruitment and management consulting experience, Ms. Voorhees has 19 years of local government leadership and management service, with ten years as the Village Manager for the Village of Wilmette, IL. Ms. Earl is a seasoned manager, with expertise in public sector human resources management. She has held positions from Human Resources Director and Administrative Services Director to Assistant Town Manager and Assistant County Manager. Ms. Earl has worked in forms of government ranging from Open Town Meeting to Council-Manager and has supervised all municipal and county departments ranging from Public Safety and Public Works to Mental Health and Social Services. Scope of Services A typical recruitment and selection process takes approximately 175 hours to conduct. At least 50 hours of this time is administrative, including advertisement placement, reference interviews, and due diligence on candidates. We believe our experience and ability to professionally administer your recruitment will provide you with a diverse pool of highly qualified candidates for your City Manager search. GovHR clients are informed of the progress of a recruitment throughout the entire process. We are always available by mobile phone or email should you have a question or need information about the recruitment. GovHR suggests the following approach to your recruitment, subject to your requests for modification: Phase I – Position Assessment, Position Announcement and Brochure Development Phase I will include the following steps: One-on-one or group interviews will be conducted with elected officials, appointed officials, staff, business community representatives and any other stakeholders identified by the client to develop our Recruitment Brochure. The Proposal assumes up to two full days and one night depending upon the client's needs. We can also utilize dedicated email and surveys to obtain feedback from stakeholder groups. Previous clients have invited community leaders to meetings with our consultants; other clients have developed surveys for the community or organization; and some clients request we use a combination of these methods to fully understand community and organizational needs and expectations for the next City Manager. We will work closely with you on the format that best meets your needs. Development of a Position Announcement. Development of a detailed Recruitment Brochure for your review and approval. Agreement on a detailed Recruitment Timetable – a typical recruitment takes 90 days from the time you sign the contract until you are ready to appoint the finalist candidate. Phase II – Advertising, Candidate Recruitment and Outreach We make extensive use of social media as well as traditional outreach methods to ensure a diverse and highly qualified pool of candidates. In addition, our website is well known in the local government industry Page 143 of 259 Page 3 –we typically have 5,000 visits to our website each month. Finally, we develop a database customized to your recruitment and can do an email blast to thousands of potential candidates. Phase II will include the following steps: Placement of the Position Announcement in appropriate professional online publications. In addition to public sector publications and websites, outreach will include LinkedIn and other private sector resources. We can provide the City with a list of where we intend to place the position announcement, if requested. The development of a database of potential candidates from across the country unique to the position and to the City Manager, 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. This database can range from several hundred to thousands of names depending on the parameters established for the outreach. Outreach will be done in person, and through e-mail and telephone contacts. GovHR consultants have extensive knowledge of the municipal government industry and will personally identify and contact potential candidates. With more than 600 collective years of municipal and consulting experience among our consultants, we often have inside knowledge about 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 skype or facetime to fully grasp their qualifications, experience and interpersonal skills. The interviews include asking specific questions about their experiences and skill sets as well as asking questions specific to the City Manager. We will ask follow up questions and probe specific areas. By utilizing skype or facetime we will have an assessment of their verbal skills and their level of energy for and interest in the position. Formal and informal references and an internet/social media search of each candidate 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. All résumés will be acknowledged and contacts and inquiries from candidates will be personally handled by GovHR, ensuring that the City’s process is professional and well regarded by all who participate. Phase IV – Presentation of Recommended Candidates Phase IV will include the following steps: GovHR 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. We provide a binder which contains the candidate’s cover letter and résumé. In addition, we prepare a “mini” résumé for each candidate, so that each candidate's credentials are presented in a uniform way. GovHR will provide you with a log of all candidates who applied. You may also review all the résumés, if requested. Page 144 of 259 Page 4 GovHR will meet with you on-site to review the Recruitment Report and expand upon the information provided. The report will arrive two to three days in advance of the meeting, giving you the opportunity to fully review it. In addition to the written report, we will spend 2 to 3 hours discussing the candidates by reviewing their skype interviews and providing excerpts from the references we will have conducted on the individuals. Phase V –Interviewing Process Phase V will include the following steps: After the Recruitment Report is presented, the Interviewing Process will be finalized including the discussion of any specific components you deem appropriate, such as a writing sample or oral presentation. GovHR will develop the first and second round interview questions for your review and comment. GovHR will provide you with interview books that include the credentials each candidate submits, a set of questions with room for interviewers to make notes, and evaluation sheets to assist interviewers in assessing the candidate’s skills and abilities. GovHR will work with you to develop an interview schedule for the candidates, coordinating travel and accommodations. In addition to a structured interview with the City, the schedule will incorporate a tour of Englewood’s facilities and interviews with senior staff, if the City so desires. Once candidates for interview are selected, additional references will be contacted, along with verification of educational credentials, criminal court, credit, and motor vehicle and records checks. GovHR recommends a two-step interviewing process with (typically) five or six candidates interviewed in the first round. Following this round, we strongly suggest that two or three candidates are selected for second round interviews. Again, we will prepare a second round of interview questions and an evaluation sheet. GovHR consultants will be present for all the interviews, serving as a resource and facilitator. Phase VI – Appointment of Candidate GovHR will assist you as much as you request with the salary and benefit negotiations and drafting of an employment agreement, if appropriate. GovHR will notify all applicants of the final appointment, providing professional background information on the successful candidate. Citizen Involvement in the Recruitment Process GovHR has entered into an exclusive strategic partnership with Polco. Polco provides the tools for municipalities to collect citizens’ views. Community responses are validated using the local voter database to verify the responses. Civic engagement is enhanced by using websites, widgets, and apps to meet the citizens where they are. Citizens become more active and informed participants in the process by voicing their views to municipal leaders and other citizens. Polco makes voicing opinions accessible, easy and convenient. It is an excellent tool that can be used to solicit input during the recruitment process and can be used in the future for a wide variety of purposes related to civic engagement. This is an optional service. Pricing available upon request. Page 145 of 259 Page 5 Leadership/Personality Assessments GovHR has experience working with a wide variety of leadership and personality assessment tools, depending on the qualities and experiences the client is seeking in their candidates. These include but are not limited to Luminaspark, Caliper, DISC and others. Typically these tools cost $300 per candidate to administer. This fee is not included in our proposal. 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: Weeks 1 - 2 On-site interviews of City officials and staff, development and approval of recruitment brochure Deliverable: recruitment brochure Weeks 3 - 8 Placement of professional announcements; candidate identification, screening, interview and evaluation by consultant Week 9 Consultant recommendation to the City of qualified candidates Deliverable: recruitment report Week 10 Selection of candidate finalists by the City; additional background and reference checks, report preparation and presentation Deliverable: interview reports including suggested questions and evaluation sheets Weeks 11-12 Interviews of selected finalist candidates; recommendation of final candidate; negotiation, offer, acceptance and appointment Consultant Assigned GovHR President Heidi Voorhees will be responsible for your recruitment and selection process. She will be assisted by home office support staff including a Recruitment Coordinator and a Reference Specialist. Ms. Voorhees’ biography is attached and her contact information is: Heidi Voorhees President GovHR USA LLC 630 Dundee Road, Suite 130 Northbrook, IL 60062 Telephone: (847) 380-3243 Facsimile 866.401.3100 hvoorhees@govhrusa.com Ms. Voorhees has led more than 250 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 Page 146 of 259 Page 6 they need to make critical personnel decisions. She is currently working on City Manager recruitments in DeKalb, Illinois, Burleson, Texas, and Decatur, Georgia; and recently completed successful City Manager recruitments for Lake Forest and Normal, Illinois. She is also currently working on several other executive recruitments in that are in various stages of the search process in California, Connecticut and Illinois. A complete list of Ms. Voorhees’ and GovHR’s clients is available on our website at www.govhrusa.com. We have also attached a list of all of the top-level Manager recruitments (City Manager, Village Manager, County Administrator, etc.) conducted by GovHR consultants in the past eight years. Twenty-two of these were conducted within the last two years. References The following references can speak to the quality of service provided by GovHR: Lake Forest, IL (City Manager, 2018) – Heidi Voorhees Robert T. E. Lansing, Mayor City of Lake forest 390 E. Wisconsin Ave. Lake Forest, IL 60045 847-226-0511 lansingr@cityoflakeforest.com Normal, IL (City Manager, 2017/18) – Heidi Voorhees Mayor Chris Coos Town of Normal 11 Uptown Circle Normal, IL 61761 309-454-95 mayor@normal.org Cambridge, Massachusetts (City Manager, 2016) – Joellen Earl and Heidi Voorhees Sheila Keady Rawson Human Resources Director and Search Committee Co-Chair skeady@cambridgema.gov David Maher Councilmember and Search Committee Co-Chair dmaher@cambridgema.gov 795 Massachusetts Avenue Cambridge, MA 02139 617-349-4000 North Kingstown, RI (Town Manager, 2015) – Heidi Voorhees Mr. Kerry McKay Town Council Town of North Kingstown 100 Fairway Drive North Kingstown, RI 02852 401-439-5547 kmckay@northkingstown.org Hagerstown, MD (City Administrator, 2015) – Heidi Voorhees David Gysberts, Mayor Page 147 of 259 Page 7 1 East Franklin Street Hagerstown, MD 21740 301-766-4175 DGysberts@Hagerstownmd.org Summary of Costs Price Recruitment Fee: $14,000 Recruitment Expenses: (not to exceed) Expenses include consultant travel, postage/shipping, telephone, support services, candidate due diligence efforts. copying etc. Note: Candidates’ expenses are billed separately to the City; our proposed expenses are for Consultant only; therefore, we do not differentiate between whether the candidates are external or internal to the State of Colorado. We are, however, mindful of the City’s desire to control expenses, and will not exceed (and may come in below) the proposed amount. 5,500 Advertising: *Advertising costs over $2,500 will be placed only with client approval. If less than $2,500, Client is billed only for actual cost. 2,500* Total: $22,000** **This fee does not include travel and accommodations for candidates interviewed. Recruitment brochures are produced as electronic files. Printed brochures can be provided, if requested, for an additional cost of $900. The above cost proposal is predicated on four consultant visits to the City; the first for the recruitment brochure interview process (up to two full days and one night, depending upon the client’s needs; if additional days are needed they will be billed at $500 per half day and $950 for a full day, plus additional hotel charges, if required); the second to present recommended candidates; and the third and fourth for the candidate interview process (second round interviews are often scheduled a week or so following the first round interviews). Any additional consultant visits requested by the City will be billed at $125/hour; $500 for a half day and $950 for a full day. The additional visits may also result in an increase in the travel expenses and those expenses will be billed to the client. Payment for Fees and Services Professional fees and expenses will be invoiced as follows: 1st Payment: 1/3 of the Recruitment Fee (invoice sent upon acceptance of our proposal). 2nd Payment: 1/3 of the Recruitment Fee and expenses incurred to date (invoice sent following the recommendation of candidates). Final Payment: 1/3 of the Recruitment Fee and all remaining expenses (invoice sent after recruitment is completed). Page 148 of 259 Page 8 Recruitment expenses and the costs for printing the Recruitment Brochure will be itemized in detail. Payment of invoices is due within thirty (30) days of receipt (unless the client advises that its normal payment procedures require 60 days.) Approach/Firm Philosophy GovHR’s detailed approach to executive recruitment, including our methodology and proposed timeline (specific dates to be determined following discussions with the City), is included above in the Scope of Services section of our proposal. Executive search is an important decision-making process for an organization and our primary goal is to provide our client with the information to make the best hiring decision. Our firm’s executive recruitment philosophy embraces a professional process of integrity, trust, and respect toward all parties involved, and complete commitment toward meeting the expressed needs and desires of our client. All of our services are handled by principals of the firm who have established and well-regarded reputations in the search field, as well as actual operating experience in the public management fields in which they now consult. Each has impeccable professional credentials and unblemished personal reputations. Keeping both our client and prospective candidates informed on the status of the recruitment on a regular basis is also an important part of our recruitment process. There are also several opportunities for “intersection points” with the City Council, both one on one and in group settings at the start of the recruitment, during regular updates as the process proceeds, and at meetings where we present the candidates and conduct the interviews. Our work is carried out in an open manner with particular attention given toward seeking out critical factors of a client’s organization and governance, and utilizing such information respectfully and discreetly in seeking out candidates who truly have the ability to meet the expectations and needs of the client—working strenuously in developing a fully qualified, “best match” candidate pool for client consideration. Our process includes assistance in the critical final interview and selection phases of the recruitment, and availability to both client and candidate for months following the appointment. Our process was developed and refined over the years to meet the special, and often unique, needs and circumstances facing our local government, public management, and related not-for-profit clients. Early Termination of the Search Process If the City chooses to terminate the search process prior to the successful appointment of a candidate and notifies us of its decision, GovHR would immediately halt any further work on the recruitment and would turn over any candidate information developed up until that point. We would bill the City for the expenses and reasonable value of our work up until the date of termination. GovHR Guarantee It is the policy of GovHR to assist our clients until an acceptable candidate is appointed to the position. Therefore, no additional professional fee would be incurred should the City not make a selection from the initial group of recommended candidates and request additional candidates be developed for interview consideration. Additional reimbursable expenses may be incurred should the situation require consultant travel to Englewood beyond the planned four visits. Upon appointment of a candidate, GovHR provides the following guarantee: should the selected and appointed candidate, at the request of the City or the employee’s own determination, leave the employ of the City within the first 18 months of appointment, we will, if desired, conduct one additional recruitment for the cost of expenses and announcements only, if requested to do so within six months of the employee’s departure. Page 149 of 259 Page 9 In addition, in accordance with the policy of our firm as well as established ethics in the executive search industry, we will not actively recruit the placed employees for a period of five years. Why Choose GovHR? We ask you to consider the following as you deliberate: We are a leader in the field of local government recruitment and selection with experience in more than 29 states, in communities ranging in population from 1,000 to 1,000,000. More than 28% of our clients are repeat clients showing a high level of satisfaction with our work. We encourage you to call any of our previous clients. We are committed to bringing a diverse pool of candidates to your recruitment process. We network extensively with state, city and county management associations, attending more than 20 state and national conferences each year. In addition, we support and attend the meetings of Women Leading Government, the International Hispanic Network, the California Network of Asian Public Administrators, and the National Forum for Black Public Administrators. We conduct comprehensive due diligence on candidates. Before we recommend a candidate to you, we will have interviewed them via Skype, conducted reference calls, and media and social media searches. Our knowledge of local government ensures that we can ask probing questions that will verify their expertise. We are your partners in this important process. You are welcome to review all the resumes we receive, and we will share our honest assessment of the candidates. Our goal is your complete satisfaction. We are committed to working with you until you find the candidate that is the best fit for your position. We believe we have provided you with a comprehensive proposal; however, if you would like a service that you do not see in our proposal, please let us know. We can most likely accommodate your request. This proposal will remain in effect for a period of six months from the date of the proposal. We look forward to working with you on this recruitment and selection process! Sincerely, Heidi J. Voorhees President GovHR USA Attachment: Consultant Biography ACCEPTED BY THE CITY OF ENGLEWOOD, COLORADO BY: TITLE: DATE: Page 150 of 259 Page 10 CONSULTANT BIOGRAPHY Heidi Voorhees President, GovHR USA LLC Heidi Voorhees is the president and co-owner of GovHR USA and possesses more than 30 years of collective experience working in local government. She has served as both a municipal leader and partner with local governments and nonprofits, handling executive search and management consulting. Heidi’s exceptional communication style and lasting relationships have positioned her as a widely-respected leader in her field across the U.S. She is deeply focused on understanding the culture of each organization that GovHR USA serves. Executive searches conducted by Heidi for GovHR USA are uniquely tailored around clients and achieved through consensus-building and decision making with a wide range of community leaders. This in-depth and thorough consulting method sets Heidi apart from others in her industry; she leads executive talent searches that expertly identify imperative skill-sets and provide a robust match for core values and professional environment. The crucial ability to understand the needs, challenges and perspectives within clients’ organizations are ingrained in Heidi’s fundamental strengths; she works in a highly-effective manner with elected and appointed officials to assist them in making critical personnel decisions. Through this exemplary approach, she understands the intricacies that exist within organizations and communities. Realizing the importance of her clients’ human resource and executive management needs, Heidi works tirelessly to advise and consult, so that she can strategically connect the best talent available with her clients. Heidi is extremely passionate about her commitment to advancing women and minorities in local government, which is also a strong emphasis of GovHR USA. She believes in conducting extensive outreach in the search for talented individuals which results in highly qualified candidates from all backgrounds. Professional Education, Training and Instruction •Bachelor of Science degree in Political Science, Illinois State University, IL •Master’s degree in Public Affairs from the School of Public and Environmental Affairs, Indiana University, IN •Fellow at Eli Lilly State and Local Government Fellowship Program •Distinguished Alumnus Professional Development and Speaking Engagements •Trainer/Speaker on Recruitment Selection: Legacy Project Annual Conference, International City and County Management Association annual conference, Illinois City and County Management Association (ILCMA) conference, Wisconsin City and County Management Association conference, Michigan Municipal Executives, Ohio City and County Management Association, American Public Works Association–Chicago Metro Chapter, Illinois Association of Municipal Management Assistants, Northern Illinois University Civic Leadership Program, and Great Lakes Leadership Academy •Former Adjunct Instructor: Center for Public Safety, Northwestern University Campus •Former Instructor: Master’s Degree Program in Public Policy and Administration, Northwestern University •Former Trainer: Executive Management Program on Management, Community Relations, and Organizational Culture for Law Enforcement Page 151 of 259 Page 11 Memberships and Affiliations •Co-founder of The Legacy Project, an organization dedicated to advancing women in Illinois local government •Chicago Metropolitan Managers’ Association, Past Board Member •Illinois City and County Management Association (ILCMA), Past Board Member •International City and County Management Association (ICMA), Member •Leadership Greater Chicago Program, Past Participant •Active Rotarian for 26 years, Charter Member for Wilmette Harbor Rotary Local Government Professional Background: 19 Years of Local Government Leadership and Management •Village Manager, Village of Wilmette, IL 1990-2001 •Assistant Village Manager, Village of Wilmette, IL 1986-1990 •Assistant to the Village Manager, Village of Schaumburg, IL 1984-1986 •Budget Analyst, City of Kansas City, MO 1983-1984 •Cookingham-Noll Fellow, City of Kansas City, MO 1982-1983 Page 152 of 259 Client Position Year Population Algonquin, IL Village Manager 2012 30,046 Alpena, MI City Manager 2012 10,410 Arlington Heights, IL Village Manager 2014 75,100 Battle Creek, MI City Manager 2014 51,911 Beloit, WI Finance & Administrative Services Director 2014 36,966 Beloit, WI City Manager 2015 36,966 Beloit, WI Town Administrator 2016 36,966 Bensenville, IL Village Manager 2015 20,703 Bloomington, IL City Manager 2018 78,730 Bondurant, IA City Administrator 2017 5,493 Brown Deer, WI Village Manager 2012 12,061 Buffalo Grove, IL Village Manager 2010 42,909 Burleson, TX City Manager 2011 36,990 Burlington, IA City Manager 2011 25,663 Burlington, WI City Administrator 2014 10,511 Cambridge, MA City Manager 2016 110,000 Carbondale, IL City Manager 2011 25,092 Caro, MI City Manager 2012 4,208 Cary, IL Village Administrator 2011 18,713 Cedarburg, WI Town Administrator 2015 11,475 Cheshire, CT Town Manager 2017 29,261 Clarendon Hills, IL Village Manager 2010 8,572 Clarendon Hills, IL Village Administrator 2014 8,572 Crest Hill, IL City Administrator 2015 20,837 Decatur, IL City Manager 2014 76,178 DeKalb, IL City Manager 2013 44,862 Delta Charter Township, MI Township Manager 2014 32,400 Dixon, IL City Manager 2015 15,333 Eagle, CO Town Manager 2017 6,739 East Moline, IL City Administrator 2011 21,300 East Moline, IL City Administrator 2016 21,300 East Peoria, IL City Administrator 2016 23,503 Effingham City Administrator 2010 12,384 Elmhurst, IL City Manager 2010 43,300 Fayetteville, NC Assistant City Manager 2012 208,000 Fayetteville, NC Assistant City Manager 2017 208,000 Ferguson Township, PA Township Manager 2017 18,300 City Management Recruitments 2009 to Present Page 153 of 259 Ferguson, MO City Manager 2015 21,111 Fond du Lac, WI City Manager 2012 43,021 Fox Lake, IL Village Administrator 2013 10,550 Freeport, IL City Manager 2017 25,000 Ft. Atkinson, WI City Manager 2012 12,300 Galesburg, IL City Manager 2010 33,706 Garland, TX Assistant City Manager 2016 233,206 Glen Ellyn, IL Village Manager 2010 27,000 Glen Ellyn, IL Assistant Village Manager 2013 27,000 Glencoe, IL Village Manager 2013 8,723 Glendale, WI City Administrator 2016 12,920 Greenbelt, MD City Manager 2016 23,753 Hagerstown, MD City Administrator 2015 40,612 Hamtramck, MI City Manager 2017 21,752 Hanover Park, IL Village Manager 2012 37,973 Hartford, WI City Administrator 2015 14,251 Highland Park, IL City Manager 2011 31,365 Hinsdale, IL Village Manager 2013 16,816 Hobart, WI Village Administrator 2016 8,500 Homer Glen, IL Village Manager 2011 24,220 Inverness, IL Village Administrator 2013 7,400 Janesville, WI Develop City Manager Profile 2013 63,480 Janesville, WI City Manager 2013 63,480 Joliet, IL City Manager 2013 147,500 Joliet, IL City Manager 2017 147,500 Kalamazoo, MI City Manager 2013 75,000 Kenilworth, IL Village Manager 2012 2,562 La Grange, IL Village Manager 2017 15,732 Lake Geneva, WI City Administrator 2015 7,710 Lake Villa, IL Village Administrator 2013 8,774 Lake Zurich, IL Village Manager 2015 19,631 Libertyville, IL Village Manager 2016 20,431 Lincoln, IL City Administrator 2014 14,500 Lincoln, IL City Administrator 2018 14,500 Lincolnshire, IL Village Manager 2012 7,500 Lindenhurst, IL Village Administrator 2017 14,468 Lisbon, WI Town Adminstrator/Clerk 2014 2,521 Lombard, IL Village Manager 2013 43,165 Marengo, IL City Administrator 2011 7,614 Maryland Heights, MO City Administrator 2015 27,436 Mettawa, IL Part-time Village Administrator 2010 500 Mokena, IL Village Administrator 2015 19,042 Moline, IL City Administrator 2017 43,100 Monmouth, IL City Administrator 2014 9,444 Morgantown, WV City Manager 2016 31,000 Morton Grove, IL Village Administrator 2011 23,500 Morton Grove, IL Manager of Inspectional Services 2011 23,500 Page 154 of 259 Mt. Lebanon, PA Municipal Manager 2015 33,000 Mt. Prospect, IL Village Manager 2015 54,771 Munster, IN Town Manager 2014 23,603 New Lenox Village Administrator 2011 25,000 Newton, IA City Administrator 2016 15,000 Normal, IL City Manager 2017 54,264 North Kingstown, RI Town Manager 2015 26,326 North Kingstown, RI re-do Town Manager 2017 26,326 Oak Brook, IL Village Manager 2014 7,883 Oak Creek, WI City Administrator 2016 34,626 Oakland Township, MI Township Manager 2013 16,779 Oberlin, OH City Manager 2016 8,390 Orland Park, IL Village Manager 2016 60,000 Orland Park, IL Village Manager 2016 60,000 Pekin, IL City Manager 2016 33,223 Plymouth Director of City Services 2010 8,468 Prairie Du Chien, WI City Administrator 2017 5,900 Princeton, IL City Manager 2011 7,500 Princeton, WI City Administrator 2010 1,504 Provincetown, MA Town Manager 2015 2,990 Racine, WI City Administrator 2016 78,200 Republic, MO City Administrator 2016 15,590 Richfield Village Administrator 2009 11,500 River Forest, IL Villlage Administrator 2010 11,635 Rochester, MI City Manager 2015 13,000 Rock Island City Manager 2011 39,684 Rome, WI Town Administrator 2016 2,720 Rome, WI Town Administrator 2016 2,720 Schiller Park, IL Village Manager 2015 11,870 Shorewood, WI Village Manager 2017 13,331 Skokie, IL Village Manager 2013 65,000 Sykesville, MD Town Manager 2017 3,941 Tinley Park, IL Village Manager 2013 58,000 Unalaska, AK City Manager 2017 4,768 University City, MO City Manager 2017 35,115 Volo, IL Village Administrator 2013 3,300 Waldwick, NJ Borough Administrator 2015 9,800 Washington, IA City Administrator 2011 7,266 Washington, IL City Administrator 2015 15,700 Wauconda, IL Village Administrator 2013 13,603 Wauconda, IL Village Administrator 2017 13,896 Waukesha, WI City Administrator 2012 71,000 Waukesha, WI City Administrator 2014 71,000 Webster City, IA City Manager 2016 8,000 West Bend, WI City Administrator 2016 31,000 West Liberty, IA City Manager 2013 3,736 Whitewater, WI City Manager 2012 14,300 Page 155 of 259 Wildwood, MO City Administrator 2014 35,517 Williamstown, MA Town Manager 2015 8,400 Woodridge, IL Village Administrator 2017 32,971 Page 156 of 259 Employee Feedback is due by 11:00 a.m. on Wednesday, June 6, 2018. Please access the survey to provide feedback by either copying the link into your browser or use the QR code provided. https://www.surveymonkey.com/r/ Bloomington-CM Recruitment Services Provided by 630 Dundee Road, Suite 130 Northbrook, Illinois 60062 847-380-3240 CITY MANAGER Page 157 of 259 Jim Culotta is the City Administrator for Washington, Illinois. As Administrator in Washington and throughout his career, Jim has fostered good government, which is exempliϐied by integrity, strategic collaboration, and continuous improvement. Prior to his current position in Washington, Jim was the Town Administrator for Cedarburg, Wisconsin, Assistant to the Village Manager in Barrington, Illinois, and Director of Administration & Interim Town Manager for Fishers, Indiana. During his tenure, these communities received several recognitions and awards, including Money Magazine’s #8 Best Place to Live, Wisconsin Good Government Award, WCMA Outstanding Program Award, two bond rating upgrades, and the Wisconsin Public Policy Forum’s Effective Use of Technology or Data Award. Jim is a member of the ICMA and is a Credentialed Manager, which is a designation given to professional local government managers that are qualiϐied by a combination of education and experience, adherence to high standards of integrity, and an assessed commitment to lifelong learning and professional development. Jim earned a Master of Public Administration from George Washington University and a bachelor’s degree in Political Science and History from St. Norbert College. He also completed the Public Performance Measurement Certiϐicate from Rutgers University and the ICMA Gettysburg Leadership Institute. Jim believes it's important to give back to the community. He is an active member of his church and his volunteer work has included the Lions Club, Rotary International, Junior Achievement, and coaching youth sports. Tim Gleason is City Manager for the City of Decatur (IL) a community with approximately 75,000 residents. As City Manager, Mr. Gleason is responsible for the delivery of public services from a city government with an all funds budget exceeding $170 million annually, made up of ten different departments. Tim served in the U.S. Army. Upon being honorably discharged he returned home to central Illinois and began a career in law enforcement. Tim is a graduate of the University of Illinois at Springϐield for both his Bachelors and Masters degrees. After a 20+ year career in law enforcement, he served three years with the State of Illinois as CEO of IL Correctional Industries and as a Deputy Director at the IL Department of Commerce and Economic Opportunity. Tim served as the City Manager for Washington, IL for two and a half years. His tenure in Washington covered the EF4 tornado that destroyed a large portion of the community on November 17, 2013 causing $150+ million in damage. After the rebuilding of Washington, Tim became City Manager in Decatur where he is in his fourth year. In addition to his full-time position he serves as an Adjunct Professor for Criminal Justice at his alma mater, is JIM CULOTTA Bloomington, Illinois City Manager Candidates TIM GLEASON Page 158 of 259 a Credentialed Manager through the International City/County Management Association, is the Vice Chairman for the IL Law Enforcement Training and Standard Board and recently completed the Center for Homeland Defense and Security’s “Executive Leaders Program” at the Naval Postgraduate School in Monterey, CA. Stephen Rasmussen was born in Cheyenne, Wyoming, and graduated from Cheyenne Central High School. He then attended and graduated from the US Air Force Academy and was immediately commissioned a Second Lieutenant of Infantry in the US Army. He spent over 28 years on active duty commanding a company, battalion, brigade, and, ultimately, the third largest Army post in the country. He served two combat tours and was awarded the Combat Infantry Badge. He received Masters Degrees in both English and International Affairs and taught at the Military Academy at West Point and is a graduate of both the Army War College and the Air War College. Following retirement from active duty as a full colonel and a base commander, he pursued a career in city management serving ϐirst as the Assistant to the City Manager in Maryland Heights, Missouri, and then as the City Administrator in Ottumwa, Iowa. As City Administrator there, he oversaw the development and construction of a regional conference enter, the continued development of a regional airport, and the continued restoration of the historic downtown. Following service in Ottumwa, Iowa, he was chosen to be the City Administrator of Jefferson City, Missouri's State capital and the center of political activity in the state. There he worked to develop a capitol region hotel and conference center and the continued development of that city's historic downtown as well. Following service in Jefferson City, he served as Executive Vice President of a small search ϐirm specializing in getting interim managers and administrators for small cities in the central US and then served as the Interim City Administrator for the City of Fairview Heights, Illinois. In 2014, he was chosen to be the Assistant City Manager for Bloomington, Illinois. In that position he acted as City Manager in the City Manager's absence as well as supervising the four operational departments: Public Works, Parks and Recreation, Community Development, and the Water Department, as well as overseeing Facilities Management. In November, 2017, he became the Interim City Manager, the position he still holds, serving in that role as well as continuing in his role as Assistant City Manager. In this capacity, he oversees the day-to-day operation of the City's twelve departments, supervises the development of the annual budget, prepares agendas for Council consideration, and coordinates with other governmental agencies in the area. Bloomington, Illinois City Manager Candidates STEVE RASMUSSEN Page 159 of 259 GovHR USA, LLC is pleased to announce the recruitment and selection process for City Manager for the City of Lake Forest, Illinois. The current City Manager is retiring after 28 years of service in Lake Forest. This brochure provides background information on the City of Lake Forest as well as the requirements and expected qualifications for the City Manager’s position. Additional information about Lake Forest can be found on the City’s website: www.cityofLakeForest.com. Candidates interested in applying for the position should submit their résumé and cover letter, along with contact information for five work-related references by October 1, 2018, to www.govhrjobs.com. Questions regarding this opportunity should be directed to the Executive Recruiter working with the City of Lake Forest: GovHRUSA, LLC 630 Dundee Road, Suite 130 Northbrook, Illinois 60062 Office: 47-380-3243 Mobile: 847-902-4110 Email: HVoorhees@GovHRUSA.com Formal Applications should be submitted to: www.GovHRjobs.com Heidi Voorhees, President Executive Recruitment for LAKE FOREST, ILLINOIS CITY MANAGER Page 160 of 259 Lake Forest, Illinois PROFESSIONAL ANNOUNCEMENT Lake Forest, IL (pop. 19,375). Beautiful, historic, family oriented community seeks candidates for its next City Manager. Located 30 miles north of Chicago on the shore of Lake Michigan, Lake Forest is a AAA rated community known for its stunning landscape, excellent schools, and commitment to open space. Lake Forest is home to more than 1200 businesses, from small boutique shops in its thriving downtown Market Square to corporations in Conway Park, including Abbott, Pfizer , Reynolds Consumer Products, the Chicago Bears, Trustmark, and many others. •The City Manager is appointed by the Mayor with the advice and consent of the City Council. The current City Manager is retiring after serving as City Manager for 28 years. The City Council is the legislative and policymaking body of The City of Lake Forest. It includes the Mayor and eight Aldermen, two from each of the City's four wards. The Mayor is elected bi-annually for a two-year term. Aldermen are elected to staggered two-year terms, with one Alderman elected from each Ward annually. •The City has an $82 million total budget, which includes a $35 million general fund budget. Lake Forest is a full-service city, including police, fire, public works, water production plant, community development, finance, human resources, parks and recreation, senior center, youth center, cemetery and golf course. The City has 204 full-time employees, and a strong commitment to fiscal stewardship. Over the last several years the City has dropped its full -time employee count by nearly 50 employees, looking at alternative methods for service delivery while maintaining its reputation for commitment to excellence in customer service. •The City is home to Lake Forest College, a highly regarded private liberal arts college with 1500 students, Lake Forest Graduate School of Management and Northwestern Lake Forest Hospital, a world-class medical institution. The City is also home to two symphonies, a thriving theater life and Forest Park, the City’s beautiful lakefront beach. The City’s commitment to open space is evident with more than 800 acres of free and open space to explore and more than 29 miles of trails for biking, hiking and walking. Candidates for the Lake Forest City Manager position must be experienced local government leaders with a commitment to excellence in customer service, fiscal discipline, integrity and transparency in local government. In addition, candidates must have a management and leadership style that reflects collaboration, teambuilding and a calm, professional demeanor. Candidates must possess a bachelor’s degree in public administration, business administration or related field. A master’s degree in public administration, business administration or other field is highly valued. Residency in the City of Lake Forest is not required, but is desirable. Starting salary range is $200,000 - $225,000+/- DOQ plus eligibility for an annual performance bonus. Interested candidates should apply by October 1, 2018, with a resume, cover letter and contact information for 5 professional references to Heidi Voorhees, President, GovHR USA. Apply online at www.govhrjobs.com. Lake Forest Yesterday and Today A picturesque community located high on a bluff overlooking Lake Michigan, Lake Forest is one of the eight suburban communities north of Chicago that are collectively referred to as “the North Shore.” Just 30 miles from downtown Chicago, Lake Forest’s 19,375 residents are spread over 16.8 square miles with approximately 95% of the area being zoned single-family residential. Lake Forest is known for the quality and character of its architecture, whether erected for residential, religious, educational or public purposes. For example, Market Square, located in downtown Lake Forest, was constructed in 1916 and is reported to be the first shopping center in the U.S. Today, Market Square is home to many nationally recognized retail businesses as well as unique specialty stores. The community was primarily founded to support the establishment of church-related educational institutions. By World War I, however, the list of property owners in Page 161 of 259 City Manager Lake Forest was made up of prominent businessmen who chose to make Lake Forest their permanent residences or had summer homes in the community. The western boundary of the City is the Illinois Toll Road (I-94) with three interchanges serving the City. With two Metra commuter railroads, the divided four-lane U.S. Route 41 (which connects to the Edens Expressway on the south and Wisconsin 1-94 on the north), scenic Green Bay Road, Sheridan Road (Illinois 42), the four-lane Waukegan Road (Illinois 43), and the abovementioned Illinois Toll Road, the transportation arteries serving Lake Forest are exceptional. The western portion of Lake Forest has experienced both residential and commercial development in the last 20 years. In the late 1990s, Conway Farms was developed as a planned, open space community of single -family homes, townhomes and a golf club spread out over 400 acres. The Golf Club hosted the PGA BMW Classic in 2013, 2015 and 2017. Also located nearby is Conway Park, a large business park home to numerous corporations including Abbott, Pfizer, Reynolds Consumer Products, the Chicago Bears, Trustmark and many others. The City’s Gold Leed Certified Municipal Services Center is also located in Conway Park. The City is home to Lake Forest College, a highly regarded private liberal arts college with 1500 students, Lake Forest Graduate School of Management and Northwestern Lake Forest Hospital, a world-class medical institution. The City is also home to two symphonies and a thriving theater life. In 1998, the City of Lake Forest acquired a 16-acre parcel, along with buildings that were a part of a 20 th-century gentleman’s farm known as Elawa Farm. Today, Ela- wa Farm is a working farm and event space open to the public. It also houses the City’s Wildlife Discovery Center, a living natural history museum and one of the region’s unique hidden gems. The public/ private partnership is dedicated to the preservation and stewardship of a natural setting that also includes designed landscapes and buildings of architectural and historic significance. Adjacent to the ecologically significant Middlefork Savanna, this partnership provides an opportunity to preserve and use this property. Over the last decade Lake Forest has continued to develop both residentially and commercially and is nearly fully developed, always placing a strong emphasis on careful planning, open space and historic preservation. It is a family-oriented community with excellent schools and outstanding recreational opportunities. The Parks and Recreation facilities are under the direction of the City Government and include two community parks, five neighborhood parks, four mini parks, a beach and boat launching area, an 18-hole golf course, two inter-connecting bike trails and year -round recreational programming for all ages. Beautiful Forest Park Beach offers numerous activities along the shore of Lake Michigan. (The City collaborates with neighboring Lake Bluff on a Senior Services Center (Dickinson Hall) and a center for youths and teens (CROYA).) The City has recently embarked on a “Welcome Home” campaign to market the City’s numerous amenities. Here is an excerpt that captures Lake Forest: There's an amazing arts community on the shore of a Great Lake. With two symphonies and a thriving theater life. A true college town rubbing shoulders with a nationally- ranked school system. A place that corporate America looks to for dynamic living and working. A town smack in the middle of two great Midwestern cities with two international airports. A city where Bears freely roam and dogs have a place to play. A community of magnificent estates and homes of every conceivable size. A Market Square with restaurants and shopping and energy. More than 800 acres of free and open space to explore the surrounding beauty of nature or take on the 29 miles of trails to hike, run and bike away the days. Page 162 of 259 Lake Forest, Illinois CITY GOVERNMENT BACKGROUND Lake Forest was incorporated as a City under a charter granted by the Illinois State Legislature in 1861 and amended in 1869. In the November 2, 2004, election, Lake Forest voters approved Home Rule status by an overwhelming margin. Established by adoption of the 1970 Illinois Constitution, Home Rule shifts decision-making from the state level (Springfield) to the local level (Lake Forest), enabling communities to find local solutions to local problems. Home Rule communities are granted a broad range of powers for the local good unless exempted by the State. Often, a Home Rule community is exempted from meeting requirements mandated by state legislation. The City Council is the legislative and policy-making body. It includes the Mayor and eight Aldermen, two from each of the City’s four wards. The Mayor is elected biannually for a two-year term and receives a token salary of $10 per year. Aldermen are elected to staggered two-year terms, with one Alderman elected from each Ward annually. Aldermen receive no compensation. The City Charter establishes term limits for the Mayor and elected officials. The Mayor can serve up to two (2) two -year terms and the aldermen can serve up to three (3) two-year terms. The day-to-day operations of Lake Forest’s government are the responsibility of a full-time, professional City Manager who oversees 204 full-time employees and an annual budget of $82 million. The City Manager is appointed by the Mayor, with the approval of the City Council. The current City Manager is retiring after serving as City Manager for 28 years. The City’s Department Leadership Team includes the Parks and Recreation Director, Police Chief, Public Works Director, Human Resources Director, Finance Director, Fire Chief, Community Development Director, Communications Manager and Assistant to the City Manager. They work with and are responsible to the City Manager for providing high-quality, responsive services to the residents and others who work in or visit the community. The department heads are highly experienced professionals accustomed to a positive, team-oriented work environment that emphasizes collaboration, continuous improvement and professional development. Lake Forest’s Strategic Plan Lake Forest continues to develop long -term plans and goals to ensure the City remains well -managed, while protecting and enhancing the community’s rich heritage, historic architecture, residential neighborhoods, natural resources, open spaces, recreational areas and overall unique sense of place. This is a result of the City’s commitment to its four cornerstones: Family, Education, Tradition & Philanthropy, as well as its mission to “be the best-managed, fiscally-responsible and appealing community which promotes a community spirit of trust, respect and citizen involvement.” In an effort to live up to the City’s four cornerstones, in 2016, the Mayor and City Council directed the City staff to conduct a series of voluntary community engagement activities, including the “Future for All Generations” Workshop and the Strategic Planning Retreat. These community engagement tools were used to stimulate civil debate, gather a greater awareness of the challenges and opportunities facing Lake Forest and guide further discussion about the future of Lake Forest. The strategic planning effort of 2016-2017 began by looking back. In fall 2016, the City Council authorized a contract to administer a community survey to all residents of Lake Forest to provide the opportunity to rate quality of life in the City, uses of City amenities, opinions on policy issues facing the City and assessments of City service delivery. The survey was administered to all 7,458 households, of which 2,133 responded, giving a total response rate of 30%. Among the highlights of the survey, results included: •More than 7 in 10 indicated that maintaining Lake Forest as a triple-a (Aaa) bond rated community was essential over the next five years. •·Fewer than 4 in 10 awarded high marks to the shopping opportunities provided by the City of Lake Forest and about one-quarter reported that shopping variety was excellent or good (both ratings decreased since 2011). Page 163 of 259 City Manager •When asked about City budget priorities, about 6 in 10 indicated that environmental sustainability is essential or very important for the future of Lake Forest. •About 8 in 10 stated that management of traffic flow and transportation-related infrastructure is very important over the near term. •When asked what factors influenced residents’ decisions to live in Lake Forest, about 7 in 10 indicated that the safety of the community played a role in their decision to live in the community. •When asked to rate the importance of addressing the variety of housing options, sizes and price points (for young families and other family types) over the next five years, almost 6 in 10 indicated this issue is very important or essential. As a result of the community survey and other community meetings, six topic areas were identified and incorporated into the City’s Strategic Plan. The Strategic Plan goals, objectives and strategies are regularly discussed at City Council meetings to facilitate incorporation into an updat- ed Comprehensive City Plan. CORE VALUES: LAKE FOREST’S FOUR CORNERSTONES Family, Education, Tradition & Philanthropy There are six goals included in the City’s Strategic Plan. Each goal is intended to support the larger vision for the City and to point the way of progress towards that vision. Community Character, Safety and Livability: The City of Lake Forest is a community that supports and enhances the well-being, success and achievement of children, youth and families by providing exceptional safety and security of its residents, businesses, employees and visitors. Environmental Sustainability, Recreation and Leisure: Lake Forest respects, protects and enhances the health of its citizens and the quality of its natural environment. Fiscal Stewardship: The City of Lake Forest is a financially sustainable, efficient, community-oriented municipality that values its employees. Business and Economic Vitality: The City recognizes the importance of economic health in the overall quality of life; therefore, it promotes innovation, competitiveness and entrepreneurship in Lake Forest. Multi-Modal Transportation and Infrastructure: A multi-modal transportation network is important in the community to support sustainable land use and to provide internal mobility and regional connectivity for Lake Foresters. Page 164 of 259 Lake Forest, Illinois Housing Diversity and Residential Development: The City of Lake Forest has a balanced approach to quality development, redevelopment and adaptive reuse that supports a strong, diverse and growing community. For the full strategic plan please go to: https://www.cityoflakeforest.com/assets/1/7/ Strategic_Plan_2017-2020.pdf Fast Facts Year Incorporated – 1869 Population – 19,375 Land Area (sq. miles) – 16.8 Median Age - 47 Households (2016) – 7,458 Median Household Income (2016) - $168,745 Median Home/Condo Price- (2016) - $890,468 Open Space: 800 acres Hiking/Biking/ Walking Trails: 29 miles CHALLENGES AND OPPORTUNITIES FOR THE NEXT CITY MANAGER The next City Manager can expect to work closely with the Mayor, City Council and staff members on the following: •Continue the City’s focus on fiscal sustainability and efficient local government with an emphasis on shared services, outsourcing where appropriate and other best practices. This goal will be pursued in collaboration with City staff while ensuring the City retains its reputation for outstanding service to its residents, businesses and visitors. Current ongoing projects include a joint proposal with the Village of Libertyville to provide fire and emergency medical services to nearby Knollwood. •Continue to implement the goals and objectives of the City’s Strategic Plan, including embarking on revisions to the Comprehensive Plan later in 2018. The City will focus its initial planning effort in the neighborhoods located in the western portion of the City. The City Manager will be an integral part of facilitating this process to ensure community and neighborhood participation. •Recognize and embrace the City’s unique relationship with a dedicated philanthropic community that supports many of the City’s services and amenities. These include but are not limited to the Senior Foundation, the CROYA (Youth) Foundation, the Police Foundation, Friends of Lake Forest Parks and Recreation, Gorton Community Center, Ragdale Foundation and Elawa Farm Foundation. •Amtrak has proposed a fourth stop in its Hiawatha service from Chicago to Milwaukee in west Lake Forest. The City, along with residents, has been working with Amtrak and Metra to support the station while opposing a third rail holding track that would allow freight trains to idle while passenger trains (Metra) passed. The next City Manager will continue to work on this project. •The next City Manager should also be comfortable following a long-term, well-respected City Manager who has been an integral part of the community and the City organization, guiding development, redevelopment, and other challenges with a calm, professional demeanor. THE CITY MANAGER POSITION The next City Manager for Lake Forest must be an experienced local government leader with a commitment to collaboration, consensus building, integrity and transparency. The City Manager must fully embrace the culture of the Lake Forest community and City organization, honoring the City’s commitment to fiscal stewardship, exceptional customer service, historic preservation and open space. The Mayor and City Council highly value and respect the City’s leadership team and seek a leader who possesses a management and Page 165 of 259 City Manager leadership style that encourages collaboration, continuous improvement and professional development. The starting salary range for the position is $200,000 - $225,000 +/- DOQ. The City Manager is also eligible for an annual performance bonus. Residency in the City of Lake Forest is desired. Regardless of residency, it is very important and expected that the City Manager be engaged and visible in the community and have an approachable interpersonal style. Education, Skills and Abilities for the City Manager The successful candidate must have a bachelor’s degree from an accredited college or university, with the major field of study in public administration, business administration, finance, planning or related field. A master’s degree in public or business administration is highly desirable. Ideal candidates will be experienced local government professionals. Service as a City Manager in a community similar to Lake Forest is highly desired. The ability to understand the City’s culture and history is very important, along with the ability to carefully guide change in an open and transparent manner. Candidates must have the ability to develop an effective, collaborative working relationship with the Mayor and City Council and possess experience in implementing strategic goals and objectives. Candidates must present a balanced, fact-based approach to policy alternatives and be fully transparent in all dealings with the City Council. Candidates must possess demonstrated leadership and management skills with the ability to establish strong working relationships with staff at all levels of the organization. Candidates must be approachable and accessible to the staff, taking a genuine interest in the municipal services they deliver. Candidates must possess a management and leadership style that respects the subject matter expertise of the City’s leadership team while encouraging continuous improvement, teamwork and professional development. Candidates must be comfortable collaborating with a highly educated and engaged community that expects outstanding customer service, responsiveness from the City Manager and a calm, professional demeanor. Candidates should possess experience in economic development and redevelopment with the ability to structure incentive packages and provide appropriate oversight of municipal regulatory processes, ensuring an efficient permitting process. Candidates should have successful human resource management and collective bargaining skills with a record for fairness in dealing with all employees. Candidates should embrace technology and understand how to utilize it to further communicate with the community (when appropriate) and promote efficiency in local government services. Candidates should have experience in the evaluation of municipal services and in alternative forms of service delivery, ensuring that high-quality services are offered in a cost-effective manner. Candidates should have strong strategic planning skills with the ability to organize, plan and implement multi-faceted projects that include numerous municipal partners as well as state and regional organizations. Candidates must have the ability to form key partnerships with other units of government in order to effectively address budget and finance issues. Candidates must have strong written and oral communication skills and should have the ability to tailor communications and presentations to connect and effectively communicate with a variety of audiences. Page 166 of 259 Characteristics and Traits for the City Manager Candidates should have a reputation for personal and pro- fessional integrity and trustworthiness, and for leading an organization by example and conducting all personal and professional interactions honestly, fairly and ethically. Candidates should have a calm, professional demeanor with the ability to exhibit grace under pressure and an unflappable style in dealing with conflict. Candidates should be politically savvy, but not political, and must have the maturity, self-confidence and strength of professional convictions to provide administrative insights and counsel to the City Council and staff. They must be able to firmly and diplomatically present professional views and carry out administrative decisions in a timely, professional and impartial manner. Candidates must be able to create an environment dedicated to teamwork and empowerment by seeking input from key staff and then setting the course for the Department Heads to follow, with clear expectations, and allowing Department Heads to manage and produce results. Candidates must be comfortable with and seek out community interaction and engagement, participating in community events and being accessible to the residents and businesses in Lake Forest. Candidates should be able to think strategically, articulate a vision for the organization and work with a diverse group of stakeholders. Candidates should be willing to listen to new ideas and be innovative and creative when addressing those ideas and other issues. Candidates should have well-developed consensus building skills and the ability to bring people together while moving the City of Lake Forest forward. Candidates must have well-developed customer service and leadership skills, reinforcing responsiveness throughout the organization. Candidates must display a strong work ethic and an optimistic “can-do” attitude when addressing the complex issues facing municipal governments in Illinois. Lake Forest, Illinois Page 167 of 259 City of Harrison City Manager Sample Interview Recruitment Portfolio Page 168 of 259 630 Dundee Road, Suite 130, Northbrook, Illinois 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com EXECUTIVE RECRUITMENT • INTERIM STAFFING • MANAGEMENT AND HUMAN RESOURCE CONSULTING January 23, 2016 Mr. Jacob Schmidt City of Harrison 123 Right Way Drive Harrison, IL 65432 Dear Mr. Schmidt, This report contains the application materials for the five candidates selected for an interview on August 23rd. For use in the selection process, the enclosed materials provide each candidate’s career overview and comparative data, resume, application materials, suggested interview questions, and an interview evaluation form. Additional background work including felony court records searches, credit history, and motor vehicle records searches are being conducted. We will be prepared to review this information during the interview process if necessary. We look forward to being of continued assistance as you conclude this recruitment. Sincerely, Heidi J. Voorhees Co-Owner GovHR USA, LLC Page 169 of 259 Page Three Joe W. Carter Resume Village Manager Village of Cherry, Ohio (1986-1988) For two and one-half years prior to accepting the position in Jackson, I served as the Village Manager of Cherry that was a community of 4,800. In that position I served a seven-member Council. Management accomplishments during my tenure were: •Completion of a village-wide sanitary sewer system. •Participation in the adoption of a Council-Manager form of government. •Establishment of a contracted municipal trash system. •Revision to the process and adoption of the Village budget. •Redistricting of the Village election process. •Negotiations with the police union Assistant to the City Manager City of Jasper, South Dakota (1985-1986) While attaining my Master of Public Administration I worked full-time for a year and one-half as the Assistant to the City Manager of Jasper (pop. 10,000). This high involvement administrative position provided me the following activities: •Providing reports and analysis to the City Manager and nine-member City Council •Reformatting of the City budget to a computer format. •Development and installation of a telecommunication system to all municipal buildings. •Direct responsibility for preparation and implementation of the $ 10 million City budget. •Liaison between the City Manager and nine Department Heads. •Participant in labor negotiations with City Manager and labor union. PROFESSIONAL ORGANIZATIONS: •Full Member of the International City/County Management Association (ICMA). •Member of the Maryland City/County Management Association (MCCMA). •Maryland Municipal League Page 170 of 259 1 GovHR USA CITY OF HARRISON, ILLINOIS CITY MANAGER SELECTION PROCESS Interview and Candidate Evaluation Guide May 10, 2013 In order to provide common bases of comparison, all Candidates should be asked the same major questions. Inevitably, the discussion will vary; however, when a point arises in one interview that appears to have an important bearing upon a Candidate’s qualifications, an attempt should be made to raise the same point with other Candidates as well. The interview panel will decide prior to the start of the interviews what questions are to be asked, and who should ask each particular question. Following the initial response of the Candidate to a question, others should then feel free to ask further related questions for purposes of seeking clarification or illustrations. Questions should relate to past experience of the Candidate and to particular characteristics and needs/expectations of the City Manager position. It is recommended that you be very candid in asking questions and attempt to resolve all "ifs" or confusion regarding a Candidate's philosophy, management style, etc. In order to capture your reactions and thoughts following each Candidate's interview, you may wish to make notes on this Interview Guide regarding Candidates' responses to each question of particular interest to you. You may also wish to complete the Candidate Evaluation Form included for each candidate. This will be helpful for you to reference when you will be sharing your impressions with each other and the Consultant. Suggested "Library" of Questions 1.Welcome. We have your background materials in front of us and we have had a chance to review them. Tell us why the Harrison City Manager position is attractive to you. 2.In your background, what role did you play in developing and implementing a strategic/vision plan? What were the challenges incurred? Page 171 of 259 2 GovHR USA 3.What has been your experience in developing a comprehensive capital plan? How detailed was the plan; how many years did the plan cover; and how was it updated and maintained? 4.What technique have you employed to reduce operating or program expenses, and how would you prioritize reductions or cuts? 5.Can you give us an example of an innovative technique which you developed to enhance revenues for your organization? 6.How would you describe your management and leadership style, and what steps would you take to establish a rapport with the employees and ensure that we will work together as a high functioning team? 7.What process do you use to ensure that projects and/or assignments you have delegated to your Department Heads are completed on time and meet your expectations and how do you communicate this to your staff? 8.How would you evaluate the performance of the Department Heads and the activities for which they have been assigned responsibility? Page 172 of 259 3 GovHR USA 9.What are your long term professional goals? How does this position relate to them? 10.What do you consider to be your three (3) major strengths, and how are they important to the job of City Manager? 11.What is your philosophy with regard to contract/labor negotiations? 12.Give us an example of a politically sensitive situation you found yourself in, and explain how you handled that situation. 13.Being a City Manager is a stressful job. What do you like to do to relax and recharge yourself for when you get back in the office? 14.To you, which is more desirable: an organization that is run in an efficient business-like manner or an organization that is run in a personal and friendly way? Why? 15.What tenure could you reasonably consider committing to the City of Harrison? Page 173 of 259 4 GovHR USA 16. Open Questions. 17.We've asked you a lot of questions today. What questions do you have of us, and would you like to add anything we didn’t cover? Thank you. Page 174 of 259 ______________________ Candidate Name CITY OF HARRISON, ILLINOIS City Manager Candidate Evaluation Form Department Heads Voorhees Associates FACTORS OF QUALIFICATION Lacking Qualified Superior Points 0 1 3 Education and Training Interview Impressions: General Impression-Professional Presence/Appearance Overall Background & Depth of Relevant Experience Reason(s) for Seeking Position Responsiveness to Questions Verbal Communication Skills Leadership Skills Self Confidence/Maturity Trustworthiness/Integrity Responses to Interview Questions: Interest in Galesburg Developing and Implementing a Strategic Plan Development of a Comprehensive Capital Plan Reducing Operating and Program Expenses Revenue Enhancement Techniques Management and Leadership Style; Rapport with Employees Delegation of Projects/Assignment to Department Heads Evaluating the Performance of Department Heads Long Term Professional Goals: Galesburg Three (3) Major Strengths Philosophy Regarding Contract/Labor Negotiations Handling a Politically Sensitive Situation Relaxing/Stress Reduction Techniques Business-like organization v. Personal/Friendly Organization Tenure to the City of Galesburg Open Questions Subtotal 0 TOTAL POINTS (Add three subtotal columns) Page 175 of 259 1 GovHR USA CITY OF HARRISON, ILLINOIS CITY MANAGER SELECTION PROCESS Interview and Candidate Evaluation Guide May 10, 2013 In order to provide common bases of comparison, all Candidates should be asked the same major questions. Inevitably, the discussion will vary; however, when a point arises in one interview that appears to have an important bearing upon a Candidate’s qualifications, an attempt should be made to raise the same point with other Candidates as well. The interview panel will decide prior to the start of the interviews what questions are to be asked, and who should ask each particular question. Following the initial response of the Candidate to a question, others should then feel free to ask further related questions for purposes of seeking clarification or illustrations. Questions should relate to past experience of the Candidate and to particular characteristics and needs/expectations of the City Manager position. It is recommended that you be very candid in asking questions and attempt to resolve all "ifs" or confusion regarding a Candidate's philosophy, management style, etc. In order to capture your reactions and thoughts following each Candidate's interview, you may wish to make notes on this Interview Guide regarding Candidates' responses to each question of particular interest to you. You may also wish to complete the Candidate Evaluation Form included for each candidate. This will be helpful for you to reference when you will be sharing your impressions with each other and the Consultant. Suggested "Library" of Questions 1.Welcome. We have your background materials in front of us and we have had a chance to review them. Tell us why the Harrison City Manager position is attractive to you. 2.In your background, what role did you play in developing and implementing a strategic/vision plan? What were the challenges incurred? Page 176 of 259 2 GovHR USA 3.What has been your experience in developing a comprehensive capital plan? How detailed was the plan; how many years did the plan cover; and how was it updated and maintained? 4.What technique have you employed to reduce operating or program expenses, and how would you prioritize reductions or cuts? 5.Can you give us an example of an innovative technique which you developed to enhance revenues for your organization? 6.How would you describe your management and leadership style, and what steps would you take to establish a rapport with the employees and ensure that we will work together as a high functioning team? 7.What process do you use to ensure that projects and/or assignments you have delegated to your Department Heads are completed on time and meet your expectations and how do you communicate this to your staff? 8.How would you evaluate the performance of the Department Heads and the activities for which they have been assigned responsibility? Page 177 of 259 3 GovHR USA 9.What are your long term professional goals? How does this position relate to them? 10.What do you consider to be your three (3) major strengths, and how are they important to the job of City Manager? 11.What is your philosophy with regard to contract/labor negotiations? 12.Give us an example of a politically sensitive situation you found yourself in, and explain how you handled that situation. 13.Being a City Manager is a stressful job. What do you like to do to relax and recharge yourself for when you get back in the office? 14.To you, which is more desirable: an organization that is run in an efficient business-like manner or an organization that is run in a personal and friendly way? Why? 15.What tenure could you reasonably consider committing to the City of Harrison? Page 178 of 259 4 GovHR USA 16. Open Questions. 17.We've asked you a lot of questions today. What questions do you have of us, and would you like to add anything we didn’t cover? Thank you. Page 179 of 259 ______________________ Candidate Name CITY OF HARRISON, ILLINOIS City Manager Candidate Evaluation Form Department Heads Voorhees Associates FACTORS OF QUALIFICATION Lacking Qualified Superior Points 0 1 3 Education and Training Interview Impressions: General Impression-Professional Presence/Appearance Overall Background & Depth of Relevant Experience Reason(s) for Seeking Position Responsiveness to Questions Verbal Communication Skills Leadership Skills Self Confidence/Maturity Trustworthiness/Integrity Responses to Interview Questions: Interest in Galesburg Developing and Implementing a Strategic Plan Development of a Comprehensive Capital Plan Reducing Operating and Program Expenses Revenue Enhancement Techniques Management and Leadership Style; Rapport with Employees Delegation of Projects/Assignment to Department Heads Evaluating the Performance of Department Heads Long Term Professional Goals: Galesburg Three (3) Major Strengths Philosophy Regarding Contract/Labor Negotiations Handling a Politically Sensitive Situation Relaxing/Stress Reduction Techniques Business-like organization v. Personal/Friendly Organization Tenure to the City of Galesburg Open Questions Subtotal 0 TOTAL POINTS (Add three subtotal columns) Page 180 of 259 ______________________ Candidate Name CITY OF HARRISON, ILLINOIS City Manager Candidate Evaluation Form Department Heads Voorhees Associates FACTORS OF QUALIFICATION Lacking Qualified Superior Points 0 1 3 Education and Training Interview Impressions: General Impression-Professional Presence/Appearance Overall Background & Depth of Relevant Experience Reason(s) for Seeking Position Responsiveness to Questions Verbal Communication Skills Leadership Skills Self Confidence/Maturity Trustworthiness/Integrity Responses to Interview Questions: Interest in Galesburg Developing and Implementing a Strategic Plan Development of a Comprehensive Capital Plan Reducing Operating and Program Expenses Revenue Enhancement Techniques Management and Leadership Style; Rapport with Employees Delegation of Projects/Assignment to Department Heads Evaluating the Performance of Department Heads Long Term Professional Goals: Galesburg Three (3) Major Strengths Philosophy Regarding Contract/Labor Negotiations Handling a Politically Sensitive Situation Relaxing/Stress Reduction Techniques Business-like organization v. Personal/Friendly Organization Tenure to the City of Galesburg Open Questions Subtotal 0 TOTAL POINTS (Add three subtotal columns) Page 181 of 259 1 GovHR USA CITY OF HARRISON, ILLINOIS CITY MANAGER SELECTION PROCESS Interview and Candidate Evaluation Guide May 10, 2013 In order to provide common bases of comparison, all Candidates should be asked the same major questions. Inevitably, the discussion will vary; however, when a point arises in one interview that appears to have an important bearing upon a Candidate’s qualifications, an attempt should be made to raise the same point with other Candidates as well. The interview panel will decide prior to the start of the interviews what questions are to be asked, and who should ask each particular question. Following the initial response of the Candidate to a question, others should then feel free to ask further related questions for purposes of seeking clarification or illustrations. Questions should relate to past experience of the Candidate and to particular characteristics and needs/expectations of the City Manager position. It is recommended that you be very candid in asking questions and attempt to resolve all "ifs" or confusion regarding a Candidate's philosophy, management style, etc. In order to capture your reactions and thoughts following each Candidate's interview, you may wish to make notes on this Interview Guide regarding Candidates' responses to each question of particular interest to you. You may also wish to complete the Candidate Evaluation Form included for each candidate. This will be helpful for you to reference when you will be sharing your impressions with each other and the Consultant. Suggested "Library" of Questions 1.Welcome. We have your background materials in front of us and we have had a chance to review them. Tell us why the Harrison City Manager position is attractive to you. 2.In your background, what role did you play in developing and implementing a strategic/vision plan? What were the challenges incurred? Page 182 of 259 2 GovHR USA 3.What has been your experience in developing a comprehensive capital plan? How detailed was the plan; how many years did the plan cover; and how was it updated and maintained? 4.What technique have you employed to reduce operating or program expenses, and how would you prioritize reductions or cuts? 5.Can you give us an example of an innovative technique which you developed to enhance revenues for your organization? 6.How would you describe your management and leadership style, and what steps would you take to establish a rapport with the employees and ensure that we will work together as a high functioning team? 7.What process do you use to ensure that projects and/or assignments you have delegated to your Department Heads are completed on time and meet your expectations and how do you communicate this to your staff? 8.How would you evaluate the performance of the Department Heads and the activities for which they have been assigned responsibility? Page 183 of 259 3 GovHR USA 9.What are your long term professional goals? How does this position relate to them? 10.What do you consider to be your three (3) major strengths, and how are they important to the job of City Manager? 11.What is your philosophy with regard to contract/labor negotiations? 12.Give us an example of a politically sensitive situation you found yourself in, and explain how you handled that situation. 13.Being a City Manager is a stressful job. What do you like to do to relax and recharge yourself for when you get back in the office? 14.To you, which is more desirable: an organization that is run in an efficient business-like manner or an organization that is run in a personal and friendly way? Why? 15.What tenure could you reasonably consider committing to the City of Harrison? Page 184 of 259 4 GovHR USA 16. Open Questions. 17.We've asked you a lot of questions today. What questions do you have of us, and would you like to add anything we didn’t cover? Thank you. Page 185 of 259 1 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 CITY OF ENGLEWOOD REQUEST FOR PROPOSAL EXECUTIVE SEARCH FIRM FOR CITY MANAGER CANDIDATE SEARCH RESPECTFULLY SUBMITTED BY Page 186 of 259 2 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 Kristen Carroll, Founder and CEO The LMC Group 83 Hanover Street, Ste. 24, Manchester, NH 03101 603-217-5045 (t) I 603-217-5046 (f) I kristen@lmc.group November 29, 2018 Maria E. Gonzalez Estevez Human Resources Director City of Englewood 1000 Englewood Parkway Englewood, CO 80110 Dear Ms. Gonzalez Estevez: Thank you for the opportunity to submit this response to the City of Englewood’s Request for Proposals. I look forward to showing your team how The LMC Group can offer top- notch sourcing and recruiting services in the search for your new City Manager. Our firm has extensive experience in high-level recruiting throughout the country, with a proven track record of success. We are confident we can support your efforts by taking on the important work of the City Manager. The LMC Group was recently named one of the 50 most trustworthy companies for 2018, and we are committed to a principled approach as we perform this search for you. Thank you again for your consideration. Please contact me with any questions. Sincerely, Kristen Carroll Page 187 of 259 3 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 QUALIFICATIONS 1.Firm Information The LMC Group 83 Hanover Street, Ste. 24 Manchester, NH 03101 603-217-5045 2.Contact Stephanie Carnes Public Relations Manager stephanie@lmc.group 770-262-8642 3.Description of Successful Municipal Search We were hired to conduct a CEO search for Transpo, the public transportation company in South Bend, Indiana. Their previous CEO had resigned abruptly under a cloud of allegations, and Transpo’s number-one priority was an ethical, transparent search. We advised them in ways to keep the public informed and the process open. Ultimately, we presented them with four excellent candidates, and they selected two for interviews and presentations. Ultimately, the board voted unanimously to hire one of the two finalists, and the community and the agency have high hopes for the future and have expressed their gratitude to us. 4.Skills and Qualifications Description Our executive recruiters have worked in the talent acquisition and search arena for a combined total of 75 years, with an average time span of 15 years per team member. We are very creative in our sourcing solutions, and we leave no stone unturned in our search for your perfect candidate. Our CEO is a past recipient of the H. Michael Boyd Excellence in Employment Award, from the Association of Employment Professionals, and is an international speaker and author on a full range of talent acquisition related topics. Combined, our team members have completed thousands of searches, and we are uniquely positioned to execute an executive search for the Town of Concord. The LMC Group is a woman-owned business. Recently, we were named one of the 50 most trustworthy companies of the year by The Silicon Review. 5.Other Information For the last five years, The LMC Group has delivered human resources management and executive services to companies nationwide and in various industries and agencies. Every workplace needs human resources support, whether in executive Page 188 of 259 4 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 search, compliance, and recruiting or in executive coaching and employee development and training. Our HR experts have wide-ranging experience and proven success in these areas. Our firm has a combined total of 200+ years of experience in HR consulting, providing exactly the types of services included in this contract. We are able to customize our efforts to meet your individual needs and specifications. Some of our clients completely outsource their HR function to us, while others engage us on a project basis. Still others avail themselves of our self-service HR offering. Our expertise has been noticed: our HR consultants are in high demand as speakers, writers, and bloggers for their wisdom and experience. Page 189 of 259 5 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 SCOPE OF SERVICES SEARCH LAUNCH When we conduct an executive search, we start with a kick-off meeting with the City Council and key stakeholders. This meeting will give us a chance to learn more about Englewood and the needs for this role. From these conversations, we will develop an internal client overview document for team members to use during the recruiting process and an external client overview to share with candidates. RECRUITMENT SPECIFICATION Next, in partnership with the City Council, we will develop a recruitment specification that delineates the duties, responsibilities, operational issues, education and training, and personal characteristics and traits desired for the successful candidate. POSITION PROFILE In collaboration with Englewood personnel, we will develop a comprehensive job description and profile, as well as a compelling and enticing job ad/posting and brochure and a marketing plan SOURCING AND SCREENING We will employ traditional and non-traditional methods of sourcing to gain the interest both of candidates not currently searching for a new position as well as those who are currently searching, with the goal of assembling a diverse candidate pool. The mission of LMC’s Recruitment Process Outsourcing services is to g et the very best talent in front of the very best businesses and governments. We are a talent matchmaking service. Our recruitment process involves the following steps: 1.Ongoing Sourcing 2.Interview Question Development a.MBTI consultant determines the personality traits essential for this position and creates interview questions to reveal these traits (or their lack) in the candidates during the interview process b.Three rounds of interview questions are created unless client requests otherwise: 3.Email pre-screen 4.Conduct Phone/Video Screen 5.Submit Approved Candidates to Client INTERVIEWS FOR SEMIFINALISTS AND FINALISTS 1.Narrow the initial pool to 8-10 semifinalists a.In consultation with The LMC Group, the City Council will identify candidates to interview Page 190 of 259 6 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 b.The LMC Group will assist Concord in setting up interviews 2.LMC will assist the City Council in selecting 4-6 finalists a.Summary report b.Formal interview and final selection process c.Employment agreement development 3.Interview Training for Client HR Department schedules training (WebEx or in - person) training with all hiring managers and participants in the interview process i.Behavioral Interview Questions ii.Questions you Can and Cannot Ask iii.How to Document the Interview iv.Tips and Tools for Interviewing 4.Reference Checks and Background Checks (as requested) 5.Final Interview Process, including key stakeholders 6.Conduct assessments as needed 7.Extend Offer 8.Negotiate employment agreement TIMELINE These milestone dates are based on a contract award date of January 5, 2019 and are dependent on timely communication from Englewood. Launch: January 10, 2019 Recruiting specification and position profile approved: January 25, 2019 Sourcing and screening: January 25, 2019—March 5, 2019 Semifinalist and Finalist interviews: March 8-April 5 Offer/Employment Agreement Negotiation: late April 2019 Conclusion of services: May 1, 2019 Page 191 of 259 7 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 CONSULTING STAFF We do not use subcontractors, and we confirm that the consulting staff presented here will remain the same for the duration of the project. Christina Davis will be the project manager and main point of contact. Kristen Carroll is the Founder and CEO of The LMC Group. Early in her career, Kristen spent a decade as the Director of Talent Management and Workforce Planning in a large healthcare system before launching her own human resources and business consulting firm. Kristen has worked with organizations of all different sizes and scopes, helping to select and manage top-tier talent, developing growth strategies, creating operational efficiencies, and laying the groundwork for secured and vibrant futures. A human resources expert, Kristen has lectured hundreds of audiences across the globe, speaking at industry events, human resources symposiums, trade shows, and in educational institutions. Her work has been published in dozens of magazines and publications, and she has appeared on HuffPost Live and CNN. Christina Davis is the Director of Human Resources for The LMC Group. She earned a B.S. in Human Resources and Business Management from Louisiana State University. Leveraging more than 20 years of HR experience in a variety of industries, Christina is trusted for her guidance, wisdom, and insight. Clients rely on her to keep them apprised of changes in HR laws and regulations, assist them in creating sound policies for employees, and navigate complicated employment issues. She writes a monthly human resources column and is a highly-anticipated speaker at conferences and events. Christina has a strong background in recruiting management. As an HR Manager, she oversaw medical and sales recruiting, as well as high-volume factory employees, office staff, and engineers. In another position, she managed recruiting efforts for IT, office staff, HR, Sales, and management. As The LMC Group’s Director of HR, she oversees and directs our recruiting efforts, working closely with clients and providing them with reporting. Christina will be the project manager for this contract. Recruiter Tom Howard has worked as an executive and corporate recruiter as well as a Director of Human Resources for over two decades. He has recruited at the highest levels for government as well as industry and has met with great success. One client said of Tom, “Tom is one of the best recruiters I have ever had the pleasure of working with. He is a sourcing genius, and he can meet any recruitment challenge. In his current management role, he has led his team to great heights, reducing the current number of vacancies to an unprecedented low. I wholeheartedly recommend Tom.” Another client said, “He is a true professional with a strong sense of caring about his business partners as well as the overall success of the business.” He is currently conducting one executive search. Justine Keenan is a Recruiter. She earned a B.S. in International Business from Southern New Hampshire University. Justine has managed a wide range of searches from entry- Page 192 of 259 8 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 level through C-level. In one of the most challenging recruitment environments we’ve seen, she has completed every search she has worked on in 90 days or less, generating a long trail of accolades and enthusiastic clients. She is currently conducting two executive searches. Amy Cooley has spent ten plus years in the Staffing Industry, which gave her a strong foundation in Recruiting, Staffing, and Client Relations. She began as Staffing Coordinator, with duties in all things HR – interviewing, new hire paperwork, skill matching, temporary placements, payroll, workers comp, employee relations, and unemployment claims. Trusted by companies of all sizes, her career naturally grew into client “champion” roles, and then to a position as Adecco’s Onsite Coordinator at the GE Aircraft Engines headquarters in Cincinnati, where she worked closely with management and leadership. She was invited to join a dedicated recruiting team, finding top talent for direct employment with GE. For the past three years she has worked as a recruiter for The LMC Group. Amy will provide search support and candidate sourcing for this contract. Page 193 of 259 9 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 REFERENCES Name and Position Address Contract Award/Completion Date Contact Person Telephone and Email South Bend Public Transportation Company, Search for CEO 1401 S. Lafayett e Blvd., South Bend, IN 46613 8/10/18 - 11/7/18 Jitin Kain Board Member 574-232-9901 jkain@sbtranspo.c om Reston Limousine, Search for Director of Transportation 45685 Elmwood Ct. Sterling, VA 20166 3/29/18 - 6/2018 Tony Simon CEO 703-478-0500 tsimon@restonlimo .com Grace Limousine and Shuttle, Search for Director of Business Development 955 Goffstow n Rd., Manches ter, NH 03102 7/2017 - 10/2017 Michael Campb ell, Presiden t and CEO 603-666-0203 michael.campbell @ gracelimo.com Dana Farber Cancer Institute, multiple executive placements over 10 years Boston, MA Ongoing Robin Antonelli s, SVP HR 508-314-5018 robin.antonellis@ dana-farber.org Wellforce Healthcare, multiple executive placements over 10 years 1600 District Avenue, Ste. 125, Burlingto n, MA 01803 Ongoing Sabrina Granville SVP of HR 978-942-2220 sabrina.granville@ wellforce.com Currently, we are recruiting for a Director of Finance for Reston Limousine. Page 194 of 259 10 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 COST Not-to-exceed amount: $30,000 The not-to-exceed amount includes reimbursable expenses such as advertising, travel, and other direct expenses. Travel will be approved ahead of time and passed through at cost. 1. Develop a recruiting specification, in conjunction with the City Council and other key individuals and sources selected by the City, that addresses the specific duties, responsibilities, operational issues, education and training, personal characteristics and traits, and other factors that are relevant to the position. $2,000 2. Coordinate recruiting efforts for the position. Develop an agency profile and recruitment brochure, and conduct the search, with recruiting activities including targeted mailings, selected advertising, networking and direct inquiries, and use of the firm’s knowledge of candidates from other searches. $5,000 3. Assist the City Council in screening the initial pool of applicants to 8-10 semifinalists. Conduct and/or assist in conducting initial interviews. Respond to City Council questions. $5,000 4. Work with the City Council to select 4-6 finalists, prepare a summary report on all finalists, determine an appropriate formal interview and final selection process, and discuss preliminary terms for an employment agreement. $5,000 5. Conduct in depth interviews, detailed background investigations, and verify references and credentials of finalists. Prepare a detailed report on each finalist. $2,000 6. Coordinate the final interview process. Assist in the final interview and selection process as directed by the City Council. $2,000 7. Assist in the involvement of other key stakeholders in the selection process as determined by the City Council. $2,000 8. Coordinate and/or conduct any additional assessments, such as executive leadership assessments, as directed by the City Council. $1,000 9. Assist in the negotiation of an employment agreement with the final candidate, as directed by the City Council and coordinated with the City Attorney and the Human Resources Director. $1,000 Page 195 of 259 11 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 APPROACH SEARCH LAUNCH When we conduct an executive search, we start with a kick-off meeting with the City Council and key stakeholders. This meeting will give us a chance to learn more about Englewood and the needs for this role. From these conversations, we will develop an internal client overview document for team members to use during the recruiting process and an external client overview to share with candidates. RECRUITMENT SPECIFICATION Next, in partnership with the City Council, we will develop a recruitment specification that delineates the duties, responsibilities, operational issues, education and training, and personal characteristics and traits desired for the successful candidate. POSITION PROFILE In collaboration with Englewood personnel, we will develop a comprehensive job description and profile, as well as a compelling and enticing job ad/posting and brochure and a marketing plan SOURCING AND SCREENING We will employ traditional and non-traditional methods of sourcing to gain the interest both of candidates not currently searching for a new position as well as those who are currently searching, with the goal of assembling a diverse candidate pool. The mission of LMC’s Recruitment Process Outsourcing services is to get the very best talent in front of the very best businesses and governments. We are a talent matchmaking service. Our recruitment process involves the following steps: 6.Ongoing Sourcing 7.Interview Question Development a.MBTI consultant determines the personality traits essential for this position and creates interview questions to reveal these traits (or their lack) in the candidates during the interview process b.Three rounds of interview questions are created unless client requests otherwise: 8.Email pre-screen 9.Conduct Phone/Video Screen 10.Submit Approved Candidates to Client INTERVIEWS FOR SEMIFINALISTS AND FINALISTS 9.Narrow the initial pool to 8-10 semifinalists a.In consultation with The LMC Group, the City Council will identify candidates to interview b.The LMC Group will assist Concord in setting up interviews Page 196 of 259 12 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 10.LMC will assist the City Council in selecting 4-6 finalists a.Summary report b.Formal interview and final selection process c.Employment agreement development 11.Interview Training for Client HR Department schedules training (WebEx or in - person) training with all hiring managers and participants in the interview process i.Behavioral Interview Questions ii.Questions you Can and Cannot Ask iii.How to Document the Interview iv.Tips and Tools for Interviewing 12.Reference Checks and Background Checks (as requested) 13.Final Interview Process, including key stakeholders 14.Conduct assessments as needed 15.Extend Offer 16.Negotiate employment agreement TIMELINE These milestone dates are based on a contract award date of January 5, 2019 and are dependent on timely communication from Englewood. Launch: January 10, 2019 Recruiting specification and position profile approved: January 25, 2019 Sourcing and screening: January 25, 2019—March 5, 2019 Semifinalist and Finalist interviews: March 8-April 5 Offer/Employment Agreement Negotiation: late April 2019 Conclusion of services: May 1, 2019 Page 197 of 259 13 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 EARLY TERMINATION If the search and selection process is terminated early, we would bill the City of Englewood for any of the elements of the scope of services that The LMC Group has worked on. GUARANTEE We will continue to provide services until a City Manager is appointed or until the contract is cancelled by the City. If the new City Manager is terminated for cause or resigns within 18 months through no demonstrable fault of the City and its personnel, we will conduct a replacement search at no charge. COMPLIANCE WITH LAWS We will comply with all federal, state, and local laws as we perform these services. WARRANTY We warrant that we have the requisite training, skills, and experience necessary to provide the requested services. INSURANCE During the term of our service, we will name the City as an additional insured on our professional liability insurance and will provide a certificate evidencing such insurance. CONFLICTS OF INTEREST We certify that we have no conflicts of interest with anyone involved in this contract. Page 198 of 259 14 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 SAMPLE MATERIALS Transpo: The New Way to Grow! The South Bend Public Transportation Corporation, known as Transpo, has long had the tag line, Transpo: The New Way to Go! We are looking for an engaging, creative, enthusiastic, and grounded leader to guide us into our next wave of growth. Are you an innovative problem-solver? Do you enjoy being challenged day to day, with new and exciting opportunities to make our service better and our riders and employees happier? Do you love managing people and empowering them to reach their fullest potential? Do you enjoy engaging with the local community you are serving? Are you passionate about integrating your goals and company mission with these entities and partners? If so, please keep reading! Transpo is searching for a future-oriented, values-driven General Manager/CEO who will help us carry out our mission to provide safe, reliable, convenient, and comfortable public transportation services in a manner that utilizes the efforts of our professional team, achieves a high standard of quality, delivers service using cost-effective approaches, and meets our commitment to both our customers’ needs and the environment. This leader will be responsible for the management of all aspects of public transportation services, departments, employees, and functions of the corporation. The General Manager/CEO will report to a Board of Directors and be responsible for a team of four directors, a controller, and an administrative coordinator. A DAY IN THE LIFE If you like variety, this opportunity will not disappoint! Every day will be different, but your time will be filled with various responsibilities such as these: •Live and communicate our mission as an organization and serve as an example of integrity and excellence before our staff and our community •Ensure our day-to-day operations are completed successfully, and fully mitigate and resolve any troubleshooting or potential service interruptions •Envision the means and opportunities available to promote positive growth for the corporation’s services •Provide motivation and direction to corporate employees •Prepare, coordinate, and report statistical, financial, and operational information to the Board of Directors •Direct, communicate, and monitor the corporation’s labor relations •Maintain a positive relationship with community, regulatory, industry, political, and legislative individuals and entities in the best interest of the corporation •Prepare Transpo’s budget and make funding recommendations Page 199 of 259 15 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 •Lead and direct our risk management initiatives •Guide and support employee engagement and performance management •Manage the design, construction, and other activities for major projects •Foster and maintain a strong and collaborative relationship with the Board of Directors •Draw on your operational experience, especially in the areas of paratransit and ADA requirements and in your understanding of DOT/FTA regulations and industry reporting standards THIS AMAZING OPPORTUNITY The General Manager/CEO will work in a state-of-the-art LEED platinum facility, for a growing and essential organization providing daily solutions to one of our nation’s greatest challenges in ensuring a thriving future: safe and reliable public transportation! Transpo provides a vital service, connecting the community to employment, healthcare, education, and entertainment opportunities. In addition, Transpo has invested over $70 million into the local economy through Federal and State funding programs. We live our Core Values, every day. ✓Serving our community above all else ✓Aspiring to excellence ✓Demonstrating integrity and professionalism ✓Enabling employees to achieve their fullest potential ✓Promoting creativity, imagination, and innovation ✓Making Transpo an enjoyable experience Transpo offers the following benefits with this position: •Paid Time Off •Health & Dental Insurance •457(b) with company match •Short-Term and Long-Term Disability Transpo is committed to reflecting the varied population we serve, and we enthusiastically welcome applicants from all backgrounds. If you have the drive, the hustle, the passion, and the desire to be part of an ever-growing, ever-evolving team of hard-working individuals, we want to talk to you! Please submit your resume directly to Justine Keenan with The LMC Group at Justine@lmc.group. Transpo is an Equal Opportunity Employer and maintains a policy of nondiscrimination with applicants in accordance with its Affirmative Action Plan. No aspect of the hiring process will be influenced by race, color, religion, gender, age, national origin, physical or mental disabilities or any other bias prohibited by statute. Page 200 of 259 16 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 General Manager / Chief Executive Officer Job Description Department: Executive Level Division:Administration Reports To:Board of Directors MISSION STATEMENT: The South Bend Public Transportation Corporation’s mission is to provide safe, reliable, convenient and comfortable transportation services in a manner that utilizes the efforts of our professional team, achieves a high standard of quality, delivers service using cost-effective approaches, and meets our commitment to both our customer’s needs and the environment. SUMMARY: The General Manager/CEO is responsible for the management of all aspects of public transportation services, departments, employees and functions of Transpo, while upholding our vision of being a recognized leader in public transportation services and a moving force for regional cooperation, growth and prosperity. KEY RESPONSIBIITIES: •Interpret, communicate, and lead by the mission statement established within the corporation •Envision the means and opportunities available to promote positive growth for the corporation’s services •Management and oversight of the day-to-day operations of Transpo •Maintain a positive relationship with community, regulatory, industry, political, and legislative individuals and entities in the best interest of the corporation •Assist the Board of Directors in identifying policy matters for consideration; advise the board of regulatory, labor, financial, safety, liability, and statistical matters •Direct the corporation’s risk management, safety, security, training, and communications programs •Prepare, coordinate, and report statistical, financial and operational information to the Board of Directors; oversee general corporate compliance to budget •Direct, communicate, and monitor all aspects of Transpo’s human resources and labor relations including hiring, training, and performance management; serve as liaison in legal matters of labor and as an emergency responder and backup investigator to accidents and incidents REQUIRED KNOWLEDGE AND SKILLS •Reasoning ability to understand human resources law, financial spreadsheets, and analytical information, along with functions and tasks that relate to marketing and promotional events •Operational experience (paratransit and ADA requirements), •Working knowledge of DOT/FTA regulations and compliance, and industry reporting requirements •Exceptional written and verbal communication skills •Superior understanding of complex financial and funding documents •Ability to manage competing priorities and adequate stress tolerance capacity required •Excellent attention to detail and organizational skills required •Decision making and solution identification ability required EDUCATION/EXPERIENCE/CERTIFICATIONS/LICENSURE •Degree in business administration or related field Page 201 of 259 17 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 •Minimum of seven years of progressive management experience •Experience in the transit industry is a plus, but not required •Strong computer skills required •Valid driver’s license required Page 202 of 259 18 WWW.LMC.GROUP THE LMC GROUP 603/217-5045 Page 203 of 259 City of Englewood Executive Search Firm Services December 6, 2018 Primary Contact: Catherine Tuck Parrish Executive Search Practice Leader (240) 832-1778 ctuckparrish@thenovakconsultinggroup.com Page 204 of 259 December 6, 2018 Maria E. Gonzalez Estevez, Human Resources Director City of Englewood 1000 Englewood Parkway Englewood, CO 80110 Dear Ms. Gonzalez Estevez: The mission of The Novak Consulting Group is to strengthen organizations, for those they serve and those who work in them. We are dedicated to providing management consulting services to local governments and nonprofit organizations across the country. The firm was originally established as Public Management Partners in 2001, a firm specializing in local government consulting and executive search services in the Midwest. Since then, we have been providing our clients across the country with the best thinking and execution in executive search and management consulting. We are pleased to submit this proposal for Executive Search Firm Services for the City Manager recruitment to the City of Englewood. Our project team for the City comprises skilled professionals, seasoned in local government management with search experience across the country. Our team has completed over 120 searches and has had significant success working with organizations to identify and retain ideal candidates who meet each organization’s unique set of needs and expectations. We are confident our approach will result in a successful leader for the organization. Our firm has the necessary staff, expertise, resources, and abilities to conduct this recruitment and provide exceptional service to the City. We are a national, women-owned firm, with employees who have served as leaders in some of the best local governments across the country. Our clients receive personal service from our consultants. Our mission is to strengthen communities, and we do this by helping them find the best leaders to help move their organizations forward. Please contact Catherine Tuck Parrish, our executive search practice leader, at (240) 832-1778 or ctuckparrish@thenovakconsultinggroup.com should you have any questions. The Novak Consulting Group has no conflict of interest to disclose. Sincerely, Julia D. Novak President Page 205 of 259 Table of Contents Qualifications ............................................................................................................................ 1 Scope of Services ..................................................................................................................... 2 Recruitment Timeline ................................................................................................................................. 4 Consulting Staff ........................................................................................................................ 5 References ................................................................................................................................ 9 Cost .......................................................................................................................................... 10 Approach ................................................................................................................................. 11 Early Termination .................................................................................................................... 12 Service Guarantee .................................................................................................................. 12 Sample Materials ..................................................................................................................... 12 Attachment A – Recruitment Timeline Page 206 of 259 City of Englewood Page 1 Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. Qualifications For nearly a decade, a highly-respected management consulting firm named Public Management Partners helped a variety of organizations function more effectively. Through the years, the firm’s founding partners built a sizeable client base of predominantly local governments and nonprofit organizations in the Midwest. In 2009, Julia D. Novak acquired Public Management Partners and founded The Novak Consulting Group, staffed by consultants with decades of collective experience. With The Novak Consulting Group, Julia built upon Public Management Partners’ reputation for innovation and results while expanding the company’s services nationwide. Her company meets a wider range of needs, consulting with governments in the areas of public works, public safety, human resources, finance, planning, IT, and more. We provide our clients with the best thinking and execution in organizational design, development, and improvement. Our services include: •Strategic Planning •Organizational Assessment •Executive Search The Novak Consulting Group provides unparalleled service to our clients. Leaders in local governments and nonprofit communities have come to rely on The Novak Consulting Group for high caliber advice with the personal attention you expect. •Niche expertise. Our expertise lies in strengthening two kinds of organizations: local governments and nonprofits. We’re consulting specialists rather than generalists, focusing our strengths to do a highly effective job for a specific group of clients. •Flexibility to serve you better. We employ a small core staff of senior-level consultants and draw from our pool of subject matter experts when their expertise can help us serve you better. The result? A highly nimble, more efficient approach to giving you the services you need, when you need them. •Decades of collective experience. Our associates and subject matter experts have decades of experience in strengthening local municipalities and nonprofit organizations. They’ve served in a wide range of positions, from city manager to public works director to director of management information systems. •Personal service from senior-level consultants. You appreciate it when deadlines are met, phone calls are returned, and your challenges are given in-depth, out-of-the-box thinking. While a large firm may assign your business to junior-level people, we offer exceptional service from senior-level consultants. The Novak Consulting Group is staffed with local government professionals, including seven full- time associates and six subject matter specialists. The firm is headquartered in Cincinnati, Ohio, with staff also in Washington, D.C., North Carolina, New Hampshire, Wisconsin, and California. We are a women-owned firm led by President Julia Novak. Members of our executive search practice group have conducted recruitments for communities ranging in size from 1,200 to over one million. In our Colorado recruitments, the average population is 48,000. Page 207 of 259 Page 2 City of Englewood Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. Scope of Services The following provides a detailed description of our work plan for recruitment services for the City Manager position. Activity 1 – Develop Candidate Profile The Novak Consulting Group will begin this engagement by developing a clear picture of the ideal candidate for the City Manager by speaking with the City Council. In addition, it will be important to solicit meaningful feedback from staff and other key stakeholders. We will discuss not just the technical skills needed for the position, but what makes for the right organizational fit in terms of personal characteristics and traits, education and training, and experiences. We will use this input to develop the recruitment profile (specification) and first-year goals. Based on the information learned from our meetings, we will develop a tailored marketing and recruitment plan that includes Colorado and the nation. We will prepare a position profile that is unique to the City. The profile will identify the organization’s needs, the strategic challenges of the position, and the personal and professional characteristics of the ideal candidate. This document drives the recruitment. It focuses our efforts on the most capable candidates, and it helps us persuade candidates to pursue the position. We will also develop first-year organizational goals for the successful candidate. These goals will ensure that the applicants know what will be expected of them should they be hired, the City has thought about what they want the person to accomplish in the first year, and the successful candidate can hit the ground running with a work plan as soon as he or she starts. Since this position needs to be filled with someone with the skills to lead the organization, we will consider that in the requirements and preferred qualifications for the position and the goals for the first year. Once drafted, we will review the recruitment plan, position profile, and first-year goals with the City Council. Modifications will be made as necessary before recruitment begins. Activity 1 Deliverables: Recruitment plan, position profile, and first-year goals Activity 2 – Conduct Active Recruitment and Screening As part of the recruitment plan, we will identify individuals and jurisdictions to target directly through social media, phone, and email contacts. We have found that this combination is an effective way to reach top applicants, especially those who are not currently in the job market but may be willing to consider a move to an excellent organization like Englewood. The Novak Consulting Group will prepare and place advertisements in state and national publications, online sites, and social media to attract candidates from throughout the United States. While this will be a national search, we will target our efforts to those key areas identified in the recruitment plan. As soon as the profile and advertisements are completed, we will begin the process of actively and aggressively marketing the position and identifying qualified candidates for assessment. The process will identify networks and organizations, such as the International City/County Management Association, Local Government Hispanic Network, League of Women in Government, Colorado Municipal League, and other state and regional associations as identified in the Page 208 of 259 City of Englewood Page 3 Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. recruitment plan. We will seek candidates who are minorities, women, and those who have worked in similar organizations. We will also ask the City for names of individuals who might make outstanding candidates for the position. We will acknowledge each application as it is received and keep prospective applicants aware of the status of the process. The Novak Consulting Group will assess each applicant against the position profile and first-year goals. We will conduct a prescreening of applicants via phone or Skype with those who most closely meet the profile to learn more about their interest, qualifications, and experience for this position. A written summary of these candidates will be prepared and shared with the City. We will then meet with the City Council to review the entire list, as well as the top 8-10 candidates who have the requisite skills and qualities needed for success in the position. Based on our conversation, we will finalize a list of 4-6 candidates to invite for in-person interviews. Activity 2 Deliverables: Final recruitment plan and placement of ads Activity 3 – Support Interviews and Selection Each person you wish to interview will then be contacted again by The Novak Consulting Group. We will plan and facilitate a customized, multi-step interview process specific to the City Manager position. The process could include writing and role play exercises and/or a community reception. A book that contains interview questions and information about each of the candidates invited to interview will be provided to those involved in the interview process. We will also facilitate pre- and post-interview briefings. We will work with the City to arrange travel logistics for each candidate. Expenses for the candidates will be borne by the City. The selection of the top candidate is the City’s. The Novak Consulting Group can help make a well-informed choice by framing what we have learned about the candidates in the context of the position and its requirements. We will speak with candidates’ references to confirm the strength of their credentials. We will also review published information found in search engines, online publications, and social media. Reference and background checks will be performed on the top candidates including but not limited to credentials, employment history, criminal background check, and credit check. The Novak Consulting Group can also assist in negotiating the employment offer. We will provide information about best practices in compensation and we will have obtained the candidate’s salary history. At the close of the search, all applicants will be notified of the results. Those who helped you in the process will be thanked for their contribution to a successful effort. Additionally, The Novak Consulting Group will contact the successful candidate during his or her first year on the job to discuss their progress toward implementation of the goals that were established for this position at the beginning of the process. Activity 3 Deliverables: Candidate screening results, results of internet search, interview book materials, and reference/background check results Page 209 of 259 Page 4 City of Englewood Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. Recruitment Timeline Included as Attachment A is a draft timeline. We expect to review this with the City Council during Activity 1. Page 210 of 259 City of Englewood Page 5 Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. Consulting Staff Executive Search Practice Leader Catherine Tuck Parrish – Catherine has more than 25 years of experience serving local governments, in direct service or as a consultant. Catherine leads our search practice and has conducted over 120 searches for city manager/administrator; police chief; fire chief; directors of public works, planning, economic development, finance, human resources, and human services; and many other key positions in local governments across the country. Catherine was the deputy city manager in Rockville, Maryland where she oversaw approximately half of the City’s 500+ employees. She is also familiar with large organizations since she worked in the County Executive’s Office in Fairfax County, Virginia and previously served as ICMA’s Ethics Advisor. Senior Associate Jenn Reichelt – Jenn joined The Novak Consulting Group in 2016 following 16 years of direct service to local governments in Glendale, Arizona and Great Falls, Montana. Jenn brings extensive experience in the areas of human resources management, employee and community engagement, tourism and branding, and public information. In her roles, she has overseen several municipal operations including a human resources department, City Clerk’s Office, Civic Center, performing arts center, visitor center, Convention and Visitors Bureau, and animal shelter. As deputy city manager, she was directly involved in the selecting, hiring, and onboarding of key personnel including department directors and also oversaw collective bargaining, mediation, conflict resolution, employee counseling, and discipline issues. Jenn assists with both the organizational assessment and executive search practice areas of the firm. She has supported or led national searches for city managers, fire and police chiefs, and department directors. Recruitment Specialist Morgan Daniel – Morgan serves The Novak Consulting Group as a Recruitment Specialist. In this role, she develops content for recruitment materials, strategizes targeted outreach, conducts research, and analyzes data. Prior to coming to The Novak Consulting Group, she was an intern to the assistant city manager in Miamisburg, Ohio where she had the opportunity to work directly with several city departments. Morgan has a bachelor’s degree in crime and justice studies from Wright State University and is working on her master’s in public administration. Their complete resumes follow. Page 211 of 259 Page 6 City of Englewood Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. Catherine Tuck Parrish, Executive Search Practice Leader Catherine has over 25 years of management experience working for local governments of all sizes, nonprofit organizations, and associations. She leads The Novak Consulting Group's executive search practice. She has conducted over 120 searches for manager/ administrator; police chief; fire chief; directors of public works, planning, economic development, finance, human resources, and human services; and many other key positions in local governments across the country. In addition to executive recruitment, she has facilitated numerous governing body workshops, staff retreats, and strategic planning sessions. Her work as a consultant includes project management and contributions to several local government projects such as process improvement studies, departmental assessments, planning and permitting process reviews, and policy development. Catherine’s most recent local government experience was as deputy city manager in Rockville, Maryland where she oversaw parks and recreation, human resources, information technology, finance, neighborhood resources (citizen engagement), communications, customer service, and intergovernmental functions. She also served as acting city manager in Rockville for nearly a year. Prior to joining the City of Rockville, Catherine served as assistant to the county executive in Fairfax County, Virginia working on change management issues including a new pay system, employee surveys, implementation plans, and internal communication improvements. Catherine also served as ethics advisor at the International City/County Management Association (ICMA), counseling elected officials and citizen groups regarding employment agreements, form of government issues, and recruitment. Additionally, she worked for the cities of Denton and University Park, Texas. She chaired the ICMA’s Acting Manager Task Force, which produced a handbook for interim managers. She also led the Maryland City/County Management Association (MCCMA) as president and vice president. She served as president, vice president, and secretary of the Metropolitan Association of Local Government Assistants in the Washington, D.C. metro area. Catherine has spoken at national and state conferences on a variety of topics, including recruitment trends, civility, effective councils, ethics, forms of government, human resource topics, long-term financial planning, budget strategies, developing high performing organizations, and leadership. She has also spoken at the National League of Cities’ Leadership Training Institute on recruiting and evaluating the CEO. She is a certified instructor of the Myers-Briggs Type Indicator instrument. She has a bachelor’s degree in personnel administration and communication studies from the University of Kansas and a master’s degree in public administration from the University of Kansas. She is an active member of ICMA and the MCCMA. EDUCATION •Master of Public Administration, University of Kansas •Bachelor of Arts, University of Kansas INDUSTRY TENURE •28 years •Consulting, 9 years • Local Government, 19 years Page 212 of 259 City of Englewood Page 7 Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. Jenn Reichelt, Senior Associate Jenn has 18 years of management experience in local government and is currently a senior associate with The Novak Consulting Group. She joined the firm in 2016 and works in both the organizational assessment and executive search practice areas. Jenn has assisted with 14 organizational and department reviews. While the assessments often examine all core services, Jenn’s area of expertise include analysis of organizational structure, human resources, tourism/special events, and community development. Notable projects include a GoTriangle organizational assessment; a feasibility study for DuPage County that looked at combining the Election Commission and County Clerk’s Office; and a review of the Lee’s Summit Human Resources Department. Jenn is actively involved in the firm’s executive search practice area. She has conducted searches for city manager/administrator; police chief; directors of public works, finance, human resources, planning, economic development, and human services; and many other key positions in local governments across the country. She has a background in community engagement, public outreach, and media relations, as well as crisis and emergency management. Jenn has experience working with diverse stakeholders and helping groups reach consensus. Throughout her career, she has developed and implemented successful citizen outreach and communication plans for several community-wide initiatives. Jenn has a wealth of knowledge in the areas of human resources management, employee counseling, conflict resolution, and labor relations. She is adept in the collective bargaining, mediation, fact-finding, and arbitration processes. Before joining The Novak Consulting Group in 2016, she served as deputy city manager for the City of Great Falls, Montana where she oversaw all human resources activities, including labor relations. She served as the City’s primary public information officer and managed the City’s five Tax Increment Financing Districts. Prior to her tenure in Great Falls, she worked in Glendale, Arizona where she served as the deputy marketing and communications director. She led the City’s downtown redevelopment efforts, helped create the City’s first Convention and Visitor’s Bureau, and assisted in the development of Glendale’s Sports and Entertainment District. Jenn served as a city spokesperson and oversaw the City’s tourism, sports marketing, and branding campaigns. Jenn earned a bachelor’s degree in business administration and a master’s degree in public administration from Northern Arizona University. She is a member of the International City/County Management Association (ICMA) and a graduate of Leadership ICMA and the Weldon Cooper Center for Public Service Senior Executive Institute. EDUCATION •Master of Public Administration, Northern Arizona University •Bachelor of Science, Northern Arizona University INDUSTRY TENURE •18 years •Consulting, 2 years •Local Government, 16 years Page 213 of 259 Page 8 City of Englewood Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. Morgan Daniel, Recruitment Specialist Morgan joined The Novak Consulting Group as a Recruitment Specialist in 2018. In this role, she develops content for recruitment materials, strategizes targeted outreach, conducts research, and analyzes data. Morgan also interacts directly with potential candidates and reviews applications for minimum and preferred qualifications. Before coming to The Novak Consulting Group, she was an intern to the assistant city manager in Miamisburg, Ohio where she had the opportunity to work directly with several city departments. In Miamisburg, one of her main projects was to update the city’s website content to ensure that it was up-to-date and that citizens could easily find information. She also redesigned the city’s volunteer application form and eliminated unnecessary questions. Morgan researched and organized information for the city’s upcoming Charter Review Committee and helped prepare benefit materials for new employees. Morgan has a bachelor’s degree in crime and justice studies from Wright State University. She is pursuing a master’s degree in public administration from the University of Nebraska and is an active member of ICMA. EDUCATION •Bachelor of Arts, Crime & Justice Studies, Wright State University •Master of Public Administration, University of Nebraska (in progress) INDUSTRY TENURE •1 year •Local Government, 1 year Page 214 of 259 City of Englewood Page 9 Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. References The Novak Consulting Group is uniquely positioned to perform this recruitment because of our knowledge of local government and extensive network across the nation. Included with this proposal is a list of all our executive recruitment clients. The following table lists a few comparable recruitments we have recently conducted and references for each of them. Jurisdiction Contact Information City of Louisville, Colorado •City Manager •Planning and Building Safety Director •Parks, Recreation, and Open Space Director Mayor Bob Muckle (303) 981-0697 BobM@Louisvilleco.gov Kathleen Hix, Human Resources Director (303) 335-4720 KathleenH@Louisvilleco.gov 749 Main Street Louisville, CO 80027 City of Lafayette, Colorado •City Administrator – in progress Mayor Christine Berg 1290 S. Public Road Lafayette, CO 80026 (303) 665-5588 christine.berg@cityoflafayette.com City of Boulder, Colorado •Human Resources Director Jane Brautigam, City Manager 1777 Broadway Boulder, CO 80302 (303) 441-3090 brautigamj@bouldercolorado.gov City of Rockville, Maryland •City Manager •Community Planning and Development Services Director Bridget Donnell Newton, Mayor 111 Maryland Avenue Rockville, MD 20850 (240) 314-8291 bnewton@rockvillemd.gov City of Helena, Montana •City Manager James Fehr, Human Resources Director (406) 447-8405 JFEHR@helenamt.gov Wilmot J. Collins, Mayor (406) 594-2805 wcollins@helenamt.gov 316 N. Park Helena, MT 59623 Page 215 of 259 Page 10 City of Englewood Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. Cost The total fixed fee to complete the City Manager recruitment as outlined in this proposal is $26,900. This includes all professional fees and expenses for The Novak Consulting Group. We estimate the following additional costs to the City which would be direct billed at cost. •Approximately $1,000-$1,500 for advertising •Background checks for the top finalists estimated at $175-$300/finalist •Travel for finalists’ interviews will also be borne by the City. The fixed fee would be invoiced as follows: •One-third upon contract execution •One-third after the candidate review meeting •One-third after the interviews Advertising and background checks will be invoiced as completed. Page 216 of 259 City of Englewood Page 11 Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. Approach When organizations need to fill key positions, they turn to The Novak Consulting Group and benefit from this guiding principle: meaningful hiring involves finding the right employee and preparing them for ongoing success. The Novak Consulting Group’s approach to our executive search services comprises three key phases. 1.Inquiring, Understanding, and Defining Each of our clients has a unique culture and set of objectives. Because selecting the right individual is critical to success, we begin our relationship by conducting a needs assessment to identify the specific benchmarks the search must accomplish. We will identify qualifications and requirements, as well as map out the new hire’s first-year goals, so both our client and the employee remain on the same track for success. We will build an accurate position profile, thus ensuring we attract the right people for the position. 2.Candidate Search and Evaluation To reach the right candidates, The Novak Consulting Group customizes each search process to fit the client’s needs. Often, the professionals who best fit an open position are already employed and not searching for a traditional job posting. So, we leverage our extensive, diverse professional network to attract the best talent nationwide. We have been successful in identifying a candidate pool that is racially, ethnically, and gender diverse. We advertise in national publications that target minorities and women, including the National Forum of Black Public Administrators (NFBPA) and the International Hispanic Network (IHN). In our recruitments, highly qualified women and minorities earn placement, with 37% of our searches resulting in female hires and 23% of our searches resulting in minority hires. We also work to identify qualified veterans and qualified candidates with disabilities. Once the right candidates are found, we help manage the hiring process from interviews to background checks. Our in-depth service empowers clients to achieve their goals at every step. 3.Supporting Success We support the top candidate’s long-term success by creating a goals-driven work plan actionable from day one. Many firms focus solely on finding qualified applicants, leaving the client on their own once the position is filled. Our team, however, uses the objectives gathered during the inquiry stage to prepare new hires for their first year. We follow up to ensure continued progress, productivity, and satisfaction for the employee and our client. We take a tailored, goals-based approach to each recruitment. By looking beyond the hiring process, our holistic view ensures that each candidate will fit the role, as well as the organization. In the end, we are not just looking for a successful professional; we are finding the right employee to be successful in their new position long after they are hired. Our executive recruitment and management consulting experiences have afforded us the opportunity to work with public and nonprofit organizations across the country and provided us with a wide national network. Through our connections, we can identify a broad diversity of qualified candidates in terms of race and ethnicity, gender, jurisdiction size, complexity of organization, and region of the country. Page 217 of 259 Page 12 City of Englewood Executive Search Services The Novak Consulting Group Strengthening organizations from the inside out. Early Termination If the City decides to terminate the recruitment prior to completion, The Novak Consulting Group would only invoice the City for the services provided up to that point. Service Guarantee The Novak Consulting Group will continue the search until a City Manager is appointed or the contract is canceled. After appointment, the service guarantee is 18 months. If the selected candidate leaves the position for any reason within 18 months of hire, The Novak Consulting Group will conduct a new search for no professional fee. The City would only be billed direct expenses (ads, background checks, and travel for finalists’ interviews. Sample Materials Sample brochures for several recent recruitments are included with this proposal. Page 218 of 259 The Novak Consulting Group Strengthening organizations from the inside out. Attachment A – Recruitment Timeline Schedule City of Englewood City Manager Recruitment start 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1/14 1/21 1/28 2/4 2/11 2/18 2/25 3/4 3/11 3/18 3/25 4/1 4/8 4/15 4/22 Activity 1 - Develop Candidate Profile 1.1 Meet with City Council to identify desired traits and experiences for the City Manager; discuss timeline and process 1.2 Facilitate focus groups or online survey to gather input from City staff and other key stakeholders 1.3 Develop recruitment materials and recruitment strategy 1.4 Identify first-year goals for the position 1.5 Finalize recruitment plan, position profile, and first-year goals Activity 2 - Conduct Active Recruitment and Screening 1/14 1/21 1/28 2/4 2/11 2/18 2/25 3/4 3/11 3/18 3/25 4/1 4/8 4/15 4/22 2.1 Develop and place ads 2.2 Direct outreach to develop and cultivate candidates 2.3 Receive application materials 2.4 Communicate with candidates 2.5 Conduct pre-screening of candidates to develop semi-finalists 2.6 Review applicant pool with City Council and aid in narrowing top applicant group 2.7 Conduct semi-finalist interviews Activity 3 - Support Interviews and Selection 1/14 1/21 1/28 2/4 2/11 2/18 2/25 3/4 3/11 3/18 3/25 4/1 4/8 4/15 4/22 3.1 Conduct reference and background checks 3.2 Facilitate interview process 3.3 Assist with negotiations, as desired 3.4 Inform all applicants of final outcome Page 219 of 259 Proposal City of Englewood, CO Proposal to Provide Executive Search Services, RFP-18-039 December 6, 2018 Springsted | Waters Remittance Address 14285 Midway Road, Suite 340 380 Jackson Street, Suite 300 Addison, Texas 75001 Saint Paul, Minnesota 55101-2887 Chuck Rohre, Executive Vice President crohre@springsted.com (214) 608-7477 Page 220 of 259 LETTER OF TRANSMITTAL 1.QUALIFICATIONS .............................................................................. 3 2.SCOPE OF SERVICES ........................................................................ 3 3.CONSULTING STAFF ......................................................................... 7 4.REFERENCES ................................................................................. 12 5.COST ............................................................................................ 12 6.APPROACH .................................................................................... 14 7.EARLY TERMINATION ...................................................................... 18 8.SAMPLE MATERIALS ....................................................................... 18 Table of Contents Page 221 of 259 Springsted | Waters 14285 Midway Road, Suite 340 Dallas, TX 75001 Tel: 972-481-1950 Fax: 972-481-1951 www.springsted.com LETTER OF TRANSMITTAL December 6, 2018 City of Englewood c/o Purchasing Division 1000 Englewood Parkway, Englewood, Colorado 80110 Re: Request for Proposal to Provide Executive Search Services, RFP-18-039 Dear Purchasing Division, I appreciate the opportunity to submit our proposal for executive recruitment services for the City of Englewood’s next City Manager. Our extensive experience in providing executive recruitment services to cities, counties and other public-sector organizations nationwide will be beneficial for this recruitment and allow us to find the ideal candidate for the City of Englewood. 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 unique ways: •If selected as an option, our web-based survey can be used to determine the key community-wide issues and priorities that are essential considerations for the City and the selection committee to consider. This survey is completed by the City’s employees, community leaders and citizens and would alter the estimated duration of the project timeline. The results of the survey will provide the City Council with important feedback for development of the profile for the ideal candidate; •Management/Leadership Style Assessment Analysis completed by the candidates to determine if a candidate’s management style matches the approved management/leadership style profile for the ideal candidate; •Video candidate interviews through a proprietary system will be made available to the City Council to assist in the selection process; and •Utilization of a proprietary online application system exclusively licensed to Springsted | Waters (S|W ) to facilitat e talent management. The system has been designed by S|W to customize applicant flow and tracking. It allows ease of communication with applicants and the ability to conduct database inquiries for candidates based on characteristics important to the City such as geographic location and specific experience, expertise and qualifications. Page 222 of 259 City of Englewood, CO December 6, 2018 Page2 The proposal document will provide you the details about our approach, expertise, client references and pricing for this executive recruitment. If you have any questions, please contact me at (214) 608-7477 or by email at crohre@springsted.com. Our Team would consider it a professional privilege to provide these services to the City of Englewood. Respectfully submitted, Chuck Rohre, Executive Vice President Consultant sml Page 223 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 3 City of Englewood, CO Proposal to Provide Executive Search Services 1. Qualifications The Executive Recruitment Division of Waters Consulting merged with Springsted Incorporated in May 2014, establishing one of the largest public sector executive recruitment and human capital consulting firms in the United States. Our firm name, Waters & Company, has recently been changed to Springsted | Waters (S|W) to more clearly reflect the connection to and support from the Springsted group of companies. Springsted Incorporated, our parent company, has been a Women Business Enterprise since 1993. Three e mployee- owners lead the Springsted group of firms and their 70-member staff. Our corporate office is located in Saint Paul, Minnesota, with regional offices located in Dallas, Texas; Chicago, Illinois; Milwaukee, Wisconsin; Des Moines, Iowa; Kansas City, Missouri; Richmond, Virginia; Atlanta, Georgia; and Denver, Colorado. S|W has a team of ten recruitment consultants and support staff available to meet your executive recruitment needs. Each consultant assigned to this recruitment has experience working with cities and the many different disciplines that comprise the City of Englewood organization. Our consultants bring an experienced, participatory and energetic perspective to each engagement; our unique approach and personal touch are reflected in our internal standard to provide outstanding services that exceed the City’s expectations. Since 2013 our combined consultant team has conducted nearly 500 executive recruitments. The S|W Recruitment Project Team will partner with the City Council and other key individuals as your technical advisor to ensure that the recruitment process for your next City Manager is conducted in a thorough and professional manner. Our objective is to generate high-quality candidates and assist you with the screening and evaluation of these candidates. We have structured the S|W Recruitment Project Team to draw upon S|W’s and Springsted’s 50-plus years of service to the public sect or and to leverage S|W’s experience and capacity to focus nationwide to find the most qualified candidates. Length of Tenure for Placements Our firm is pleased that most of the candidates selected for leadership positions remain in their role at least five years. As an example, five years represents a good tenure for city administrators and exceeds the two-year threshold indicated in the International City/County Management Association’s Code of Ethics. Exception to Insurance Requirements We are prepared to meet all of the requirements stated in the Request for Proposals, with one exception. Section III.F on page 4 of the RFP requests providing a certificate evidencing professional liability coverage and naming the City as additional insured as per contracting standards. Insurers do not permit naming additional insureds on this type of policy since insureds are then precluded from making claims against the policy. We can name the City as additional insured under our comprehensive general liability, automobile liability and umbrella liability insurance, as is industry standard. 2. Scope of Services Understanding of the Work to be Performed The City of Englewood is looking for a timely, well-managed and thorough search process to recruit and identify highly qualified candidates for its City Manager position. Page 224 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 4 S|W will work with the City to understand the desired qualities and professional capabilities that are most important to you in your selection of a new City Manager. This information helps us represent the City organization and the City Manager position to well-regarded candidates, emphasizing the opportunities for leadership and professional growth and presenting Englewood as a vibrant and thriving community in which to live. There is significant competition for experienced local government managers today. We work with you to develop a recruitment strategy that includes advertising and personalized, customer outreach. A successful recruitment often depends upon the ability to reach out to successful managers who are not necessarily seeking new employment to inform them of and encourage them to apply for the position. These efforts are critical to ensuring that the City receives a good candidate pool. S|W manages and tracks applicant information and provides regular communications updating the applicants on the status of the project. Our communications are always professional and respectful. We take pride in our ability to provide the City Council with complete information about the candidates, expanding beyond their resumes to understand their experience, the leadership and management style they will bring to your community and their motivation for seeking this position. We assist you in structuring the interview process; we are present throughout the interviews and available to facilitate your deliberations and negotiations with the top candidate. Specific Services to be Provided The search will be conducted locally out of our Dallas office. Chuck Rohre will serve as the Recruitment Project Team Leader. Our proven process includes five major tasks: 1. Recruitment brochure development and advertising • Meetings with the City Council and other key individuals to understand the City’s needs as well as its strategic directions and expectations 2. Execution of recruitment strategy and identification of quality candidates • Aggressive recruitment and direct contact with prospective candidates • Interactive searchable applicant database • Utilization of an applicant tracking system 3. Screening of applications, recommendation of semi-finalists and selection of finalists • Candidate questionnaires provide in-depth information • Due diligence questions and review of candidate’s web and internet presence • Management/leadership style and strengths assessment (personality and behavior analysis) to determine if there is a fit with the approved management/leadership profile established by the City Council in order to identify the ideal candidate • Video interview responses provided by each semi-finalist candidate • Semi-finalists booklet of the top candidates • Selection of 4 – 6 finalists by the City Council 4. Conducting background checks (criminal, civil, credit, and driving record), reference checks and academic verifications • Background records checks and academic verification • References 5. Final interview process • Interview design, coordination, attendance and support • Employment offer - assistance and feedback Page 225 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 5 Detailed Description of how the Recruitment is to be Conducted 1. The recruitment will be national and inclusive in nature, with a candidate pool of diverse, experienced and talented individuals. 2. The community/staff survey will yield valuable insights regarding the desired characteristics of the ideal candidate. 3. The recorded interviews will give additional insights, beyond “paper” qualifications and streamline the identification of finalists. 4. The Management Style Analysis will ensure proper “fit” of the selected candidate. 5. The process will involve highly experienced recruiters with public sector backgrounds. 6. The process will be conducted in an ethical and transparent manner, consistent with applicable employment law. Benefits to the City Selecting S|W to conduct your executive recruitment provides the City of Englewood with the following benefits: • Comprehensive and Structured Process – Our process is comprehensive and seamless, reflecting our years of interaction with local government employers and prospective candidates. • Transparency – S|W comes to the City of Englewood without having any preconceived notions or expectations about the City and prospective candidates. The S|W team works closely with the City to make sure the process is transparent. • Confide ntiality – Prospective candidat es know that their application will be kept confidential, allowing them to express interest in the position without jeopardizing their current employment. Our reputation for ensuring candidate confidentiality as permitted by state and local law means that the City of Englewood can count on maximizing the number of qualified candidates interested in the City Manager position. • Candidate Recruitment – S|W actively recruits qualified candidates, drawing from our extensive personal and professional connections with capable individuals around the state, region and nation and assuring the City of its access to established managers and rising stars. The ability to widely recruit for prospective candidates is one of the primary benefits of using S|W. • Focused Use of City’s Time – S|W’s comprehensive process incorporates the active participation of City Council members at key steps in the process. Our process keeps elected officials fully advised and informed of all aspects of the process without requiring them to expend large amounts of time in the search process or to put aside other pressing issues facing the City. • Minimize Staff Disruption – S|W’s search process also minimizes disruptions to City staff, some of whom may have additional duties in this time of transition. Because conducting a thorough search can be time -consuming, S|W’s involvement allows staff to stay focused on their prima ry and assigned functions. • Thorough Evaluation of Candidates – The City of Englewood seeks a City Manager of sound professional and personal character. S|W’s process includes a thorough evaluation of the final candidates, including detailed information from references and a careful review of background records. Page 226 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 6 Timeline Below is an estimated Timeline for the executive recruitment process. You will be asked 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. CITY OF ENGLEWOOD, CO EXECUTIVE RECRUITMENT PRELIMINARY TIMELINE The following Timeline represents a preliminary schedule for your executive recruitment based on a commencement date of January 7, 2019. Actual target dates will be developed in consultation with and approved by the City Council. Project Milestone Deliverables Target Date Profile development, advertising and candidate outreach. • S|W completes on-site interviews to develop candidate profile and recruitment brochure; the City approves ad placement schedule and timeline. • S|W sends draft recruitment brochure to the City. • The City returns draft recruitment brochure (with edits) to S|W. • S|W commences executive recruitment advertising and marketing. • Online data collection and profile development. January 7 – February 18, 2019 Applicant screening and assessment and recommendation of semi- finalists. • S|W commences formal review of applications and sends most promising applicants a Candidate Questionnaire to provide additional information about background and experience. Candidates complete recorded interview online. • S|W completes formal review of applications and sends selected resumes and questionnaire responses to the City for review. Candidates’ recorded interviews are also presented. • Semi-finalists complete candidate management style assessment and responses are reviewed and interview questions are developed. • S|W meets with the City and recommends semi- finalists; the City selects finalists for on-site interviews. February 19 – March 6 Comprehensive background check and reference checks completed for finalists. • S|W completes reference checks/background checks/ academic verification on finalists. March 13 On-site Interviews with finalists. • S|W sends documentation for finalists to the City. • The City conducts on-site interviews with finalists. Week of March 18 Employment offer made / accepted. • The City extends employment offer to selected candidate. Week of March 25 Page 227 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 7 3.Consulting Staff Experience List of Relevant Executive Recruitments: 2017 to Present Year Client State Recruitment Population 2017 Berthoud CO Town Administrator 5,807 2017 Christiansburg VA Town Manager 21,533 2017 Cloquet MN City Administrator 12,050 2017 Dickinson TX City Administrator 19,595 2017 El Dorado KS City Manager 12,852 2017 Glenview IL Village Manager 45,417 2017 Lake Havasu City, AZ AZ City Manager 53,743 2017 Littleton CO City Manager 44,275 2017 Manassas Park VA City Manager 16,149 2017 Manatee County FL County Administrator 342,106 2017 Morehead City NC City Manager 9,203 2017 Mounds View MN City Administrator 12,525 2017 Oldsmar FL City Manager 13,913 2017 Orono MN City Administrator 8,009 2017 Riviera Beach FL City Manager 33,263 2017 Rochester MN City Manager 110,742 2017 Township of Roxbury NJ Township Manager 23,324 2018 Addison TX City Manager 15,368 2018 Asheville NC City Manager 89,121 2018 Ashland OR City Administrator 21,636 2018 Avondale, AZ AZ City Manager 82,881 2018 Belle Plaine MN City Administrator 6,838 2018 Billings MT City Administrator 110,323 2018 Burnsville MN City Manager 61,434 2018 Christiansburg VA Town Manager 21,533 2018 Dallas TX City Secretary 1,258,000 2018 Grand Rapids MI City Manager 192,294 2018 Greenville SC City Manager 61,397 2018 Kingman AZ City Manager 29,029 2018 Maricopa AZ City Manager 46,903 2018 Middleburg VA Town Administrator 828 2018 Moorhead MN Assistant City Manager Assistance 39,398 2018 Shawnee KS City Manager 64,323 2018 York PA Business Administrator 43,859 Recruitment Project Team Recruitment Project Team Leader Mr. Chuck Rohre, Executive Vice President Direct Phone: (214) 466-2436 Email: crohre@springsted.com Current Projects: 2 Mr. Rollie Waters, Executive Vice President Direct Phone: (214) 466-2424 Email: rwaters@springsted.com Mr. Art Davis, Senior Vice President Direct Phone: (816) 868-7042 Email: adavis@springsted.com Current Projects: 5 Ms. Patricia Heminover, Senior Vice President Direct Phone: (651) 223-3058 Email: pheminover@springsted.com Current Projects: 1 Page 228 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 8 Ms. Sharon Klumpp, Senior Vice President Direct Phone: (651) 223-3053 Email: sklumpp@springsted.com Current Projects: 7 Mr. Steve Miner, Vice President Direct Phone: (804) 562-2383 Email: sminer@springsted.com Current Projects: 2 Ms. Cecilia Hernández, Project Coordinator Direct Phone: (214) 736-1606 Email: chernandez@springsted.com Ms. Jenelle McDonald, Project Coordinator Direct Phone: (214) 466-2445 Email: jmcdonald@springsted.com Charles A. (Chuck) Rohre Executive Vice President/Manager of Executive Recruitment and Consultant Chuck Rohre is an Executive Vice President and the Manager of Springsted | Waters, the executive recruitment practice of the Springsted Group. Based in Dallas, he is responsible for managing and conducting executive recruitment engagements for the firm to insure their integrity, timeliness and adherence to budget parameters. He also directs the professional and support staff of the executive recruitment practice to ensure best practices, quality control and customer service. Chuck has more than 35 years of experience in managing and consulting in both the private and publ ic 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 recruitments across the nation, especially in Texas, Colorado, Arizona, and the Midwestern states. He has led over 350 recruitment engagements in 24 states for key executives such as City and Assistant City Managers, Police Chiefs, Fire Chiefs, Library Directors, Chief Information Officers, City/County Attorneys, Parks & Recreation Directors, Finance Directors and Public Works Directors, as well as Executive Directors of not for profit and quasigovernmental organizations. The clients range from as small as 2,500 to as large as 1,300,000 in population. He has also conducted management consulting assignments in a number of disciplines including public safety, career development and strategic planning. He has written and presented training in a variety o f subject areas including personnel assessment, leadership and management skills, and career development for public sector employees. He has earned the designation of Certified Behavior Analyst by TTI, Inc. Chuck received his bachelor’s degree 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 in Plano 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 Vietnam. Rollie Waters Executive Vice President and Special Advisor – Consultant Rollie Waters is an Executive Vice President and Special Advisor – Consultant to Springsted | Waters. He serves as an Executive Vice President of Springsted | Waters and also advises on selected assignments and utilization of proprietary candidate assessment instruments. Since 1976, Rollie has been a management consultant to private and public sector clients. He has consulted with national and international clients in the area of HR Management system design and strategic management. He has given various lectures and seminars for organizations in the areas of compensation as it relates to performance management. He is viewed on a national level as one of the foremost authorities in suc cession planning and performance management system design for the public sector. He has spoken before such organizations as the International Page 229 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 9 City/County Managers Association, Americ an Management Association, The Alliance for Innovation, National Forum of Black Public Administrators, California Institute of Technology, the Texas Municipal League (TML), and the International Personnel Management Association (IPMA-HR), among others. Rollie has been actively involved in the development of competency -based knowledge selection and development tools over the past twenty years. He has been instrumental in ensuring the proprietary profiles that he has designed to attract the right candidates that fit the client organization’s needs. Rollie has been widely published in national journals and magazines focusing on human resource challenges. Rollie received his MBA at Pepperdine University and his Bachelor of Science degree in Psychology from the University of South Carolina. He is a Strategic Partner with the International City/County Managers Association, International Management Consultants and Alliance for Innovation, a member of the National Corporation Advisory Council of the National Forum for Black Public Administrators, and numerous other professional groups. Rollie has an extensive background in the behavioral sciences and strateg ic planning. In addition, he is a Certified Management Consultant (CMC) awarded by the Institute of Management Consultants USA. Arthur (Art) Davis Senior Vice President and Consultant Arthur (Art) Davis is a Senior Vice President and Consultant with Springsted | Waters. Prior to joining S|W, Art successfully launched and expanded his own company over the course of 10 years. Art specializes in providing executive recruitment and organizational management consulting services for cities, counties and nonprofits. Prior to consulting, Art served as Associate Director for the Civic Council of Greater Kansas City, a nonprofit, 501c4 membership organization comprised of CEOs r epresenting some of the largest companies in the region. One of his responsibilities during his tenure at the Civic Council was to organize efforts to revitalize Downtown Kansas City, Missouri. Art coordinated a strategic and master planning process involving hundreds of stakeholders, which resulted in the establishment of development of strategies, solicitation of start -up funding and implementation of action plans – all contributing toward the successful revitalization of Downtown Kansas City. For nearly six years, Art served as City Administrator of Lee’s Summit, Missouri, a city recognized as the “fastest growing” city in Missouri and the Greater Kansas City region at the time. Earlier positions of responsibility include working for the cities of Len exa, Kansas and Dallas, Texas, where he served as Assistant to the Mayor of Dallas. Art received his Bachelor of Arts degree in political science and public administration from William Jewell College and his Master of Public Administration from the University of Kansas. He has led and participated in a wide variety of community initiatives and served on nonprofit boards throughout his career. Art was presented with the L.P. Cookingham Award by the Greater Kansas City Chapter of the American Society for Public Administration, recognizing his long -term and outstanding contributions in the field of public administration. Patricia (Patty) Heminover Senior Vice President and Consultant Patty Heminover is a Senior Vice President and Consultant with Springsted | Waters. She has 19 years of public education experience. Prior to joining S|W she was a Client Representative for Springsted Incorporated for seven years. She has also served as superintendent of South St. Paul Schools in South St. Paul, Minnesota. Patty brings considerable experience identifying management talent, leading organizational and process improvements, and developing and administering budgets. Page 230 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 10 Patty has facilitated discussions with legislators at the state level regarding education funding, securing $1 Million of new funding for South St. Paul Schools. Her understanding of human resources and finance and her experience working with governing boards comes from having served seven years as the South St. Paul Schools’ Director of Human Resources and Finance, prior to serving as the district’s superintendent. She also served for three years as the co-superintendent of schools for Cleveland Public Schools in Cleveland, Minnesota, after working as its Director of Human Resources and Business Services for six years. Patty has received a School Finance Award, technology leadership awards and helped establish the first K-12 International Baccalaureate School District in Minnesota. Patty received her Bachelor of Science in Consumer Science, Business Administration and her Master of Education, Administration from Minnesota State University and completed the Mini MBA Program, Human Resources Management from University of Saint Thomas Sharon G. Klumpp Senior Vice President and Consultant Sharon Klumpp is a Senior Vice President and Consultant with Springsted | Waters. Sharon has extensive experience specializing in organizational and departmental studies, human resource management, and executive search for public agencies. She also assists governing bodies and senior-level managers in the development, execution and evaluation of strategic plans. Sharon has extensive experience in serving government. She has served as Executive Director of the Metropolitan Council, a seven-county regional planning agency for the Minneapolis-Saint Paul metropolitan area, 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. Sharon 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. Sharon received her Bachelor of Arts in Political Science from Miami University and her Master of Public Administration from University of Kansas. Steve Miner, J.D./Ed. D. Vice President and Consultant Steve Miner is a Vice President of Springsted | Waters, the executive recruitment practice of the Springsted Group. Based in Richmond, he specializes in pay and classification and organizational analysis. With a lengthy background in public management and law, as well as human development, Mr. Miner helps create sustainable organizational performance improvements through proper integration of pay and performance structures and processes with appropriate accountability to – and policy management by – the locality’s elected body. Steve began his public service as a County Attorney in Virginia, afterwards transitioning to management of various Virginia localities, including service as Deputy CAO and HR Director for Prince George County, Virginia, as CAO for Lee, Culpeper and Accomack Counties, as well as Acting Manager for Orange County, Virginia. These are mostly mid-sized counties with operating budgets today ranging from approximately $75 - 150 million each. In each county, he did extensive structuring and restructuring with both new and existing departments to better achieve organizational needs, goals and financial situations. He has designed and implemented performance management systems from the ground up, including overseeing the development of routine dialogue on goal setting and achievement, as well as resource allocation between manager and staff. Steve received his Bachelor of Arts in History at The University of Virginia’s College at Wise; his Juris Doctorate from Cumberland School of Law at Samford University, and his Doctor of Education in Human Resources from The George Washington University, Graduate School of Education and Human Development. Page 231 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 11 Cecilia Hernández Project Coordinator Cecilia Hernández is a Project Coordinator with Springsted | Waters. She is responsible for supporting the consultants throughout each recruitment process and keeps in contact with the candidates for any questions or concerns they have. Cecilia communicates with and sends out candidate questionnaires to candidates once the field of applicants for a position has narrowed to a smaller group. She is responsible for creating reports used and sent to clients, submits candidates’ information for background checks and verification of their education, as well as scheduling interviews for finalists. Prior to employment with Springsted | Waters, Cecilia worked for a local city government as the Records Management Clerk and provided administrative support for the City Secretary Department. Her responsibilities were extended to also provide support for the City Manager and prepare for City Council meetings. Cecilia also worked for a Dallas are a university Humanities Department and worked closely with the Event Coordinator and Manager to ensure that programs and events scheduled ran smoothly. She was a contact for students and provided support. Cecilia received her Bachelor of Science, Public Affairs and Master of Public Affairs with a Local Government Concentration from University of Texas at Dallas. Jenelle McDonald Project Coordinator Jenelle McDonald is a Project Coordinator with Springsted | Waters. She is responsible for supporting the lead consultants throughout the entire scope of the recruiting process as well as providing administrative support to Executive Vice President, Rollie Waters. In this role, Jenelle designs/develops recruitment brochures, coordinates communications with candidates, processes resumes and distributes candidate questionnaires. She is also responsible for providing support to candidates regarding technical and logistical issues. She assists the consultants in scheduling semifinalist interviews, submitting profiles for background checks and education verification, as well as notifying the finalists of project status. Her responsibilities extend to editing presentations, advertisement placements and general office administration. Jenelle is a very task oriented professional with over 13 years of experience in office administration – at least six of those years have been spent in executive level support and two have been spent in human resources administration. She also has over eight years of experience in sales and marketing including over seven years overseeing employees. The majority of this experienc e began in branch banking as a Financial Sales Supervisor where, in addition to managing day to day branch operations, she also took on the role of coordinating the branch’s business development. She went on to merchant services as the Client Relations Executive where she also filled the role of Commissions Analyst with the human resource department. This dual -position entailed managing client escalations, analyzing and adjusting pricing structures, contract negotiation, monitoring non -compete agreements, and the paying and reversal of commissions. Prior to joining S|W , Ms. McDonald was involved in real estate investment as the Operations Manager. In this position, she managed the renovation and budgets of over 200 single family homes and provided administrative support once the properties were tenant occupied. Jenelle has an Associates of Applied Sciences in Financial Operations and an Associates in Business Administration. She is currently pursuing her bachelor’s degree in General Business at Arlington Baptist College. Page 232 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 12 4.References References City of Grand Junction, Colorado Mr. Greg Caton, City Manager 970-244-1508 gcaton@gjcity.org Project: Selection of City Manager (2015) Town of Hayden, Colorado Mr. Greg Tuliszewski, Chief of Police/Acting Town Manager 970-276-3741 greg.tuliszewski@haydencolorado.org Project: Selection of Town Manager (2016) City of Littleton, Colorado Mr. Erich Won Savage, Former Human Resources Director 303-795-3902 ewonsavage@littlegov.org Project: Selection of City Manager (2016) and City Attorney (2017) Town of Berthoud, Colorado Mr. Mike Hart, Town Administrator 970-532-2643 mhart@berthoud.org Project: Selection of Town Administrator (2017) Town of Crested Butte, Colorado The Honorable Glenn Michek, Mayor 970-275-7938 wcrank@crestedbutte-co.gov Project: Selection of Town Manager (2016) City of Loveland, Colorado Ms. Julia Holland, Human Resources Director 970-962-2372 julia.holland@cityofloveland.org Project: Selection of Police Chief (2016) City of Westminster, Colorado Mr. Don Tripp, City Manager 303-658-2155 dtripp@cityofwestminster.us Project: Selection of City Manager in 2015 Current Executive Recruitments List of Current Relevant Executive Recruitments Year Client State Recruitment Population Current Becker County MN County Administrator 32,504 Current Herington KS City Manager 2,362 Current Norman OK City Manager 122,843 Current Park City KS City Administrator 7,499 Current Salina KS City Manager 47,867 5.Proposed Cost The all-inclusive professional fee to conduct the recruitment is provided below and includes the cost of professional services by the Recruitment Project Team Leader, the project support staff and all project- related expenses such as advertising, preparation of the recruitment brochure, printing, candidate background, reference and academic verification checks and travel expenses for on-site visits. Travel expenses incurred by candidates for on-site interviews with the client are not the responsibility of S|W and are handled directly by the client organization. Page 233 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 13 The all-inclusive professional fee will be billed in four installments: 30% of the fee will be billed at the beginning of the recruitment; 30% at the implementation of Phase I; 30% at the implementation of Phase II; and 10% upon acceptance of an offer by the candidate. We are open to negotiate an alternative payment schedule if selected for this recruitment. All questions regarding the professional fees and project-related expenses should be directed to Chuck Rohre, Executive Vice President at crohre@springsted.com or via phone at (214) 608-7477. PHASE DESCRIPTION OF PROFESSIONAL SERVICES FEES Phase I Task 1 – Candidate Profile Development/Advertising/Marketing (includes one day on site by Recruitment Project Team Leader) Task 2 – Identify Quality Candidates Phase II Task 3 – Screening of Applications and Submission of Recommended Semi- Finalists to Client (includes one day on site by the Recruitment Project Team Leader) Task 4 – Reference Checks, Background Checks and Academic Verifications Phase III Task 5 – Final Process/On-Site Interviews with Finalists (includes two days on site by Recruitment Project Team Leader) Conclusion Acceptance of offer by candidate TOTAL ALL-INCLUSIVE PROFESSIONAL FEE $24,500 OPTIONAL SERVICES FOR CONSIDERATION FEES At the City’s option, S|W will conduct a web-based survey to determine key community-wide issues and priorities that could be considered in the selection of a new City Manager. This survey is completed by community leaders, citizens, and City employees and would alter the project timeline. $1,650 On rare occasions, S|W is asked to provide additional search services that are not included in this scope of service or to provide more than three on-site visits to the City. Additional work specifically requested by the City which is outside of the scope of this project will be invoiced at the hourly rate of $220 plus expenses. S|W will submit a written explanation of the additional services to be provided and the estimated hours that will be required prior to commencing any additional services. $220 per hour plus expenses 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, S|W will work to identify a supplemental group until you find a candidate to hire. (2) Your executive recruitment is guaranteed for 24 months against termination or resignation for any reason. The replacement recruitment will be repeated with no additional professional fee, but only for project -related expenses. Candidates appointed from within your organization do not qualify for this guarantee. This guarantee is subject to furth er limitations and restrictions of your state laws. (3) S|W will not directly solicit any candidates selected under t his contract for any other position while the candidate is employed with your organization. Page 234 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 14 6.Approach Task I: Recruitment Brochure Development and Advertising The development of a comprehensive recruitment brochure that includes a profile of the ideal candidate is an important first step in the recruitment process. This profile includes the required academic training, professional experience, leadership, management and personal characteristics related to the success of the candidate in the position of City Manager. The recruitment brochure will also have a profile that captures the essence of the City as a highly-attractive venue for the successful candidate to live and work. To prepare the recruitment brochure, the Recruitment Project Team Leader will come on site to meet with the City Council and other key individuals and sources selected by the City to discuss the required background, professional experience and management and leadership characteristics for your City Manager position. We meet individually (or collectively depending upon your preference) with the City Council to broaden our understanding of the position’s leadership and management requirements, current issues, strategic priorities and to identify expectations for the City Manager. [See an example of a recruitment brochure and other documents in Section 8.] The Recruitment Project Team will also work with the City of Englewood to develop an advertising and marketing strategy to notify potential candidates about the vacancy and conduct an open recruitment that encourages applications from a talented and di verse pool of candidates. Our T eam will place ads in appropriate professional publications, websites and local print media, if required. Additionally, S|W has a highly-accessed website that has a special location attracting many potential candidates to upload their resumes. The aggressive advertisin g and marketing campaign for top talent will include national, state, regional and local elements as determined during our initial meetings with the City’s representatives. Our customized mailing list, selected from our extensive database and contacts collected at appropriate public- sector conferences, will be utilized to further promote the position. Advertisements for the City Manager position could be placed with: International City/County Management Association Careers in Government (careersingovernment.com) National Forum of Black Public Administrators Colorado Municipal League Job Finder Hispanic Forum Springsted | Waters LinkedIn Account Project Milestone Deliverables Estimated Duration Position profile and recruitment brochure development. •Onsite interview with the City. •S|W will receive information regarding the City’s budgets, organizational charts, images, logos, etc. •Develop draft documents (Recruitment Brochure, Advertisement, Marketing Letter and Timeline). 2 Weeks Approve brochure, commence advertising and distribute marketing letter. •Brochure sent to the City for final approval. •Commence advertising and distribution of recruitment brochure. 2 Weeks Task II: Execution of Recruitment Strategy and Identification of Quality Candidates Utilizing the information developed in Task I, S|W will identify and reach out to individuals who will 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 opportunity directly and in the proper manner, he or she may apply. We take pride in our ability to locate highl y qualified candidates across the nation based on the professional contacts and relationships we have developed and maintained over many years. Page 235 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 15 These efforts will be supplemented by the creation of an appropriate database utilizing our extensive, interactive applicant database for the City Manager position. This will provide the S|W Team with the ability to customize applicant flow and tracking, communication with applicants and conduct database inquiries for candidates based on characteristics important to the City such as geographic location, particular experience, expertise and credentials. During this part of the process the Recruitment Project Team will work with the City Council and other key individuals and sources selected by the City to reach consensus on the leadership and management style for the ideal candidate. Our research will determine the key competencies, work values and leadership/management style for the position and match the candidates to each attribute. Each candidate submitting a resume is sent a timely acknowledgement by our Team, including an approximate schedule for the recruitment. Throughout the recruitment process, 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. Project Milestone Deliverables Estimated Duration Execution of recruitment strategy and candidate outreach. •Online data collection and profile development. •Development of interactive searchable applicant database for recruitment of the City Manager. •S|W performs direct outreach to prospective candidates identified in the recruitment strategy. •Utilization of extensive applicant database to identify applications and review applicant pool for competencies/demographics. 4 – 5 Weeks Task III: Screening of Applicants and Recommendation of Semi-Finalists In Task III the Recruitment Project Team, under the direction of Chuck Rohre, will screen the candidates against the criteria within the position and candidate profiles and develop a list of se mi-finalists for recommendation to the City Council. The most promising applicants will receive a candidate essay questionnaire to complete that will provide additional information about the candidates’ background and experience. We will then narrow the list to a group of 8-10 semifinalists for your review and to select finalists. Another unique aspect of our recruitment process is our use of online recorded interviews for the screening process. Responses are timed and questions are not provided in advance. This tool allows our Team to develop a more comprehensive understanding of the candidate’s ability to think “on their feet” as well as their personal and professional demeanor. This virtual interview can be scored by individual selection team members as well as the consulting team for later review and comparison. Our Team will provide an on line link for the City Council and other key individuals, who have input into the hiring decision, allowing them to review and rate the recorded responses. This provides the organization with additional candidate assessments that can be customized to fit the unique needs of the City. Throughout the process, you will have access to ou r Master Applicant List (MAL), which will provide pertinent data for each applicant. Page 236 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 16 Project Milestone Deliverables Estimated Duration Applicant screening and recommendation of semi-finalists. •S|W compares applications to the approved candidate profile developed in our searchable applicant database. •S|W develops customized candidate questionnaire & due diligence questionnaire to provide to applicants who most closely meet the candidate profile. •Top 10-15 candidates identified as semi-finalists. •Semi-Final Report is prepared, including the brochure, master applicant list, cover letter, resume and completed questionnaire of candidates to be considered. •S|W and the City review and rate video interviews. •S|W sends links to City to review the aggregate responses and ratings. •Semi-finalists complete candidate management style assessment, responses are reviewed and interview questions are developed. •Recruitment Project Team Leader meets with City Council to review recommended semi- finalists. City Council selects finalists for on- site interviews. 2 Weeks Task IV: Conducting Background Checks, Reference Checks and Academic Verifications When the City Council approves of a group of 4-6 finalists for on-site interviews, S|W will begin the process of conducting reference checks, background checks and academic verifications. A Confidential Reference Report is prepared for each finalist to complete our understanding of his/her management and leadership characteristics and professional work performance. For the background checks, S|W will develop information on the candidates in the following areas: •Consumer Credit •Bankruptcy •City/County Criminal •State District Superior Court Criminal •City/County Civil Litigation •State District Superior Court Civil Litigation •Judgment/Tax Lien •Federal District Criminal •Motor Vehicle •Federal District Civil Litigation •Educational Verification To ensure that our quality standards are main tained, we require a minimum of ten business days between the time that you select the finalists for on-site interviews and when we submit the candidate documentation for your final interview process. Project Milestone Deliverables Estimated Duration Finalists complete supplemental work products. •Finalists complete narrative of their most significant professional achievement and a critical problem analysis. 1 Week Page 237 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 17 Design final process with City Council for on-site interviews with finalists. •S|W confirms interviews with candidates. •Travel logistics are scheduled for the candidates.1 – 2 Days Background checks, reference checks and academic verification. •S|W completes background checks, reference checks and academic verifications for finalists.2 Weeks Task V: Final Interview Process Upon completion of Task IV, we will work with the City Council to develop the final interview process. We will provide documentation on each of the finalists which will provide the highlights of their professional experience and leadership/management profile (Gap Analysis) as well as a summary of the results of the reference checks, background checks and academic verifications. In addition, the Final Report will include guidelines for interviewing the candidates, sugge sted interview questions and a candidate assessment process for your interview panel(s). The Recruitment Project Team Leader will be available during the final interview process to answer questions about the candidates and, if requested, assist with the final evaluation of the candidates. In addition, if the City requests the service, we will assist the City Council and coordinate with the City Attorney and the Human Resources Director with the development of a compensation package and related employment considerations and assist with the negotiation of an employment agreement. Project Milestone Deliverables Estimated Duration Final Report prepared and delivered to City. •Final Report is prepared, including brochure, interview schedule, cover letter, resume, candidate questionnaire, two examples of candidates’ most significant professional achievements, suggested interview questions, candidate assessment form and management style probing questions. 1 Day On-site interviews with finalists. •Interviews are scheduled. •Recruitment Project Team Leader attends client interviews and is available to participate during deliberations of candidates. 1 – 2 Days Offer made / accepted. •If requested, S|W participates in candidate employment agreement negotiations. •S|W notifies candidates of decision. •S|W confirms final process close out items with the City of Englewood. 1 – 2 Days Our Strategy for Recruitment of Diverse Candidates Our corporate core values and work environment reflect our broader social aspirations for a diverse workforce, equal opportunity and cross -cultural respect. We have established strong and credible networks with minority and female leaders nationwide. In addition, we are corporate members of the National Forum for Black Public Administrators (NFBPA) and the Hispanic Network and are on their National Corporate Advisory Council. We participate in their membership events on a regular basis. To that end, we take responsibility for diversity in our organization, our recruitment strategy and o ur candidate pools. In this recruitment, we will use our established networks to make direct and personal contacts with prospective minority and f emale candidates and encourage them to consider the City of Englewood’s City Manager position. Because of our performance record in presenting a diverse applicant pool, these prospective candidates know they will be fairly considered in the process. Page 238 of 259 City of Englewood, CO. Proposal to Provide Executive Search Services. 18 Springsted | Waters, is committed to ensuring equitable participation in our business and employment opportunities without regard to race, color, religion, sex, national origin, age, disability, veteran status, marital status or sexual orientation. As a leader in the executive recruitment industry, we take positive actions to prevent and to remedy any discriminatory effects of business and employment practices. Springsted | Waters is a WBE. 7.Early Termination The contract can be terminated by either party with written notice. If client terminates the agreement, S|W will be paid for all work satisfactorily performed up to date of termination. 8.Sample Materials Page 239 of 259 THE TOWN OF CASTLE ROCK, COLORADO IS SEEKING A HIGHLY EXPERI- ENCED, ETHICAL AND VISIONARY LEADER TO SERVE AS ITS NEXT... EXCELLENCE - DEDICATION - SERVICE The picturesque Town of Castle Rock, Colorado, is a freestanding, full-service municipality located midway between Denver and Colorado Springs. The Town encompasses 34 square miles, at 6,200 feet of elevation, and is traversed by Interstate 25 and U.S. Highway 85. It is the seat of Douglas County, the ninth- wealthiest and the 16th-fastest-growing county in the nation, per the 2010 Census. Castle Rock has slightly more than 56,000 residents, a 16 percent increase since 2010, and is projected to build out to 100,000 in population. In 2014, Castle Rock was recognized as No. 4 on Money magazine’s “50 Best Places to Live in America” list, and the Town was previously recognized as one of Family Circle magazine’s 10 “Best Towns for Families.” The Town’s location (30 miles south of Downtown Denver and 47 miles southwest of Denver International Airport); views of mountains and mesas; and “small-town feel” make Castle Rock a desirable location for residential and business development and an ideal environment in which to live and raise a family. Educational needs are served by the highly regarded Douglas County Schools, the third largest district in Colorado. Residents enjoy ready access to the amenities of the larger Denver and Colorado Springs areas, TOWN MANAGER CANIDATE PROFILE The top five most important areas of professional experience and expertise the new Town Manager should have, according to an online survey of Castle Rock residents and Town employees, are: 1.Organizational leadership 2.Economic development 3.Financial planning and management 4.Vision/strategic plan implementation 5.Community planning and development/ high-growth community experience The top five most important management and leadership characteristics the new Town Manager should have, according to an online survey of Castle Rock residents and Town employees, are: 1.Clear, direct, honest communication 2.Ethics 3.Teamwork and collaboration 4.Accountability 5. Planning and organizing The following listing – prepared in consultation with Town Council, key Town staff and community representatives – reflects the leadership and management style and personal characteristics of the ideal candidate: •A strong and clear communicator who can simply explain complex issues •An ethical and transparent manager who keeps the Town’s best interests in the forefront •Displays genuine humility •Data-driven and strategic in approach and execution •Fiscally conservative •A strong and visible leader with evident passion and commitment, who leads by example •Engaged in the residential and buisness communities THE COMMUNITY (Cont. Page 2) (Cont. Page 2) Page 240 of 259 with the advantage of separation from their related urban issues. In addition to being home to the Outlets at Castle Rock, which has 4.6 million visitors annually, ground was recently broken on the 900,000-square-foot Promenade at Castle Rock development, a destination neighborhood center with upscale residential, dining and multifamily residential components. Adjacent to the development, the Town will soon open a new interchange at I-25, to accommodate growth and alleviate traffic congestion. (An additional southern Castle Rock interchange on I-25 in the planning stage.) The median single-family home price is $300,000, and average household income in the trade area is $131,798. This aggregate buying power attracts premium retail and dining establishments. The Town’s quality of life is enhanced by its historic downtown and numerous annual events and festivals, including the annual “Starlighting” of the star above the namesake Castle Rock, a butte just north of the Town center. Also visible from Castle Rock are Dawson Butte, Devils Head, Mount Evans and Pikes Peak. Castle Rock is an active recreational community. The Town’s Parks and Recreation Department manages 20 parks, with 364 developed acres, 82 miles of trails, 5,587 acres of open space and a municipal golf course, Red Hawk Ridge. The 230-acre Philip S. Miller Park and Miller Activity Complex opened in 2014; additional expansion at the park is planned in 2015. THE COMMUNITY (Continued)CANIDATE PROFILE (CONTINUED) • Appreciates and embraces technology • Values department heads and staff and their expertise, with a collaborative approach • A mentor and team builder who develops staff and embraces succession planning • Keenly developed organizational and managerial skills • One who embraces the Town values and upholds them • Committed to a long-term relationship with the Town • A visionary approach to Castle Rock’s future MUNICIPAL ORGANIZATION VISION The Town of Castle Rock is a world-class community with a small-town character. As we grow to approximately 100,000 residents, together we will work to sustain and enhance our livable community by pursuing and achieving our primary goals: • Buffer the Town from the overall urban area in order to be physically freestanding. • Preserve and enhance our history and heritage. • Protect and enhance our natural environment. • Ensure high-quality new development. • Achieve a diversity and balance of housing, services and employment. • Provide outstanding cultural, entertainment and educational opportunities. • Remain the county seat and the center for governmental services. • Achieve the financial capability necessary to accomplish this Vision. • Sustain a high quality of life as a safe, family-friendly community. • Provide outstanding community services including police, fire, emergency medical, parks, recreation, water and transportation. In 2014, Castle Rock was recognized as No. 4 on Money magazine's "50 Best Places to Live in America" list. The Town was previously recognized as one of Family Circle magazine's 10 "Best Towns for Families." (Cont. Next Page)Page 241 of 259 MUNICIPAL ORGANIZATION(CONTINUED) • Maintain a vibrant downtown. • Maintain a strong sense of community and small-town community character. • Ensure a town government accountable for its vision, mission and values. MISSION “Achieving the Community Vision through Excellence, Dedication and Service.” VALUES Clear, direct, honest communication is the essential vehicle by which the following values are demonstrated: • We are accountable for behaviors, work products, successes and failures. • We are committed to integrity, honesty and the highest standard of conduct and professionalism. • We are adaptable and open to change. • We work as a team toward common goals with a spirit of cooperation. • We respect others. We listen to ideas and are considerate of time and priorities. • We encourage creativity and innovation. • We recognize and celebrate accomplishments. • We support balance between our professional and personal lives. • We practice responsible care for our resources, assets, and environment. • We provide exceptional public service to internal and external customers. THE TOWN The Town operates under the Council-Manager form of government. The Town was incorporated in 1881 and adopted its Home Rule Charter in 1987. Policy-making and legislative authority are vested with the Town Council, which consists of seven members elected by district on a nonpartisan basis. The Council selects the Mayor and Mayor Pro Tem every two years. Town Councilmembers serve four-year terms and are limited to two consecutive terms of office. The next Town election will be in 2016. In addition to serving on Council, individual members also represent the Town on various local and regional boards The Council is responsible for passing ordinances, adopting the budget, appointing boards and commissions, and hiring the Town Manager, Town Attorney and Municipal Judge. The Town Manager is responsible for carrying out the policies and ordinances Council approves; appointing the heads of the Town’s departments (subject to Council ratification); and overseeing the Town’s operations. The Town provides a full range of services including police and fire protection; courts; emergency medical services; municipal water, water resources, stormwater and wastewater; construction and maintenance of streets; parks and open spaces; golf course; recreation center; special events; community engagement; planning, development and code enforcement; and general governmental services. For 2015, the Town expects about 420 full-time employees and an annual budget of at least $189 million. The Town is proud to be a values-based, continuous improvement, best-practices organization. Respondents to the Town’s statistically valid 2013 community survey rated 97 percent of all elements evaluated as above average. Of the items that could be directly compared to the previous survey in 2011, 81 percent showed an improvement. It’s not just the community that recognizes the Town’s top-rate service delivery. In addition to the national honors already mentioned, the Town has one of the few fire departments nationally to be accredited by the Commission on Fire Accreditation International, and its Parks and Recreation Department won the national Gold Medal Award in 2012. The Town has garnered numerous other national and state recognitions for programs as varied as fleet services, economic development, public communications and water conservation. The current Town Manager will be retiring in April 2015, after 14 years of service to the organization. Castle Rock is a growing community, on both the residential and business fronts. The Town issued 827 permits for new single- family-detached residential units in 2013, and is consistently in the top five fastest-growing communities within the Denver metro area. Development occurs on a growth-pays-for- growth system, with impact fees assessed to pay for growth- related improvements to parks and recreation, fire, police, transportation and general municipal facilities. The Town is unique within Colorado’s Front Range in attempting to operate its entire development function as a self-supporting enterprise, relying on fees to pay for all associated Town costs. The Town’s General Fund is supported primarily by sales taxes, which provide approximately 67 percent of that fund’s revenues. Sales taxes are used to support ongoing services such as police, fire, parks, open space, municipal court and general governmental services. The major sources of sales taxes include the outlet mall, department stores, home improvement stores and grocery stores. Property taxes are expected to make up only about $1 million, or less than sixth-tenths of 1 percent, of the Town’s total 2015 revenues. In addition to being the county seat, the Town is the site of the Douglas County School District and Douglas County Libraries offices. Castle Rock is also home to a diversity of private employers, with a growing technology, healthcare and small business base. The Town has partnered with the Castle Rock (Cont. Next Page) Page 242 of 259 THE TOWN (CONTINUED) Economic Development Council and private industry to create over 350 new primary jobs in Castle Rock over the past two years. This contributed to Castle Rock recently ranking the No. 1 place in Colorado to find a job, in a study by Nerdwallet. To learn more about the Town of Castle Rock, visit www.CRgov.com. IMPORTANT ISSUES The following matters of key importance to Town Council and the community is not intended to be all-inclusive. Securing Long-term Water Supply – Obtaining a long-term, sustainable water supply is important for the community. The Town had historically been 100 percent reliant upon nonrenewable groundwater. Council set a goal of transitioning that to only 25 percent groundwater and 75 percent renewable water by the time the Town is built out. An effective plan is in place for meeting that goal, and it will require continued funding and implementation. Currently, about 15 percent of the Town’s water supply is renewable. Economic Development – The Town takes a multifaceted approach to economic development, which will continue to be important in ensuring the community’s long-term fiscal health and sustainability. Emphasis is placed on expanding the tax base, creating primary jobs and maintaining a high-quality business climate. Preserving Community Identity – As Castle Rock continues to grow, it is an imperative to the community that the Town’s small-town character and “feel” be maintained. These efforts include maintaining a vibrant downtown, providing outstanding community services/events and protecting and enhancing the Town’s natural environment. Conservative/Sustainable Town Finances – The Town is in strong financial condition, as demonstrated by its balanced budget, strong credit ratings and healthy reserves. This has been achieved through Town Council’s direction of a conservative and disciplined financial approach, with an emphasis on multiyear planning, which the community values and supports. The Town is affected by Colorado’s Taxpayer Bill of Rights, which limits the amount of revenue public entities can collect and spend and requires voter approval for tax increases and issuance of general obligation bonds. The ability to manage within this context will be important. High-Quality Public Safety – Castle Rock is a safe, family-friendly community, with low crime rates and top-quality emergency services. Residents value and appreciate their highly trained and well-managed police, fire and emergency medical first responders. This continued high level of protection and service to the community is a priority to Town Council and residents. Page 243 of 259 Organization Chart Town of Castle Rock 2015 Town of Castle Rock, Colorado Organization Chart Citizens of Castle Rock Town Council Town Manager Boards and Commissions Municipal Judge Town Attorney Legal Department Office of the Town Manager Deputy Town Manager’s Office Executive Assistant Town Clerk Community Relations Human Resources Facilities Management Division of Innovation and Technology Police Development Services Parks and Rec Fire Utilities Public Works Finance Admin. Operations Support Services Training Ambulance Wildland Building Current Planning Zoning Permits Long Range Planning Inspections Billing and Collections Accounts Payable Payroll Accounting Budget Accounting & Reporting Purchasing Sales Tax Admin. Operations Support Services Special Operations Investigation School Resource & Marshall Program Parks Maintenance Streetscape & Trails Recreation Center Golf Course Park Planning & Construction Recreation Programs Miller Activity Complex Streets Public Transit Traffic Engineering Fleet Maintenance Road Construction Water Stormwater Wastewater Utility Billing Water Resources Water Conservation Maintenance & Expansion Projects Municipal Court Clerk’s Office Open Spaces Page 244 of 259 QUALIFICATIONS AND EXPERIENCE The successful candidate will hold a bachelor’s degree in business or public administration, political science or a related field. A graduate degree in business or public administration or a related field is preferred, but not required. A minimum of ten years senior managerial service in a municipality, county, or an equivalent complex organization is sought. Candidates with private sector experience in complex organizations with challenges similar to those of Castle Rock may be considered on a case-by-case basis. The candidate’s background and experience should include a diverse exposure to all aspects of managing a full-service municipality or county, preferably in a freestanding environment, and in a community undergoing substantial growth and development. The Town Council is open to candidates from any region. The ideal candidate will offer full-service community management experience, with highly developed expertise in financial management, economic development and planning/ community development. The Council is seeking applicants with balanced technical and interpersonal skills, a genuine desire to be part of the community, and an individual who displays both humor and humility. COMPENSATION A highly competitive starting salary, based on the successful candidate’s qualifications and experience, will be offered. A competitive benefits package is offered, including an employment agreement; relocation assistance; a defined contribution 401(a) retirement plan; vehicle allowance; medical, dental, vision, as well as life, survivor, and disability insurance; leave bank program; a wellness program; recreation center use; and other highly competitive benefits. The quality of life offered in Castle Rock is outstanding, and the Town Manager, per Town Charter, must reside within the corporate limits of Castle Rock while employed by the Town. APPLICATION & SELECTION PROCESS Qualified candidates should submit their resumes online by visiting our website at www.waters-company.com/ recruitment. This position closes January 2, 2015. Following this date, applications will be screened against criteria provided in this brochure. The most promising applicants will be asked to complete a questionnaire to provide additional information about their background and experience, and will also be asked to submit video-recorded answers to questions. The Town Council will offer interviews in Castle Rock to those candidates named as finalists, with reference checks, background checks, and academic verifications conducted after receiving candidates’ permission. For more information, please contact: Chuck Rohre | Senior Vice President Phone: (214) 466-2436 (direct) | (214) 608-7477 (mobile) Toll free: (877) 356-2924 Email: crohre@waters-company.com Applicants for this position selected as finalists will be subject to a criminal history/credit/driver’s license check prior to interview. While the consultant and Town of Castle Rock will endeavor to maintain confidentiality, your candidate status as a finalist will be subject to release to the public at the final stage of the recruitment process. The Town of Castle Rock is an equal opportunity employer and values diversity at all levels of its workforce. 14285 Midway Road Phone: 972.481.1950 Suite 340 Toll-free: 800.899.1669 Addison, TX 75001 Fax: 972.481.1951 Springsted Incorporated 380 Jackson Street Phone: 651.223.3000 Suite 200 Fax: 651.223.3002 Saint Paul, MN 55101 waters-company.com Page 245 of 259 THE TOWN OF CRESTED BUTTE, COLORADO, IS SEEKING A UNIQUE INDIVIDUAL WITH THE RIGHT COMBINATION OF MANAGERIAL EXPERIENCE AND TEMPERAMENT TO SERVE AS ITS NEXT… The Town of Crested Butte, situated at 8885 feet above sea level in the Gunnison Valley 28 miles north of Gunnison and 230 miles southwest of Denver, can be described in a variety of ways. Some call it "the Gateway to the Elk Mountains" and the "last great American ski town." It can be characterized as "picturesque," "inviting," "laid back yet demanding in preserving its community character," "quirky yet sensible," and "charming," among many other descriptions. Only three miles from a nationally recognized ski center, it could be called just a "ski town" but it is much more, with vibrant life year-round. On the Fourth of July weekend, as many as 15,000 visitors will be there to enjoy the annual parade. Crested Butte residents tend to be family- oriented, relatively affluent, educated, involved, unpretentious and enormously proud of their community and dedicated to preserving its heritage and culture. The Town's approximately one square mile of area is surrounded by spectacular mountain scenery and is a recreational paradise. Crested Butte is a spirited fun- loving community with a population of 1,550. There are several unique festivals given to good natured and spirited revelry TOWN MANAGER MUNICIPAL ORGANIZATION Crested Butte has a "Home Rule" form of government under Colorado law, with governmental policy established by an elected Town Council. The Town Charter provides for a council-manager form of government. There are seven voting Council members, including the Mayor, who is considered part of the Town Council, and has the same power as a Council member. Council members are elected for overlapping four-year terms, and the Mayor is elected for a two-year term.. The next Town election will be in November 2017. The Town Council appoints the Town Manager, Town Attorney (contract), Town Judge and members of the various Boards and Commissions, to include the Board of Architectural Review and Zoning and the Crested Butte Creative District Commission. The Town Council serves as the Planning Commission. Council members or their appointees serve on a variety of area committees and boards, such as the Rural Transportation Authority Board (RTA), Mountain THE COMMUNITY Crested Butte Town Council Values Critical to our success is an engaged community and a knowledgeable and experienced staff... Town Council Values: ¥Protect our High Quality of Life ¥Preserve the Historic District ¥Remain Fiscally Responsible ¥Support a Sustainable and Healthy Business Climate ¥Maintain a "Real" Community ¥Embrace Resource Efficiency/Environmental Stewardship Page 246 of 259 and community bonding, often with themes including costumes, fireworks and enjoyment of the spectacular scenery surrounding the town. Local residents and visitors enjoy skiing, hiking, biking, kayaking/rafting and an array of outdoor activities. The ski area resort is in Mt. Crested Butte, three miles to the north. Originally a coal mining settlement, the Town was incorporated in 1880 and is designated a National Historic District. Community amenities include abundant open and park spaces, the Center for the Arts, exceptional dining choices, shopping for most tastes, a Nordic Center with 50 kilometers of Nordic skiing track surrounding the Town and an ice rink. The residents' dedication to preserving the community character is reflected in the many historic residences and commercial buildings still in use. The Town Hall is in a historic school building and the adjacent library is in an even older former school. The public school in Crested Butte, offering K-12 education, is ranked in the top schools statewide and rated nationally in US News and World Report. Crested Butte offers an exceptionally high quality of life, with an inviting and family-friendly atmosphere, professional challenge and opportunity to be part of the community for its next Town Manager. COMMUNITY OVERVIEW (Continued) MUNICIPAL ORGANIZATION (Continued) Express Board (local transportation authority), Center for the Arts, Tourism Association Advisory Board, Crested Butte/ Mt. Crested Butte Chamber of Commerce, Coldharbour Institute, Gunnison County Housing Authority Advisory Board, the Colorado Association of Ski Towns, and others. Key staff includes the Town Manager, Finance & Personnel Director, Chief Marshal, Building & Zoning Director, Parks & Recreation Director, Planning Director, Town Clerk, and the Public Works Director. For Fiscal Year 2016, the Town Council adopted a general fund budget of $3.6 million and an all-funds budget of $13 million, including $1.6 million in capital expenditures. The primary revenue source is sales tax, accounting for 73% of annual revenues. The Town has 44 full-time equivalent staff. To learn more about the Town of Crested Butte, visit www.crestedbutte-co.gov IMPORTANT ISSUES & CHALLENGES The following is a list of current issues and challenges that the new Town Manager will need to address or advise the Town Council during the first twelve to twenty four months of employment. This listing is intended to be representative and not all- inclusive. ¥Affordable Housing - Property values within the Town have rapidly escalated over the past decade, in some cases tenfold, creating issues to attract new families and for current residents to afford to remain within the community. The Town Council is committed to working on affordable housing issues. A 30 unit affordable housing complex is currently under construction within Town. ¥Rental of Residential Property - The popularity of the Town as a tourist destination and second home opportunity has resulted in a proliferation of short term rental utilization of residential property. Fewer long-term rental units is leading to a more transient population, less committed to the unique character of what has made Crested Butte such a special and treasured community. ¥Economic Development - Emphasis is placed on expanding the sales tax base and utilization of commercial properties, especially historically designated units, creating primary jobs and maintaining a high-quality business climate. Any such development will be within exacting standards for quality, architectural consistency, and compatibility with Town zoning and land use guidelines. ¥Growth and Development - As Crested Butte continues to grow and develop within its finite land area, the Town Manager will be required to advise the Town Council on appropriate land use, development standards and required infrastructure to ensure quality and long-term sustainability of the development. Page 247 of 259 The vacancy for the Town Manager was created by the resignation of the previous Town Manager after three years of service. The Town Council has engaged an Interim Manager, who previously served the Town as Town Manager for 19 years, to serve in an interim capacity. He is not a candidate for the position on a permanent basis. The Town Charter provides that the Town manager is the chief administrative officer of the Town and shall be responsible to the Town Council for the performance of the duties of the office. The Town Manager shall supervise and coordinate the affairs of the Town and shall have general supervision and control over the Town employees and their work. Additionally, the Town Manager is responsible for implementing and carrying out the policies adopted by the Council, and performing such functions as the Council may request from time to time. A complete job description is available upon request. THE POSITION IMPORTANT ISSUES & CHALLENGES (Continued) ¥Preserving Community Identity - It is an imperative to the community that the Town's small-town character and "look and feel" be maintained. These efforts include maintaining a vibrant downtown, providing outstanding community services/events, historic preservation and protecting and enhancing the Town's natural environment. ¥Conservative/Sustainable Town Finances - The Town is affected by Colorado's Taxpayer Bill of Rights, which limits the amount of revenue public entities can collect and spend and requires voter approval for tax increases and issuance of general obligation bonds. The ability to manage within this context will be essential. ¥Intergovernmental and Regional Cooperation -The Town plays a significant role in the economy of Gunnison County. It is looked to by residents of the upper Gunnison Valley to take a leadership role on regional issues such as mining on Mt. Emmons, affordable housing, back country land management, open space and trails. The Town Manager must maintain relationships with Mt. Crested Butte, City of Gunnison and Gunnison County, along with State and Federal agencies. ¥High-Quality Public Safety - Crested Butte is a safe, family-friendly community, with low crime rates and top-quality emergency services. The Town Manager will work closely with the Town Marshal department and Crested Butte Fire Protection District officials to continue efforts to ensure public safety. CANDIDATE PROFILE The following listing - prepared in consultation with Town Council and key Town staff - reflects the leadership and management style and personal characteristics of the ideal candidate: ¥Passion for public service and a commitment to leading highly experienced and competent staff committed to outstanding levels of service. ¥Commitment to collaboration and engagement among employees, residents and the greater Crested Butte community. The selected candidate must be able to enforce standards and say "no" when needed in a diplomatic and non-autocratic manner. ¥An approachable, outgoing, open and participatory management style. An authentic and well-grounded individual will have the greatest opportunity for success. ¥High personal energy and a positive approach. ¥Highly-developed financial management and budgetary skills. The Town Manager will be adept at obtaining and administering grants from state, federal and private sector sources. ¥Outstanding personal leadership and management skills. ¥The ability to work with and communicate effectively with all levels of the organization and all elements of the community on a straightforward and equitable basis. ¥The ability to anticipate problems, identify alternative courses of action, and prepare proactive recommendations and to defend and support those recommendations before the Town Council. ¥The ability to be an effective and articulate advocate for the Town's interests in discussions and negotiations with other organizations, including other municipalities, Gunnison County, the State of Colorado and Federal agencies. ¥The ability to effectively delegate authority and responsibility while maintaining appropriate levels of accountability and operational control. ¥A willingness to maintain a high degree of visibility in the community, both on and off the job. The successful candidate will have the desire to enter into a long-term Page 248 of 259 relationship with the Town of Crested Butte and the community. ¥A familiarity with the current electronic data and communication environment to identify deficiencies and implement improvements Other required personal characteristics include: ¥A positive and "hands on" commitment to Crested Butte's future. ¥An understanding of the political process while avoiding personal involvement in political issues. Candidates should be aware that Town residents tend to vote on the liberal side of the political spectrum. ¥Initiative, resourcefulness, creativity and problem-solving ability. ¥Outstanding interpersonal and "people" skills. ¥Outstanding written, oral and presentation communication skills. ¥Personal and professional integrity of the highest order, demonstrated in both the candidate's public and private life. QUALIFICATIONS AND EXPERIENCE The successful candidate will hold a bachelor's degree in business or public administration, political science, finance, engineering or a related field. A graduate degree in a related field is highly preferred. A minimum of five years managerial service in a municipality, county, or private sector business, or a combination of these managerial experiences, is sought. The Town Council is open to candidates from any region of the country with the requisite skills and qualifications. Candidates with managerial experience in communities with similar character and challenges will be given preference in the selection process. The ideal candidate will offer aptitude and experience in financial management, planning/community development and grant acquisition/administration. The Council is seeking applicants with balanced technical and interpersonal skills, a genuine desire to be part of the community, and an individual with the capacity to be a "quick study" on Colorado-specific issues, such as TABOR and water acquisition/rights issues. COMPENSATION A competitive starting salary, in the $110,000 - $139,000 range, based on the successful candidate's qualifications and experience, will be offered. Town residency is required and the Manager will be provided a residence within the Town. An excellent benefits package is offered, including an employment agreement; relocation assistance; retirement plan; medical, dental, and vision insurance at highly favorable rates; and other highly competitive benefits. The quality of life offered in Crested Butte is outstanding. Be forewarned, the winters are long and the snow is deep. APPLICATION & SELECTION PROCESS Qualified candidates please submit your resume online by visiting our website at https://waters-company.recruitmenthome. com. This position is open until filled; however, the first review of applications will take place on July 15, 2016. Following the first review date, applications will be screened against criteria provided in this brochure and the Mayor and Town Council will consider offering interviews to selected candidates. Interviews in Crested Butte will be offered by the Town to those candidates named as Finalists, with reference checks, background checks, and academic verifications conducted after receiving candidates' permission.. For more information, please contact: Chuck Rohre (214) 466-2436 (direct) (214) 608-7477 (mobile) Email: crohre@waters-company.com Applicants for this position selected as finalists will be subject to a criminal history/credit/driver's license check prior to interview. While the consultant and Town of Crested Butte will endeavor to maintain confidentiality, your candidate status as a finalist will be subject to release to the public at the final stage of the recruitment process. The Town of Crested Butte is an equal opportunity employer and values diversity at all levels of its workforce. 14285 Midway Road Phone: 972.481.1950 Suite 340 Toll-free: 800.899.1669 Addison, TX 75001 Fax: 972.481.1951 Springsted Incorporated 380 Jackson Street Phone: 651.223.3000 Suite 200 Fax: 651.223.3002 Saint Paul, MN 55101 waters-company.com CANDIDATE PROFILE (Continued) Page 249 of 259 THE CITY OF LITTLETON, COLORADO IS SEEKING A HIGHLY EXPERIENCED, ETHICAL AND VISIONARY LEADER TO SERVE AS ITS NEXT... Littleton is a vibrant, proud, economically and socially diverse community of almost 44,000 people with a strong western character and high quality of life. Incorporated in 1890, it was named the #2 Best Small City in America in 2015 by Wallethub, 2016 top small city by the National League of Cities, and one of the top 10 places to live in Colorado by Livibility.com. With outstanding recreational opportunities, Littleton provides a genuine small-town feel and a sense of place. It is a city with many modern amenities, yet also has an economically viable and historic downtown. The city takes great pride in its high level of citizen involvement, quality of education, and strong community spirit, with a commitment to maintaining the city as a great place to live, work and play. The city is strategically located on the south side of the Denver metropolitan area, only nine miles south of Downtown Denver, primarily in Arapahoe County, and serves as the Arapahoe County seat. There are also a small number of homes and businesses in Douglas County and approximately 800 homes in Jefferson County. With approximately 14 square- miles of land area, Littleton's principal CITY MANAGER MUNICIPAL ORGANIZATION The City of Littleton is considered a full-service community, and its citizens have high expectations for services. The citizens are actively engaged in their local government, with a high-degree of volunteerism (more than 100 citizens serve on various boards and commissions, and at the Bemis Library, Littleton Museum and Citizens Police Academy Alumni Association), and believe strongly in governmental transparency. The City of Littleton is a municipal corporation, incorporated in 1890, and is governed by a City Council which consists of seven Council members - four elected from districts and three elected at-large. The Council elects the Mayor and the Mayor Pro Tem from among its members. The City Manager, City Attorney and Municipal Judge are appointed by the City Council and serve at its pleasure. Total FY 2016 General Fund Operating budget is $59 million, with all funds totaling $105 million. The city relies primarily on sales tax (approximately 55%), use tax, and property tax to support its operations. The City of Littleton has a new AA-bond rating, and approximately 470 full and part-time employees. The staff leadership is provided by the Executive Team which includes the directors from 13 city departments, the City Manager and the Deputy City Manager. Littleton adopted a Home Rule Charter in 1959 and has a stable council-manager tradition with only four city managers since 1972. The Deputy City Manager is responsible for special projects grants, innovation programs; and parks, trails and recreation capital projects. The Public Works Director is serving as Acting City Manager until an appointment is made. The most recent City Manager was terminated after five years of service. THE COMMUNITY Page 250 of 259 abutting communities include Englewood and Denver to the north, Greenwood Village on the northeast, Centennial on the east, Highlands Ranch on the south, and Columbine Valley on the northwest. The community is largely built-out and has a thriving downtown, which is a destination for unique retail and dining opportunities, as well as community events. It is a walkable community with high-quality neighborhoods, many parks, and premier, award-winning open space, particularly along the South Platte River. The city's South Platte Park is 880 acres of open space along the river with five lakes, the Mary Carter Greenway and the Carson Nature Center. South Suburban Parks and Recreation District manages the majority of Littleton's parks and open space through a management agreement. Littleton's vibrant business community includes a retail environment that provides a balanced mix of "mom- and-pop" stores and national chains. The largest employers include Century Link, Echo Star (Dish Network) and Littleton Adventist Hospital. The median household income is $62,683. Littleton is served by two light rail stations providing easy access to Downtown Denver's cultural activities as well as Coors Field, the Pepsi Center, Sports Authority Field at Mile High, the Colorado Convention Center and higher education. The community is also served by Arapahoe Community College, with highly acclaimed vocational and transfer programs, and the Littleton Public School District, consistently rated one of the highest performing school districts in the state. THE COMMUNITY (Continued)MUNICIPAL ORGANIZATION (Continued) The city provides fire and emergency medical service to surrounding communities via contracts with other governmental entities and private corporations, serving a population of more than 220,000. The city also jointly owns the Littleton/Englewood Waste Water Treatment Plant with the City of Englewood, and provides sewage treatment services to the surrounding communities via contracts with water and sanitation districts. Littleton contracts with Denver Water for the supply and distribution of potable water. The city operates a library and a Smithsonian Affiliate museum with galleries and living history farms. Additional city services are provided by the City Attorney's Office; City Clerk's Office; and the departments of Communications; Community Development; Economic Development; Finance; Human Resources; Information Services; Police; and Public Works. CURRENT CHALLENGES & OPPORTUNITIES The next City Manager (Manager) will encounter the following challenges and opportunities during the first six to 24 months on the job. The list is not intended to be all-inclusive but instead representative of what to expect. ¥City Council Engagement - The City Manager will effectively engage and communicate with all members of the City Council equitably and in a timely way. The Manager will present options for consideration in a balanced "pros and cons" format, with thoughtful research in advance. ¥Economic Development - A primary focus of the City Manager will be advising the City Council regarding economic development and revitalization opportunities and working in partnership with the Economic Development Department and public and private entities to ensure that development is sustainable and in the best long-term interests of the city. With the reliance on sales tax as the primary revenue source, retail attraction and retention are essential. ¥Fiscal Sustainability - The City Manager will guide the current and long-term financial status of the city and recommend financial strategies that maximize fiscal resources and protection from fluctuations in the local, state and national economies. With its economic condition closely tied to the fluctuations in the regional economy and limitations imposed by Colorado's Tax Payer Bill of Rights, exceptional financial acumen is essential. ¥Community Development and Redevelopment - Littleton is a vibrant community with a mix of unique neighborhoods. The Manager will need to be proactive in attracting quality development and redevelopment that maintains or enhances the city's character. Efforts will continue to promote a vibrant downtown, strong neighborhood integrity and increased Page 251 of 259 quality residential and commercial development in the community, mindful of the limited available land for development. An urban renewal authority " Littleton Investments for Tomorrow (LIFT) " is currently under review and the City Council will consider its future in early December. ¥Succession Planning and Leadership - With an experienced cadre of department directors and division managers, the new City Manager will need to ensure mechanisms are in place to capture institutional knowledge and facilitate departmental and divisional leadership as seamlessly as possible. The Manager must be a collaborative leader who respects the competence and role of senior staff while also challenging them professionally and mentoring them as needed, bringing out the best in each person. In managing staff, the Manager will set a positive example and be flexible and sensitive to balancing the demands of individual schedules and workloads. ¥Collaboration and Partnerships - The City Manager is expected to cultivate public, private and regional partnerships and collaborative relationships. The Manager must also be an effective and articulate advocate for the city's interests in discussions and negotiations with other organizations including other cities, Denver Regional Council of Governments, nearby counties and the state. ¥Capital Projects - Aging facilities and infrastructure requires the development and implementation of creative and feasible funding mechanisms for capital projects. ¥Organizational Assessment - The new City Manager will be expected to annually review the staffing, organizational structure and service levels of the organization and recommend improvements, financial efficiencies and potential realignments based on a data-driven and insightful analysis of the current structure, staffing and resource availability. ¥Community Engagement - The City Manager will be expected to provide leadership in being highly accessible and engaged with the community, and to be open to input and community direction on issues. ¥Transportation and Congestion Issues - The City Manager and staff will work closely with Colorado Department of Transportation and other stakeholders on the improvement and widening of SH 85 (Santa Fe Drive), a primary north/south arterial, and other transportation projects. Visit www.littletonpublicschools.net for more information. For more information on the Littleton community visit www.littletongov.org and http://downtownlittleton.com. LITTLETON - "Anything but Little" •Littleton offers: •A family-friendly atmosphere •Strategic location •Well-educated, involved citizens •Recreation amenities for all ages •Historic downtown •Vibrant lifestyle CURRENT CHALLENGES & OPPORTUNITIES The ideal candidate will have: ¥Highly-developed financial management, analytical and budgetary skills. ¥A passion for public service and public transparency. ¥A visionary approach to Littleton's future. ¥A willingness to maintain a high degree of visibility in the community, both on and off the job. ¥An understanding of the political process while avoiding personal involvement in political issues. ¥Commitment to collaboration and engagement among employees and the community, with an approachable, outgoing, open and participatory management style. ¥High personal energy and a positive approach exhibiting initiative, resourcefulness, creativity and innovative problem-solving ability. ¥The ability to anticipate problems, to identify alternative courses of action, and to prepare, defend and support those recommendations. The Manager will fully engage the City Council and community stakeholders while implementing initiatives. ¥Ability to be an effective and articulate advocate for the city's interests in discussions and negotiations. ¥Ability to work with and communicate effectively with all levels of the organization and all elements of the community on a straightforward and equitable basis, with sensitivity to the organizational and community cultures. ¥Willingness to accept personal accountability, with the ability to effectively delegate authority and responsibility while maintaining appropriate levels of operational control. The City Manager must be committed to openness, respect for differences of opinion, organizational development, accountability and employee growth. ¥Outstanding interpersonal and "people" skills. ¥Outstanding written and oral presentation skills. ¥Personal and professional integrity of the highest order, demonstrated in both the candidate's public and private life. Page 252 of 259 QUALIFICATIONS AND EXPERIENCE The successful candidate must: Hold at least a bachelor's degree in business or public administration or a related field from an accredited college or university; a graduate degree in a related field is preferred. Have a minimum of ten years managerial service in a municipality or the equivalent. Candidates with service as a city manager, assistant/deputy city manager in an equivalent or larger municipal organization, or experience as a department director in a large, complex municipal organization will also be considered. Have a diverse background and exposure to all aspects of managing a full-service city or equivalent, preferably in an urban environment and in a community undergoing substantial redevelopment and revitalization. The City Council is open to candidates from any region of the nation with experience relevant to Littleton, with a focus on candidates from growing communities with engaged citizens. COMPENSATION AND BENEFITS A highly competitive starting salary based on the successful candidate's qualifications and experience will be offered. The most recent compensation for the City Manager was approximately $176,000. The City offers a superior benefits package, including medical, dental and vision insurance plans, as well as life and disability insurance; paid vacation, sick and wellness leave; and, up to 9% matched retirement contribution supplemented by Social Security; and other highly competitive benefits. The quality of life offered in Littleton is outstanding and the City Manager is expected to establish residency within Littleton. The City Charter limits the maximum severance package. A benefits summary can be made available upon request. APPLICATION & SELECTION PROCESS Qualified candidates should submit their resume online at https:// waters-company.recruitmenthome.com. The application deadline is December 5, 2016. Applications will be screened against criteria provided in this brochure. The final selection process is scheduled in Littleton during January 2017. For more information, please contact: Chuck Rohre (214) 466-2436 (direct) Email: crohre@waters-company.com Finalists will be subject to a criminal history, credit, driver's license, educational credentials and personal background check prior to interviews. Please note that this will be a very public process, with candidate discussion and selection in open session, as the City Charter restricts the use of executive sessions. The City of Littleton is an equal opportunity employer and values diversity at all levels of its workforce. 14285 Midway Road Phone: 972.481.1950 Suite 340 Toll-free: 800.899.1669 Addison, TX 75001 Fax: 972.481.1951 Springsted Incorporated 380 Jackson Street Phone: 651.223.3000 Suite 200 Fax: 651.223.3002 Saint Paul, MN 55101 waters-company.com Page 253 of 259 FIRM Total Incidentals Oversight Assessments Background Checks Advertisement Billing Austin Peters $22,400 $1,300 max 0 $80 per app --4 cycles $22,400 includes all except $500 additional posting and $80 per applicant CPS HR $24,000 $3,500 $125 hr -$6,500-$7,000 -monthly EFL $69,200 - $2,700- $12,500 -$300-$1,200 $0-$5,000 3 installments GOV HR $22,000 $5,500 $14,000 --$2,500 3 installments KRW $29,750 -$25,000 $3,500 $250 $1,000 not stated LMC Group $30,000 -$24,000 $1,000 --not stated Novak $26,900 ---$175-$300 per finalist $1,000-$1,500 3 installments Springsted/Waters $24,500 -----not stated $24,500 all inclusive. $220 per hour plus expenses outside scope of work. Option web-based survey to identify issues $1,650 Optional printed brochure $900 Svcs performed beyond normal scope $125 for partners $70 associates $30,000 not to exceed includes reimburseables (advertising, travel, etc) $26,900 fixed fee. Travel for finalists city's responsibility. Notes $24,000 not to exceed - Recruitment video $3,500 optional Expense cap of $20,000 and expenses billed separately Page 254 of 259 CITY OF ENGLEWOOD POSITION DESCRIPTION POSITION TITLE:City Manager FLSA:Exempt DEPARTMENT:City Manager DIVISION: DATE EFFECTIVE:September 2018 DATE REVIEWED:September 20189 EEO CATEGORY:Off and Admin WC CODE:8810 EMPLOYEE GROUP:Executive GRADE:Executive I. POSITION SUMMARY The City Manager is the Chief Executive Officer of the City, responsible for planning, directing, and managing all activities and operations of the City and ensures that all public services are delivered in an efficient and effective manner. The City Manager is responsible for a wide range of activities including managing and directing budget and operations, facilities and asset management, public safety, economic development initiatives, communications, legislative analysis, intergovernmental relations, strategic planning and employee relations. The City Manager is responsible for coordinating City activities with other agencies and organizations, facilitating the development and implementation of City goals and objectives, implementing policy decisions made by the City Council and providing highly complex administrative support to the City Council. II. REPORTING RELATIONSHIPS Reports to: City Council Direct Reports: Department Directors, Deputy City Manager;; Management Analyst; City Clerk; City Manager Executive Assistant III. DUTIES AND RESPONSIBILITIES The listed examples of work are not intended to be all-inclusive. They may be modified with additions, deletions, or changes as necessary. Essential Duties & Responsibilities Leadership/Supervisory – The employee in this position is accountable to: Provide meaningful, timely employee feedback and appraisals, and effectively address employee performance problems. Page 255 of 259 City Manager 2 Foster a participatory organizational climate that is open, positive, reinforcing, and supportive. Encourage employees to be accountable for their work and take ownership in what they do. Demonstrate leadership and courage by making or supporting decisions that reflect the organizational mission and goals. Demonstrate collaboration and conflict resolution skills with other departments and employees. Help employees see the value of developing their skills; encourage employees to step outside of their comfort zone to develop skills. Effectively supervise, mentor, and motivate in a team environment. Executive-level management duties: Directs the executive management team. Contributes to the development and implementation of City goals, objectives, policies, procedures, and service standards that support and promote a high performing organization. Drives the development, analysis and presentation of the annual budget for City Council review and approval. Exercises leadership with department heads, prepares and presents programs for approval to the City Council and coordinates the implementation of approved programs. Represents the City in a professional and positive light. Supports and encourages on-going employee development through City-wide training, on- going education, and job specific training. Develops management team that supports the goals and objectives of on-going learning and employee development. Represents the City of Englewood in employee association labor management and negotiations. Staff management and development duties: Plans, organizes, schedules, supervises, reviews, and evaluates the work of assigned divisions and staff. Recommends selection of staff and provides for their training and professional development. Demonstrates a long-term perspective through coaching and development of employees to meet succession management goals. Directs allocation of manpower and equipment for maximum effectiveness. Keeps informed as to personnel, property and operations by observation, reports and management input and takes action of such information in order to improve operations. Administrative and operational management duties: Responsible for the development of the City’s annual budget and administration after adoption. Page 256 of 259 City Manager 3 Develops, coordinates, and manages multi-jurisdictional projects, initiatives and Intergovernmental Agreements. Serves as a representative of the City. Attends and participates in City Council meetings, neighborhood meetings, workshops, retreats, seminars, and other meetings to deliver services and respond to the issues at hand. Initiates follow-up staff action as required. Coordinates or supervises a wide variety of special projects. May plan, implement, and/or manage these assigned projects. Researches and prepares reports and recommendations as appropriate for the City Council on a variety of complex municipal issues. These may include, but are not limited to, financial planning, land use regulations, intergovernmental contracts, capital projects, and state or federal legislation. Receives general policy direction or instructions from the City Council and follows up with appropriate members of the City staff, other public agencies, or private organizations to take the necessary action(s) for implementation. Prepares and delivers reports to the City Council and makes recommendations or initiates action. Prepares written communications including agenda items scheduled for consideration at meetings of the City Council or other Boards and Commissions; presents agenda items as required. Participates as a City staff member in public meetings and hearings; and responds to questions from City Council members and the public Supervises the City Public Information function Responds to City Council and citizen complaints or requests for information or services Other Duties & Responsibilities Incumbent is accountable for all duties of this job, and other projects and responsibilities may be added at the City Council’s discretion. IV. PREPARATION AND TRAINING Education: Master’s degree in Public Administration, Business Administration or related field. Work Experience: Ten years progressively responsible experience in local government as a manager, division manager, department head or business management experience at the executive level. Certifications and/or Licensures: None Required Driver’s License:Valid Colorado driver’s license and a clear or acceptable MVR An equivalent combination of education, training and relevant job experience may be substituted. V. KNOWLEDGE, SKILLS, AND ABILITIES Page 257 of 259 City Manager 4 Knowledge Advanced knowledge of: Principles, practices, and techniques of management and budget Principles and practice of Public Administration Business management and analysis Fiscal administration and statistics Knowledge of: Municipal civil liability Applications software for the Microsoft Windows environment Labor relations and negotiations Skills and Abilities Computer Skills – Strong computer skills needed to prepare reports. Communication – Advanced interpersonal skills required to establish and maintain positive working relationships with City Council, City's Boards and Commissions, media, department heads, citizens, officers and employees of other government, public agencies, and private sector organizations, business and property owners and developers, consultants, and contractors and members of community groups or associations. Strong leadership skills needed to provide direction and feedback to staff. Advanced communication skills needed to present complex information to elected officials, the public, and the media. Advanced conflict resolution skills needed to diffuse situations and resolve issues. Analytical – Advanced skills required to interpret department and community needs. Also needed to analyze data, recognize trends and resolve complex issues. Project Management – Advanced skills needed to plan, organize and coordinate the activities of a diverse department. Also needed to manage multiple projects concurrently while preparing for future events. General Management – Advanced skills needed for budget management and to develop and administer policies and procedures. Also required to effectively supervise department employees. Change Management – Deep understanding of the people side of change and skilled in the process of change implementation. Mathematical – Strong skills required for financial and budgetary processes. Ability to speak one or more foreign languages, particularly Spanish, is helpful, but not required. Must be able to interpret and apply: applicable state and federal laws; the City Charter and codes. Page 258 of 259 City Manager 5 VI. WORKING CONDITIONS AND PHYSICAL REQUIREMENTS Work is performed in a standard office environment, requiring sitting for extended periods of time, and occasional light lifting (up to 15 lbs.). Job requires visual and physical capabilities to perform data entry, filing, and to work on computers and associated equipment for prolonged periods of time (4-6 hours daily). VII. POSITION DESCRIPTION APPROVALS EMPLOYEE:DATE: CITY MAYOR:DATE: HUMAN RESOURCES:DATE: Page 259 of 259