Search-Springsted Response
Proposal
City of Atlantic Beach, Florida
Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
February 28, 2014
LETTER OF TRANSMITTAL
A RFP DOCUMENT AND ADDENDA ................................................... 1
B GENERAL DESCRIPTION OF THE FIRM .......................................... 2
History and Leadership ............................................................. 2
Qualifications .......................................................................... 3
Organizational Structure ............................................................ 3
Our Philosophy and Service Approach ......................................... 4
C PERSON SERVING AS POINT OF CONTACT AND MANAGING
DAILY OPERATIONS FOR THE CITY ............................................... 6
A: Position Analysis ................................................................. 6
B: Recruitment and Preliminary Screening ..................................... 8
C: Identification of Semi-Finalists................................................... 9
D: Selection of Finalists/Candidate Presentation ................................ 9
E: Interview Coordination/Employment Negotiation .......................... 10
D VERIFIABLE REFERENCES FROM SIMILAR ASSIGNMENTS ............ 11
Complexity and Scope ............................................................ 11
E IMPLEMENTATION PLAN AND TIMELINE ...................................... 14
Proposed Work Schedule ......................................................... 14
Ongoing Services ................................................................... 14
No Solicitation Policy ............................................................... 14
Quality and Timelines .............................................................. 15
Compliance with Laws and Ordinances ......................................... 15
Proven Effective Search Process .............................................. 15
F QUALIFICATIONS AND EXPERIENCE OF KEY STAFF MEMBERS ..... 16
Staff and Experience .............................................................. 16
G COST OF SERVICES .................................................................. 18
Position/Community Profile Fee ................................................ 19
Ad Prep and Placement Fee .................................................... 19
Assessment Center ................................................................ 19
Development and Administration of Community Survey .................. 19
Coordination of More Extensive Community Meetings .................... 19
Optional or Additional Services Fees .......................................... 19
Insurance Exceptions ............................................................. 20
FULL RFP DOCUMENT .............................................................. APPENDIX I
CITY’S REQUIRED FORMS ........................................................ APPENDIX II
EXAMPLE POSITION PROFILE ................................................. APPENDIX III
RESUMES ................................................................................ APPENDIX IV
Mission Statement
Springsted provides high quality, independent financial
and management advisory services to public
and non-profit organizations, and works with them
in the long-term process of building their communities
on a fiscally sound and well-managed basis.
Table of Contents
COVER / INTRODUCTORY LETTER
February 28, 2014
Ms. Catherine Berry, J.D., Director of Human Resources
City of Atlantic Beach
City Hall
800 Seminole Road
Atlantic Beach, Florida 32233
Re: Request for Proposal to Provide Executive Recruiting Services for the Position of City
Manager, RFP No. 14-06
Dear Ms. Berry:
The following information has been prepared in response to the City of Atlantic Beach’s January 27,
2014 request for proposals requesting a proposal seeking professional executive search services.
Springsted has extensive experience conducting executive searches for local governments in the Mid-
Atlantic and nationally. Our firm has helped a wide variety of cities, towns and counties find and hire
new managers and department heads whose skills and management styles are compatible with the
community’s needs. We are especially proud of our record in the Mid-Atlantic, particularly in helping
communities of similar size and demographic features to the City of Atlantic Beach.
In the recent past, we have concluded or are working on executive searches in the cities of with diverse
utility systems such as Salisbury, North Carolina (Fiber), Manassas, Virginia (electricity, water, sewer),
Bristol, Virginia (water, sewer, fiber), High Point, North Carolina (water, sewer, electricity). In addition,
we have worked with state capital cities, such as St. Paul, Minnesota, Raleigh, North Carolina and
Hartford, Connecticut as well as a host of other cities, counties and towns. A list of searches conducted
since 2004 is included in Appendix II of the proposal for your review.
Springsted has extensive knowledge of the challenges and pressures facing local governments and the
impact of changing economic landscape on their operations and abilities to function effectively. The
search team assigned to the City of Atlantic Beach has experience conducting successful searches and
other related local government projects throughout the country. Through this experience, we have
gained significant insight into the inner workings of municipal government and the issues they face in
today’s challenging environment.
We recognize that the executive search the City will soon conduct will be the first search that has taken
place for the City Manager’s position in many years and that the Commission wishes to embark in a new
direction. We have worked with numerous communities that are similarly facing the replacement of a
Springsted Incorporated
1564 East Parham Road
Richmond, VA 23228-2360
Tel: 804-726-9748
Fax: 804-726-9752
Email: advisors@springsted.com
www.springsted.com
General Description of the Firm 2
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
B. General Description of the Firm
Corporate Office: Springsted Incorporated
360 Jackson Street, Suite 300
Saint Paul, Minnesota 55101
651-223-3000 Office
651-223-3002 Fax
Main Project Office: Springsted Incorporated
1564 East Parham Road
Richmond, Virginia 23228
804-726-9748 Office
804-726-9752 Fax
Incorporated: April 1, 1959 in the State of Minnesota
Registration Numbers: EIN#/TX#: 41-1754318
SCC#: F145297-0
History and Leadership Springsted is one of the largest and most established independent public
sector advisory firms in the United States. For nearly 60 years, we have
continually grown in the range of our client relationships, the
comprehensiveness of our services and our prominence within the
industry. Our managed growth is focused on providing clients with a
balance of national perspective and local expertise.
Springsted is a certified Women Business Enterprise (WBE) with the City of
Saint Paul, Minnesota. Three employee-owners lead Springsted. Our
headquarters are located in Saint Paul, Minnesota, with additional offices
located close to our clients throughout the Midwest and Mid-Atlantic states.
Springsted’s work in the Mid-Atlantic states began with implementing
higher education financings in the early 1970s. Since then, our long-term
commitment to the region has grown along with the range of services
offered to local governments, independent authorities, state agencies and
non-profit organizations as they work to overcome increasingly complex
and far-ranging financial, economic development, human resource and
management issues and problems. In 2000, Springsted solidified its
commitment to the region through its merger with a well-known and highly
regarded financial advisory and management consulting firm based in
Virginia Beach, Virginia. Our office in Richmond, Virginia serves clients
throughout the East Coast and surrounding areas.
General Description of the Firm 3
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
Qualifications As management consultants, and because we understand the financial,
operational and administrative aspects of local governments, Springsted
plays an important role in helping clients derive the greatest benefit from
their resources while increasing their efficiency and effectiveness. In
response to the growing requirements facing our clients, we broadened
our range of advisory services to include our Management Consulting
Services Group, services that were enhanced through our merger with
Municipal Advisors Incorporated.
Extensive knowledge and experience in the fields of municipal management,
municipal finance, personnel and local government operations are Springsted
hallmarks. Each team member has several years of local government
experience in a variety of areas of expertise. This experience helps us
recognize the unique qualities of each local government client, thus
improving the quality and relevance of our studies. The fact that the firm has
provided management consulting services to numerous counties, towns and
cities in the area and has an office in Richmond, Virginia, provides us with a
good knowledge base for identifying candidates who may best deal with the
issues facing Atlantic Beach.
Organizational Structure The organization of our staff is based on five principles designed to
benefit our clients:
Our staff of over 65 professionals is aligned both geographically
and within specialty service areas
Our clients can work with one advisory firm to effectively address
all of their capital and operational financial needs
With a team-based approach to service, our clients are assured that
more than one professional is familiar with their individual situation
Our basic work processes have been refined over many years of
continued research and development. They are customized and
reviewed throughout the process of addressing individual,
financing so clients are assured that they will receive creative,
quality final products, tailored to their individual needs
Reliance on tested, well-conceived and well-managed processes,
our services are delivered at cost-effective levels
Within Springsted, our staff is organized within four divisions, with three of
those divisions working directly with clients. They include the following:
Springsted Incorporated
Client Development Management
Consulting Services Administration Public Finance
Services
General Description of the Firm 4
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
Client Development
Our client representatives, working on-site with our clients comprise this
division. The division is further organized into geographically- or
specialty-based groups, including:
Central Public Education
Mid-Atlantic Specialty Finance
Upper Midwest Investment Services
National Higher Education and Non-profit
Public Finance Services
This division contains our technical professionals in the public finance
field. A number of them, incorporating several areas of discipline, are
assigned to your finance team.
Management Consulting Services
This division provides consulting services not directly related to public
finance. It is further divided into Operational Finance and Planning,
HR/Organizational Management, Housing and Economic Development
and Quantitative Analysis groups.
Administration
This division provides administrative and operational support. Two of
the internal support areas within this division directly complement our
client-orientated divisions: our Resource Center and Information
Services (IS) departments.
Our Philosophy and Our service philosophy is based on our mission statement and the fact
Service Approach that an individual service must complement the client’s overall
environment. Our service delivery is based on the central principles of
our mission statement: high quality, independence, the long-term
process of building communities and fiscally-sound and well-managed
results. Our individual services are linked to consider the overall client
environment. Our services fall into one of three categories: Planning
and Strategy, Funding and Implementation and Management and
Performance. Our categories reflect the hallmarks of good management
and governance. They ensure the services are well thought out, properly
executed and monitored for long-term performance. Our philosophical
approach builds long-term relationships and our clients’ communities.
Springsted is unique among advisors in the range and quality of its total
service offerings. With a foundation in public finance, Springsted has
expanded its services to include all related financial and management
areas. These “Specialty Service Areas” include operational finance,
housing and economic development, investments, as well as
organizational management and human resources.
General Description of the Firm 5
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
This service approach permits us to focus our dedicated specialty
professional resources within the larger entity perspective. This
approach ensures solutions satisfy both the immediate project objectives
and the overall goals of our clients.
This comprehensive approach is reflected in our five service areas:
Public Finance Services
Housing and Economic Development
Services
Operational Finance and Fiscal
Planning Services
Investment Services
(these services are provided through our
wholly-owned subsidiary, Springsted Investment
Advisors Incorporated)
Organizational Management and
Human Resources Services
Person Serving as Point of Contact and Managing Daily Operations for the City 6
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
C. Person Serving as Point of Contact and Managing Daily Operations for the City
Main Project Office: Springsted Incorporated
Mr. John A. Anzivino, Project Manager
1564 East Parham Road
Richmond, Virginia 23228
Office: 804-726-9748
Fax: 804-726-9752
E-mail: janzivino@springsted.com
Time Project Office has been at Location: 6.5 years
The following project approach and methodology is recommended for
recruiting and selecting a new City Manager for the City of Atlantic Beach.
We recognize that in a City with the status, complexity and diversity which
Atlantic Beach enjoys, that the Commission has a wide range of activities
in which they are engaged. We are also aware from prior experience that
priorities shift and time commitments are difficult to schedule without
careful planning. To this end we are prepared to devote necessary resources
to the search process to accommodate the Mayor and Commissioner’s
schedules and to meet their needs without hesitation.
We would be willing to modify our approach and time schedule as
requested by the Commission. We can provide the services described in
the City’s RFP, and noted in detail below, without delay or interference.
A. Position Analysis Springsted will meet with the Mayor and Commissioners, Executive
Search Project Manager and other key staff to establish working
relationships; define and refine the project’s scope, procedures and
timetable; and develop and review the materials and details required to
successfully complete the project.
Individual interviews will be conducted with each member of the
Commission and key staff and community leaders (if desired by the
Commission) to determine the specific duties and responsibilities of the
position, as well as individual expectations concerning desirable training,
experience, professional and personal characteristics of candidates for the
position. Additionally, each member of the Commission will be asked to
complete a Personnel Selection Profile questionnaire that will provide
specific information about their expectations of the successful candidate.
Since the City has developed a strong and highly professional
management team, we would also suggest that key department heads be
involved in the profile development process to gain insight into their
needs and expectations concerning the City’s new Manager.
Person Serving as Point of Contact and Managing Daily Operations for the City 7
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
Springsted team members will meet with the City’s current department
heads and identified key staff to obtain information from concerning key
issues that the City will be facing in the next several years and the
management skills and abilities necessary to best fit the City’s needs
from an internal and administrative perspective. In addition, upon
discussion with and final determination by the Mayor and Commission,
Springsted staff will conduct two community meetings representing
various segments of the community (i.e. citizens, business community or
Chamber of Commerce, non-profits, etc.) to obtain a wider range of
views from those deeply invested in the community. Springsted will
work with the attendees to obtain their views in regard to the personal
philosophies, qualities, knowledge, skills and abilities the successful
candidate must possess to succeed in the City of Atlantic Beach. In lieu
of public meetings, Springsted would interview up to twenty (20)
community leaders and citizens identified by the Board to determine the
qualities and skills needed by the City’s next Manager.
Springsted can also provide alternative public participation mechanisms,
such as conducting community wide meetings and/or development and
administration of an electronic opinion survey, to determine the qualities
and skills needed by the City’s next Manager, should the Commission
desire. We are experienced in successfully developing and implementing
each of these options and are flexible in determining the vehicle(s) which
best meet the City’s needs. Each of these items would be priced at time
of discussion with the City and estimated costs are included in the
pricing section of the proposal.
At this stage of the process, Springsted will also conduct compensation and
benefits analysis for the position to ensure that the estimated salary range
and benefits package for the new City Manager is competitively priced. We
find this a valuable and informative exercise for many local governments
who have long term managers who are departing since many longer term
managers have become comfortable within the community and have not
maintained market competitiveness due to their tenure.
After the results of the interviews and questionnaires are analyzed and
summarized, the consultants will prepare and submit a position profile to the
Mayor and Commission for review and comment. The Position Profile will
serve as the primary document, which both Springsted and the Commission
will utilize to measure the candidates qualifications to serve the City.
A City profile describing the City, a position profile, job criteria and
employment conditions and parameters will be discussed, reviewed and
developed. This profile is provided to the City in Word format and is
used by many counties and cities for marketing and recruiting purposes
upon conclusion of the search. Examples of position profiles are
included in Appendix III.
Person Serving as Point of Contact and Managing Daily Operations for the City 8
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
B. Recruitment and Springsted will initiate a comprehensive search and recruitment process,
Preliminary Screening based upon Board direction. Announcements detailing the City Manager
position will be published on the International City Management
Association (ICMA), National Association of Counties (NACO), National
League of Cities (NLC), American Society for Public Administration
(ASPA), Florida League of Cities, various state associations of cities and
Springsted websites and newsletters, along with designated local and other
professional publications within budgetary limits. In addition, Springsted
representatives will identify and make direct contact with potential
candidates from around the country who meet the minimum requirements
of the City’s approved profile.
Because the most qualified candidates may not be actively searching
for a new position, our search teams actively reach out to candidates
to make them aware of the availability of positions that they may
have interest in. Springsted will distribute the City’s community and
position profile to potential candidates identified earlier by personal
contact, direct mail and/or e-mail. We will invite them to apply and
work to actively recruit them to the candidate pool. As a professional
search firm, our professionals have the latitude to make direct contacts
with qualified professionals that may otherwise disturb local or regional
relationships should they be carried out by City officials. Although the
position will be publicly advertised, many of the most qualified
applicants will not respond to a public announcement unless invited.
Our knowledge of, and volume of work in, localities throughout the
United States and our contacts through six geographically dispersed
offices gives us significant insight into those individuals who may have
an interest in the City and who may best meet the City’s desired
qualifications, personality and established organizational culture.
In each executive search performed Springsted makes significant efforts
to personally reach out to potential candidates and has a positive record
of attracting a diverse pool of applicants; in gender, race and ethnic
background. Our efforts include reaching out to and working with a wide
variety of organizations such as the National Forum for Black Public
Administrators, the National Society of Hispanic Professionals and the
numerous organizations and chapters of public administration
organizations devoted to women local government managers. Over our
most recent thirty searches (30), fifteen percent (15%) of the finalists
were identified as minority candidates.
Springsted has also established a reputation among local government
professionals for handling searches discreetly and confidentially, so as
not to jeopardize current employment arrangements. This reputation
removes a possible barrier for prospective candidates with good
employment situations. This is important because the City will want to
attract those individuals to the process.
Person Serving as Point of Contact and Managing Daily Operations for the City 9
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
The consultants will receive, acknowledge, review and screen each
application we receive based on the criteria developed with the City.
The information contained in the applications and resumes, and our
knowledge of the organizations for which the applicant works, will also
be evaluated.
Springsted will provide timely acknowledgment and periodic status reports
by personal letter to all applicants on behalf of the City.
C. Identification of Springsted will identify the candidates whose qualifications most closely
Semi-Finalists match the criteria established by the Mayor and Commission and analyze
and assess the professional and personal qualifications and achievements
of each. We will carefully match their credentials with the selection
guidelines and the position specifications.
The consultants will interview each of these candidates to verify and
expand on the written data submitted and to ensure the candidates’ real
and continuing interest in the position. Preliminary and discreet
reference checks will be made with individuals who are knowledgeable
about the candidate.
Background checks, as requested by the City, will be conducted,
utilizing our retained investigator, and will include criminal, credit and
credential verification. Personal and professional reference checks from
professional associates and others, as appropriate, will be performed.
The semi-finalists will also be requested to submit references. These
references will be contacted, but Springsted will also conduct inquiries
from independent sources.
The consulting team will carefully check the background of each semi-
finalist. To date, no candidate recommended by Springsted has been the
subject of a criminal or ethics violation investigation.
D. Selection of Finalists/ A report covering all applicants will be prepared and Springsted will
Candidate Presentation recommend, with written justification, the ten (10) to fifteen (15) finalists
who most closely meet the City’s specifications. Each candidate will be
interviewed at length to determine if their skills and experience match the
City’s profile and to determine the level of interest each candidate has in
the City of Atlantic Beach. More detailed background checks will also
be conducted on each finalist to ensure they have no significant issues
outstanding in former communities they may have served. Springsted
will speak directly with individuals who are, or have been, in positions to
evaluate each candidate’s performance on the job.
Person Serving as Point of Contact and Managing Daily Operations for the City 10
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
As part of the final report Springsted will also prepare, for the Mayor and
Commissions’ review, a list of questions that relate to current City issues
and submit them to the finalists for written response. These responses
will be included in the final report and will provide the Commission with
an opportunity to evaluate the candidates’ writing abilities, analytical
skills, problem solving and research abilities.
The report submitted to the City will include a professional profile of each
candidate’s qualifications, an assessment of his/her background, candidate
biographies and references. The consultants will meet with the Mayor and
Commission to present and discuss the recommendations, provide
background information and assist in determining those candidates who are
best qualified for consideration for appointment to the position of City
Manager. Springsted will share the names and credentials for all
candidates, at this stage, as requested by the Commission.
E. Interview Coordination/ Springsted will assist the City in designing the interview and selection
Employment Negotiation process with the Commission. Interview procedures will be
recommended and sample interview questions developed. The
consultant will coordinate the scheduling of finalists for interviews and
will attend and participate in the interviews, if requested. In numerous
searches, we have used a multi-tiered interview approach to provide the
governing body with input from the business community, community at
large and governmental staff. We would be pleased to assist the Mayor
and Commission in discussing and determining what level of citizen and
community involvement, if any, best fits the needs of the City as part of
our basic proposal and facilitating a broader interview process, if this is
the chosen course of action by the Mayor and Commissioners.
At the final stages of the process for the top candidate(s), Springsted will
arrange and participate in a thorough, on-site evaluation of the candidates
at their current work location. In the past we have developed procedures
for Commission members to personally meet their counterparts,
department heads, other elected officials and community leaders in the
chosen candidate(s) community to verify their management style,
personality characteristics, etc. In addition, Springsted has employed a
variety of personality tests to ascertain the ‘fit’ of the candidate with the
organization and can arrange to do so if the City feels such testing would
add value to the selection process and suitability of the final candidate(s).
When the Commission has identified the most desirable candidates,
Springsted will assist in the negotiation of final employment parameters,
benefits and salary. This is a service we typically perform for our local
government clients as they bring the process to a close. When a final offer
has been made and accepted by the successful candidates, Springsted will
notify all other applicants by personal letter of the Commissions’ action.
Verifiable References from Similar Assignments 11
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
D. Verifiable References from Similar Assignments
Complexity and Scope City of Newport News, Virginia
Dr. McKinley L. Price, Mayor
2400 Washington Avenue
Newport News, Virginia 23607
757-926-8618
mayorsoffice@nngov.com
Executive Search (2013)
City Manager
Springsted completed an executive search for the position noted above. Newport
News consists of 183,311 citizens with an annual budget of $748 million – and a
workforce of 3,000. Total cost for the search was $19,400 for professional fees
and $4,700 of reimbursable costs for advertising, travel, etc.
City of Raleigh, North Carolina
The Honorable Nancy McFarlane, Mayor
City Hall
222 W. Hargett St.
Raleigh, North Carolina 27601
919-996-3050
nancy.mcfarlane@raleighnc.gov
Executive Search (2013)
City Manager
Guilford County, North Carolina
Mr. William Bencini, Board Chair
PO Box 8618
Greensboro, North Carolina 27419
(336) 885-9420 – Home Number
(336) 859-2052 – Office umber
bbencini@aol.com
Executive Search (2012-2013)
County Manager
Springsted completed an executive search for the position noted above. Guilford
County consists of 488,406 citizens with an annual budget of $1.8 billion – and a
workforce of 3,000 full-time and 1,000 part-time employees. Total cost for the
search was $19,400 of professional fee and $4,700 of reimbursable costs for
advertising, travel, etc.
Verifiable References from Similar Assignments 12
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
Hennepin County, Minnesota
Mr. Mike Opat, Commissioner
300 S. 6th St.
A2400 Government Center
Minneapolis, Minnesota 55487
612-348-7881
mopat@co.hennepin.mn.us
Executive Search (2013)
County Manager
Springsted completed an executive search for the position noted above.
Hennepin County consists of 1,116,200 citizens with an annual budget of $1.8
billion – and a workforce of 10,504. Total cost for the search was $19,100 for
professional fees and $3,100 of reimbursable costs for advertising, travel, etc.
Ramsey County, Minnesota
Ms. Gail J. Blackstone, Director of Human Resources
50 West Kellogg Boulevard, Room 430
Saint Paul, Minnesota 55102
651-266-2737
gail.blackstone@co.ramsey.mn.us
Executive Search (2003)
County Manager
Springsted completed an executive search for the position noted above. Ramsey
County consists of 511,035 citizens with an annual budget of $875 million – and
a workforce of 3,816. Total cost for the search was $22,810 for professional fees
and $4,600 of reimbursable costs for advertising, travel, etc.
Arlington County, Virginia
Ms. Marcy Foster, Director of Human Resources
2100 Clarendon, Boulevard
Arlington, Virginia 55102
703-228-3443
Mfoste@arlingtonva.us
Executive Search (2000-2011)
County Manager
Various staff positions
Springsted completed an executive search for the position noted above. Arlington
County consists of 207,607 diverse citizens with an annual budget of $1.7 billion
– and a workforce of 3,400. Total cost for the search was $19,750 for
professional fees and $4,800 of reimbursable costs for advertising, travel, etc.
Verifiable References from Similar Assignments 13
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
City of Chesapeake, Virginia
Mr. Dalton S. Edge, Former Mayor
306 Cedar Road, Sixth Floor
Chesapeake, Virginia 23322
747-382-6151
Executive Searches (2007)
City Manager
Springsted completed an executive search for the position noted above.
Chesapeake consists of 228,210 citizens with an annual budget of $906 million –
and a workforce of 3,607. Total cost for the search was $19,400 for professional
fees and $4,700 of reimbursable costs for advertising, travel, etc.
City of Fayetteville, North Carolina
The Honorable Anthony Chavonne, Mayor
433 Hay Street
Fayetteville, North Carolina 28301
910-433-1992 or 910-433-2171
tony@chavonne.net
Executive Search (2006)
City Manager
Springsted completed an executive search for the position noted above.
Fayetteville consists of 205,678 citizens with an annual budget of $ 506 million –
and a workforce of 1,514. Total cost for the search was $16,400 for professional
fees and $4,700 of reimbursable costs for advertising, travel, etc.
County of Chesterfield, Virginia
Ms. Mary Martin Selby, Director of Human Resources
P.O. Box 40
Chesterfield, Virginia 23832
804-748-1551
hrm@chesterfield.gov
Executive Search (2007)
County Administrator
Chesterfield County
Springsted completed an executive search for the position noted above.
Chesterfield County consists of 322,388 suburban citizens with an annual budget
of $1.3 billion – and a workforce of 3,340. Total cost for the search was $19,900
of professional fee and $2,500 of reimbursable costs for advertising, travel, etc.
Implementation Plan and Timeline 14
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
E. Implementation Plan and Timeline
Proposed Work Schedule Springsted takes pride in meeting its time commitments. The schedule to
commence this project assumes that a decision will be made by the City by
March and coincides with Springsted’s completion of other studies and
searches. This will ensure that the proposed staff members will be
available to concentrate on this project for the City of Atlantic Beach.
Springsted is prepared to initiate the searches within seven days after
receiving the official notice to proceed. A detailed project schedule is
provided below.
There are factors that impact on meeting the schedule that are
beyond the consulting team’s control. Publication deadlines,
videotaping, interview schedules and appropriate resignation notices
to present employers also impact the schedule.
Task – City Manager Month 1 Month 2 Month 3 Month 4
Project Initiation / Position Analysis
Recruitment and Preliminary Screening
Identification of Semi-Finalists
Selection of Finalists / Candidate Presentation
Interview Coordinating / Employment Negotiation
Ongoing Services Springsted has a continuing interest in the success of this selection
process. For that reason, we will return to the City, if requested,
approximately 180-days after the selected candidate for City Manager
begins working, to assist in the resolution of any problems that may have
surfaced between the governing body and the new City Manager.
Springsted also commits to performing another executive search if the
new City Manager voluntarily resigns, or is dismissed for cause, during
the first two (2) years of employment.
Each of these services will be provided at no additional cost to the City,
other than reimbursement for direct expenses incurred by Springsted.
No Solicitation Policy Springsted feels very strongly that, once a candidate has accepted a position,
that person has an obligation to be on the job for a good period of time.
Springsted will not actively recruit anyone whom we have placed with
a client during their employment with that client.
Implementation Plan and Timeline 15
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
Quality and Timelines All contracts listed in this proposal have met the clients’ expectations
and have been completed within the project schedule approved by the
governing body, which is typically four to five months.
Compliance with Laws In all instances, Springsted has been in compliance with the laws and
and Ordinances ordinances regarding prior contracts, purchases or services.
Proven Effective Springsted Incorporated is imminently qualified to meet or exceed the
Search Process City’s expectations as outlined in its request for proposals. Springsted
staff assigned to the City takes each search performed and customizes the
recruitment and selection process to the community’s needs. They listen
carefully to the governing body that they work for, study the community
and aggressively identify and reach out to prospective candidates to
ensure a wide, deep and diverse pool of candidates for the locality. The
project approach and methodology outlined in the City’s request for
proposals that we have recommended for recruiting and selecting a City
Manager for the City of Atlantic Beach is based on previous similar and
successful searches.
Announcements detailing the City Manager’s position will be published
in the following locations/publications:
International City Management Association (ICMA)
ASPA
National League of Cities (NLC)
National Association of Counties (NACO)
National Association of Black Public Administrators (NABPA)
National Hispanic Professionals Network
Various state associations representing municipalities and counties
University and Graduate Schools with strong public
administration programs
Florida League of Cities (FLC)
Springsted websites and newsletters
Designated local and other professional publications within
budgetary limits
In addition, Springsted representatives will identify and make direct
contacts with potential candidates who meet the minimum requirements
of the City’s approved profile.
We would be willing to modify our marketing approach as requested by
the City.
Qualifications and Experience of Key Staff Members 16
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
F. Qualifications and Experience of Key Staff Members
Staff and Experience Our staff’s breadth of experience and depth of expertise are two of our
most important characteristics in providing high-quality service to clients.
Many of our staff have backgrounds in municipal and county government,
education or with development firms and non-profit organizations, so they
share our clients’ perspectives in developing solutions.
Each client draws on the talents of many members of our staff. We
assign a specific client service team to ensure primary responsibility for
each project. The teams are comprised of qualified individuals who are
experienced in the specific challenges confronting you. The teams are
free to draw upon the expertise of our entire staff.
John A. Anzivino
Senior Vice President and Client Representative
Mr. Anzivino will be the City’s primary contact and
project director, and he will be responsible for all
facets of the project. He has performed over 150
executive searches since joining Springsted and has
recently been named to the ICMA Task Force to
Increase Participation by Women in the Local
Government Management Profession. Mr. Anzivino
joined the Springsted team in December 2001, after serving over 25 years
in state and local government and has been directly responsible or involved
with for numerous searches throughout the Eastern United States. Mr.
Anzivino has considerable knowledge of the local governments in Virginia
and the eastern United States. He has recently completed searches as the
lead consultant for the cities of Staunton, Bedford, Fredericksburg,
Hopewell and Waynesboro; the towns of Blacksburg, Bowling Green,
Orange, Chincoteague, Cape Charles and Front Royal; and the counties of
Accomack, Northampton, Prince George, Spotsylvania, Stafford, Greene
and Westmoreland, Virginia. In addition, he has assisted other team
members with searches in Guilford County, Greenville, Raleigh, High
Point, Carrboro, Beaufort County, Craven County, Nags Head, Salisbury,
Morehead City and Topsail Beach, North Carolina; and in Minneapolis and
Ramsey County, Minnesota. Mr. Anzivino will ultimately be responsible
for the satisfactory project completion.
Qualifications and Experience of Key Staff Members 17
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
Sharon G. Klumpp
Senior Vice President and Consultant
Ms. Klumpp specializes in organizational and
management consulting for public agencies. Ms.
Klumpp will serve as Mr. Anzivino’s back up
and will devote approximately fifty percent (50%)
of her time to the recruitment effort. Ms. Klumpp
will be involved in development of the position
profile, working with the Commission, recruiting
and screening candidates. Ms. Klumpp has extensive government
experience, having served as an Executive Director of the Metropolitan
Council – the seven-county regional planning agency for the Twin Cities
metropolitan area of Minnesota, as the Associate Executive Director for
the League of Minnesota Cities, as a City Administrator and as an
Assistant City Manager. Ms. Klumpp joined Springsted in 2004 and has
participated in numerous executive search processes throughout the
country and has partnered with Mr. Anzivino on searches in Illinois,
North Carolina, Maryland and Virginia. She holds a bachelor’s degree in
political science and a master’s in public administration.
Rebecca A. Dayton
Analyst
Ms. Rebecca Dayton joined Springsted’s Management Consulting Group
in the winter of 2011. She has a human resources generalist knowledge
base, specializing in classification and compensation studies,
performance evaluations, executive search and benefits review. Ms.
Dayton has an Associate degree in Education from Salem Community
College in Carneys Point, New Jersey. She also has course work
towards a Bachelor’s degree in Business Administration from Virginia
Commonwealth University in Richmond, Virginia and from Strayer
University online college.
Full resumes are provided for the City’s review in Appendix IV.
Cost of Services 18
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
G. Cost of Services
Springsted Incorporated will perform all the services delineated in this
proposal for executive search services for a total fee of $21,100. This fee
includes a professional fee of $16,400. Springsted would charge the City
at cost for actual out-of-pocket expenses. Out-of-pocket expenses
include, but are not limited to, travel and sustenance for Springsted staff,
overnight or messenger deliveries, conference calling beyond our
internal capabilities, photocopying and mailing, advertising costs, video
and/or interview costs and reference and background check costs. Direct
out-of-pocket expenses are not expected to exceed $4,700 per
recruitment. The following chart shows an estimate of hours required to
perform all services under the contract, by category:
Task Estimated
Personnel Cost
Out-of-Pocket
Costs
Position Analysis $ 3,600 $ 750 (1)
Recruitment 3,300 2,150 (2)
Preliminary screening 2,500
Identification of
Semi-finalists 3,300 750 (3)
Selection of
Finalists/Candidate
Presentation
3,700 1,050 (4) (5) (6)
TOTAL $ 16,400 $ 4,700
(1) Includes travel costs for initial meetings for interviews with the City and other groups
(2) Includes advertising costs, printing of profiles, overnight delivery of materials to
certain candidates
(3) Includes printing of semi-finalist report and travel costs for presentation to the City
(4) Includes travel costs to coordinate interviews, printing of final report and
background investigation by Springsted investigator of top candidate
(5) Should the City decide to use webcam, video or other electronic media for
interviewing candidates, an estimated cost of $350 per candidate should be added
to out-of-pocket expenses
(6) Out-of-pocket expenses do not include travel expenses for candidates, which is
traditionally borne by the community. Springsted will schedule all travel in
accordance with the community’s travel policy limits. Because we do not know
the number of candidates being interviewed or their location, providing a refined
estimate of cost to the community is difficult at this time
If the City requests that Springsted handle travel arrangements
for candidates, Springsted would charge an administrative fee of
$250 for coordinating travel for candidates and collecting travel
reimbursement requests.
Cost of Services 19
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
Should the Commission not select a candidate from the initial finalists,
Springsted will continue to work with the City to identify an additional
group of finalists. The City shall only be billed for additional out-of-
pocket expenses required to develop the additional pool of candidates.
Springsted also commits to performing another executive search if the
new City Manager voluntarily resigns, or is dismissed for cause,
during the first two (2) years of employment.
Each of these services will be provided at no additional cost to the City,
other than reimbursement for direct expenses incurred by Springsted.
Position/Community Included as a component of Position Analysis noted above.
Profile Fee
Ad Prep and Placement Fee Included as a component of Position Analysis noted above.
Assessment Center If the City wishes to assess the candidates personality, emotional
intelligence, skills and abilities Springsted can, through contractors we
have a designated relationship with, complete a more detailed assessment
of candidates which may aid the Commission in better determining the
candidate’s ‘fit’ with the organization. Additional cost for this service
will be $1,200 per candidate.
Development and Development, administration and compilation of a community
Administration of based survey to obtain a broader range of community input
Community Survey concerning the new City Manager’s range of skills, abilities, personality
traits, etc. is estimated to be within a range of $2,000 to $2,500
dependent upon the level of detail sought by the City.
Coordination of More Coordination and conducting a wider range of community
Extensive Community meetings throughout Atlantic Beach by Springsted representatives to
Meetings obtain a higher level of citizen participation in the process of identifying
needed skills, abilities, personality traits, etc. for the new City Manager
would be billed at a rate of $1,500 per meeting.
Optional or Additional Additional or expanded work requested by the City for future
Services Fees searches will be billed at the following hourly rates. Springsted would
prefer, however, to negotiate a fixed price for each future engagement.
Springsted’s 2014 hourly rates are:
Cost of Services 20
City of Atlantic Beach, Florida. Proposal to Provide Executive Recruiting Services for the Position of City Manager, RFP No. 14-06
Insurance Exceptions The RFP requests that all Certificates of Insurance shall provide that the
insurance company gives the City thirty (30) days prior written notice
of cancellation, non-renewal and/or any material change in policy. Our
Certificate of Liability Insurance says that notices of cancellation will
be delivered in accordance with the policy provisions. Our policies
provisions are that Springsted, as the first named insured, would be
notified. Springsted has previously provided a written commitment as
first named insured to give notice of cancellation to a client requesting
such notice.
Title Hourly Rate
Principal & Senior Officer $220
Project Coordinator & Assistant Vice President $190
Analyst $155
Associate $145
Support Staff $65
Litigation Support $350
APPENDIX I
Full RFP Document
City of Atlantic Beach
RFP # 14-06
City of Atlantic Beach
EXECUTIVE SEARCH FIRM
Request for Proposal No. 14-06
Date of Issue: January 27, 2014
PROPOSALS DUE:
February 28, 2014 by 11:00 am
City Hall
Attn: Human Resources Director
800 Seminole Road
Atlantic Beach, FL 32233
ALL RESPONSES MUST BE RECEIVED BY THE HR DEPARTMENT
BY 11:00 AM ON FEBRUARY 28, 2014
TO BE CONSIDERED RESPONSIVE.
City of Atlantic Beach
RFP # 14-06
Background Information
Atlantic Beach was a small seaside community around 1900 when Henry Flagler, builder of the
Florida East Coast Railway, built the Mayport branch of the railway and erected a station just
north of the former Atlantic Beach City Hall (now Adele Grage Cultural Center). In 1913, the
railroad sold most of the land to the Atlantic Beach Corporation, which began paving streets,
installing lights and water and sewer lines. However, during World War I, people were afraid to
come to the coast and the Atlantic Beach Corporation went into bankruptcy. After the war,
land began to sell again and the settlement began to grow. The Town of Atlantic Beach was
incorporated in 1926 and the Governor appointed Harcourt Bull, Sr. as the first mayor.
The first Charter was adopted in 1929 and in addition to the Charter officials, the town had one
employee. The town continued to grow and by 1940 there were 38 employees and a taxable
value, after homestead exemptions, of $1 million. A new Charter was adopted in 1957 making
Atlantic Beach a city.
The City boundaries were extended in 1987 by annexation of the Seminole Beach area to the
north and again in 1996 by extending the waterway to the Intracoastal Waterway. The city is
approximately four square miles in area and has almost two miles of ocean beach and just under
500 acres of park lands. Much of the development in the city has been residential, and is
nearing build-out with less than 10% of the incorporated land are being undeveloped. There are
currently approximately 14,000 residents.
The City has a commission-manager form of government with four commissioners and a
mayor/commissioner, elected on a non-partisan basis, serving staggered four-year terms. The
Commission is the legislative authority and is responsible for setting policies, adopting an annual
budget and appointing boards and committees. Regularly scheduled meetings of the city
commission are held on the second and fourth Mondays of the month. The City Manager is the
Chief Administrative Officer of the city, appointed by the Commission. The City Attorney and
City Clerk are also appointed by the Commission. The City has eight department heads: Public
Safety, Finance, Building and Zoning, Human Resources, Public Works, Public Utilities,
Information Technology and Recreation and Community Events. Fire and Emergency Services
are provided by the City of Jacksonville.
The City of Atlantic Beach has approximately 115 full-time employees with two collective
bargaining units.
The adopted budget for Fiscal Year 2013-2014 is $29,482.771.
For more information, visit www.coab.us
City of Atlantic Beach
RFP # 14-06
SECTION 1 – SPECIAL TERMS AND CONDITIONS
1. Designated Procurement Representative - Questions concerning any portion of this
solicitation shall be directed in writing [fax and e-mail accepted] to the below named individual
who shall be the official point of contact for this solicitation.
Questions shall be submitted no later than three (3) working days before the bid opening date to:
Catherine Berry, J.D.
City of Atlantic Beach
Human Resources Department
800 Seminole Road, Atlantic Beach, FL
32233
Phone: 904-247-5890| Fax: 904-242-3498 |E-mail: cberry@coab.us
No answers given in response to questions submitted shall be binding upon this solicitation
unless released in writing as an addendum to the solicitation by the City of Atlantic Beach.
Direct contact with any City employee, including the City Manager’s Office on the
subject of this proposal is strictly forbidden. Violation of this paragraph may result in
disqualification of your proposal.
2. Exparte Communication - Please note to insure the proper and fair evaluation of each
response, the City of Atlantic Beach prohibits exparte communication (i.e., unsolicited)
initiated by the Respondent to any City employee, representative or official other than the
designated procurement representative prior to the time of award by City Commission has been
made. Communication between Respondent and the City will be initiated by the designated
procurement representative in order to obtain information or clarification needed to develop a
proper and accurate evaluation of the proposal. Exparte communication may be grou nds for
disqualifying the offending Respondent from consideration or award of the proposal then in
evaluation or any future proposal.
3. Delivery of Solicitation Response - To be considered for award, a sealed proposal must be
received and recorded in the Human Resources Department prior to the date and time
established within the solicitation and any addenda. Allow sufficient time for transportation and
inspection. Each package shall be clearly marked with the applicable solicitation number, title,
and company na me. Ensure that your response is in an opaque envelope or package to provide
confidentiality prior to the solicitation opening.
DELIVERY IN PERSON THIRD PARTY
CARRIER
ie, Fed-Ex,
UPS
Catherine Berry, J.D.
Human Resources
City Of Atlantic Beach,
FL 32233
204 N. 5TH STREET
LEESBURG, FL 34748
Catherine Berry, J.D.
Human Resources
City Of Atlantic Beach,
FL 32233
City of Atlantic Beach
RFP # 14-06
SUBMITTAL OF RESPONSES BY FACSIMILE (FAX) OR ELECTRONIC MAIL
(E-MAIL) IS NOT ACCEPTABLE. RESPONSES DELIVERED IN THIS MANNER
WILL NOT BE CONSIDRED.
4. Recording of Proposals - The City will NOT hold a public opening of the responses received.
The Human Resources Department will prepare and make available a ‘List of Respondents.’ The
list will include the names and addresses of those firms responding to this Request for Proposals.
5. Availability of Proposals and Related Information - Florida State Statute affords government
agencies a defined amount of time to review proposals and related information before the
information is subject to Florida Public Records statutes. The applicable statue is included here:
“Florida Statute 119.71 (b)1.a. as amended by HB 7223; Sealed bids or proposals received by
an agency pursuant to invitations to bid or requests for proposals are exempt from s. 119.07(1) and
s. 24(a), Art. I of the State Constitution until such time as the agency provides notice of a decision
or intended decision pursuant to s. 120.57(3)(a) or within 30 days after bid or proposal opening,
whichever is earlier.”
6. Contract or Agreement – Should award be made the City will expect the selected company to
negotiate in good faith and execute an Agreement with the City to provided the contracted
goods and/or services.
7. Prior Approval - Services shall not be rendered nor remunerated which have not received prior
coordination and approval from the City in the form of a signed Agreement.
8. Key Personnel - The City reserves the right to discontinue (terminate) any contract awarded
under this RFP, when key personnel identified by the vendor are not available. Substitution of
key personnel may only occur with advance approval by the appropriate City official. Substitute
personnel shall have sufficient experience.
9. Subcontractors - The City of Atlantic Beach reserves the right to approve all subcontractors for
this contract. If subcontractors are to be utilized, their names and references must be
included within this initial proposal. Responsibility for the performance of the contract remains
with the main contractor exclusively. Subcontractors may be added to this contract during the
contract period only with PRIOR WRITTEN PERMISSION from the City of Atlantic Beach.
10. Basis of Award - Award will be made by the Atlantic Beach City Commission at a meeting of
the Commission. Firms are ranked according to the evaluation results. The City will initiate
negotiations with the top ranked firm. If negotiations with the top ranked firm are not
successful negotiations will begin with number two and then three if necessary. The City intends
to award any subsequent contract to a single vendor.
11. Qualifications – Submitting firms must be regularly engaged in the business of executive level
employment recruiting. The company has to have been engaged in this business for a minimum
of five (5) years.
City of Atlantic Beach
RFP # 14-06
this prior work is known. All firms are evaluated solely on the information contained in their
proposal, information obtained from references, interviews, or presentations if requested. All
submittals must be prepared as if the evaluation committee has no knowledge of the firm, their
qualifications or past projects.
Prior work done for the City may be used as a reference submitted by the Respondent if it is
submitted within their proposal and similar to the work being requested in this RFP.
13. Use of information from other sources - The City of Atlantic Beach reserves the right to
consider historic information and fact, whether gained from the submitted proposal, question
and answer conferences, references, and/or other sources in the evaluation process.
The City reserves the right to conduct investigations as deemed necessary by the City to assist in
the evaluation of any proposal and to establish the responsibility, qualifications and financial
ability of Respondents, subcontractors, suppliers and other persons and organizations to
perform and furnish the work in accordance with the documents.
14. Proprietary and Confidential Information - In accordance with Chapter 119 of the Florida
Statutes (Public Records Law), and except as may be provided by other applicable State and
Federal Law, all Respondents should be aware that this RFP and the responses thereto are in the
public domain.
Marking information as proprietary or confidential does not guarantee confidentiality. The City
may have to disclose such information if required by law or court ruling and that in the event of
a legal challenge to the confidentiality of any item marked as such the Respondent will be
expected to defend its claim of confidentiality and indemnify the City against any expenses it
incurs due to a challenge.
However, Respondents are requested to IDENTIFY SPECIFICALLLY any information
contained in their proposals which they consider confidential and/or proprietary and which they
believe to be exempt from disclosure, citing specifically the applicable exempting law.
A Respondent marking, labeling or declaring their entire proposal ‘Confidential and Proprietary’
may be cause for disqualification.
All proposals received from firms in response to this RFP will become the property of the City
of Atlantic Beach and will not be returned to the Respondents. In the event of contract award,
all documentation produced as part of the contract will become the exclusive property of the
City.
By submission of a response to this RFP the responder agrees to hold harmless the City of
Atlantic Beach should any information marked as confidential and/or proprietary
knowingly or unknowingly be released as the result of a public records request.
15. Evaluation Method – The City of Atlantic Beach will evaluate submittals using the scoring
criteria detailed in this document. The City is under no obligation to solicit such information if
City of Atlantic Beach
RFP # 14-06
the Respondent fails to include it within their proposal submittal. Failure to provide
r equested information may result in the rejection of the proposal, or a deduction in evaluation
points at the sole discretion of the evaluation committee.
16. Cost and Pricing – Cost or pricing elements must be included in your proposal. Cost and
pricing are considered during the evaluation process as detailed in the evaluation criteria.
Respondent shall outline a pricing schedule that identifies all pricing elements and delineates
all costs to the City for the acquisition of these services. Include all payment terms.
17. Evaluation Criteria - Each proposal will be evaluated for full compliance with the RFP
instructions to the Respondent and any mandatory terms and conditions set forth within the
RFP document. The objective of the evaluation will be to recommend the firm who is most
responsive to the herein described needs of the City. Evaluation points will be assigned as
follows:
EVALUATON CRITERIA MAX. POINTS
Qualifications, Resources and Experience – Specific
Experience and reference checks for City Manager recruitment
experience. Experience with Florida Municipal Governments and
those similar to the City of Atlantic Beach with respect to utilities.
35 Points
Work Approach/Methodology - General understanding of the
scope of services, the firm’s corresponding adaptability to the
work, the project approach and demonstrated solutions to
providing complete, comprehensive and accurate services.
30 Points
Capability and Skill - Qualifications and prior job experience of
staff members in similar work with an emphasis on Florida
Municipality City Manager recruiting.
20 Points
Costs to the City 15 Points
Sub-Total Points 100 Points
18. Ranking Methodology - An
evaluator will award no more than the maximum number of points for each of the
evaluation criteria listed here. The total points awarded by each
evaluator will be totaled for each firm. Based on the total points for each firm by each evaluator
the firms will be assigned an ordinal ranking, i.e., 1, 2, 3, 4 . . .
The ordinal ranking for each firm by each evaluator will be added together. This number will
then be used to assign a final ordinal ranking. This method has been proven reliable in ‘leveling’
any firms being evaluated significantly higher than the other evaluators for the same firm.
City of Atlantic Beach
RFP # 14-06
19. Discussions, Interviews or Presentations - The City does not anticipate
presentations from respondents will be necessary. However, the City reserves the right to use
discussions, interviews and/or presentations as a means to make a final selection. The need for
presentations will be determined by the Commission. Any discussions, interviews and or presentations, if
requested, are made at the expense of the responding firm.
20. Insurance Requirements – Before performing any contract work, the selected firm shall procure and
maintain, during the life of the contract, unless otherwise specified, insurance listed below:
Workers Compensation: Firm shall supply proof of coverage to apply for all employees at the statutory
limits provided by state and federal laws. The policy must include Employers’ Liability with a limit of
$100,000 each accident; $100,000 each employee, and $500,000 policy limit for disease.
Comprehensive Commercial General Liability Insurance: Aggregate must apply separately to this
Agreement. Minimum $300,000 each occurrence; $600,000 general aggregate. Occurrence form
required.
Comprehensive Autom obile Liability: Firm shall supply proof of commercial policy or individuals shall
supply proof of current auto coverage,, to include all vehicles owned, leased, hired and non-owned
vehicles with limits of not less than $1,000,000 per each accident and for property damage and bodily
injury, with contractual liability coverage for all work performed under this Agreement.
The City of Atlantic Beach is to be named additional insured on Comprehensive Commercial General
Liability Policy and the Business Auto Policy. Certification of same shall be required. All certificates of
insurance must be on file with and approved by the City before commencement of any work activities under
this Agreement.
Any and all deductibles to the above-referenced policies are to be the responsibility of the Respondent. The
Respondent’s insurance is considered primary for any loss, regardless of any insurance maintained by the
City. The Respondent is responsible for all insurance policy premiums, deductibles, SIR (self-insured
retentions) or any loss or portion of any loss that is not covered by any available insurance policy.
B. Such insurance shall be written by a company or companies licensed to do business in the State of
Florida and satisfactory to the City Commission. Prior to commencing any work under the engagement
letter, certificates evidencing the maintenance of said insurance shall be furnished to and approved by
the City.
C. The insurance shall provide that no material alteration or cancellation, including non -renewal, shall be
effective until thirty (30) days after receipt of written notice by the Cit y; provided, however, that for the
professional liability insurance, in lieu of the foregoing requirement, the City in its sole discretion, may
agree to accept notice of such material alteration or cancellation from the Respondent.
21. Equal Opportunity Employment - The contractor agrees that it will not discriminate against any employee or
applicant for employment for work under this Agreement because of race, color, religion, sex, age, disability, or
national origin and will take steps to ensure that applicants are employed, and employees are treated during
employment without regard to race, color, religion, sex, age, disability, or national origin. This provision will
include, but not be limited to the following: employment; upgrading; demotion or transfer; recruitment
advertising; layoff or termination; rates of pay, or other forms of compensation; and selection for training,
including apprenticeship. Each employee of the contractor shall be a citizen of the United States or an alien who
has been lawfully admitted for permanent residence as evidenced by an Alien Registration Receipt Card. The
City of Atlantic Beach
RFP # 14-06
contractor agrees not to employ any person undergoing sentence of imprisonment except as provided by Public
Law 89-176, September 10, 1965 (or most recent) (18 USC 4082)(c)(2).
22. Applicable laws – Respondent must be authorized to transact business in the State of Florida. Venue for any
disputes arising out of this RFP shall be in a court of competent jurisdiction in Duval County, Florida.
23. Reserved Rights - The City of Atlantic Beach reserves the right to accept or reject any or all proposals, to
waive irregularities and technicalities and to request clarifications or additional information from Respondents.
SECTION 2 – SCOPE OF SERVICES
24. Purpose - This is a request for proposals to contract with an interested and qualified firm to provide full
recruiting services for the purposes of filling the City’s vacant City Manager position. The ideal firm
will have proven experience working with local governments, specifically municipalities and more
specifically the position of City Manager.
The City has not conducted recruitment for this position. The City Commission has appointed an Interim
City Manager who may have an interest in filling the vacancy on a permanent basis and may be applying for the
position.
The City desires a nationwide search be conducted for the most qualified candidates to fill the position of
City Manager. Candidates should have experience with local government (municipalities). Experience
with municipally-operated utilities is highly desirable if not required.
25. The executive search firm should provide the following services as a minimum but not limited to:
a. One-on-one interviews with City Commissioners to develop a profile of the ideal city
manager candidate for the City.
b. Present the findings of the one-on one interviews at a commission workshop/meeting.
c. Develop a strategy for carrying out the recruitment, including outreach to encourage
applicants from diverse backgrounds to apply.
d. Identify potential contacts and conduct personal outreach recruiting.
e. Reviewing resumes for background and qualifications followed by telephone interviews
to clarify each applicant’s experience and to prepare a written summary of 10 to 15
candidates with the most promising qualifications.
f. Evaluate candidates for serious consideration (five to six candidates) by conducting in
depth reference checks with individuals who are or have been in the position to evaluate
the candidate’s performance on the job. Through these reference checks, ascertain the
candidate’s strength in personal dimensions identified by a job analysis conducted by the
City.
g. Finalize a process with the City for interviews and coordinate applicant’s participation in
interviews.
h. Debrief with the City following interviews and identify additional candidates if necessary.
i. Verify selected candidates’ educational background, and conduct criminal, financial,
newspaper, and civil litigation check.
j. In the event politically sensitive or potentially embarrassing issues arise in the candidate’s
background, conducting in-depth interviews with principal parties to clarify the event and
clearly describe a picture of the event.
k. Notify rejected applicants.
City of Atlantic Beach
RFP # 14-06
l. Conduct compensation and relocation negotiations with finalist.
m. Reinitiate a one-time additional executive search, at no fee to the City, if successful
candidate leaves the employment of the City within one year of placement.
The City may entertain alternate proposals that achieve the City’s purpose of obtaining a successful placement.
26. Proposed City Time Table – The following is a time table prepared by City staff of the recruiting process. It
is highly desirable the new candidate begins work in October, the start of the new fiscal year.
March 2014 – Selected recruiting firm meets with City Commission in one-on-one sessions. A
workshop presented that same night (public meeting) to present the optimum candidate profile.
April-May 2014 – Resumes received and reviewed
June 2014 – Short List of Candidates
July 2014 – Interviews / Selection
August 2014 – Negotiate Salary
September 2014 – 30-day Notice given by selected candidate.
October 2014 – New City Manager begins work
27. Salary – If needed for calculating cost of services, the most recent city manager was receiving an annual salary
of $132,704.00
28. City Due Diligence – The City reserves the right to perform its own background and/or reference
checks of any candidates selected by the recruiting firm. These checks will be in
addition to background and reference checks performed by the recruiting firm.
SECTION 3 – SUBMITTAL REQUIREMENTS
29. Proposal Guidelines - To facilitate analysis of its submittal, the Respondent shall prepare its proposal
in accordance with the instructions outlined. If the proposal deviates from these
instructions, such proposal may, in the City’s sole discretion, be rejected.
Page Size and Format: Page size shall be 8.5 x 11 inches, not inclu ding foldouts. Pages shall be single-spaced.
The text size shall be no smaller than 11-size font as used in Microsoft Word. Use
at least one (1) inch margins on the top and bottom and three -quarter (3/4) inch side margins. Pages shall be
numbered sequentially by section.
Legible tables, charts, graphs and figures shall be used wherever practical to depict organizations, systems and
layouts, implementation schedules, plans, etc. These displays shall be uncomplicated, legible and shall not
exceed eleven (11) by seventeen (17) inches in size. The use of foldout pages is DISCOURAGED. Should
they be used they must fold entirely within the section, and may only be used for large tables, charts, graphs,
diagrams, and schematics.
30. Economy of Presentation - Each proposal shall be prepared simply and economically, providing a
straightforward, concise description of the Contractor’s capabilities to satisfy the
conditions and requirements of this solicitation. FANCY BINDINGS, COLORED DISPLAYS,
AND PROMOTIONAL MATERIAL ARE NOT DESIRED. The City
emphasizes the Respondent concentrate on accuracy, completeness, and clarity of content.
City of Atlantic Beach
RFP # 14-06
Your firm will be evaluated on their qualifications and the ability to provide the required services to the City of
Atlantic Beach. The skill of your marketing department and the material they produce is NOT evaluated.
It is strongly recommended if you desire to use color material that it be included in each of the copies
submitted. The proposal ‘copies’ will be provided to evaluation committee members
to perform their evaluation of each proposal.
Be mindful as to the length and amount of information included. Submitting too much information may be
counted against a n Respondent if the information included is deemed unnecessary by the evaluator.
31. Completion Requirements for Submitting Responses to RFP – Firms responding to this
RFP must submit;
a. One (1) signed original hardcopy, and
b. Six (6) copies, and
c. One (1) electronic version in Portable Document Format (PDF) of the proposal in a single file an
exact replication of the original hardcopy on a CD-ROM or flash drive.
Responses submitted by the Respondent shall be sealed and delivered to the Human Resources Department no
later than the official submission date and time. Any response received after this time will not be considered.
Late responses delivered to the City will be kept as required by State of Florida Public Record requirements.
The City is not liable or responsible for any costs incurred by any Respondent in responding to this RFP
including, without limitation, costs for product and/or service demonstrations if requested.
32. Response Submission Format - The following information shall be submitted in all responses in the format
as specified herein. Failure to submit the requested information in this format will result in a reduction of the
evaluation points assigned to your proposal and possibly rejection of the entire proposal.
Be sure EVERY item requested is clearly indentified and a response included. Not following the prescribed
format and not clearly identifying the response to each element in each section may result in a deduction in
points.
COVER/INTRODUCTORY LETTER
Please provide a cover letter of no more than three (3) pages. The cover letter should introduce your firm,
provide a brief history, list the core services your firm can provide, and describe why
you feel your firm is qualified to provide this service for the City.
BODY OF THE RESPONSE
Written proposals, shall address the Respondent’s qualifications and understanding of the work to be
performed. The proposals shall include the Respondent’s experience and qualifications, and all other
information considered to be pertinent to the successful performance of the project.
At a minimum, Respondent’s proposal shall include the following information in order to be
considered responsive to the Request for Proposals.
a. The Request for Proposal document with any addenda acknowledgements completed as required.
b. A general description of the firm; include a brief history of the firm’s business and services, and a
statement of the firm’s qualifications as they relate to the requested scope of services. Include:
Whether the firm is Local, Regional, National or International.
The number of professional staff employed by the firm.
City of Atlantic Beach
RFP # 14-06
The number of years the firm has been in business.
Any prior name(s) under which the firm has operated.
The location of the office that will have primary responsibility for providing the services under
any resulting contract.
The length of time that office has been operating from the current location.
c. List the name, title and telephone number of the person who will manage the daily operations for the
Respondent and serve as the point of contact. This individual should be familiar with the firm’s
programs and procedures, and must be empowered to commit the firm on policy and contractual
matters.
A statement of understanding of the requested scope of services. List assignments the firm has
worked on that best illustrate experience and current qualifications
relevant to the search for City Managers.
Discuss specifically similar Florida municipal recruiting contracts were for municipalities
similar to the City of Atlantic Beach with regard to economic profile and enterprise fund or
utilities operations.
Experience and performance results from similar Florida municipal recruiting contracts.
Provide data demonstrating the candidate retention for those candidates placed in the position of
City Manager. Data on positions other than City Manager are not acceptable and will not be
considered.
d. Verifiable references from similar contracted assignments. Include the e-mail address for the reference
contact person. References that cannot be verified shall count negatively to the Offerror.
e. An Implementation plan and timetable.
f. Resumes and pertinent information on the qualifications and experience of the key staff members that
will be primarily assigned on this contract. State if any conflicts of interest exist in
representing the City of Atlantic Beach.
g. Cost of Services and Fee Structure. Provide the cost of services and any fee structure or
payment terms.
[Rest of page intentionally left blank.]
APPENDIX II
City’s Required Forms
Form W-9 (Rev. 1-2011)Page 2
The person who gives Form W-9 to the partnership for purposes of
establishing its U.S. status and avoiding withholding on its allocable
share of net income from the partnership conducting a trade or business
in the United States is in the following cases:
• The U.S. owner of a disregarded entity and not the entity,
• The U.S. grantor or other owner of a grantor trust and not the trust,
and
• The U.S. trust (other than a grantor trust) and not the beneficiaries of
the trust.
Foreign person. If you are a foreign person, do not use Form W-9.
Instead, use the appropriate Form W-8 (see Publication 515,
Withholding of Tax on Nonresident Aliens and Foreign Entities).
Nonresident alien who becomes a resident alien. Generally, only a
nonresident alien individual may use the terms of a tax treaty to reduce
or eliminate U.S. tax on certain types of income. However, most tax
treaties contain a provision known as a “saving clause.” Exceptions
specified in the saving clause may permit an exemption from tax to
continue for certain types of income even after the payee has otherwise
become a U.S. resident alien for tax purposes.
If you are a U.S. resident alien who is relying on an exception
contained in the saving clause of a tax treaty to claim an exemption
from U.S. tax on certain types of income, you must attach a statement
to Form W-9 that specifies the following five items:
1. The treaty country. Generally, this must be the same treaty under
which you claimed exemption from tax as a nonresident alien.
2. The treaty article addressing the income.
3. The article number (or location) in the tax treaty that contains the
saving clause and its exceptions.
4. The type and amount of income that qualifies for the exemption
from tax.
5. Sufficient facts to justify the exemption from tax under the terms of
the treaty article.
Example. Article 20 of the U.S.-China income tax treaty allows an
exemption from tax for scholarship income received by a Chinese
student temporarily present in the United States. Under U.S. law, this
student will become a resident alien for tax purposes if his or her stay in
the United States exceeds 5 calendar years. However, paragraph 2 of
the first Protocol to the U.S.-China treaty (dated April 30, 1984) allows
the provisions of Article 20 to continue to apply even after the Chinese
student becomes a resident alien of the United States. A Chinese
student who qualifies for this exception (under paragraph 2 of the first
protocol) and is relying on this exception to claim an exemption from tax
on his or her scholarship or fellowship income would attach to Form
W-9 a statement that includes the information described above to
support that exemption.
If you are a nonresident alien or a foreign entity not subject to backup
withholding, give the requester the appropriate completed Form W-8.
What is backup withholding? Persons making certain payments to you
must under certain conditions withhold and pay to the IRS a percentage
of such payments. This is called “backup withholding.” Payments that
may be subject to backup withholding include interest, tax-exempt
interest, dividends, broker and barter exchange transactions, rents,
royalties, nonemployee pay, and certain payments from fishing boat
operators. Real estate transactions are not subject to backup
withholding.
You will not be subject to backup withholding on payments you
receive if you give the requester your correct TIN, make the proper
certifications, and report all your taxable interest and dividends on your
tax return.
Payments you receive will be subject to backup
withholding if:
1. You do not furnish your TIN to the requester,
2. You do not certify your TIN when required (see the Part II
instructions on page 3 for details),
3. The IRS tells the requester that you furnished an incorrect TIN,
4. The IRS tells you that you are subject to backup withholding
because you did not report all your interest and dividends on your tax
return (for reportable interest and dividends only), or
5. You do not certify to the requester that you are not subject to
backup withholding under 4 above (for reportable interest and dividend
accounts opened after 1983 only).
Certain payees and payments are exempt from backup withholding.
See the instructions below and the separate Instructions for the
Requester of Form W-9.
Also see Special rules for partnerships on page 1.
Updating Your Information
You must provide updated information to any person to whom you
claimed to be an exempt payee if you are no longer an exempt payee
and anticipate receiving reportable payments in the future from this
person. For example, you may need to provide updated information if
you are a C corporation that elects to be an S corporation, or if you no
longer are tax exempt. In addition, you must furnish a new Form W-9 if
the name or TIN changes for the account, for example, if the grantor of a
grantor trust dies.
Penalties
Failure to furnish TIN. If you fail to furnish your correct TIN to a
requester, you are subject to a penalty of $50 for each such failure
unless your failure is due to reasonable cause and not to willful neglect.
Civil penalty for false information with respect to withholding. If you
make a false statement with no reasonable basis that results in no
backup withholding, you are subject to a $500 penalty.
Criminal penalty for falsifying information. Willfully falsifying
certifications or affirmations may subject you to criminal penalties
including fines and/or imprisonment.
Misuse of TINs. If the requester discloses or uses TINs in violation of
federal law, the requester may be subject to civil and criminal penalties.
Specific Instructions
Name
If you are an individual, you must generally enter the name shown on
your income tax return. However, if you have changed your last name,
for instance, due to marriage without informing the Social Security
Administration of the name change, enter your first name, the last name
shown on your social security card, and your new last name.
If the account is in joint names, list first, and then circle, the name of
the person or entity whose number you entered in Part I of the form.
Sole proprietor. Enter your individual name as shown on your income
tax return on the “Name” line. You may enter your business, trade, or
“doing business as (DBA)” name on the “Business name/disregarded
entity name” line.
Partnership, C Corporation, or S Corporation. Enter the entity's name
on the “Name” line and any business, trade, or “doing business as
(DBA) name” on the “Business name/disregarded entity name” line.
Disregarded entity. Enter the owner's name on the “Name” line. The
name of the entity entered on the “Name” line should never be a
disregarded entity. The name on the “Name” line must be the name
shown on the income tax return on which the income will be reported.
For example, if a foreign LLC that is treated as a disregarded entity for
U.S. federal tax purposes has a domestic owner, the domestic owner's
name is required to be provided on the “Name” line. If the direct owner
of the entity is also a disregarded entity, enter the first owner that is not
disregarded for federal tax purposes. Enter the disregarded entity's
name on the “Business name/disregarded entity name” line. If the owner
of the disregarded entity is a foreign person, you must complete an
appropriate Form W-8.
Note. Check the appropriate box for the federal tax classification of the
person whose name is entered on the “Name” line (Individual/sole
proprietor, Partnership, C Corporation, S Corporation, Trust/estate).
Limited Liability Company (LLC). If the person identified on the
“Name” line is an LLC, check the “Limited liability company” box only
and enter the appropriate code for the tax classification in the space
provided. If you are an LLC that is treated as a partnership for federal
tax purposes, enter “P” for partnership. If you are an LLC that has filed a
Form 8832 or a Form 2553 to be taxed as a corporation, enter “C” for
C corporation or “S” for S corporation. If you are an LLC that is
disregarded as an entity separate from its owner under Regulation
section 301.7701-3 (except for employment and excise tax), do not
check the LLC box unless the owner of the LLC (required to be
identified on the “Name” line) is another LLC that is not disregarded for
federal tax purposes. If the LLC is disregarded as an entity separate
from its owner, enter the appropriate tax classification of the owner
identified on the “Name” line.
Form W-9 (Rev. 1-2011)Page 3
Other entities. Enter your business name as shown on required federal
tax documents on the “Name” line. This name should match the name
shown on the charter or other legal document creating the entity. You
may enter any business, trade, or DBA name on the “Business name/
disregarded entity name” line.
Exempt Payee
If you are exempt from backup withholding, enter your name as
described above and check the appropriate box for your status, then
check the “Exempt payee” box in the line following the “Business name/
disregarded entity name,” sign and date the form.
Generally, individuals (including sole proprietors) are not exempt from
backup withholding. Corporations are exempt from backup withholding
for certain payments, such as interest and dividends.
Note. If you are exempt from backup withholding, you should still
complete this form to avoid possible erroneous backup withholding.
The following payees are exempt from backup withholding:
1. An organization exempt from tax under section 501(a), any IRA, or a
custodial account under section 403(b)(7) if the account satisfies the
requirements of section 401(f)(2),
2. The United States or any of its agencies or instrumentalities,
3. A state, the District of Columbia, a possession of the United States,
or any of their political subdivisions or instrumentalities,
4. A foreign government or any of its political subdivisions, agencies,
or instrumentalities, or
5. An international organization or any of its agencies or
instrumentalities.
Other payees that may be exempt from backup withholding include:
6. A corporation,
7. A foreign central bank of issue,
8. A dealer in securities or commodities required to register in the
United States, the District of Columbia, or a possession of the United
States,
9. A futures commission merchant registered with the Commodity
Futures Trading Commission,
10. A real estate investment trust,
11. An entity registered at all times during the tax year under the
Investment Company Act of 1940,
12. A common trust fund operated by a bank under section 584(a),
13. A financial institution,
14. A middleman known in the investment community as a nominee or
custodian, or
15. A trust exempt from tax under section 664 or described in section
4947.
The following chart shows types of payments that may be exempt
from backup withholding. The chart applies to the exempt payees listed
above, 1 through 15.
IF the payment is for . . .THEN the payment is exempt
for . . .
Interest and dividend payments All exempt payees except
for 9
Broker transactions Exempt payees 1 through 5 and 7
through 13. Also, C corporations.
Barter exchange transactions and
patronage dividends
Exempt payees 1 through 5
Payments over $600 required to be
reported and direct sales over
$5,000 1
Generally, exempt payees
1 through 7 2
1 See Form 1099-MISC, Miscellaneous Income, and its instructions.
2 However, the following payments made to a corporation and reportable on Form
1099-MISC are not exempt from backup withholding: medical and health care
payments, attorneys' fees, gross proceeds paid to an attorney, and payments for
services paid by a federal executive agency.
Part I. Taxpayer Identification Number (TIN)
Enter your TIN in the appropriate box. If you are a resident alien and
you do not have and are not eligible to get an SSN, your TIN is your IRS
individual taxpayer identification number (ITIN). Enter it in the social
security number box. If you do not have an ITIN, see How to get a TIN
below.
If you are a sole proprietor and you have an EIN, you may enter either
your SSN or EIN. However, the IRS prefers that you use your SSN.
If you are a single-member LLC that is disregarded as an entity
separate from its owner (see Limited Liability Company (LLC) on page 2),
enter the owner’s SSN (or EIN, if the owner has one). Do not enter the
disregarded entity’s EIN. If the LLC is classified as a corporation or
partnership, enter the entity’s EIN.
Note. See the chart on page 4 for further clarification of name and TIN
combinations.
How to get a TIN. If you do not have a TIN, apply for one immediately.
To apply for an SSN, get Form SS-5, Application for a Social Security
Card, from your local Social Security Administration office or get this
form online at www.ssa.gov. You may also get this form by calling
1-800-772-1213. Use Form W-7, Application for IRS Individual Taxpayer
Identification Number, to apply for an ITIN, or Form SS-4, Application for
Employer Identification Number, to apply for an EIN. You can apply for
an EIN online by accessing the IRS website at www.irs.gov/businesses
and clicking on Employer Identification Number (EIN) under Starting a
Business. You can get Forms W-7 and SS-4 from the IRS by visiting
IRS.gov or by calling 1-800-TAX-FORM (1-800-829-3676).
If you are asked to complete Form W-9 but do not have a TIN, write
“Applied For” in the space for the TIN, sign and date the form, and give
it to the requester. For interest and dividend payments, and certain
payments made with respect to readily tradable instruments, generally
you will have 60 days to get a TIN and give it to the requester before you
are subject to backup withholding on payments. The 60-day rule does
not apply to other types of payments. You will be subject to backup
withholding on all such payments until you provide your TIN to the
requester.
Note. Entering “Applied For” means that you have already applied for a
TIN or that you intend to apply for one soon.
Caution: A disregarded domestic entity that has a foreign owner must
use the appropriate Form W-8.
Part II. Certification
To establish to the withholding agent that you are a U.S. person, or
resident alien, sign Form W-9. You may be requested to sign by the
withholding agent even if item 1, below, and items 4 and 5 on page 4
indicate otherwise.
For a joint account, only the person whose TIN is shown in Part I
should sign (when required). In the case of a disregarded entity, the
person identified on the “Name” line must sign. Exempt payees, see
Exempt Payee on page 3.
Signature requirements. Complete the certification as indicated in
items 1 through 3, below, and items 4 and 5 on page 4.
1. Interest, dividend, and barter exchange accounts opened
before 1984 and broker accounts considered active during 1983.
You must give your correct TIN, but you do not have to sign the
certification.
2. Interest, dividend, broker, and barter exchange accounts
opened after 1983 and broker accounts considered inactive during
1983. You must sign the certification or backup withholding will apply. If
you are subject to backup withholding and you are merely providing
your correct TIN to the requester, you must cross out item 2 in the
certification before signing the form.
3. Real estate transactions. You must sign the certification. You may
cross out item 2 of the certification.
Form W-9 (Rev. 1-2011)Page 4
4. Other payments. You must give your correct TIN, but you do not
have to sign the certification unless you have been notified that you
have previously given an incorrect TIN. “Other payments” include
payments made in the course of the requester’s trade or business for
rents, royalties, goods (other than bills for merchandise), medical and
health care services (including payments to corporations), payments to
a nonemployee for services, payments to certain fishing boat crew
members and fishermen, and gross proceeds paid to attorneys
(including payments to corporations).
5. Mortgage interest paid by you, acquisition or abandonment of
secured property, cancellation of debt, qualified tuition program
payments (under section 529), IRA, Coverdell ESA, Archer MSA or
HSA contributions or distributions, and pension distributions. You
must give your correct TIN, but you do not have to sign the certification.
What Name and Number To Give the Requester
For this type of account:Give name and SSN of:
1. Individual The individual
2. Two or more individuals (joint
account)
The actual owner of the account or,
if combined funds, the first
individual on the account 1
3. Custodian account of a minor
(Uniform Gift to Minors Act)The minor 2
4. a. The usual revocable savings
trust (grantor is also trustee)
b. So-called trust account that is
not a legal or valid trust under
state law
The grantor-trustee 1
The actual owner 1
5. Sole proprietorship or disregarded
entity owned by an individual
The owner 3
6. Grantor trust filing under Optional
Form 1099 Filing Method 1 (see
Regulation section 1.671-4(b)(2)(i)(A))
The grantor*
For this type of account:Give name and EIN of:
7. Disregarded entity not owned by an
individual
The owner
8. A valid trust, estate, or pension trust Legal entity 4
9. Corporation or LLC electing
corporate status on Form 8832 or
Form 2553
The corporation
10. Association, club, religious,
charitable, educational, or other
tax-exempt organization
The organization
11. Partnership or multi-member LLC The partnership
12. A broker or registered nominee The broker or nominee
13. Account with the Department of
Agriculture in the name of a public
entity (such as a state or local
government, school district, or
prison) that receives agricultural
program payments
The public entity
14. Grantor trust filing under the Form
1041 Filing Method or the Optional
Form 1099 Filing Method 2 (see
Regulation section 1.671-4(b)(2)(i)(B))
The trust
1 List first and circle the name of the person whose number you furnish. If only one person on a
joint account has an SSN, that person’s number must be furnished.
2 Circle the minor’s name and furnish the minor’s SSN.
3 You must show your individual name and you may also enter your business or “DBA” name on
the “Business name/disregarded entity” name line. You may use either your SSN or EIN (if you
have one), but the IRS encourages you to use your SSN.
4 List first and circle the name of the trust, estate, or pension trust. (Do not furnish the TIN of the
personal representative or trustee unless the legal entity itself is not designated in the account
title.) Also see Special rules for partnerships on page 1.
*Note. Grantor also must provide a Form W-9 to trustee of trust.
Note. If no name is circled when more than one name is listed, the
number will be considered to be that of the first name listed.
Secure Your Tax Records from Identity Theft
Identity theft occurs when someone uses your personal information
such as your name, social security number (SSN), or other identifying
information, without your permission, to commit fraud or other crimes.
An identity thief may use your SSN to get a job or may file a tax return
using your SSN to receive a refund.
To reduce your risk:
• Protect your SSN,
• Ensure your employer is protecting your SSN, and
• Be careful when choosing a tax preparer.
If your tax records are affected by identity theft and you receive a
notice from the IRS, respond right away to the name and phone number
printed on the IRS notice or letter.
If your tax records are not currently affected by identity theft but you
think you are at risk due to a lost or stolen purse or wallet, questionable
credit card activity or credit report, contact the IRS Identity Theft Hotline
at 1-800-908-4490 or submit Form 14039.
For more information, see Publication 4535, Identity Theft Prevention
and Victim Assistance.
Victims of identity theft who are experiencing economic harm or a
system problem, or are seeking help in resolving tax problems that have
not been resolved through normal channels, may be eligible for
Taxpayer Advocate Service (TAS) assistance. You can reach TAS by
calling the TAS toll-free case intake line at 1-877-777-4778 or TTY/TDD
1-800-829-4059.
Protect yourself from suspicious emails or phishing schemes.
Phishing is the creation and use of email and websites designed to
mimic legitimate business emails and websites. The most common act
is sending an email to a user falsely claiming to be an established
legitimate enterprise in an attempt to scam the user into surrendering
private information that will be used for identity theft.
The IRS does not initiate contacts with taxpayers via emails. Also, the
IRS does not request personal detailed information through email or ask
taxpayers for the PIN numbers, passwords, or similar secret access
information for their credit card, bank, or other financial accounts.
If you receive an unsolicited email claiming to be from the IRS,
forward this message to phishing@irs.gov. You may also report misuse
of the IRS name, logo, or other IRS property to the Treasury Inspector
General for Tax Administration at 1-800-366-4484. You can forward
suspicious emails to the Federal Trade Commission at: spam@uce.gov
or contact them at www.ftc.gov/idtheft or 1-877-IDTHEFT
(1-877-438-4338).
Visit IRS.gov to learn more about identity theft and how to reduce
your risk.
Privacy Act Notice
Section 6109 of the Internal Revenue Code requires you to provide your correct TIN to persons (including federal agencies) who are required to file information returns with
the IRS to report interest, dividends, or certain other income paid to you; mortgage interest you paid; the acquisition or abandonment of secured property; the cancellation
of debt; or contributions you made to an IRA, Archer MSA, or HSA. The person collecting this form uses the information on the form to file information returns with the IRS,
reporting the above information. Routine uses of this information include giving it to the Department of Justice for civil and criminal litigation and to cities, states, the District
of Columbia, and U.S. possessions for use in administering their laws. The information also may be disclosed to other countries under a treaty, to federal and state agencies
to enforce civil and criminal laws, or to federal law enforcement and intelligence agencies to combat terrorism. You must provide your TIN whether or not you are required to
file a tax return. Under section 3406, payers must generally withhold a percentage of taxable interest, dividend, and certain other payments to a payee who does not give a
TIN to the payer. Certain penalties may also apply for providing false or fraudulent information.
City of Atlantic Beach 800 SEMINOLE ROAD ATLANTIC BEACH, FLORIDA 32233 -5445
TELEPHONE (904) 247-5880 FAX: (904) 247-5819
WWW.COAB.US
New Vendor Information Request Form
Please complete and return with all other bid documents
Vendor Name (as it should appear on Purchase Orders and Check Payments)
Remit To Address
Physical Address (if different from remittance)
Company Phone: Company Fax:
Company Website:
Point Of Contact Information:
Name:
E-Mail Address:
Phone:
Fax:
Should Purchase Orders be faxed or e-mailed? Provide correct information for either choice.
How did you learn of this Bid/RFP (check one)? Financial News & Daily Record
City’s Website Faxed/E-mailed Announcement Other (please specify):
SWORN STATEMENT PURSUANT TO SECTION 287.133(3)(A),
FLORIDA STATUTES, ON PUBLIC ENTITY CRIMES
THIS FORM MUST BE SIGNED AND SWORN TO IN THE PRESENCE OF A NOTARY
PUBLIC OR OTHER OFFICIAL AUTHORIZED TO ADMINISTER OATHS.
1. This sworn statement is submitted to __________________________________________
(print name of the public entity)
by _____________________________________________________________________
(print individual’s name and title)
for _____________________________________________________________________
(print name of entity submitting sworn statement)
whose business address is __________________________________________________
_______________________________________________________________________
and (if applicable) its Federal Employer Identification Number (FEIN) is ____________
(If the entity has no FEIN, include the Social Security Number of the individual signing
this sworn statement: ____________________________________________________.)
2. I understand that a “public entity crime” as defined in Paragraph 287.133(1)(g), Florida
Statutes, means a violation of any state or federal law by a person with respect to and
directly related to the transaction of business with any public entity or with an agency or
political subdivision of any other state or of the United States, including, but not limited to, any
bid or contract for goods or services to be provided to any public entity or an agency or political
subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery,
collusion, racketeering, conspiracy, or material misrepresentation.
3. I understand that “convicted” or “conviction” as defined in Paragraph 287.133(1)(b), Florida
Statutes, means a finding of guilt or a conviction of a public entity crime, with or without an
adjudication of guilt, in any federal or state trial court of record relating to charges brought by
indictment or information after July 1, 1989, as a result of a jury verdict, nonjury trial, or entry of
a plea of guilty or nolo contendere.
4. I understand that an “affiliate” as defined in Paragraph 287.133(1)(a), Florida Statutes, means:
1. A predecessor or successor of a person convicted of a public entity crime; or
2. An entity under the control of any natural person who is active in the management of the entity
and who has been convicted of a public entity crime. The term “affiliate” includes those officers,
directors, executives, partners, shareholders, employees, members, and agents who are active in
the interest in another person, or a pooling of equipment or income among persons when not for
fair market value under an arm’s length agreement, shall be a prima facie case that one person
controls another person. A person who knowingly enters into a joint venture with a person who
has been convicted of a public entity crime in Florida during the preceding 36 months shall be
considered an affiliate.
5. I understand that a “person” as defined in Paragraph 287.133(1)(e), Florida Statutes, means any
natural person or entity organized under the laws of any state or of the United States with the
legal power to enter into a binding contract and which bids or applies to bid on contracts for the
provision of goods or services let by a public entity, or which otherwise transacts or applies to
transact business with a public entity. The term “person” includes those officers, directors,
APPENDIX III
Example Position Profile
CITY OF MANASSAS, VIRGINIA
is Recruiting for the Position of
City Manager
Send Résumés by October 15, 2011 to:
John A. Anzivino, Senior Vice President
Springsted Incorporated
1564 East Parham Road
Richmond, VA 23228
Telephone: 804.726.9750
Fax: 804.726.9752
E-Mail: richmond@springsted.com
2 City of Manassas, Virginia
City Profile
City of Manassas, Virginia
Location
The City of Manassas is an independent city located approximately
thirty miles west of Washington, D.C. in the dynamic and growing
Washington Metropolitan area.
Manassas, with it strategic location, provides businesses with a key
advantage for doing business in a global market. A well developed
transportation network of roads, air, rail, and public commuter
service links Manassas to major U.S. markets. The City’s close
proximity to two major interstates, I-66 and I-95, connects
businesses to their target destinations in a timely and cost-effective
manner.
Domestic and International travel is accessible through two commercial airports. Washington Dulles
International Airport and Ronald Reagan National Airport are within thirty minutes of the City and
provide low cost carrier service to major gateway cities and international markets.
The Manassas Regional Airport, a City-owned general aviation
facility, serves corporate aircraft and is home to over 400 based
aircraft and three full-time Fixed Base Operators. The airport
features both a 3,700 foot and a 5,700 foot runway capable of
handling large business jets. The Manassas Airport is the largest and
busiest general aviation airport in Virginia and has an FAA Air
Traffic Control Tower.
Residents and commuters are also served by the Virginia Rail
Express, a light commuter rail, providing invaluable daily transit to Washington and Amtrak rail service
providing connections to anywhere in the country.
A Brief History of Manassas
Manassas, originally a railroad town known as Tudor’s Hall, later became known as Manassas Junction
and, eventually, Manassas. The City is situated between the Bull Run Mountains and the Potomac River.
At the beginning of the Civil War Manassas Junction was the only continuous railroad connection
between Washington D.C. and the Confederate capital, Richmond Virginia, making it a key strategic
point. In July 1861, the first major land battle of the American Civil War, was fought at the First Battle of
Manassas – also known as the First Battle of Bull Run. It was here that Thomas J. Jackson, a relatively
unknown colonel from the Virginia Military Institute, received his famous nickname, "Stonewall
Jackson".
The Second Battle of Manassas (or the Second Battle of Bull Run) was fought a year later in August
1862. This battle was a result of an offensive campaign waged by Confederate Gen. Robert E. Lee's
Army of Northern Virginia against Union Major General John Pope's Army of Virginia and was much in
larger scale and numbers than the First Battle of Bull Run (First Manassas) fought the previous year.
The Confederates, under Major General Thomas J. "Stonewall" Jackson, captured the Union supply depot
at Manassas Junction and took up defensive positions on Stony Ridge. On August 28, 1862, Jackson
attacked a Union column just east of Gainesville, at Brawner's Farm, resulting in a stalemate. On that
same day, the wing of Lee's army commanded by Major General James Longstreet broke through light
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3 City of Manassas, Virginia
Union resistance in the Battle of Thoroughfare Gap and approached the battlefield. Despite these two
battles in Confederate favor, the area remained under Union control
for most of the war.
The crossroads grew into the town of Manassas following the war,
incorporated as a town in 1873 and in 1892 Manassas became the
county seat of Prince William County, replacing Brentsville. In
1975, Manassas became an independent city and the present charter
was approved on April 12, 1976 by the General Assembly of Virginia.
Local historical districts were established by City Council in 1980 and structures such as the Conner
Opera House (1906), the Railroad Depot (1904 and 1911) as well as Town Hall (1914) are preserved as
reminders of the past. Adaptive reuse of historic buildings and promotion of heritage tourism have
become a focus of the City. In 1985 the City became a Virginia Main Street Community and recently the
City has designated the downtown as an Arts Cultural District. During the 1990’s and 2000’s Manassas,
as a suburb of Washington D.C., has been brought into the mainstream of regional development and has
had to deal with issues such as urban sprawl and traffic concerns.
The Community
Population and Demographics
Manassas encompasses ten square miles and has a current population of 37,821 according to the 2010
Census; a marked increase of 25.68% from 2000. The population of the City is diverse and allocated
according to the Census as follows: White (not Hispanic) 47.6%, Hispanic or Latino 31.4%, African
American (13.0%) and Asian 4.9%. According to the American Community Survey the median income of
households in Manassas for 2009 was $72,150 and the per capita income was $29,642. About 7.9% of
families and 11.7% of the population resided the poverty line.
Major Employers and Economic Development
Manassas has a solid corporate and business base anchored by Micron Technologies and Lockheed-
Martin as its two major employers. The City has a vibrant downtown, a thriving airport which houses
several businesses and federal agencies and the City has begun redevelopment of several areas in an effort
to grow the current tax base. The City has an active economic development program, which has targeted
government contracting/homeland security, biotechnology/pharmaceutical, information technology and
financial services related businesses as new potential employers while working to maintain the existing
business base and provides prospective employers with site selection services and consultation. The
Department has also initiated ‘fast tracking’ of priority projects which add to the City’s job base. The City
has numerous local organizations promoting economic development and offers appropriate amounts of
“Class A” office space for prospective businesses.
Major Employers
Micron Technology American Disposal Service Inc.
Lockheed Martin Maritime Systems & Sensors (MS2) City of Manassas
Prince William Hospital, General Hospital Division American Public University
City of Manassas School Board Oberon Associates
County of Prince William BAE Systems Information
Nova Counseling Group Inc.
Source: Virginia Employment Commission,
Quarterly Census of Employment and Wages (QCEW),4th Quarter 2010
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4 City of Manassas, Virginia
Healthcare Facilities
Prince William Hospital, built in 1964 serves as the primary care facility
for the City and surrounding area. The 170-bed, not-for-profit facility,
provides a full range of services with nearly 400 physicians representing
forty-three medical specialties on staff. A new, 41,205-square-foot state-
of-the art Emergency Services Department is open 24 hour a day, seven
days a week. Facility and features 45 treatment rooms including an
expanded triage section.
In addition to Prince William Hospital Manassas’ citizens have access to
twelve local and national hospitals in Northern Virginia and the
metropolitan area. A short drive to Washington D.C. provides access to
additional facilities such as George Washington University Hospital,
Washington Hospital Center, Sibley, Children's National Medical Center. Maryland offers Montgomery
County Hospitals and Medical Centers, Dimensions Healthcare System, Bethesda Naval Medical Center,
National Institutes of Health (NIH) and Howard County General Hospital.
Education
The Manassas school system serves approximately 7,000 students utilizing 1,000 full and part-time
teachers, support staff and administrators and consists of five elementary schools, one middle school, one
intermediate school, and one high school with average class sizes ranging from 20:1 in the City’s
elementary schools to 23:1 at the high school. With a 96% graduation rate and 80% of all graduates
continuing on to higher levels of education, the City’s School System provides students the opportunity to
learn in a challenging environment with state-of-the-art facilities and dedicated teachers. The Manassas
City Public School system has received full accreditation from the Virginia Department of Education for
four consecutive years, The City’s elected School Board governs the operation of the public school
system and under Virginia law all operations of the School Board are independent of the City Council and
City administration. The City Council and School Board annually determines the amount of the general
Fund portion of the school budget for appropriation through use of an adopted formula, but the City
Council has no direct authority over how the budget amount is to be spent.
The City is also served by nearly a dozen quality private schools.
Higher Education Offerings
Manassas is home to two universities offering undergraduate and graduate level degrees and professional
development certification programs and a community college offering associate’s degrees. In addition,
Over 25 universities and colleges are within an hour’s drive offering degrees in liberal arts, advanced
technologies, biomedicine, research, criminal justice and information technology.
George Mason University and the Prince William Campus
Founded in 1972 George Mason University, located in the heart of Northern Virginia's technology
corridor is an innovative, entrepreneurial institution with national distinction in a range of academic
fields. The University has a broad curriculum with a major emphasis on high-tech / bio-tech and
bioinformatics, biotechnology, forensic biosciences educational and research programs in addition to
computer and information technology and international affairs. Mason's Center for the Arts brings world-
renowned artists, musicians and actors to its stage. Its School of Law is recognized by “U.S. News and
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5 City of Manassas, Virginia
World Report” as one of the top 40 law schools in the United States. The 124-acre George Mason campus
located adjacent to the City opened in 1997 and provides convenient access for the residents and
businesses of Manassas and outlying areas of Northern Virginia.
Strayer University
The Strayer University - Manassas campus provides a variety of programs at both the degree and diploma
level. Programs provide employable skills at various levels as student’s progress through a course of
study. The structure of the curriculum provides a progression from Diploma to Associate’s to Bachelor’s
to Master’s degree with minimum loss of credit, as students upgrade their educational and professional
objectives.
Northern Virginia Community College, Manassas Campus
Northern Virginia Community College (NOVA) also has a campus located within the City and offers
more than 160 associate level degree’s, certificate-credited courses, non-credited courses, distance
learning and continuing education courses through Workforce Development. NOVA is the largest
educational institution in Virginia and the second-largest community college in the United States,
comprising more than 75,000 students and 2,600 faculty and staff members. NOVA is also one of the
most internationally diverse colleges in the United States, with a student body consisting of individuals
from more than 180 countries.
Public Library
Prince William County operates the 23,000 square feet Central Community Library located in Manassas
which first opened in 1971. The library, part of the larger Prince William system, houses 194,356
volumes and has access to all other facilities and resources. The Manassas Branch also features a
Community Room, a Computer Lab (the Computer Connection @ Central), a Periodicals Room and a
children’s area. Central provides materials for all ages as well as providing programming for both
children and adults.
Arts and Recreation
The City of Manassas has developed a family friendly
host of year round activities throughout the City and the
Old Towne area. The Hylton Performing Arts Center
entertains, educates, and enriches the Northern Virginia
community by providing diverse and accessible arts
experiences in state-of-the-art venues. The Manassas
Chorale, an auditioned community chorus of over 100
singers, annually presents four concerts at the Hylton
Performing Arts Center.
The Center for the Arts, ‘the Candy Factory’ in Old
Town Manassas sponsors summer camps for children and teens, theatrical productions for children and
adults, teaches classes in the arts and provides community outreach programs for local youth. The
Manassas Boys and Girls Club also offers a wide range of programming and activities for all school aged
youth and teens.
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6 City of Manassas, Virginia
Executive Search – City Manager
The Freedom Aquatic and Fitness Center, developed as a partnership between, the City, Prince William
County and George Mason University, provides a broad range of year-round recreational, educational,
social and cultural programs and activities. Located on the Prince William campus of George Mason
University, the 110,000 square foot facility features two swimming pools; a whirlpool; family locker
rooms; a full gymnasium; cardio, aerobic and strength studios; racquetball courts; a child care center and
a full range of adult and youth programming. Additionally the Stonewall Park Pool located in the City of
Manassas offers additional recreational opportunities.
The Manassas Museum is housed in a 7,000-square-foot museum building on eight acres opened in 1991.
Permanent and temporary historical exhibits interpret Northern Virginia Piedmont history through
artifacts, documents, videos, and images. The Museum houses the McBryde Library and Archives and
Echoes, the Manassas Museum Store. Other historical sites include Manassas Industrial School / Jennie
Dean Memorial, Mayfield Fort, Cannon Branch Fort, Historic Liberia House, Manassas Railroad Depot,
Candy Factory Arts Center.
The Manassas Farmers' Market is located in Old Town Manassas and has been serving Manassas for 25
years. The Thursday Market is located inside the Harris Pavilion and features the best in "Virginia
Grown" produce at an open-air market.
Manassas City Government
The City of Manassas operates under a General Assembly approved Charter which defines the Mayor and
Councils’ powers and outlines the responsibilities of the governing body and Manager under the Council-
Manager form of government. The City Council consists of an independently elected Mayor and six
members who are elected at large by voters. Council members serve four-year overlapping terms, which
are staggered. The Mayor and City Council form the governing body of the City, enacting ordinances,
levying taxes, and setting policy for the City. The City Council meets regularly on the second and fourth
Mondays of each month. The Council appoints the City Manager who serves at the pleasure of the
Council, carries out its policies, directs business procedures and may appoint or remove City employees
and heads of City Departments. The City Council has adopted a series of strategic priorities which include
major focal points related to:
• Public Safety – A Safe and Secure Community
• Positive Growth and Economic Development
• Neighborhood Preservation and Community Engagement
• Government Stewardship and Effectiveness
The next election is scheduled for May 2012 when the Mayor and three Council seats will be on the
ballot. The City Council operates with several active and Standing Committees.
The Position of City Manager
The City Manager serves as the Chief Executive Officer for the City, managing a full array of urban
services in a densely developed and actively engaged community. The Manager has exclusive authority
over personnel administration, including selection, evaluation and retention of key senior executive staff,
except for the Clerk of the City Council and City Attorney, who are appointed by the City Council. As
7 City of Manassas, Virginia
Chief Executive Officer, the Manager ensures that the entire community is served effectively and
efficiently by providing direct management and oversight of all City functions governed by City Council.
The City Manager directly manages seven (7) broad based departments, including: airport, community
development, family services, finance and administration, fire and rescue, police and public works and
utilities. The City’s workforce includes 468 full-time equivalent positions and the City provides a full
range of utility services to its citizens including water, sewer and electricity. The City Manager has
primary responsibility for preparation and execution of the City’s budget. The approved Fiscal Year 2012
budget is $303.9 million, which is spread across nineteen funds and represents an increase of 3.4% from
the prior fiscal year. The City’s real estate tax is $1.226 with an additional fire rescue levy of $0.169.
City of Manassas Organizational Structure
Constitutional Officers
The City also has shared relationships with Prince William County for three Constitutional Officers
(Sheriff, Commonwealth's Attorney and Clerk of Court) who provide court administration and security,
process service and jail security for the combined courts and detention facilities shared with Prince
William County as well as prosecution of felony based offenses. City residents also elect an independent
Treasurer and Commissioner of the Revenue who work closely with the City staff and the City’s financial
management operations.
Key Issues the City of Manassas’s New City Manager Will Face:
Manassas, like other urban communities, has identified a wide range of issues that a new City Manager
will need to address during their tenure in the City. The following is a sampling of issues as identified by
the City Council and citizens and are not in any order of priority. The key issues include:
1. Finance and Budget. Like most other localities throughout the nation, the City of Manassas is
challenged by the current economic environment and limited opportunities for revenue expansion
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8 City of Manassas, Virginia
coupled with declining support from the state and federal government. At the same time the
demand for citizen services is increasing. Managing the budget, maintaining the City’s credit
rating, dealing with potential implementation of a new classification and compensation study for
City staff and identifying creative ways to improve, sustain and provide services while
maintaining a reasonable residential and commercial rate will be a key challenge in the City for
the City Council, City Manager, staff and citizens to address.
2. Economic Development/Revitalization. City Council has identified economic development and
revitalization of major areas in the City as key components of its Strategic Priorities. The new
City Manager will be charged with developing and executing an economic development plan
which identifies key opportunities and develops the mechanisms to ensure that the City realizes
and maximizes opportunities which exist, while balancing the need to maintain the City’s current
‘small town’ character and prevent blight of older neighborhoods.
3. Working with the Manassas City School Division. The new City Manager will be charged
with developing a strong working relationship with the City’s School Board and Superintendent
in identifying and assisting in carrying out the City’s role in creating a ‘First Class’ school system
which compliments the objectives of the City’s Strategic Priorities.
More information about the City can be found at its web site: www.manassascity.org
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9 City of Manassas, Virginia
Executive Search – City Manager
CITY OF MANASSAS, VIRGINIA
CITY MANAGER PROFILE
Education and Experience
Minimum requirements for the position include a bachelor’s degree in public or business administration,
finance, planning or related field with a master’s degree highly desirable. ICMA Credentialed Managers
are preferred as applicants, but Credentialed status is not required. A substantial amount of public sector
management experience as a manager, deputy or assistant in a comparably sized or larger city or county is
also required, with more experience preferred. Past experience of the individual must show a high level
of interest and success in a broad range of areas including managing budgets, community building,
working with communities which are transitioning from suburban to more urban challenges, economic
and community development, redevelopment/revitalization of existing neighborhoods, working with and
understanding the needs of existing businesses, working effectively with non-profit groups and building
Council and community consensus. A progressive record of strong professional, administrative leadership
and developing high performance organizations is an important consideration.
Skills and Past Performance
Administrative Ability
Must be able to effectively delegate responsibilities for day to day operations and direct well-qualified
and motivated department heads that have a desire to perform at a level of excellence for the citizens and
business community. Must have demonstrated past performance in developing accountability measures
and must have effective time management skills. Exceptional communication skills are a must, including
the ability to listen and communicate with all segments of the community.
City Manager/Council/ Intradepartmental Relations
Must have demonstrated an excellent working relationship with his or her current and former governing
body(ies) which includes the ability to work with the Mayor and Council on a wide range of complex and
potentially controversial issues while relating information to City Council in an effective and timely
manner. The Manager must be able to implement needed changes to process and incorporate new ideas,
while being open and honest with the Council and providing an unbiased and balanced assessment of all
issues.
Budget and Finance
Must have demonstrated prior experience in successfully managing a City or County budget with a level
of complexity and scope similar to the City’s current budget with emphasis on efficient utilization of
available resources. Must recognize the value of, and protect, the City’s bond rating while being able to
develop a budget which is “transparent” and well understood to elected officials, staff and citizens and
targets the use of scarce resources in a well thought-out and prioritized manner.
Human Resource Management
Must demonstrate a personality that can effectively communicate the City Council’s goals and City needs
to department heads and employees. Must be prepared to select, visibly lead and motivate staff, mentor
them when necessary and hold staff accountable for their performance.
Community Relations
Understands the importance of being visible with staff and the community while balancing the Mayor and
Councils role as elected officials. Candidate presents a confident image of local government to the public.
10 City of Manassas, Virginia
Executive Search – City Manager
Economic Development
Must have demonstrated skills in successfully initiating and completing a wide range of economic
development projects and building a sound and sustainable economic base in an urban setting with
emphasis on working with existing businesses; balanced by recruitment of new targeted jobs. Must have a
thorough knowledge of redevelopment issues and demonstrated success with revitalization and the value
of fast tracking of projects in accordance with adopted policies.
Technology
Must embrace the use of technology in providing a higher level of access to staff and community and
have demonstrated success in achieving a higher level of technological proficiency within the
organization he or she now serves.
Intergovernmental Relations
Must be able to build, maintain and enhance partnerships with local governments within the region,
community organizations and state and federal agencies. Must demonstrate an understanding of the
importance of a strong educational system to the community while building a partnership for
improvement with the Manassas City School Division. Should have demonstrated success in identifying
and securing outside sources of funding from both public and private sources.
Professional Skills and Management Style
• Ability to craft a position of “what is possible”, serving as a visionary for the City Council and
staff with the ability to take reasonable risks, while employing creative and innovative thinking to
forge solutions to problems before making recommendations
• Must have strong management skills, particularly in the area of public finance, and understand the
importance of balance and creativity to achieve the community’s financial objectives
• Must be able to analyze the inner workings of, understand and successfully manage an
organization with a number of complex and interrelated “moving parts”
• Trend-setter and team builder, who mentors and re-enforces the strengths of directors and staff
• Ability to identify areas where efficiencies can be gained and successfully implement structural
changes to the organization where warranted
• Able to take complex issues and break them down into understandable terms
• Service-oriented in approach to public service with a strong sense of community
• Collaborative and comfortable in dealing with others in developing shared solutions
• Strong and enthusiastic in presenting ideas, while being respectful of others
• People person who understands a wide variety of different personalities and enjoys working
with them while being respectful of the opinions of all citizens
• Fair in approach to decision making; fair, consistent and firm in application of policies and
procedures
• Ability to manage with confidence and the courage to “present the good news with the bad” and
do what is right, even in the face of criticism and conflict
11 City of Manassas, Virginia
Executive Search – City Manager
• Ability to adjust to changing leadership and conditions within the City when warranted
• Organized and timely in response to requests for information from all sources
• Must lead staff and set a positive tone even during difficult periods while holding himself/herself
and appropriate staff accountable for City actions and direction
• Ability to communicate with a wide variety of constituencies in a manner which compliments the
City
Personal Traits
• Strong leader able to excite staff and the citizens, comfortable working in a team oriented
environment, self confident, tactful, discreet, diplomatic
• Passionate about his/her role in local government and the City of Manassas
• Ethical with high moral standards, honest, trustworthy, open and candid
• Accessible and approachable and comfortable with a wide range of different types of
personalities
• Proactive in dealing with issues; decisive in actions while employing good common sense
• Good listener, responsive to Council and community concerns with appropriate follow up
• Compassionate in dealing with problems while caring about outcomes
• Personable with a sense of humor
• Consensus builder
• Apolitical in all dealings
Compensation and Benefits
The salary for the position is negotiable, based on qualifications and experience. Salary range is $160,000
to $175,000. Benefits include participation in the Virginia Retirement System, vacation and sick leave,
group life insurance, deferred compensation, medical insurance, automobile allowance or use of City
vehicle, professional dues and conference expenses. Relocation allowance provided. Residency within the
City is required within a negotiated period of time.
12 City of Manassas, Virginia
Executive Search – City Manager
Application and Selection Process
The application deadline is October 15, 2011 and it is anticipated that the new City Manager will begin
his/her duties no later than December 14, 2011. To be considered please submit a cover letter, résumé and
salary history along with at least five (5) professional references to:
John A. Anzivino
Springsted Incorporated
1564 East Parham Road
Richmond, VA 23228
(804) 726-9750
Fax: (804) 726-9752
E-Mail: richmond@springsted.com
Following the filing date, résumés will be screened by Springsted Incorporated based on the criteria
established by the City Council. This process will include interviews and reference checks for those
candidates who are determined to be best suited for the position, a group of finalists will be presented to
the City Council for further consideration. The finalists should be interviewed in Manassas during early
November 2011.
The City of Manassas is an Equal Opportunity Employer
APPENDIX IV
Resumes
John A. Anzivino Mr. Anzivino joined Springsted in December 2001 as Vice President
Senior Vice President and Client Representative. In July 2006, he was named Senior Vice
Client Representative President of the firm and, in December 2006, as Director of
Springsted’s Mid-Atlantic group. He assists Mid-Atlantic counties,
financial, housing and economic development challenges in a variety
of innovative ways. In addition, Mr. Anzivino oversees the bond
issuance process for clients, ensuring that debt offerings are marketed
and delivered in a timely and effective manner.
Mr. Anzivino has over 25 years of experience in state and local
government. He served as Town Manager for Warrenton, Virginia for
more than 12 years. Prior to Warrenton, he served as County
Administrator for four years in Caroline County, Virginia, and for six years
in Amelia County, Virginia. Each of these communities received state and
national recognition for developing creative and innovative approaches to
resolving complex financial and programmatic issues that they faced
during his tenure. During this time, Mr. Anzivino authored chapters in the
VML Handbook for Mayors and Council Members and the Virginia
Association of Counties Handbook for County Supervisors. He has also
held positions in West Virginia with the Governor’s Office of Economic
and Community Development, specializing in resolving complex utility
and project financing issues and with a regional planning and development
agency, as its Assistant Director.
Mr. Anzivino has been an active participant in professional
associations, having served as Vice President of the Virginia Local
Government Management Association and as President of the Virginia
Association of County Administrators.
Education
University of Georgia, Athens, Georgia
Master of Public Administration
Concord College, Athens, West Virginia
Bachelor of Arts
University of Virginia, Charlottesville, Virginia
Senior Executive Institute
Affiliations
International City Management Association (ICMA)
Virginia Local Government Management Association (VLGMA)
International Public Management Association for Human Resources
(IPMA)
Virginia Government Finance Officers Association (VGFOA)
North Carolina Government Finance Officers Association (NCGFOA)
Sharon G. Klumpp Sharon Klumpp is an organization and management consultant,
Senior Vice President specializing in organizational and departmental studies, human
Consultant 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.
Ms. Klumpp 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.
Ms. Klumpp also served as an adjunct instructor at Walden University,
where she taught public administration and organizational change in
the University’s School of Management. She served two terms on the
Ramsey County Charter Commission and was chair for two years.
Education
University of Kansas, Lawrence, Kansas
Masters of Public Administration
Miami University, Oxford, Ohio
Bachelor of Arts in Political Science
Affiliations
International City/County Management Association
International Public Management Association for Human Resources
Rebecca A. Dayton Rebecca Dayton joined Springsted in November 2011, working as an
Analyst Analyst with the Management Consulting Services Team. She
provides technical support and assistance to clients through our human
resources services line, focusing on compensation studies, executive
searches and organizational management projects.
Ms. Dayton specializes in all facets of human resources, including
classification and compensation as well as benefits reviews. She has
prepared offer letters, non-disclosure and non-compete documents,
classification and compensation studies and performance review
programs. Her previous experience includes program coordinator,
membership assistant/exhibition coordinator, and an associate analyst.
Prior to employment with Springsted, Ms. Dayton supervised positions
and programs related to management consulting services. She was
responsible for overseeing clerical operations and preparing, editing
and formatting correspondence, spreadsheets, and PowerPoint
presentations. She has extensive experience creating and analyzing
position profiles, creating and posting job advertisements, and
researching benchmark information and following up with contracts.
Education
Salem Community College, Carneys Point, New Jersey
Associates degree in Education
Virginia Commonwealth University, Richmond, Virginia
Course work for Bachelors of Business Administration
Strayer University
Course work for Bachelors of Business Administration in
Management