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Search-CB&A EXECUTIVE SEARCH & RECRUITING SERVICES FOR CITY MANAGER RFP NO. 005-14 Volume I: Proposal Colin Baenziger & Associates Project Manager and Contact Person: Colin Baenziger (561) 707-3537 Colin Baenziger & Associates 2055 South Atlantic Avenue • Suite 504 Daytona Beach, FL 32118 e-mail: Colin@cb-asso.com Fax: (888) 635-2430 …Serving Our Clients with a Personal Touch… PROPOSAL TO FIND THE CITY’S NEXT CITY MANAGER TABLE OF CONTENTS VOLUME I SECTION PAGE LETTER OF TRANSMITTAL 1 I. RFP DOCUMENT Addenda Acknowledgement – No Applicable – There Were None II. COLIN BAENZIGER & ASSOCIATES - THE FIRM 13 III. PROJECT MANAGER, RELEVANT KNOWLEDGE & EXPERIENCE 17 IV VERIFIABLE REFERENCES FOR SIMILAR ASSIGNMENTS 21 V. IMPLEMENTATION PLAN AND TIMETABLE 22 VI. PROPOSED PROJECT STAFF AND RESUMES 30 VII. FEE AND WARRANTY 38 VOLUME II APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A-1 APPENDIX B: SAMPLE RECRUITMENT BROCHURE B-1 APPENDIX C: SAMPLE CANDIDATE REPORT C-1 APPENDIX D: RESOLUTION OF ST. JOHNS COUNTY D-1 CENTREVILLE, MD DAYTONA BEACH SHORES, FL RHINELANDER, WI RICHLAND, WA SALT LAKE CITY, UT February 27, 2014 The Honorable Mayor Carolyn Woods, Mayor Pro Tem Mark Becheknbach, and Commissioners Maria Mark, Jimmy Hill, and Jonathan Daugherty Atlantic Beach City Hall Attn: Ms. Catherine Berry, J.D., Human Resources Director 800 Seminole Road Atlantic Beach, FL 32233 Dear Mayor Woods, Mayor Pro Tem Becheknbach, and Commissioners Mark, Hill, and Daugherty: Colin Baenziger & Associates (CB&A) appreciates the opportunity to submit a proposal to assist in finding your next City Manager. While selecting key personnel is never easy, CB&A has developed a problem-free process that has been tested nationwide and found to be extremely effective. While CB&A is a municipal recruiting firm which has conducted assignments across the country, our home base is Florida. In fact, we have been selected to perform 83 of the last 119 recruitments where a Florida city or county has chosen to use a recruiter to find its City or County Manager / Administrator. We pride ourselves on providing not just high-quality results, but, equally important, providing a great deal of personal attention to each of our local government clients. To conduct a proper recruitment, we feel the project manager must do more than just drop by occasionally. He/she must get to know the appropriate government officials and the community firsthand. That effort takes time, but it is the only way to ensure the candidates we recommend are well qualified and a good fit for your community. As a result, we only take a few clients at a time and focus on getting the job done properly. Further, we routinely complete our work in sixty to ninety days. This timeframe includes preparation of recruitment and advertising materials, candidate outreach, candidate screening, finalist interviewing, and manager selection. We also offer the best warranty in the industry. Not only do we offer unparalleled service at a reasonable price, we focus on finding just the right people for your organization. We say people, and not person, because our goal is to bring you several finalists who are so good that you will have a difficult time choosing among them. The proof is in the fact that six of our local government clients have passed resolutions thanking us for our outstanding efforts in finding their key staff. We do not know how often you have passed a resolution thanking a consulting firm for its efforts, but we have rarely seen it happen. Our goal, in fact, would be for you to be our next client to pass such a resolution. Some of our searches include City Managers for: Cape Canaveral, FL; Destin, FL; Fruitland Park, FL; Mount Dora, FL; Tavares, FL; Satellite Beach, FL; Ankeny, IA; Tavares, FL; Roanoke, VA; Scottsdale, AZ, Miramar, FL, and Tacoma, WA. In addition, we have also recruited County Managers for Clackamas County, OR, Hernando County, FL, Clay County, FL, St. Johns County, FL, and Union County, NC. CENTREVILLE, MD DAYTONA BEACH SHORES, FL RHINELANDER, WI RICHLAND, WA SALT LAKE CITY, UT Our current CEO level searches include the County Administrator for James City County, VA, City Managers for Bellevue, WA, Mt. Pleasant, MI, and Winchester, VA; the County Administrators for Emmet County, MI, and St. Lucie County, FL; and the Executive Director for the Camden County Joint Development Authority. We are also conducting searches for the Golf Professional and Assistant Professional for Hobbs, NM; and the Director of Building and Development for Loudoun County, VA. We look forward to formally presenting our credentials and working with you in the near future. If you have any questions, please feel free to contact me at (561) 707-3537. Sincerely, Colin Baenziger Principal / Owner …Serving Our Clients with a Personal Touch… I. Request for Proposal Document -3- II. Colin Baenziger & Associates – The Firm -13- The Firm, Its Philosophy, & Its Experience Colin Baenziger & Associates (CB&A) is a nationally recognized executive recruiting firm established in 1997 and owned and operated by Colin Baenziger. We are a sole proprietorship headquartered in Daytona Beach Shores, FL, with offices in Centreville, MD; Rhinelander, WI; Richland, WA; and Salt Lake City, UT. Note: In late December 2013, we relocated our headquarters from Palm Beach County (where we had been since 1997) to Volusia County. As a sole proprietorship, we are not registered with any states as a corporation, foreign or otherwise. Although our primary focus is executive search, we are often involved in operational reviews of governmental operations. Our consultants live in other areas of the country and converge wherever the client’s needs exist. We develop an operational plan prior to arrival and our team of experts quickly studies the issues, identifies problems and opportunities, performs the necessary analysis, develops solutions, prepares reports and action plans, and completes the assignment. The client receives prompt, professional service, and its needs are effectively addressed. We are available for follow-up work, however, our goal is to provide the client with solutions that its existing staff can implement without additional outside assistance. Colin Baenziger & Associates’ outstanding reputation is derived from our commitment to timeliness and quality. Our work is not done until you are satisfied. That means we go the extra mile and, at times, expend more effort and energy than originally anticipated in our fee or in our action plan. We do not ask the client for additional fees. Rather, we accept these situations as part of our cost of doing business. We believe that once a contract is signed we have an obligation to fulfill its requirements excellently and within the budgeted amount. Since beginning our search practice in 1998, we have conducted searches and other related work for clients in nineteen states. Overall our staff has performed over 130 City, County, and Special District Manager searches and approximately 250 local government searches. The basic approach we have presented in Section VI is the approach we have used in each of our searches. It has been refined over the years to the point where it is problem-free. Our Services: Human Resources Operational Reviews Executive Search Performance Improvement Background Checks Contract Compliance Reviews Position Descriptions/Classification Studies Project Management Compensation Studies Performance Measurement Systems Personnel Policies/Procedures Reviews Standard Operating Procedures Manuals Employee Handbooks Staffing Assessments Additional Services Planning Preparing Grant Applications Strategic Planning Grant Monitoring Systems and Controls Operational Planning Start-up Assistance to New Cities Project Planning II. Colin Baenziger & Associates – The Firm (continued) -14- Technical Capabilities and Organizational Structure Colin Baenziger & Associates has developed its business model over the past 16 years. The model has proven to be extremely effective in every state where we have applied it and for every type of position for which we have searched. In fact, we are often called when a government has a particularly difficult position to fill or where one of our competitors has failed. Overall, we utilize approximately twenty people. Most staff members are independent contractors and are given assignments on a task order basis. Consequently we can pay well while having a great deal of flexibility without the overhead of many firms. In addition to Mr. Baenziger, other senior staff members are former City and/or County Managers or elected officials. As a result, we understand multiple perspectives and have been very successful in identifying the right candidates for our clients. CB&A’s other staff are all competent researchers and writers and most have been with us for a long time. Colin Baenziger Taelynn Johnson Owner & Principal Senior Editor Tom Andrews David Collier John Darrington Senior Vice President Senior Vice President Senior Vice President Kathyrn Knutson Sean Baenziger Merv Timberlake V P - Operations Vice President VP – Financial Recruiting Internet Specialists (2) Senior Research Associates (8) Administrative Assistants (2) Completion of Projects within Budget Colin Baenziger & Associates is proud of its record of completing searches within budget. When we quote a price to the client, that price is what the client will pay, no matter how difficult the search is or what unforeseen circumstances may develop. We have never asked a search client for additional fees, even when we were entitled to do so. II. Colin Baenziger & Associates – The Firm (continued) -15- Completion of Projects on Schedule Colin Baenziger & Associates routinely completes its assignments in sixty to ninety days. Further, since CB&A began performing recruitments, it has never missed a project milestone. Diversity CB&A has extensive contacts with individuals and organizations representing women and minorities. We are thus able to identify and bring a diverse group of finalists to the City. The proof is that from the beginning of 2009 through the end of 2011, forty-three percent of the individuals whom we placed as City and County Managers were minorities and/or women. Prior Names and Litigation Colin Baenziger & Associates has always operated under its current name and has never been involved in any litigation, except to testify as an expert witness on behalf of one of the parties. Our performance has never been questioned nor have we or any of our clients been involved in any legal action as a result of our work. II. Colin Baenziger & Associates – The Firm (continued) -16- Insurance To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages: (1) general liability insurance of $1 million combined single limit per occurrence for bodily injury, personal injury, and property damages, (2) automobile liability insurance of $1 million per accident, and (3) professional liability insurance of $1 million per occurrence. As a small firm, predominantly utilizing independent contractors, we are not typically subject to the requirements for workers compensation and employer liability insurance. If required by the client, and if it is available to us, we will obtain these two coverages prior to contract execution. III. Project Manager, Relevant Knowledge and Experience -17- Project Manager Colin Baenziger, Principal and Owner, Colin Baenziger & Associates Statement of Understanding To assist the City of Atlantic in finding its next City Manager by:  Interviewing the elected officials;  Developing materials to “market” the city and the position;  Conducting outreach, networking and advertising to solicit the applications of highly qualified candidates nationwide;  Evaluating applications to identify the most highly qualified;  Conducting reference and background checks to ensure the apparently most highly qualified are in fact very strong candidates;  Coordinating the selection of finalists;  Coordinating the interview process;  Coordinating the selection of the top candidate; and  If requested, assisting in the employment agreement negotiations. More detail can be found in Section V. Assignments That Best Illustrate CB&A’s Relevant Experience and Qualifications City Manager, Cape Canaveral, FL (population 10,200) in 2010 City Manager, Cocoa Beach, FL (population 11,200) in 2012 City Manager, Destin, FL (population 12,000) in 2003 and 2011 City Manager, Fernandina Beach, FL (population 11,000) in 2006 City Manager, Madeira Beach, FL (population 12,300) in 2011 City Manager, New Smyrna Beach, FL, FL (population 23,000) in 2009 City Manager, Satellite Beach, FL (population 10,100) in 2013 Discussion of Specifically Similar Assignments Note: We could discuss others but they would be similar to the five examples provided below. City Manager, City of Cape Canaveral, FL (population 10,200) CB&A was selected to perform Cape Canaveral’s City Manager on January 12, 2010. We sought candidates from around the country but focused our attention on those from Florida. The City Council interviewed the candidates we recommended but also requested we evaluate the credentials of the City Clerk which caused a delay. Ultimately, the City Council selected Mr. David Greene, formerly the City Manager of Winter Haven, FL, on May 18th. III. Project Manager, Relevant Knowledge and Experience (continued) -18- City Manager, Cocoa Beach, FL (population 11,200) in 2012 CB&A began work on May 14, 2012, to assist Cocoa Beach in in finding its next City Manager. Our work included scouring the nation to find the right person for the job, interviewing the candidates, conducting through background checks, recommending finalists for the city to interview and helping with the contract negotiations. Bob Majka, then Deputy County Administrator of Bay County, FL, was selected on August 13, 2013. City Manager, City of Destin, FL (population 11,200) Destin is located in the Florida Panhandle on the Gulf of Mexico near Eglin Air Force Base. Colin Baenziger & Associates’ contract to find the City of Destin’s City Manager was awarded on August 15, 2003 and the closing date for applications was September 26th. On November 3rd, the City Council selected Gregory Kisela, then an Assistant City Manager with the City of Fort Lauderdale, FL, to be its next City Manager. Mr. Kisela was selected as Florida’s City Manager of the Year for 2008. He left Destin in 2011 to become County Administrator for Walton County, FL, and we were retained to find his replacement. We began on May 24th and the Council selected Ms. Maryann Ustick, formerly the Assistant City Manager for North Las Vegas, NV, to be the City’s next manager on August 22nd. City Manager, City of Madeira Beach, FL (population 12,300) CB&A began work on September 30, 2011. Our effort involved searching the country to locate the best people for the job, interviewing them, conducting thorough background checks, and recommending finalists for the city to interview. Interviews were held on September 9th and 10th with Shane Crawford, Deputy County Administrator, Walworth County, WI, was selected on November 22, 2011 and remains with the City. City Manager, City of Satellite Beach, FL (population 10,100) CB&A began the search for Satellite Beach’s next City Manager on December 27, 2012. As part of our work, we interviewed the City Council Members to determine what they were looking for in a City Manager, conducted extensive outreach networking to local governments focusing nationally, thoroughly researched their backgrounds and provided the material to the City and then coordinated the interviews. The process was slightly elongated at the City’s request. Ms. Courtney Barker, Executive Director for Planning and Growth Management of the City of Titusville, FL, was selected on March 20, 2013. Experience and Performance Results from Similar Florida Municipal Recruitments Please see Appendix A for a list of our recruitments, both those from Florida and those that were national. In terms of our results, every Florida City for whom we have been selected to perform a City Manager search has selected a candidate that we recommended. III. Project Manager, Relevant Knowledge and Experience (continued) -19- Retention Data for City Manager Placements With two exceptions, every placement cited above remains with the City. The first is former Destin City Manager Greg Kisela who resigned after eight years to become the County Administrator of Walton County. The second is Michael Cz ymbor who was hired in February 2006 to be the City Manager of Fernandina Beach and remained with the City until January, 2012. As the Florida Times Union put it, “The vote reflected a shift in sentiment on the five member commission following the election of new members Charlie Corbett and Sarah Pelican.” Since the beginning of 2009, we have participated in the placement of 53 City Managers. Eight of those managers have since left their positions. Two had their contracts terminated. John D’Agostino began work City Manager of Monroe, NC, in August 2013 and was fired in December 2013 at the first meeting after the newly constituted City Council took office. Alan Cohen was hired in 2012 as the City Manager in Sunny Isles Beach and let go in 2013. He was their fourth City Manager since 2005. He has since been hired as the City Manager of Sunrise, FL. The remaining six accepted better positions, retired or resigned due to spousal health concerns. -20- Some CB&A Clients City of Coral Gables, FL City of Destin, FL City Manager City Manager Union County, NC Loudoun County, VA County Manager Director – Economic Development Human Resources Officer IV. Verifiable References for Similar Assignments -21- City Manager, Cape Canaveral, FL (population 10,200) in 2010 Mayor Rocky Randels at (321) 784-5694 or r.randels@cityofcapecanaveral.org, or City Clerk Angela Apperson at (321) 868-1220 or a.apperson@cityofcapecanaveral.org City Manager, Cocoa Beach, FL (population 11,200) in 2012 Mayor David Netterstrom at (321) 868-3206 or dnetterstrom@cityofcocoabeach.com, or City Clerk Loredana Kalaghchy at (321) 868-3286 or cityclerk@cityofcocoabeach.com City Manager, Destin, FL (population 12,000) in 2003 and 2011 Mayor Sarah “Sam” Seevers at (850) 654-9770 or sseevers@cityofdestin.com Human Resources Director Chuck Garcia at (850) 837-4242, or cgarcia@cityofdestin.com City Manager, Madeira Beach, FL (population 12,300) in 2011 Mayor Travis Palladeno at (727) 239-5549 or aservedio@madeirabeachfl.gov City Manager Shane Crawford at (727) 391-9951, ext. 228 or scrawford_@hotmail.com. Note: Mr. Crawford can also be reached through aservedio@madeirabeachfl.gov City Manager, New Smyrna Beach, FL, FL (population 23,000) in 2009 City Manager Pam Brangaccio at (386) 424-2108 or pbrangaccio@cityofnsb.com, or Human Resources Director Carol Hargy at (386) 424-2127 or chargy@cityofnsb.com City Manager, Satellite Beach, FL (population 10,100) in 2013 Mayor Frank Catino at (321) 223-7700 or fcatino@satellitebeach.org, or Councilman Dominick Montanaro at (321) 777-5876 or dmontanaro@satellitebeach.org V: Implementation Plan and Timetable -22- The following methodology has been refined over the past fifteen years and now is virtually foolproof. We will modify it to integrate your ideas into the process. Our goal is to ensure you have the right people to interview as well as the information you need to make the right decision. Phase I: Information Gathering and Needs Assessment Task One: Needs Assessment An important part of the recruiter’s work is selling the community to the very best candidates (including those that are not actively looking for the next job) while also providing an accurate portrayal of the community and the opportunity. In order to do this, CB&A must first determine the needs of the client and the characteristics of the ideal candidate. Our approach is as follows:  Compile background information from the jurisdiction’s website and other sources.  Interview the elected officials. It is important that we listen carefully to the elected officials – to hear their vision for the City, to understand what challenges they feel the next manager will face and to hear their expectations for that manager. We will meet with them one-on- one and then as a group.  Learn from the elected officials what kind of person they are looking for and what type of person will fit well in the community. Important factors will likely include experience, education, personality, demeanor, and achievements.  Understand what level of compensation the elected officials are comfortable providing to the next manager. As part of our interviews, we will also finalize the timeline so candidates can mark their calendars well in advance and will be available when the elected officials wish to conduct the interviews. Further, as noted above, we routinely incorporate meetings with other stakeholders (such as the business community, the non-profit community, city staff and so on) to gather their insights. These forums are valuable as they provide additional perspectives and a better understanding of the community elements. In a sense, they help us develop an underst anding of the community’s tapestry. Task Two: Develop Position Description and Recruitment Materials Based on the information we gather, CB&A will next develop a position description and comprehensive recruitment profile. We will provide our draft for your review and comment. Your suggestions will be incorporated, and the final documents prepared. A sample of our work is included as Appendix B. Other samples can be found on our firm’s website under the “Executive Recruitments” / “Active Recruitments” tabs. Phase II: Recruitment Task Three: Recruit Candidates We will use a number of approaches to identify the right people for this position. We say people, and not person, because our goal is to bring you six to ten excellent semi-finalists, all of whom will do the job extraordinarily well and who are so good you will have a difficult time choosing Section V: Implementation Plan and Timetable (continued) -23- among them. You then select the top three to five people to interview and ultimately choose the candidate who is the best fit with you and your community. The approaches we use are:  Networking: The best approach is diligent outreach. We will network with our colleagues and consult our data base. As we identify outstanding candidates (many of whom are not in the market), we will approach them and request that they apply. Often excellent candidates are reluctant to respond to advertisements because doing so may alienate their current employers. When we approach them, their credentials are enhanced rather than diminished.  Advertising: While we will seek out the best, we will not ignore the trade press as it often yields strong candidates. We intend to contact the members of organizations such as the International City/County Management Association (ICMA), Florida City/County Management Association and other similar organizations. We will also post it on our website: www.cb-asso.com. We generally do not use newspapers or generic websites because while they produce large numbers of applications, they generally do not produce the type of candidates our clients are seeking.  Email: We will also e-mail the recruitment profile to our listserv of over seven thousand managers and professionals who are interested in local government management. One of the advantages of e-mail is that if the recipient is not interested, he/she can easily forward the recruitment profile to someone else who may be interested.  The Private Sector: Some of our clients ask that private sector candidates be included among our suggested finalists. While we do not routinely recommend candidates with no experience in government, we have been very successful in finding highly qualified and capable private sector people to bring forward. Phase III: Screening and Finalist Selection Task Four: Evaluate the Candidates Based on our most recent recruiting efforts, we anticipate receiving resumes from sixty to one hundred applicants. We will narrow the field as described above and present information on candidates to the elected officials. This process requires a mixture of in-depth research and subjective evaluation. Our process is as follows. It should be noted that selecting strong candidates is more an art than a science. While we consider standard ranking factors and the elements of the job, ultimately the most important factor is who we believe will be a good fit with the City and the community. Typically forty percent of our finalists are women and/or minorities. Specifically, our efforts will involve: Step One. Resume Review. CB&A will evaluate all resumes and identify the top ten to fifteen candidates. Some of these may be in-house candidates or individuals who have held high-level positions in other governments but who have never been the Manager. Section V: Implementation Plan and Timetable (continued) -24 Often these people simply need the opportunity. Using a football analogy, Vince Lombardi was an assistant coach with the New York Giants prior to being hired by the Green Bay Packers. Hence, we do not believe we should only consider those who have already held the position we are recruiting for. Step Two. Screening Interview. Our lead recruiter, and possibly other senior representatives of the firm, will interview each of these candidates. Using what we learned in Phase I and our experience as managers and recruiters, as well as our unique ability to assess candidates, we will determine whether or not to consider them further. Step Three. Candidate Materials and Background Investigations. For those that remain in consideration, CB&A will:  Ask the Candidates to Prepare a Written Introduction: We will ask the candidates to prepare a written introduction to themselves as part of their preliminary background checks. This is done for several reasons. First, it allows the candidates to tell their own story and balance the negativity that is so often characteristic of the press. It also allows the City to evaluate the candidates written and communicative skills.  Candidate Disclosure Statement: We will ask candidates if there is anything controversial in their background that we should be made aware of prior to further consideration. While it is unlikely that we find anything not previously publicized in the press, we believe redundant checks offer superior security for our client.  Search the Internet and Newspaper Archives: Virtually every local newspaper has an archive that provides stories about perspective candidates, the issues they have dealt with, how they resolved them and the results. These articles can also provide valuable insights into the candidate’s relationship with the public and the elected officials. Of course, not all news sources are unbiased and we consider that in our evaluation. This step is conducted in order to quickly discover candidates with problems in their backgrounds and eliminate them. This process typically takes two weeks. Task Five: Presentation and Discussion of Initial Materials Once we have evaluated the information we have gathered, CB&A will forward its preliminary candidate report and materials to the City. These will include the candidates’ resumes, the candidate introduction, and the results of our Internet/newspaper archives results. The City will then select as many candidates as it would like reviewed further. For each of these, we will conduct full background investigations. This structure allows the City flexibility and to avoid paying extra costs for unneeded complete background checks. Section V: Implementation Plan and Timetable (continued) -25- Task Six: Completion of Comprehensive Background Checks We will then complete the full background checks. This effort will include:  Legal Checks: Through our third party vendor, American DataBank, we will conduct the following checks: criminal records at the county, state and national level; civil records for any litigation at the county and federal level; and bankruptcy and credit.  Verification of Education: We also verify claimed educational degrees to assure the candidate is being totally forthright.  Verification of Work History: We verify employment for the past fifteen years.  Interviews of References: We tell the candidate with whom we wish to speak. These include current and former elected officials, the municipal attorney, the external auditor, staff members, peers, news media representatives, the director of the local chamber of commerce, community activists, and others who know the candidate. We also attempt to contact some individuals who are not on the candidate’s list. Typically we reach eight to ten people and prepare a written summary of each conversation. Note: We firmly believe that all background work we have outlined above should be completed early in the process. That way the client knows the individuals to be interviewed are all top performers and do not have anything embarrassing in their pasts that might come to light after selection. It also means that once our client has made a selection, it can move forward promptly, negotiate a contract and make an announcement. Task Seven: Preparation and Presentation of Additional Candidate Materials For the selected candidates, CB&A will compile the information we have developed into a written report for each recommended candidate. Specifically, this information will be the final pieces of the candidate reports and include: background checks and the references. These pieces can then be integrated with previously provided information to complete the report for each candidate. We will also provide some advice on interviewing, a series of questions the elected officials may wish to ask (as well as some areas that it is not wise to get into), and some logistical information. A complete sample candidate report is included as Appendix C. The preceding information will be forwarded to you electronically. The goal in conducting these checks is to develop a clear picture of the candidates and to determine which best meet the criteria established in Phase I. Each of the avenues we pursue adds a piece of the puzzle. We will crosscheck sources, search for discrepancies, and resolve them when we find them. When sensitive or potentially embarrassing items are discovered, they are thoroughly researched. If we conclude the situation is damaging or even questionable, the situation reported to the City and, with the City’s concurrence, the candidate will be dropped from further consideration. Section V: Implementation Plan and Timetable (continued) -26- Task Eight: Finalist Selection Approximately a week after the City has received the candidate materials, CB&A will meet with the elected officials to discuss our findings and make a final determination concerning who will be invited to interview. The goal is to select four to six candidates to interview. Task Nine: Notify All Candidates of Their Status We will notify the selected candidates by telephone and give them the opportunity to ask additional questions. CB&A will also contact those not selected to advise them of their status. Part of the notification will include advice concerning the candidates’ resume and/or cover letter so, even though they were not selected to go forward, they will have gained something valuable from participating in the process. Phase IV: Coordinate the Interview Process and City Manager Selection Task Ten: Coordinate the Candidate Assessment Process Prior to the interviews, we will recommend an interview/assessment process for the City’s review including means to evaluate the candidates’ communication skills, interpersonal skills, and decision-making skills. As part of the process, we will recommend the elected officials observe the finalists in a number of settings. We will also recommend you invite the finalists’ spouses so they can spend time in and evaluate your community. Day #1: The finalists are given a tour of the community and its facilities by a knowledgeable staff member. Later, senior staff members meet briefly with the candidates. This opportunity allows the finalists to ask questions and the senior staff to assess the candidates. Later, that evening, the elected officials host a reception for the candidates. The purpose is to observe how the finalists respond to a social situation. Your next City Manager will, after all, represent your local government in numerous venues. It is thus important to know how the individual will respond in a social setting. The reception also serves as an ice- breaker whereby the elected officials and the candidates get to know one another informally. Day #2: Beginning at approximately 8:30 a.m., each candidate interviews individually with each elected official for approximately 40 minutes. These meetings provide the elected officials with an opportunity to assess how the candidates might interact with them on an individual basis. It is very important to know if good chemistry exists. Ultimately, Managers succeed and fail based on their interaction with the elected officials and the one- on-one interviews are an excellent way to test that interaction. After lunch, the elected officials as a group will interview each candidate so that they can assess the candidates in a formal meeting. Part of the interviews may include a PowerPoint presentation so the elected officials can observe the candidates’ presentational skills. Section V: Implementation Plan and Timetable (continued) -27- Task Eleven: Debriefing and Selection Once the interviews have concluded, CB&A suggests the elected officials adjourn and hold a meeting a day or two later to select the next City Manager. Although the selection can be made the same day as the interviews, this decision is quite important and we recommend you take some time to consider what you have seen and heard. In terms of the final selection, we have developed a simple methodology that moves the elected body quickly and rationally to the desired outcome. Once the selection has been made, CB&A will notify the finalists of their status. Candidates are eager to know and we feel it is important to keep them informed. Phase V: Negotiation and Continuing Assistance Task Twelve: Notification, Contract Negotiations and Warranty Should the elected officials wish, we will assist in the employment agreement negotiations. Generally, a member of the elected body and the attorney conduct the actual negotiations while we provide advice and assistance concerning the compensation package and contract. We can also take the lead role in the negotiations if desired. We have a standard contract you are welcome to use. Your attorney, of course, will prepare the final contract. Since the basic parameters will have been discussed with the candidates and the candidates have been thoroughly vetted, we expect a relatively prompt agreement. Task Thirteen: Continuing Assistance Our work is not done when the contract is executed. We will stay in touch with you and your new City Manager. Our goal is to be there to assist in resolving any issues that arise before they become intractable. In fact, at your request, we will conduct a team-building workshop, at no charge, to resolve any difficulties. We simply feel it is part of our job to assure a successful relationship. Communications: We will provide biweekly reports about the status of the search, in writing or by phone, depending upon your preference. At significant milestones we will make the reports in person. We are also available at any time, day or night, to address any questions you have along the way. To do so, we will provide you with our cellphone numbers and you should feel comfortable contacting us whenever you have a question whether it is directly related to the search or, for that matter, anything else related to local government. We want to be responsive and to assist in any way we can. Section V: Implementation Plan and Timetable (continued) -28- Sample Project Schedule The following is the schedule we would suggest and assumes CB&A is selected to complete the search by March 17th. Of course, we can adjust the schedule to accommodate the City wishes. Note that the schedule is slightly more aggressive than the RFP suggests. We think it is important that we move quickly because if the process is elongated, the best candidates may find other jobs prior to the interviews. Phase I: Needs Assessment / Information Gathering March 20th: CB&A begins meeting with the Mayor and Commissioners to understand the job and its challenges. Specifically, the purposes of these interviews will be to: (1) get to know the elected officials, (2) understand the issues the next City Manager will face, (3) understand the elements of the job, (4) develop a description of the ideal candidate, (5) determine the desired compensation, and (6) finalize the project schedule. March 21st: CB&A begins drafting the position description and recruitment profile for publications and prospective candidates. March 26th: CB&A submits the draft of the full recruitment profile to the City for its review. Comments will be due back by April 1st. Phase II: Recruiting April 7th: CB&A posts the full recruitment profile on its website and submits it to the appropriate publications. It is also e-mailed to over 8,600 local government professionals. April 25th: Closing date for submission of applications. April 26th: CB&A begins screening the candidates. April 30th: CB&A reports the results of the recruitment to the Elected Officials electronically. Phase III: Screening, Reference Checks and Credential Verification May 9th: CB&A forwards its preliminary candidate report and materials to the City. These will include the candidates’ resumes, the candidate introduction, and the results of our Internet/newspaper archives results. May 13th: CB&A reviews the semi-finalists’ qualifications with the City officials. City officials select candidates for complete background checks. Section V: Implementation Plan and Timetable (continued) -29- June 2nd: CB&A forwards complete background checks and candidate profiles to the City for its review before interviews. June 9th: City selects / confirms finalists. Phase IV: Interview Process Coordination and City Manager Selection June 20th: City holds reception for the finalists. June 21st: One-on-one and full Council Interviews. June 23rd: City selects its next City Manager. Phase V: Negotiation, Warranty & Continuing Assistance Post-Selection: CB&A works with City representatives and the selected candidate on an Employment Agreement. Typically this process takes a week before a contract is ready to be ratified. CB&A will stay in touch to ensure the elected officials’ relationship with the new City Manager is a strong one. VI. Proposed Project Staff -30- Project Team and Involvement Colin Baenziger & Associates is an experienced recruiting firm which strongly believes that the majority of the search work should be conducted by one knowledgeable person. Colin Baenziger will be that person—he will serve as your project manager. He will conduct the interviews with the elected officials, search for strong candidates, discuss the position with those candidates, recruit them, conduct the interviews with the candidates, conduct the background investigations, oversee the interview process, and assist with the contract negotiations. In addition to fifteen years as a consultant, Mr. Baenziger spent ten years in government as a senior manager. Overall, he has been the firm’s Project Manager for more than one hundred and twenty five city and county manager searches. Tom Andrews, senior vice president, will be the Deputy Project Manager and support for Mr. Baenziger. Mr. Andrews will assist in virtually every aspect of the search effort but will focus on the search for strong candidates and candidate evaluation. Mr. Andrews served as County Administrator for Fulton County, Georgia, Chief Administrative Officer for Anne Arundel County, Maryland, and in high-level state government positions in Maryland. David Collier, senior vice president, will serve as the recruitment manager and assist with the identification and screening of candidates. He has over thirty years of experience as a senior level local government manager in several states including Maryland. He is a past president of the Maryland City Managers Association and the Florida Association of County Administrators. Sean Baenziger, Vice President, will serve as deputy recruitment manager and assist with some of the client liaison. He has over ten years of total experience with CB&A and in local government. He earned his Bachelors of Science degree in Psychology from Brigham Young University and his Masters of Social Work from the University of Utah. Kathyrn Knutson, Vice President for Operations, will be responsible for coordinating the advertising and production of the materials we will present to you as described in the Recruitment Approach. Colin Baenziger Tom Andrews Project Manager Deputy Project Manager David Collier Kathyrn Knutson Recruitment Manager Operations Manager Sean Baenziger Research Associates Deputy Recruitment Manager VI. Proposed Project Staff (continued) -31- Colin Baenziger, M.P.A. Principal Colin Baenziger is a student of local government and responsible for the executive recruitment functions at Colin Baenziger & Associates. Over the years, he has worked with a number of cities on recruitments and on management, operational, and organizational issues. As a former manager and someone who actively consults with governments, he understands what it takes to do the manager’s job effectively. Furthermore, because he is active in a number of professional associations, he knows many of the nation’s managers on a first-name basis. Some of Mr. Baenziger’s searches for local governments include:  City Manager, Coral Gables, FL (population 42,000)  City Manager, Cottonwood Heights, UT (population 34,000)  City Manager, Fife, WA (population 8,200)  City Manager, Fayetteville, NC (population 208,000)  Village Manager, Key Biscayne, FL (population 11,000)  Economic Development Director, Loudoun County, VA (population 326,000)  Community Development Director, Miami, FL (population 373,000)  Borough Manager, Matanuska-Susitna Borough, Alaska (population 88,000)  City Manager, Mount Dora, FL (population 12,000)  County Manager, Clackamas County, OR (population 380,000)  City Manager, Palm Coast, FL (population 51,000)  City Manager, Portland, ME (population 65,000)  City Manager, Roanoke, VA (population 96,000)  City Manager, Tacoma, WA (population 200,000)  General Manager, Tampa Bay Water Authority (serving a population of 2.4 million)  County Manager, Union County, NC (population 290,000) Other recent efforts include a strategic planning session for the Florida Association of Special Districts, an operational review of Tamarac’s water utility, a business practices review for a division of Martin County government, an operational reconciliation for Palm Beach County Water, development of an automated system to pay royalties to featured recording artists for the Recording Industry Association of America, and a review of financial procedures for a division of the Marriott Corporation. Mr. Baenziger has a master’s degree with distinction in public administration from Cornell University’s Graduate School of Management, and a Bachelor of Arts degree from Carleton College. He is also active in the International City Management Association and the Florida City and County Management Association. He has also been called upon frequently to speak at conferences of the Utah and Florida City/County Managers ’ Associations, and the Florida Public Personnel Association. VI. Proposed Project Staff (continued) -32- Tom Andrews, M.S. Senior Vice President Tom Andrews is CB&A’s management guru. With over thirty years management experience in federal, state and local governments, he has been there, done that. With his no-nonsense approach to problem-solving and his keen ability to recognize management talent and leadership potential, he is an asset to any client. His talent for mentoring has resulted in former employees occupying senior local government positions from Maryland to Florida. In addition to his comprehensive and successful experience as a generalist, Tom possesses technical expertise in water resources management, environmental regulation, and public health programming. Some of the top leadership positions that Tom has held include: County Manager of Fulton County, GA; Chief Administrative Officer for Anne Arundel County, MD; Deputy Secretary, Maryland Department of the Environment; Assistant Secretary, Maryland Department of Natural Resources; Director, Maryland Water Resources Administration; and Chief of Staff for Maryland Acting Governor Blair Lee III. Some of the many recruitments Tom has been involved in for CB&A are:  Borough Manager, Matanuska-Susitna Borough, Alaska (population 88,000)  Director, Watershed Management, DeKalb County, GA (population 691,900)  City Manager, Fife, WA (population 8,200)  City Manager, Greensboro, NC (population 259,000)  City Manager, City Attorney and Planning Director, Roanoke, VA (population 96,000)  County Manager, Brevard County FL (population 536,000)  Deputy City Manager, Durham, NC (population 220,000)  Director, Economic and Workforce Development, Durham NC (population 220,000)  Budget Director, St. Petersburg, FL (population 248,000)  Director of Economic Development for Loudoun County, VA (population 326,000) In addition, Tom has conducted numerous leadership seminars for state and local government mid- level managers. Tom earned his Bachelor of Science in biology from Miami University in Oxford, Ohio, and his master’s in natural resources administration from the Institute of Public Administration of the University of Michigan. He has been a member of the Georgia County-City Managers Association, the Association of County Commissioners of Georgia, and the National Association of Counties. Tom has also served as President of the Maryland Association of County Health Officers, Member of the Anne Arundel County YMCA Board of Directors, and President of the Providence Center Board of Directors, a non-profit agency serving the developmentally disabled. VI. Proposed Project Staff (continued) -33- Dave Collier, M.P.A. Senior Vice President Dave Collier brings to the client over thirty years of management experience in county and city government. Since there is not much that he has not seen previously, Dave quickly produces efficient and effective solutions to problems for his clients. One of Dave’s specialties is executive search. With his many years of experience, he can quickly find the right person to join your senior staff or to be your department head. He also has successfully conducted organizational reviews, team building sessions, and strategic planning workshops. He has developed strategies and action plans for coping with the tough financial problems that local government often experience. Dave has overseen the recruitment and selection of:  County Manager, Brevard County FL (population 536,000)  City Manager, Coral Gables, FL (population 42,000)  City Manager, Cape Canaveral, FL (population 10,200)  City Manager, Dania Beach, FL (population 28,000)  City Manager, North Miami, FL (population 62,000)  City Manager, Orange City, FL (population 10,200)  City Manager, West Melbourne, FL (population 15,000)  City Administrator, West Park, FL (population 12,000)  Finance Director for Tamarac, FL (population 55,500)  Police Chief, St. Augustine Beach, FL (population 6,200) While serving as City Manager of Stuart, Florida for 14 years, he improved the professionalism of City Department Heads and staff through an emphasis on professional development and team building. He also used his hands-on management style to emphasis the need for effective project management and maintaining tight timelines which showed citizens that the city government was effectively managed and had a strong commitment to its customers. Prior to serving in Stuart, Dave was a County Manager in Florida, Kansas, and Michigan. He also has extensive experience in local government consulting. Mr. Collier earned his Bachelor of Arts degree in economics and his master’s degree in public administration from the American University in Washington, D.C. He was a member of the International City/County Management for over thirty years and served as President of the Maryland City Managers Association and the Florida Association of County Administrators. Mr. Collier is involved in his community as a member of the City of Stuart ’s CRA Advisory Board and as a Director of Stuart’s Main Street Association. VI. Proposed Project Staff (continued) -34- Kathyrn Knutson Vice President for Operations Ms. Knutson is a skilled professional with a wealth of public and private sector experience. Her particular expertise is in special projects, compensation surveys, and background checks for our executive search candidates. She feels that each client must be properly served, and that can only be done by devoting her utmost attention to their particular concerns and by finding creative ways to solve their problems. In her book, the client comes first. Since beginning her working relationship as a subcontractor with Colin Baenziger & Associates, Ms. Knutson has been involved in virtually every executive search the firm has conducted. Some of the more notable searches include:  Public Works Director, Chandler, AZ (population 250,000)  City Manager, Town of Bay Harbor Islands (population 5,200)  City Manager, Coral Gables, FL (population 42,000)  City Manager, Cottonwood Heights, UT (population 34,000)  City Manager, Cutler Bay, FL (population 35,000)  City Manager, Fife, WA (population 8,200)  City Manager, Greensboro, NC (population 259,000)  City Manager, Homestead, FL (population 59,800)  Village Manager, Key Biscayne, FL (population 11,000)  City Manager, City of Marathon, FL (population 11,500)  Village Manager, Village of Palmetto Bay, FL (population 24,000)  City Manager, Portland, ME (65,000)  City Manager, Roanoke, VA (population 96,000)  City Manager, City of West Melbourne, FL (population 15,000) As noted, a major part of Ms. Knutson’s work has been on special projects. For example, she is responsible for the firm’s annual City Manager compensation survey and also has worked with Palm Beach County Water Utilities reviewing a portion of its b illing database. The utility’s concern was possible under-billing, and our work involved a review of billing records for reasonableness and consistency, as well as extensive work in the field. Thanks to Ms. Knutson’s work, the Utility recovered our fee several times over. Ms. Knutson’s prior employment includes stints with Palm Beach County’s Department of Building, Planning, and Zoning, and with the County Health and Rehabilitative Services. She has also worked with the State of Florida’s Department of Corrections and with the State’s Department of Employment Services. She has also been involved with a number of private and non-profit concerns, such as the Visiting Nurses Association and Oakwood Mental Health Center of the Palm Beaches. Ms. Knutson has an associate’s degree in business education from West Georgia College in Carrollton, Georgia. Kathyrn currently resides in Oneida County, WI. VI. Proposed Project Staff (continued) -35- Sean Baenziger, M.S.W., L.C.S.W., EMT-P Vice President Sean Baenziger brings a strong background in research and analysis to CB&A. As a former Firefighter Paramedic and current Licensed Psychotherapist, he has ten years of experience working with state and local governments through public and private sector organizations. Since joining CB&A in 2004, his incisive ability to promptly get to the heart of a problem and accurately assess the facts have led him to quickly become the firm’s background check guru. His experience and training allow him to rapidly determine which candidates are the right fit for your organization. Since beginning his work with the firm, Mr. Baenziger has been involved as a background specialist in virtually every search CB&A has conducted. Notable examples include:  City Manager, Yakima, WA (population, 91,000)  Village Manager, Key Biscayne, FL (population 11,000)  City Manager, Key West, FL (population 25,000)  City Manager, Tacoma, WA (population 200,000)  Town Manager, Bay Harbor Islands (population 5,200)  City Manager, Coral Gables, FL (population 42,000)  City Manager, Portland, ME (population 65,000)  City Manager, Roanoke, VA (population 96,000)  City Manager, Cottonwood Heights, UT (population 34,000)  City Manager, Cutler Bay, FL (population 35,000)  City Manager, Fife, WA (population 8,200)  City Manager, Greensboro, NC (population 259,000)  Village Manager, Palmetto Bay, FL (population 24,000)  County Manager, Clackamas County, OR (population 380,000) As noted, the majority of Mr. Baenziger’s work has come in the form of background examinations with the firm. Due to his extensive psychological training, he is quickly able to assess candidates’ personalities and styles and determine if there are concerns in their past as well as if the candidates would be a good fit for CB&A’s clients. In the past Mr. Baenziger has served in a variety of municipal capacities such as being a consultant for several private sector agencies with contracts with the State of Utah’s Division of Child and Family Services, as well as playing a principal role in the revision of North Port Fire Rescue District’s Infection Control Plan. Mr. Baenziger obtained his bachelor’s degree in psychology from Brigham Young University and his master’s degree in social work from the University of Utah. He is a certified Firefighter/Paramedic in both Florida and Utah. He currently resides in Wellington, FL. -36- More CB&A Clients… City of Fruitland Park, FL City of Leesburg, FL City Manager City Manager City of Fife, WA City of Hallandale Beach, FL City Manager City Manager -37- More CB&A’s Clients City of Portland, ME City of West Palm Beach, FL City Manager Deputy City Manager for Utilities, Parks & Recreation Director, Fire Chief, Employee Relations Manager City of Albany, GA City of Durham, NC City Manager Deputy City Manager – Community Building Director - Economic and Workforce Development VII. Fee and Warranty -38- Fee CB&A offers a firm, fixed fee of $19,000 (which covers all of our firm’s costs - staff time, travel, advertising), and then $750 per finalist comprehensive background check we conduct. CB&A affirms that the City will only pay CB&A the agreed upon fee. CB&A has never asked for any additional fees from any client. The only other costs the City will be responsible for are the costs associated with the candidates’ (and spouses’, if invited) travel, accommodations, and meals for the interview process. This fee structure is advantageous to both the City and CB&A: the City can have a certain amount of flexibility in the overall price of the search and can decide exactly what it will pay, and CB&A will not need to track of every minor expense. We will bill the fee as the phases are completed and according to the following schedule: Phase I: Needs Analysis / Information Gathering $3,500 Phase II: Recruiting $9,000 Phase III: Preliminary Screening $2,500 Phase IV: Full Background Checks (per candidate selected for interview) $750 Phase V: Interview Process Coordination and City Manager Selection $2,500 Phase VI: Negotiation and Continuing Assistance $1,500 As an aside, our fees are not scientifically calculated. Instead they are based on average costs and have been found to provide the firm with a reasonable profit. If the City asks us to perform work that is clearly beyond the scope of this proposal, it will be billed at a rate of $125 per hour. No such work will be performed without your written authorization. Please note that we have neither billed nor requested additional funds beyond our originally quoted fee even when we have been entitled to it. Warranty Colin Baenziger & Associates offers the best warranty in the industry. We can offer it because we have confidence in our work. Provided the City instructs us with conducting a full search and assuming it selects from among the candidates we recommend, we warrant the following: 1) We will not approach the selected candidate for any other position as long as the individual is employed by the City. 2) If the selected individual leaves for any reason other than an Act of God (such as total incapacitation or death) within the first year, CB&A will repeat the search at no charge for our services. If the selected individual leaves for any reason other than an Act of God in the second year, CB&A will repeat the search for the cost of expenses only. 3) If you are not satisfied with the candidates we present, CB&A will repeat the search until you are satisfied. 4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the contract is executed.