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CC 2014-12-09_11a Agreement_City Manager RecruitmentMEMORANDUM TO: CITY COUNCIL FROM: DEBBIE MALICOAT, DIRECTOR OF ADMINISTRATIVE SERVICES \ff!lf\..- SUBJECT: CONSIDERATION OF CONSULTANT SERVICES CONTRACT FOR CITY MANAGER RECRUITMENT DATE: DECEMBER 9, 2014 RECOMMENDATION: It is recommended the City Council approve and authorize the Mayor to execute a consultant services agreement with Peckham & McKenney to provide recruitment services for the position of City Manager. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: Council previously authorized the use of $26,000 in contingency funds for this purpose. The fee to conduct the recruitment will be $17,500 plus expenses not to exceed $7,500. The previously approved amount is sufficient to fund this request. BACKGROUND: On October 28, 2014, Council approved a process to recruit for a City Manager, including issuing a request for proposals (RFP) to qualified firms and designating the Mayor and Mayor Pro Tern as a sub-committee to interview and recommend a consultant. The RFPs were sent to eleven firms that specialize in public sector executive recruitments. The City received five proposals. Given recent changes to the Council and sub-committee, staff reviewed the proposals and conducted follow up interviews as necessary. ANALYSIS OF ISSUES: The most typical approach to recruiting for a new city manager involves the use of a professional firm. Professional firms are able to offer unique outreach services to individuals that might not otherwise apply for the position, help to reduce any perception that the process is not impartial, and they work directly for the Council. The Administrative Services Department will provide any staff support requested by the consultant or the Council. Based on a review of the proposals received, staff recommends entering into a contract with Peckham & McKenney. Proposals were evaluated based on the experience and qualifications for the firm, their proposed approach to meeting the needs of the City, and cost effectiveness. All the firms that provided proposals are capable of providing the requested scope of services and pricing is competitive, therefore, it was important to differentiate between the five firms. Item 11.a. - Page 1 CITY COUNCIL CONSIDERATION OF CONSUL TANT SERVICES CONTRACT FOR CITY MANAGER RECRUITMENT DECEMBER 9, 2014 PAGE2 Specific reasons for recommending Peckham & McKenney include a proven track record of recruiting quality candidates, cost effective proposal, a one year placement guarantee, scheduling that meets with the City's request to move quickly, and the ability to begin the recruitment process immediately. ALTERNATIVES: The following alternatives are presented for the City Council's consideration: -Approve the staff recommendations; -Do not approve the staff recommendations and select one of the other recruitment firms to provide the service; -Modify the recommendations and approve; -Provide direction to staff and/or sub-committee. ADVANTAGES: The consultant services agreement will allow the City to move forward with the recruitment of a new City Manager in a timely manner. Use of a professional firm will provide the most effective approach to attracting the highest quality applicants for the position. DISADVANTAGES: This only disadvantage of using professional services is the additional cost. ENVIRONMENTAL REVIEW: No environmental review is required for this item. PUBLIC NOTIFICATION AND COMMENTS: The Agenda was posted in front of City Hall on Thursday, December 4, 2014. The Agenda and report were posted on the City's website on Friday, December 5, 2014. No public comments were received. Attachment: 1. Consultant Services Agreement 2. RFPs Item 11.a. - Page 2 AGREEMENT FOR CONSUL TANT SERVICES THIS AGREEMENT is made and effective as of December 9, 2014, between PECKHAM & MCKENNEY ("Consultant"), and the CITY OF ARROYO GRANDE, a Municipal Corporation ("City"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows: 1. TERM This Agreement shall commence on December 9, 2014 and shall remain and continue in effect until all services set forth herein are completed, unless sooner terminated pursuant to the provisions of this Agreement. 2. SERVICES Consultant shall perform the tasks described and comply with all terms and provisions set forth in City's Request for Proposal, attached as Exhibit "A" hereto and incorporated herein by this reference and the Consultant's Proposal, attached as Exhibit "B" hereto and incorporated herein by this reference. 3. PERFORMANCE Consultant shall at all times faithfully, competently and to the best of his/her ability, experience and talent, perform all tasks described herein. Consultant shall employ, at a minimum generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement. 4. AGREEMENT ADMINISTRATION City's Director of Administrative Services shall represent City in all matters . pertaining to the administration of this Agreement. Bobbi C. Peckham shall represent Consultant in all matters pertaining to the administration of this Agreement. 5. PAYMENT The City agrees to pay the Consultant in accordance with the payment' rates and terms set forth in Exhibit "B", attached hereto and incorporated herein by this reference. 6. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE (a) The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Consultant at least ten (10) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. Page 1 Item 11.a. - Page 3 ATTACHMENT 1 If the City suspends or terminates a portion of this !\greement such suspension or termination shall not make void or invalidate the remainder of this Agreement. (b) In the event this Agreement is terminated pursuant to this Section, the City shall pay to Consultant the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City pursuant to Section 5. 7. TERMINATION ON OCCURRENCE OF STATED EVENTS This Agreement shall terminate automatically on the occurrence of any of the following events: (a) Bankruptcy or insolvency of any party; (b) Sale of Consultant's business; or (c) Assignment of this Agreement by Consultant without the consent of City. (d) End of the Agreement term specified in Section 1. 8. DEFAULT OF CONSUL TANT (a) The Consultant's failure to comply with the provisions of this Agreement shall constitute a default. In the event that Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Consultant for any work performed after the date of default and can terminate this Agreement immediately by written notice to the Consultant. If such failure by the Consultant to make progress in the performance of work hereunder arises out of causes beyond the Consultant's control, and without fault or negligence of the Consultant, it shall not be considered a default. (b) If the City Manager or his/her delegate determines that the Consultant is in default in the performance of any of the terms or conditions of this Agreement, he/she shall cause to be served upon the Consultant a written notice of the default. The Consultant shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement. 9. LAWS TO BE OBSERVED. Consultant shall: (a) Procure all permits and licenses, pay all charges and fees, and give all notices which may be necessary and incidental to the due and lawful prosecution of the services to be performed by Consultant under this Agreement; Page 2 Item 11.a. - Page 4 (b) Keep itself fully informed of all existing and proposed federal, state and local laws, ordinances, regulations, orders, and decrees which may affect those engaged or employed under this Agreement, any materials used in Consultant's performance under this Agreement, or the conduct of the services under this Agreement; (c) At all times observe and comply with, and cause all of its employees to observe and comply with all of said laws, ordinances, regulations, orders, and decrees mentioned above; (d) Immediately report to the City's Contract Manager in writing any discrepancy or inconsistency it discovers in said laws, ordinances, regulations, orders, and decrees mentioned above in relation to any plans, drawings, specifications, or provisions of this Agreement. (e) The City, and its officers, agents and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this Section. 10. OWNERSHIP OF DOCUMENTS (a) Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment. (b) Upon completion of, or in the event of termination or suspension of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of the City and may be used, reused, or otherwise disposed of by the City without the permission of the Consultant. With respect to computer files, Consultant shall make available to the City, at the Consultant's office and upon reasonable written request by the City, the necessary computer software and hardware for purposes of accessing, compiling, transferring, and printing computer files. 11. INDEMNIFICATION Page 3 Item 11.a. - Page 5 (a) Indemnification for Professional Liability. When the law establishes a professional standard of care for Consultant's Services, to the fullest extent permitted by law, Consultant shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents ("Indemnified Parties") from and against any and all losses, liabilities, damages, costs and expenses, including attorney's fees and costs to the extent same are caused in whole or in part by any negligent or wrongful act, error or omission of Consultant, its officers, agents, employees or subcontractors or any entity or individual that Consultant shall bear the legal liability thereof) in the performance of professional services under this agreement. (b) Indemnification for Other Than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Consultant shall indemnify, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Consultant or by any individual or entity for which Consultant is legally liable, including but not limited to officers, agents, employees or subcontractors of Consultant. (c) General Indemnification Provisions. Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this agreement. In the event Consultant fails to obtain such indemnity obligations from others as required here, Consultant agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth here is binding on the successors, assigns or heirs of Consultant and shall survive the termination of this agreement or this section. 12. INSURANCE Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit "C" attached hereto and incorporated herein as though set forth in full. 13. INDEPENDENT CONSUL TANT (a) Consultant is and shall at all times remain as to the City a wholly independent Consultant. The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant's exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents, except Page4 Item 11.a. - Page 6 as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner. (b) No employee benefits shall be available to Consultant in connection with performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder. 14. UNDUEINFLUENCE Consultant declares and warrants that no undue influence or pressure was or is used against or in concert with any officer or employee of the City of Arroyo Grande in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the City of Arroyo Grande will receive compensation, directly or indirectly, from Consultant, or from any officer, employee or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling the City to any and all remedies at law or in equity. 15. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the project during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in connection with the project performed under this Agreement. 16. RELEASE OF INFORMATION/CONFLICTS OF INTEREST (a) All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without City's prior written authorization. Consultant, its officers, employees, agents, or subcontractors, shall not without written authorization from the City Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property located within the City. Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives City notice of such court order or subpoena. Page 5 Item 11.a. - Page 7 (b) Consultant shall promptly notify City should Consultant, its officers, employees, agents, or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request, court order, or subpoena from any person or party regarding this Agreement and the work performed thereunder or with respect to any project or property located within the City. City retains the right, but has no obligation, to represent Consultant and/or be present at any deposition, hearing, or similar proceeding. Consultant agrees to cooperate fully with City and to provide the opportunity to review any response to discovery requests provided by Consultant. However, City's right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. 17. NOTICES Any notice which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice: To City: To Consultant: 18. ASSIGNMENT City of Arroyo Grande Director of Administrative Services 300 E. Branch Street Arroyo Grande, CA 93420 Peckham & McKenney Bobbi C. Peckham 300 Harding Boulevard, Suite 106-E Roseville, CA 95678 The Consultant shall not assign the performance of this Agreement, nor any part thereof, without the prior written consent of the City. 19. GOVERNING LAW The City and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the superior or federal district court with jurisdiction over the City of Arroyo Grande. Page 6 Item 11.a. - Page 8 20. ENTIRE AGREEMENT This Agreement contains .the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material. 21. TIME City and Consultant agree that time is of the essence in this Agreement. 22. CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL Consultant is bound by the contents of the City's Request for Proposal, Exhibit "A", attached hereto and incorporated herein by this reference, and the contents of the proposal submitted by the Consultant, Exhibit "B", attached hereto and incorporated herein by this reference. In the event of conflict, the requirements of City's Request for Proposals and this Agreement shall take precedence over those contained in the Consultant's proposals. 23. CONSTRUCTION The parties agree that each has had an opportunity to have their counsel review this Agreement and that any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in the· interpretation of this Agreement or any amendments or exhibits thereto. The captions of the sections are for convenience and reference only, and are not intended to be construed to define or limit the provisions to which they relate. 24. AMENDMENTS Amendments to this Agreement shall be in writing and shall be made only with the mutual written consent of all of the parties to this Agreement. 25. AUTHORITY TO EXECUTE THIS AGREEMENT The person or persons executing this Agreement on behalf of Consultant warrants and represents that he/she has the authority to execute this Agreement on behalf of the Consultant and has the authority to bind Consultant to the performance of its obligations hereunder. Page 7 Item 11.a. - Page 9 IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written. CITY OF ARROYO GRANDE By: __________ _ Jim Hill, Mayor Attest: Kelly Wetmore, City Clerk Approved As To Form: Timothy J. Carmel, City Attorney Page 8 CONSULTANT By: ___________ _ Bobbi C. Peckham Its: ------------ President Item 11.a. - Page 10 EXHIBIT A CITY'S REQUEST FOR PROPOSAL Page 9 Item 11.a. - Page 11 CITY OF ARROYO GRANDE REQUEST FOR PROPOSALS CITY MANAGER RECRUITMENT AND SELECTION PROCESS I. PROPOSAL INTENT The City of Arroyo Grande, California is seeking the services of a highly qualified executive search firm to manage the recruitment and selection of its City Manager. The consultant should have the knowledge and expertise to advise Council on the recruitment and selection process, how to involve key stakeholders and staff, and attract highly qualified candidates. II. BACKGROUND The existing City Manager has announced he will be resigning after over 14 years in the position once a new City Manager is selected and begins work. The City of Arroyo Grande currently comprises 5.45 square miles with a population of 17,291 residents. Arroyo Grande is a full-service city. There are currently 86 full-time and 45 part-time employees. Fire service is provided by the Five Cities Fire Authority, but Arroyo Grande provides finance and personnel services for the Fire Authority. Ill. SCOPE OF WORK The City anticipates the search will involve five phases: A. Phase 1: Development of Candidate Profile and Recruitment Strategy (November) 8. Phase 2: Outreach and Advertising Campaign (November -December) C. Phase 3: Candidate screening (December -January) D. Phase 4: Candidate selection, background, and offer (February) E. Phase 5: Appointment (February) F. Phase 6: Start Date (March/April) ' The core services required include the following: A. Primary contact with Council, guiding and advising them through the recruitment and selection process. 8. Interview Council Members to determine desired characteristics of the City Manager. C. Advise Council on all phases of the recruitment, including who should be involved and to what extent. This will include input regarding participation from key stakeholders, department heads, and other staff. D. Develop recruitment materials. E. Conduct a statewide outreach and advertising campaign aimed at producing the highest quality City Manager candidates. F. Review and screen candidates. Personally meet with top candidates prior to presenting to Council. Page 10 Item 11.a. - Page 12 G. Recommend final selection process and facilitate process with Council to review final candidates. H. Conduct background on final candidates. I. Negotiate compensation package with final candidate if requested. IV. PROPOSAL FORMAT AND CONTENT Proposals should be concise and limited to the information requested. Each proposal shall include the following information in this format: A. Qualifications Provide resumes of the key personnel to be assigned to this project and list City Manager recruitment processes that they have coordinated over the past three years. 8. Work Plan Provide a brief description of the work plan proposed to carry out the tasks set forth in Section Ill -Scope of Work. C. Costs Submit a cost proposal, which includes a proposed amount for each task and the overall cost proposal to complete the entire scope of work. Proposals shall also include a list of personnel proposed to work on the project, allocations of time each person is to work on the project, and hourly rates for those personnel. Cost proposals are to include all costs to the City. D. Schedule Provide a schedule summary assuming the work will begin by December 2014. E. References Please provide three professional references. Include with each reference, the name, entity, address, and daytime telephone number of the reference. V. SELECTION PROCESS A Council Subcommittee committee will make a recommendation to the full City Council based upon the following criteria: A. Relative experience and qualifications 8. Ability of proposed approach to meet the needs of the City C. Cost effectiveness Page 11 Item 11.a. - Page 13 VI. SUBMITTAL A. Submit a total of 6 copies to: Debbie Malicoat Director of Administrative Services 300 E. Branch Street Arroyo Grande, CA 93420 B. Show the following information on the outside of the package: • Consultant's name and address • City Manager Recruitment Proposal C. Closing Date: All proposals must be received by Thursday, November 20, 2014 at 5:00 p.m. D. The City reserves the right to reject any or all proposals for any or no reason. Page 12 Item 11.a. - Page 14 EXHIBIT B CONSULTANT'S PROPOSAL Page 13 Item 11.a. - Page 15 I '1 I I I I c _I : I ~, I I I 1 ! i I I I I I I ,-' I 300 Harding Boulevard, Suite 106-E Roseville, CA 95678 PECKHAM i-. --- MCKENNEY EXECUTIVE SEARCH Executive Search Services City Manager City of Arroyo Grande November 2014 "All About Fit" 1-866-912-1919 www.peckhamandmckenney.com Item 11.a. - Page 16 ' '-- i I I -' i j I ' __ ) I '- I I I L___' ~ I : I __ J November 19, 2014 Ms. Debbie Malicoat Director of Administrative Services City of Arroyo Grande 300 E. Branch Street Arroyo Grande, CA 93420 Dear Ms. Malicoat: PECKHAM i --- MCKENNEY EXECUTIVE SEARCH Thank you for the opportunity to express our interest in assisting the Mayor and City Council in the recruitment of the City Manager. It is our understanding that the Council is interested in a full recruitment and outreach process leading to the successful placement of a quality candidate that "fits" the organization and community. We are fully prepared to team with the Mayor and City Council in order to ensure this outcome. Our proposed recruitment process and timeline have been outlined further in this response in the format requested in your RFP. Given the extent of my City Manager recruitment experience and industry knowledge, I will personally serve as the City of Arroyo Grande's Recruiter on the search for the next City Manager. I have assisted over 30 California City Councils with similar searches within the past three years. The majority of these searches have been conducted for communities very similar in size to Arroyo Grande. More detailed information on my experience and these recruitments can be found within our proposal. Please feel free to call me toll-free at (866) 912-1919 if you have any questions or need additional materials. Again, thank you. litHc,/1tiL_ Bobbi C. Peckham President Enclosure 300 Harding Boulevard, Suite 106-E Roseville, CA 95678 "All About Fit" 1-866-912-1919 www.peckhamandmckenney.com Item 11.a. - Page 17 , - I I I I I I ,_ 1 ' , _ _J \-l ; I \. ~~ / i I ; I '~ ! I I l ' I : i ' I, , I ,---, TABLE OF CONTENTS QUALIFICATIONS 1 Peckham & McKenney Similar Experience Your Recruiter Your Recruitment Team WORK PLAN 3 PROFESSIONAL FEES AND EXPENSES 5 PROJECT SCHEDULE 6 CLIENT REFERENCES 7 PLACEMENT GUARANTEE AND ETHICS 8 EXECUTIVE SEARCHES CONDUCTED 9 City Council/Board-Appointed Positions Item 11.a. - Page 18 j ' I . l_' , I ' ' I \ __ , ' I I I L __ QUALIFICATIONS Peckham & McKenney provides Executive Search services to local government agencies throughout the Western United States and is headquartered in Roseville, California. The firm was established as a partnership in June 2004 and incorporated in 2014 by Bobbi Peckham and Phil McKenney, who serve as the firm's Recruiters and bring over 50 years' experience in local government and executive search. We are supported by an Office Manager, research specialists, marketing and design professional, web technician, and distribution staff. Ms. Peckham serves as the firm's President, and Phil McKenney serves as the Chief Operating Officer and Secretaryffreasurer. Either of the firm's principals may be reached toll free at (866) 912-1919. Peckham & McKenney was established on the premise that an executive search and consulting firm must be dedicated to providing its clients and candidates with professional service, as well as a personal, hands-on approach. Our business philosophy centers upon the understanding that this is a "people" related industry and that attention to others' needs is the key to providing effective customer service. Not only are we committed to providing our clients with well-qualified candidates, but we also take pride in treating both our clients and candidates with utmost respect. This commitment has lead to multi-year retainer agreements with a number of agencies, as well as numerous client and candidate testimonials to their experiences with us. We invite you to visit our web site at www.PeckhamAndMcKenney.com. At Peckham & McKenney, we are committed to local government and sensitive to the challenges and issues faced by our clients. As such, we participate in the Cal-ICMA Preparing the Next Generatwn Committee and also serve as the Administrator for the Credentialed Government Leader program for the Municipal Management Associations of Northern & Southern California. In addition, we have provided workshops and training sessions in California and Colorado to up-and-comers on resume and interview preparation and general career guidance. Similar Experience (2011 -Present) and Your Recruiter We are California's leading search firm with experience in smaller communities, which provides us with an impressive database of contacts and potential candidates to become Arroyo Grande's next City Manager. Listed below are City Manager placements made since 2011. Thirty-four of these 36 placements remain in their positions today. The majority of these searches were conducted by Bobbi Peckham, who would serve as Arroyo Grande's Recruiter on this City Manager search process. Placements (36 total) in Past 36 Months Auburn, CA American Canyon, CA Anderson, CA Antioch, CA Bell, CA Belvedere, CA Benicia, CA Burbank, CA Burlingame, CA Campbell, CA Carmel-by-the-Sea, CA Corvallis, OR Cupertino, CA Encinitas, CA Eureka, CA Exeter, CA Hughson, CA Indian Wells, CA 13,000 (pop.) 18,000 10,000 105,000 35,400 2,122 28,000 104,000 30,000 40,000 3,842 55,000 60,000 60,900 27,000 10,500 6,800 5,200 Your Recruiter --Bobbi C. Peckham Ketchum, ID La Quinta, CA Lone Tree, CO Moraga, CA La Palma, CA Palmdale, CA Palos Verdes Estates, CA Park City, UT Piedmont, CA Point Arena, CA San Clemente, CA Santa Clara, CA Snowmass Village, CO Tracy, CA Tulare, CA Waterford, CA West Sacramento, CA Woodside, CA 2,680 39,000 11,850 16,700 15,800 158,000 13,600 7,800 10,900 450 65,000 120,000 2,865 85,000 60,900 8,500 49,000 5,400 Bobbi Peckham has a strong reputation throughout the West Coast as a leading local government Recruiter with over 30 years of experience in local government and executive search. Ms. Peckham began her career with the City of Naperville, IL, where she became familiar with all aspects of local government. Ms. Peckham was then recruited to join the Executive Search practice of a leading California recruitment firm. Later, she played an integral role in creating a national search business for what became the largest recruitment practice serving local government in the country. Here, she became Regional Director overseeing Northern California and a nine-state region. Item 11.a. - Page 19 i I : \ : i I -_j j : In 2004, Ms. Peckham formed Peckham & McKenney in partnership with Phil McKenney. Ms. Peckham has personally conducted hundreds of national searches throughout the Western United States. She has extensive experience working with City Councils, Executive Boards, and local government administrators, listening to and understanding their needs in executive level placements. Ms. Peckham received a Bachelor of Science degree in Organizational Behavior from the University of San Francisco. She is a contributing member of the International City/County Management Association, Cal-ICMA, Women Leading Government, and Municipal Management Associations of Northern & Southern California. Ms. Peckham serves on the Planning Committee for the annual Women's Leadership Summit, at which she coordinates and leads the highly regarded Executive Roundtable Discussions with over 30 female local government leaders. In addition, Ms. Peckham was instrumental in writing the ICMA's Job Hunting Handbook. Your Recruitment Team --Joyce Johnson Joyce Johnson joined Peckham & McKenney in 2005 and serves as the firm's Office Manager. Ms. Johnson is complimented regularly on her strong customer orientation working with both clients and candidates alike. She oversees internal administration of the firm as well as directing contract administrative support in the areas of advertising and design, web posting, and duplication and mailing services. Prior to joining Peckham & McKenney, Ms. Johnson oversaw internal administration in the Western Region headquarters of two national management consulting and executive recruitment firms. She has over 30 years' experience in the field of administrative and executive support for all aspects of the executive recruitment process. Ms. Johnson holds an Associate of Arts degree from American River College. Cathy West-Packard Cathy has provided her design and marketing skills to Peckham & McKenney recruiters even before the firm's formation. She is the firm's "go-to" professional for all advertising and brochure design and creation. Rebecca Bach Rebecca joined Peckham & McKenney in 2012 and currently serves in the areas of social media, administrative support, research, and special projects. Rebecca has served in a number of administrative roles for agencies within the United States as well as in New Zealand, where she served as office manager for a non-profit organization. Rebecca has 10 years' experience working with both the everyday tasks that it takes to run an office as well as overseeing the financial departments of several companies/organizations. Kevin Johnson Kevin has been a member of the team since 2009 and currently serves as a Research Assistant. He supports the firm's Recruiters through his research of local government agencies and networks, potential candidates, and current candidates prior to recommendation to our clients. Kevin mastered his researching abilities while obtaining a Bachelor of Arts in Economics from Willamette University. Bradley Frank The newest member of the Peckham & McKenney team, Bradley holds the official title of Technology Guru as he expertly oversees the firm's web site as well as responding to all technology questions from the firm's principals. He is currently studying Material Sciences & Engineering at the University of California, Merced. 2 Item 11.a. - Page 20 l_ - ' l , I I I -I i l , I I I i \ : I : ' I'---' WORKPLAN While it is our intent to customize the search and project schedule to fit the City's specific needs, the search process typically includes the following key actions: Project Organization (on-site #1) -Prior to beginning the recruitment process, Ms. Peckham will meet with the Mayor and City Council in order to discuss the recruitment process, listen to specific desires and expectations, and respond to any questions or concerns. We will discuss expected parameters of the search, the search timeline, and schedule future meeting dates. At this time, the City Council will also determine the extent of involvement of other individuals in the search process. Development of Candidate Profile (on-site #2) -This phase provides for the development of a detailed Candidate Profile. Ms. Peckham will meet individually with members of the City Council, as well as other individuals identified in the Project Organization phase, to discuss the current and future issues and challenges facing the City of Arroyo Grande. The desired background and experience, leadership style and personality traits, skills and abilities of the ideal candidate will be discussed. We will also discuss expectations, goals, and objectives that will lead to the success of the new City Manager. Recruitment -Advertisements will be placed in the appropriate industry publications and websites, and our firm will assume responsibility for presenting your opportunity in an accurate and professional manner. Full information on the position will be posted on our firm's web site as well as the City's site. In addition, an attractive brochure will be prepared to market the organization and position to potential candidates. This brochure will be mailed to 300-400 industry professionals, and it will also be available on our firm's web site. Copies of the brochure will also be made available to the City. The main focus of our outreach, however, will be direct phone contact with quality potential candidates. With nearly 30 years of executive search experience, we have developed an extensive candidate database that is continuously utilized and updated. Our recruiting efforts will focus on direct and aggressive recruiting of individuals within the search parameters established during the Candidate Profile Development phase. We believe direct recruiting produces the most qualified candidates. Throughout this active search process, we will regularly notify the Mayor and City Council of the status and share questions, concerns, and comments received from potential candidates as they consider the opportunity. By doing so, we will "team" with the City to ensure that all issues and concerns of candidates are discussed and understood thereby eliminating "surprises" once the resume filing deadline has occurred. As resumes are received, they will be promptly acknowledged, and we will personally respond to all inquiries. Once the resume filing deadline has passed, the City will be once again updated on the status of the recruitment, the number of resumes received, and our intent for preliminary interviews. Preliminary Interviews -As resumes are received, supplemental questionnaires will be sent to candidates who appear to meet the candidate profile. Following the resume filing deadline and a thorough review of the resumes and questionnaires received, Ms. Peckham will conduct preliminary interviews with those individuals most closely matching the candidate profile. An Internet search will be conducted as well as preliminary reference and background (credit and criminal) checks. Recommendation of Finalists (on-site #3) -A written recommendation of finalists will be personally presented to the Mayor and City Council by Ms. Peckham in a one-to two-hour meeting. The City will receive a full listing of all candidates who applied for the position, as well as the cover letters, resumes, and supplemental questionnaires of the recommended group of candidates for further consideration. Once a group of finalists has been selected by the Mayor and City Council, all candidates will be notified of their status. We will prepare a finalist interview schedule and notify finalist candidates accordingly. If necessary, finalists will make their own travel plans and reservations. It is customary that the City reimburse finalists for round-trip airfare, car rental, and lodging necessary to attend the interviews with the City. We will confirm this with the City at our meeting to recommend finalists. 3 Item 11.a. - Page 21 ,_; I , I I '-' ' i I I I I ' --I I i I I - I I ! Final Interviews/Selection (on-site #4 and #5, if necessary) -During this phase, finalists will be interviewed by the Mayor and City Council. Ms. Peckham will provide on-site advice and facilitation assistance during the final interview process. Interview materials, including suggested interview questions, evaluation and ranking sheets will be provided for the City's convenience. An orientation session will be held prior to the finalist interviews, and we will work with the Mayor and City Council through a ranking process and discussion of the finalists at the end of the day. Ms. Peckham will assist the Council in coming to consensus on the leading two to three finalists for further consideration, and we will provide recommendations on next steps, including additional meetings or social engagements with each finalist to learn more of the "fit" they may bring. In the past, our clients have chosen to conduct subsequent interviews, roundtable discussions, meals, or receptions with these finalists. Ms. Peckham will provide the Council with recommendations and options for this process. Qualification -Once the final candidate has been selected by the Council, our firm will verify professional work experience; degree verification; and criminal, civil, credit, and motor vehicle records (beyond industry-standard seven years). Second "tier" references will also be contacted. This comprehensive process ensures that only the most thoroughly screened candidate is hired. In addition, negotiation assistance will be provided as requested by the City. Our ultimate goal is to exceed your expectations and successfully place a candidate who "fits" your organization's and community's needs now and into the future. 4 Item 11.a. - Page 22 i I I i I PROFESSIONAL FEE AND EXPENSES Professional Fee -Our professional fee for to conduct this recruitment is $17,500. One-third of this fee is due as a retainer upon execution of the agreement. The remainder of the fee will be divided and billed in two separate, monthly invoices. Expenses -Estimated out-of-pocket costs associated with this search will not exceed $7,500. Expenses will be pre-approved and billed back at cost. Expenses include out-of-pocket costs associated with consultant travel, administrative support/printing/copying/postage/materials, advertising, telephone/technology, and background checks (partial checks on recommended candidates; full background check on selected candidate). Additional expenses incurred due to requested additional meetings as well as full background checks on more than one candidate will be negotiated and billed accordingly. Personnel Assigned -The following personnel of Peckham & McKenney will be involved in the recruitment of the City Manager. Bobbi Peckham Joyce Johnson Cathy West-Packard Kevin Johnson Bradley Frank Insurance 100% --As your Recruiter, Ms. Peckham is entirely responsible for the search process. 75% --project supervisor and administrative support 10% --design of ads and marketing brochure 10% --all research components 5% --web site and technology updates Peckham & McKenney carries Professional Liability Insurance ($1,000,000 limit), Commercial General Liability Insurance ($2,000,000 General Liability, and $4,000,000 Products) and Automobile Liability Insurance ($1,000,000). Our Insurance Broker is Wells Fargo Insurance, Inc., Charlotte, NC, and our coverage is provided by Sentinel Insurance Company and The Hartford. 5 Item 11.a. - Page 23 1 ' I I i I PROJECT SCHEDULE This sample schedule anticipates a 14-week process. In today's competitive recruiting environment, our goal is to make the process as efficient and effective as possible. ACTIVITY TIME FRAME I. Project Organization Pre-Recruitment • On-site/telephonic meeting (as necessary) with Council to discuss recruitment process • Formalize project schedule II. Development of Candidate Profile Two Weeks • On-site meeting with Council to discuss candidate profile • Meetings with other identified individuals according to Project Organization step • Develop Candidate Profile/Marketing Brochure and obtain approval from City • Develop advertising and recruiting plan III. Recruitment Six Weeks • Advertise, network, and electronically post in appropriate venues • Send marketing brochure to 300-400 industry professionals • Post opportunity on firm's web site as well as City's site • Search for/identify/recruit individuals within the parameters of the Candidate Profile • Respond to all inquiries and acknowledge all resumes received IV. Preliminary Interviews/Recommendation Three Weeks • Review candidates' resumes and supplemental questionnaires • Conduct preliminary interviews with leading candidates • Conduct Internet research, first-tier reference checks, and credit/criminal checks • Present written recommendation of finalists to Council • Notify all candidates of search status V. Final Interviews/Selection Two Weeks • Schedule finalist candidate interviews • Design process and facilitate finalist interviews with City • Assist City throughout process and provide recommendations • Council selects candidate or leading 2-3 candidates for further consideration • City conducts second interview process. VI. Qualification One Week • Conduct thorough background checks and second "tier" references on leading candidate • Negotiation assistance • Exceed expectations and successfully place candidate who "fits." 6 Item 11.a. - Page 24 ' ' ' I : ~ I I ' I I I ' CLIENT REFERENCES Please feel free to contact any of the following current and recent clients to inquire about their experience with Bobbi Peckham and Phil McKenney. In addition, we would be pleased to furnish the client contact and phone numbers for any past clients of Ms. Peckham or Mr. McKenney listed in the Attachment. City of Auburn, CA -City Manager (2014) Bridget Powers, Mayor; Keith Nesbitt, Vice Mayor; or Tim Runde!, City Manager (530) 823-4211; trundel@aubum.ca.gov City of Brentwood, CA-City Manager (current search) Steve Salomon, Interim City Manager (925) 516-5440; ssalomon@brentwoodcagov City oflndian Wells, CA-City Manager (2013) Wade McKinney, City Manager (760) 346-2489; wmckinney@indianwells.com City of Pacific Grove, CA-Community Development Director and Finance Director (2014) Tom Frutchey, City Manager (831) 236-8156; tfrutchey(@ci.pg.ca. us City of Palos Verdes Estates, CA-City Manager (2013) Jim Goodhart, Mayor; or Tony Dahlerbruch, City Manager (310) 378-0383; jgoodhart@pvestates.org City of Piedmont, CA -City Administrator (2013) Margaret Fujioka, Mayor; or Paul Benoit, City Administrator (510) 463-7821; mfuiioka@ci.piedmont.ca. us (510) 420-3042; pbenoit@ci.piedmont.ca.us The Sea Ranch Association -Community Manager (2012) Ellen A. Buechner-Director of Finance and Human Services or Frank Bell, Community Manager (707) 785-2444 x 227; ebuechner@tsra.org City of San Clemente, CA -City Manager (2014) Assistant City Manager, and Parks & Recreation Director Sam Penrod, Human Resources Manager (949) 361-8321; penrods@san-clemente org 7 Item 11.a. - Page 25 , I - : I I PLACEMENT GUARANTEE AND ETIDCS Our placement record is particularly strong in that 87% of the candidates we have placed since 2009 continue in those positions today. In the unlikely event, however, that a candidate recruited and recommended by our firm leaves your employment/or any reason within the first year (except in the event of budgetary cutbacks, promotion, or position elimination), we agree to provide a one-time replacement at no additional charge, except expenses. Time and again, we receive unsolicited comments from clients and candidates relating to our integrity and high ethics. • First, we believe in honesty. No client should ever appoint an individual without being fully knowledgeable of the candidate's complete background and history. Conversely, no candidate should ever enter into a new career opportunity without full disclosure of any organizational "issues." • We strive to keep everyone involved in a recruitment process informed of the status. Not only do we provide regular updates to our clients, but we also have a reputation for keeping our candidates posted, even to the extent of informing them as to who was eventually selected. • As recruitment professionals, we do not recruit our placements --ever. Should a placement of ours have an interest in a position for which we are recruiting, they may choose to apply. However, if they become a finalist, we ask that they speak to their supervisor (Council member or Manager) to alert them of their intent. We do not recruit staff from our clients for another recruitment during an active engagement. Nor do we "parallel process" a candidate, thereby pitting one client against another for the same candidate. We are retained only by client agencies and not by our candidates. While we have a reputation for being actively involved in the profession and providing training, workshops, and general advice to candidates, we represent only our clients. In addition, we always represent and speak of our client in a positive manner; during the recruitment engagement as well as 1 , years after. ~ ' ' ! ' ' i I • We do not misrepresent our client list. Only those searches that we personally conducted appear on our list; rather than those conducted by other Recruiters while with other executive search firms. 8 Item 11.a. - Page 26 I ' \ - I \ __ , , I ' I , I ' I I I i I I ~ J EXECUTIVE SEARCHES CONDUCTED Similar Positions Alameda County Waste Management Authority American Canyon, City of American Water Works Assoc., CA/NV Section Anderson, City of Antioch, City of Arvada, CO, City of Ashland, OR, City of Atherton, City of Auburn, City of Baldwin Park, City of Bell, City of Belmont, City of Belvedere, City of Benicia, City of Big Bear Lake, City of Big Bear Lake, City of Big Bear Lake, City of Brentwood, City of Buellton, City of Burbank, City of Burlingame, City of California Water Pollution Control Association Calistoga, City of Campbell, City of Carlsbad, City of Carmel-by-the-Sea, City of Corvallis, OR, City of Cupertino, City of Daly City, City of Del Mar, City of Delano, City of Douglas County, CO Douglas County, NV Douglas County, NV Durango, CO, City of Eagle County, CO El Dorado Hills Community Services District, CA Encinitas, City of Eureka, City of Exeter, City of Foothills Park & Recreation District, Littleton, CO Fort Lupton, CO, City of Fremont, City of Garfield County, CO Gilroy, City of Gilroy, City of Glendora, City of Grand Junction, CO, City of Greeley, CO, City of Hayward, City of Hayward, City of Executive Director City Manager Executive Director City Manager City Manager Deputy City Manager City Administrator (2002 and 2005) Assistant City Manager City Manager Chief Executive Officer City Manager City Manager City Manager City Manager City Manager (1995, 2001 and 2006) General Manager, Dept. of Water & Power Asst. General Mgr., Dept. of Water & Power City Manager City Manager City Manager City Manager Association Manager City Manager City Manager Assistant City Manager City Administrator City Manager City Manager Assistant City Manager City Manager City Manager Deputy County Manager County Manager Assistant County Manager City Manager County Manager General Manager City Manager City Manager City Administrator Executive Director City Administrator Assistant City Manager County Manager City Administrator Assistant City Administrator City Manager City Manager (200 I and 2006) City Manager City Manager Assistant City Manager Item 11.a. - Page 27 Hesperia, City of City Manager Hughson, City of City Manager Indian Wells, City of City Manager Indio, City of City Manager Incline Village General Improvement District, NV General Manager Ketchum, City of, ID City Administrator King City, City of City Manager La Plata County, CO County Manager La Quinta, CA City Manager La Palma, CA City Manager Laramie, WY, City of City Manager Mammoth Lakes, Town of Town Manager Manitou Springs Chamber of Commerce, Chief Operating Officer Visitors Bureau & Office of Economic Development, CO Martinez, City of City Manager Midpeninsula Regional Open Space District General Manager Midpeninsula Regional Open Space District Assistant General Manager (2 Posts) Mill Valley, City of City Manager Milpitas, City of City Manager Monte Vista Water District General Manager I I Moraga, Town of Town Manager I Mountain House Community Svcs. District, CA General Manager Mountain Village, CO, Town of Town Manager Norco, City of City Manager North Lake Tahoe Public Utility District General Manager (2004 and 2007) North Lake Tahoe Resort Association Executive Director Novato, City of City Manager Orange County Fire Authority Assistant Chief, Business Services Pacifica, City of Assistant City Manager Palmdale, City of City Manager Palo Alto, City of Assistant City Manager Palos Verdes Estates, City of City Manager 2007 and 2013 Park City Municipal Corporation, UT City Manager P ARSAC General Manager Piedmont, City of City Administrator Pleasant Hill, City of City Manager Point Arena, City of City Manager Porterville, City of Deputy City Manager Public Agency Risk Sharing Authority of CA General Manager I : Rancho Murieta CSD, CA General Manager I Redding, City of City Manager Redlands, City of City Manager Redwood City, City of City Manager Rohnert Park, City of City Manager Sacramento, CA, Crocker Art Museum Executive Director San Clemente, City of City Manager San Clemente, City of Assistant City Manager San Jacinto, City of City Manager San Jose, City of Executive Director, Historical Museum San Mateo, County of County Manager San Rafael, City of Assistant City Manager Santa Clara, City of City Manager Santa Clara Co. Open Space Authority General Manager Sea Ranch Association, CA Community Manager Sedona, AZ, City of City Manager Snowmass Village, CO, Town of Town Manager I l Item 11.a. - Page 28 I ! , I I I I _J ; I I r I I ! St. Helena, City of Steamboat Springs, CO, City of Steamboat Springs Chamber Resort Assoc., CO Teton County, WY Tracy, City of Truckee, Town of Tulare, City of Waterford, City of West Sacramento, City of Windsor, CO, Town of Winter Park, CO, Town of Woodside, Town of Yolo, County of City Manager City Manager Executive Vice President County Administrator City Manager and Assistant City Manager Town Manager City Manager (2005 and 2011) City Administrator City Manager Town Manager Town Manager Town Manager County Administrator Item 11.a. - Page 29 Item 11.a. - Page 30 Item 11.a. - Page 31 Item 11.a. - Page 32 Item 11.a. - Page 33 Item 11.a. - Page 34 Item 11.a. - Page 35 Item 11.a. - Page 36 Item 11.a. - Page 37 EXHIBITC INSURANCE REQUIREMENTS Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in conformance with the requirements set forth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Consultant agrees to amend, supplement or endorse the existing coverage to do so. Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given Joss, will be available to City. Consultant shall provide the following types and amounts of insurance: Commercial General Liability Insurance using Insurance Services Office "Commercial General Liability" policy from CG 00 01 or the exact equivalent. Defense costs must be paid in addition to limits. There shall be no cross liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no event less than $1,000,000 per occurrence. Business Auto Coverage on ISO Business Auto Coverage from CA 00 01 including symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Consultant or Consultant's employees will use personal autos in any way on this project, Consultant shall provide evidence of personal auto liability coverage for each such person. Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer's liability limits no less than $1,000,000 per accident or disease. - Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designated to protect against acts, errors or omissions of the Consultant and "Covered Professional Services" as designated in the policy, must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate. The policy must "pay on behalf of' the insured and must include a provision establishing the insurer's duty to defend. The policy retroactive date shall be on or before the effective date of this agreement. Page 37 Item 11.a. - Page 38 Insurance procured pursuant to these requirements shall be written by insurer that are admitted carriers in the state California and with an A. M. Bests rating of A-or better and a minimum financial size VII. General conditions pertaining to prov1s1on of insurance coverage by Consultant. Consultant and City agree to the following with respect to insurance provided by Consultant: 1. Consultant agrees to have its insurer endorse the third party general liability coverage required herein to include as additional insureds City, its officials employees and agents, using standard ISO endorsement No. CG 2010 with an edition prior to 1992. Consultant also agrees to require all Consultants, and subcontractors to do likewise. 2. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant, or Consultant's employees, or agents, from waiving the right of subrogation prior to a loss. Consultant agrees to waive subrogation rights against City regardless of the applicability of any insurance proceeds, and to require all Consultants and subcontractors to do likewise. 3. All insurance coverage and limits provided by Consultant and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage. 4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing. , 5. No liability policy shall contain any provision or definition that would serve to eliminate so-called "third party action over" claims, including any exclusion for bodily injury to an employee of the insured or of any Consultant or subcontractor. 6. All coverage types and limits required are subject to approval, modification and additional requirements by the City, as the need arises. Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City's protection without City's prior written consent. 7. Proof of compliance with these insurance requirements, consisting of . certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant's general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement Page 38 Item 11.a. - Page 39 and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Consultant or deducted from sums due Consultant, at City option. 8. Certificate(s) are to reflect that the insurer will provide 30 days notice to City of any cancellation of coverage. Consultant agrees to require its insurer to modify such certificates to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, or that any party will "endeavor" (as opposed to being required) to comply with the requirements of the certificate. 9. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Consultant or any subcontractor, is intended to apply first and on a primary, noncontributing basis in relation to any other insurance or self insurance available to City. 10. Consultant agrees to ensure that subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subcontractors and others engaged in the project will be submitted to City for review. 11. Consultant agrees not to self-insure or to use any self-insured retentions or deductibles on any portion of the insurance required herein and further agrees that it will not allow any Consultant, subcontractor, Architect, Engineer or other entity or person in any way involved in the performance of work on the project contemplated by this agreement to self-insure its obligations to City. If Consultant's existing coverage includes a deductible or self-insured retention, the deductible or self-insured retention must be declared to the City. At the time the City shall review options with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions. 12. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City will negotiate additional compensation proportional to the increase benefit to City. 13. For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement. 14. Consultant acknowledges and agrees that any actual or alleged failure on the part of City to inform Consultant of non-compliance with any insurance requirements Page 39 Item 11.a. - Page 40 in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard. 15. Consultant will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement. This obligation applies whether or not the agreement is canceled or terminated for any reason. Termination of this obligation is not effective until City executes a written statement to that effect. 16. Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant's insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to City within five days of the expiration of the coverages. 17. The provisions of any workers' compensation or similar act will not limit the obligations of Consultant under this agreement. Consultant expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents. 18. Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue, and is not intended by any party or insured to be limiting or all-inclusive. 19. These insurance requirements are intended to be separate and distinct -from any other provision in this agreement and are intended by the parties here to be interpreted as such. 20. The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section. 21. Consultant agrees to be responsible for ensuring_ that no contract used by any party involved in any way with the project reserves the right to charge City or Consultant for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto. Page 40 Item 11.a. - Page 41 22. Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City. Page 41 Item 11.a. - Page 42 11/4/14 Mayor Tony Ferrara 215 E. Branch St Arroyo Grande, CA 93420 Dear Mayor Ferrara and members of the Council: As the City of Arroyo Grande will be interviewing for a consultant to conduct a recruitment for City Manager I would like to submit a proposal for your consideration. I have extensive experience in serving governmental agencies, including three positions as a Chief of Police over thirteen years, eleven years as the City Manager of Beverly Hills, and IJiave served as the Interim City Manager in seven cities, the most recent being the City of Morro Bay for nine months. Additonally, I have worked as a consultant for over forty jurisdictions, including numerous executive recruitments and internal affairs investigagtions. My most recent successful recruitment was ihe new City Manager in Morro Bay. My most recent assignment in Morro Bay began after the Council terminated the City Manager and the City Attorney, followed by a recall election, and I began with the challenge of bringing stability to the organization, reestablishing confidence in local government, working with a devastated staff, and a suspicious community. I think we were very succvessful in accomplishing those goals. I have lived in Nipomo for twenty-five years, and have worked for several jurisdictions in San Luis Obispo County. I believe that I am very familiar with the needs of Arroyo Grande and the cities of San Luis Obispo County, and with that knowledge I believe that I could be an asset to the recruitment process. I also feel that I bring a high level of credibility to the process, both with City Councils I have worked for, high degree of credibility with the police departments,and city employees, and certainly with citizens in every community where I have served, I have included a copy of my resume for your review, which will provide additional information on my background. My fee for a sucessful recruitment is $12,500, plus expenses not to exceed $2500. This would not include the cost of bringing candidates to Arroyo Grande for the interview process, although I conduct initial personal interviews with each candidate at their location, and this is included as a part of my fee. I would be very pleased to meet with the Council at your convenience if you choose to give further consideration to my proposal. Edward S. Kreins Item 11.a. - Page 43 ATTACHMENT 2 EMPLOYMENT: May 1990 To Present RESUME EDWARD S. KREINS 670 Misty Glen Place Nipomo, CA 93444 805-929-6870 Management Consulting/ Investigations Served as Interim City Manager: Morro Bay, CA Livermore, CA Calabasas, CA -Seaside, CA Pismo Beach, CA Solvang, CA Hollister, CA Nipomo Community Service District (GM) Executive Recruitments: City Managers, Chiefs of Police, Public Works, Planning, Personnel, Finance Directors, City Attorney. Clients: Morro Bay, CA Solvang, CA Calabasas, CA Seaside, CA Carpinteria, CA Pismo Beach, CA National City, CA Hollister, CA Hermosa Beach, CA Grover Beach, CA Livermore, CA Criminal Investigations, Administrative/ Personnel Investigations. Clients: Morro Bay, Rialto, Oceanside, Newport Beach, Seaside, Parlier, Fairfield, Vacaville, Sanger, Guadalupe, Livermore, Irvine, Orange, Hollister, Garden Grove, Yorba Linda, El Centro, Pismo Beach, California City, Atascadero, Grover Beach, San Pablo, Vallejo, Coast Community College, Golden West College, Long Beach Community College, CA Management Audits, Clients: Morro Bay, CA .caiifor_n.ia City_, CA Pismo Beach, CA El Centro, CA Rialto, CA University of Virginia, VA Coast Community College 1 Item 11.a. - Page 44 City Manager, Beverly Hills, CA September 1979 -May 1990 (Retired May 1990) Administrative responsibility for 685 FTE's and 10 operating departments. Beverly Hills is a general law city operating under a Council-Manager form of government. Implemented Certificate of participation financing for $75,000,000 Civic Center project. Implemented Risk Management and Self-Insurance Programs, vastly reducing claims and cost to City. Initiated, through staff, extensive community and governmental cable television programs. Implemented asset management program -public/private developments, urban design concepts. Implemented management team building concepts. Provided leadership in developing outstanding labor relations and personnel administration programs. Provided leadership for the development of a Capital Improvement program in excess of $150,000,000. Developed new budgeting systems, enhancing Council and citizen understanding of budget process, and expediting implementation. Developed and implemented, through staff, extensive computer program capability. Received numerous O.T.S. grants, and implemented a $7, 100,000 H.U.D. grant for senior housing. Chief of Police: Beverly Hills, California, November 197 5-September 1979 Management responsibility for 1 70 personnel. The department has an international reputation for outstanding service, and provides police service for one of the most affluent communities in the world. The department today is comprised of 225 FT personnel. · Chief of Police: Pleasant Hill, California, January 1969-October 1975 Management responsibility for 56+ personnel. Planned and established the City of Pleasant Hill's first full-ti:ine Police Department. This entailed the complete development of a police agency from its inception, including all programs and personnel to commence operations. 2 Item 11.a. - Page 45 Chief of Police: Sausalito, California, July 1966-January 1969 Management responsibility of department. Developed new city and countywide programs. Reorganized Police Department recruitment, testing and training programs. EDUCATION: 1974 BA in Administration of Justice from Golden Gate University in San Francisco, California 197 4-78 M.P.A. studies at California Lutheran College, Golden Gate \ . University through the F.B.I. 1973 Graduate of F.B.I. National Academy, 92nd Session 1985 Executive Institute University of Virginia ADDITIONAL INFORMATION: Served as Administrative Director of Pleasant Hill Youth Commission. Initiated pre-employment psychiatric interviews and in-service psychiatric training for Police personnel. Former Chairman, Police Science College Committee for Contra Costa County. Coordinator Police Supervisory Academy, Police Science Instructor. Past Member, Executive Board, Senior Executive Institute University of Virginia. Past Chairman, Contra Costa County Police Chiefs' Association, Member, Contra Costa County Regional Criminal Justice Planning Board. Past Member of Association of Bay Area Governments. Past Member, Law Enforcement Committee of Marin County Human Rights Commission, and Narcotics Bureau. Member, International City Management Association. Member, International Association of Chiefs of Police, & California Chiefs. Former President, Chiefs of Police, California League of Cities. 3 Item 11.a. - Page 46 (~, .. -Bas MURRAY ' 1 & ASSOCIATES EXPERTS IN EXECUTIVE SEARCH A PROPOSAL TO CONDUCT AN EXECUTIVE RECRUITMENT FORA City Manager ON BEHALF OF THE City of Arroyo Grande phone 916°784°9080 fax 916·784· l 985 1677 Eureka Road, Suite 202, Roseville, CA 95661 j i I I J ~ J I I I t I I l ' I. ' 1. I i ! \ I \ \ \: I t . \ ·' ' · .. ·. \ \' \ \ \ \ \ \ \ l l ' I \ \ \ \ I / I I I ! i \ / , / / Item 11.a. - Page 47 November 10, 2014 Members of the City Council City of Arroyo Grande 300 E. Branch Street Arroyo Grande, CA 93420 Dear Council Members: Thank you for inviting Bob Murray & Associates to submit a proposal to conduct the/ City Manager recruitment for the City of Arroyo Grande. The following proposal;' details our qualifications and describes our process of identifying, recruiting and j ·. · screening outstanding candidates on your behalf. It also includes a proposed ( · · budget, timeline, guarantee, and sample recruitment brochure. : At Bob Murray & Associates, we pride ourselves on providing quality service to / local governments. We have created a recruitment process that combines our! ability to help you to determine the direction of the search and the types of ! candidates you seek with our experience recruiting outstanding candidates who ! · are not necessarily looking for a job. Our proven expertise ensures that the I candidates we present for your consideration will match the criteria you have! established and will be outstanding in their field. With respect to the City Manager recruitment, Bob Murray & Associates offers: the following expertise: \ I ! ..., We have placed over 200 City Managers since our firm's inception in\. 2000. We are currently conducting City Manager recruitments on behalf\ of the cities of Arvin, Goleta, Martinez, Modesto, and Rancho Palos\ Verdes, CA, as well as the City of Tucson, AZ. In the past three years, we\>. have placed City Managers in the California cities of Albany, Arcadia,'\ \ Atherton, Cathedral City, Chino, Chino Hills, Concord, El Monte, Fortuna,\· I I Hemet, Lake Elsinore, Loomis, Marina, Monrovia, Montebello, Mountain\ View, Oxnard, Pico Rivera, Pittsburg, Rancho Cordova, Rancho Santd\ Margarita, Salinas, San Fernando, San Marcos, Santa Ana, South Gate, St.\ Helena, Temple City, Ventura, and Woodland, in addition to the cities of1 Arvada, Centennial, and Sterling, CO; Fort Lauderdale and Miami Beach, FL~1 ~ Topeka, KS; Glendale and Phoenix, AZ; and Dallas, TX. For a complete list of\ our previous City Manager recruitments, please reference the enclosed client list\ Our extensive contacts and knowledge of outstanding candidates will ensure yo~\. have a quahty group of finalists from which to select the City of Arroyo Grande's\ next City Manager. \ + Bob Murray & Associates is familiar with the City of Arroyo Grande having conducted.· your Police Chief and Director of Building and Fire recruitments. Our experienc\ / \ \ Item 11.a. - Page 48 extends into San Luis Obispo County and the surrounding region. We have conducted/ recruitments on behalf of the cities of Atascadero (Police Commander); Grover Beach/,. (City Manager); Morro Bay (Public Services Director); Paso Robles (Public Works/ ',' · Director); and Pismo Beach (City Manager, City Clerk, Pohce Chief, and Public , Works Director). In addition, we conducted the Director of Planning and Building, and the Project Manager recruitment on behalf of the County for the Nacimiento Water Project; along with the Assistant Court Executive Officer recruitment on behalf of the Superior Court, San Luis Obispo County. Our knowledge of the region, its issues, and the outstanding quality of life will be an asset in I presenting this opportunity to prospective candidates. f , ·,' ! A significant portion of our process focuses on conducting thorough and :' confidential background investigations of the top 2-3 candidates to ensure that j · nothing about them is left undiscovered. We have candid discussions with i· · references who have insight into the candidate's experience, style and ethics; f. conduct a search of newspaper articles; and run credit, criminal and civil records j reports. This ensures that the chosen candidate will not only be an excellent fit ; . " with the City of Arroyo Grande, but also that the selected candidate will reflect l positively upon your organization. To learn first hand of the quality of our service and our recruitment successes, we invite you to contact the references listed on page 10 of the attached proposal. We look forward to your favorable consideration of our qualifications. Please do not hesitate to contact us at (916) 784-9080 should you have any questions. Sincerely, Yalu0~~ Valerie Gaeta Phillips President Bob Murray & Associates \ \ - i. \ \ \ \ \ . \ \ \ \ \, / Item 11.a. - Page 49 TABLE OF CONTENTS SCOPE OFWORKERROR! BOOKMARK NOT DEFINED. STEP 1 DEVELOPING THE CANDIDATE PROFILE ....................................... 2 STEP 2 ADVERTISING CAMPAIGN AND RECRUIThIENT BROCHURE ............ 2 STEP 3 RECRUITING CANDIDATES ............................................................. 2 STEP 4 SCREENING CANDIDATES .............................................................. 2 STEP 5 PERSONAL INTERVIEWS ................................................................. 3 STEP 6 PUBLIC RECORD SEARCH ............................................................... 3 STEP 7 RECOMJ\rIENDATION ....................................................................... 3 STEP 8 FINAL INTERVIEWS ........................................................................ 3 STEP 9 BACKGROUND CHECKS /DETAILED REFERENCE CHECKS ............ .4 STEP 10 NEGOTIATIONS ............................................................................ 4 STEP 11 C01vfPLETE ADMINISTRATIVE ASSISTANCE .................................. .4 BUDGET AND TIMING ................................................. 5 PROFESSIONAL FEE AND EXPENSES .. ERROR! BOOKMARK NOT DEFINED. TIMING ..................................................................................................... 5 GUARANTEE ............................................................................................. 6 PROFESSIONAL QUALIFICATIONS ............................ 7 REFERENCES ........... 11··················111··························11···· 10 i ' I I· , i f . ' '' i ' ! " t -- I ' f i \ 1· . I ' ' \ ·. \ \. \ \ I ' / Item 11.a. - Page 50 SCOPE OF WORK Bob Murray & Associates' unique and client oriented approach to executive search will ensure that the City of Arroyo Grande has quality candidates from which to select the new City Manager. Outlined below are the key steps in our recruitment process. STEP 1 DEVELOPING THE CANDIDATE PROFILE Our understanding of the City of Arroyo Grande's needs will be key to a successful search. We will work with the City Council to learn as much as possible about the , . organization's expectations for a new City Manager. We want to learn the values /. · and culture of the organization, as well as understand the current issues, / challenges and opportunities that face the City of Arroyo Grande. We also want ! · r· to know the City Council's expectations regarding the knowledge, skills and abilities sought in the ideal candidate and will work with the City to identify expectations regarding education and experience. Additionally, we want to discuss expectations regarding compensation and other items necessary to complete the successful appointment of the ideal candidate. The profile we develop together at this stage will drive subsequent recruitment efforts. STEP 2 ADVERTISING CAMPAIGN AND RECRUITMENT BROCHURE After gaining an understanding of the City of Arroyo Grande's needs, we will design an effective advertising campaign appropriate for the City Manager recruitment. We will focus on professional journals that are specifically suited to the City Manager search. We will also develop a professional recruitment brochure on the City Council's behalf that will discuss the community, organization, position and compensation in detail. Once completed, we will mail the profile to an extensive audience, making them aware of the exciting opportunity with the City of Arroyo Grande. STEP 3 RECRUITING CANDIDATES l· -if ' \ . \ : ~ ~ ~-- After cross-referencing the profile of the ideal candidate with our database and contacts in the field, we will conduct an aggressive outreach effort, including making personal calls to prospective applicants, designed to identify and recruit outstanding candidates. We recognize that the best candidate is often not looking .. for a new job and this is the person we actively seek to convince to become a \ candidate. Aggressively marketing the City Manager position to prospective candidates will be essential to the success of the search. STEP 4 SCREENING CANDIDATES / \ Following the closing date for the recruitment, we will screen the resumes we have received. We will use the criteria established in our initial meetings as a basis upon which to narrow the field of candidates. City of Arroyo Grande Page2 Item 11.a. - Page 51 STEP 5 PERSONAL INTERVIEWS We will conduct personal interviews with the top 10 to 12 candidates with the goal of/ determining which candidates have the greatest potential to succeed in your organization. 1 • During the interviews we will explore each candidate's background and experience as it ·' relates to the City Manager position. In addition, we will discuss the candidate's , motivation for applying for the position and make an assessment of his/her knowledge, / skills and abilities. We will devote specific attention to establishing the likelihood of, the candidate's acceptance of the position if an offer of employment is made. · STEP 6 PUBLIC RECORD SEARCH Following the interviews, we will conduct a review of published articles for each candidate. Various sources will be consulted including Lexis-Nexis™, a newspaper/ magazine search engine, Google, and local papers for the communities in which the candidates have worked. This alerts us to any further detailed inquiries we may need to make at this time. STEP 7 RECOMMENDATION Based on the information gathered through meetings with your organization, and personal interviews with candidates, we will recommend a limited number of candidates for your further consideration. We will prepare a written report on each candidate that focuses on the results of our interviews and public record searches. We will make specific recommendations, but the final determination of those to be considered will be up to you. STEP 8 FINAL INTERVIEWS Our years of experience will be invaluable as we help you develop an interview process that objectively assesses the qualifications of each candidate. We will adopt an approach that fits your needs, whether it is a traditional interview, multiple interview panel or assessment center process. We will provide you with '_ suggested interview questions and rating forms and will be present at the \ interview/ assessment center to facilitate the process. Our expertise lies in · facilitating the discussion that can bring about a consensus regarding the final \ candidates. We will work closely with your staff to coordinate and schedule interviews and ·, candidate travel. Our goal is to ensure that each candidate has a very positive.,_ experience, as the manner in which the entire process is conducted will have an effect on ' the candidates' perception of your organization. City of Arroyo Grande ' Page 3 / ' ' Item 11.a. - Page 52 STEP 9 BACKGROUND CHECKS /DETAILED REFERENCE CHECKS Based on final interviews we will conduct credit, criminal, civil litigation and motor vehicle · record checks for the top one to three candidates. In addition, those candidates will be the · subjects of detailed, confidential reference checks. In order to gain an accurate and · honest appraisal of the candidates' strengths and weaknesses, we will talk candidly with .: people who have direct knowledge of their work and management style. We will ask candidates to forward the names of their supervisors, subordinates and peers for the . · past several years. Additionally, we make a point of speaking confidentially to · individuals who we know have insight into a candidate's abilities, but who may not be on their preferred list of contacts. At this stage in the recruitment we will also verify candidates' degrees. STEP 10 NEGOTIATIONS We recognize the critical importance of successful negotiations and can serve as your representative during this process. We know what other organizations have done to put deals together with great candidates and will be available to ' advise you regarding current approaches to difficult issues such as housing and relocation. We will represent your interests and advise you regarding salary, , benefits and employment agreements with the goal of putting together a deal that results in the appointment of your chosen candidate. Most often we can turn a very difficult aspect of the recruitment into one that is viewed positively by both you and the candidate. STEP 11 COMPLETE ADMINISTRATIVE ASSISTANCE Throughout the recruitment we will provide the City Council with updates on ' · the status of the search. We will also take care of all administrative details on your behalf. Candidates will receive personal letters advising them of their status at each critical point in the recruitment. In addition, we will respond to inquiries 1 about the status of their candidacy within twenty-four hours. Every \ administrative detail will receive our attention. Often, candidates judge our clients ~· based on how well these details are handled. City of Arroyo Grande Page 4 \ Item 11.a. - Page 53 BUDGET AND TIMING The consulting fee for conducting the City Manager recmitment on behalf of the City of Arroyo Grande is $17,500 plus expenses. Services provided for the fee consist of all steps outlined in this proposal including three (3) days of meetings on site. The City will also be responsible for reimbursing expenses Bob Murray & Associates incurs on your behalf. We estimate expenses for this project to be $6,900. Reimbursable expenses include such / items as the cost of recruiter travel, clerical support, placement of ads, credit, criminal and civil checks, education verification, as well as newspaper searches. In addition, postage, photocopying, and telephone charges will be allocated. Below is the cost of the proposal broken down by action points in the process. a. Develop the Candidate Profile $3,000 b. Develop Advertising Campaign and Recruitment Brochure $1,500 c. Recruit Candidates $3,000 d. Screen Candidates $1,500 e. Conduct Personal Interviews $3,000 f. Conduct Public Record Search $500 " g. Provide Recommendation $1,000 h. Assist with Final Interviews $1,500 1. Conduct Detailed Reference Checks $1,500 J· Assist with Negotiations $1,000 k. Provide Complete Administrative Assistance *included TIMING We are prepared to start work on this assignment immediately and anticipate that we will be prepared to make our recommendation regarding finalists within seventy five to ninety days from the start of the search. We read the RFP and understand the anticipation of the five phases outlined. Below is a breakdown of the process and steps we will work with the City Council and other stakeholders involved in the City Manger selection. Task: Contract Start Date: Initial Meeting(s): Our firm develops recruitment brochure: City approves brochure: Job advertising and candidate sourcing: Our firm reviews application packets: Our firm conducts screening process: City approves candidates: City's interview panel convenes: Reference/Background Checks: Second Interviews by City, if necessary: Offer of Employment: Week: TBD 1 week from contract start date 2 weeks from contract start date 4 weeks from contract start date 8 weeks from contract start date 9 weeks from contract start date 10 weeks from contract start date 12 weeks from contract start date 13 weeks from contract start date 14 weeks from contract start date 15 weeks from contract start date 16 weeks from contract start date ' ' ,• \ City of Arroyo Grande " Page 5 Item 11.a. - Page 54 GUARANTEE We guarantee that should the selected candidate be terminated within the first year of: employment we will conduct the search again at no cost (with the exception of expenses) to the City of Arroyo Grande. We are confident in our ability to recruit outstanding ' candidates and do not expect the City of Arroyo Grande to find it necessary to exercise , this provision of our proposal. '' , \_ Ctty of Arroyo Grande Page 6 I \ Item 11.a. - Page 55 PROFESSIONAL QUALIFICATIONS / Should Bob Murray & Associates be retained to conduct executive recruitment services on behalf of the City of Arroyo Grande, the primary recruiter assignment will be based upon our workload at the time of contract signing. The primary recruiter will be assisted by Ms. Amanda Urrutia-Sanders or Ms. Amber Smith for support services and Ms. Rosa Gomez for administrative matters. BOB MURRAY, FOUNDER Mr. Murray brings over 25 years experience as a recruiter. Mr. Murray is recognized as one of the nation's leading recmiters. He has conducted hundreds of searches for cities, counties, and special districts. He has been called on to i conduct searches for some of the largest most complex organizations in the country and some of the smallest. Mr. Murray has conducted searches for chief executives, department heads, professional and technical positions. Mr. Murray has taken the lead on the firm's most difficult assignments with great success. His clients have retained him again and again given the quality of his work and success in finding candidates for difficult to fill positions. Prior to creating Bob Murray & Associates, Mr. Murray directed the search practice for the largest search company serving local government in the country. Mr. Murray has worked in local government and benefits from the knowledge of having led an organization. Prior to his career in executive search he served as the City Manager for the City of Olympia, Washington. He has also served as an Assistant City Manager and held positions in law enforcement. Mr. Murray received his Bachelor of Science Degree in Criminology from the University of Califomia at Berkeley with graduate studies in Public Administration at California State University at Hayward. VALERIE GAETA PHILLIPS, PRESIDENT \, \ Ms. Gaeta Phillips has over 15 years of recruiting experience, including more than a decade of recent experience in executive search for public, private, and startup companies nationwide. Ms. Gaeta Phillips has expertise in the full recruiting cycle, from process design and outreach through candidate assessment and selection. She has placed senior-level candidates in a variety of industries and fields, including Finance, Information Technology, and Engineering. Ms. Gaeta Phillips is valued for her passion for finding and retaining the most outstanding candidates for even the most difficult or untraditional assignments and for her commitment to her clients' success. Ms. Gaeta Phillips has a passion for helping people, evidenced by her fundraising and efforts to raise awareness for organizations such as Autism Speaks and the M.LN.D. Institute. City of Arroyo Grande Page 7 Item 11.a. - Page 56 REGAN WILLIAMS, SENIOR VICE PRESIDENT Mr. Williams brings 30 years of local government experience to Bob Murray & Associates. Most recently, he worked as a private consultant with Deloitte and Touche on various public ,» sector assignments. Prior to that, he served as Director of Public Safety with the City of / Sunnyvale, CA. Mr. Williams was involved in the development of some of Sunnyvale's most innovative programs and has a national reputation for excellence in law enforcement. He has been responsible for numerous recruitments throughout his career. Clients find his insight and expertise in recruitment and selection a valuable asset. Mr. Williams received his Bachelor of Science Degree in Administration of Justice from San Jose State University. He is also a graduate of the FBI National Academy. JOEL BRYDEN, VICE PRESIDENT Mr. Bryden has over 30 years of local government experience that he brings to the firm, having recently retired as the Chief of Police in Walnut Creek, CA. Throughout his career, Mr. Bryden has been involved in public sector consulting. He has vast experience in hiring and promotional processes, as well as interviewing candidates for advancement in all aspects of local government. Mr. Bryden has a solid reputation as a leader in the public sector, and clients find his ability to find and evaluate outstanding applicants invaluable. i ' ., '' Mr. Bryden is a graduate of the FBI National Academy and obtained his Bachelor of Arts Degree in Communication from San Diego State University. , .. FRED FREEMAN, VICE PRESIDENT Mr. Freeman brings over 24 years of local government experience to Bob Murray & Associates, with 11 years in the recruitment field. Mr. Freeman is a retired Chief of Police and has served as an elected official in local government. He has vetted hundreds of local governmental officials in the pre-employment process and conducted recruitments for positions in all sectors of public agency employment. '' l . In addition to his career in the law enforcement field, Mr. Freeman served as the , Mayor and the Mayor Pro-Tem for the Los Alamitos City Council. Mr. Freeman has \ been a member of the Public Safety Policy Committee -California League of Cities; the \ Orange County Fire Authority Board of Directors; and the Orange Line Development \ Authority as the Vice-Chair. His unique perspective and experience, as both a member of '. executive city staff and as an elected official, provides exceptional results for our clients. . . \« ' . Mr. Freeman is a graduate of the FBI National Academy and received his Teaching Credential\:' · from the University of California Los Angeles. \ \., City of Arroyo Grande Page 8 '· \ \"" Item 11.a. - Page 57 AMANDA URRUTIA-SANDERS, PRINCIPAL CONSULTANT As a consultant with Bob Murray & Associates, Ms. Urrutia-Sanders is responsible for research;'' candidate recruitment and screening, as well as reference checks and background verifications,' · She focuses on client communication and works closely with clients to coordinate candidat/ outreach and ensure a successful search. Ms. Urrutia-Sanders brings several years of industry experience as she worked for one of the nation's largest recruitment forms. Her insight into the recruitment process 1s a. valuable asset to Bob Murray & Associates. Ms. Urrutia-Sanders received her Bachelor's of Arts degree in Communications from1 the University of Wyoming. ' I. AMBER SMITH, SENIOR CONSULTANT As Senior Consultant with Bob Murray & Associates, Ms. Smith acts as a liaison' : between clients and candidates from beginning to end of each recruitment · process. She is responsible for the development and distribution of position .' · recruitment and advertising materials, client research, reference and background '. checks, responding to requests for proposals, and providing a broad range of ~ support services for the recruiting team. ' Ms. Smith brings over 5 years of client-oriented customer service, administrative,; and management experience to Bob Murray & Associates. She is committed to ~ working as a partner with clients and candidates in order to provide a quality : service and experience. ' Ms. Smith received her Bachelor of Arts degree in Business Administration from\ La Sierra University, Riverside, Califomia. ROSA GOMEZ, ADMINISTRATIVE MANAGER Ms. Rosa Gomez is the Administrative Manager at Bob Murray & Associates. Ms.·\ Gomez is the first point of contact at Bob Murray & Associates and has extensive\ administrative experience. Ms. Gomez is known for her personal approach as she works closely with clients and, I candidates alike to ensure a successful search. As the first point of contact for Bob" Murray & Associates Ms. Gomez's professional approach is of the highest caliber.'. \ City of Arroyo Grande Page 9 \ Item 11.a. - Page 58 REFERENCES Clients and candidates are the best testament to our ability to conduct quality searches. ' Clients for whom Bob Murray & Associates has recently conducted searches are listed below. CLIENT: POSITION: REFERENCE: CLIENT: POSITION: REFERENCE: CLIENT: POSITION: REFERENCE: CLIENT: POSITION: REFERENCE: City of Marina, CA City Manager and Fire Chief Mayor Bruce Delgado, (831) 277-7 690 (for City Manager) City of San Fernando, CA City Manager Mayor Sylvia Ballin, (818) 898-1201 City of San Marcos, CA City Manager Mayor Jim Desmond, (7 60) 7 44-1050 City of Santa Ana, CA City Manager Mayor Miguel Pulido, (714) 647-6900 City of Arroyo Grande Page 10 Item 11.a. - Page 59 BOB MURRAY & ASSOCIATES CLIENT LIST CITY MANAGER Airway Heights, WA Albany, CA Albany, OR Antioch, CA Apple Valley, CA (Town Manager) Arcadia, CA Arcata, CA Arvada, CO Arvin, CA Barstow, CA Benicia, CA Campbell, CA Capitola, CA Carmel, CA Castle Rock, CO (Town Manager) Cathedral City, CA Centennial, CO Chico, CA Chino, CA Chino Hills, CA Chowchilla, CA (City Administrator) Chula Vista, CA Claremont, CA Concord, CA Coos Bay, OR Corcoran, CA Corona, CA Coronado, CA Corte Madera, CA (Town Manager) Dallas, TX Dixon, CA Dublin, CA El Monte, CA Elk Grove, CA Escalon, CA Eugene, OR Fairfield, CA Fort Lauderdale, FL Fortuna, CA Fremont, CA Glendale, AZ Goleta, CA Grover Beach, CA Half Moon Bay, CA Hemet, CA Hollister, CA Imperial, CA Ione, CA Irwindale, CA Kirkland, WA La Mesa, CA La Palma, CA Laguna Beach, CA Lake Elsinore, CA Lakeport, CA Lancaster, CA Lathrop, CA Lemon Grove, CA Loomis, CA (Town Manager) Los Alamitos, CA Manteca, CA Marina, CA Martinez, CA Menifee, CA Menlo Park, CA Merced, CA Miami Beach, FL Millbrae, CA Mill Valley, CA Milwaukie, OR Modesto, CA Monrovia, CA Montebello, CA (City Administrator) Monterey Park, CA Mountain View, CA Needles, CA Newberg, OR Newcastle, WA Novato, CA Oak Creek, WI (City Administrator) Oakdale, CA Oakley, CA Oceanside, CA Ojai, CA Orinda, CA Oxnard, CA Pacifica, CA Palo Alto, CA Pasadena, CA Patterson, CA Phoenix, AZ Pitts burg, CA j I r L / ~ ' f : ' -' -f / / / { /~ I / / / "' / Item 11.a. - Page 60 / Pico Rivera, CA Barstow, CA Pismo Beach, CA Beverly Hills, CA Pittsburg, CA Carlsbad, CA Poway, CA Dublin, CA Rancho Cordova, CA Lancaster, CA Rancho Palos Verdes, CA Monterey, CA Red Bluff, CA North Las Vegas, NV Rio Vista, CA Orange, CA I Roseville, CA Pasadena, CA Salem, OR Peoria, AZ / 'r. Salinas, CA Petaluma, CA i f ! San Antonio, TX Pomona, CA ,, San Carlos, CA Rancho Cordova, CA : 1- San Clemente, CA Reno, NV l < San Fernando, CA Rocklin, CA / ! , San Marcos, CA Sanger, CA r San Pablo, CA Stockton, CA ! San Rafael, CA Virginia Beach, VA i San Ramon, CA Ventura, CA Santa Ana, CA Woodland, CA I Santa Paula, CA Yuba City, CA Jc Santa Rosa, CA Shoreline, WA COUNTY ADMINISTRATOR Sonoma, CA Alachua County, FL South Lake Tahoe, CA Butte County, CA South Pasadena, CA Clackamas County, OR Springfield, OR Clark County, NV St. Helena, CA Deschutes County, OR I Stanton, CA Lee County, FL i " Sterling, CO Marion County, OR Stockton, CA Pasco County, FL Temple City, CA San Benito County, CA Thousand Oaks, CA Tehama County, CA '< Topeka, KS Wake County, NC en > Truckee, CA (Town Manager) Washington County, OR Tualatin, OR Tucson, AZ ADMINISTRATIVE SERVICES Turlock, CA DIRECTOR Vallejo, CA Garden Grove, CA \, Ventura, CA Lincoln, CA \ \ Walnut Creek, CA Los Alamitos, CA \ Westminster, CA Ontario, CA ~ \ Woodland, CA Placer County Water Agency, CA \ Yuba City, CA Pleasanton, CA ,. \ San Carlos, CA ' \ \ ' AsSISTANT /DEPUTY CITY Stockton, CA \ ' MANAGER Union City, CA Alameda, CA Yucca Valley, CA Arlington, TX Arvada, CO \ ' \ ' \\ . ' Item 11.a. - Page 61 ANIMAL SERVICES DIRECTOR COMMUNITY DEVELOPMENT Franklin County, Ohio DIRECTOR Oakland, CA Benicia, CA Rancho Cucamonga, CA Beverly Hills, CA Sacramento County, CA Capitola, CA Chino Hills, CA AVIATION/ AIRPORT Concord, CA ! Big Bear Airport, CA Cotati, CA f ! Bob Hope Airport, CA Daly City, CA Clark County, NV-McCarran Dublin, CA ; I ' International Airport Fremont, CA Dallas/Fort Worth, TX Fullerton, CA ,"-, Fresno, CA Inglewood, CA ,_ Los Angeles World Airports, CA Lincoln, CA J SanJose, CA Los Banos, CA I t Maple Valley, WA i BUILDING Marin County, CA OFFICIALS/INSPECTION Modesto, CA ' ' Arroyo Grande, CA Moreno Valley, CA Bakersfield, CA Morgan Hill, CA Centre City Development Newark, CA Corporation, CA Newcastle, WA El Segundo, CA Oakland, CA Grants Pass, OR Oceanside, CA Marin County, CA Palo Alto, CA Modesto, CA Pleasanton, CA Palo Alto, CA Redlands, CA ,,'• Sacramento, CA Salem, OR San Francisco, CA San Antonio Housing Authority, San Luis Obispo County, CA TX Stockton, CA San Carlos, CA Tehama County, CA Santa Cmz, CA \ Yuba City, CA Sausalito, CA \ - Stockton, CA " CITY CLERK Sumter County, FL Central Contra Costa Sanitation Vacaville, CA District, CA (Secretary to the Vallejo, CA District) Walnut Creek, CA Chino Hills, CA Yuba City, CA '< ' I Commerce, CA Yucca Valley, CA \ I Dublin, CA Fremont, CA CONVENTION AND VISITOR'S Menlo Park, CA BUREAU DIRECTOR Monterey County, CA (Clerk to the Las Vegas Convention and \ ' Board) Visitors' Authority, NV \, Napa, CA Los Angeles, CA I \ \ ,, Rio Vista, CA North Lake Tahoe Visitors Bureau, \ < Santa Clara Valley Transportation CA Authority, CA (Board Secretary) Mammoth Lakes, CA Sunnyvale, CA San Antonio, TX Item 11.a. - Page 62 Steamboat Springs, CO ECONOMIC DEVELOPMENT Broward County, FL Chula Vista, CA Concord, CA Daly City, CA Fullerton, CA Milpitas, CA Modesto, CA Morgan Hill, CA New Orleans Redevelopment Authority, OR Oakland, CA Peoria, AZ Phoenix, AZ Port of Los Angeles, CA Port of San Diego, CA Redlands, CA Sacramento, CA Salinas, CA San Antonio Housing Authority, TX Scottsdale, AZ Stockton, CA Taft, CA Tracy, CA Upland, CA Vancouver, WA Visalia, CA ENGINEERING Bakersfield, CA Barstow, CA Bob Hope Allport, CA Central Contra Costa Sanitary District, CA Chino Hills, CA Clark County, NV -McCarran Airport Corona, CA Damascus, OR Dublin San Ramon Services District, CA Elk Grove, CA Imperial Irrigation District, CA Los Banos, CA Monterey County Water Resources Agency, CA Needles, CA Nevada County, NV Nye County, NV Oceanside, CA Omnitrans, CA Peoria, AZ Pico Rivera, CA Pismo Beach, CA Pomona, CA Richmond, CA Reno, NV San Luis Obispo County, Nacimiento Project, CA School District of Hillsborough County, FL (General Manager of Transportation) Sewer Authority Mid-Coastside, CA South Pasadena, CA Stockton, CA Tiburon, CA Tracy, CA United Water Conservation District, CA Vallejo, CA Visalia, CA EXECUTIVE DIRECTOR ' '. ! I \. Association of Monterey Bay Area l · Governments, CA Arizona Municipal Water Users Association, AZ Bay Area Air Quality Management District, CA Broward County, FL (Port Everglades Chief Executive/Port Director) California Fire and Rescue Training Authority, CA California Peace Officers Association, CA California State Association of Counties, CA California School Boards Association, CA Central Contra Costa Solid Waste Authority, CA Chula Vista Redevelopment Agency, CA Cooperative Agricultural Support Services Authority (CASS), CA j l ! ~ ' ; \ < \ \ \ \ ' \ \ \ \ \ / '\ ,/ Item 11.a. - Page 63 Early Learning Coalition of Santa Clara Valley Water District, Broward County, Inc (CEO) CA (CEO) Elk Grove-Rancho Cordova-El SOS Children's Villages -Florida I~ , Dorado Connector JP A, CA (CEO) / El Paso Water Utilities-Public South Bayside Waste Management ~i < Service Board, TX Authority, CA (President/ CEO) Southern California Association of Florida Public Transportation Governments (Deputy) [ Association (FPTA), FL Vancouver Housing Authority, WA ! / Hillsborough County, FL-Head (Executive & Deputy) ' Start Division (Division Director) West Contra Costa Integrated ! Home Forward, OR Waste Management District, CA I Housing Authority of the City of West Contra Costa Transportation I [ Austin, TX (President/CEO) Advisory Committee, CA i ' Housing Authority of the City of Yolo Emergency Communications j J Los Angeles, CA Agency, CA ' ~ ,' ,,' Housing Authority of the County i' I of Butte, CA FINANCIAL Housing Authority of the County Alameda, CA I c of Santa Cruz, CA Alameda County Congestion t Hub Cities Consortium, CA Management Agency, CA ' Kings Community Action Aurora, CO I Organization, CA Baldwin Park, CA Mammoth Lakes Visitors Bureau, Barstow, CA ~ -~ ' CA Boulder, CO March Joint Powers Authority, CA Boulder City, NV Metro, Portland, OR Calaveras County Water District, -,• Oregon Cascades West Council of CA i ' Governments, OR Campbell, CA L: Palos Verdes Library District, CA Chino Hills, CA \ ~ PATH Ventures, CA Clark County, NV Pima Association of Governments Corona, CA l \' \ and Regional Transit Association, Cotati, CA L \ AZ Damascus, OR \. ' Recreation Centers of Sun City D.C. Government, DC ,. ,. ' I West, AZ East Bay Municipal Utility District, \ Sacramento Area Flood Control CA \ Agency, CA (Executive & Deputy) Elk Grove, CA San Bernardino Associated Fairfield, CA \ Governments, CA Grants Pass, OR San Diego Association of Half Moon Bay, CA \ Governments, CA Hallandale Beach, FL Children's Board of Hillsborough Healdsburg, CA \ \ County (Executive Director) Hercules, CA ' Louisiana Housing Corporation Housing Authority of the City of \ (Executive Director) Los Angeles, CA \ San Francisco Estuary Institute, CA Imperial Beach, CA '-'. San Joaquin Council of Imperial Irrigation District, CA '-. Governments, CA Inglewood, CA •, Ione, CA Item 11.a. - Page 64 Lancaster, CA Chino Valley Independent Fire Las Vegas Valley Water District, District, CA NV Chula Vista, CA Lincoln, CA Encinitas, Del Mar, and Solana / Los Altos, CA Beach, CA f McCarran International Airport-Eugene, OR i ' l ~ Clark County, NV Fremont, CA Menlo Park Fire Protection Folsom, CA -:. > .~ District, CA Fullerton, CA Modesto, CA Garden Grove, CA Monterey Park, CA Glendale, CO / Norfolk, VA (Assistant Director) Hillsboro, OR ! ,> Oakland, CA Lodi, CA ' { Oceanside, CA Livermore -Pleasanton Fire f Palmdale Water District, CA District, CA ,, j People Assisting the Homeless, CA Marina, CA i I - Pinellas Suncoast Transit Milpitas, CA I ' Authority, FL Monrovia, CA J Pleasanton, CA Montebello, CA ! Quincy, FL Mountain View, CA [ Recreation Centers of Sun City Newark, CA (Assistant & Chief) West, AZ Oceanside, CA Roseville, CA Peoria, AZ ,, Sacramento County, CA Petaluma, CA i ! San Bernardino International Piedmont, CA I I - Airport, CA Poudre Fire Authority, CO {. San Carlos, CA Rancho Cucamonga, CA (Deputy San Diego, CA & Chief) ,, ' San Francisco, CA Rancho Santa Fe Fire Protection San Leandro, CA District, CA SanJose, CA Sacramento County, CA Santa Monica, CA Salinas, CA \ Sparks, NV San Mateo, CA l Stockton, CA San Miguel Fire Protection District, Thornton, CO CA " \ Topeka, KS Santa Cruz, CA ,, Union City, CA Sonoma Valley Fire & Rescue \ Washoe County, NV Authority, CA Wayne County, MI Sumter County, FL i' ' West Hollywood, CA Sunnyvale, CA (Public Safety \ •', West Wendover, NV Director) \ White Pine County, NV University of California, Davis \ Yolo County, CA Union City, CA (Assistant & Chief) Upland, CA " \ FIRE CHIEF Vacaville, CA ' Alameda, CA Walla Walla, WA Arroyo Grande (Director of ,, Building & Fire) GENERAL MANAGER ,, Aurora, CO Big Bear City Community Services Cathedral City, CA District, CA Item 11.a. - Page 65 Calaveras County Water District, CA Central Contra Costa Sanitation District, CA Central Marin Sanitation Agency, CA Coachella Valley Mosquito Vector Control District, CA Cordova Recreation and Park District, CA (I)istrict Administrator) East Bay Dischargers Authority, CA Fallbrook Public Utilities District, CA Hilton, Famkopf, and Hobson LLC,CA Joshua Basin Water District, CA Jurupa Community Services District, CA Kennewick Irrigation District, WA (I)istrict Manager) Los Angeles Convention Center, CA Monterey Peninsula Regional Park District, CA Monterey Regional Waste Management District, CA Monterey Regional Water Pollution Control Agency, CA (Assistant) Oro Loma Sanitary District, CA Public Agency Risk Sharing Authority of California, CA Pleasant Valley Recreation & Park District, CA Reclamation District 1000, CA (I)istrict Engineer) Ross Valley Sanitary District, CA Salinas Valley Solid Waste Authority, CA Sanitary District No. 5 of Marin County, CA San Lorenzo Valley Water District, CA Santa Cruz Consolidated Emergency Communications Center, CA Sewer Authority Mid-Coastside, CA South Placer Municipal Utility District, CA Sweetwater Springs Water District, CA Uruon Sanitary District, CA United Water Conservation District, CA Valley of the Moon Water District, CA Walnut Valley Water District, CA HOUSING City of West Hollywood, CA (Rent Stabilization and Housing Manager) Housing Authority of the City of Austin, TX Housing Authority for the City of Brownsville, TX Housing Authority for the City of Los Angeles, CA Housing Authority for the County of Butte, CA , Fort Worth, TX Housing Authority f Housing Authority for the County ; , of Santa Cmz, CA Louisiana Housing Corporation Milpitas, CA San Antonio Housing Authority, TX Housing Authority the City of Vancouver Housing Authority, WA LEGAL COUNSEL Aurora, CO Broward County, FL Coconut Creek, FL Cupertino, CA Fremont, CA Gainesville, FL Hayward, CA Inglewood, CA Lathrop, CA Lee County, FL Monterey, CA Morgan Hill, CA Newport Beach, CA North Las Vegas, NV North Port, FL Oceanside, CA Orange, CA ' I. l l. I. I I i \·_ \ > ~ \ f. / i· i. \. ' \ L \ \ ' I \ / \ \ \ \ - \ Item 11.a. - Page 66 Palo Alto, CA Port of San Diego, CA Sacramento Area Flood Control Agency, CA Sacramento County, CA Salinas, CA San Benito County, CA San Bernardino Associated Governments, CA San Mateo, CA Santa Ana, CA Stockton, CA Sunnyvale, CA Thousand Oaks, CA Ventura, CA Walnut Creek, CA Yolo County, CA LIBRARY Corona, CA Folsom, CA Monterey Park, CA Palos Verdes Library District, CA Stockton-San Joaquin County Public Library, CA PARKS/RECREATION/ COMMUNITY SERVICES Anaheim, CA Arlington, TX Bakersfield, CA Commerce, CA El Segundo, CA Emeryville, CA Half Moon Bay, CA Lemoore, CA Long Beach, CA Lynwood, CA Maple Valley, WA Midpeninsula Regional Open Space District, CA Milpitas, CA Monterey County, CA Peoria, AZ Pleasanton, CA Pleasant Valley Recreation and Park District, CA Pomona, CA Sacramento County, CA Sacramento, CA San Carlos, CA San Jose, CA Santa Clarita, CA Stockton, CA Ventura, CA Whittier, CA PERSONNEL/HUMAN RESOURCES Alameda County, CA Anaheim, CA Apple Valley, CA Arcadia, CA Azusa, CA Barstow, CA Bellevue, WA Benicia, CA Colusa County, CA Commerce, CA Corona, CA Desert Water Agency, CA Fremont, CA i ·. I Inglewood, CA : . . Inland Empire Utilities Agency, CA! Glendale, AZ ; · ' Grants Pass, OR Judicial Council of California - Administrative Office of the Courts, CA Las Virgenes Municipal Water District, CA Moreno Valley, CA Monterey Park, CA Napa, CA Newark, CA Norfolk, VA North Las Vegas, NV Oceanside, CA Ontario, CA Patterson, CA Palmdale Water District, CA Petaluma, CA Pico Rivera, CA Pomona, CA Rancho Cordova, CA Redlands, CA Rocklin, CA Roseville, CA San Antonio Housing Authority, TX t '. ! ' I ' ' . I . \ '\. \ Item 11.a. - Page 67 San Bernardino County, CA Aurora, CO San Carlos, CA Bay Area Rapid Transit, CA San Francisco International Airport Bellevue, WA (SFO), CA Berkeley, CA Scottsdale, AZ California State University, East Sedgwick County, KS Bay Stockton, CA California State University, I . Tehama County, CA Sacramento Wayne County, MI California State University, San White Pine County, NV Francisco Yucca Valley, CA Capitola, CA ' t ', PLANNING Carlsbad, CA I, Alameda, CA Cathedral City, CA Beverly Hills, CA Chandler, AZ ;'• Centre City Development Chico, CA Corporation, CA Concord, CA Corona, CA Corona, CA Chula Vista, CA Coronado, CA Damascus, OR Culver City, CA El Segundo, CA East Palo Alto, CA Elk Grove, CA El Cerrito, CA Healdsburg, CA Eugene, OR Los Banos, CA Fairfield, CA Madera, CA Folsom, CA Milpitas, CA Fullerton, CA Modesto, CA Glendale, AZ ' ! Needles, CA Glendora, CA ' ' ! Oceanside, CA Half Moon Bay, CA i--r. Pacifica, CA Hayward, CA r .. \ .. '. Palo Alto, CA Humboldt State University, CA t> Palm Springs, CA Huntington Beach, CA \ ' Pleasanton, CA Irvine, CA ' . ' . \ :. ~ l Reno, NV Irwindale, CA \ Riverside, CA La Mesa, CA \ , .. Robson Homes, CA Lake Oswego, OR .. ' l Roseville, CA Littleton, CO \ Sacramento, CA Livingston, CA \ \ Santa Clara County, CA Lodi, CA 'i San Benito County, CA Los Angeles, CA .. , San Luis Obispo County, CA Los Angeles World All-ports, CA . ' Santa Cruz, CA Los Banos, CA ; . Santa Monica, CA Mammoth Lakes, CA (Interim) ~; ,, Stockton, CA Manhattan Beach, CA Sumter County, FL Maywood, CA \ ., Tracy Unified School District, CA Menlo Park, CA \ ' ' '· Washington County, OR Merced, CA '. Mesa, AZ '' '' POLICE CHIEF /SAFETY Modesto, CA Arroyo Grande, CA Monrovia, CA Ashland, OR Montebello, CA Item 11.a. - Page 68 Monterey, CA University of California at Davis, Monterey County Sheriffs CA Department, CA University of California at Santa Morgan Hill, CA Barbara, CA North Las Vegas, NV University of Oregon Novato, CA Vacaville, CA Oakdale, CA Vallejo, CA Orange County, CA Vancouver, WA / Orange County, FL (Chief of Virginia Commonwealth University '' ' } Corrections) Walla Walla, WA f ,, Palm Springs, CA Walnut Creek, CA Palo Alto, CA West Sacramento, CA Pasadena, CA Whittier, CA Pasadena City College, CA Peoria, AZ POLICE COMMAND STAFF ,, Petaluma, CA Atascadero, CA I , i':,, Piedmont, CA Bay Area Rapid Transit, CA I - [ f -~ Pismo Beach, CA California State University, East I I Pittsburg, CA Bay ' L Placentia, CA California State University, -' L Pleasanton, CA Sacramento j' Port of Long Beach, CA California State University, San Port of San Diego, CA Francisco Port of Seattle, WA Commerce, CA Redlands, CA East Palo Alto, CA Reno, NV Menlo Park, CA ' I -' Rio Vista, CA Monterey County, CA Rocklin, CA Pleasanton, CA Roseville, CA Santa Rosa, CA Sacramento, CA Port of San Diego, CA I Salinas, CA University of California at Merced I t' ' San Bernardino, CA University of Oregon \ San Diego State University, CA ! t - San Fernando, CA POLICE OVERSIGHT \ 1'"-,0 San Francisco, CA Bay Area Rapid Transit, CA ' -\' San Diego State University, CA San Francisco, CA \, \ San Jose State University, CA Sanjose, CA \- San Rafael, CA \ Santa Rosa Junior College, CA PUBLIC AFFAIRS/ Sausalito, CA INTERGOVERNMENTAL Seattle, WA RELATIONS DIRECTOR ) ,, ' Seaside, CA Beverly Hills, CA Signal Hill, CA Rancho Cordova, CA \ South Gate, CA Thornton, CO \ ' Stockton Unified School District, San Diego Regional Airport '' ' ,'' CA Authority, CA Sunnyvale, CA West Basin Municipal Water Tehachapi, CA District, CA Tulsa, OK Turlock, CA Item 11.a. - Page 69 PUBLIC SAFETY San Carlos, CA COMMUNICATIONS San Diego, CA Aurora, CO SanJose, CA Clackamas County, OR Santa Cruz, CA Heartland Communications Facility South Pasadena, CA I Authority, CA Stockton, CA San Francisco, CA Sumter County, FL , ' [ San Jose, CA Tehama County, CA Santa Cruz Consolidated Tiburon, CA Emergency Communications Upland, CA / I Center, CA Vallejo, CA f Scott Emergency Communications Woodland, CA I : ' Center Yuba City, CA ' Consolidated Intergovernmental I Dispatch Agency-Tallahassee, FL PURCHASING ! ~ - Washington County Consolidated Central Contra Costa Sanitary I Communications Agency, OR District, CA Yolo Emergency Communications Housing Authority of the City of ; Agency, CA Los Angeles '' Tacoma, WA PUBLIC WORKS Belmont, CA RISK MANAGEMENT '-, i Chandler, AZ Central Contra Costa Sanitary Clark County, NV District, CA Commerce, CA Central Marin Sanitation Agency, Dallas, TX CA Elk Grove, CA Riverside Transit Agency, CA ''), Fresno, CA Galt, CA TECHNOLOGY Grants Pass, OR Clark County, NV Half Moon Bay, CA Durham, NC < < ;, Healdsburg, CA Fresno, CA \ Huntington Beach, CA Hayward, CA « Inglewood, CA Hillsboro, OR \· Lathrop, CA Inland Empire Utilities Agency, CA \'' \ ' < \. Los Banos, CA Modesto, CA \ Mammoth Lakes, CA Port of Los Angeles, CA \ \ Maple Valley, WA San Antonio Housing Authority, \· \ ~ ' Monrovia, CA TX ' ~ \ Morro Bay, CA San Francisco, CA \ Needles, CA State Bar of California \ \ < ,,,, Pico Rivera, CA Tucson, AZ Pismo Beach, CA West Hollywood, CA Pomona, CA \' Poway, CA TRANSPORTATION Provo, UT Association of Monterey Bay Area Redlands, CA Governments, CA Roseburg, OR Dallas, TX Roseville, CA San Benito County, CA Item 11.a. - Page 70 Elk Grove-Rancho Cordova-El WATER Dorado County Connector Joint Arizona Municipal Water Users Powers Authority, CA Association, AZ Omnitrans, CA Aurora, CO ., San Diego Association of Bakersfield, CA \c, Governments, CA Calaveras County Water District, San Joaquin Council of CA f, ! Governments, CA Joshua Basin Water District, CA ~ Santa Clarita, CA Kennewick Irrigation District, CA f,o t Washington County, OR Phoenix, AZ ! / West Contra Costa Transportation Reclamation District 1000, CA I Advisory Committee, CA Redlands, CA f, ' Sacramento Area Flood Control I WASTE WATER/SANITATION/ Agency, CA !- [ SOLID WASTE San Diego, CA ! ' Central Contra Costa Sanitation SanJose, CA ! f District, CA San Luis Obispo County, CA r Central Contra Costa Solid Waste Santa Clara Valley Water District, '· Authority, CA CA Central Marin Sanitation Agency, South Placer Municipal Utility CA District, CA .: , Dublin San Ramon Services Stockton, CA I· District, CA Sweetwater Springs Water District, East Bay Dischargers Authority, CA CA Vallejo, CA Monterey Regional Waste Valley of the Moon Water District, Management District, CA CA Monterey Regional Water Pollution United Water Conservation Control Agency, CA District, CA Oro Loma Sanitary District, CA Walnut Valley Water District, CA ! I Redlands, CA Yuba City, CA I. ' Richmond, CA \. Ross Valley Sanitary District, CA OTHER \ Salinas Valley Solid Waste Bay Area Air Quality Management \' Authority, CA District, CA (Deputy Air Pollution f. ~" ~ ' Sanitary District No. 5 of Marin Control Officer) , ~ < , ' ' County, CA Benton County, OR (Health r ... ' \'. c ',". San Jose, CA Director) \ . \. Sewer Authority Mid-Coastside, Boise, ID (Community \- CA Ombudsman) \ South Bayside Waste Management Broward County, FL (Port \. Authority, CA Everglades Director of Business \ \ South Placer Municipal Utility Development) \ \• ' District, CA Bureau Veritas, CA (Vice President ' Stockton, CA -Operations) \ ', Union Sanitary District, CA Central Contra Costa Sanitary \ '-,, West Contra Costa Integrated District (Director of Collection Waste Management Authority, CA System Operations and Director of Plant Operations) Item 11.a. - Page 71 Cordova Recreation & Park District (District Administrator and Maintenance Superintendent) Government Services Group, Inc. (J\.1unicipalServicesManager) Houston Housing Authority (Director Real Estate Investments & Development) Housing Authority of the City of Los Angeles (Director of General Services) Imperial Irrigation District (Assistant Manager of Construction Operations and Maintenance) Hilton, Farnkopf, and Hobson LLC (J\.1anager/Vice President) Las Vegas Convention and Visitors Authority, NV (Director of Facility Projects) Metropolitan Washington Airports Authority (Vice President for Public Safety) Monterey Bay Unified Air Pollution Control District, CA (Air Pollution Control Officer) Monterey Park, CA (Director of Management Services) Port of Long Beach, CA (J\.1anaging Director) Po11: of San Diego, CA (Senior Director of Real Estate) Redlands, CA (8 Mid-Level Managers and Natural Resources Manager) Robson Homes (Forward Planner and Land Acquisition Manager) Sacramento, CA (Preservation Director) Sacramento, CA (Urban Design Manager) San Jose, CA (Assistant Director of Environmental Services and Environmental Services Director) San Manuel Band of Tribal Indians, CA (Tribal Manager) Sedgwick County, Kansas (Health Department Director) Superior Court of California, County of San Luis Obispo, CA (Assistant Court Executive Officer) Vallejo, CA (Water Engineering Manager, Water Treatment Superintendent, Water Distribution Superintendent) Washoe County, NV (Senior Services Director) Washoe County, NV (Social Services Director) / I , I ; __ ' /' I r I f -; I , f I /: ' I I I ' I I' l I \ \ ' \ ' I \ l. l . \ } \ \ t \ \ \ ' \ / \ \ \ \ Item 11.a. - Page 72 Item 11.a. - Page 73 Item 11.a. - Page 74 Item 11.a. - Page 75 Item 11.a. - Page 76 I ' "--_) ~ CPS HR ":~:-=--=-~CONSULTING '--__,, PROPOSAL \"-._ I \ _____ ./ -- :'---) ' \ ) '-- \_/' '-....__/ '"--J City of Arroyo Grande Executive Recruitment Services for City Manager November 20, 2014 SUBMITTED BY: VICKI QUINTERO-BRASHEAR Director of Products and Services CPS HR Consulting 24 l Lathrop Way Sacramento, CA 95815 P:916-47l-348l F: 916-561-7281 vicki@cpshr.us Tax ID: 68-0067209 www.cpshr.us """'---------~ __ _____,/ Your Path to Performance Item 11.a. - Page 77 \_,; (-\ j ---1 ' '-j ' \ \___' '-"\, \.._/, I ' \~_,! /, \____) ( ' _) , --'\ \.._____,,' ,-v \_,,1 ( - \ ' --' ~-' ~-- ~ CPS HR =~~CONSULTINGJ November 20, 2014 Debbie Malicoat Director of Administrative Services City of Arroyo Grande 300 E. Branch Street Arroyo Grande, CA 93420 Subject: Executive Recruitment Services for City Manager Dear Ms. Malicoat: Thank you for the opportunity to submit a proposal to assist the City of Arroyo Grande (the "City'') with the recruitment of a new City Manager. CPS HR Consulting (CPS HR) is extremely qualified to assist the City with this very important recruitment. We have vast experience in assisting public agencies with executive search, screening, and placement. CPS HR offers a broad spectrum of human resource services while delivering personalized, results-oriented service, utilizing best practice methods of recruitment and selection strategies from our team of recruitment experts. It is our commitment to work in partnership with your organization to a successful result. We possess a number of important strengths to assist the City in accomplishing the goals for this recruitment, including: • The successful completion of approximately 1,700 recruitments for more than 600 clients. We have extensive experience in the recruitment of all types of local government, executive and professional staff, including council/board appointed executives, department directors, and key professional and management positions. Although our client list covers a broad range, please note that each recruitment we conduct is uniquely designed to fit the needs of the individual client and is calculated to provide a strong, competitive pool of candidates. • We have extensive experience recruiting for various executives and managers for a variety of cities, counties, special districts, and nonprofit entities. We understand and appreciate the intricacies of managing the executive recruitment for an organization and bring that expertise and knowledge to the recruitment process. • In-depth understanding of all state and local government operations, programs, and services. This understanding has been gained as consultants to local governments throughout the United States. 241 Lathrop Way Sacramento,CA95815 t 9162633600 f 9162633613 www.cpshrus Page Ii Item 11.a. - Page 78 \ \_/ l) /· \___) I \._,,I ( \J ( . _) ' \ ~/ (_j CJ \__/ G ' u Again, thank you for the opportunity to be considered for this assignment. We are prepared to make the process as smooth as possible for the City of Arroyo Grande. Should you have questions or comments about the information presented in this proposal, please contact Frank Rojas at (916) 471-3111 or frojas@cpshr.us, or Stuart Satow at (916) 471-3134 or ssatow@cpshr.us. Sincerely, Vicki Quintero-Brashear Director of Products and Services 241 Lathrop Way Sacramento, CA 95815 t 916 263 3600 f 916 263 3613 www.cpshr.us Page I ii Item 11.a. - Page 79 (_) ' \ \_/ (_) u ' ' \__) 0 u / \ ~ ( \ v \_) I ' v \J ( \ \_/ Table of Contents Qualifications ....................................................................................................... 1 About CPS HR Consulting .................................................................................. 1 Scope of Services ................................................................................................ 2 Executive Search ................................................................................................ 2 Project Team ........................................................................................................ 3 City Manager Recruitments ............................................................................ 10 Work Plan ............................................................................................................ 11 Our Understanding of the Work to Be Performed ........................................ 11 Key Stakeholder Involvement ......................................................................... 11 City's Needs ....................................................................................................... 11 Assertive and Proactive Recruitment ............................................................ 11 Selection ............................................................................................................. 12 Detailed Outline ................................................................................................ 12 Hiring Guarantee Policy ................................................................................... 1 6 Professional Fee and Expenses ...................................................................... 18 Fee for Professional Services ............................................................................ 18 Reimbursable Expenses .................................................................................... 18 Project Timeline ................................................................................................. 20 References ......................................................................................................... 21 Why Choose CPS HR Consulting ................................................................... 23 Appendix A -Sample Brochure .................................................................... 24 -CPS HR .._.CONSULTING Page I iii Item 11.a. - Page 80 ,r-, u ( \ u c u ( I \..,J "-.__,) (__) / -u v CJ L' ( v { \_J u u / - \.__) ( -: \_J u u I u CJ u : - L: c 0 u Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Qualifications About CPS HR Consulting CPS HR Consulting (CPS HR) has been assisting organizations with their talent management needs for more than 25 years. We have unique expertise in delivering HR management and consulting services, employment testing, assessment services, and applicant tracking software to government agencies throughout North America. CPS HR's core competency is its knowledge of and expertise in the public sector. As a public agency, we understand the challenges and issues facing our client base. As a self- supporting public entity, we also understand the need for innovative yet practical results. CPS HR can provide expertise that is unique because we share with our clients a common perspective. There is no competitor in the industry that can make this claim. CPS HR currently has a staff of 80+ full-time employees and more than 1,200 subject matter experts and contract employees who have a wide variety of government, public, and private sector human resources experience. CPS HR has worked with more than 1,200 government and public/non-profit clients throughout the United States and Canada. CPS HR is headquartered in Sacramento, California, with regional offices in Rockville, Maryland and Austin, Texas. CPS HR is a public agency governed by regulations and public sector concerns. We understand what it is to work with and within government. Unlike other public sector organizations, CPS HR is self-supporting. We employ the strategy, innovation, and flexibility found in the private sector to the client's advantage. CPS HR's unique position in the public arena attracts professionals from both public and private sectors who are driven to help the client reach its organization's vision and mission. We work collaboratively with the client to generate solutions that are creative yet practical, to meet the organization "where it is" while also moving it to the next level. -CPS HR ~CONSULTING Page 11 Item 11.a. - Page 81 1- \ __ ,/ ( ' ('----', ,---, ~J ( \ v () / u u /~ \ v u l) (_) u u u I "-.__,) v \_) ( \ \____,; u (J ( ' \__,) !--, u (_,; Scope of Services Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager CPS HR believes in an integrated, systems-based approach to talent management and provides consulting in all of the key areas listed below. CPS HR CONSULTING SERVICES ORGANIZATIONAL STRATEGY TESTING, RECRUITMENT & SELECTION • Workforce & Succession Planning • Job Analysis • Organizational Assessment, Redesign and Re-• Develop/Deliver Assessment Center Engineering Services • Performance Management • Executive Search • Employee Engagement • Test Development* • Change Management • Test Administration* • Complaint Investigations & HR Outsourcing *(for employment and licensing certification) CLASSIFICATION AND COMPENSATION TRAINING AND DEVELOPMENT • Classification • Training • Compensation • Coaching • Accelerated Leader 360° Assessment™ • Leadership Development Executive Search CPS HR Consulting has extensive experience in executive recruitment services. Our Joint Powers Authority Charter specifies that we provide human resources consulting services only to other public agencies or non-profit organizations. Our wealth of recruitment experience has been gained through more than 12 years of placing top and mid-level executives in public agencies throughout the United States. Our approach to this process is effective for a number of reasons which include: • Our expert recruiting staff Our Executive Recruiters possess a high level of expertise in recruiting and placing qualified managers, directors, and executive professionals. We have a retention rate that averages more than five (5) years. Our staff of experts includes an exceptional group of full-time employees as well as a full complement of subject matter experts, intermittent, and part-time employees with a wide variety of public and private sector experience. This allows CPS HR to precisely match the needs of the client with CPS HR's expertise and provide a wide range of services. -CPS HR ..,,. CONSULTING Page 12 Item 11.a. - Page 82 '---\ '0 /-- u c (J u (j () (_) I u CJ \__,' (- \____) (j cJ G \___) (J ~/ (j u CJ 0 c • High level of client satisfaction Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Our Client Satisfaction rating averages 4.6 on a scale of 5. A client satisfaction survey is sent at the end of every engagement requesting feedback on the quality of our staff, our deliverables, and the overall consulting relationship. The answers to these questions are then compiled and analyzed to identify client satisfaction ratings which are used as a factor within the CPS HR performance management system. The ratings are weighted very highly in each employee's individual performance plan and annual performance rating to ensure CPS HR continues to deliver on the high level of client satisfaction our clients have a right to expect from us. • We are a public agency As a public agency ourselves, we understand the challenges and issues you face. We share a common perspective with our clients; we understand how to work with and within government. Our consultants are drawn from public and private sector organizations, and employ strategy, innovation, and flexibility to find candidates who can work well in such a critical position for the City. We work collaboratively with you to generate creative and practical solutions. This understanding of public sector culture and policy sets CPS HR uniquely apart from our competitors. Project Team CPS HR Consulting has uniquely qualified executive recruiters to assist the City. Our staff members possess extensive recruiting experience and a direct, in-depth understanding of local government. Each of our recruiters routinely serves as an engagement or project manager and personally handles every aspect of the executive search process. For this engagement, we have selected Mr. Stuart Satow and Mr. Frank Rojas to serve as your lead senior executive recruiters and co-project managers. Ms. Pam Derby will serve as an additional resource as needed. Their contact information is presented below and their resumes follow. Co-Project Manager/Senior Executive Recruiter Co-Project Manager/Senior Executive Recruiter CPS HR Executive Search Website -CPS HR ~CONSULTING PROJECT MANAGER Stuart Satow P: 916-471-3134 ssatow@cpshr.us Frank Rojas P: 916-471-3111 frojas@cpshr.us http://www.cpshr.us/search recruitment.html Page 13 Item 11.a. - Page 83 ~' / \ u (__) LJ (J u / ' u ' ' u 0 CJ C: () (J \._) u (j u 0 0 u (; 0 \_J (j ( ', v ( v Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Stuart Satow Profile Since joining CPS HR Consulting in 2002, Stuart Satow has conducted over 200 successful recruitments covering all areas of public sector executive search including city, county, state, special district, and regional governments. Mr. Satow has extensive experience in conducting high-level recruitments for council/board appointed positions. He has conducted numerous recruitments for Department Head level positions in city/county government and special districts in the areas of Planning/Community Development, Finance, Human Resources, Human Services, Information Technology, Legal, Parks and Recreation, Public Safety, Communications, and Public Works/Engineering. As it relates to this recruitment, Mr. Satow has led recruitment efforts for City Managers for the California cities of American Canyon, Elk Grove, Modesto, Napa, and Sacramento, and for the Arizona cities of Chandler and Gilbert. Mr. Satow completed the recruitment for a new City Manager for Maricopa, AZ in 2014, and is just completing the search for a new Town Manager for the Town of Paradise Valley, AZ. He also recently assisted the County of Coconino, AZ in its search for a new County Manager. Previously, as a sportscaster for ABC affiliate KXTV Channel 10, Mr. Satow interviewed hundreds of management-level executives, university officials, and professional and amateur athletes. He is a popular public speaker and emcee who has long been involved in community events in the Sacramento region. With a BA degree in Communication Studies from California State University, Sacramento and 27 years of experience in the communications industry, Mr. Satow is an experienced writer and interviewer who has excellent people skills and a positive track record in staff and project management. Employment History • Senior Executive Recruiter, CPS HR Consulting • Sports Director, KXTV-10, Sacramento, CA • Sports Reporter I Weekend Sports Anchor, KXTV-10, Sacramento, CA • Sports Reporter I Weekend Sports Anchor, KNTV Channel 11, San Jose, CA • Sports Reporter I News/Sports Photographer, KTXL, Channel 40, Sacramento, CA Professional Experience • Conducting public sector recruitments for executive level positions (includes upper-and mid-management, department directors, and council/board appointed positions}. • Managing entire recruitment process: develop and submit responses to proposals, meet with clients to understand their recruitment needs and develop a project plan, develop marketing brochures for recruitments, place advertisements, and research and identify potential candidates. Proactively contact potential candidates; market the position to them. Conduct screening interviews. Facilitate the entire interview process. Perform thorough reference checks and oversee extensive background checks on candidates. Negotiate employment agreements. ---CPS HR ..... CONSULTING Page 14 Item 11.a. - Page 84 I ' u u CJ I ' ~ "_) ( ' "--) c G \_) u (__) u () I I u c u v ( ' u 0 G u \___,;' (' u 0 u ( ' u v Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager • Coordinating activities of the Sports Department for local television news station • Reporting on local sports events/teams of interest including high school, college and professional sports (and others) • Liaison to local and regional sports contacts (including local and bay area professional teams, universities/colleges, high school athletic directors/coaches, and other key sports contacts) • Experienced writer and interviewer with excellent people skills and a positive track record in staff and project management. Education • B.A. Communication Studies (with honors), California State University, Sacramento -CPS HR ~CONSULTING Page 15 Item 11.a. - Page 85 ("----" (j I 0 ' I \_,J u () u ( ' \_) 0 ~· (J (~ ") \_,! u ( \ \_) \_j Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Frank Rojas Profile Frank Rojas is an Executive Recruiter with CPS HR Consulting. Frank brings more than 30 years of recruiting experience from the highly competitive direct placement and contract labor industries as well the corporate environment. Mr. Rojas has significant experience placing corporate leaders, executive, professional, and technical staff including individual contributors for government sector, non-profits, aerospace, architectural and engineering, information technology, petroleum and chemical, energy, power, civil/structural, transportation and private industry. Recent successful efforts include positions such as Chief Information Officer, Vice President of Risk, Corporate and Government Controllers, General In-House Counsel and Director-level hires for Fleet, Environmental, Regulatory Compliance, Training, Human Resources, and Division/Site General Managers. Frank is currently supporting the City of East Palo Alto City Manager Recruitment. Mr. Rojas has established a strong client and customer base through trust, effective recruiting, relationship building, and teamwork. Mr. Rojas began his career in Contract Labor and over the next 20+ years launched seven start- up offices in several states and locations providing direct placement and contract support to hundreds of clients in virtually all industries and levels of talent. He continued his career in the non-profit environment managing and building talent acquisition support during significant growth periods. Having been a speaker at several networking and career coaching venues, Frank believes in utilizing traditional recruiting methodology with social media. He was named in the top 1% viewed profiles on Linked In. Employment History • Senior Executive Recruiter, CPS HR Consulting • Employment Director and Senior Recruiter, PRIDE Industries • Corporate Recruiter, EMF Broadcasting • Branch Manager & Acting Vice President, Fastek Technical Services Professional Experience • Managed and lead recruiting efforts including client interface to define and write position descriptions, profiles, and goals. Responsible for creating marketing plans, screening and selection strategies, conducting interviews, and participating in final hire and post hire activities including reference and background checks. • Assisted in salary evaluation and competitive comparisons. This includes candidate negotiations, travel and relocation (if appropriate), benefits and confirmation and acceptance of any requirements prior to the submittal process and acceptance of offer. • Managed in-house staff to ensure adherence of company policies and legal compliance. Developed and maintained positive, team-building methodologies that increased productivity, created a positive, productive staff and maintain cooperativeness and trust. -CPS HR ~CONSULTING Page I 6 Item 11.a. - Page 86 / \__.) \._) c L,' /-\ \_j \____) 0 (__) u u /~-"'1 (_) _,,-\ u .-v . -IJ I -\ u G Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager • Recruited and identified senior-level management for several federal locations including General Managers, Assistant General Managers, HR Manager, Site Controllers, Quality Managers T-4 Water and Environmental Director and Departmental Leadership at Fort Bliss, El Paso; Fort Polk, Louisiana; Joint Base McGuire-Dix-Lakehurst, New Jersey; Los Angeles Air Force Base, Cape Canaveral, Florida, and the Lawrence Livermore National Laboratory. • Set up staff procedures and office functions; negotiated service agreements, ensured EEO, safety/OSHA, quality and all local, state, and federal compliance policies. Migrated and implemented several Applicant Tracking Systems including participation as Systems Administrator. • Initiated effort to define the mission and business plans of expanding organizations. Developed road maps to build client base, relevant labor pools, and resources to sustain growth for the entire enterprise. Started corporate recruiting department and initiated recruiting strategies, hiring processes, retention, and integrated cost-effective marketing tools. • Hired and motivated in-house talent and create cross-functional business/sales and recruiting process allowing for growth, skills development, and achievement to meet customer needs and provide for an effective team-oriented environment. Education • B.A. Political Science, University of California at Berkeley, Berkeley, CA ......, CPS HR ..--CONSULTING Page 17 Item 11.a. - Page 87 u \J () (J I 'J \ __ ) ( \ ~I \,__.,,: ~ -\ \.__,_.,, ( \ u Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Pamela H. Derby Profile Since joining CPS HR Consulting in 2003, Pam Derby has conducted a wide range of recruitments for county, city, special district and association executives including city attorney, executive director, general manager, city manager, assistant and deputy city manager, police chief, community and economic development director, human resource director, finance director, public works director, registrar of voters, library director, and director of information technology in addition to specialized support positions. Prior to joining CPS HR, Ms. Derby served as the Aide to the Yuba County Board of Supervisors serving as the Board's liaison to County Department Heads, the community, and the media. This experience provided her with a unique perspective into the special circumstances that exist in a Board/Council-Manager relationship and a keen awareness of the inner workings of local government. She is sensitive to balance the wants of the community with the needs of the City so as to tailor a recruitment process that reaches out to the most appropriate candidates and ensures a diverse group of individuals from which to make a selection. She has successfully employed these techniques in jurisdictions ranging from under 10,000 to 10 million. Moreover, she employs a firmly-held personal philosophy that candidates must be treated with the same respect and careful consideration as her client. Previous to her local government service, Ms. Derby served in the private sector and with several non-profit lobbying associations where she was responsible for the management of several large consumer groups. Employment History • Senior Executive Recruiter, CPS HR Consulting • Professional Management Consultant, CPS HR Consulting • Administrative Technician, CPS HR Consulting • Aide to the Board of Supervisors, Yuba County, CA • Special Cases Manager, Consumer Relations, The Money Store, CA • Supervisor, Trailing Documents, The Money Store, CA • Executive Assistant, Randlett Associates, CA Professional Experience • Project manager for local government, special district, and non-profit executive recruitments. Responsible for all facets of process including proposal interviews, all client meetings, creating marketing and advertising materials, conducting candidate screening interviews and developing finalist candidate interview processes. • Assisted executive recruiting team in the recruitment of local government and public agency executives. -CPS HR ~CONSULTING Page 18 Item 11.a. - Page 88 \_,I ' \ '\,__) ' '\,_) \,____..,' \ 'J '',,,_,) \_) I v / . \,__) Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager • Managed staff responsible for addressing escalated customer complaints. Negotiated and mediated pre-litigation settlements with attorneys, state regulators, and other state agencies, involving home improvement loans. Served as department fraud coordinator. • Provided administrative support to SVP, including drafting correspondence, report writing, and special projects as assigned. Supervised department receptionist, responsible for interfacing with vendors and facilities management. • Provided administrative and research support for private professional lobbying firm. Researched legislative bills, corresponded with professional association members regarding legislative proposals. Education • California State University, Chico, major course emphasis -Physical Education/ English -CPS HR ~CONSULTING Page 19 Item 11.a. - Page 89 / \_j / \ 0 { ' \__, i ~· ' '--./ ''--"' ,--, u Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager City Manager Recruitments Below is a list of City Manager and similar recruitments conducted by our Recruitment Team over the past three years. Client Position Year Paradise Valley, Town of Town Manager Current engagement Maricopa, City of City Manager 2014 Chandler, City of Assistant City Manager 2013 Hillsborough, Town of City Manager 2012 Anaheim, City of Assistant City Manager 2011 Chandler, City of City Manager 2011 Gilbert, Town of Town Manager 2011 Killeen, City of City Manager 2011 Sacramento, City of City Manager 2011 -CPS HR ~CONSULTING Page J 10 Item 11.a. - Page 90 (_\ \'--J r' \ '--) I \_) I \.___/1 I I '--- !--'\ \_) :"'\ '~ G ~j ( ' 0 Work Plan Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Our Understanding of the Work to Be Performed The City of Arroyo Grande is interested in selecting an executive search firm to provide recruitment services for a new City Manager as the current incumbent is retiring after serving the City for more than 14 years. The City Manager, appointed by the City Council, provides leadership and guidance to the Council, giving them policy recommendations and staff support, and ensuring their directions and decisions are implemented. The City Manager provides overall direction for daily operations and coordination of the City to ensure services and projects are provided effectively and efficiently. Key Stakeholder Involvement The Council must be intimately involved in the search for a new City Manager. For this reason, our approach assumes their direct participation in key phases of the search process, including the development of the candidate profile and recruitment strategies, the selection of final candidates, interviews with the finalists, and ultimately, the selection of a new City Manager. Additionally, at the discretion of the Council, other key stakeholders may also be invited to participate in focus group sessions, or round-table meetings to provide input for the development of the candidate profile. City's Needs A critical first step in a successful executive search is for the Council to define the professional and personal qualities required of the City Manager. To be certain this occurs, we have developed a very effective process that will permit the Council to clarify the preferred future direction for the City; the specific challenges the City is likely to face in achieving this future direction; the working style and organizational climate they wish to establish with the City Manager; and ultimately, the professional and personal qualities that will be required of the City Manager. Assertive and Proactive Recruitment The best candidates are often not actively seeking a new position. They may be very satisfied with their current situation, and may only consider a change if a more attractive career opportunity is presented to them. Yet, among potential applicants there are those who, though personally satisfied with their current situation, would rise to the professional challenge and apply for these positions. Evoking that sense of vision and opportunity in qualified persons is among the responsibilities of CPS HR. This is why we take an aggressive approach in identifying and recruiting the best available candidates. ~ CPS HR ~CONSULTING Page 111 Item 11.a. - Page 91 f ~' \ __ , I \ 0 Selection Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager The selection of the best available candidate requires the use of tools specifically designed to evaluate each candidate against the personal and professional qualities identified by the Council. For this reason, we tailor our selection techniques to the City's specific requirements. In addition, we also assume responsibility for administering the selection process for the City. Detailed Outline •Develop Candidate Profile and Recruitment Strategy •Recruitment •Selection Our proposed executive search process is designed to provide the City with the full range of services required to ensure the ultimate selection of a City Manager who is uniquely suited to the City's needs. Our process starts with Phase I, where our consultant will meet with the Council, and other City stakeholders as desired by the City, to ascertain the City's needs and ideal candidate attributes, to target our search efforts and maximize candidate fit with the City. From there, Phase II outlines the recruiting process, which is tailored to fit the City's specific wants and needs, with targeted advertising, combined with personal contacts with qualified individuals from our database. Finally, in Phase Ill, the selection process is also customized for the City. CPS HR will work with the Council to determine the process best suited to the City of Arroyo Grande. Phase I -Develop Candidate Profile and Recruitment Strategy Task 1 -Review and Finalize Executive Search Process and Schedule A critical first step in this engagement is a thorough review of the search process and schedule with the Council. This will ensure that the City's needs are met in the most complete manner possible. Task 2 -Additional Key Stakeholder Meetings As desired by the City, CPS HR is prepared to meet with any additional key stakeholders to obtain input in developing the ideal candidate profile and to assist CPS HR in understanding key --CPS HR .--CONSULTING Page 112 Item 11.a. - Page 92 ' ' '-/ ' I "-- \___ ' '-__j \ ' ' ,_,,, I 1 __ __/ I > \__) / -' Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager issues and challenges that will face a new City Manager. The specific nature of the involvement process would be developed in consultation with the City. The results of the above activities will be summarized by CPS HR and provided to the City as an additional source of information for developing the candidate profile and selection criteria. Task 3 -Development of Candidate Profile and Recruitment Strategy This task will be accomplished during a workshop session involving the Council and CPS HR. It will result in the identification of the personal and professional attributes required for the position, and include the following activities: • The Council will identify key priorities for the new City Manager. • CPS HR will assist the Council in identifying the conditions and challenges likely to be encountered in achieving the priorities identified above. • The Council will describe the type of working relationship they wish to establish with the City Manager. • CPS HR will assist the Council in generating lists of specific competencies, experiences, and personal attributes needed by the new City Manager in light of the analyses conducted above. • CPS HR will present several recruitment and selection strategies for the Council to consider. The Council will choose the recruitment and selection process most likely to produce the intended results. Task 4 -Develop Recruitment Brochure and Place Advertisements Following the completion of the workshop session, CPS HR will work with a professional graphic artist to design a recruitment brochure and present it to the Council for review prior to printing (examples of current brochures are available for viewing on our website at www.cpshr.us/Search, and we have provided a copy of a sample brochure in Appendix A). In addition, advertisements will be prepared and placed for publication in appropriate magazines, journals, newsletters, job bulletins, and websites to attract candidates on a nationwide, regional, local, or targeted basis, depending on the preference of the Council. CPS HR is focused on reaching a diverse candidate pool and would recommend publications/websites that are targeted to minority and female candidates. We are proud of our successful record of assisting our clients with placing over 170 minority and female candidates in executive positions over the past five years. CPS HR will specifically research other jurisdictions whose demographics mirror those of the San Luis Obispo County areas and target outreach to those individuals. In addition to placing ads on websites aimed at minority candidates, we will contact leaders within appropriate associations to gain their perspective and referrals of possible candidates. The recruitment brochure will also be available on our website, so that interested potential candidates can access the brochure (a link to the brochure is listed in the advertising). Additionally, we prepare an e-mail distribution list that is sent to prospective candidates and referral sources. The e-mail will have a direct link to the brochure embodied in the e-mail __, CPS HR ~CONSULTING Page j 13 Item 11.a. - Page 93 ( \ "·-/ \ . ..._ -' \ ,' \ -' \ __.J \ _.,/ \ / Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager message. We also send letters and brochures directly to prospective candidates and referral sources soliciting interest in the position. Phase II -Recruitment Task 1 -Identify and Contact Potential Candidates This very crucial task will include a variety of activities designed to attract the best available candidates. In addition to the placement of advertisements in appropriate professional journals, CPS HR will: • Contact respected and experienced industry leaders to identify outstanding potential candidates on a referral basis. CPS HR maintains a comprehensive, up-to-date database of such professionals; however, we do not rely solely upon our current database. We also conduct specific research to target individuals relevant to your specific needs and expectations to ensure that we are thorough in our efforts to market this position to the appropriate audience to garner a diverse and quality pool of candidates. These individuals, as well as other potential candidates, are typically contacted very soon after they have received a recruitment brochure in order to maximize the impact of the multiple contacts. • Select top quality candidates for consideration from past recruitments. • Provide each potential candidate with a copy of the recruitment brochure transmitted with a personal letter. • Contact potential candidates to explain the career opportunity, answer questions, and encourage them to submit a resume. Oftentimes this component necessitates multiple conversations with the same person to pique his/her interest and to answer his/her questions. As a consulting firm that interacts with hundreds of public sector executives during engagements, we have a cadre of individuals who we inform of recruitments, both to increase the visibility of the opening and to attract appropriate individuals who fit the special needs of the client. Communication with these professionals ensures that an accurate picture of the requirements of the job is apparent and proliferated throughout their professional networks. The approach utilized by CPS HR employs the following techniques: • Communicating to candidates, through advertising materials and verbally, a strong sense of the purpose and strategy of the City. For many talented individuals, understanding these aspects is one of the key motivators to compete in such an environment. • Providing guidance and resources to candidates regarding the area's cost of living, mean and median housing prices, higher education opportunities, K-12 education information, and other aspects of interest to those who are considering a move to the area. We have found that potential candidates sometimes make the decision not to apply based on rumored information, rather than facts and research. -CPS HR ~CONSULTING Page I 14 Item 11.a. - Page 94 \'-----' ' I \, / \.__/ '" - I ' '-J '-,' I , ____ / \ / I'-_) \.,_ ~/ Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager • Actively seeking individuals who are highly visible in the field -widely published, frequent presenters and/or thought leaders -who are seemingly ready for the challenge. These highly qualified candidates may be attracted by the prospect of collaboration with other City departments, providing exceptional leadership to the City of Arroyo Grande, or continuing to ensure the public confidence in the integrity of the City. Task 2 -Resume Review and Screening Interviews All resumes and supplemental questionnaire responses will be submitted directly to CPS HR for initial screening. This screening process is specifically designed to assess the personal and professional attributes the City is seeking and will include: • A thorough review of each candidate's resume, supplemental questionnaire responses, and other supporting materials. • Personal interviews with the candidates who appear to best meet the City's needs. This group typically includes approximately 10-15 candidates. CPS HR will spend extensive time ascertaining each candidate's long-term career goals and reason(s) why the candidate is seeking this opportunity, as well as gaining a solid understanding of the candidate's technical competence and management philosophy. We will also gather data on any other unique aspects specific to this recruitment based upon the candidate profile. • CPS HR will conduct internet research on each candidate interviewed, to include newspaper articles and blog checks. Task 3 -Council Select Finalists At the conclusion of the previous tasks, CPS HR will prepare a written report that summarizes the results of the recruitment processes and typically recommends five to eight candidates for further consideration by the City. This report will include the candidate resumes, strengths and accomplishments, and a profile on each interviewee's background. CPS HR will meet with the Council to review this report and to assist the City in selecting a group of finalists for further evaluation. Phase Ill -Selection Task 1 -Design Selection Process Based on the results of the meeting conducted in Phase I, CPS HR will design a selection process to be utilized by the City in assessing the most qualified final candidates. Task 2 -Administer Selection Process CPS HR will coordinate all aspects of the selection process for the Council. This includes contacting both the successful and unsuccessful candidates, preparing appropriate materials such as interview questions, evaluation manuals, the written performance exercise, and/or ~ CPS HR ~CONSULTING Page j 15 Item 11.a. - Page 95 '~) ,' \ I / \ .. _ ____,: (J / ' { . '--j ~) ( ' "'-_/ I -~ \j \ ) \_ ' \ \ ___ j i ! '--~ Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager other assessment exercises; facilitating the interviews; and assisting the Council with deliberation ofthe results ofthe selection tool(s). Task 3 -Arrange Follow-up Interviews, Final Assessment Process, In-Depth Reference and Background Checks Following the completion of the selection process, CPS HR will be available to complete the following components: • Reference Checks: the in-depth reference checks are a comprehensive 360 evaluation process whereby we speak with current and previous supervisors, peers, and subordinates. It is our policy to not contact current supervisors until a job offer is made contingent upon that reference being successfully completed so as not to jeopardize the candidates' current employment situation. The candidates are requested to provide a minimum of ten reference sources. CPS HR is able to ascertain significant, detailed information from reference sources due to our assurance and commitment to them that their comments remain confidential which leads to a willingness to have an open and candid discussion with CPS HR. A written summary of the reference checks is provided to the City. • Background Checks: we will arrange for a background records check of an applicant's driving record, criminal and civil court, and credit history, education verification, newspaper article research, and other sensitive items. Task 4 -Contract Negotiation Successful negotiations are critically important, and we are available to serve as your representative in this process. We have expertise in assisting other organizations in this area, and can advise you regarding current approaches to various components of an employment package. We can represent your interests with regards to salary, benefits, employment agreements, housing, relocation, and other aspects, with the goal of securing your chosen candidate. Hiring Guarantee Policy If the candidate selected and appointed by the City, as a result of a full executive recruitment, terminates employment for any reason before the completion of the first two years of service, CPS HR will provide the City with whatever professional services are required to appoint a replacement. Professional consulting services will be provided at no cost, and the City would be responsible only for reimbursable expenses. The same applies if the initial recruitment efforts do not result in a successful appointment. Value-Added Customer Service Throughout the outreach and screening process, we are committed to keeping the City fully informed of our progress. We will collaborate with you to provide updates on the status of the -CPS HR ._.CONSULTING Page 116 Item 11.a. - Page 96 '\..__ ' '\.._) I\._ ) " ) Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager recruitment via your preferred method of communication (phone conference, email, etc.). In addition, during each phase in the process, we are either sending personal letters or initiating phone calls to candidates advising them of their status. We place a high level of importance on customer service and responding in a timely manner to all client and candidate inquiries. Our previous clients and candidates have expressed a sincere appreciation for our level of service and responsiveness to the management of the recruitment process. As a result, we have many long-term relationships with clients that have resulted in the opportunity to assist them with multiple recruitments. Additionally, our follow-up extends once you have selected the new City Manager. We will contact the City Council members and the newly appointed City Manager within six months of appointment to ascertain if an effective transition has occurred. ...-r CPS HR ~CONSULTING Page 117 Item 11.a. - Page 97 / -\ ' '-_/ I \~ \ v / 0 (__; I ' \__../ I I v ( ' '-___) ' ' \..._ / () Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Professional Fee and Expenses Fee for Professional Services The base professional fee for this executive recruitment service as outlined is $18,000. Our professional fee covers all CPS HR services associated with Phases I, II, and Ill of the recruitment process, including the necessary field visits (up to three) to develop the candidate profile and recruitment strategy, assist the City in finalist selection, and facilitate candidate interviews with the City. An itemized list of the Professional Services Fee is provided on the following page. The not to exceed cost per recruitment including reimbursable expenses is $25,000. Reimbursable Expenses Actual out-of-pocket expenses for such items as consultant travel, advertising, marketing, long distance telephone, printing/copying, and postage/delivery charges are reimbursable at cost. There is no mark-up on expenses and we will work proactively with the City to ensure that the dollars being spent for expenses are in keeping with the City's expectations. Travel expenses for candidates who are invited forward in the interview process are not included under our reimbursable range. The listed reimbursable expenses range includes a background check on the selected finalist candidate. Estimated Range: $6,000 -$7,000 Approximate itemized recruitment costs include: • Brochure Design and Printing ($1,100) • Advertising ($2,800) • Consultant travel (based on three trips with three overnights -approx. $1,500) • Background check (one candidate -$400) • Other recruitment expenses (supplies, shipping -$200) Professional fees and reimbursable expenses would be billed and paid monthly. --CPS HR ~CONSULTING Page 118 Item 11.a. - Page 98 v (J c ' "-) / -' 0 u \____I i \__.; (_) I ', \_J \_; l) Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Itemized List of Professional Fee The following tasks will be performed by the Project Manager for this recruitment, Mr. Frank Rojas. Ms. Pam Derby and Mr. Stuart Satow will serve as additional resources as needed. The hourly rate for a Senior Executive Recruiter is $125/hr. Task/Consultant Role #of Hours Total Phase I. Develop Candidate Profile and Recruitment Strategy Task 1 -Review and Finalize Executive Search 6 $850 Process and Schedule Tasks 2&3 -Development of Candidate Profile and 6 $850 Recruitment Strategy Task 4 -Develop Recruitment Brochure and Place 6 $850 Advertisements Phase II. Recruitment Task 1 -Identify and Contact Potential Candidates 30 $3,900 Task 2-Resume Review and Screening Interviews 30 $3,900 Task 3 -Council Select Finalists -Preparation and 20 $2,600 Provision of Final Report Phase Ill. Selection Task 1 -Design Selection Process 6 $850 Task 2 -Administer Selection Process 12 $1,600 Task 3 -Arrange Follow-up Interviews, Final Assessment Process, In-Depth Reference 20 $2,600 and Background Checks Professional Fees Total $18,000 .-: CPS HR ~CONSULTING Page 119 Item 11.a. - Page 99 ( ' \.J I '--../ I ~ I I I '--/ v' 'v l __ ; : I v I \_) I ' \._J I , \_) I \.,_./ Project Timeline Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager CPS HR is prepared to begin work upon receipt of a fully-executed contractual agreement. We can complete all search activities up to and including the selection of a new City Manager in 14 to 16 weeks and we are able to begin the process by December 2014. The precise schedule will depend on the placement of advertising in the appropriate professional journals, and the ability to schedule, as quickly as possible, the initial meeting. A proposed schedule of major milestones is presented below. --CPS HR ~CONSULTING Page 120 Item 11.a. - Page 100 I ' '~ \ __ ,., ~) / v u , ~ \ \__..' \.__) \ __ j '\..._,___..' '. I '\.___,f i '-._,J ( \ v References Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager CPS HR Consulting has excellent references and we encourage you to contact them. CPS HR believes in building ongoing, collaborative relationships with our clients and values their business. CLIENT POSITION CONTACT Paradise Valley, Town of 6401 E. Lincoln Drive Paradise Valley, AZ 85253 Maricopa, City of 39700 W. Civic Center Plaza, Maricopa, AZ 85138 Chandler, City of 175 S. Arizona Ave., 5th Floor Chandler, AZ 85225 Chandler, City of 175 S. Arizona Ave., 5th Floor Chandler, AZ 85225 -- Town Manager (current recruitment) City Manager (2014) Assistant City Manager (2013) City Manager (2011) CPS HR ~CONSULTING Michael Collins Vice Mayor (mayor-elect) (480) 348-3690 mcollins@paradisevalleyaz.gov Christian Price Mayor (520) 316-6828 christian.price@maricopa-az.gov or Gregory Rose City Manager (520) 316-6811 gregorv.rose@maricopa-az.gov Rich Dlugas City Manager (480) 782-2210 rich.dlugas@chandleraz.gov or Debra Stapleton Human Resources Director (480) 782-2350 debra.stapleton@chandleraz.gov Jay Tibshraeny Mayor (480) 782-2200 jay.tibshraeny@chandleraz.gov or Debra Stapleton Human Resources Director (480} 782-2350 debra.stapleton@chandleraz.gov Page I 21 Item 11.a. - Page 101 i I '--../' I\,_,) \'-.,/ "'--"' (j Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager CLIENT POSITION CONTACT Sacramento, City of 915 I Street Sacramento, CA 95814 - City Manager (2011) CPS HR ~coNSULTING Geri Hamby Human Resources Director (916) 808-7173 ghamby@cityofsacramento.org or John Shirey City Manager (916) 808-7213 jshirey@cityofsacramento.org Page 122 Item 11.a. - Page 102 \._) v 0 / ' '"-./' , ' v u I u Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Why Choose CPS HR Consulting We believe the advantages of using our expertise include: • Our commitment to, and expertise with, public agencies • Our aggressive outreach to qualified individuals who may not be seeking new employment • Our ability to customize our process to fit your needs • Our extensive experience in recruiting executive level professionals for public agencies across the United States • Our growing list of returning clients who seek our services for multiple engagements • Our proven ability to recruit and place minority and female candidates • The clients and candidates who repeatedly compliment us on our timely and frequent communication and feedback • Our ability to facilitate discussions and garner consensus with groups, including councils and boards Why select CPS HR for this Important Effort • We conduct a detailed needs assessment to identify 1} future organizational direction; 2) challenges facing the position; 3} the working style and organizational climate; and 4) required core and job specific competencies as well as personal and professional characteristics required • CPS HR has a database of candidates for many jobs and an extensive network of external resources to leverage for executive-level positions • We utilize our vast pool of public and nonprofit resources and contacts to deliver a strong pool of competitive candidates to the City who will be well prepared to assist the City in the accomplishment of its specific mission and goals • CPS HR recognizes that the very best candidates for some types of positions are not typically looking for a job and, therefore, our recruitment team takes a very aggressive approach to identifying and recruiting such candidates • We encourage applicant diversity and incorporate a variety of activities to attract the best available candidates • The combination of CPS HR's seasoned recruitment management and highly qualified staff enable us to reliably deliver successful results on time and on budget Thank you for reviewing our proposal. CPS HR Consulting would be pleased to partner with the City of Arroyo Grande in this important endeavor. We are committed to providing quality, expert solutions to help you achieve your goals. --CPS HR .... CONSULTING Page 123 Item 11.a. - Page 103 \ . ._ __ , \ ,_' \ __ \.,, \._ _ _/ , __ / '--' ____ ;' Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Appendix A -Sample Brochure (Qrr_rw@lJ? ~1ill~W~ k~~ 1~·lli_Q'~Jfild~1';~~ ~ CPS HR ..,.. CONSULTING Page 124 Item 11.a. - Page 104 ~I ~J \____.,i / -' 0 \_I UNIQUE OPPORTUNITY T he steadily growing and dynarmc commumly of Manoopa, Afgona seeks an mnavabve, collaborabve, service onentedleader lo serve as its newOty Manager. Th1s1san excepbonal opportumlyfora aeabve, fcrward·loolong profes~onal to help shape the future development of one of Afgonas newest up·and· coming comrn.J.mbes. THE COMMUNITY T he Oty of Manoopa, a commumly with a "Proud History and Prosperous Future," 1s strategically connected to the nearby Metro Phoenixand Central mona region It 1slocatedJUSI 20 minutes from the PhoemxMetropol1tan area and 35 minutes from Sky Hamor lnternabonal Airport Maricopa was mooiporated asArgonas 88th mumapal1ty m 2003. Smee then, rapid growth has transformed the Otyfroma populabon of less than 5,000 r~dentsmtoa busthng populabon of over 45,000 Growth projecbons placethepopulabon at well overl00,000 bytheyear 2040 and over 200,000 at build-out From 2000 to 2010, Maricopa experienced more than 4,080% growth and was the fastest growing small city m the United States according to the US. Census Bureau. With strong bes to its agncultural roots, Mancopa has en1oyed an 1nfluxof young fam1hes and rebrees seeking a farmly·onented en'1ronmentand separabon from urb:ln issues while enjoying readyaocess lo "big aly" amen1bes. Mancopa's local amen1besare growmgwith current and planned aocesstoquahtyd1nmg, reta1l, lodgmg, reaeabonal and rulturaJ amembes. Maricopa neighborhoods boast local healthcare, attractive lakes, palks, athlebcvenues, and educat1onaJ opportumbe~ Anew aly hall complex was opened m September, as well as the first phase ofa new community college campu~ Within the next year, r~dents will enioya new regional park.and a new mulb- generabonal and aqua be center The average household income m Maricopa 1s $75,000 -among the highest m the state of mona. Approxunately 88% of adult residents have some post-high school educabon and 47% hold a bachelor's or graduate degree. The City of Maricopa is the Phoem.x Valley's 2nd safest city-PB I Uniform Crime Reports -CPS HR ~CONSULTING Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Mar1copa's housmgaffordablhty, quabtyofbfe, and famly-orientedatmosphere conbnue to attract newcomers whoenJoy the area's full-service city hbrary, newly constructed public and charter schools, aty parks, and growing retail and entertainment venues. CITY GOVERNMENT The mission of the City of Maricopa is to be open, responsive and accountable while serving the pub/u; with integrity. T he Oty of Mancopa operates under the counal·managerform of government Six members of the Oty Counal are elected at-large to overtappmg terms of four years with the Mayor being directly elected fora two-year term. There are no term Dm1tsfor the Mayor or Oty Counal members The OtyCowialls the legislabve body respongble for the overall pohaesand d11ecbon of the Oty The City Counal appoints theOtyManager, City Attorney, and OtyMag1strateand members ofa number of City Boards, Committees and Commission~ Oty Counal meebngsare held on the first and th11d Tuesdaysof themonth The Oty operates under the oonsbtubonandlaws of the State of Ar~ona. Mar1oopaprOV1desa fuU array ofmuruapal serv1ces mdudmg pubhcsafety (police and fire): transportabon and development services: oommun1tyserv1ces; economic developrnen~ and all the tradJbonal internal management support funcbon& The C1ly hasan operabngand capital budgetof$186 4 mlllonanda workforce of 217. Mar1oopa1san organ1zabon fullycomm1tted toprOVIdmg high quabtyserv1ce. The Manoopa City Counal Strategic Plan 1s forused on thefollowingfive tlrget area~ EoonomicSustamab1ilty Transportabon Q_uahtyofllfe Publ1cSafety Q_uahtyMumapal Services View the Strategic Plan at www strateg1a>lan rnancooa·az gov THE CITY MANAGER T heOlyManager1sappomtedbytheMayorandOtyCounal He/she1sthech1ef adm1mstrabve officer of the Otyand 1s respon~ble to the Oty Cowial for the adm1mstrabon ofOtyaffalr~ Under theCounal-Managerform ofgovemmen~ the Oty Counal develops pol1aeswith guidance from the Oty Manager, who 1s responsible for 1mplemenbng those po11aes. The City Manager has the respongblllty for preparing theOty'sannual budget for Counal'scons1derabon Page 125 Item 11.a. - Page 105 I ' '.___,/ ~I u ( __ ) l \ _J \_) The Qty Manager dlrecttysupervlsesanAsslstantOtyManager, QtyQer~ Police Otlel, Fire Chief, Finance Director, Economic Development Director, Human Resources Director, Public lnfo<mabon Officer and Media Speaabst. Community Servicesand Development Services report to theAssislant City Manager The soon to be filed pos1bon of Ot1ef lnformabon Officerwillalso report to the Qty Manager's office. With h1ringauthonty for all departments and department heads except the Counol·appomted Qty Attorney and Qty Magistrale, the City Manager 1s theadminlstrabve head of Qty g<M!mment operabonsandalso plays a key role in intergovernmental relabonsand legislabve ISSUES AND PRIORITIES I n preparabon for the recruitment of a nw Qty Manager, key Qty stakeholders mduding the Mayor and Qty Counoi, Department Directors and Mld·Managers, Employee Group representatives, and community leaders have 1denbfied the following 1ssuesand pnorltles that will need to be addressed by the successful Growth/Development-Mancopa has expenenced explosive growth over the last decade, with residential development expected lo nse again as the housing market rebounds. As theQtyconbnuesltsgrowth, thenewQtyManagerwtllbe tasked ""th forusing on economic development to attract nw businessesandJobs to the Qtyas1t lranSlbons from a bedroom community loa place where obzens can truly live, work, play and learn Add1bonally, developing posibveworlang relabonsl11psw1th the development cornnrumty 1scnbcal As the Qty continues its growth, the Qty Manager must also be recepbVe toVIewpomts from both the long·l1me residents, and the wave of new community members calling Mancopa home Manaiier-Coundl Relalions-The new City Manager will be expected to qu1ddy develop a strong relabonsh1p with the Mayor and Qty Council lhat1s based on a partnership philosophy, mutual respec~ trus~ open commumcabon and equal treatment to all members. The Qty Manager will be expected lo be actively involved in the policy development process by bnngmg creabve ideas to the Counal and worlang coUaborabVely on a VISlon fer the community as 1t matures and develops. Capital Improvement Pmgram-TheQty's OP has very recenttycompleteda number of major prqects (Qty Hall, Police Adm1mstrat1on, Flre Stabon), with several others underway (Regional Park, Mult1-Generabonal and Aquabcs Center, Public Works Yard) that will require theconbnumg oversight of Development Simoes and the Qty Manager Addlbonally, current and future major transportabon prqects needattenbon and pnoolizmg to enhance the safety, mobility, and connecbVJlyof the Cly's intra-oty transportabon system. Employee Development-There has been S1gmficant turnover of slaff m theQtyof Manco pa orgamrabon, mclud.mg a number of current vacanaesat the management level. The new Qty Manager will be tasked with ma~ng some cr1bcal hrreswhow1ll -CPS HR ~CONSULTING Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager ideally pr1H1de strong and stable leadership for the 01ga111zabon. A focus on ernplcvee developmen~ retenbon and succeSS1on planmng will be a key pr1onty. Floodplain ManaiielllEllt -Wor1ang m conjuncbon with various flood control managementagendes to prOVlde for the health and safety of Mancopa reSJdents ThlS 1ndudes the ongotng updates of the floodplain maps m coordmabon with FEMAand the Pinal County Rood Control Dlstnct lnteragency G>operation-Effortsconbnue to seek partnership opportun1bes with ne1ghbonng c1besand other iunsdcbons to address transportabon and other regional 1SSUes to better serve the residents of the region. Eslabhshmg relabonsh1ps with these regional partners, indudmg members of the Native Am en can commun1be~ will require theattenbon of the new Qty Manager f'ISCal Re;ponsibil1ty-Maricopa Qty g<M!mment has a h1Storyof prOVlding responsive serviceswhileoperabngacoordmgtosound fiscal prmoples. I tis an ongotng challenge to conbnue theh1gh quahtyservrces thatprOVldefcr the health and safety ofthe commumtywh1le faong ongotng dlallenging flnanoal bmes. A focus on the long-term sustamab1lityof the commumtyand slrateg1callyaddresS1ng the budget challenges will be paramount for the new Manager THE IDEAL CANDIDATE T he ideal cand1date 1sa strongly committed mdMdual with a passion fo< public servrce who has a poSlbVe record ofacluevernentanda history of developmg construcbve worlang relabonsh1ps with both internal and external stakeholders He or she will actively soliotgood 1deasfromall levels of the organ1zat1on and Will have the ab11itytoearn respect and to fester 1nnovabVe solubons to aty1ssues through sound admin1Strativepracbcesand strategic planning skills. SUcoessful candidates will have a demonstrated trade record of effecbVe slaff managernen~ process improvement community relabon~ and SJgmflcant expenenceworlang with a counal or board of directors. Cand1dateswhohave expeliencem cornparablemumapalit1es that have/are expenenong rapid growth will be favorably con~dered. To bea successful complement to the Cly's Management Team, highly qualified candidates will be outstanding leaders, effecbve delegators, supenor problem solvers, notably mnavative, as well as confident/dear communicators. Counal seeks candidates who are interested in eslabl1shmga long-termcomm1tmentwith the Qty. Speoficrequirementsareasfcllo.vs: Q.uallflcatlons Elq>erience: At least soc years of progresSJVely respon Sible executive level expenence ma public sector enVJronmentwhich 1ndudes substanbal relevant experience in development services, bu1ldingsafety, publicworks, finance, budge~ performance measuremen~ financial planning and fcrecasbng, and capital improvement planning Page I 26 Item 11.a. - Page 106 "--) I-~\ '-j \'- I ' \ _/ \_) " _/ \ ../ \ -~/ fducat1on AMaste1sd!gree In pubic or busmessa'.lmmlstratonorclosely related 11el:l Any equMi lentcomblnatonofeducatbn, tra1mrg, a rd experen:e, whch p JOVdes the requlSlle kro/ilec!ge,s~lls,ardabllrtes may besubstrtutedforevaluatonatthe cf&retonofthe City Competencies and Personal Characterlstks lna'.ldrt1on1Dthe requ1rementsstateda1Xl\'e, theid!alcard1datewm imsessthe blbmrg ad:lrt1onalc hara:tenst cs,competen:esardstyle fxpenen:ed b:al gOYemme nta'.lrrun&tratorwrthoulslarding leacE1Sh1pskllls wto can rmlll'ate,empowe1,a rd mentorstaffwh1le hol:lmg thema:counta ble Will! rgness1o d!ve bpa strorg dentdicatonwrththe community, rtscrt Eenry, and rtsu nquecharacter&cs, sens1t.., 1oad!l'erse group of sta~tol:le1S,experen:e ergagmgthe Nat..,Amercancommunityaplus Will be tcrtallycommrtffd 1olhejobard the community, seeks1o ma~a brg·term 1mpa:tonthefutureof Maricopa fbrest, slra!lhtfol'll'<lid, transparent, rre1nta1nsopen lmesof commumcat1on ard kEepsCoun:il mbrmed Uiosurpnses), wi0"10rkw1thCouml1oestabr6h appropnate paramete15of responsibility be\weenCoun: II and staff Communrty JIMllved ard ergaged,ane11ectll'e mar~ter,spo~pe15onard representat..,oftheCityoigan~ton Openandapproachable-en:ourages new deasard mput;excellent l&emrgs~lls lnn:ll'at.., andcreatJVe, wilhrg 1oapproach 6SUeswrthanopen m1rd1oeff!ct posrt.., change lna"leadingec!ge''way Pel50n of humility-ls canrg a rdcompassonate Effs:t.., multrlas~r,capable ofdeal1rg wrth multiple 6Suesardsu:cessfully prorftEmg PJOVen negcrt1at1rg s~lls, effectJVely persuas.., l'os:sessesa healthysenseof humor,abletobu11:l moraleardcreatea posrt.., 'Mlrk envJTonment COMPENSATION AND BENEFITS T hesatary rargefortheCity Manager isneg~ble ard will be based on the expenen:e a rd qua ld1catbnsof the su:cessfulcardidate TheCityalsooffe15 anattractn~ bene11ts pockage lnclud1rg thefollowlrg elements RetJTement Plan -ArnonaState Ret1rementSystem ~ Health Ptan-t.1edcal,dental,ardv6on bene~ts Insurance-Padempb)'ee life 1nsuran:e, AD&D,stortard lorg-termdis:abilrty benehts --CPS HR ,,_CONSULTING Proposal to the City of Arroyo Grande Executive Recruitment Services for City Manager Deferre::I <bmpensaton Plan-457 Plan Holda)(;-11 days per year Vacatbn-negcrt1able Sckleave-Arcruedatthe rate of one day per month Marcopa Cfty Hailoperatesona 4-10sthedul!ard 6clasiedon Fri:lays Nett lhtC~y ManagtF mu!i dali1sh rt!.idtJK:twthlntht.CtyqMarKOfXJ wtmn 12 monthsGf appolltmtnt APPLICATION AND SELECTION PROCEDURE T o be consderedforthlsexceptonalcareeropportunity,submrtacover letter, resume,s(l( 'Mlr~related references a rd 1rdcatonofcurrentsatary by Fr day, N011!mber22,20l3 Resumestoul:l rellectyea1Sard monthsofemployment, begmmrg.l!rdmgdatesaswellassEe of staff and budgels)tlu hall! managed Rll'll'<lid )'JUI mater1als1o3uart'9tow- CPS HR --=CONSULTING CPS HRConsult1rg 241 lathrop Way Sa:rarrento,Callbrma 95815 Tel 916:a55·1401 P.lx91656HlO!i E·ma1l resume5!0Xn<hrus Website wwwqishr us.lsean:h CityWebsrte www martooo-azgov Resumes will be streened based on the crrtem outlined m tho; brrxhure Carddates wrththe most relevantqualdicabonswill be g..,n preliminary 1nterv1e.YS by the consultant CPS HRConsult1rg w1llreportthe results1otheCrtyofMarcopa City oft1c1alswdlselecta smallergroupof11nal&s1o partc1pate manassessment prrxess 1D be coordinated wrththe City m)anuary Pl!asecontact5tuart5a1Dwwrthquestons ss:at:cM@: pshr us Page 127 Item 11.a. - Page 107 Item 11.a. - Page 108 .' \ ) ,-' ,--" ' \ ('; November 17, 2014 Mayor Tony Ferrara and Members of the City Council City of Arroyo Grande 300 E. Branch Street Arroyo Grande, California 93420 Dear Mayor Ferrara and Members of the City Council: 5800 Stanford Ranch Road Suite 410 Rocklin, California 95765 916.630.4900 Thank you for the opportunity to present this proposal. Ralph Andersen & Associates is pleased to submit our proposal to provide executive search services to the City of Arroyo Grande for the recruitment of the position of City Manager. We look forward to working with the City Council on this important assignment. Jim Armstrong, former city manager of City of Santa Barbara would be pleased to meet with the City Council and present to present our firm's qualifications. Mr. Armstrong_ will be the Project Director on this search engagement. He will be supported by myself and Mr. Dave Morgan, former city manager of City of Anaheim on various aspects of the project. Our collective contributions on potential candidates will greatly enhance the successfulness of this recruitment. We look forward to your favorable consideration and the opportunity to work with the City of Arroyo Grande on this important search. Respectfully Submitted, ~~ Heather Renschler PresidenVCEO www.ralphandersen.com Item 11.a. - Page 109 (· / -....., ,~ ,-, ,...., ,~ ~ ( rA (f -~~Andersen & Associates ~ A Tradition of Excellence Since 1972 Qua I ifications History of the Firm 5800 Stanford Ranch Road Suite 410 Rocklin, California 95765 916.630.4900 Ralph Andersen & Associates has been providing practical, responsive executive search and management consulting services to the local public sector and related industries since 1972. With each new assignment, we earn our reputation as the nation's premier local government consulting organization. Ralph Andersen & Associates is a California Corporation and is not a subsidiary nor does it have any subsidiaries. Contact information for the Corporate Office is 5800 Stanford Ranch Road, Suite 410, Rocklin, California 95765; telephone: (916) 630-4900; fax: (916) 630-4911; website: www.ralphandersen.com; email: info@ralphandersen.com. Ralph Andersen & Associates has more than 42 years of experience conducting executive recruitments for a variety of public sector agencies. The firm currently has 15 employees. Ralph Andersen & Associates serves a nationwide clientele through its Corporate Office in Sacramento (Rocklin), California. Through its network of professionals associated with the firm, Ralph Andersen & Associates also provides services to municipal clients throughout the United States. Our staff of professionals and support staff include acknowledged leaders in their respective fields. Supplementing their extensive consulting backgrounds, our senior executives all have personal, hands-on executive experience in the operation of public agencies and private businesses. Range of Services Offered Ralph Andersen & Associates specializes in the following primary service areas: management consulting, human resources consulting, public safety, and executive search. • Management Consulting -Ralph Andersen & Associates helps organizations improve their performance potential with a range of management consulting services. The types of services provided by the firm include management and performance audits, organizational analyses, productivity improvement analyses, agency and service consolidation assessments, specialized financial management including debt restructuring and organizational problem solving. In addition to providing these services to entire organizations, the firm often conducts management consulting engagements that are focused in a specific service area such as public safety, city management, finance, public works, community development and other major service areas. Ralph Andersen & Associates treats every management consulting engagement as unique. This approach means we will assemble a consulting team comprised of consultants with the specific talents and experiences needed to successfully achieve the client's objectives. Our team of experienced consultants perform complex analyses and recommend solutions that are practical and most importantly, are capable of being implemented by our clients. • Human Resources Consulting -The firm provides a full range of contemporary human resources consulting including classification studies, compensation studies, benefits analysis, pay plan development, executive pay, and pay for performance. Key staff have www.ralphandersen.com Item 11.a. - Page 110 ,~;, /', r",' ,,,.-.., r' T\ . --, ,\ (----.\ ~ (~ /'\ I ~ I r /\, (~, I~ ,,,,-...1 • proven success in working with labor groups and elected officials in identifying solutions and solving challenging problems. SeNices also include expert witness seNices 'for mediation and arbitration hearings. Our approach to consulting seNices is characterized by proven methods, extensive data collection, accurate analysis, and effective communication and messaging . Executive Search -At Ralph Andersen & Associates, there's always an entire team behind every recruitment assignment that we undertake. Our multi-disciplinary approach takes the best ideas in executive recruiting and creates innovative ways to get the right candidates for clients. When you retain Ralph Andersen & Associates, you actually get an entire team's worth of support and expertise working together to achieve your organization's objectives. The firm has conducted executive searches for large and small organizations throughout the nation. In addition to conducting searches for city manager and other chief executive officer positions, Ralph Andersen & Associates has successfully completed searches in every area of municipal seNice. Ralph Andersen & Associates believes the most important element of a successful executive search is to listen carefully to what our clients are looking for in terms of candidate experience and qualifications. Using these client-focused guidelines, candidate identification is undertaken through marketing and personal outreach. Our Professional Competency in Local Government Ralph Andersen & Associates has been providing executive search and management consulting seNices since 1972. As such, the executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 42 years. As a national search firm, our client list includes a wide range of municipalities including some of the largest and fastest growing cities in the country. Our firm has significant recruiting and consulting experience throughout the Western Region and across the Nation. As a highly qualified and experienced executive search firm, Ralph Andersen & Associates brings an extensive network of contacts in the area of local government that will prove invaluable in quickly identifying a pool of outstanding candidates for the City of Arroyo Grande. With Ralph Andersen & Associates, there is an entire team behind every recruitment. Our firm takes a multi-disciplined, team approach to executive search. Successful outreach relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. By drawing on the combined expertise of our associates and our network of professional contacts, we address outreach from a wide variety of perspectives and find unique ways to identify and recruit the best and brightest. Key Personnel The reputation of the search firm and personal commitment of the recruiters define the difference between the success and failure of any given recruitment. Ralph Andersen & Associates' search professionals are acknowledged leaders in the field and possess a broad range of skills and experience in the areas of local government management, executive search, and related disciplines. Only senior members of Ralph Andersen & Associates are assigned to lead search assignments, ensuring that their broad experience and knowledge of the industry is brought to bear on our clients' behalf. The City of Arroyo Grande will have Mr. James Armstrong, Senior Consultant with Ralph Andersen & Associates, as the Project Director. The Co-Project Director will be Ms. Heather Renschler, President/CEO of Ralph Andersen & Associates. Mr. Armstong will also have the assistance of Mr. David M. Morgan, Senior Consultant with Ralph Andersen & Associates. Item 11.a. - Page 111 /'""'cl !1, r. r ' {----- • I '"" ( ,-----.. I • "' I • Mr. James Armstrong, Project Director Mr. James Armstrong, Senior Consultant, recently joined Ralph Andersen & Associates after retiring from public service. Mr. Armstrong brings more than 37 years of public sector experience to Ralph Andersen & Associates. Mr. Armstrong served as City Administrator, City of Santa Barbara (2001 to 2014) and recently retired from public service in September L 2014. During his tenure as City Administrator, he led the City through a number of significant events including the 2008-1 O recession; the General Plan update; two major emergencies, the Tea Fire in 2008 and the Jesusita Fire in 2009; and the dissolution of the City's Redevelopment Agency in 2012. He was instrumental in the creation of the City's Neighborhood Improvement Task Force and the South Coast Task Force on Youth Gangs. The City also implemented a comprehensive performance measurement and tracking system under Mr. Armstrong's direction. Prior to his service in Santa Barbara, Mr. Armstrong served as City Manager in the California cities of Fullerton and Hanford. He also served as Assistant City Manager in Anaheim. He has a Bachelor's degree from UCLA and a Master's degree in public administration from California State University, Long Beach. Ms. Heather Renschler Ms. Renschler has been with Ralph Andersen & Associates for more than 29 years and is now the firm's Chief Executive Officer. Ms. Renschler has overseen the recruitment practice of Ralph Andersen & Associates for the last 17 years and as a result, is often involved with recruitments on a national scale and those of a highly sensitive and critical nature. She is experienced at working with high level officials and governing boards, staff members, and selection committees in the recruitment and selection process. Her network of contacts and potential candidates is extensive not only within the Western Region but also on a national scale. Prior to joining Ralph Andersen & Associates, Ms. Renschler had private sector experience working with firms in the areas of construction management, health care, and public accounting. Ms. Renschler attended the University of Toledo and majored in Accounting and Journalism. She obtained her Bachelor's degree in Public Administration from the University of San Francisco. Mr. David M. Morgan Mr. Morgan, Senior Consultant with Ralph Andersen & Associates, brings more than 35 years of public sector leadership and experience to the firm. With a distinguished career as City Manager for the City of Anaheim, Mr. Morgan oversaw California's 10th largest city (population 336,265) for eight years (2001 -2009). In his role as City Manager, Mr. Morgan was responsible for a full service city including implementing the policies established by the Anaheim City Council, overseeing the City's $1.3 billion budget, staff of 2,200 full-time and 1,000 part-time employees, and shepherding the City's five-year $678 million Capital Improvement Budget. He had a lead role in working with professional sports teams and facilities as well as overseeing the City's Enterprise Item 11.a. - Page 112 ·\ ( '"', r'• r· \ ; r, f\ I', ' ' operations including the Convention Center and Electric and Water Departments. During his career with the City of Anaheim beginning in December 1974, Mr. Morgan worked in many City Departments. From 1993 through 2001, as the Assistant City Manager, Mr. Morgan directly oversaw the City's Finance, Human Resources, Information Systems, Audit, Intergovernmental Relations, Convention Center, Stadium, Arena, Parks, Recreation, Library and Community Services operations. Since retiring from Anaheim he has taught at the Graduate level in Local Government Leadership and served as a consultant for local Government Agencies. Mr. Morgan holds both a Bachelor's and Master's degree in public administration from California State University, Fullerton. Mr. Morgan is a member of the International City/County Management Association, and served as a Board Member for the California City Management Foundation. He also has been an adjunct faculty member for the Graduate Center for Public Policy and Administration at California State University, Long Beach. Paraprofessional and Support Staff Paraprofessional, graphics and support staff will provide administrative support to the consultant team on recruitment assignments. These may include: Ms. Brianna Ham, Mr. Jeff McMurdo, Ms. Diana Haussmann, Ms. Teresa Heple, Ms. Tiffany Taylor, Ms. Hannah Jones, and Ms. Hillari Bynum. Relative Projects Listed below are the key City Manager searches conducted since 2011: • Carlsbad, CA-City Manager (2014) • Carson City, NV -City Manager (2014) • Colma, CA -City Manager (2013) • Davis, CA City Manager (Current Search) Interim City Manager (2014) • Dublin, OH -City Manager (Current Search) • Fountain Valley, CA -City Manager (2013) • Kingsburg, CA -City Manager (2013) • Lathrop, CA-City Manager (2012) • Lincoln, CA-City Manager (Current Search) • Morgan Hill, CA-City Manager (2013) • Oakland, CA City Administrator (2011) Interim City Administrator (2011) • Portola Valley, CA-Town Manager (2012) • Ross, CA-Town Manager (2012) • Santa Barbara -City Manager (Current Search) • Santa Rosa, CA -City Manager (2014) • Simi Valley, CA-City Manager (2013) • Upper Arlington, OH -City Manager (2011) • Yorba Linda, CA-City Manager (2013) Item 11.a. - Page 113 f' ' ' (~ ' ; f\ ,/', I , (', I (\ Work Plan Our Understanding of the Assignment The City Council has requested a proposal to assist in the identification and recruitment of a highly qualified group of candidates for the position of City Manager. In particular, the City Council is seeking a firm with the professional experience to clearly assess the City's needs and formulate a strategy to deliver quality results. At Ralph Andersen & Associates, we believe that gaining a complete understanding of our client's specific objectives and priorities is essential prior to launching any search assignment. This process includes the identification and incorporation of a variety of important details such as the candidate's desired skills and experience as well as the critical "soft skills" related to temperament, personality, management philosophy, and other factors that will ultimately determine the candidate's '1it" with the organization. We therefore begin each se'arch by working closely with your leadership, stakeholders, staff, and when appropriate, your community to ensure a complete picture of the desired candidate pool is developed. Our team-oriented approach matched with this 360 degree perspective means we ensure that a complete understanding of the organization's mission and culture translates into those specific traits and characteristics necessary to ensure the selected candidate is successful in the position. We understand that the City Council expects aggressive, personalized outreach to identify a diverse and highly qualified applicant pool and a selection process that includes comprehensive candidate reports based on thorough reference and background checks. We will begin with a fully detailed profile of the desired candidate's characteristics and build a recruitment strategy that is tailored to meet the City's specific needs. The resulting outreach and advertising campaign will incorporate the extensive use of personal outreach to recruit a diverse and highly qualified group of candidates. Our Approach to the Recruitment Process The successful search process relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. Our approach includes: • Extensive personal outreach, in-person and via telephone, to qualified candidates within California and the Western Region as well as across the Nation. • A marketing strategy that uses selected advertising to supplement the extensive candidate identification process using the Internet and using the firm's vast network of professional contacts. • A screening process that narrows the field of candidates to those who most closely match the needs of the City and is based on preliminary research and telephone interviews with the top candidates. • Delivering a product in the form of a search report that recommends the top group of candidates and provides the City Council with detailed information about their backgrounds and experiences. • Assistance during the final interview and the selection process that will be held in closed session. • Being available, as needed, to assist with the negotiation and development of an employment agreement during the final stages of the process. Item 11.a. - Page 114 0 . Search Work Plan (\ f' ('· We approach every search with a sense of excitement and urgency and we always "hit the ground running." That means that when the City gives us notice to proceed, we kickoff the process immediately -working closely with the City Council, and others as requested, to identify the key characteristics and professional experience desired in the candidate pool. We believe strongly in providing timely client communications and while we will deliver regular status reports at each stage of the search, our consultants pride themselves in being highly accessible and responsive to all client requests and inquiries. Task 1 -Review Project Management Approach The Search Team will be led by Mr. James Armstrong, Project Director. Mr. Armstrong will be assisted by Ms. Heather Renschler and Mr. Dave Morgan on various aspects of the search. Mr. James Armstrong, as the Project Director, will initially meet with the Mayor and City Council and others, as appropriate, to discuss the project management for the search. The discussion will include a review of the work plan, confirmation of timing, and communication methods. Task 2 -Develop Position Profile The position profile for the City Manager is the guide for the entire search process. Please refer to the attached samples (City of Carlsbad, City Manager and City of Santa Barbara, City Administrator) submitted with this Proposal. The development of the profile includes the collection of technical information and recruitment criteria. Technical Information Mr. Armstrong will meet with the Mayor and City Council, directors, senior managers, and others as appropriate to gain an understanding of the experience and professional background requirements desired in the City Manager. These meetings will also help the Project Director gain an understanding of the work environment and the issues facing the City of Arroyo Grande. Establish Compensation Package If desired, Ralph Andersen & Associates will assist the City Council in establishing a compensation package for the new City Manager. Ralph Andersen & Associates has conducted hundreds of compensation consulting assignments involving executive positions. Our methods include the collection and analysis of salary and benefit data and/or the use of published survey resources to ensure a competitive compensation package is established. Recruitment Criteria The recruitment criteria are those personal and professional characteristics and experiences desired in the City Manager. The criteria should reflect the goals and priorities of the Mayor and City Council. The Project Director will meet with key staff in the City, and others as appropriate, to facilitate the identification and articulation of that criteria. Optional Services -The City Council may desire obtaining input from the Community on the qualities they would like to see in the new City Manager. To facilitate Community input, the Project Director will conduct one public meeting as well as offering the ability to submit comments through an on-line survey instrument. Additionally, our process will allow for email comments to Ralph Andersen & Associates relative to the desired qualities in the next City Manager. Subsequent to the development and adoption of the candidate profile, the technical information and recruitment criteria will be documented in an information brochure prepared Item 11.a. - Page 115 ~ ' J (\ (·. ~ { ' (. ('. ("; f\ (~ I, ( ', by the Project Director. The brochure will be reviewed by the City in draft format, revised as appropriate, and published for use throughout the search. Task 3 -Outreach and Recruiting This task is among the most important of the entire search. It is the focus of the activities of the Project Director and includes specific outreach and recruiting activities briefly described below. Outreach An accelerated outreach and advertising campaign will be developed. It will include the placement of ads in publications such as the Western City Magazine (website only based on timing constraints), International City/County Management Association (ICMA), Jobs Available, and other professional publications. Specific Internet sites related to government will be used as a method of extending the specific outreach in a short period of time. Additionally, the advertisement and the full text of the position profile (the recruitment brochure) will be placed on Ralph Andersen & Associates' home page, which is accessed by a large number of qualified candidates. This method of outreach to potential applicants provides a confidential source that is monitored by 'many key level executives on an on- going basis. Candidate Identification Ralph Andersen & Associates will use their extensive contacts to focus the recruiting effort. In making these contacts, the Project Director will target those individuals who meet the criteria set by the City. Each of the candidates identified through the recruiting efforts will be sent an information brochure. Candidates will also be contacted directly to discuss the position and to solicit their interest in being considered. Both the outreach and recruiting activities will result in applications and resumes from interested candidates. As they are received, resumes will be acknowledged and candidates will be advised of the general timing of the search process. The following tasks involve the actual selection process, once all resumes have been received. Task 4 -Candidate Evaluation This task will be conducted following the application closing date. It includes the following specific activities: Screening All of the applications will be carefully reviewed. Those that meet the recruitment criteria and minimum qualifications will be identified and subject to a more detailed evaluation. This evaluation will include consideration of such factors as professional experience, and size and complexity of the candidate's current organization as compared to the candidate profile. Preliminary Research and Internet Review The research staff of Ralph Andersen & Associates, under the direction of the Project Director will conduct preliminary research and internet review for those candidates identified as the most qualified as a result of the screening process. This level of research will be done on a limited number of candidates to learn more about each candidate's public profile and related information that is available on the internet. Preliminary Interviews Mr. Armstrong, as the Project Director, will conduct preliminary interviews with the top group of candidates identified through the screening and preliminary research processes. The interviews are extensive and designed to gain additional information about the candidates' Item 11.a. - Page 116 ( \ (-,, r ('°"· (' r. f\ (, (', ' j (". 0. experience, management style, and '1if' with the recruitment criteria. Interviews will be conducted using Skype or via telephone. No consultant travel for preliminary in-person interviews has been included in this proposal. The screening portion of the candidate evaluation process typically reduces a field of applicants to approximately five (5) to ten (10) individuals. Those individuals will be reviewed with the Mayor and City Council prior to proceeding with the individual interviews. Task 5 -Search Report After completing Task 4, the Project Director will meet with the Mayor and City Council, or others as appropriate, to review the search report on the top candidates. The report divides all of the candidates'into four groups including 1) the top group of candidates that are recommended to be interviewed in-person by the City; 2) a backup group to the first group; 3) no further consideration group; and 4) lacks minimum qualifications group. The search report will include candidate resumes. The results of preliminary research and interviews will be reviewed with the Mayor and City Council. The results of the Search Report will be a confirmed group of finalist candidates (typically 4 to 5) that the Mayor and City Council will interview in-person. Task 6 -Selection The final selection process will vary depending upon the desires of the Mayor and City Council. Typical services provided by Ralph Andersen & Associates in the selection process are described briefly below: • The Project Director will coordinate the selection process for the finalist group of candidates. This includes handling the logistical matters with candidates and with the Mayor and City Council. • Ralph Andersen & Associates will prepare an interview booklet that includes the resumes and candidate report (with interview comments, preliminary research, and other relevant information about the candidates). In addition, the booklet will contain suggested questions and areas for discussion based upon the recruitment criteria. Copies of the interview booklet will be provided in advance of the candidate interviews. • The Project Director will attend the interviews to assist the Mayor and City Council through the selection process. This assistance will include an initial orientation, candidate introductions, and facilitation of discussion of candidates after all interviews have been completed. • Verifications will be made on the top one or two candidates (one candidate is typically held in reserve) and will include education verifications, Department of Motor Vehicle check, wants and warrants, civil and criminal litigation search, and credit check. The results of these verifications will be discussed with the Mayor and City Council at the appropriate time. • Reference checks will be conducted on the top candidate (one candidate is typically held in reserve). The results of these reference checks will be discussed with the Mayor and City Council at the appropriate time during a closed session. • As needed, the Project Director is available to provide assistance to the Mayor and City Council in the final selection as may be desired. This assistance may include providing or obtaining any additional information desired to assist in making the final selection decision. Task 7 -Negotiation The Project Director is available to assist the Mayor and City Council in negotiating a compensation package with the selected candidate. This may include recommendations on setting compensation levels. Item 11.a. - Page 117 ,,-\ I '~ r' ("'\ n I~ i r-~. ' ! Additionally, Ralph Andersen & Associates will prepare a draft employment agreement and work with the Mayor and City Council on the finalization of this document. Task B -Close Out After the Mayor and City Council has reached agreement with the individual selected for the position, the Project Director will close out the search. These activities will include advising all of the finalist candidates of the status of the search by telephone. Item 11.a. - Page 118 \ ~ -~' \ __ J \~ , -' \._ ~j \..__ / '-,_,/ Cost Proposal Project Cost The search effort for a new City Manager will be national in scope with an emphasis and focus on candidates in California and the Western Region. The professional services fee for professional services and expenses to perform this search will be a fixed fee of $24,250. Expenses include such items as advertising, consultant travel (as needed; typically assumes three or four trips for various meetings), clerical, graphics, research, printing and binding, postage and delivery, verifications and Internet and Lexis/Nexis searches on the top two (2) candidates, and long- distance telephone charges. Expenses will be billed based on actual incurred costs. Additional on- site meetings, if needed, will be billed as a supplemental cost to the contract for professional services and travel expenses incurred. Also, this pricing structure includes up to two (2) full backgrounds on the top candidates starting with the top individual (City Council's First Choice) and the second individual (City Council's Second Choice) held in reserve. As requested, the breakdown of cost by task is as follows: . ' Tasks· ·fixed Fee* Task 1 -Review Project Management $1,250 Approach Task 2 -Develop Position Profile $1,800 Task 3 -Outreach and Recruitjng $7,500 Task 4-Candidate Evaluation $6,500 Task 5 -Search Report $3,000 Task 6-Selection $2,750 Task 7-Negotiation $1,450 Task 8-Close Out Included Total $24,250 Optional Services (Community Meeting I Survey) -Should the City choose to conduct the Optional Community Meeting, the cost would be an additional $1,250 plus expenses. Public announcements or advertisements to promote the Community Meeting would be handled and paid for by the City. An internet survey and summarized results would be conducted at no additional charge. Brochure -A full color brochure will be developed for the City of Arroyo Grande similar to the attached samples (City of Carlsbad, City Manager and City of Santa Barbara, City Administrator). All pictures will be the responsibility of the City. Invoicing -Ralph Andersen & Associates will bill the City of Arroyo Grande in five installments. The first installment of $5,000 will be due upon authorization to proceed with remaining invoices of equal value except the final payment of $4,250 each. Item 11.a. - Page 119 / --...., ( ,-~ ' ,'"-\ ,--\ Exceptions -The City will be responsible for all candidate expenses related to on-site interviews and consultant travel for in-person screening interviews (if desired) for selected finalist candidates. Mr. Armstrong will provide 80% or more of the work hours on this recruitment with Ms. Renschler and Mr. Morgan each providing 10%, or less, of the work hours. Standard Hourly Billing Rates Ralph Andersen & Associates' standard hourly billing rates are as follows: • Project Director $150/hr. • Supporting Consultants $135/hr. • Support Services $50/hr. Ralph Andersen· & Associates' Guarantee Ralph Andersen & Associates offers the industry-standard guarantee on our search services. If within a one-year period after appointment, the City Manager resigns or is dismissed for cause, we will conduct another search free of all charges for professional services. The City of Arroyo Grande would be expected to pay for the reimbursement of all incurred costs. Item 11.a. - Page 120 '--~ \ {" ' \ ,,-~ I \ I~ (°" ' r Schedule Ralph Andersen & Associates will complete the search within 75 to 90 days (or less) from the execution of the agreement to the presentation of candidates. Negotiation with the top candidate will take an additional week or two after finalist interviews. We are prepared to begin this search upon verbal notification to proceed. A brief overview of the recruitment schedule is presented on below (schedule does not include transition time by Selected Candidate to join the City). Search firm selected Consultant' evaluates organization, position cntena established Candidates identified and screened Consultant interviews and conducts preliminary reference checks Consultant recommends candidates; client selects finalists for interview Client-candidate interviews Preferred candidate selected; negotiations Selection Made Item 11.a. - Page 121 f\ ,----.. I ,-, ( ' "' I (' ,----., I ''"' ' ' r, ,-,, (~ ' ' f' "'' ' I References At Ralph Andersen & Associates, we feel strongly that our past client relationships will attest to the professionalism of our services. We would be pleased to provide additional references upon the City's request. References for Mr. Armstrong: Due to Mr. Armstrong's recent retirement, the best references for him would be the City Council for the City of Santa Barbara. One staff member from the City of Santa Barbara has also been included. • City of Santa Barbara 735 Anacapa Street, Santa Barbara, CA 93101 Helene Schneiderm Mayor (805) 564-5323 hschneider@santabarbaraca.gov Cathy Murillo, Mayor Pro Tempore (805) 564-5322 cmurillo@santabarbaraca.gov Randy Rowse, City Councilmember (805) 564-5325 rrowse@santabarbaraca.gov Dale Francisco, City Councilmember (805) 564-5324 dfrancisco@santabarbaraca.gov Frank Hotchkiss, City Councilmember (805) 564-5320 fhotchkiss@santabarbaraca.gov Harwood "Bendy" White, Councilmember (805) 564-5321 hwhite@santabarbaraca.gov Gregg Hart, Councilmember (805) 564-5319 ghart@santabarbaraca.gov -or- Kristy Schmidt, Administrative Services Director (805) 963-0611 kschmidt@santabarbaraca.gov References for Mr. Dave Morgan: • City of Carlsbad 1635 Faraday Avenue, Carlsbad, CA 92008 Cheri Abbott, Human Resources (760) 602-2440 cheri .abbott@carlsbadca.gov Recruitment: City Manager Item 11.a. - Page 122 ' ' 0 (~ ,---.., ( \ (' ' ' r' ; \ v/ '~ ) • City of Santa Rosa 100 Santa Rosa Avenue, Santa Rosa, CA 95404 Fran Elm, Director of Human Resources (707) 543-3070 felm@srcity.org Recruitments: City Manager, Director of Utilities, Recreation and Parks Director, and Director of Transportation and Public Works (current search) References for Ms. Heather Renschler: • City of Davis 23 Russell Blvd., Suite 1, Davis, CA 95616 Mr. Dan Wolk, Mayor (916) 757-5602 dwolk@cityofdavis.org Recruitment: City Manager • City of Lincoln 640 Sixth Street, Lincoln, CA 95648 Mr. Bill Zenoni, Interim City Manager (916) 434-2491 bzenoni@ci.lincoln.ca.us Recruitment: City Manager Item 11.a. - Page 123 Item 11.a. - Page 124 Item 11.a. - Page 125 Item 11.a. - Page 126 Item 11.a. - Page 127 Item 11.a. - Page 128 Item 11.a. - Page 129 Item 11.a. - Page 130 Item 11.a. - Page 131 THIS PAGE INTENTIONALLY LEFT BLANK Item 11.a. - Page 132