The URL can be used to link to this page

Home My WebLink About11-28-1995 • CITY COUNCIL AGENDA PACKET 11-28-95 I • e ~ • e • r ApMIIN -7 7 AGENDA CITY OF DENTON CITY COUNCIL November 28, 1995 Closed Meeting of the City of Denton City Council on Tuesday, November 28, 1.995 at 5:15 p.m. in the civil Defense Room of City Mal'', 215 E. McKinney, Denton, Texas, at which the following items will be considered: 1. Closed Meeting: A. Legal Matters Under TEX. GOVT CODE Sec. 551.071 1. Consider settlement offer in Price v. City-gf Denton. 2. Consider and give staff direction with regerd to the enactment of an ordinance to prohibit con•ealed weapons to City facilities. B. Real Estate Under TEX. GOVT CODE Sec. 551.072 C. Personnel/Board Appointments Under TEX. GOVT CODE Sec. 551.074 Following the completion of the closed Meeting, the council will convene into a Work Session in the Council Chambers at which the following items will be considered: IJOTE: A Work Session is used to explore matters of interest to one or more city Council Members or the City Manager for the purpose of giving staff direction into whether or not such matters should be placed on a future regular or special meeting of the Council for citizen input, City Council deliberation and formal l City action. At a work session, the City Council generally receives informal and preliminary reports and information from City staff, officials, members of City committees, and the individual or organization proposing council action, if invited by City Council } or City Manager to participate in the session. Participation by individuals and members of organizations invited to speak ceases when the Mayor announces the session is being closed to public ID input. Although Work Sessions are public meetings, and citizens have a Legal right tc attend, they are not public hearings, so citizens are not allowed to participate in the session unless invited to do so by the Mayor. Any citizen mi.y supply to the City Council, prior to the beginning of the session a written report regarding the citizen's opinion on the mattL.. being -Yplored, should the Council direct the matter be place, on a regular ieeting 4) agenda, the staff will generrliv prepare a final report defining • the proposed action, which wi 1. be made available to all citizens prior to the regular meeting i : which citizen input is sought. The purpose of this procedure is to allow citizens attending the regular meeting the opportunity to hear the views of their fellow citizens without having to attend two meetings. I . • • AWAI NO, Aoenb Ilem i City of Denton City Council Agenda November 28, 1995 Page 2 1. Receive a report, hold a discussion and give staff direction regarding the 1997 Group Health Insurance bid specifications for the Employees Health Insurance Progre,m. 2. Receive a report, hold a discussion and give staff direction concerning a City Council work session on Community Diversity. 3. Receive reports from executive search firms, hold a discussion concerning selecting an executive search firm to assist the city council in recruiting and selecting a City Manager, and give staff direction. Following the completion of Lhe Work Session, the Council will convene into a special Call Session in the Council Chambers to consider the following; I. Consider adoption of an ordinance authorizing the Mayor to execute an agreement with an executive search consultant. C E R T I F I C A T E I certify that the above notice of meeting was posted on the bulletin board at the city Hall of the City of Denton, Texas, on the -day of 1995 at _ o~clock (a.m.) (p.m.) - CITY SECRETARY NOTE; THE CITY OF DENTON CITY COUNCIL CHAMBERS IS ACCESSIBLE IN ACCORDANCE WITH T„E AMERICANS WITH DISABILITIES ACT. THE CITY WILL PROVIDE SIGN LANGUAGE INTERPRETERS FOR THE w HEARING IMPAIRED IF REQUESTED AT LEAST 48 HOURS IN ADVANCE OF THE SCHEDULED MEETING. PLEASE CALL THE CITY SECRETARY'S OFFICE AT 565-8309 OR USE TELECOMMUNICATIONS DEVICES FOR THE DEAF (TDB) BY CALLING 1-800-RELAY-TX SO THAT A SIGN LANGUAGE INTERPRETER CAN BE SCHEDULED THROUGH THE CITY SECRETARY'S OFFICE. A00002D1 • DENTON 000 00o a D F ~ooo 41, ~0 0o I o~ Q o o cz] ~ a 4 d Q G50 ~ pQ i o0O r ~ ~ ~-O~p ooQQ 0 N , ~ o000 aaGoaono~ I CITY C,,o* 0 1 ATC IL { • DATE: November 28, 1995 f>~~ -M COUNCIL RITnRI STUDY SESSION TO: Mayor and Members of the City Council FROM: Lloyd Y Harrell, City Manager SUBJECT; EMPLOYER; CROUP HEALTH INSURANCE PROGRAM and DID SPECIFICATIONS for 1997 PLAN YEAR RECOMMENDATIOPI.; It is the staffs intention to inform and seek general guidance from the City Council on the dynamics of the 1997 Group Health Insurance Bid Specifications in order to ensure that an effective, cost efficient Group Health Insurance Program is maintained for City of Denton employees and their dependents ;zt~1~1Ai3]': On October 16, 1995, the City's health insurance and actuarial provider, Foster Higgins, issued a drab ofthe health insurance bid specifications for the 1997 Group Health Insurance Program The drafted i specifications were consolidated from information provided by Human Resources from previous bidding skith questionnaires and other detail necessary for a project of this scope. Our goal is to bid out the City's Employee Health Insurance Program in February 1996 for the plan year effective January 1, 1997. We also want to keep City Council informed on issues in order to ensure a smooth transition in 1997. The following items are key issues that must be addressed when developing bid specifications (Attachment 1) fir the City's Fmployee Health Insurance Program (January 1, 1997 through December 31, 1997): 1. Provider access in Denton Funding ofretiree health care • BACKGROUND; In July 1995, the City Council authorized the City Manage: to enter into a health insurance and actuarial services contract with Foster Higgins, Inc.. Foster Ffiggins' proposed services included (see Attachment Il for details and costs): • • 1 Develop bid spec':ications for a re-bid of the Group Health Insurance Program to be finalized for plan year January 1, 1997 - December 31, 1997, including alternatives for retiree health Insurance, i • • November 28, 1995 FNIPLOYBE 1IFAL: TH INSURANCE PROGRAM - 1997 Attends 00, Page 2 Agenda Rim oats The City is fast approaching the end of a re-bid cycle for the group health insurance program. Our goal is to ensure a detailed, yet Flexible bid specification, objective and complete financial and services analysis, and sound financial recommendations for a new carrier beginning with the January I, 1997 contract and plan year (Attachment 111). This is especially relevant at a time when uncertainty exits as to the status of local hospital facilities in Denton. The Federal Trade Commission recently ruled that Colunibia/HCA Corporation must divest of one of their two local hospitals. Certainly, it is the staff's goal and minimum expectation that health care services be supplied with at least one local hospital under our health insurance program. A further expectation is that health services provided and available in Denton are provided through the City's insurance carrier network. This will assure that money spent on these services remain in Denton. In keeping with our Five Year Strategic Plan (see Attachment 1V) and the contractual advantages of re-bidding the health insurance program each three years, we are examining the major components (Local Provider Access and Retiree Health Care Funding) of the 1997 Pian Year Health Insurance Bid draft, A. Provider Access It is essential that the City consider and anticipate the outcome of any rcquiremen; that a successful bidder include one or both Denton hospitals in their network. Thus, we are faced with two options (sec Attachment V for greater detail), 0 Option 1 Bid specification to provide for one Denton facility only for potential bidders network, ie. Denton Community only or Denton Regional only. 4 Option 2, Bid specification to provide for both Denton Community & Denton Regional facilities for potential bidders network. Option 1 follows the traditional managed care philosophy by recognizing that health insurance companies thrive on competition between providers allowing them to offer the lowest possible rates. If the Ciiy develops bid specs based on this philosophy, then the potential impact could be: • i I. Lower premium rates & overall cost, 2 Adequate match of essential, necessary, and anticipated hospital services for employees and j dependents f'm' a workforce the size of Denton's. (Managed care philosophy says that only i one hospital is necessary for the essential needs of a group our size) ,l Tertiary services contracted with other Denton hospitals or Dallas/Ft, Worth providers for special services not provided for at the Denton network facility. '1. Increasing the number of potential and available bidders to include such significant players as Aetna, Healthsource, Humana, Kaiser, MetraHealth, North Texas Healthcare Network, Principal, and PCA, all of whom have existing contracts with only one Denton facility. • • November 28, 1995 EMPLOYEE f t"ALTIi INSURANCE: PROGRAM - 1997 AW04 No. Page 3 Agenda Rem Oath 5 Concerns by local medical care providers & others who nrefer one facility over the oth^r. Option 2 would be a requirement in the bid spec that both Denton Community and Dento t Regional must be included in the HMO network. If the City develops bid specs based on this option, then the following are potential factors to consider: L Higher than necessary premium costs for the City and employees and their dependents. 2. Narrowing the field of potential and available bidders. Currently, only live managed care companies in North Texas (Harris Methodist Ilealth Plan, Blue CrossBlue Shield, CIGNA, Foundation Health, and PacifiCarc) have contracts with both Denton facilities. 3. Increased opportunity for ensuring that all medical services which can be provided by Denton facilities are provided by local area providers. (Attachment V1) 4 Broadened access and increased accessibility & choice on some procedures. We are requesting City Council's guidance with regard to the economic and community relations which surrounds this potentially sensitive issue h is our goal to allow prudent business decisions drive the essential components of our group health insurance bid specifications and to have an open, flexible, bid that will allow us the opportunity to examine the financial impact of bo,h positions This would include allowing all potential bidders the opportunity to offer a proposal reg trdless of current contractual agreements with Denton hospitals. B Retiree Health Care Over the past several years, there has been interest expressed by City employees in seeing if there is a way for active employees thinking about retirement to be covered for retiree health insurance at a lower premium In general, retirees tend to have higher health insurance costs than active employees. Therefore, retirees, historically, pay higher premiums, A recent change in Texas State Law requires a city ofour size to provide health insurance coverage for retirees. The city is complying with this law, however, it requires the retiree to pay the full cost of health insurance for those less than age 65. A survey of ether Texas Cities shows that a majority offer health insurance to heir retirees. Some cities pay a portion of the insurance premium, others require retirees to cover the full cost of their coverage, and still others have the same rate for both active .wployees and retirees. (Attachment V11) e • e The current cost of an active employee's premium is $ 183.79 per month for the Hams Methodist 1{N10 Only Plan. Mis will increase to $192.98 eltective January 1, 1996, for the third plan year. The City pays this full cost for Relive employees. A retiree under 65 years of age may purchase this same 11MO Only coverage, but pays $248.96 currently, and will pay $261.4! beginning in January. The City currently does not pay any retiree health premium One idea is to help retirees pay lower health insurance premium while giving long tenured employees an incentive to lake retirement by blending f 4 • 0 November 28, 1995 EMPLOYEF IIHALTH INSURANCE PROGRAM - 1997 Weds No Page 4 Apeada Him o><te rates for both the Cities active and retiree populations. Cunently, (here are only about 20 retirees who have decided to be, covered by the health insurance plan However, with recent improvernenis in our Texas Municipal Retirement Sys,4m (TMRS), more employees could be eligible to retire before age. 65 Recent projections indicate that within the next ten years, there could be approximately 150 additional employees who could retire. Some might choose to do so if their health care costs were more affordable. If more employees retire, this creates more opportunities for other employees while allowing those who would tike to retire early to enjoy their retirement longer. Thus our goal is to include options on retiree health care funding in our bid process that will provide information for the possible implementation of program changes for January 1997 (Attachment Vlll), This is not an uncommon practice. This option will provide us with the necessary information to study the effects on the City's and active employees' finances in future years, PROGRAM, DEPARTMENTS OR UOUPS AFFECTED; The employee health insurance program covers all regular, full-time and part-time employees in all departments. Current enrollment is approximately 832 employees, With dependent coverage, there are approximately 1,976 total lives insured under the Harris Methodist Health Insurance Program. FISCAL IMPAC7 The City's fiscal year 1995196 budget provides for employee health insurance coverage budgeted at $196.98 per employee per month (includes $4.00 per employee per month for health and actuarial services) This amount could increase or decrease for plan year 1997 depending upon market conditions at the time (June or August 1996) the health insurance program bid is awarded. Respec Ily suumitt d: 1,10 d V. Harrell City Manager 0 Pre Hied by I 'Thomas W Klinck, Director of Human Resources AppFov i I i + • I Belly ldc can, xee ive (rector Municipal Services and Economic Development rcho+q~L p5 Iliqued: ( IM/95 • L. • I,q^.na] Item sate _ ATTACHMENT[ i a I i AWds No. CITY OF DENTON Agenda Item - Ui1C Request for Bid for Group Medical TABLE QF CONTENTS Background and General Information Section [ Scope of Specifications and Instructions Section II Exhibits Section III Plan Assumptions Exhibit I Hid Questionnaire Exhibit II Current Schedule of Benefits Exhibit III Plan Experience Exhibit IV Census Data Exhibit V Foster ftins SECTION I ~.9andr ttsm Background and General Information The City of Denton is a city of 68,000 population and was incorporated in 1866, Denton Is located approximately 40 miles north of Dallas and Fort Worth, It sits at the apex of a triangle that encompasses the Dallas-Fort Worth metropolitan area, Although it benefits from the forward thrust and continuous expansior of the largest Consolidated Metropolitan Statistical Area in the state, Denton and its economy stand proudly independent. The City of Denton has a work fome of approximately 850 employees, The City has had an effective safety and risk management program since 1970. The services the City provide consist of law enforcement, fire safety, paramedics/rescue, refuse collection, sanitary landfill, electric, water, sanitary sewer, storm sewer, animal control, parkahecreation, library and airport, In general, we are a full-service city; however, there. is no city hospital or rest home. Two major universities - University of North Texas and Texas Woman's University along with a fully accredited public €shool system, allow local citizens every educational advantage possible and a rich blend or cultures. The eastern and western branches of Interstate Highway 35 meet in Denton, making it conveniently accessible to everything in Dallas and Fort Worth, Denton offers worlds of opportunities to the prospective developer, business person or Industrialist. Te,, as Instruments has a plant here and other industries are expanding. Any questions regarding the City's current health plan or this bid should be directed to _ at `u Questions concerning the bid submittal should be directed to at e 1 fosterHiggrns 0 w tP 40flda No. SECTION II h9ends I[~m { Dats _ Scope of Specifications and Instuctions The City will entertabi proposals on fully insured managed care plan basis. The specifications contained herein will encompass Network Only and Non-Network Plans. Since we are presently evaluating options to reduce our cost, we are seeking optional quotes on plans designed to achieve this. We, in essence, urge innovative approaches to health care coverage. The City of Denton Is seeking an insurance policy/agreement to become effective January 1, 1997, for a minimum of one (1) year. The policy shall provide, if not cancelled prior to December 31, 1998 in accordance with the terms of the policy/agreement, bid submission form, andlor request for bidders, for the renewal of this policy for two (2) successive twelve (12) month periods, thereafter subject to the renegotiatiori of the terms of the policy, if City Manager and insurance company agree, without the necessity of rebidding this insurance proposal as long as the cost of insurance during either the first or second twelve (12) month successive period does not increase morr. !nan 30% and the plan design benefits do not decrease more than 30%. However, this proposal may be terminated if insurance company and City are unable to agree In writing to a mutually agreeable plan design and insurance cost no later than seventy-five (75) days prior to the end of the preceding period, ` The City is interested in a fully insured managed care proposal. The instructions contained herein apply to all sections; otherwise, each section can stand alone, or be a part of a partial or total package. Although the City is interested in packaging these coverages, for a number of reasons, it is understood that all coverages contained w4hin these specifications cannot necessarily be incorporated into a single policy, either because of Texas law, or because some of the coverages do not lend themselves to that procedure. The City is allowing for the possibility that some agencies or underwriters would prefer not, or be unable, to quote all coverages in these specifications and will not place packaging over another alternative which is clearly beneficial to the City and the taxpayers. The City will also accept and encourage innovative and altenrativ,: methods of pricing and coverage of risks so long as they do not violate Texas law; however, exceptions must be A noted and made In addition to the specifications, which should be adhered to for the put-pose of proper comparison, and all such variations must be clearly detailed, including advantages claimed to be gained [hereby. Please review the entire scope of specifications, Instructions, and the specification package carefully before submitting quotations. l Foster Higgins • llgenda tlo. - klrl,'l Item Conflicts Between Request for Bid and Bid - - Should a conflict arise between the terms and provisions of this request for bid ant the bid of the insurance company which includes insurance policies, insurance agreement, etc.) the terms and provisions of this request for bid will prevail, Incontestability Provisions Are (n"Icabie City and Bidders agree that if a conflict arises relating to an interpretation or meaning of the terms and provisions of City's request for bid and the bid of the insurance company, which includes insurance policy and Insurance agreement, etc. such conflict will not be resolved through arbitration or be waived by the parties, but will be resolved by judicial review in the courts in Denton County, Texas, Duty of Qandea In order for bids to be compared on an identical basis, it is necessary that all portions of the document, including requests for specific information above coverage, ratings, services, forms and general information regarding the carrier, be completed and adhered to. Carriers participating in this process must guarantee that these specifications will be used in their presentations to their underwriters without modification. For purposes of comparison, it is important that quotations be submitted on this bid form (see Exhibit II), Any amendments or innovations must be submitted by addendum to this specific package and so noted. Sample insurance policies and insurance agreements, including endorsements, must be submitted with all quotations, Commitments in writing from underwriters and re-insurers are also required as a part of the quotations. Any carrier which is unable or unwilling to meet the specifications shall so state (with a full explanation) and detail the coverages affected, whether or not adversely, in a supplementary letter to be attached to the submitted quotation, specifically noted and made a part thereof. Underwriters'~ualiflcatlons All carriers must be licensed to do business in the State of Texas and maintain a BEST's • Insurance Guide rating of at least A (excellent). Exhibit V must also be completed. Caveat Although every effort has been made to provide accurate and up-to-date information, companies supplying quotations should contact the City for any questions that you might • have. , 2 Foster Hlgcrins V % , lay :$i r) 14P V 3. A@W4 W Ap r4s Hen Contract Stipulation Any carrier chosen by the City of Denton will be required to cover all eligible employees of the City that are currently covered regardless of whether they are actively at work or not, Additionally, the carrier must provide coverage equal to the coverage supplied existing employees, to both former employees and deceased employees end their families as required by law, and including, but not limited to, Texas Senate Bills 97 and 404 passed during the 1993 legislative session. The City Is subject to the provisions of the Consolidated OMNIBUS Budge Reconciliation Act of 1986 (COBRA), Proposals must conform to this law. Administration The successful bidder will be required to perform all necessary administrative functions in order to effectively manage the benefit plans and to comply with prevailing laws and regulations. These functions include, but are not limited to, the issuing of booklets, Certificates of Insurance, I. D. cards and muster policies as well as providing for claims auditing and processing, computer-generated experience reporting at least quarterly, enrollment materials, claim forms, and conversion forms, All costs associated with the provision of such services must be included in the rates and reflected within the retention illustration. The City also desires representatives from the selected carrier to be available to conduct large group meetings if deemed necessary, Criteria for Old Selection The award of the contract will not be based on cost alone. The City will evaluate the bids ` on rates as well as the following: I ■ Provider access ■ Provider contracting and reimbursement methods • Financial stability • Utilization management techniques ■ Medical management techniques • Data collection/reporting ■ Membership services • • Plan design ■ Pharmacy management, 3 FosterNWms 'hat }f t~a~{7• • r Awda No. Apendal;:m.. - - Times and Locations or Filing Quotations Quotations shall be considered irrevocable for ninety (90) days, and the City of Denton reserves the right to accept or reject any or all quotations and waive any informalitles in any quotation. Note: Bidder should provide an explanation for all items giving as much Information as possible, including a transition plan samples of claims reports, and other information, Consultant The Dallas, Texas office of Foster Higgins is the City's consultant for this project, Questions about this RFP and the network selection process must be directed to: Karen Hebard or Jay Sayan A. Foster Higgins & Co., Inc. 1601 Elm Street 1800 Thanksgiving Tower Dallas TX 75201 Telephone: (214) 855.5222 Fax: (214) 969-7305 All bidders will receive the question and answers that the other bidders have asked. ' Timetable Activity or Event at Release RFI III Receive responses Identify bid specification recipients Release bid specifications { Receive propusals Select finalist(s) interview finalists/conduct site visits Select winning bidder(s) Implement plan Hold open enrollment Effective date 4 Foster ftyns AOanda No. Aptnds Item DEADLINE dale We must receive your response to this RFP by _ Send three copies of your response and cover letter to Poster Higgins at the address shown on Page 4, i • y 5 , Faster houins , , r r t r. ~ yi rift ~Ery,~ , 5; Will No, SECTION III he I'aM Exhibits The following exhibits and instructions sire pertinent to the completion of this bid. Exhibits Instructiow/comments 1. Plan Assumption See Exhibit I U, Bid Questionnaire L-ee, Exhibit Il, Questionnaire must ir, completed, III. Scheduie of Benefit,; Details of benefits provided under the current plan Exhibit 111. IV. Plan Experience V. Census r)oA For census data. r i f • r l Foster Heins T^~ L N 1 T~t %0 ? 1 P. p cs • Ao"h No. Exhibit i Aasumptlons 1. Plan Year January 1, 1997 - December 31, 1997 2. Contract Multi-year contract, as the City of Denton Is Interested in a long-term association with carrier. The City requires a rebid of its health insurance program every three years. 3. Plan Design Two basic plan designs: IN. Network provider B. Non-Network provider Miscellaneous provisions for exceptions such as services outside service areas, emergency service outside service areas, etc. See Exhibit 111. Bidders must agree to include, at least one of the two local (Denton) hospitals In the Network Provider List. 4. Funding Fully-insured managed care plan. The plan will be net of commission. 5. Claims History See Exhibit 1V. i • r 0 1 RisterHiamns 4 Zoo ' • ~ ` i ir( ' i~'/ , 0.Y , ~14i { { )il V r, ,A t 0 AwWa No, EXHIBIT II Pon BID QUESTIONNAIRE CONTE I, Managcment/Ownership 3 Ii. Provider Contracting & Reimbursement 7 111. Financial Integrity 16 IV. Utilization Management 20 V, Medical Management 24 VL Data Collection & Reporting 31 VII. Member Services/Claim Adjudication 42 Vlll. Plan Design 48 IX, Financial Projections 54 X. Pharmacy Management 58 XI. Psychiatric & Substance Abuse Network 63 X11. Patient Advocacy 65 X111. Employee Access 68 X1V, Performance Agreements 70 XV. Contracts 73 XVI, Services 82 XVIL Stop-Loss 91 i J l fosterH.wains ` off. P 1 Y' I i 5 I i f r A~.J N t n'~ ~e J1 ti~Y:+J' I i AW4a No. MANAGED CARE NETWORKS Amends Item - QUESTIONNAIRE o0 i Instructions Refer to Section I for the basic bidding requirements. In addition, please note the following instructions that apply to all proposal sections: ■ We expect only one questionnaire response that cites differences for your various network locations, If any, ■ The responses to the questionnaire should apply only to the services that are proposed and quoted in the fee section, Any options to the proposed services should be detailed in an appendix identifying prices and claim Impact. ■ Please include a copy of your proposed contract and follow the contract instructions outlined in Section 11-14.0, All questions should be answered for the Dallas/Ft. Worth market area only. i ,i • 2 FosterHems rr 7' ~ 4rF r'1 t ~t ~f ,r > ' . , e 1,45 a: rc,Sn ~rl .a . -i. r ~gtndatk. send? ATTACHMENT tl i 'i 0 I' f" 0 tw> • • HCCSVC wk1 FOSTER HIGGINS SERVICES & COST zr. 13-Nov-95 03,28 AM EST, EST. PRICE TOTAL I DESCRIPTION HOURS PER HOUR AMOUNT 1. Strategic Heaffh a Wellness Program Health Care Ream .5 $124 $890 i2. Currant Heath Insurance Admin. & ` Operation 35 $124 $4,340 3, Group Health Insuance: Anaiysls r• of proposed bids, contract negotiations 120 $124 $14.880 i4. Health Insurance Program Change & Transition 45 $124 $5,580 5. Conduct HealM Insurance: Cost & Claims Control 30 $124 $3,720 k 6. Negotiate Group Health Insurance. { • I Plan renewal, currenbfuture provider 50 $124 $81200 17. Government reporting: Preparation r, d Submission 5 $124_ $820 8. Presentations & Attendance at, City Council Meetings, EIC, Wellness, etc. 40 $124 $4980 44 ® jTOTAI 330 _._$40,920 t • Aitemats PhclnW Retalner fee arrangement In which all above tasks would be performed at a set monthly fee, per participating employee per month, Foster Higgins Quote; Est, Minimum Est. Maximum $4 per-employee per-month $3,400 $5,000 if r Apad~ lum coo AT'PACHMENT III • 0 ..an.rsrr 1997 HEALTH INSURANCE CONSULTAN bsh_.._.._ AND GROUP HEALTH PLAN BLOW CHA i; Ialy/Atus. 111 HCC' it. pAL4 93; i, Eval. Harris Program 1. Prep. 197 Health lasur. Prgm. Ii. Nedt 3rd yr renwl 2. Prep. R revist Bid 5pec$ iii. Beain'97 bid draft 3, Review n/Legal R Purchasing 4. Review w1F.IC l t Place ad/Bid out (60 day response)-__----_-- Ao NUMav ' r_ _ _ Bid submission v•'9 Reviewlanalvsis ` Conduct Open Enrollment: 1 Sn costs in 966197 !97 budget j Srd )'r wlHMHP i ' or oew caller 1 ' Marc! '96: Ly - - Pre:I Conference - I Jame •Aan.'26 ~ I Initiate Employee education Finalize recommandali onslcontr act (mulli-yr) %Xity Conduct open Enrollment f♦ i Council authorization ('97 plan year) I Work out Iran silion plan with oldlncw carrier imalemunr new premivma, y new billing, *to. 1 I i 'Hind taiauace At Aannpl Coonlitel / Jaa/Dee• 191: r New Health Insurance Plan Year ! 11CC95cr1 • r OEM AW41 Item Due_ r ATTACHMENTIV 3 • is e O [ s♦ X11.: r 41 .,t GfI~/ a1~4 ~1j; ~P . Sa • ApMq No. Age" Ilam CITY OF DENTON Da1o_ EMPLOYEE HEALTH INSURANCE PROGRAM k Y 5 YEAR STRATEGIC PLAN 1994/95 , o Evaluate Harris Methodist Health program 110 make recommendations concerning the January 1, 1'396 2nd plan year renewal o Conduct and analyze a survey of emoloyees concerning retires coverage and funding options (active employee pays an additional amount to "level" premium for retiree, consider cost subsidy by city) o Bid and award contract for Health Care consulting services in anticipation of a re-bid on Health Insurance Program for the January 1, 1997 plan year. (1995) o Begin drafting Health Insurance bid to include options on retiree coverage and funding to be published in February, 1996 after January 1, 1996 3rd plan year renewal (if appropriate) 1995/96 o Evaluate Harris Methodist Health program and make recommendations concerning the January 1, 1996 3rd plan year renewal o Complete Health Insurance bid to include options on retiree coverage and funding to be published in February, 1996 (after January 1, 1996 3rd plan year renewal, if executed) to determine cost and fully insured carrier for January 1, 1997 implementation o Evaluate services and contract of Health Care consultant and determine feasibility of second year (1996) contract extension. 1996/97 o Complete bid on Health Insurance Program, finalize recommendations and contract for City Council authorization (multi-year), conduct open enrollment, and • accomplish change to new carrier (if required) by January 1, 1997. - implement approved options on retiree coverage and funding o Evaluate services and contract of Health Care consultant and determine feasibility of third year (1997) contract extension, d o Re-bid and award contract for Health Care consulting • O services for the 1998 plan year. ® O , t t t tide, It, I N ~~~,@a,~o,~ }►.N,Ik1ax~AM il.~~►E~~ ~,=_I~.vs~<s~`.1~+~ ~fNV,i~M ~11~ ~~w Ii~l`t'!1+p+~i1e4A{11'd4N v~V,\13Mtr11!►M '4 EN) ,'~1',~k`,Y1{'1 E,. E~'~A ~r1~'E ~+E~;1 Nook 4'vN *'0 C~ }K~k1l '?WA}t~►1'} ~t P~~itE1h ~'dIF+X ~~;1rMirE}~kt} i4rli~i ~\NENrN}~ t~1lS'~ WO flM F Ib R4 11X4' i iV!rl1A~ k>uA01 # 1, N ~YAZK*}+~ iF~►~h 1Hk"W. NMi►E}41 1rtM~it'lklV?~ HO"i~~t'~M Mliil ^M~1E+~ t Q.O*qAi►F4M kWh% yw.kPM11i1t1k }ice ~r~IrlFr►t,Y, i 4 t~~lEZ ~ 4# KEiki 1'l11s` F1'}~~1► r► }11►{I4q}1 w\lV~tM111~ 1'Iil}F 1N} Nt itM~E}El !"Ni'+E kiK11HE}#11} a~l~i I+M~Mkwrll~ +ta1E~lll~x yf ANIN{Ili 1 (oM>1g1 I~HtIN'~!4} 1\FIlEI~CIIl11, N~Ai~1M@~ ~lN~E4h 1tIM44ia'IItM W~11 411 HII'EIr4#M 11411Mb' EIM~1E}pr ~Itlt~ h;.~t,~Mt►,w I~~~►k411k hl}~11*s~►w Anli ~lw►tl~rl It~aE~r irrv s«~ 11~ 1'~II Ms ~+yl ~tr~ trlnNl~rt1 wP k% i~,FrHI r~i1~►~ ~1~ tN11q'~, I~IiM ENf4M1 Yl~tlltlll 15 ik4wk ,i►4i HiRP 1'}t1C t+n11~~~1► 1 +>wltlao r>i~ Ikstc► 4my* r'oO A"'A E' l iv sk%"r #tk aN► 111- tNr' ,~t1i11±145 r~ ztlrl'1~ ItkF!E~,N~IIw~FIly1~ i { t s i fkHTNi~dp,l~ !'lA.!lllt l et , ~ tw.~-. s. arm...... ~y 1 r r t t t}tll L fA t-. t t,[ 1~v ~t1i CY, .yJS':. t YY~P t! ~ t~ f( A • s Agenda µo. M17ccd, N9m , ATTACHMENT V I 1 J e 41 e M i P i r t t . t r r r..l q ,yS . r .1 ApEdd3 OCI, i.~.r r3~ t ' 1 .l1.lP -nda ItErtl ...rry~Fr I - j ► , t, 11: 23 Foster Hitymns November 13, 1995 Thomas W. Klink Director, Human Resources City of Denton 601 t. Hickory, Suite A Denton TX 76205 Re: 1996 Health Insurance Bidding Dear Tom: This follows our discussions concerning the 1996 health insurance bidding project, The attached exhibit summarizes the issues and consequences relevant to the hospital access question. The objective of this exhibit is to help the City anticipate the outcome of any requirement that the successful network include one or both major medical centers in Denton. The overriding issue here, as is typical in a managed care setting, is the tradeoff between access and cost. Ordinarily (but not always), there's an inverse relationship between the two, such that broadened access (i.e., offering a plan with two hospitals in a community, instead of one) generates increased cost to the plan sponsor and/or participants who, in this case, would be the City and your employees. As you know, managed care companies thrive on competition between providers, and generally will f contract with only one facility in a market that maintains two This selection process typically results in the most favorable pricing with the provider, and therefore, the lowest possible rates. As you review this information, it's important to keep in mind that the hospital access issue is not insulated; it affects physician access, as well. Physicians who have admitting privileges to Denton Community, for example, may not have the same privileges at Denton Regional, Therefore, if the successful health plan offers only one hospital as its provider-of-choice in Denton, there could be a disruption of employce-physician (or dependent-physician) relationships, Tom, at this time, it is virtually impossible for us to render a projection of what if any - financial implications are associated with the hospital access issue. We do not currently have access to all available bidders' underlying financial data that would allow us to do so. This information is requested in detail - in the specifications, q and each bidder's submission will be thoroughly analyzed to address this issue. That doesn't mean that broadened access isn't sometimes worth any added price. Sometimes, we jointly determine with our client that the cost impact is reasonable in r ~ t " rr r i' r l• • AWft 111M OEM Thomas W. Klink November 13, 1995 Page 2 exchange for the Increase In access; other times, we and the client determine that the cost attributable to increased access is not acceptable. Finally, we sometimes are surprised by a bidder who's willing to offer broadened access at competitive, or even aggressive, pricing. This is usually the best scenario, but it's impossible to predict short of a competitive bidding. I hope this helps clarify the issue for you. Please call me to discuss this issue, after you've reviewed this. Sincerely, Jay Savan Managing Consultant Enclosures i i cc: Craig Maroney Karen Hebard • J r, •i APO& %M Hospital Access Perceived Advantages Per Denton Community ■ Existing contracts with 11 • No/limited access to (Exclusive) major managed care Denton Regional and its companies, including Harris physician panel Methodist (incumbent) ■ Represents least possible disruption In provider (both physician and hospital) utilization patterns for City plan participants • Exclusive contract generally translates into lower cost Denton ■ Existing contracts with 8 ■ No/limited access to Regional major managed care Denton Community and (Exclusive) companies, including Harris its physician panel Methodist (incumbent) ■ Represents significant disruption in provider utilization patterns for City plan participants ■ Exclusive contract generally translates into lower cost Both Denton ■ Maximum medical center ■ Only 5 managed care Community and access in Denton companies, including Denton Regional Harris Methodist d ■ Significantly broader (incumbent), have existing physician access in Denton contracts with both 1 facilities I ■ May affect overall plan cost, due to absence of scale economies in negotiating managed care contracts I Foster Hsox"ns r t' aa~a ~o. ApMd= Ihm DY1 ATTACHMENT Vl i • ~r t Ft [AOtnd& Item D90 G' C!T?'OFDENTON, TEXAS 601 EAST HICKORY STREET SUITEA DENTON, TEXAS 76205 • 817.566.&W August 11, 1995 +4 J Mr. Bill Marcellus Vice President of Network Management 611 Ryan Plaza Dr., Suite 1100 5 Arlington, 'texas 76011 i Rea city of Denton Employee Health Plan R Dear Mr. Marcellus; The purpose of this letter is to provide you with information concerning our upcoming renewal for the health Insurance plan year 1996. Also, I would like to request your assistance in understanding the Harris Methodist Health Plan and commitments made by your representatives to our City Council when we originally agreed to contract, with you. Recently, I had a visit from Dr. Derrell Bulls, chair of the Board of Denton Regional Medical Center (DRMC). Dr. Bulls is also the Chair of the Department of Business and Economics at Texas Woman's University and a strong community leader. Dr. Bulls is extremely frustrated and dissatisfied about the level of responsiveness from Harris Methodist, particularly, the lack of communication from Mr. Les Hill, Director of Contracting, regarding the continuation of efforts to finalize a negotiated contract made y by DRMC's contractual staff. Dr. Bulls informed me that on several 1 occasions, DRMC's staff members had attempted to discuss a contract proposal with Mr. Hill but were told that he was unavailable and • could not speak with them. Dr. Bulls informed me that a proposal for services with DRMC had been sent to Mr. Hill in November, 1994. Despite numerous calls and requests to discuss the proposal, Mr. Hill was never available and later reported he had never receivod DRMC's proposal. on May is, 1995, DRMC staff members personally carried yet another proposal to Mr. Hill's office. It is my understanding that neither Mr. Hill nor anyone from Harris has ® acknowledged or even talked with DRMC concerning the executed • • contract. i f! 'It~;fliatr,l ro hro~Nrv.Sr~rr;r" • w AP01 NO, Mr. Bill Marcellus Apen6altem RE: City of Denton Employee Health Plan DI" August 11, 1995 Page 2 i Please refer to AttachmentI for notes concerning these events. C; As you may recall when Harris Methodist first approached the City of Denton to develop a possible business relationship, the City p Council was concerned that our employees and their covered dependents would have the opportunity to use both local hospitals, Harris informed our City Council that they had an exclusive contract with Denton HCA hospital but that Harris and their representatives were committed to be a partner with our comaunity and would make every attempt to work out successful arrangements with DRMC. This was clearly communicated at the City Council meetings (see Attachment II for minutes of those meetings), Additionally, City Council expectations were reemphasized in an October, 1993, communication prior to the contract being formally adopted by City Council on November 23, 1993 (Attachment III - Ms, Rosemary Wood letter). Furthermore, in an August, 1994, letter to Harris (see Attachment IV) this expectation was, once again, communicated to Mr. Les Hill. Mr. Hill acknowledged and confirmed his understanding of the City's position (see Attachments V 6 VI, respectively). Clearly, you can see that it has been, and still is, the City of Denton's understanding that as part of the Council's support for the staff's recommendation to place our employee health insurance with Harris Methodist Health Plan, that Harris, in turn, must fulfill these two important commitments. Specifically, the first commitment was to expand the network of local providers. Progress has been made toward this objective, However, the second commitment made by Harris to develop a relationship with Denton Regional Medical Center has not been fruitful. Obviously, it is in the City of Denton's best interest, politically and economically, for health services to be provided within our own city limits. Likewise, this would increase convenience and choice for our employees who might require medical services. i Your assistance in providing the following information will be helpful in addressing the City Council's concerns: 1. The responses made by Harris to DRMC staff members concerning the proposed contract. 2. The specific efforts that Harris has made to date to fulfill + its commitment to include DRMC, AgMa, No. Agenda Aim Mr. Bill Marcellus - RE: City of Denton Employee Health Plan August 110 1995 Page 3 i 3, whether or not DRMC will, in fact, be a part of the Harris network for our possible third year renewal with Harris and, if so, the anticipated level of that participation and the nature of that relationship. 4. The number of covered City of Denton employees and their dependents that have been referred to DRMC. 5, A comparison of the dollars spent within the City of Denton verses the dollars spent outside the city of Denton. 6. The percentage of those dollars spent outside the City of Denton that could have been spent for services currently available within the City of Denton. This information will help us provide an update and make recommendations to the Council members as they begin to review our options for the 1996 Health Insurance Plan Year. The City will be adopting a new budget for Fiscal Year 1995/96 in early September, 1995. Thus, having your response before the end of August will help us meet the time frame for City Council budget discussions, it is our hope that Harris will take advantage of recent local developments within the medical industry to fulfill its long- standing promise to the City of Denton. As such, I look forward to hearing from you concerning this matter. 6ty e lit$ Mo n Executiv Director Municipal services & Economic Development 7 attachments cci Dr. Darrell Bulls, chair of the Board - DRXO Mr. Lloyd V. Harrell, city manager drmclet95.wpS NEW • to • HUU-6b-l"'D Cl;4G W'Wb bHLrS ta 4W it)" we z AWds Agsnds Hem Harris Methodist Date Health System . Pf August 30, 1995 Ms. Betty McKean Executive Direcxor City of Denton, Tem 601 East Hickory Street, Suite A Denton, Texas 16205 RE: Denton Regional Medical Center Dearlw McKean, Thank you for your letter of Augwt 11, 1995 regarding your concerns about Demon Regional Medical Center's potential part clpuion with the Harris Methodist Health Plan. I am pleased to inform you that, tubwquem to your correspondence, a provider contract has been completed between Denton Regional Medical Center and Harris Methodist Health Plan. Accordingly, effective 3=161 nber 1. 1995. Demon Regional Medical Center will become a participating provider accessiblo to City of Demon employees and dependenu who have selected Harris Methodist Health Plan for their healthcare rovorage. Additionally, I am attaching for your review a report detailing hospital admits for City of Denton employees for calendar year 1994 and year-to-date 1995. Ms. McKean, please let me know if you should have any questions or if I may be of assistance in any way. Sincerely, N Bill Marc llus Vice President Network Management A ' A • H,urs Tower I Suire 14UU 611 Ryan 1'du Orin ArlimAtion. rexim 760111 Phone (811) 462,74(711 Fax (811) 462-1401 a t: POOR (QUALITY AOCUMENI 0 PI t ~S N I n• O !1113 I -,Dee 31 , 1991 Jas l - l11D6 !t, If95 f 8o~u,t at Advil H91mft+tl rstAdini a T N a"t Is Kdxm& 1'ntal InpalieiM In Network Cook-FW ChUdma's Med. Or. l Chula HoNital of Grapevine Harris Coatinoed Cam I Cook-FW Children's Med, Or. u° { Harris Hospice Services I Hurley Memorial Med. Ctr. karria Me110" - Ft. Worth 1 Methodld Medlced Ceaaer o' lrv* Heal wwo SyMem 1 Prertryterim HorpiW - Dallas 1 Lewkw& Memorial MOW 7 Ckaeur Health System of Dallas 2 Medsodbt Medical Coster l ( UdrwIs Med. Ctr, - Dallas 2 Pfau Medical Ceoe: Fiat l Decatur Conuoeraky Hospital 2 Umoo Commttdty "Now Rl Huns Methodist - FI, Wortb 2 99 Harrir Medwdiet - HEB 2 Denton Community ItospiW 12 44 Toal Inpatient (Irr et Melwork Total lnpatkal Qat_! ddsoriL t^,.almwtlte Meawwbt HoVIW 1 Deacon Rc&04 Medkal 2 Hw*W of t1w Good Smrkm 1 Toil lepadeM for 1995 46 3 St, Pans Mod" Censer I U) Wlchka Gen" Hupilil 2 thudma'a Meal. Ctr, • Dallar 2 Denbo Rgomat Medical 12 20 A Tout Inpatient for IW4 119 cu v d r'v 0 m d r 1 0 o. AW4# wo, AobMa ttcm Oafa,,,, ATTACHMENT VII r r a • CITY SURVEY OF HEALTH COVERAGE FOR RETIREES avrreor he WM: few Ahwf+ rreeAdsd / Of Prerdan Fa Pesrrduen Ilea sowers a 06" tYOeas a.eb r Ilatlr. o Ae1M8/nel 1( City rrerebem fbeld Ceveresa $ad" a MBM Aet1w lib *late OsPandsale ""Ilse oars !eels Vow CeAerrarrb '•.1 Coetowy ' How Much ' Abilene, Retiree yet 167 $135 M. to 200 1170.00 Yet No 10 1107,7071 deductible) 444.00 (1200 spouse dool se rstr" $116 mc. 11600 deductible) 2+4163.00 deductiblol 132.00 11800 1140.00 t; deductiblel 4mpioy" Pets "1a<. Arlington Coy pays part 21 Yee" 200+ (8 optional $141.40 Yes Dental 6 Eye 1020 Reuses pay: (270,6661 or all based on $141.40 under 65 1 + 1122.65 1016 years • 40% r service yeas $113.38 over 66 2+ $194.54 16.19 years • 30% WiAing scalel 20.24 yeas • 20-A 2649 year - 10% 20+ years 0% ~i 1•: Baytown Shand Yee 82 1609.26 1235.00 Only Spou"s one No 68 + 166,274! 11689.26 City) (Chy pays 0216.h11 slig" 1689.28 i 1120.00 Retreat (Emp. pays 120001 "It" pays 182.60 ~r34 Aryan Retires after 4 yea" 1 I 1184.64 1160,00 by Cry Spouse only 1224.16 'Oemal a 3 rROVMed In promturti a 168,0221 one free _L0 QQ by smP• Presorlption month 4160.00 .`'9,... Carrolton Retinas since 1960 17 1179.76 t19r~.B8 Yee -Demd - Yee 7 'Emp, orgy 418.62 Yi 184,010 +1 4165.18 Eye • No +1 $31.37 A +2 $248.78 +2 146,67 Yt.. CoMSe Station Retlree Yes 1016 1190.00 4190.00 Yes No 1.2 Mamatted can pnv4der • ;:.i 164.8941 $190,00 per losrson SaM im. (80%•20%I { Can continue .her 05 • Medicare Printery, so City secondary, premium stays eeme ..,r Dallas shared (1126 10+ years 31600 1788.58 Does 1189.78 Yes Dental, 200 Covers!" aha 06 contirwad for 198.00 7A 11,016,100) from "y 1288.19 Cobra 1181.00 Spouse Prescription sopeeiikeeately marsh f'' eupplerresnt) $191,28 Dep. ,iitl Worth Shereld Yes I 4 13.00 Emp. of 1 13.00 Employee Yes - doverl on No 124 '!idea very sooerdin9 to Mathews eflyfbill d 1461460) '(rough set. 13576 Cit s cost t ' n' y' 55,75 City melba a app bohy Wek Manepertwm hard .s City pays $148.76 11,li Employ" d spouse 91%I Iran medicare elylhle) 1116.36 Errol (209,69 City i' Oslveaton pillion Yee (since [awl 11 11(14.00 + 2% 1149.00 (but Yet 1160.00 No 7 3 (60,477) eotwlly l2}6,001 Family 160.00 r?ft' Garland Retiree f0 y"n at best 180 1143,00 under 65 $198.00 Yes Centel 2040 Haw drsotiw for Worm • t~ _ I I RI, 6411 11 t0.00 over 65 lCity's mill 41 Dep. 1110.00 for ai9ndute j` + 2 $198.00 Clem pralrle Retire- Sines 1970's 60 $198.00 4199,00 Yes Yes • paled by Verbs 9roNiy Cownse 6 offered ahsr Allies: (101,361) Spouse #1164.38 employ" Dep, 4207.91 Irving Retlree Yoe 1 $170.17 (self Ins,( 1 8.50 Employ" Yu • If hew at tints of No 1 Can continuum se Mg are w s Cry '.';lam (158,1001 1183.61 110001 ,07 CRY ntinmem Worrell secs Mary $170,17 Kiflean Beth" No F 4141.82 $141.82 Vol Daniel as 3.6 rr~ 161.0941 Spouses 1214.64 restu red by Chid 1110.79 Coolies fan9Y 1200.00 r. AAA0302D •1 0 0 • C> • • CITY SURVEY OF HEALTH COVERAGE FOR RETIREES cqo~ Pass - WAo see" Aheeya Provided 1tioI 01 h.oirm Fr ►nrdew pa. gpeee4 & 00w DOOM boob: As Ib1bo" M/t leoel 1 MmNwr Ilseith Cowrs9s t:wwnMY PAU M Ae*w Enrleyee It I -l9b • "A" "As goo Yew '000"6w ,L "M Wall Longview Reds" 20 1 t41.68' under 05 1141.86 yes Dental • Yee 1 'Prior to 01101194 oMy provided benefits to (7116991 179. BB ever 86 Ibroludln9 dental) Under 66 Eye • ro ntksee W" 20 yew of service end "M Spouse 1242.17 between 56.65 (at City sxpsnsel J: • Includes dental Fa" 132438 ;A- safe Spouse 1130.60 Il' Fem9y 1268.77 Lubbock fNlkae Yet 360 If 60.00 1198.00 Yee 12W,00 No 35 (188,769) 1102.00 mrJkam 1113.00 Imedicael roUrse q., Meawite CAY pays until yet 67 $228.74 122634 'Yet Yee 5.10 'For dependent. Retiree pave a portion 6 r 1106,0491 uarh 65 After 65 185.86 Spouse 1165.42 (AV pays a pontk.n Child 186.30 y Famky 1214.76 lr;. Midland 70% Employes Yes 93 1160.00 1168.00 Vte Yea 8 Health A Life burial (92,006) 301A CAV (City pave 145,001 Employee pays 146 Spouse I167b0 Femdy 1247.00 Waste Retiree yes 86 1179.80 1179.170 yes Dental 3-4 191,004) Dep. 191,28 ar1~' Fornlly 1120.47 , 1Plano Retkae 34 Veers 20 1202.14 4202.14 Yee Dental 10 ! 1138, 0401 +1 1202,14 ? +2 or more 1312.38 ' Port Arthur Rerkee yes 100 (206.00 under 05 $212.45 Yet No 15 169,678! 477.00 over 66 (fncludkir d"mell Own 86 171.00 Under 86 4$67.60 2+ 1197.60 Richardson Shetnd At least 9 yowl 28 {327.65 1200.00 Yes Yea - Dermal /wlaa pertly Cowry" ova" serer 66 178.1641 (1269.80 (f4e0rse pays !66,261 Spouse 1102,02 1koIWWIn • y3; supp, from Dep. 1136.86 cawrope) N (ntursble through spouse or other CAY) Insurance, trey do not quality for Retiree coverage 94 Sen Aoll0n City Yee 200 approx. I W.71 under 86 1149.71 Yet 1158.67 Yet • Eye rare 1015 ' I A`i LOS, 7761 I87,36 over 65 Spouse over 65 442,71 ~ - Tyler Shored '0 yeas 202 1164.35 1164.35 Yee "Vas • Renal •CJty pays 1194.23 F,o0` 171,9991 (City 4147.351 'Spouse 1273.23 CAV pay* 1234,69 (Retiree 17.001 F"y 1330.89 "City pays pert f ® Waco Retiree Yes t00 1103.00 1126,00 Yea spouse Not or yes 20 (105.6361 hoo-mWban 192.74 Eye • No Meditates 177.77 i Wichita RIIe Retkee 10 yews 160 I1 0),00 1112.60 Most haw sparse on Dental }rea 20 Cowrys avaW6N sits 85 I 6. M, 197,7101 60 days balm ratkbs9 No WMN rtnrtth ` Spauee 160.00 after 86 c^~. Dep. 166.00 '~Sn 1i- 3 L,1 4. r{. '!r AAA03020 '2• rir..b.b....rr f S6WCF. aWUTY 000NCII~- C4NT ACT P(IISON: GAY AACINA itQNld3 tfEl11 E. oAr6: JANUAl1Y 5, 1996 uric SURVEY RESULTS Number of Denton 'Aetirees as of January 4, 1995: 04 (source Llaa- HAD, 1!6198) The survey done by the Human Resources Department shows that the following cities offer health insurance retirement programs of some kind to their retirees and 16 of these cities contribute a portion of the premium Abilene Kilo" Wichita Falls Arlington Longview Baytown Lubbock Bryan Mesquite Carrolton Midland College Station Odessa Dallas Plano Fort Worth Port Arthur Galveston Richardson Garland San Angelo Grand Prairie Tyler Irving Waco Other organizations furnishing health insurance to retirees: TWU UNT Denton Co, Electric Denton County City of Garton First Texas Dank: 240,000 Int determined an how long keep here (Willette) $200,0100 (assuming available if 20 people took a $10,000 insurance benefit retirement option) CD best interest rate you can pay interest- longer tie up longer Two years for 200,000 5.5 interest maybe could raise some, _ f 1 st year $11,000 interest (to be used for retiree premium pmt) T 5 , • c~ • r; ON CITY OF LEWISVILLE §;uEjent! Hsi ve 10 Ritlrges (only 1 Is on city Insurance. The rest have elected to go on their spouse's k insurance Began offering health Insurance as of July 1994 Anyone can get insurance that is eligible to retire under TMRS ) They remain on the regular health plan or have option to go elsewhere I' Cannot change type of coverage as of time of retirement ilf employee only, remains employee only, etc.) 4 G Fees: Employee only; 1278.40/month Retiree & Spouse 1438.40/month Retiree & Child 1384.66 Retiree & Family $544.66 Vision is included in the first "Employee Only" cost Family- 118.76 month CITY Of CARROLTON (Lisa North) Currently have 12 Retirees Are self-funded Stopped taking out social security in 1982 Fees same for retirees as for active; only difference is the retired employee pays full premium price and active employee has some contribution from the city. I . Fees; s Employee only; 1206,72/month Retiree & Spouse 1390.36/month Retiree & 2 + 1482.32 Drug 116 copay =•0- for generic $200 deductible (must be met by at least 3 in the family plan) SOUKU OUAWY COUNCIL CONfACf MASON: GAY RACiNA OATi: JANUARY 5, 1995 ANed1 tM, City of Denton City of Denton: Employee has option of continuing coverage with our insurance carrier, retiree pays 100% of the premium. aN diff prices, ell different levels, Exempla: Current Premium under 86• single $248,90 mo r & spouse 1481,02 mo over 86 retires only 1 91,89 mo medicare supplement r & s 0183,79 mo medicare supplement City of Lewisville (see following pages) City of Carrolton (sse following pagesi Denton County Electric Ise e, following pages) Texas Woman's University (see Employees Retirement system of Texas Info, follow ing pages) • s t l '9A No. AW4a am ATTACHMENT Vill l i~ 1 i ! 1 ! t n l~ t ~ SIS( } r. • • Y Awde No. Ao"ds item 1 A>:i w~ yrnw..W~ Y 0 DENTON, TEXAS OENTON MUNICIPAL COMPLEX • 601E HICKORY, SUITE A • OENTON, TEXAS 76205 (811) 5664M DFW METRO 4ah2S29 i, MEMORANDUM TO: Quality Council Members - (/tillry Department t FROM: Lloyd Harrell, Ciro,,l /anger DATE: Much 22, 1995 s SUBJECT: RETIREE HE,4I,TK COVERAGE i would like to express my appreciation to the members of the Quality Council for their attention and effons on this very important issue As you know, retiree health benefits are one of the most important financial, social, and poetical issues facing the City of Demon Your poskion paper provides some good information and points out the necessity for further reseuch on this issue 1 have given your report to Tom Klink Director of Human Resources for additional review and consideration in his ongoing efrorts towards resolving this matter. It is our goal to provide adequate and equitable benefits to all City employees Currently, we allow continuing coverage for retirees through the Citys' group health insurance program. As your report points out, additional reseuch is needed Most recently, the Employee Insurance Committee and the Human Resource Department conducted a survey on Retiree Health Iruurance Coverage Premiums This survey attempted to evaluate active employee sentiment on this issue as well as their willingness to contribute 10 lowering retiree premiums through payroll • deduction In short, the survey indicated that city employees would be willing to pay at least pan of the retiree's insurance premium This is only one of many financing ahematives which must be reviewed, if we are to equitably distribute the monetary burden of retiree health cue coverage In addition, our Human Resources Department continues to find ways to e,,aluale and develop quality measures to provide an opportunity to inquire in more detail about the "quality of care"' p arious health plans provde Hon ever, this is no easy task since such information and data is • • i16.1rQ a'. hest \dditionalls, quahtN performance measures are ne\er s!atic Yet. if %%e are to 1i p? i rJL \tau.em i' { r • o • • r #,,or* Its. AWds Item Daft ' RNiree Htahb Cep trap Quality Conaerf Lisyd V. Harm, City Musser Page 2 provide adegwte and equitable bum benefits to all employees, we must ask ourselves; How do we daermbW the value rtroeived for health cue dollw we upend? How do we hold heath plans account" for their perforrttartce° Only recently has the National Committee for Quality Assurance (NCQA) published the Health Plan Employer Data and Information Set (HEDIS) HEDIS denim a core set of performance measures and attempts to standardize the measurement p wm. By recommending standardized detirdtkms and specific methodologies for deriving performance measures, HEDIS may enable health plans and employers to more accurately evaluate and assess health plan performance Our Human Resource Department is taking a proactive approach through the utilization of such information toward the resolution on the issue of gwlity health coverage for all city employees This is additionally exemplified by Human Resources efforts to obtain the services of a health care consultant. The consultant will aid in the examination of various health options as well as rate negotiations and quality snalysis. It is our intent to include options on retiree health cue funding in our bid process that will provide information for implementation of new programs for January 1997. I hope this memorandum has demonstrated to you the urgency, importance and commitment we all place on adequate health cue coverage If you have any further information or questions on this matter, please contact Tom Klinck, Director of Human Resources at ext. 8340. Harrell, 4tu~ y ger • • ur! i cps uu-:r j r ;s 5 ~1 vet 0 0 r r DENTON V~o 0 0 OF pno o ~ ~ ~ o000 o~ a ~ 0 0 o 0 cz) 0 00 ~ O 000 ~ o ~ ~ppp 000o N, oOOO a~ao~aano CITY COUNCIL r • • *nM IM a11MM me low DATE: November 28, 1995 CITY COUNCIL REPORT { rr STUDY SESSION T0; Mayor and Members of %he City Council FROM: Rick Svehla - Interim City Manager SUBJECT: City Council Workshop on Workforce Diversity f3F~is(IMENpATIOIf;, The City Council has given staff direction to establish a Racial Diversity Task Force. As preparation to providing this task force direction on Lhe specific issues, the Council may wish to spend some in-depth time understanding workforce diversity issues and i determining a strategic plan on diversity for the City. BQMMARY 't The Council recognized and acknowledged the importance of a task force. The Council also recognized that there were several other major projects under study that involved both the Council's and citizens' time. Thus, it was decided by City Council to discuss the tack force at the first City Council meeting in January, 1998. In preparation for addressing the challenges of these issues, the Council may consider a workshop with an outside facilitator who has knowledge and experience in workforce and racial diversity issues. Such an individual could assist the Council in understanding the impact of diversity in an organization and how a policy body (such as city councils, school boards, watt,) creates and communicates a vision for diversity for the organization, Dr. Richard Lewis is a professor at the University of Texas at Austin, He also has a wealth of experience in workforce diversity (See Attachment 1). Dr, Lewis has worked with city • councils, school boards, and other groups in assisting them in gaining an increased awareness of workforce diversity, the strategic issues, and managing diversity for effective and efficient operations. Dr. Lewis has suggested the following format for an off-site workshop that Council may wish to consider: w r Day I - Afternoon • o Awareness, managing and strategic planning for effective and efficient operation in an increasing diverse environment. This would include understanding his "inclusivity" model of diversity and creating a vision statement. k E 1 00P, A A to ; W~ November 28, 1995 Dits CM Report to City Council - Workforce Diversit Page 2 p' Day 2 - Morning o Specific strategic planning for Denton and guidance in fy, broadening multicultural participation in the organization. Such a workshop would provide an important strategic view of workforce and racial diversity and establish a forum in which Council members may set specific directions for the City and the Task Force, 4. & DE~ARTt_EtJTS OR Q90UP6 AFFE TED: pROGf36 r The Council's workforce Diversity workshop would examine strategic planning for diversity at the City of Denton and will assist the City in addressing diversity in all departments of the City. FISCAL IPACT_~ The anticipated cost for conducting a workshop using Dr. Richard d Lewis is estimated to cost approximately $1,000 plus Dr. Lewis' travel expenses. i Respectfully submitted: E R 4,6 k6o~ Interim City Manager Prepared by: • Thomas W. Klinck Direc,;or of Human Resourcea f A.ve a • 0 Executive Director of Municipal Services and Economic Development l crpt95p2, Oki Proparud: fF120193 ' • • t ?i x I ' n J r ATTACHMENT 1. i F r I • • Ow ROUND TOP CONSULTING ASSOC 11901 TOEPPERWEIN, SUITE 904 SAN ANTONIO, TEXAS 78233 (2I0)-599-60l6///(800Y583-60[6 13,. Rihad l eni,. Jr., P,"WYA Fa (2145 A M4 November 13, 1995 Mr, Jade Miller ; 1006 Burning Tree Parkway Denton, Texas 76201 Dear Mr. Miller: I am very interested in working vnth the City of Denton, Texas City Council regarding managing in a diverse community and staff environment, As we discussed in our mosr recent telephone conversation, I would be interested in conducting the following types of diversity sessiorx with City Council members; 0 Managing in a Diverse Environment, An introduction to awareness, managing and strategically planning for effective and efficient operation in an increasing diverse environment. The focus is on inclusiveness and broadening participation of various group members, This session will be 2 hours in duration, ♦ Diversity Strategic Planning. A session which provides an overview, planning strategy, and guidance for broadening muwcultural participation. Target groups for this type of presentation are task fc,ces, project p{oups, and blue ribbon committees. Session length is 3 hairs, [nclosed are a number of brochures arc] information regarding services provided by Round Top Consulting Associates. I look forward to meeting with you and scheduling a session with the City Council, I am available to discuss this matter fuNoer. Thank you for considering me f,)r this important initiate. j I • Sincerely, Q L Richard Lewis, J4Ph 0 ['resident 0 Round Top Consulting Associates O 1 Y • POOR QUALITT.V vA,,c W Y 1 r 5 T DR. RICHARD LEWIS, )N, 1k. Rrdrml belt, /r., I'bU Is cutreully art Asmstanf ProfirNsnr of Stx'hdrrly at the Ihilverslly t4 '1'rxas At Smi Annnilo, 01h slxa'laldes in div AfeA,lf hlterplup relAtifmS, public Adndnlstratirm and scxiAl science rewalch. I Ie (ormrriy I) eadetf up the Clly of SAn Ankmlos Recruitment and Selecllrm efhxts frexn 1985 , Irr 1988 lk. I^Nli Iias previutlsly taught At'Irxas A&M IItiiversity, SI. MiIIII)'$OllIev, Ain I Our lady 49 , Ihr lakr University. Additionally, Ur. I.estls is 14r.a1drnl cd Round'I'tlgt Cfxmiking t1^ux4mcs, a Ater he 6mude,l Ill 1985 width IMNILIrs uWtal srlenve rrstvnrh And wridnAr fa -Miatbm in a variety 4 AreAs. I Ir - mm I I Ir Simi llg Cottmlfllre (.'hxlnnan ftx the, I. Adersldp Sao Autrxdu I'rcrgram alxmsteed by Ihr (treater Rw Anlnnlo ChAmber of Cunnnen'e In 1987198H. - Du IA'1sls is lnvulerd In nnnlerows rlvle AcIIeIIIeA to Include meutberstllp cm the Unhesl Way Board ctf 1Brr,{cxs. Asa nm,m1wr of tills lxlard, lit- Is Vived,hAlr of Ilse llnamdAl Distdbulhxt Extortive Ccmmilitna Ik. IRm%i%Is a forolrr Ward Illrmber of the VIA bletnlMflltan I rallsh AIIlluxily Fkmil of 'Iinsiers AN "TO a5 a hxrllrr Bexat C(muly HrxlSirlg M lth,xityt'iminnIss1(mrr. Dr. Lewis ttxrlved his undrrgraduatr degree from '1'exns Tedt University l0 1976. lie reveivrd Ids Alnster's rind I I,x-Imrtl rhgrevs In Srxiulrp, from Teens ARA1 Universliy lu 197H and 1981, resilrctively. llr is married alld A rtallve Sao Anionlim And relrlnled to make SAn Aldtmlo his hsmte In 1982. i S tl i:~ S e e r> t t~ Ibpa r+'"""'r i ROUND TOP CONSULTING ASSOCIATES k1 I 1901 Toepperweim Road, Smile 9W San Antonio, Teem 75233 (210)-599-6016///($00)-553-6016 ~a e CLIENT LISTING S(KYAL SCIENCE RF.SEARCNACTIVITIEN Commumities•In-Schools. C.'ondueW a oormntmily asvessnwart of San Antonio, May 1995 San Antonio C'oalitien on &aciel Needs Co ducdud a nwais amm" mt of San Antonio residents wiCa respect to human and hcahh services, March 1995. United Way of Sarn Antonio and Boxar County. Perforn ed denor survey on 384 t To dents, May 1994. Ddlc es1 CMrch of C'larist. Perf gnat data analysis on church membership attitudes and evahw4on of church leadership, Janway 1994. Maxicsn-American Mclalxdic S1udy. Sponsored by Scothwesl Cleneral Hospital, San Antonio, Teas. Rcpcxrsiblefa qucslicmnaire dnelopmenl and data analysis of study. Dc"-mber 1991 • Mash 1991 Dellerest Church of Christ. Performed data analysis err chuuch mumhxrship attitudes and penxpptiom toward religious leadership, Dem nber 1991. Sam Anton o Light New,.gmm. I lava conducted the "Issue San Antonio" surrey for the newspaper, June 1990 - September 1992. , AMRKETANALYNI&FEASIRILITY.STUUIOVOEGANIZATIONAS, LVAIENT Meeting Planner Analysis. Conducted African-Americana attl I lispanie Mccling Harmer stwty for the San Antonio I . t U(mvenlicm and Visitors Burcaau, September 1995. Airpxxt Services Slocly. Petfcxnacd extensive market analysis of customer and meeting plarmers netts regarding l,ubbock Inlemsuional Airport, Imbbcx:k,'fcxas, July 1995. c Diversity Strategic l Ian. Fecitileled the devclopmsent c4 a axryrre>acnsive diversity management plan for Ccxnal Independent Scltail District, April 1995. Airporl ticxvias Study 11crfornaed extensive market a algsis of cmimicr needs with respect to the (}rester Buffalo 1 hrmnahonsi Anporl as a subcontractor with Nan hack awl Associs t i, Januay 1995. 7 , t Leon Springs linlcrlainmo'nT Completed market suuvcy of Maamni's, Rudy's Babeyuo, and Nac:homame's restaurants, i' September 1994, Joins Training Partrnership Act lhpartrractnl, City of San Antonio. Completed human resuscrces and Ixrsoxmel rules tt • 0 devclopmcmi Grr nol•fot•proftl lramiticm. April-Julio, 1994. IS Airpont Sct6ces Study. Perfaxnaal extensive market analysis of cuslumer Heats with tespxt to the San Mlonio a J A • w • r n I, A49mos hero inltTnati met Ai"m as a suN mtraclor with Nanunack and Assox:uetes, February-March I E African-American Outreach Project. Pafornwd a six-month program aimed at improving procurement contract zs. (q)p(xtunities fix black-owned bosbxssn in the San Antonio Metropoiitian area with city agencies, A aenprehe nsive dalabme was developed along with a training program and professional workshops, August 1993 - Felxuay 1994. Southwestem Bell CmMalion, Diversity Asses wnvni Study, Hvaluued diversity climate in the corporation's %NxUorce k through a survey orb program evaluation, October 1993. City of Victoria Cultural D; mrsity Assessment Shaly. F.'valusted cultural diversity climate in the City's workforce through a survey questioxnaLe, September 1993, s ('")on Regional Water Aulxxity Resource Utilization Study Performed a survey and stalialical amlysis of indtnstrial use or water resournes in Bexa, OuWWupe, and I lays counties, October 1992. t V&*wto San An Unw Feasibility St dy. rerfoxmcd eaxounsia development study of the Nast Cannnercc Street axrid(x ad the N*xic SI. Paul Square Redcvekrpmenl District. Sp(xmwvd by the Cily of San Antonio ad the l3a4sidc San Antonio I°.arxxnio Development Cou mil. August 1992. Jazz Nighlchub FeasibilityStudy. Cctxkx l a feasibilitystudy, regarding the esldriishmeut of a contemporary jai nightclub in San Arftw, Texas. Ms. Ruby (3rcia bmis up the investment group who commissioned the study and it was oompk4e 1, Scptemhcr 1991. Mi. Zion First Baptist Church Performed data analysis on church membership patterns and trends, Data will be used fox fuhuc church building localion planning, Study axnplcied in August 1991. FOCUS GROUP FACILITATION fhgrartmrnl of Phamaog', University llospilal System, San Anloxuo,'fexes. Facilildcd and do i !yued stralegie plantrinug process, November 1995. Iexas public Radio, San ADIonio, Teme; Facililated and dcsvl(rped strategic planning proem for this mot-for-profit urganizalion, 00ker 1995, Sum Antonio Fighting l3m:k. Facilitahrl strategic planning purrs few this nu(-for-profit organization, September 1995 lASal Springs In x-srrw tar, San Antonio, Texas. Facilitaled focus groups regarding marketing strategics fix Naclxxnama'x Reslauranl, May 1995 I a.slside San AnlonioRnkvelopumil Agency Faeilitated board list nectnrsslrategie planning retreat, April 1995, v Conral Indepedenl School District, New Braunfels,'I'exss. Fxtensi%v workslop and facilitation for developing a district wide diversity management plan, September 1994, Ilrn(Iv (inY71 Walk-in Clinic, lk~n ('(xnoty I kryiilel I~sbicl, San Anlunio,'1'exas. Slreiegic planning workshop fir medical l and administrative Ircrxmnel, July I, 1994. Medical ('enter Hospital, San Antonio, Texas. Cvrducied orgy izetiomad etfectiveruss and develomuent senimay for (pew ional DirWms. August 20, 1993. • • Minority Bossiness De3vkmmeml Ccsiter, tJniversiiv nf'faxas at San Antonio. Facilitated planning retreat for center • professional stan'totc+defne rus,;al year goals and (dljeclives, July 13, 1993. g r i r { -w.._,..... , _ ter.. 0 • l . ~ • ~oMd+ No. y dtam E ` fJsls c ' Foonomic Development Coordinating Gamoid (IiDC:C), San Antonio, Tex&,- Facilitated Objective was to rede[Une focus and goals of the agan"ion, May 1993. X' Cirealcr San Antonio I.adership San Antonio F'rognim, San Antonio, Texas. Facili(stod ending class year retreat, May 1, 199?. ;p IJSAA Real Fstole Comli", San Antonio, Texas. Conducted a planning oumference fut this USAA artily, Octkobr 1990, s WORKS'NORS AND SEMINARS Martin Luther King Middle School, San Antonio Independent Sc wI I)istticl, San Antonio, Trans. Conducted diversity awareness training for teaches, Wober 1995. I lyatl Regency I lotel -San Antonio. Conducted diversity awareness training for all managers and supervisors, July 1995. a I'ctir Cotaty Shrift's Depmtmrnl, Amarilio,'fcxes. Diversity awareness training for all department pasamel, October, I'nrcmbcr 1994. , Regional Uirl Seoul Leadership Conference, Albuquerque, New Mexico. Diversity management seminar for leacher, Odeon 1994, 6. St. Anlhcatys i fotel, San Antonio, 'fc%v Conducted diversity manogemeni training for human resources and supervisory staff, August 1994. Do"Titown San Anto nto Hotel Security Personnel D:rechers, San Antonio, Texas Coxiucted diversity awareness training on July 20, 1994. United Way Volnmlcers, San Antonio, Texas. Conducted diversity awareness training cn June 21, 1994. lkxar County District Altorin's Offitz, San Antonio, Texas. Conducted diversity training for staff rnemt+eta of the drug coat, April 15, 1994. City of San Antonio Police Departmcsnl Conducted diversity training 11rr uppr-level and midlevel managenerrl st4 March 1994. City of San Antonio Management Services Depertnanl. Conducted diversity training for midlevel manager, February 1994. Cosonal irxkf etxi 1n Sclxx l Ihs4ici, New Ihamtfcls, "texas, Diversity training for managers, teachers, and sttxknts. Se" rear 1993.94. • Snlado Nlithlte School, East Central Irde-Mident School Disirict, San Anlrmio,'Vexas. Diversity workshop for faculty, Jomiarl 19, 1990 Am aril Io Polioc I kpartim irl, Amarillo, Tea as Di"i-n g, b sin iug fo tk'(oartmcnt sl ell', January 10-14 nod May 16.23, 1994. Smilltwsr Vadh.Y I ligh ScNx)1, Canal lntiel Kk-nl Scl„xd Dio4rict, New Iiracmfels, Texas. Diversity worksfwp for faculty, Januar)' 3, 1994. ® 1;1 Paso SherilTs Off cc,131 Paso. 'Icxas. Diversity workshop for mid•levcl managers, November 19, 1993, ` • • Aft kcal Cc dcTNu9oital, Smn/vtbxuio,'i'exas. Di%rrsity tivokskaopfa midlevel medical professionals, November 16, 1993. Bono Foundaliun, San Amunio,'I'exes. Divetsity scminar for foster parents, November 15, 1993. i • 0 • APWI neon DW Soulhcast Clinic, Hexer County Hospital District, San Antonio, Texas. Strategio plannin wininistrative perso mel, Odober 29, 1993. i City of Arlington, Texas Police I)cpartment. Diversity averse fa pcdioc carets, began in October 1993 and is concludod ,is for each class. ;i Can; on 1 ligh School, Canal Independent S hool District, New Braunfels, Trxas. Diversity training for faculty, October 11, 1993. Ilulverde Elementary School, Comal Independent School DiMot, New Braunfels, Texas. Diversity training for faculty, October 11, 1993. Oak Crest Middle School, Avast Central Independent School District, San Antonio, Texas. Diversity training for faculty, October 4, 1993. Texas Narcotics Conovl Program, E1 Paso, Texas I ivenity wnti» ar S : ,,ember 27, 1993. Sinclair fikmrnta y School, Nast Central lndelxnknl School District, San Antonio, Texas. Diversity training for faculty, August 30, 1993, N1 I'm Mehopolilan NarooWi Cored Task Faroe (RI Paso Sheriffs Office), NI Paso, Texas. Conducted diversity training for members of the task force campoded of city, county, and federal law enforcamt professionals, August 13, 1993. r1' Bast Central Independent ScldxA District, San Antonio, Texas. Conducted diversity training for district upper lovel edminkbators, July 29, 1993, Ccnna! Independent School Dishicl, New 13rawnfels, 1'exes. Conducted diversity training for district administrators, July 29, 1993. Teirchikb Airerall, San Arnto nio, Tnas. Conducted effective presentation workshop for company executives, July 10, 1993 acrd September 18, 1993 F 'I cans Naadics Control Program, Ansiin, 'faxes. Conducted c Mural diversely training seminars for convention allencim, May 11, 1993. i C'ityof Vidoria,'fexas. Caxiuctoxi eultwel diversity training for the City's police oicpartment, Merch S. 10, m-A 26, 1993. t City of Victoria, Texas. Cmuluclcd cultural diversity training for city directors, managers, supervisors, and selected professionals, January, 29, Februay 5 and 19, 1993. North Central 'texas Courwil of Oovemmenls PoliceTraining Academy, Arlington, Texas. Conducted cultural diversity seminar fox police recruits, December 1.2, 1991 w Iiavisidc Davraxn»c Sunrmik San Art mio,'!'exas. Facilitaiel city-wide wmksl op regarding oconomie development on San Anlcniu's Fastside, July 11, 1992. Kelly Air Aorce l3nsc, San Antonio, 'Texas, Gadlucled Black l h.91o ry Month seminar, February 21, 1992. Arlington Police Departrrdrl, Arlington, Texas. Cordlucicd workshop rn managing cultural diversity, Fcbrrruy and September 1992. S San Antonio Lihmy Sysicm, San Antonio, 'Texas. Cotdluclal scmimu onjob inlenviewing techniques and resume writing, July 19'11. s J lank one, Son Antonio. Ccmducleti ancstculivc I.adenship wminar, June 1991. , • 0 t.: • r 4v t:. " AgBeda N11u w lilu, k I1, Ie,:iowd t cndri;Ly, Nruunk, SInI Au(opi l rSa, t'(uthtclctI a Iraduti)up ik I I'lRQ,ikEclKip far 13u PucrrrCAL CONMILTING JI1,I1,e f iaur; II K: I), MAI U[tiuiel Ctual, San Auiimiu, It a;c; Cunducttsl 3(n1[,vlic ul anal)siS of vut,_[ 1NafaIelK4• Sanc„1' fa het MlIlk Klla1ie 1'ti[IIMN' Oil] y+ulg,n, IYcculbel 199.1 I Ili III AIlk IIlk S lntc:'KnBltI i lit IVtkc !Ic, Stw 4%1It wtv, lt'auv I un(kwliod i(IoNwaI wialll 4isit f w:nutalin I tlilMiicd, Iiw't itik;L 19`)1 A lit) cl ail I'll k1t1I Stu 11)"+. COIRIL alr"V lieu )wlitie.fd Ill IN n1 hkakv NVIVIa Wgatdmg (hail lit Vill I I10V fo1 [ila)ue as vea ll a 1lLCU UIIiIICS;: k,iciulVk•karlcvlasJmuuul)' u'91AV intvfmch lar.lApJil 1991. Spo[lliku'd by OIL-, $eu Ankutio I( ighl Ne"spigv1. I'IMA P piclco. 1111' COLU101110;W, Uist[Wt 2, Sau Aulonio, l'uxto Couduelcak In+lilical slusivo uud aclal av iwlitioal couauilaal lia OW 1991 0alup0i8n titatr lhkbtg, Hca~n Cn[w1) lli slncl Att,auc), .San Aulunio, lcsas. CuJUhuic.i kx~liticul suJVry wgunGntl du~iricl ullnntp)' lick" `icli(cndwt 19`.K) ( 'lneoee 11141mn[s Ilt.a;u (bunl5 31sd1'c Lit Oil: Vc uo, .tint AMOILID, IVNIVi Colvlnclal politleal 9tuYt:1'11 uod aateYk as potilwaltcm uncut K)i dte, I7tklaanylli I SPEAKING' r.NG?1OWAIKATY, 8YOL RD r,EYYU, .114 lraas iJ:uo.ilic:w Cnnuol huguun Auuuuk ('outituuuc, OdOiu, lMk%, June 5, 1995 Kqulule 41MAVi n+guuling IGc!a;il)' ut Pau cnfoJamcnt Stalc('Ia(Rlttionill Oil) elautcullin'ntuialltllkCl9undhlAioug( LSrlsrnwiJdioa Ka)notesiwaket, HoiLlik I I-1, 1971 in L op,; ( lij sli, IrNas Idldn.emlA~;,.cmu,xtull'weha.mghfsuul;cmenl.tieivlntuuiol•Iwplot t;c.)itutcspeul.t'trcgntdiuKtaanugingiundisu[w rntilounlcul, Sopt.whct 22. 19W ka'0 k it uIIi 1410 Ill I',upa.ua Ann 6nl:'. I>t Ilo I I><r. AIhn1,,(km f%ay It UK! I 1, 1791. ):duct speakri It' full cVivcuvd) ut 1.ue I ufotcemvul i ,\o. Ie.i,hrl Aw,n,ntlln,lncusc, Iunc21, I'P14 htcullvvI'e,tluq;enl;ei;cux;digAuslul, loans. Ihu,c[vu) hk,l~rd l cuai, tim Md"euo iraly, t lnirll2>. 1941 ! cluulc. npCAkcl lot Itxcellaut Ivlnuagrr fnlining ux.,i,al IIII I 111, 111 Ilk! I I;cck I I i I to l n I Ill I I p,[' Iv uuun i,d 11'ouKn hdrln1uanud, Ifowdun ('Iml,tri• I lunslou, lceinv, l'uhtu11) 20, 1991 Kapuold epwukel tar 11ty Matti live, ~ Idillhl cclrbi nliun { i oiIt aIt dI.1%I 1tlivauKIt :li;ancu>:ulle\IlIi dcunrc,SmiAnfonio, fcals.JauuuO21, 1991, AddJa!ISalrxan`ICa.a „n JU,unigenlcol of ralk tad Inert sn)' iu tho twilkl4uul• 1 unmcrd 11'0111WIt Iutcl uultunal, sun Aitiunil, Coulk wocc I'mu:hvl. "lfuynneeuuaul in Ilia 11' . kplacu." CuuduulM Alml i 1797. , e y, 11,mx,lalit[ I.aarnrvkla[d(Ahl`.Ills'IllKalllmMW IIIllcIIIII! ulkhhuil F.(')rnrtenlKJll.r,"lleiatCSiII0 IIiulluumu y ( apNnl A Nuts Appiom It lu I`conulnil Suva!Yi% D llveic'.1 Fcl»nn(J 19, 1992 ul Kc11) Au I'otco Bow, leaeS r' ^t ' i~ r • c? 0 i j i fi CORRECTION J. qA a { ;ttt )Fj '}LL}\ ?I F~ r This document t has been t rephotographed • to assure legibility s f a ~ • • IHsvk, I'ml'crosionol I vadetmhip NOwlik, San Antwti(s,'I'exnm. C'utxiuctW a lemktship ck;eclc -'111 root Tito membership. April 1990. POLITICAL CONSU HNC Ju tgc 0time t Kelmcy, 289th I)isldel Court, San Antonio, TCxas. Cox KI11Cl xl stalistical analysis of vrter preference nnvcy for her Deweratic Primary campaign, December 199.1. Frail MOP, State; criatorinl Carxlidale, San AnUxucp'feacas. t kxxlueted xlallAtlCal tlI alyxlx of xrr al(M1al dlxtt ICI, IJuvanlxr 1991. Mayors.! Prefemnce Sunrya. ComWed two political pxrlls of likely voters regarding their Preference for mayor as well as their atlitaJa krwenl vckdod community icaa.-s in Mach sod April 199 1. Spurrsotod by the San Antonio Light Ncwspapa'. Prank 11. Pierce, City Can oilman, District 2, San Ankxuo, 'T'exas. Ckxdtrclud pxrlttn:al nave" and acted as polikd cunndlanl fix the 1991 campaign, Steve I lilhig, Beur Cooty District Allcxrtcy, San Antonio, Texas. Cotulucted political nave),reganding distriot allorrrcy race, Scplenrbff 1990. Clarence Williams, llcxar County kwiec of the Peace, San Antonkr, Texas. Cotxlucled pdilical nrrveys and acted as political cotaultanl for the 1990 campaign. SPEAKING ENGACEAWNTS, RICHARD 1,EWIS, !R. 'I exam Nercxtics Control Program Annual Cwrl'otcnce, (hlcssa,'I'oxas, Aura 5, 1995. Kcynn(e.sp cokcr regarding diversify in law enlimc:ement. State Convention of (lowtm nrd Financial Dflieers and Managers Association. Keynote xp esker, Nmcrllbct 14, 1994 in Ckxpns Christi, l'esas, Nalloxral Awrciafionof I'wchasingManagenletll, San Mlonio Chapter. Ke)mole speaker regardingmauaging inadivem cnvin tuntio, September 22, 1994. I'exa4 Nmntics Ccnunl I rogmn Anmm1 Ccxd srrror. Al lington 'T'exas, Jura I J, 1991, Keynote spocaker regarding diversity in Inv enforc enwril. texas I ead r A.smislrnd Conference, June 27, 1994. Diversily speaking cogagernenl in Auslin,'1'exas, n~ 1 vivkrsity Malical Unter, Smt Antonio. Tew, March 25, 1994. Keynote spesker for Excellent Manager Tri fining r4mion rut middle level horpiwl manngets. • Financial Wo nici Inlnrralienal, I louskxr Chapter, I lomion,'l'exas, Febtuary 26, 1993. Keynnte speakkn AN the Executive Night celcbintio n. t,oanhined Law I'.nfo ccincnl Agcnniesof'I cans Confiserrox, San Auknio,'kxas, January 27, 1993, Addnossed conferees on managennenl ufcuhnral diversity in the %koxkplace. t$ ! inancini Women hilernntionsl, Sall Antonio Cwnrercncu. PanclW, "Hrnlowennent in the Workplace." ConductodApril 1, 1992, • • Marx,I~aJkrnlFxecutivr,Ikann!(AI•Ii6)I;efucatirn200lIC'hallenpr.u'urkshap. Kcyrwlespxakc,'Iteinves(nxtl(inFfuman ' I / Capital A New Appnrach to I'.conumic Succc.4." Dehy red Rintrary 19, 1992 at Kelly Air Form Bawjcxas. 1 W ~ r M1 { APtttb1 "m Plac,o nt Olficiels of Texas conletence, San Antonio, Texas, October 10, 1991. Keynale of Public I-Aucation in the Workplace.' t Cotnbinal Lew rdoroement Agencies of Texas Conference, San Antonio, Texas, August 17, 1991. Add,-mW witimea on management of cullural diversity in the workplace, Nationsl tvff3F%f]iOCC Confacnm, San Antkxtio,'i'exao, August 9, 1991, Ad*mW confeaoa on affirmative action policy and reverse diaaiminathm. i ROUND TOP CONSULTING ASSOCIATES PROVM95 THIS INFORMATION WrM In UNDERSTANDING THAT lT WILL NOT BE DISSEMINATED TO OTHER INDIVIDUALS OR AGENCIES WITHOUT OUR EXPRESSED AND WRI tT EN CONSENT. I • I s 4> it M f t DENTON { paa oaa nQOgoo °o oo°. o 00 a o ~ 0 0 o 0 0 QO Opp T ~ O Op~~ ~ rr ~ ~~p0 F S~ ri CITY • COUNCIL 4 ~ a~ i Gi i _ t Ali ~ r OM MEMORANDUM To: Mayor & City Council Members From., Tom Klinck - Director of Human Resources Date; November 22, 1995 _ Subject: Selection of Executive Search Firm for City Manager Recruitment and Selection Based on the direction of the City Council at your November ? 21st meeting, the following executive search consultants are scheduled to be in Denton and make presentations to the Council on November 28th: 1. Jensen, Oldani, & Cooper - Jerry Oldani 2. The PAR Group - Paul Resume 3. Ralph Anderson & Associates - David Eisenlohr included with this memo is each firm's written proposal. Mr. 01dani and Mr. Resume have provided information on their firm's EEO/AA track record in their proposal, Mr. Eisenlohr will provide the information in his presentation to you on Tuesday. i At the November 28th meeting, the Council will have an f opportunity to interview the consultants prior to the closed meeting beginning at 6:15 p.m. The Conference Room in the City Manager's Office, the City Manager's Office, the Civil Defense Room, and other areas have been scheduled for your use beginning at 1:00 p.m. on November 28th. In this way you will have a private space to meet with the individuals from the firms. As indicated in discussions, based on the City Attorney's opinion, it is best that no two Council members meet with a consultant or deliberate with each other concerning the consultants prior to the item on the regular agenda. The following additional format may be followed: a. The Council may wish to contact me concerning any firm's t written proposal, and I'll attempt to answer questions, The Council members may also call the consultant, if desired, to discuss their proposal and receive other information prior to their. i b. In the meeting, each consultant be allowed 10 minutes to i present a brief overview of their firm's qualifications, their selection and placement process, and other information that the firm considers important in Council's deliberations. • • AWAI y1K A A"Ok November 22, 1996 a Memo to Mayor 8 City Council - Executive Search Consultants for City Manager Page 2 c. Council can direct questions to each consultant to obtain any other information it deems appropriate. d. Council may select the firm it considers best suited to conduct the search for a City Manager in the meeting. e. Council may consider an ordinance authorizing the Mayor to enter into a contract with the selected executive search firm. Please let me know if I can provide further information or, clarify information provided in this report. Thank you. Thomas 11. Kl inck • crosel958.tk 11/22/96 . ,irrrYIY i Ca • S'%HPDOCS\ORO\SEARCH. CM a ORDINANCE NO, , r AN ORDINANCE AUTHORIZING THE MAYOR OR IN HIS ABSENCE, THE MP.YOR PRO-TEM, TO ENTER INTO A CONTRACT BETWEEN THE CITY OF DENTON AND AN EXECUTIVE SEARCH CONSULTANT, TO ASSIST THE CITY IN SELECTING A CITY MANAGER; AUTHORIZING THE EXPENDITURE ` OF FUNDS THEREFOR; AND PROVIDING AN EFFECTIVE DATE. SECTION I. That the Mayor or in his absence, the Mayor Pro- Tem, to enter into a contract between the City of Denton and _ an executive search consultant, to assist the City in selecting a City Manager, a copy of which is attached hereto and incorporated by reference herein, SECTION IT, That the expenditure of funds as authorized in the attached contract is hereby authorized, SECTION III., That the Acting City Manager and his designee, the Director of Human Resources, and other memhers of the City staff as they deem necessary, are hereby authorized to cooperate and work with , as necessary to assure full compliance with the terms and conditions of the contract, SECTION IV, That this ordinance shall become effective immediately upon its passage and approval. PASSED AND APPROVED this the _ day of 1995, I BOB CASTLEBERRY, MAYOR ATTEST: JENNIFER WALTERS, CITY SECRETARY • BY: APPROVED AS TO LEGAL FORMc ® HERBERT L. PROUTY, CITY ATTORNEY BY,, • p Now . O r DENTON oQ ~ oo°°o°p °°°DOO ~ 00 ~ ~ °o o~ oQ Q G ~ Q D CJ ED cm c7j t. a Q Q OOO r ~ Opp ~ooaoaaao° CITY COUNCIL r • a i . i 1 _ I PROPOSAL CITY MANAGER SEARCH SERVICES CITY OF DENTON S • • , n Apr* Mp11 Ralph `Andersen & Assoclates J860 IV. Norlhwut Hwy, Suite 230 Dallas, roar 21220 (214) 956-7097 (214J 351•4471 (fax) rRa.arrwrrgwv (e-mail) October 27, 1995 PROPOSAL CITY MANAGER SEARCH SERVICES CITY OF DENTON Sacramento Galles . Newport Beach • Agenda No. Agenda Item s, 0,40 October 27, 1995 Mayor Bob Castleberry & Council Members Uo Mr. Thomas Klinck Director of Personnel City of Denton 215 E. McKinney St. Denton. TX 76201 , ,a Honorable Mayor & Council Members, Ralph Andersen & Associates is pleased to submit this proposal to assist the City of Denton with its search for a new City Manager, As the only national municipal executive search organization with offices in 'texas, we are keenly aware of the City of Denton and the importance of this search to the City Council, the community and its citizens. Ralph Andersen & Associates has earned its position as the nation's acknowledged leader in the field of municipal executive search through careful attention to client needs and an unwavering commitment to customer service. With respect to the Denton Cih" Manager search. you should know that: • No other search firm can match our record of success in Texas City Manager searches. "these past assignments include the current City Managers in Addison, Bedford, Carrollton, Coppell, College Station, Gainesville, Grand Prairie. Longview, San Antonio, Lubbock, Pampa, Rosenberg and Harlingen. In addition, we are currently completing City Manager searches for Flower r~ Mound and Cedar Park, 1"exas. t • Our proposed search team has conducted numerous high visibility searches for major national cities, including the current City Managers in Cincinnati, Ohio and Des Moines, lowa, ; P • ■ Our search experience includes other high profile assignments in Texas including the past two searches for a Dallas Police Chief, the Dallas Area • O Rapid Transit Executive Director and General Counsel, and Assistant City Manager, Transportation Director and the current search for a Director of Public Works for the City of Carrollton. We have recently conducted the search for a new Human Resources Director for Fort Worth. Q 0 • • E 1. Agana pA^,an Mayor and City Council City of Denton City \Ianagcr Search Proposal Page t ■ Ralph Andersen & Associates authored both the International City Manage- meet Associatio,t's and the Texas City Management Association's guidebook on the recruitment and selection of City Managers and other top municipal , management staff. ■ We at Ralph Andersen & Associates commit to each client that we serve to timely perform the work for which we are contracted. Of course, any search firm can assert leadership and superiority. At Ralph Andersen Associates, we understand that the most powerful proof of our claims comes from satisfied clients, clients such as the City of Denton. We strongly urge you to contact any of our past clients to verify the singular quality of our services and our staff. We are confident that a careful review of our proposal, coupled with a thorough evaluation of our executive search track record, will establish Ralph Andersen & Associates as the clear choice to assist you in your search for a new City Manager. We appreciate the opportunity to prepare this proposal and look forward to working with the City of Denton. Should you have any questions or require additional information, please feel free to call David Eisenlohr in onr Dallas office, 3860 W, Northwest Hwy„ Suite 230, Dallas, TX 75220, (214) 956.7097, Our new Internet home page can be found at hapArampuges,vnramp.ner/-raa. Our e-mail address is rrae"otramp.net. Respectfully submitted, Ralph Andersen & Associates • o • c~ • ApMdt Na. Aomb hem EXECUTIVE Us SUMMARY ~s Objectives a To identify, recruit and employ a proven municipal executive to lead the Denton organization into the 21st Century. i' ■ To provide comprehensive support and advice to the City Council with respect to the City Manager search. ■ To aggressively invite, solicit and support the participation of I quatified minority and female applicants for the position. ■ To conduct the City Manager search in a highly professional, open and responsive fashion. Approach A [cam of senior, highly competent executive recruiters, providing coast-to-coast coverage, using creativt techniques and a compre- heasi,re search strategy, will assist the City Council in defining the position, identifying outstanding candidates, and evaluating their suitability for the position. The search process will be craracterized by its thoroughness, the superior quality of its communication plan, and respect for the confidentiality of clients, candidates and sources. y Recruitment Program • 0 Define the position • Plan and execute advertising campaign ■ Apply new technologies ■ Aggressively identify outstanding candidates f` a Market the Denton city organization ■ Carefully screen all applicants • ■ Personally interview likely finalists • e ■ Conduct rigorous background checks ■ Facilitate Council selection processes ■ Assist in final negotiations ■ Complete all correspondence ■ Maintain client and candidate communication. i r 0 A • . tl c', ,,aA g ---w-° Sch a f, . c ;:.a II recruitment tasks wit' tin 90 days of initial meetings. € acilitate appointment of a new City' iry Manager by February, 1996, Fees d Expenses ■ Fixed professional fee of $13,500. • Reimbursement of actual, out-of-pocket expenses • Finalist travel expenses reimbursed directly by the city. Ralph Andersen d Associates • Nation's oldest, best-known municipal executive search firm + Only national municipal search specialists in Texas • 23 years of growth and success • Hundreds of related searches • Immediate availability • On.lualed professional and support staff. e 1 J 11 • r~ f i mtknda agenda If!m TABLE OF ~ CONTENTS EXECUTIVE SUMMARY i SECTION 1-THE SEARS Objectives & Approach [-i Search Program i•,3 Service Options 119 Project Budget & Timing 1.11 SECTION 11-THE FIRM Ralph Andersen & Associates 11.1 Executive Search Staff 11.3 Experience & Client References 11.17 APPENDICES Appendix A-Sample Recruitment Profile A-I Appendix B-Sample Recruitment Brochure B-1 Appendix C-Scarch Client List C-1 F • • 41' 'f • e H ~denda 110.. t 1 4oertla Iter~ - . _ SECTION I THE SEARCH e e ~ • e • aDenda fro. Au qd~ Item`- OBJECTIVES & APPROACH R Every search assignment we accept is unique, lust as no two communities are identical, no two organizations have the same priorities, resources and expectations. Ralph Andersen & Associates recognizes the importance of isolating and identifying each client's uniqueness and using it to the greatest advantage in the search. To that end, we have established specific objectives for the recruitment process and have refined an approach to executive search that has s served our clients well for 23 years. Objectives As depicted in the conceptual flow chart below, the recruitment program we utilize will meet the following broad objectives: I • DeJtnition of the crucial per- sonal and professional char- acteristics required of the _ next Denton City Manager • Identification and direct re- cruitment of candidates who EE -J possess skills, abilities and i personal traits sought by the Council ~r 1 1 • Investigation of the profes- sional background and perfor- mance of top candidates l through detailed reference checks on each recommended f - f finalist • Evaluation of top candidates ® through personal interviews and other screening techniques to ensure the best group of finalist candidates J ■ Presentation of the best group of candidates for final consid• eration and evaluation by the City Council. -I cj • Approach p t alph Andersen & Associates has earned its leadership position in E e municipal executive search industry through commitment to client service. Leadership and commitment are evident in every aspect of every search assignment we accept. While the techniques and processes employed by other recruiting firms may appear to be similar to ours, there are Important differences, Ralph Andersen & Associates employs a singularly successful approach to the executive search process, relying on five fundamental elements; f Assignment of competent, senior, and highly experienced recruiters to each search engagement. Ralph Andersen & Associates' executive search professionals are, quite simply, the best in the business, a Development of creative strategies for each and every search. Each search assignment undertaken by Ralph Andersen & Associates begins with a fresh approach and is custom tailored to the special needs of the client. m Provision of comprehensive service and support to our clients and candidates. When Ralph Andersen & Associates is retained to conduct an executive search assignment, we assume total responsibility for the process until the position is successfully tilled a Assurance of confidential treatment of our contacts with can- didates, sources, and references, consistent with public disclosure and open records requirements ■ Attention to co.,nmanleatlon with all involved parties throughout the search process. Ralph Andersen & Associates incorporates a superior communication program into every search u,e conduct. l I Our recruitment approach effectively blends these ingredients to ensure the successful conclusion of every search. 1.2 - w • I, F= SEARCH PROGRAM Dealon daenvs and expeetr a lop-fl4hl leader to assume the City Manager's post. Indeed, selection of the next City Manager is one of the most important responsibilities the elected officials of Denton will face. To ensure that the best possible candidates are identified, attracted and evaluated by the City Council, Ralph Andersen & Associates will execute a structured, carefully conceived recruitment and marketing program. That program is graphically depicted below and is described in detail in this section of the proposal, THE RECRUITMENT PROCESS a tom.'"'. Yl.w+. ar. t..urY tr.,.Yl ttnr.Yr r Y11M (r.YrY Rrwl fP,lltr (h(r41. (rYq 4V1r(r ILYilrn YlrYr t l•3 • is The re uitment program combines careful definition of the position, i aggros ve recruitment, active marketing of the organization and ity, and rigorous applicant evaluation to produce a premier candidate pool. The several steps involved in that effort are described below and on the following pages. K: t, Task l-Cooduct position analysis The search team will meet with the Mayor and individually with eacht member of the City Council, the outgoing City Manager Lloyd Harrell, senior staff members and others in the organization and community as appropriate. The purpose of these meetings will be to identify specific issues, interests and conl:ems relative to the recruitment, and to review a variety of background material. This review will encompass organizational goals and objectives, budgets' and financial condition, and municipal structure and staffing. Careful attention will be focused on identifying the particular strengths, t abilities, and skills (hat will be required for success in the City Manager's position. The recruitment team will also review suggestions and provide leadership regarding: ■ Scope of recruitment (National, Regional, Statewide) ■ Project schedule • Advertising procedures and sources D Compensation. i From this process, a sct of recruitment criteria, serving as a profile of the "ideal" candidate, will be developed, documented in writing and presented to the Council for formal approval. This profile will guide all subsequent recruitment activities. A sample recruitment profile from a recent City Manager search is included in the appendices. • Task 2-Plan and execute advertising campaign Rated on direction established in Task 1, an advertising campaign will be developed to reach the targeted audience, Announcements and display advertising will be placed in a variety of professional publications, newsletters and other appropriate print media. Effective • advertising helps ensure an open and competitive process and obtains O • maximum exposure of the career opportunity for qualified candidates. 1.4 O O l • r.~ e Dart . i; As of June of this year, Ralph Andersen & As crates will also make recruitment notices available over the Internet through our World Wide Web page (htip://rampages.onramp.net/-raa). 'Cask S---Undertake candidate sourcing and outreach S This task is the primary focus of the recruitment effort. Ralph Andersen & Associates is recognized nationally for performing comprehensive candidate identification activities, including: ■ Developing a customized list of potential candidates through direct personal contact with recognized leaders in the city management profession r: ■ Aggressive marketing of the client organization to secure interest and applications for the position from outstanding candidates j • Prompt and professional response to all inquiries regarding the job opportunity. The firm has received industrywide recognition for its development of superior quality, personalized invitation materials for potential candidates. The professionally produced brochure and supporting correspondence provides detailed descriptions of the community, organization and position. The invitation packet is reinforced with personal contact with the potential candidates to fully review the position and sell them on the career opportunity. A sample invitation brochure can be found in the appendices, 1 'rask 4--Acknowledge and screen resumes Afl resumes received wild be promptly acknowledged in writing. After the deadline, we will review, analyze and compare each resume to assess the background and experience of each applicant in light of • I the identified needs of the City of Denton. Those candidates whose expcrience and oualitications most clemiy meet the recruitment criteria will be subjected to preliminary reference checks. "rask 5--Perform preliminary reference checks Based upon the firm's knowledge of the industry and relying on our extensive network of personal and professional contacts, we will conduct preliminary reference checks on qualified candidates to identify a limited group for screening interview: with the search team. i'. I•~ • sRry • rN f4 ^".CA 6-Conduct screening Inten,lews witb potential finalists Upon completion of reference checks, we will conduct face-to-face J interviews with a select group of applicants most closely fitting the recruitment profile. At this point, we will determine whether or not the potential for a mutually productive "match" exists between the candidate and the City of Denton. We will also assess the can- didate's true degree of interest in the position, a` Task 7---Complete detailed professional background evaluations After the screening interviews are completed, a list of i' potential finalists is developed, Each candidate is subject to thorough professional background checks. T'he search team will personally contact references provided by candidates, as well as others in a position to objecdvety evaluate the applicant in terms of Denton's needs and priorities. H'e emphasize the confidentiality of these conversations to help ensure candid appraisals. In addition, the specific educational credentials, licenses, and professional experience of each potential finalist will be verified, Task S-Prepare and present recruitment briefing Based upon the results of all preceding tasks, including resume reviews, background checks and preliminary interviews, a recom- mended list of finalists and alternates for the Denton City Manager 1 position will be compiled. We will conduct an in-depth briefing for the Council covering for each of the recommended finalist candi- fI dates: ■ Present position (scope and size) ■ Total years related experience • Base salary and significant fringe benefits • Educational background a Previous positions held. • The briefing will also include information on the candidates' current organization/employer, notable projects and achievements, manage- ment style, personal characteristics and interests, and professional goals. The results of the background checks will be included in summary form, 'rhe reports will he reviewed as part of a compre- ® hensive briefing on results of the recruitment process. • 0 A small group of 5.6 finalists will be recommended for interview with the Mayor and City Council. "rhe full Council will make the 1.6 0 1 i AO~i ftMt final decision on which and how many candi lose viewed. In addition to the names of the reco a ista and alternates, a listing of all those who applied will also be provided. Task 9--Coordinale and confirm final interview arrangements Once the list of finalist candidates has been confirmed, the search team will contact each finalist to arrange and schedule personal interviews with the City Council. To assist in the interview process, we will prepare and submit an Interview Booklet for the City Manager recruitment, containing background and experience summaries, suggested interview questions and candidate rating forms. Task 10-Provide final Interview assistance Ralph Andersen & Associates will be present for the final interviews as a resource to the candidates and the Council. Our role in this process is to facilitate-not influence---the decision process. Upon request, we will assist in negotiating a complete compensation package with the successful candidate. Task 11-Complete follow-up correspondence Upon the successful conclusion of the search, Ralph Andersen & Associates will notify all applicants of their status, We will prepare personalized letters for the finalists advising them of the selection decision and thanking them for their interest and participation. Completion of the search program will result in the appointment of a highly qualified City Manager with the specific background, skills and abilities needed by the City, of Denton today. . 1.7 is • SERVICE AWA A"WJ Rem DM_ OPTIONS 4 Relmt.zg on the partiamlar needs of our clients, Ralph Andersen can provide supplemental services beyond our usual recruitment program. As a multi-specialty local government management consulting firm, we have the depth of experience and expertise to provide comprehensive organizational and operational support to our clients. A very wide range of optional services are available. Some of those services most often "bundled" with an executive search are the followings ■ Management transition planning ■ Succession planning ■ Council/Manager goal setting • Psychological screening a Salary surveys and job classification analysis. I Management Transition Planning As a full service consulting organization, we are often able to help our clients with organization and management analysis as a part of a management transition, Transition studies are conducted concur- rently with the recruitment and focus on the identification of opportu- nities to improve organizational efficiency and effectiveness through clarification of structure, reporting relationships, internal eommunica- lion systems, and general management processes, systems, and procedures. The conduct of a transition study results in the develop- - meet of an organizational "blueprint" for the new City Manager and Council to work from, Succession Planning Succession planning involves a careful assessment of the skills and • abilities of managers within iix organization and design of manage- • • men( development programs to ensure the long term continuity of the organization's professional leadership. Succession planning can help I assure that when future management transitions occur, there are identified individuals who are fully prepared to accept new and I9 • b 1 ~ . lttr esponsibilities within the organization. Succession planning --M m ;IRq,o1n t only focus on the chief executive level of the organization, b !t F y be applied with equally positive results in individual ents. CouncillMlanager Goal Setting Sessions Goal-setting sessions are an excellent method for those making the hiring decision to identify their expectations for the candidate selected for the position to accomplish at various benchmarks; e.g., 90 days, 6 months, I year. The sessions are typically half or full-day sessions (pre or post recruitment) conducted by our staff and result in a w i"fn report containing the goals and objectives set during the process. Psychological Screening Psychological evaluations of the top two to three finalists by a qualified clinical psychologist can be arranged. The evaluations are conducted individually with each candidate and the client is provided with an in-depth report as to the person's management style, value system. decision making process, and comparison of styles with the client. Salary Surveys and Job Classification Analysis Salary surveys and job classification analysis are important pre. recruitment considerations to assure the salary is competitive and that specific duties and responsibilities for the position are clearly defined. We can conduct salary surveys and revise or prepare job specifica- tions. More detailed information regarding the optional services for executive recruitments provided by Ralph Andersen & Associates is available upon request. I i•10 o • • t PROJECT BUDGET & TIMING Cost and sekedode are taro vital tvasIdereliant in the decision to select a professional search organization. Even so, the Important difference between price and value must be carefully weighed. Ralph Andersen & Associates' pledge to all of our ellents is to deliver nothing short of the finest value available In municipal executive search. The specifics of our planned project schedule and budget are presented in this section of the proposal. Project Schedule Ralph Andersen & Associates recognizes the critical importance of this search to the City of Denton and is prepared to proceed immcdi- ately upon notification of our selection. We anticipate that finalists can be confirmed with 90 days of our initial meetings with the City Council, A typical recruitment timeline is displayed below. RECRUITMENT TIMELINE Week 1 0 J / 6 e 1 a e 10 11 1T --t-i }---f-+ { -1--t + Posilion analysis Advertising campaign Candidate outreach Resume review/evaluation tll• Preliminary reference checks III • Screening Interviews r Detailed background investigation Recruilment report/briefing Client/flnallst interviews Find interview support tB Follow-up correspondence • I~l l T ; t t'.j I ; I 1. iI I I x C ,.r t9' i pt d November start, appo+ntment of a new City Manager Ffbtusry reasonable. fees a Eicpenses Professional fees for tho Denton City Manager search will total the fixed amount of $13,500. In addition to this fixed professional service fee, the City of Denton will be responsible for reimbursement of actual out-of-pocket expenses for items such as travel and per diem, printiag, postage, clerical services, and long4stance telephone charges. Expenses are variable, based primarily on air fares and the amount of consultant travel necessary to condtkt candidate evaluation interviews. Travel costs are directly related to the scope of the recruitment - statewide, regional, or national. For a recruitment of the size and scope necessary to effectively fill the City of Denton City Manager position, expenses in the $4,000 5600 should be anticipated. Candidate travel expenses for the final interview and selection process are not included in this estimate and would be directly reimburso:d to the candidates by the City of Denton, Guarantee Ralph Andersen & Associates offers the industry standard guarantee on our search services. If, within a period of one year appointment, the new City Manager resigns or is dismissed for cause, we will complete another search for direct expenses only and without charge for professional services. f b ~ • ,tit t 1.12 ;1 i . AWA k t4twa mm SECTION II THE FIRM I' 4> • " RALPH ANDERSEN AtleAdA genda Item it & ASSOCIATES Ralph Andersen & Associates has been providing practical, respon- sive executive search and management consulting. services to the local public sector and related industries since 1972, With each new assignment, we em our reputation as the nation's premier local government consulting organization. Overview of the Firm Ralph Andersen & Associ- ates serves a nationwide clientele through offices in Dallas, Texas and Sacra- mento and Newport Beach, California. A multi-disci- plined, full-service local govemmeny consulting or. ganization, Ralph Andersen & Associates is dedicated to helping our clients improv,- operating efficiency and organizational effectiveness. Our national staff of professionals and support staff includes acknowledged leaders in their respective fields. Supplementing their extensive consulting backgrounds, our senior staff all have personal, hands-on executive experience in the operation of public agencies and private businesses. They have been assigned to conduct nation-wide r searches for virtually every type of municipal govemment executive • and have been called upon to examine all aspects of local govemment operations and municipal finance in organizadons of every size. The Dallas office of Ralph Andersen & Associates is a full-service regional office of the firm, supporting local public agencies and associated industries throughout the southem and midwestem United It 0 States. The major services of the firm are briefly profiled below. ' 11-I t► 0 • c,. • 4 P Executive Search The quality of an organization's lecdership is the single most impor- I tant determinate of its success. Ralph Andersen & Associates' executive search consultants are adept at helping clients identify and select the right person for the right job at the right time. Our thorough search process begins with a careful assessment of the client's needs, proceeds through an extensive recruitment program, and concludes with the referral of a top quality candidate field. Executive search assignments span the entire range of executive, managerial, professional and technical positions. The firm's search services are characterized by competence, creativity and compre• hensiveness and each assignment is treated with confidentiality and sensitivity. Every recruitment we undertake is supported by a thorough program of ongoing client and candidate communications. Our executive search staff are all full-time, senior level members of the firm, each with extensive management background as top level executives in public and private organizations. Recruitments are typically assigned to a team of professional staff, with one senior member serving as the ongoing liaison with the client. Additionally, each project team is supported by the firm's full resources. Resource Management Our clients use the results of resource management studies to make a multitude of day-to-day operating and financial decisions. They do so with the confidence that the analysis is thorough, the results are accurate and the recommendations are technically sound, Resource management assignments include a full range of organization and management evaluations, productivity improvement studies, fiscal and economic lrnpact ssessments, revenue enhancement programs and j systems and procedures reviews. J • Personnel Management Employees are any organization's most important asset. They are also one of your most significant cost items. Ralph Andersen & Associates offers comprehensive personnel management services including the design and installation of job evaluation systems and ® pay plans, development of management compensation programs, the • analysis of benefit plans, preparation of policies and procedures, and the installation of employee performance appraisal systents. The firm also designs and administers assessment centers for both selection and management development, Our consulting process emphasizes 11.2 • a • AWAI W Asada No. meaningful employee involvement, conse technical training of client staff. Training 6 Development Ralph Andersen & Associates offers focused, practical training and development programs designed to improve skills and enhartce productivity. Seminars, which range from one to three days, cover the full spectrum of contemporary management topics. Classes are limited in size to permit close interaction between inctmctort and participants. All rely heavily on real world case study techtdques. Custom designed, on-site training is also available. i • I1.3 ca • I, Aoenda Item Halt EXECUTIVE SEARCH ; } STAFF G Search corrsultaatr, not search Jlrtres, 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 related to the disciplines of local government management and executive search. Only senior members of Ralph Andersen & Associates' staff are assigned to search assignments, ensuring that their broad experience and knowledge of the industry is brought to bear on our clients' behalf. t Because of the importance of this assignment to the City of Denton and to Ralph Andersen & Associates, Mr. David W. Eisenlohr, Senior Vice President and manager of the firm's Dallas office, will be assigned to lead the City Manager search effort. Mr. Eisenlohr has assisted numerous cities and counties in the recruitment of lop level executives and will work personally with the Denton Mayor and City Council. Working with Mr. Eisenlohr in Dallas will be Mr. Chuck Rohre, Senior Consultant and Ms. Diana Lee, Administrative Assistant. The entire search team will be assisted by other members of the firm's executive search staff and by the significant resources of Ralph Andersen & Associates. Mr. Eisenlohr's current search projects that could coincide with the Denton City Manager recruitment include the following searches: ■ City Manager— Kearney, Nebraska a Police Chief--Norman, Oklahoma • a Director of Public Works— C'arrolI ton, Texas M Director of Administration & Finance.-Sarasota-Manatee Airport Authority, Florida. Resume profiles of Mr, Eisenlohr, Mr. Rohn and Ms. Lee, along with the other members of our executive search practice, can be a found on the following pages, A • 11.5 • Q% s yMr/slAl,.....+~• i David W. Eisenlohr y Senior Vice President i t• Mr. ,Eisenlobr is a Senior Vice President of Ralph Andersen & s Associates, is a member of the firm's Board of Directors, and manages the firm's Dallas office. He has nine years of experience with the firm and is assigned project management and consulting responsibilities for a broad range of executive search, organization analysis, public finance, and personnel management assignments, Mr. Eisenlohr's professional background encompasas sixteen years of r consulting and management experience in both public and private a organizations. Since joining Ralph Andersen & Associates, Mr. Eisenlohr has led and participated in numerous major executive search assignments. He is also responsible for the development of Ralph Andersen & s Associates' approach Ic; the performance of organization climate assessments and has conducted training seminars on a wide variety of public management topics, He is frequently called to address professional conferences and groups on the topic of public sector career development and executive search. Representative current and past search project experiences include, • Project management responsibility for City Manager search assignments for the cities of Carrollton, Bedford, Coppell, Bryan, Gainesville, Grand Prairie, Harlingen, and Pampa, Texas; Des J Moines, Iowa; Dodge City, Kansas; Cincinnati, Ohio; and Clayton and Liberty, Missouri. a Current searches for the City Manager in Cedar Park, Texas and Kearney, Nebraska; Town Manager of Flower Mound, Texas; Public Works Director for Carrollton, Texas; Executive Director and Director of Finance and Administration for the Sarasota Manatee Airport Authority, Florida; and Director of Human Resources for Fort Worth, "texas. ■ Two assignments involving the recruitment of the past City Manager for the City of Longview, along with its recent search. • O J e Lead recruitment responsibilities on several past search assign- ments for the City of Carrollton including the positions of City Manager, Building Official, Fleet Manager, City Engineer, 11.7 • • Transportation Director, Assistant City Manager and Police Chief. ■ Completed the firm's assignment to recruit the two most recent Police Chiefs searches for the City of Dallas, ■ Recruited City Managers and top-level professionals for many Texas city governments including San Antonio, Plano, Highland Park, Grand Prairie, West University Place, and Friendswood, ■ Lead recruiter on recent City Manager searches for the cities of Clayton and Liberty, Missouri and Cincinnati, Ohio, • Recruitment of both a General Manager and General Counsel for the El Paso, Texas Water Utilities Public Service Board; Executive Director and General Counsel for Dallas Area Rapid Transit; and General Manager for the Guadalupe-Blanco River Authority. In addition to his work as an executive recruiter, Mr. Eiseniohr has extensive management consulting background in local government, He has worked with local governments in Texas, Oklahoma, Florida, Illinois, Oklahoma, North Carolina, California, Mississippi, Nebraska and Alabama on an array of organizationai and operational issues. Prior to joining Ralph Andersen & Associates, Mr. Eisenloh2 held several staff and senior level analytical positions with the City of San Antonio, Texas; served as Assistant City Manager in Grand Prairie, Texas; and managed local government affairs for a large lard development company. He holds a Bachelor's degree in political science from Texas A&M University and a Master of Public Administration from the University of Kansas. i II•B tai i w Charles Rohre Senior Consultant Mr, Rohn is a Senior Consultant with the Dallas office of Ralph t Andersen & Associates and provides specific expertise in executive search engagements and organizational management related projects. He has over twenty years experience as a law enforcement profes- sional, consultant and educator. In addition to his consulting work with Ralph Andersen & Associates, Mr. Rohre served as the Law Enforcement Technical Assistance Program Coordinator for the Southwestern Law Enforcement Institute in Dallas, Texas. Mr. Rohre will assist with candidate identification and candidate interview and will have primary responsibility for the reference/background checks and a number of technical tasks during the Denton search project. In his consulting capacity with Ralph Andersen & Associates, Mr, Rohre has conducted extensive candidate identification and scorning processes as well as reference and background checks on numerous executive recruitments including: a City Managers for the Texas communities of Bedford, Cedar Park, Coppell, Flower Mound, Gainesville, Grand Prairie, Harlingen, Longview, Lubbock, and Pampa, ■ City Managers for Cincinnati, Ohio, Des Moines, Iowa, Deerfield Beach, Florida, and Dodge City, Kansas. ■ Police Chiefs for Evanston, Illinois, and Dallas, Texas. ■ Executive Director and a General Counsel for the Dallas Area Rapid "Transit Authority. a General Manager for the Guadalupe Blanco River Authority, s Seguin, Texas. ■ Served as a police officer, field training officer, supervisor and watch commander for the Dallas Police Department. • Served as Crime Analysis Unit Commander and Commander of the Planning and Research Unit of the Dallas Police Department. 11.9 i 0 O I. W f ..gyn..... .a.ea.~w.~. t Wf OfOCA, Served as Director of Public Safety for the Town of Highlano Park, Texas, which required the management and direction of both the police and fire services and operations of the municipal- ity. • Served as Chief of Police in the rapidly growing community of Plano, Texas, whose department is considered one of the leaders in service oriented, community based policing, Mr. Rohre has graduated from the Southwestern Law Enforcement Institute's police supervision and management programs, and the Federal Bureau of Investigation Academy's Law Enforcement Executive Development Program. He holds a,Ba<,helors degree from Abilene Christian University and a Masters' degree from Abilene Christian University at Dallas. O~ { i 11.10 F t 1 1 rF ♦ > 15 11'x, Zf .x„ • • r` f, Awad~ Mo. AgeMf~ ttrn Diana Lee n'_v...._ Administrative Assistant ' NL Lee is an Administrative Assistant for Ralph Andersen & } Associates. Since joining the firm in 1466, she has worked exten- sively with clients in both the public and private sectors in all of the i.; firm's areas of service. In addition to directing the overall adminis- trative activities of the Dallas office, Ms. Lee is involved in the firm's executive recruitment practice area, Ms, Lee's experience and expertise include the implementation of targeted recruitment advertising campaigns, customized candidate I sourcing, interviews and reference inquiries, Her skills include administrative research and analysis, coordination of multiple project assignments and development of recruitment profiles, advertising, brochures and informational materials. Ms. Lee has assisted in numerous executive search and related assignments during her nine year tenure with the firm. Represenia- tive of her past and present assignments are the following, • Project staff support, including background screening, on City Manager recruitments for the cities of Carrollton, College Station, Coppell, Pampa, and Woodway, Texas, • Development of brochures for several current recruiting assign- ments including the Director of Human Resources for the City of Fort Worth, Texas; Facilities Manager for the Glenbard Wastewater Authority; and Executive Director and Director of Finance recruitments for the Sarasota-Manatee, Florida Airport Authority. • ■ Development and implementation of advertising campaigns for City Manager recruitments for Cedar Park, Pampa, Woodway, and Flower Mound, Texas; Des Moines, Iowa; and Deerfield Beach, Florida, i 01) a Degree and credit verifications for City Manager searches for i Des Moines, Iowa which included the arrangement of specialized • profile testing for fmalist candidates. Prior to joining Ralph Andersen & Associates, Ms, Lee managed the support functions for a large construction firm. She also served as II.11 oM rY.ns~A w. r", ~L,MA Executive Assistant to the Chief Civil Deputy for the Dallas County Sheriff's Department, J 11.12 I . • 1- c> r, A9"a tram Clayton E. Brown, President/CEO sy t Nt. Brown is PresidenUCEO of Ralph Andersen & Associates. Since joining the firm in 1980, he has worked extensively with clients in both the public and private sectors in all of the firm's areas of service. In addition to directing the over;di activities of the firm, t Mr. Brown is involved in significant resulting assignments in the areas of executive recruitmen" r1 d and management, and r human resource manager, Mr, Brown has a diversity or uu:.. ,..p ai management experience gained over more than h~enty y< working directly in local government and as a consultant, fie has conducted executive search assignments for local agencies, examples of which are listed below: f a Pro~nct Manager and lead recruiter for the recruitment of a City Manager for the cities of Fremont, Lodi and Pleasanton, Califor- nia. ■ Project Manager and lead recruiter for several executive level positions including City Manager for the City of Newport Beach, California, ■ Project Manager and lead recruiter for the City of Phoenix, Arizona Planning Director search. a Project Manager and lead recruiter for the General Manager of the Sacramento Regional Transit District, California. a Project Manager and lead recruiter for the Executive Director of the San Francisco, California Redevelopment Agency. a Project Manager for the recent Executive Director for the California Schools Insurance Authority. z ■ Project Manager for several recruitments for the Alameda-Contra • Costa Transit District (Oakland, California). This experience as an executive recruiter for Ralph Andersen & Associates is supported by broad based management consulting and administrative experience. Mr. Brown has conducted organization and management studies in all areas of municipal goverment services, ll•t3 i ► a~ .w_a ixa d llustratq he has conducted management audits of public works 4 l operations; water and waste water field services; parks, grounds aA landscape maintenance; building maintenance; transportation mamtenarice; and erigineoring operations. As a local government manager and executive, Mr. Brown has had direct operational management experience for both field and administrative services, His cxpcHence in field services includes management of buildings, grounds, and flat maintenance and his experience in administrative management includes finance, purchasing, personnel, property management, and budget, W Brown worked directly in local government for more than ten years. He served in administrative, management, and executive positions for the cities of Austin, Texas; Phoenix, Arizona; and Palo Alto and Pleasanton, California, In Pleasanton he served as City Manager. Mr. Brown received his Bachelor's Degree from the University of North Dakota and his Master's Degree from the University of Texas at Austin. y i i 11.14 , . • • Aot!rtdi fb, i's' t i Joseph P. Hinsberg Vice President } Mr. Hinsberg is a Vice President with Ralph Andersen & Associates and has more than twelve years of experience in local government management and consulting. While he is experienced in all of the firm's areas of service, the focus of his work with the firm is primarily in the areas of executive recruitment and management and organization consulting projects, Mr. Hinsberg has participated in the recruitment of city managers, special district managers, finance personnel, public safety managers and public works employees. Prior to joining Ralph Andersen & Associates, Mr. Hinsberg worked directly in local government. lic worked for the California Cities of Torrance, Simi Valley, Thousand Oaks, and for Lincoln where he served as city manager. In addition to being familiar with the full range of services provided by local govemment, he has directed a wide range of activities involving police services and public safety management. These Include: ■ Lead consultant for City Manager positions in Avalon and Upland, California { • Project management responsibility for various recruitments for the City of Grover Beach, California including City Manager and Police Chief ■ Project Manager on various recruitments for the City of San Bernardino, California ■ I-cad consultant for various recruitments conducted for the City • of Folsom, California. Mr, Hinsberg earned his bachelor's and master's degrees in public administration from Loyola Marymount University, Los Angeles. 1115 • • Aprib No. A" ttem CLIENT REFERENCES we are proud of our record of success at Ralph Andersen & Associates. As the leading public sector search Ptrm in the nation, we strongly encourage you to contact previous clients to verify the quality of our work, our staff and our results, lust a cursory review of the listing of our past search assignments, in the appendix will reveal the extent of our background and experience, References from recent and current search assignments include: I, • Client: City of Longview, TX Position: City Manager Contact: Mr, I. J. Patterson, Mayor or Ms. Kay Wilkenson, Personnel Manager 119 W, Tyler, 2nd Floor Longview, TX 75601 ® (903) 237.1206 11.17 • • z • - Elk V Dallas Area Rapid Transit Authority, TX . rP17! n: Executive Director & General Counsel 7 ;.t: Ms. Kathy Ingle, Former Chairman of the Board Dallas Area Rapid Transit Authority 1401 Pacific Street Dallas, Texas 75202 (214) 749.3347 Client: City of Bedford, TX Position: City Manager Contact: Mr. Rick Hum Mayor or Mr. Chuck Barnett, Assistant City Manager 2000 Forest Ridge Dr. Bedford, TX 76021 (817) 952-2100 Client: City of Bryan, TX Position: City Manager Contact: Mayor Lonnie Stabler City of Bryan 300 S. Texas Avenue Bryan, Texas 77803 (409) 361.3600 Client: City of Carrollton, TX Position: City Manager, Assistant City Manager, Police Chief, Public Works Director Contact: Mr. Dan Johnson, City Manager City of Carrollton 1945 Jackson Road Carrollton, Texas 75006 (214) 466.3000 • Client: City of San Antonio, TX Position: City Manager Contact: Ms. Terry Brcchtel, Director of Management Services City of San Antonio 100 Military Plaza San Antonio, Texas 78205 • (210) 299.8360 • e Il•l8 • f • • Client, City of Coppell, TX - Position: City Manager Andat* Contact: Mr. Jim Witt, City Manager Ag"da ttem.----~-""-'y City of Coppell 255 Parkway Boulevard Coppell, Texas 75019 (214) 462-0022 Client: City of Harlingen, TX Position: City Manager Contact: Dr. James Rowe, Commission Member, Head of Search Committee City of Harlingen 118 East Tyler Harlingen, 'Texas 78550 (512) 427.8800 Client: City of Grand Prairie, TX Position: City Manager Contacts Ms. Terri Jackson, Council Member City of Grand Prairie 317 College Grand Prairie, Texas 75050 (214) 660.8000 Client: City of Clayton, MO Position: City Manager Contact: Alderman Dean Wolfe The May Department Stores 611 Olive Street St. Louis, Missouri 63101 (314) 342.6563 • Client: City of Liberty, MO Position: City Administrator Contact: Mr. Gary Jackson City of Liberty 101 East Kansas ® Liberty, Missouri 64068 , (816) 781.7100 11.19 0 Client: City of Friendswood, TX os oo: City Manager n act: Former Mayor Paul Schrader City of Friendswood 109 Willowick Avenue Friendswood, Texas 77546.3898 (713) 482.3323 Client: City of West University Place, TX Position: City Manager Contact: Former Mayor Laura C. Higley City of West University Place 3800 University Boulevard Houston, Texas 77005 (713) 668-4441 Client: Guadalupe-Blanco River Authority, TX Position: General Manager Contact: Vice-Chairman William Blackwell Guadalupe-Blanco River Authority Post Office Box 511 Cuero, Texas 77954 (512) 275.5714 Other Texas recruitment clients include: ■ City of Alvin ■ City of Kingsville j a City of Arlington ■ City of La Porte ■ City of Austin ■ City of Lubbock J ■ City of 63 Paso ■ City of Plano a Town of Flower ■ City of Seguin Mound a City of Spearman ■ City of Garland ■ City of Woodway ■ Town of Highland ■ Tarrant Appraisal 0 Park District ■ City of Kerrville ■ Texas Municipal Power Agency A 0 • ~ r j~ i1.20 I w o ' • APR& lie. Ag"da Hem APPENDICES 0 • AWdl No. ' Awda Itam Appendix A ~f~.... Sample Recruitment Profile p • • I A-1 • I w 0 AQenda No. Agenda Item CIIY MMAGE CIIYQF-UDFO L Recruitment Profile SUMMARY The City Council of the City of Bedford is seeking an experienced, cost-conscious and results-oriented administrator to assume the position of City Manager, The successful applicant will: , r • Bring to the city a strong, proven record of cost-conscious management. ~ • Have outstanding financial management abilities. • Have the ability to delegate authority and responsibility to subordinate staff, while maintaining appropriate levels of control and accountability. • Be oriented to efficiency, productivity end quality in the delivery of services. • Have a flexible, open-minded and accessible management style • Be outgoing, friendly and approachable and not feel threatened by high levels of interaction between elected officials, city staff and the general public. • Be open to all segments and interests within the Bedford community. EDU CATION A majority of the Bedford City Council consider demonstrated, successful and progressively responsible management experience to be more important than formal education. However, the successful candidate should hold a Bachelor's degree in public administration, business administration or other field closely related to management, A Master's degree in a related field is desirable, though not essential. EXPERIENCE ® Ten years progressively responsible managerial and administrative experience in O O private industry and/or municipal management is required, including experience as a City Manager, Chief Executive Officer or similar senior executive management position in an organization of similar size and complexity. Experience as an Assistant City Manager, Deputy City Manager, including significant, direct line management responsibility in a larger organization may be considered qualifying, as may comparable managerial experience in private enterprise. r~ e p i d e a I I to • i Mends No. , (Wy of 8rdjord Apeade Hem - - CityM11anager Recimlimms Profit Page 2 r The City Council is seeking a City Manager with executive qualities of the highest order and will require direct, personal accountability for the performance and results of the organization. In that regard, the successful candidate will have a diverse, general background in organization and management, with a proven record of success in financial management, productivity enhancement, cost-cutting and Ore-engineering." Familiarity with all aspecu of municipal government operations and service delivery will be very helpful, including police, Fire, engineering, streets and sanitation, water 'J and sewer, planning and community development, code enforcement, and parks and recreation. A strong track record of managerial innovation and creativity, including the application of current management concepts is sought, Exceptional general administrative experience is necessary, including financial planning and management, budget preparation and administration, human resources administration, data processing and risk management. EM ONAL CHARACTERISTICS The next Bedford City Manager should be approachable, outgoing, open and panicipatory in his/her management style. The successful candidate will have the ability to deal effectively with all strata of the organization and the community and will be able to maintain positive personal relationships with the members of the City Council, the city staff and the public at large. In addition to an open and participatory management style, the successful candidate will be an effective delegator while maintaining operational control and managerial accountability. The next City Manager should have the ability and the inclination to develop his/her subordinate staff and the willingness to intervene to correct performance deficiencies early and decisively when required. The next Bedford City Manager must exhibit exceptional leadership qualities and the ability to set a positive personal example of professionalism and work ethic to the • city staff. Leadership qualities must in i.u the ability to anticipate problems, identify alternative courses of action, prepare recommendations and to support and defend ;t those recommendations to the City Council. The next City Manager should also possess exceptional communications skills, both s~ written and oral. Communications abilities should include the ability to effectively r p transmit City Council goals and policies to the city staff and the concurrent ability to provide technical and operational advice in a clear and concise manner to the • 4 elected officials. Other required personal characteristics include: ■ Multi-cultural sensitivity and awareness I ' ■ High energy level and strong work ethic o i O Awdt No. AD"08 111M City of ddforr Otto . Cky Monoja Recr■itRIMl Profat Pate i ■ Unquestioned personal and professlonal integrity ■ Excellent moral character, COMPENSATION Base salary, allowances and other compensation and benefits are negotiable, commensurate with quallfications and experience. Initial salary is expected to be in the middle to upper $70,000 range. The City Council is willing to consider an employment agreement. SCbPE The City Council is interested in qualified candidates from across the country. i i • t, j 0 0 • • Appendix B Sample Recruitment Brochure F 4 e Y~ V I • • B-I • 1 I i ft I \ ~ ~ c-~ 1 T l ti The Town of Flower Mound, Teras Invhes Your Inlerest in [he Posilion of TOWN MANAGhR r ~p • c, p 'n .....4..,.,. s„ t 1 o W H O F f11. 9 'A g ..,1 I ftOWER oUND ,t I t A A > { t: Picturesque, rolling hills.. t srrale,gic location.,. excellent schools... I rpmlilr public srnices. . a~ melropohian umenfvies...coli lifestyle... Flmver dfound, A Tosin of Rapid Growth and Rich Vision v i~ ~JJ I he Town of Mower Sinund, Tesas. one of access to Interstate 635 and Stale Highways lifalyle and recreational adsanlaga of one the nation's fasrest gnswine mmnicipalikes, 114, 121 and 360. of the natlon's larSesl, moss dynamic urban b is ;1 miller planned community designed to With Dolla.s•Fori Worth hstemalionel centers are within easy reach. professional assure Ire highest qualus of lifestyle fur its Airport and Alliance Airpon virtually spurts include the NFL Champion Dallis re.idents. adjacent to the Tow i's hounduri's. it is C0ulxiys. the NHA's Dallas Masericks. the In the 1846\, original setders to the easy III Nee who Flower Mound ha, become American League's 'rows Rangers and Ih' area dhcosered all mmsual tnrnlatiou aril- DC'ntoll Counts "s premier cmnnntmt}. in NHL's llultas Stars, mg ftum the prairie Padands. A mound populu6011 has ❑ipted to the past 10 scare Outstanding urkncrsities and major } cosennp I? Ir_' core, 21 uh ;I heiAl of 50 and hoasls an ,m mif pmwlh rate of ready collegiate sports are presided h} the < feet %a, capped with Nue stem grimes anti I 29 I rom 1.685 :miens in 1970 it, h'nisersiq of North Tesas. Southern ;m ohoudance of slild0oaers; thus inspiring upprosiniately 10.111)ll today, ns huild-ow Methodist University. Texas Christian the name Flower Mound Standing 650 feet lxlpulauun. as projected in the compeller. 1.fmcisily, and the Cnicemc of Texas it chose sea Ielel hislonsuss sfwculate that the rise m nler plan, is approsinnttch 65.0W Arlington The area's 1'nisend% of Texas mound wa, a sacred rarenlonml ground of R'enpnizing that the future of F-lower Southwestern Medical Center is among 16o the Wichita Influm. dating hack to the early Mound is deeply rssncd ul a commamem ((I countn's leadine medical co,earch and 18001 Durinf its early selllement. the educational opportunities Iota). Flower teaching facilities and is horse l0 multiple Mlnv rid', reputation us a "power place" Mhwnd', 6,11004 students are sersed NoFxsl laureates. deseluped Isthen tat separate auempls to priniahk by the Less I%% Ile school duuto Reereauonal ectisilics including boat. buds) structure, coup n failed. Today. the ssiih the Arp11e. Donlon and N'orlhwesl dis. ire. fishing and swinirrung are presided by 5 ti 1u' Ix us i pna uh a ban Lin am des elnpiticu rounding out the toss n', aJu'atianul surrounding lakes. Lowiss illy dnJ tnenl and is stnround" h 1 ssnmglu•iron uppuriunnies. 1994 SAT- scares OF the Grulwsaw. The Town bas set aide,tpprs-s fcus. al,coardnlg the ,ucred ground's I.ISD students tucked 769. well alvoc the m W01% 218,4 acres fur fumily and group ' I1111lllal 11.11'. from Isle mound Ile passer ,sate and nauunal awwges MIA file, ill its ! I un,, * p Pusher cnltansmg Xr seniors of Drl'11 Aigxlrl d.nsmow a Dallas. I.'lblul re,ideno Lira lmr.1ncd Io Ilots er f lama Mound's numerous amenities is Ih' !"as Colinas. the (tai lens drat. and do" it- Motusd for nrany reason,. The srenm iunr opening of Ihr. Tour IS Addilion resort _eolf loth Fort Worth ire snible mums. known for Its treat air. good course desoiopmew Located in outhern bemon Counlt, schools, and low lax rate is 4 young Culturally. the I)AHa,/Fvrt Worth area PI„ocr Slound is apprmimmof'% ?8 miles communm Isilh the asciage age of it, is snlually wilhnut poor. The region IN northwest of downtown Dallas and 12 or IIes citizens being 2N.3 years. Melhin house- house to world.clom art museums. upcru. k with of Demon N'cstled between two hold iimime is SSq,000 and the alerape symphutq. musical and legitimate theater 1 , A takes. apprmim,dsly )nv.ihtrd of Plower home m the area is priced If SI3 OX) popular rnusic and entertainment for eserl • • Mound hinder, w;ns r. Situated within the Fluxer M.lond's gaalily of lilt is lade are always n sailuble. 1131 { kind 1~3W' triangle, four tttalur Faun unequaled As I part of the DaIIaslFort PICSmIng the natural beauls is impur s to Alwkct roods preside quick and easy Worth Menoplex area, all of the Guttural, lant to Flower Mound. The 'rnwn has won ~A n s } f-l =sti'. i, 1 'rt t r ~ i tti ~ • t : • c, • rrh Other required personal characteristics Include: • Unquestioned personal and professional ntegrity • Outsiamlinp ural and written communica• lion skills •F.scellem public relations and presentu• i tion skills ' r CAienmtion to intergmenunemal co-oper• Ann and coordi nation t The Compensation Ba,e salary. allowanccB and fringe hcuelils are negotiable and highly rnmpvwisc. cornmensurure with qualification, and experience, The Town hlsnupcr sill receive a highly cumpeluise t+me salay and benefits package That include, comprehensive rehrernw, insurance. into mobile, lease and other ffinpc benefit,. 1'1ie Town Council Brill consider a severance agreement. Town restdcncy will he required, 13xceptiunal penerul administrattw ongoing operations and activities of the To Be Considered experience is also nece„ark. including Town organimtion and thus to maintain an Because of the critical imronance of this wangle planning and goal Bening, hriarr appropriate degree of management control appointment to the coniuo,MOy and the oml planning and management, municipal and uccountahilily. Leadership qualities sown orgamichou, the lbwn C•ounol bu, li budget preparation and administration. must include the abiill to anticipate eogaged aprol'ossiunal search firm to a,xi,t human HNOUrces oduumoration, capital problems, identify allemntm courses of in the iecmii ntnl of a new Town Manager. ouprosement program deselopmeot aril action, prepare recosumendations and to Individuals Interested in pursing this implernenratiun, purcha.iug. data process- support and assertively defend those ` outstanding career opportunity should ing and risk management recommendations to the Town Council. immediately send an up-to-date resume, personal CharacleAslicst The nest Considerable energy, enthusiasm and along with current salary information and flower Mound Town Manager should be personal commitment to the job and the the names and klephone numbers of lice • an effective delegatur and should avoid plower Mound cornmuniq will be professional references to: "nucro manugemew, of the organimtion, required. The Tnwn Manager must be able HNehc .hould hose on open, approachable, and willing to set a strong, positive and IWO 8'. EisOnlohr and acce»ible sale and shuuld Fe willing personal csampfe of work ethic and dedicu• Senlor Yoe President to seek and consider input from a wide lion for the staff. Rufpd Anderren & frroelases x at tern of internal and extemal sources. The successful candidate will have the 3A60 H'. Northwest Hwy„ Sulk 230 Sonlarly. h0she should pones a ccopera ability to work effectively wish all straw Nil&, Texas 7$120 6 live.team•micniedoppes..achtoJecwcn of the oigamwion and the community and If you making. will be able to maintain positive personal have questions would like (214)y further, please call ll v 'Though the Town Council is eeking relationships with the members of discuss the opportunity an individual willing to delegate and the Town Council. the own swff and the Mr)riseuh>hr(2J19S6.7f;97. 0 inudve others in decision making, it still public at large. 4 eapecu the Town Manager to be in full command of imponant details of the f- ij f ' y• i 1... 1 F Appendix C ti Search Client List s • G1 • • • AoMift No. f Apendr Itam C~ flak E• , PARTIAL LISTING OF PAST " AND CURRENT EXECUTIVE RECRUITMENT CLIENTS l CT1Y MANAGER/ Fohom, CA ADMINISTRATOR Foster 0% CA Fountain V4110 C4 r Agoura Hills, C4 Fremont CA Alvk TX FmtsnA CA Anahtim CA Friendtwno4 TX Apache lunchoa AZ Fullerton, CA Arcadia, C4 Gilbert AZ Alascadero, CI Grand Prainh, TX Bellaim Tx Grams Pau, OR 8eitow4 C4 Grover City, CA Benicia, C4 Hamford CA 81ythe, CA Haywar4 CA Boulder, CO Hemn CA t f Campbell, CA Harlingen Carlsbad C4 Hollister, CA Cannel•by-the•Sea, CA Indio, CA Camolhom TX Irwindale, CA Carton, C4 Xm4lit, TX t Canon City, My KimgrWile, 7X Casa Grande, AZ LafayN.R CA k Cathedral City, CI Lake Elsinore, CA Chandler, AZ Lake Hmwsu City, AZ Claremont, CA Laguna Hills, C4 Clayto+t, MO l.a Palma, CA Clovis, C4 La Pone, 7X • Coadtella, C4 La Quints CA College Sratimt. TX Lancaster, CA Commerce, CI L4Verne, C4 t ` Commerce Cih,, CO Liberty, MO Coneord CA Lincoln, C4 Coos 80v, OR Lot Alamitos, CA Costa Alesa, CA Lmtglew, TX Coldma, CA Lubbock. TX 1 • Culver Cilv, C4 Marlines, CA Aorta Point, C4 Milpitas, C4 Des Moines, U Nodesta, CA Dodge Chv,, KS Alonrovla, CI Emem*le, CA Morgan Hill, CA Eugene, OR Mountain Oew, G4 Fairfield, C4 Mower. IN , Flower Hound TX Naples, Fl. Fontana, CI Netdles, CA xemJpon Beack C4 Yucaipa, CA Norco, CA Odessa, TX Ontario, CA ASSISTANT, CITY MANAGER/ Osnard CA AnMINISTPAM Paeiflea, r.4 Palo Alto, CA Austin, TX Paradise Valley, AZ Bakersf t" CA Pak City, UT 8000" WA Paso Robles, CA 8na CA PiedmonC CA Cougg Station, TX Piecercrlk CA Concord CA Pkasauom U Encinitas. CA Redding CA FaijklA CA RealkM , CA Fftm CA Redondo Beach, C4 Galnesvik FL Reedky, CA Grover City, CA Rialto, CA Hern4 CA Richmon4 CA Ifumingon Beach, CA Ros0tj% OR Indian Welis, CA Roseville, CA La Quints CA St. Joseph, MO Lafayt" G Salem, OR Libenv, MO Salinas, CA Modesto, CA San Antonio, TX Oakiand CA San Chmente, CA Ontard CA Sanger, C4 Traey, CA San Gabriel. CA Salinas, CC San Luis Obispo, C4 West HM)WO04 CA Sat Rafatl. CA Yorbe Linda C4 Santa Crux CA Santa Paula, C4 Saralogo, CA COUNTY ADMINISTRA OR Seguin, TX Selma, C4 Contra Costa, C4 Show Low, AZ El Dorado, CA Souilt Gale, C4 Maricopa, AZ South Pasdena, C4 Mono, CA Springlrreid OR Pima. AZ Stanton, C4 San Luis Obispo, C4 Suisun City, C4 Shaxa CA Surutwale, CA Yolo, (_'4 Tustin, C4 Union Cifu C4 Yalkfo, CA €XECU YE DIRECLOR Ventura, Cl Walla Walla, IVA Alameda-Contra Costa Health Syr Walnut Creek CA urn, Agency, CA West Unbersw Place. TX Association of Califwnia Water Whittier, CA Agencies, CA Wtlsonvrlle, OR Association for Regional Center Woodland, C.f Agencies, CA IVoodway, TX Bodega 8av Harbour Homeowners Yaba Ciro, C4 Association, CA 0 0 i r. California Fart EgOpmeni Show, Norman, OK CA Oceanside, CA California farm Water Coalition, Odessa, TX Fresno, G Pasadena CA County Supervisory Asyotiatlon of Piedmont, CA Colifoen!A G Pilubu% G Crown Development Carpoelion, PlewwW% CA Hayward G pomr% G Kern Cou", CA Rerrando Beath, CA Oregon St" Bar, OR R"A G Planned Pemvhood off Rlwtside. CA Sam mentA G SWAMOVA C{ San Diego Housing ConuoWsiom SaBn" G G San Merino, G San Diep Regional Ernployntent save &4em G and Troiking Consonium, Gl SHASCOM, Hedding CA Schools Insurance Authority, CA Stonton, CA Tahoe Regional Planning Agency, Sunnywle, CA CA Tacoma, WA No County Public Risk Manage- Torrance. Ca, nnen4 CA Union City, G Vallejo. C.A. Venture, CA POLICE C IEFJ YrekA CA PUBLIC SAQE7Y DIRECTOR Banning, CA FIRE CHIEF Belmont, G Brisbane, CA Apsos/La Serve Fire District, CA Carlsbad G Benic" CA Casper, WY Dublin San Ramon StMces Chary Hills Village, CO Disuict CA Chino, CA Eugene, OR Clovis, CA Fresno CA Corcoran. Ca, Garland TX Costa Mesa, CA Indio, CA Dallas, TX Irving TX • Downey, G Los Alamos County NM El Segundo, C4 Mammoth Lakes Fire Protection Evanston, IL Dtsviu, CA Fortuna, CA Menlo park fin Disufu, G Fresno, G Orange County, FL Glendora, G Osnord G Highland Park TX Palo Alto, CA Hillsboro, OR Pleasanton, CA ® Inglewood CA Poway, G • O Jackson, WY Redding CA Loupiew, WA Redondo Btath, CA Los Altos, G San Clemente, Gi Los Gatos, Cd Son Diego, G Menlo Park G Santa Ana CA Modesto, G Suisun City, CA tlowovm, Lit 771omton, CO Newpon Beath, G Tracy, CA f it Ventura CI San Pablo, CA Villa, C4 Santa Clarilo, C4 Walla Walla WA Soulh San Francisco, C4 West Covina, C4 Sunnwale, CA Texas Municipal Power Agency, TX Thornton, CO FINANCIAL Tracy, C4 han.sponation Corrfdor Agencies, Anaheim CA CA Ariin M TX Union City, C4 Aussie, TX Ventura CA Berkeley, C4 Walnut Calk CA Bea, CA Watrnlroter, C4 Campbtg C4 Carrolhon, TX P BOND China CA LABOR RELATIUN Catcav4 C4 Davis, CA Austin, TX Dublin Sat Ranron Services Berkeley, CA Distn'ct CA Brea, C4 East Bay Municipal Utility District Chino, CA CA County Supervlson Association, CA Eugene, OR COA4" C4 Fairfield C4 Davis, CA Fontana, C.4 East Bay Municipal Utility Disincl, Foster City, C.t C4 Glendale, AZ El Cent% CA Grand Junction. CO Fairftld CA Grand Praine, TX Grand Prairie, TX Grass Valley, C4 Gresham, OR Hayward C4 Los Alamos County, NM Indio, CA Los Angeles Community Redevelop- Long Beach, CA ment Agency, C4 Los Alamos Courrrv. NM Los Angeles Unified School Los Angeles County Tfansponaron Disof" CA Commission, CA Lynwood C4 Los Angeles Conuuunity ,Monterey County, Cl De4iopment Commission, C4 Monterey Park C4 • Lvirwood, CA Oro Lana Sw0ary District, C4 Afarin Municipal Water District Otay Water District C4 Cone Madera, GI Palo Alto, C4 Martinet, C4 Poway, C4 Orange Count', FL Riverside County, C4 Oxnard C4 Salinas, CA Palmdale, CA San Juan Capistrano, C4 Palo Allo, CA San Jost, CA Plano, TX Santee, C4 • • Pleasarmorn, CI South Lake Tatra, C4 J Point West 84pik, Sacramento. G4 Snuuryvale, CI Sat 8entardino, CA West Holly%wd. CA San Diego Couury Water Authonw, CA Suit Jose G4 San Luis Obispo. C4 • w • EAgp4roth e. em PARKS AND RECREATION Scowdale, AZ Simi Vallgv, CA Awf^ 7X Sough San Francisco, 14 California Park gild Recreation Sunnvve . CA Society, CA Torrance, CA East Bay Regional Park Dinned, CA Trary, CA Enclnitas, C4 Veru7gra, CA La Aunty CA Walnut Creek CA Long Beach. CA Los Angeles County, C4 iR Lubbock TX COMMUNITY DEUL.OPMENt/ National Recreation and Pak PLANNING Assododon, VA l Orange Count', FL AMNSIM TX Pacifica CA Auswr„ TX Riverside, CA Barstow, CA Santa Clarita, CA Btnicfa, C.4 Silent Valley Club, Inc„ CA Canvilros4 7X s Swirl wale, 01 Chondlel, AZ 77iomfom CO China C4 Ventura, C4 Chile, KnA C4 Concord C4 Comm iCosta County Hooting LEGAL COUNSEL Aulhoeily, C4 I Culver City, C4 AC Trawi4 CA Davis, CA Giko, C4 Encinitas, CI Concord G4 Eseondida C4 Culver City, C4 Eugene, OR Davis, CI Fontana, CA S El Paso Water Utilities Public Fort Collins, CO Service Board TX Fremont, CA Fairfield, CA Gilbert, AZ Fresno, C4 Glendale. AZ !ones, Hall, Hill & Mille, C4 Lake Eiths", CE Los Alamos County, Ndl Lancaster, CA McDonough, Holland & AlleiI, CA La Quinta, CA Mountain View, CA Las Angeles Community Redevel• • Orange Cowry Water Diwicl, C4 opment Agency, C4 Olay Wale, Disinct. GI Menlo Park CA Oxnard, C4 Montebello. CA Palo Alfo, CA Ofay Water District, C4 Pleasanton, CA OjviarA C4 t Aeddt'n& C4 Palmdale, C4 i Riverside, C4 Pasadena, CA ® Sacramento, C4 Phoenit AZ Sacramento Regfonal Transit, C4 Piutbwb CA • r San Diego County Water Pleasanton, CA Aidhody, C4 Poway, CA Sat Tote, CA Agatha Palos Verdes, CA Son Luis Obispo, CI San Bernardino, G4 Sal Mateo, CA San Diego, CA 4 Santa Barbaro, C.o. San Rafael. CA Santa Clara, CA Santa Clanla, CA M t1 , • • tkm i . S toga CA Cucamonga County Wain District, Simi Volley, CA CA Tallohmset/Leon C:ounry, FL Delta Diablo Sanitary Disiric4 CI Tustin, C4 Dublin San Ramon Services Distnc4 Vallejo, C4 CA Ventura, C4 East Bay Dischargers Authorirv, I tsallA CA CA Viva. CA East Bay Municipal Utility District Walla W411A WA CA West HoUywcod, C4 East Palo Alto SanUaey District Yuba Linda C4 CA El Paso Water UdUties Public Ser 4*# Board, TX LCONOMIC DEVELOPMENT/ Weld-Sulmn Sewer Distric4 CA REULMLOPME L'lf Inew valsgt General Improve mere District NV BakersfnelA CA Los Angeles (Hvperion Treaimem Centre Cirv Ne vlop tent Plant), C4 Corporation, G4 .1/arin Mtunicipal Water District Concord CI C4 Crown Desvlopnteai Corporation of btereed irrigation District CA King Counrv, CI Monterey R•rional Water Pollution Fresno County ,A City, C4 Control Agency, G4 Fresno Economic Developmeni Nonhem CaUJomid Power Agency, Corprraion, CA C4 Glendale, AZ Olivenhain Municipal Water Huntington Beach, CA Distrie4 C4 Swaniento Housing d Redevelop. Orange County, FL ment Agency, CA Orange Cowa'Y Water DlsIH 4 CA Saudi San Francisco, Cl Oro Loma Sanitary District, CI Soudteast Economic Development Otay Water District. CA Corporation, CI Palo Aha CA Suisun Ciry, C4 Pasadena C4 Ramona Municipal Water District CS GENERAL hIANAGER/ Resource Management Im7, lna, UTILITY DIRECTOR G San Lorenzo Valley Water District Alameda County Flood Control CI and Water Consennrion District San Luis Obispo, CA • Zone 7, C4 Santa Rosa, GI Alhambra, G South San Joaquin Irrigation Atstin, TX District CI Bclman. CA Southeast Regiomai Reclariahon Cambria Communirv Services Authority, CI District, CA Tucson. AZ Carlsbad C4 United Wafer Conservation O Caritas Mioicipal Wafer District District C4 • e, C4 Ventura C4 Chita Basin Municipal Water Ventura Regional Sanitation District, CI District Gt. College Static. CI York Linda Water District C4 Comm Costa Water Disrnct C{ • ~a • i EAgtod;l PUBLIC WORK5! Un,on City. CA CMG ENGiNE$ Vrtntra, CA Yrrkt., CA S o ; Alameda CA { n Alameda County, CA Aussie, TX TRANUORTATION Berkeky, C1 Burbank C4 Alameda C_ CA CamoUton, TX Alameda County Public Works h Carson, CA ASM)4 G Chondkr, AZ Auttin, TW C7clw Bade Municipal Water Bswo,* Hltts, Ci District, C/ Boulder, CO ; Chula Funs, CA Como&^ TX Claremont CA Costa Mesa, CA ; Contra Costa Couluy Water, CA Housion•Galvaton Area Council, Costa Mesa CA TY Decatur, IL Huntington Stack GI Encinitas, CA Oataria CA 1767744 CA Orange County, FL Foster City, C4 Palmdale, Cd Galt C/ Pasa4m CA Glendale, AZ Phoenix AZ Grand Prairie, TX Ponlon4 OR La Mesa, C4 Riverside County, CA Lancaster, CA Sacramento Regional Transit Lo Quinta, Cs D strict, C1 Lincoln, CI Santa Monica CA Long Stack CA Sarasota County, FL Los Alamos County, NM Ventura CA Orange Comity, FL Oro Lana Sanitary, District CA Polmdait, CI MMED_ICAL!H .ALTK AR gg Palo Alta CA 4 Pasadena, CA Alamede•Contra Costa Health Phoenix AZ Systems, C! Piedmont, CI Davis, CA Pirtsbutg CA Golden Empire Health Systems • Redding, CI Agency, CA Redondo Beaclt Cl Los Mtdanos Community Hospi* Salinas, CA CA Soot Clemente, C4 Natiyidad Medical Center, CA San Diego County Water Orange County, FL Authority, C4 washoe County Heahh Department, San lose, Cs NV 6 San Luis Obispo, C4 Santa Ctara, CA • Santa Claris, GI DATA EROCESSING Santa Rosa, CI h Santee, CA tpia, WA South Son Francisco, CA Ora,-w! County, FL Spearman, TX Pe,nlla Community College rraq, GI District CA ruuon, AZ Sacramento County, C4 • 0 r,ll r ~2A oleo County CA LIBRARY SERVICES Alameda Coin::K CA Newpon Beach CA Oakland CA Redondo Beach, CA San Manna CA BUMMn OFFICIALS C/eanvow, PL Los Gatos, CA Oran,e County, FL Palo AIlA CA Pitisbuig CA Sand Oarila, Cif AIRPORT/AVIATION Dayton, OH Meuopolimm Dade County, rL Washoe County Airport Aulhon(v, Reno, M PORT/A1ARITIAIE Sacramento, CA ARTS ADSIINI.T-5 RATION lrvine, CA R15K hIANAGEA1 n- Califomia Municipal A surance Aulhomm Gl Riverside Cowuv, CA Soudum Califonria lobs Powers A Insurance Authalty, r-4 • d fa • Kpl,atn IN. Mi SC' BI,1. ~iNF.L\IIS it Alameda-Ca" CDs1a Custorntf lnJotmo/uxt Superyiror Trump Dlsoict, CA Alamedr Couwy Public' supervlting Land Saroevor Warkf Agency, CA Aknk% 7X Dep q Dwdoe, oflke of Land Devo pmau Servku Aulsrant amw of opera"Ou Vehkle d Egrlpn ffd Servlcet Aulseant Di rant 0 Community Senius Big Bear Lake, CA Strategic Planning Workshop t Califomia State of Legislai4v AnOll Caufavnia council of 0,11 Director of Sef$*Os Engineers k Land Surveyors, Crl Carrolhon. TX £leel Manager customer Semces Manager Club Tahoe Rtson Owners General Manager Association, CA D4 Mar Felt Groundt, CA General Manager East Yolo Community Semcts General Manager District, CA Eugene, OR Wadfewater Plant Director ingfewood CA Senior Manepmew Analyst Irvine, CA Municipal Pm*l Manager funior Siaitsmm Foundation Program Dirtctor Dirtcsor of Dtvslopmeni and Fund Raising Dimtor of Educational Pnrgroms Director of Summer Programs Kem County Director of Resource Management Agency Lake Wtldwood Homeowner's General Manager Association Los Angeies County Office of Assistant Director of Rtgionaiised • Educarion, CA Business Services Marin Municipal Water Enhronmental Resources Division Manager District. C:4 Monrotira, C4 Director of Community Services Orange County, £L Correctforu Director Assistant Gyle Center Manager Assistant Data 4-'Itms Manager ® Radio Communications Coordinator Real Estate Manager • Utitiiles Construction Manogtt Wafer operations Manager Palo Alto, CA Real Propeny AdminUlralor Pasadena, CA Field Operations Adminislralor P Director of Colt tmtotlcatioW Redondo Beach, CA Communications Manager esource Management lnt'4 Inc, Project Manager Rates and Forecasting Manager San Luis Obispo, G City Clerk Slam Board of Equalisaiton, CA Erecunive Secretary Sunnyrvie, CA Flee( Manager Tamsnt Appraisal Divrin TX Chief Appraiser r Three Valleys Municipal Administrative Services OJfl(ke Wafer District Tehama County, CA A4mbtJstrm rr Assistant to the Board of Supervisors VaJle)q CA Mabnenance Superintendent Wtst Hollywood, CA Director of Rase Control Wertem ht'unklpai Weser Deputy Mammger of Adr"Odsvaaon Dirbict, G and Publk Af fairs Wyrndoae Cm", KY Corrections AdWo istrofor Yolo County, C4 Director of Communkedomr =5MENT CEA1TEltS ~lltet Egsw Aumra, CO Police Lituitnant Belnto n4 CA Police Chief Brea, CA Assistant Ciry Manager Caphola, CA Police Chief Chino, CA Assistant Public Worts Director ConcarA C4 Muftok Clouts, CA Police Chief Fa4eld, CA Accounling Supervisor Fillmore Ciry Manager Fontana, C-4 Multiple Hercu/a, CA Personnel Officer Indio, CA fire Chief Afenlo Park, CA Chief of Police Milpisas, CA Police Chief Oro Lana Sanitary Disuic4 C4 Director of Opemliaw & Maintenance Palmdale, C4 Director of Public Works Pasadena, CA Musuple Piedrsnom4 CA Police Chief Rancho Palos Verdes, C4 Assessment Director Redwood City, CA Police Litusenant & Sergeant Salinas, CA Police 0141 Santa Paula, Cis Ciry Adminlstralor Sausaltto, C4 Planning Director Smut County Fire Anulomnp' CA Fin Chief South San Francisco, G Director, Economic and Conlmunhy Denelopmenl . Director of Public Works Wort CiN, C4 Aluhlple Warahachle, TX Police Chief A ~ Ea 1 S. r,e 1'7t , 15 .91f'i-55'5 .915, 'tYd£ 75 - 2,v{ !rest w.7M , cat Hry.;rar 0 St,Ae 270 Qa'as 7ew SYV • 2141 O 7097 , !a,12141351.W71 4590 MacAr%r&wlevard S(Ae 610 Noy,:xd Beach. Cardwna 92Ef0 r r714) 25 W8 Ia+r714) 29)0592 i 4 °>u;f DENTON ,r tky OF 1) 00 ~ ppp 00°~ ~ ''~OpD s o~ © ,r ryt o co c:l ST E~ tip oQaflaoD~o h ® 4~ t u `f i. CITY COUNCIL r _ ca THEPARGROUP ciaCA00 F aul A. RPaumb _td. !00 Nnrtt0 Nomh Office, C,or,tw Waukegan Road Public I.ako bird,. Illino's W044-1650 Managemont CMISUllenls rFL. 7061234-0005 FAX 708x234.6309 REPRESENTATIVE CLIENT LIST THE PAR GROUP - PAUL A. REAUME, LTD, EXECUTIVE SEARCH ASSIGNMENTS Clients Personally Served by Principals of the Finn ARKANSAS Client; Bella Vista Village Rtcrulti, wL Director of Public Works Property Owners' Association Bella Vista CILW.13 City of Little Rock Rtgndimaji; City Manager (Population: 170,000) CALIFORNIA Clientl City of San Jose Rezi1t11mL City Manager (Populations 712,000) City Auditor City Attorney City Clerk Director of Policy Analysis S:,lieJltl City of Santa Ana RtgmitmPrila City Manager (Population; 225,000) Assistant City Manager COLORADO Clientl City of Arvada Reaultmeutt City Manager (Popolafiorr 89,000) Clientl City of Aurora Swiss bAgnL' Chy Manager (Population; 194,000) Client City of Boulder RerrulsmtuL City Manager (2) (Population; 77,000) Clientl City of Colorado Springs Rpyrultmwif City Manager (Population: 272,000) Asslathip in the Achimment of rxcellunae In the Public Sarrlco Sloan 1872 r. f 1, • ~ 5 rv c u wsi r us*r • TH B PA R GROUP Page t i C1Lvnt City of finglewood Recruitme 1; Downtown Development (Population: 30,000) Direc(o) Clieal; City of Fort Collins Recruitment City Manager (Population: 88,000) R. C ienl, City of Greenwood Village Ruruttmenti City Manager (Population: 8,500) u Clisnt City of Lakewood Recruitment Clly Administrator (3) (Population: 121,000) Director of Public Safely Director of Public Works CU. City of Thornton Recruitment: Chief of Police, (population: 55,000) Weal: Town of Winter Park Recntitmenu Town Administrator o- (Population: 650) a CONNECTICUT client; Town of Bloomfield RCttultMenl; Town Manager (Populatlon: 19,500) 01CIA; Capitol Region Council of Recndtmenl1 Executive Director Governments, Hartford 01enii City of Hartford Resatitmenb City Managei i (Population: 138,400) 1 krill City of Meriden Recruitment City Manager (Population: 57,000) C 1911h City of New Haven RmuilmeltL• Chief Administrative Officer (Population: 123,000) uienu Town of Newington Recruitment: Town Manager (Population: 29,420) Went Town of West Hartford Recntitmenh City Manager (Population: 60,000) i FLORIDA oc11u City of Coral Springs Retniitm0n4 City Manager • s (population: 98,743) r • • CUENT LIST-THE PAR CROUP Page3 P: Clients City of Gainesville Recn,itmsnL Deputy City Manager- (Population: 83,000) Administration Deputy City Manager - `k Opcralions r Cllen HWsborough County &Ctuiltnenl; County Administrator (Population: 834,000) Client Polk County RCcndtmCnh County Administrator (Population: 430,(M) Y ~,Usat; City of St. Petersburg RssraitMML- City Manager (Population: 241,000) Client; West Coast Reglonal RecryltmsuL General Manager Water Supply Authority, Clearwater ILLINOIS C1fenL• Village of Barrington RwuUmtg- Director of Public Safety (Population: 9,000) Chief of Police Client; Village of Bensenville Recru:tment Chief of Police (Populaflom 17,700) Client City of Bloomington Recruitment Chief of Police (Population: 52,000) Client City of Carbondale Recruitmenb City Manager (I'opulattorv 25,000) S IML.' Village of Caro) Stream ReenabnML. Chief of Police (Population: 33,500) Cllent; Central Lake County Joint Recruitment Executive Director Action Water Agency Director of Operations • CUML. Champaign County Awuitatent; County Adminlstralor (Population: 168,392) Clleut; City of Champaign ReuttltmeaL City Manager (Population 60,357) Assistant City lingineers (2) Fire Chief Chief of Police • Director of Human Resources • Director of Neighborhood Services • 0 • 67 • A CLIENT LIST • Tfi G PAR GROUP Page 4 SJ.imfl City of Country Club Bills Res diment• City Manager (Population: 15'Doo) Director of Planning, Zoning, Development & Building Si Director of Finance & Administration (dell!; City of Countryside Recruitment; City Administrator l (Population: 6,700) 3 Client: Cunningham Children's Hance RecrullmtnL Executive Director Client; Village of Downers Grove R1rnIJJW9nL Fire Chief (Population: 42,000) Clletti; County of Du Page Recruitment; Deputy Executive Director, ! (Population: 727,000) Forest Preserve District of DuI'age County U mt; Village of Feast Hazel Crest Rcuuit=llt; Chief of Police (Population; 1,300) l C11EU1: City of Elgln &miilmell, City Manager (2) f (Population: 85,000) Chief of Police Director of Codes Adminlstratlorl and Community Preservation Director of Public Works Director of Parks, Recreation, and Leisure Services client City of Elmhurst Retmltmenll Chief of Police (Population: 43,0W) 0imt; City of Evanston Resrvltmutt; City Manager (Population: 72,000) Fire Chief Clieoi; Village of Flossmoor Recruitment Village Manager (2) (Population: 8,000) Director of Public Works Client: Foundation for Human Ecology, R d .ne_nt Presldent/CEO Park Ridge C- • Client; Village of Glencoe JleruvitmenL Village Manager (2) 3 (Fo; LlIation: 9,000) Director of Public Safety Director of Pub)Ic Works r. t CILen11 Village of Glendale Helghts ReauLb2ierl3; Village Manager (Population: 26,000) Finance Director t th C1Lml; Village of Grayslake RfmiltmuL Chia( of Police ) w (Population: 7,300) C11tmt; Village of Gurnee flUnultmenL Chief of Pollce (2) (Populatlon: 7,000) Deputy Fire Chief I • r CLIENT LIST- 11 IF PAR GROUP Page 5 y 1 i y'y r SJirnt Village of Hazel Crest jRgUUj1mtwl;- Village Manager (Population: 14,001) r Cheat] Health Care Associates, Recmitmsnt Group Practice Manager Park Ridge OruiL• City of Highland Park Recruitment; City Manager (2) (Population 31,000) Director of Community Development (2) Director of Public Works (2) Building Commissioner I Client Village of Hinsdale RecntlLU=L Director of Public Smlces (Population: 16,000) Chant: Village of Hoffman Estates ReeadimRal: Fire Chief (Population: 41,000) Director of Public Works Sl!gnt; Ilomewood•llossmoor Rerruftmenb Executive Director Park District Village of 11omCIAlcod Retntitment Village Manager (population: ION) Director of Public Works Client; City of jullel RRSndtmeat City Manager (Population: 76,000) Fire Chief City Engtneer/Director of Public Works Cl!en1; ).U.L.LF.. (Joint Utilities Recruibn=L' General Manager Locating Information for Excavators) Cl enk; Lake County (Waukegan) Recntltrnwt Director, Lake County (Population: 516,000) Stormwaler Management Commission (SMC) Executive Diredor, Lake County Forest Preserve District Director of Finance and Administration, Lake County Forest Preserve District • Executive Director, Solid Waste Agency of Lake County (2) Principal, Permit, and Watershed Engineers, Lake County Stormwater Management Commission Watershed Planner, Lake County Stormwater Management Commission • O ML Village of Lake Ehdf RecnWmerit Village Administrator (3) • (Population 4,00f1) . • CLIENT LIST• THE PAR GROUP Page 6 Cljcrt City of Lake Forest Rccru[ImenL City Manager i (Population: 18,000) Superintendent of Public Works F Client; Village of Lake Zurich ftmiltment: Village Administrator (Population, 15,1100) Cj(enL• Village of Libertyville AeMitment Village Administrator (Population: 16,500) Client; Village of Lincolnshire Re adLiaml;. Village Manager (Population: 4,000) Village Engineer/director of I'ubllc 1 Works 5 Saleah Village of Liste Reen11tment: Chief of Police (Population: 19,529) ti t C Iltl Lutheran General Health Recruitment; Corporate Attorney (2) Care System, Park Ridge C11enL• Village of Matteson Recruitment; Chief of police (Population: 11,400) C119a METCAD (Metropolitan Re(ruitment; Director Computer Aided Di3patch), Champaign-Urbana Client City of Moline Recndtmen City Administrator (2) (Population: 45,000) Chief of Police C11wi City of Naperville Resanitmeu4' City Manager (2) (Population: 31,000) Director of Community Development Cljenh Village of Northbrook Recruitment Village Engineer (Population: 79,000) Assistant Village Manager Cllenl: Village of Northfield Resrrlitm_ent; Village Manager (Population: 4,9,5+0) Client; t''- " west Municipal &trultmenl Executive Director • tch Center (911) mglon }[eights ilieuh Village of Oak lawn Recruihnenl Fire Chief t (Population 56,000) Client, Village of Oak Park Recruitment Village Manager (3) • (Population: 55,000) Chief of Police Mall Administrator • Ctjenl Village of Orland Park 11=11;meia Chief of Police (Population: 26,000) • O A C~ • - , t.4 CL I ENT IL I ST- TH E PA R G ROUP Pagel y4 3 i`.it Sils_el Village of Palatine &UraljnenL Village Manager . (Popuiatiow 32,000) y tp, Chow Village of Park Forest Recruttmenl; lnlcf of Police j' (Population: 26'(w) 2. City of Park Ridge R=itment: City Manager (Population: 37,000) Director of Public Safety (2) Director of Community Prestrvation (2) S lent; Parkside Human Services Recmltment: President/CI:O Corporallan - Park Ridge Director of Older Adult Services Group Practice Manager Client; Clty : f Peoria RecruitmenL Clly lvtanaflar (Population: 117,0(W) Fire Chlet Client: City of Prospect Heights Recrultmentt City Administrator t (Population: 13,000) Chief of Police Cfienti City of Rock Island Recruitment City Manager (Population 41,000) client; City of Rotlhtg Meadows RSUWtlnenL City Manager y i (I'op~dation: 21,(00) Chief of Police Finance Director Fire Chief cllenL Village of Romeoville Recruitraenit Director of Finance (Population: 14,000) S11en1 Village of Schaumburg F&mltmeni; Village Manager (Population: 57,000) S1ie1LL Village of Skokle Park District Rerruftmeni Executive Director k (Population! 59,000) Slim South Chicago Community Recruitment Director of Marketing Hospital S11mL Village of South Eigln Rei,ruitmenll Village Administrator (Population! 6,000) © ~iienL South Suburban Mayors' and Recrultment Executive Director E Managers' Cmnference r Si1sr1L' City of Sterling Recruit nmL, City Manager (3) y' (Population: 15,000) f • + CLI17NT LIST-Tim PAR GROUP Page 8 it ~i I Client; Village of Streamwood R-esmil(aent. Village Managor (2) (Population: 29,495) Fire Chief 1 S;1 vill. Uhlich Children's Home ReSruitmenh Rxeeutive Director Chicago Client. Unlon League Club RecrultinwL Director of Membership of Chicago Services Client Village of University Park &=ItpLent Village Manager (2) (Population: 6,000) Sllenti Village of Vernon Hillg Resnlliment Village Coordinator (Population: 11,000) Building Commissioner Qletlt; City of Waukegan Reunltmentl City Engineer (Population: 70,000) Assistant City linginccr j Client: Village of West Dundee Reenlitmeai; Director of Public Works (Population: 3,000) -clieE.'L Village of Western Springs Rescnltment Village Manager (Population: 12,600) Client: Village of Westmont Resndimentt Public Works Superintendent (Population: 21,000) Client; Village of Wheeling Recruitment; Village Manager (Population: 25,OW) Client; Village of Willowbrook Rssntltment; Chief of Police (2) (Population: 6,000) Client. Village of Winfield Recrultmenh Village Manager I (Population: 7,000) illenL Village of Winnetka Itteru nevi, Village Manager (Population: 12,000) Director of illectric Utilities (2) Fire Chlef Client; City of Wood Dale Recruitment: City Manager (2) (Population: 11,000) Assistant City Manager -client Village of Woodridge Recrultmenb Village Manager (Population: 24,000) S Jlent.' City of Wrx.dstock Recrulfinetlh City Manager r A (population; .'2,000) Director of Public Works d ~ , • a CIAENT LIST • T11E PAR GROUP Page 9 j y IOWA CIie31G City of Ames RSS1.4jtMe11ti City Manager (Population: 45,(M)- , ClIka; City of Ankeny Rgcruitmsnl; City Manager (Populations 16,000) Fire Administrator Ctfente City of Council Bluffs RcanilmCaL. Clty Manager ' (Population: 56,900) Director of Public Safety Director of Parks and Recreation Y Coordinator, Community Development and Plannlnh Citl:nt: City of Iowa City Rstmltment.• City Manager (Population: 56,000) Director of Public Works City Engineer Director of Finance Code Enforcement Official Clisntl City of Muscatine Recrultmentl Clty Engineer (Population: 24,000) Sjl8rltl City of Sioux City Rewiffinenti City Manager (Population: 81,400) Director of Convention and Vlsltors•' Bureau Clienti City of Urbandale Recruitmentd City Administrator (Population: 23,500) Director of Engineering/Public Works Client City of West Des Moines MCndtMtn Director of Community (Population: 31,650) Development KANSAS Client; City of Emporia Rcptjtptmt; City Manager (Population: 27,000) M CI1eni City of Manhattan Resnlltmenh City Manager (Population: 42,000) 01tw, City of Olathe Rtamitntfnl: Director of Community (Popull,tion: 46,000) Development S)3lenti Sedgwfck County Recruitment; Director of Mental Health a (Population: 283,000) Fire Chief 0' Director of Human Resources CClientJ City of Winfield Recruitment: City Manager (Population: 12,000) Omni • C L I ENT LIST -THE PAR GROUP Page 10 Clienli City of Wichita • RecniRmeul; Director of planning Sedgwick County t; (population: 283,000) Client; City of N'ichlla Recruitment: City Manager a( (Population: 283,0(%)) Clint State of Kansas RsmtllmmL President, Kansas, Inc. b Topeka LOUISIANA Client; City of Shreveport X5=U1I; MSpL Director of Airports (Population: 219,000) Chief of Police Director of Public Works Fire Chief MAINE Client: City of Bangor Recruitment; City Manager (Population: 32,(W) Airport Manager Client Kennebec Water District Reenllmenh Superintendent/Water Treatment Client; City of Waterville Recruitment; City Administrator (Population: 16,000) MARYLAND Client; Montgomery County Planning Recruitment Director of Planning Board (population: 757,000) Clients Montgomery County Housing Recadtmeni; Executive Director • Opportunities Commission (population: 757,000) ClionL Prince Cworge'sCounty Rerrulbxial; Chief Administrative (Population: 665,000) Officer C11Ent; City of Rockville Hurultu1enL City Manager • (population: 47,000) 0 k Q 1 a • CIAUNT LIST. THE PAR GROUP Page 11 MASSACHUSETTS 1 cunt Down of Asl burnlmm $4crultmvntl Town Administrator (CAO) (Population: 4,000) Slietttt City of Chelsea Rccnlitment; City Manager (Population: 47,000) 1 Lliutl City of Worcester Bscruitmenh City Manager e (Population: 159,(00) MICHIGAN C11en1: City of Ann Arbor Recruitment: Chief of Police (Population: 107,000) Director of Human Resources Silent. City of Benton Harbor Recruitment: City Manager (2) (Population: 12,800) Client; City of Brighton ftmi m nf; City Manager (2) (Population: 4,000) client; Central Dispatch Authority nritmertt: Executive Director of Lower Michigan &:)kK : Downtown Kalamazoo, Inc. Etecnrltment: Executive Direclor/CrO Clien( City of East Lansing Bselsilimta City Manager (2) (Population: 46,000) Director of Public Works cam; City of Grand Haven RecrultmenL City Manager (Population: 11,000) Deputy Chief of Police y S11enL City of Grand Rapids Retailtmtntt Director of Petsonnel (Population: 183,000) } S lieIIl City of Marquette RGndtnjWL City Manager (Population: 22,000) • ) S11snL Meridian Charter Township gecrultment: Township Superintendent (population: 30,1601 Cllelltl City of Muskegon lhCIItitmwL- City Manager f (Population: 39,000) Executive Director, f 911 Con munlcaflonCenter • ~jign(; City of Niles Recrultmento City Manager ? • • (Population: 12,000) J silenll County of Oakland RuadjmML Director of Solid Waste (Population 1,000,090) Management • 0 • m s CLIENT LIST. THE PAR GROUP Page 12 Silent; City rt Owosso lteMjbnent; City Manager (Populaliow 15,000) i CliYnt; City of Riverview RSSnlltment; Director of Solid Waste (Population: 14,000) l Sllent; City of Saginaw Recruitment: City Manager (2) ' (Population: 78,000) Director of Economic Development Cllento City of Southfield Recruitment: City Administrator f' (Population: 75,000) Assistant CPy Administrator 'ch-cm City of Sterling Heights Recruitment: City Manager (Population: 109,000) r "ent City of Sturgis Remuitment; Chief of Police (Population: 10,000) Ciient; County of Washtenaw Recruihnenk County Administrator (Population: 280,000) Fieallh Officer Uslit; City of Wyoming Recruitment: City Manager (Population: 68,300) MINNESOTA Client: City of Brooklyn Park Recruitment: City Manager (Population: 45,000) Client: City of Burnsville RLcrullmentl City Manager (Population 36,(M) 01ML, City of Coon Rapids Recruitment City Manager (3) (Population: 40,910) Fire Chief I Sllenll City of Fridley Recruitment City Manager ! (Population: 30,000) Client City of Hibbing RLuvl►m=L, City Administrator (Population: 18,000) Silent; City of Hopkins RecrljY neat; City Manager (Population: 14,000) © Client; City of Minnetonka Recrul mot, City Manager (Population: 39,000) Chief of Police silent City of Moorhead Recntltt•iet1L• City Manager (2) (Population: 29,000) • a> • CLIENT LIST-THE PAR GROUP Page 13 MISSISSIPPI Client: City of Jackson Mcnsitment; Chlef of Police (Population: 208,810) MISSOURI Cllentl City of Ferguson Re=jm n City Manager (3) (Population: 24,000) Client: City of Independence Rec itment City Manager (Population: 112,000) Client: City of Kansas City Recruitment : Assistant City Manager (2) (Populatlon: 435,000) Di rector of Personnel Environmental Services Manager Budget and Systems Officer Director of Codes Administration City Attorney Director of Conventlon and Entertainment Centers Clienit City of Lev's Summit Recniltment1 City Administrator (Populatiow 46,400) Client: State of Missouri RecrultmenE [Neeutive Director, MOSERS (Missouri State Employee Retirement System) MONTANA Client City of Billings Recniltment City Manager (Population: 69,000) • NEBRASKA Client; City of Grand Island Recruitment; City Administrator (Population: 39,(00) Client: City of Hastings Recruitment: City Administrator (Population: 23,0W) r o - a • S CLIENT LIST-THE PAR GROUP Page 14 t NEVADA. Chesil: City of Moulder City Recruitment, City Manager (2) (Population:' 12,000) NEW JERSEY CItem; Town of Plainsboro Recruitment Town Administrator (Population: 11,000) NEW MEXICO CUC L City of Albuquerque RjCn entr Assistant City Engineer-Hydrologist (Population: 366,000) Design Engineer-Municipal Development Department (3) Design Engineer-Water Resources Department a NEW YORK c1tw1t; CltyofAubum Recruitment, City Manager (Population: 32,000) mil; City of New Rochelle Recrultineni; City Manager (Population: 67,000) NORTH CAROLINA Client: Mecklenburg County Rematmentt County Manager I (Population: 441,000) Deputy County Manager (2) Director of Social Services Client hiecklenhurgCounty - Rssndtmant Executive Director City of Charlotte Planning Conunissfon (Population: 441,OW) OHIO Client; Akron Regional Development Rmmitillent; president ® Board d Clty of Cincinnati Recruitment: City Manager (Population: 385,000) a ;r 0 e 4) • CLIENT LIST- THE PAR GROUP Page 15 i? Client; Cleveland Society for the Blind ReeodlltMn(; Executive Director t1 Client: City of Dayton RecrullmenL City Manager t (Population: 194,000) CILcnL• City of Delaware Recruitment City Manager (Population: 19,000) i cunt; City of East Cleveland Aec[vlkment; Director of Finance (Population: 36,000) CUML. Clty of Kent RecTiLutertl; Director of Finance (Population: 27,000) Clignt, City of Oberlin RtsndimenL Electric Utility Director i (Population: 8,000) SJ nl; City of Shaker 116ghts ReuWt=tU Recreation Director a (Population: 31,000) Fire Chief Client. City of Vandaila Recruitment: City Manager (Population: 14,000) Client; City of Worthington Recruitment; City Manager (Population: 18,(f00) OKLAHOMA C119ilt City of Bartlesville Recruitment: City Manager (2) (Population: 35,000) Clietzt; City of Enid Recruitment City Manager (Population: 52,000) OREGON i Usilt City of Beaverton Recruitment City Manager • (Population: 33,000) 4 Chesil; Columbia Regional Council Reerultinenh Executive Director of Governments (now Metro polltan Service District, t + Portland) t S11Sr1 City of Eugene Recruitment: City Manager (Population: 101,000) Chief of Police • • • 0 a~ • CLIENT LIST •'I]M PAR GROUP Page 16 PENNSYLVANIA C1LeiiL• Township of Derry Recrultment; Township Manager (Population: 18,400) RHODE ISLAND Client City of Newport ,geervliment- City Manager (Population: 28,((Mf) cu= Providence Convention Center Recruitment' Convention Center Executive Director/CEO SOUTH CAROLINA Client County of Charleston Recruitment County Adminlstrator (Population: 286,000) CUM1: City of Columbia Recruitment; City Manager (Population 93,000) CncnLi City of Myrtle Beach Rtendtmelih City Manager (Population: 27,000) SOUTH DAKOTA Client; City of Yankton Recruitment City Manager (Population: 12,000) TENNESSEE 1 Client, Metropolitan Development RSCBtl=A Deputy Executive Director and Housing Agency, Nashville • TEXAS t Client' City of Abilene Rtmitmentl Director of Pubtc Works (Population: 108,000) Fire Chief h Clleni; City of Arlington Recrut~nb City Manager (Population: 213,(W) • 1 Mont City of Austin RecndtMML City Manager ✓ (Population 397,000) • d • a-- CLIENT LIST-7148 PAR GROUP Page 19 silent City of Dallas Becrutstl nii: City Manager (Population: WOW) Assistant City Manager Director of Planning silent: Dallas Area Rapid Transit Ittsn;llmtaL, Executive Director (DART) Director of Finance Clienh Dallas Housing Authority RtrcndUfttntt Executive Director (Population, 974,000) Client City of Denton Re pitmen. City Manager (Population: 48,000) cb mlt City of Fo,t Worth Rtc111lIMe ti City Manager (2) (Population: 414,000) Executive Director, Human Relations Contmisslon sjhl>_l; City of Garland RCCngbUWh City Manager (Populallon: 160,00) clicAll Gty of Grapevine Recntlt n=L City Manager (Population: 28,000) Cliento City of Hurst Rerru'FA %l; Chief of Police (Population: 34,000) Client City of Lubbmk & ruttment Assistant City Manager (Population: 178,000) Client; City of Orange Recruitment City Manager (Population: 24,000) Client; City of Wlchlta Falls Recruftmenh City Manager (Population: 98,000) Director of Parks and Recreation Dlreetorof Public Works Fire Chief • VIRGINIA stlentt City of Alexandria StCtlt bnentt City Manager (Population: 107,000) Director of Personnel • 0 0 Q • CLIENT LIST • THS PAR GROUP Page 18 -Clici t; Adington County RCCrlltMVnL Director of Public Works (Population: 168,0(10) Director of Environmental Services (3) Corrections Administrator Deputy Director of Public Works (2) Special Assistant to the Counly Manager for EE0 and Human Rights Director of Parks, Recreation and Community Resources Director of Planning Director of Ifousing Programs Solid Waste Division Chief Director of Mental Health Traffic Engineering Division Chief Fire Chief Director, Community Planning, Housing, and Development Director of Libraries Chen-, City of Charlottesville R_ ecnltmgnl: Chief of Police (Population: 40,000) Assistant City Manager/Director of Parks and Recreation Client City of Petersburg Resxulfnlenti Chief of Police (Population: 38,000) City Manager Client: City of Richmond Recruitment City Manager (population: 219,000) Director of Planning Client: Metropolitan Richmond Recritment; Executive Director/CEO Convention, Visitors' and Tourism Bureau, Richmond Client: Richmond Renaissance, Inc., Recrtltment Executive Director/CEO Richmond Client; City of Staunton Recrultmeat: City Manager • (Population: 24,500) WASHINGTON Client City of Vancouver Recruitment City Manager (2) (Population: 44,000) • • CLIENT LEST TN PAR GROUP Page 19 { WISCONSIN C. Olt-tit; Village of Chenequa ltsstuitment Chief of police/Village Administrator # (population: 600) me-nit; City of Eau Claire ResrultMmL, City Manager (2) z (Population: 53,000) it 01ML City of Pond du Lac RKUdtmSltL City Manager (Population: 35,000) Client; Village of Greendale Recruitmeni; Village Manager (Population: 15,000) -cIIen1: City of Janesville RSSnilmsnt Director of Planning (Population: 51,000) Client; City of Madison KarAt=t; City Assessor (Population 170,000) Director of Public Works Director of Data Proi:eming Q-L=1 Town of Mt. Pleasant RtMitment; Town Administrator (Population: 20,000) CC11enL: North Shore Fire District Kcauilmealtt Fire Chlef Cllenl; North Shore Water ResattllmenL Manager Conunisslon Client: City of South Milwaukee Recruitment: City Manager (Population 21,000) i OlmLl. City of Superior RecrullmenL Chief of Pollee (Population. 29,500) Client: City of Wauwatosa Recruitment: City AdminlsVator (Populallon: 51,000) Fire Chief Chief of Pollee OLV It Village of Whitefish Day ReftllltmertL Village Manager (Population 14,0(Ml) Village lingineer/Director of Public Works WYOMING t ' f 0 S tellh City of Green River Recruitment: City Administrator (Populallon: 13,000) t. CLI ENT LIST - THE PAR GROUP Page 20 i v' INTERNATIONAL/NATIONAL j QL U American Ilublic Works RCCrttl.ttnenL• Executive Direclor 7 Association (APWA) i~ Kansas City, Missouri I(g0s The Appraisal: Institute RKSntlfmfflL Isxecutive Vice president i Chicago, Illinois Client; Commonwealth Utilities RssndtM_VuL Comptroller Corporation Data Systems Administrator salpan, Marianas Islands CL€AL Government Finance Officers RecruitnVa- Director of Research Association (GFOA) Chicago, Illinois 411PI1.1; International Association RecatltnSAL- EXCCUtive Director of Assessing Officers (IAAO) Chicago, Illinois _Ch llh International Institute of RtCrUjiMent; Isxecutlve Director Municipal Clerks (IIMC) Pasadena, California Client; Kosrae Utilities Aulltority [i =Itntetlt; General Manager Kosrae, Micronesia Cllsntl National Association of Rg=IbngW,, Executive Director Counties (NACo) Washington, D.C. Client; National Association of RecruilmewaL; Executive Director Housing and Redevelopment Offlciels, (NAIIRO) Washington, D.C. Client; National League of Cities R=ItM=t Executive Director (NI.C), Washington, D.C. CILML. PubficTechnology, Inc. Recruitment President (PTI), Washington, D.C. C11¢rit; Republic of the Marshall Recrultment: City Manager Islands, Majuro Atoll Local Government t l: r t • i THEPARGROUP CHICAGO Paul A. Reatnie Ltd. L7:c3uuil~L O hr ('UIIIIC Illn r' prlh "J wk vin R 1,1 Lank! [Puff, Ilhnci IS1041 IIiU(i Mznzgenvenl Consuhi-enls frt. NEI:,311 noho `p I AX 703 PM-81t)9 ta; '1'Nli PAR CROUP SERVICES The PARGroupprovideso rangeofconsulliligxrvicestolocaIgovenmic i(organizationsdesigned to be particularly reIevant and of assistance In addressingtboth Internal and exlennal concerns and chcnllenges of publicagencies, Earh aria of consulting assistance Is cus(omized to meet the unique and particular needs of each Individual Client, f , lixcennt~ Search and Staff IterruiEntent Provision olapm>rehensivcassistanccittherecruilmenlnfdlyandcmunlymanapers,deparlnnenlheadsandstaff/technical specialists. We offer a reputation for superior performance and experience involving services to a wide variety of public 4r agencics,servat tin' ictionsrangingglnpppulalionfront 5,0Mtoover l,(xp,U'ldwith budget responsibililiesamounting to r. over a billion do)qlars, We have ncucr f,iiloxi to recommend a group of qualified Candidates on any assignment, o Manai;oment ALIdi15 Analysis of existing organizational and/or depar(mentat melhods, practices and performance, as comipand with current, innovative procedures and processes, presenting ehernatives lo,vard maintaining organizational effectiveness at desirable cost levels. Staff Righlsizinp arid Ciolpheement Matching cxi5ling staffski] lsandtale nIsagailist organlzaI!onal ,oals,dcvelopinganappropriate,defensibleplanfororderly workforce wChIclion, financial cutbacks Involving personnel ayoffs are met In a humane, compassionate manner, while maintaining an effective, fully•funclioning organization. Organiza(I< pin and Op mlionS Analy9is Thorou,j~h inquiry Into administrative and operations procedure and practices leading to recommendations for improvin service ctebvery, cost-containment, or other actions appropriate to bring about a desired level of organizational services and effectiveness. } l'oliccand FiroStil,fies Review of staffing, operational and administrative procedure in fire and police departments toward implementation of improvements to ensure readiness and ability of those departments to mcel normal and emergency conditions In protecting life and property at acceptable cost levels. Total Quality Man ,enLenl anclMotivational Training Presentation of programs which focus on the dcYper causes of effectiveness, not the surface tecimiques that bring only temporaryimprovement,PrinclpleCenleredLeadershijnisused asafoundatlonalprocess in[lie developmental staff mis,ion t statements vv fell are correlated with Iheorgonlzatfon s overall mission, personnel Systems and Pa _Plans M Review of existing personnel practices and systems toward development of up-to-date and effective methods relating to: position classification and salary administration; performance/merit pay plans; standardization of personnel ppoollcles/ personnelnpanuals;crealionand monitoringofAA/I:EOAnd ADA regulatlonsandguidellnes. Also, development of accurate and relevant data to determine total cost compensatlon of employecsalary and wages apon which to base budget and wage setllernent decisions. Review of current Insurance coverages, considering the feasibility of self funding, and professional analysfs and cost-managementadministration of health care claims. Le3dnrsl>ip_Dcyclopmenp1Y (oft " Presenting the Internationally acclaimed program based onThrSeven IlabifsofHigh lyEffrcffvePeople, focusingonthesingle ~ • • prennise I pal: Effective t eadership Starts From the Inside Out. Training stresses the leadership part of management. Time management techniques for managers and staff is also thoroughly reviewed. Strnlegicl'fangin,g l , j Establishment and prioritizing of desired governmental 5en,lces, programs and cappital needs projected for an extended period, arrived al tlvouF,h a facilitated meeting and interaction between elected officals and staff. ; Assisting In the Achiovornnnt of Excellonce In the Public Service Since 1972 Q , r • [kecutive Soarch & Slalf k,zr,Ar rrll Management Audds P Stall Righlslzing & Oulplacemenl Ihmoyn'ne,11 on& Opera lions Aenlysls - Pelico & Firo Siudios • 10k1 & Motivation aI Train Ing ystems anti Pay Plans• Leadership Dovelopmoal Training • Slialegic Punning CHICAGO R) 234•(HN)5 )IX N Avaul,xi III"[(] Su le 2W FAY (708) 2,31.8309 Luke 1111111. Illinois @xIl l va Im IISNOvim By TIM, IE CLIlfEN7f,S WE S EI V91 Local };overnrneut and rohled or);wvizalions our Cunsnltmlts have assisted in both oxecutire search and in ulanagemeni studioH and related consutdn}; services Ahiirnr. Teex Cv It m l l.+ kr Cu 111111 1(,i 111 Ac Jinn Baal l a1101g, Mlehigan fEighlaud i'ark, hin+i, :1loingdnn. A'iq;lnia R',Her,Agcnr)' Pdu(LAW( 111m11', Wisam,in I lh+sdaie, Illinois AlnbelnaImv lidnrccnm it C'I"Im ign Coonly. l l l inak Puu Cl aim, Wism mio I i III III I clatrs, I,IIIF"I I'!nm+ing A)Iency Champaign, 11111u,i, Pll;in, Milk"" I follaad, NiIcllit(dn AfachLUa Covuh'. Plroi da Champaign, Sangaim+.t and hhehnrsC hlinei, 11U11vilvel, Imida _ Alhuyu,. Llm.,Ae++ h(bala+ Mclean Cuuatlcs 111mi'ls fnr}rori a, Kansas Ilmncsv,rxl, H,tisnnwr lark At,s udria. VGginla (harlrslnn Corm kadl, I rgksvnsi, ('~nlera Jn Dislrid, llllaols _ Allrna Cwilliv, Mi, l iii;an (,rn,llna I110,Oklahona Ilnnuesecxxl, Illinois Ame, I'll (l+arlulfe; l.k.HeuburgCminly. tiugenv, t1rcgno Ilepkill"Minnesela A n}cn,,]oe'a \M rlIt (It I'll iaa f'vouHen, fl l l n ois Hurst. Baas Ann Arb,. 1, MicLlpan It hfp+gn(ityl Oeg,'s, llliuols ]Ivfi On Pari.lllinuls Illinois As"iallen of Scluxd \dm),In❑ I I'mity Virginia ( haagu Nit 't' igv+4anilary f nvi et I Ivigi 1. flllnois ItIlli Vdmlma Tsa+, D1Iri,L iillnols I111.b rg. Nvsv Yolk huh•)x'ndenre Tuomsldp, Anddt(bll ndn U to 111{nnis ls.Ibndl, Milnua+to A1u'higan A.Illvmha In A1asolchusL91, (mcinnaU, Uhm I'anningtsm 11113, Michigan IndcLxmdenm, h1ls;rnui Vrhnlir Oily. A,+, ipncy' ( Jadc Gmnly, Gros gin laycllrvkllc. Arkansas Indl nrgx+lfs lnleruulWnat ,11IbuI,y Ve++7nrk kia}'Iun,Muwu6 Pclgu )l;. ,AInasuvri Ai,pmt, IUdLUIa tw a.n,L'.1" do Cal rdo5prwt Cldn 1 IF Il+l Yaxk, Mi'14,11i. IeL4er,;Al1,hfl;a1i 111"u, Illlnni> (ohllllbta Re),innd Ccuncii of llo..muur, Illinois. Huernellwial As$011.1 mof 1u,1u1 1, ,1, Gel'u111 AV IIIS, Urvlvn Fold du 1.ec. I9l,IIa,II I Assessin& O(I(cera llAAC) Ihiqi 04111111 kiksnur F.n a Park, Illhmis 1111m (Tonal IIISHIUIC 01 Rarrlnq(on, Motel, (ohn,+,,y N4dnaska Port r,Lxige, lama Mwdcipal Clerks l 11A11') Itnlh"Vill, llkhalnI'l (iluanbla, 4111th C'arnlina FnrltI M' lr,Tesas Inver Crm'r Helghls, ll+luia, 111(11411, nununocol(h Ghiineu I oamdminn I'm Hmnart rmluil)', Minuevna j 11i ion,Cngen I po r,Hion, Su1 9 n, Marl aua I'ark Ridge, Illhwls ILl1l Ci l)', lows I Iii U la. ,l dnnsas f Inds l(,nl'u JAL IVJs ellsin f ns3-011 Mivsissippl 11,1011 IUsLCn in (nnnml, Nc+v llonrysluro )rud.lin Park, Illinois Juksunville, Florida E us en+dle 1111111115 (c ucp ('alit, rn6n f r, mar(, Nel+ras!m )uIumille, Wlscnos ll Pullen lI16IF, NI 11111);ao 'w l MI pid s, Ah01111 1, l1 lI y, Aiin11"wIlv ILlhrse I'oil 11 ly, dlFilm 1111+ - ~ 14•na. Olio ( r)1. Clufs l! Ieml (,na,svi l l e, Florida Juliet, Illinois 8,11af,,A fonlana (,fl age Gruee llImna:ola ;Illy NewMexia JUL.I.H. polo( L4i1111e5 H'. u„rck, Worth C.S'+ta C,.11.61 hlnlf. lows Cud,'a l Ih, hliddgnu Loma I Ing l n(onuaHill (nr Ilk,-11th 11, 1, Cam nxt Ian ( w o C inn nw n i I I', Ca1'donsia G1 and, Tetan 17arayalms), l Hiaols Hh.mdngdatc, Illinois Crcttssvxxl, MSSnlrl Glen Elyn. Illlaoi5 Jupilvs Florida 1(nlLi,ghnn,k, Illlnnns Cmml nyham Ch l l d ten's Home, 0 ,mw, IIIlnais Kd11IMMKI, A11dhlgan Il„m, Courtly, KIAAUAy Illluols (loadalr] Ilighk, Illinuls KansiJAO ik,u!drr CIIp,N'ccu,H Uolhu, I',ws GIVIele,a, I11lnoll KrnrAvc, Mdlue Water nnuider,('olnrado Dall.l, Artie Rapid iTan.it Go%Oiimv+l liewce Ofllrers DLQrM I+ 51111111 (;rcr n, kcnlucLy (DAM) Asssxie l ion lG l'(1A 1 Kent Lim n(y, Allddgan H%IIt Girl, Cluh•. Id Dallas pausing Allllmrdp, Tcvas Gurrnne,eel oOamaica Kirkscaah Ml,smld V'"I Ihsr cal IF It iaIIF Dan'm, Florid,, Grand Yorks, Nnrlh Dakota I i L'iCcunly, WlNwnalA - Ilrau¢ai,hli~souri Dayl"11'rin Grand ll,uen, kiichlgnn la Cirdngc, lllln+is Hum 111111 IWAOM191 . a Da ulrrn„Alichl;,an 0.111(l lla ids, 4hddgn, I .A (mngc Rule Schrxd District, A fry hton%Iithii}m olerilcld, Hllnois ('rtp,sln,'Losss ((1611+15 • troll. filLx.c ld.m! Dinau1, Olds ( 'FIN, nW lC r, IN))II l i ng I Ike H l u f(, I H l neis Ilnndci„v, (11111,115 Ehlnq lifeuh, Florida ( nvxl dv, lV'i,u+sm L Ike (i ulily, I111nols llnsiklyn P I Ik nn c,ot,) D, Ii tIII .lesas G I elfI%i xhI Vit] igq GUtn[ade I.aI, Pnrcs 1, Illinois linrn,a9ck, (thin Iron V, N e1' 111 ml+111 iI a Grp Ina, CoIIIIICh<nll E. ake Z I I tIC11, Itll lm is ftunncillc, Minm,nla Uenv I'm A,lllp, Penns)' 1% alit (ali Illineis f,l kelYLxhl, Culnradu of apiteLArca lhnnnin); CnunIDsJ'me Mian+mi l laldu, Mass!chl'iti I ryas Summit, Mtescnuri Fe,.+~ ino;, G rove, 111 h nlls (h earer Pa r k, Ill i nois I.il>rrly, Nhssnnrl ( I'lvmdalo, lilinwis LMnvrr(osvn Kitunam,, lAt I InrHnrd, ( minedlLut Lilxr(pviIlc, Ihinois ( ali;m Me, 111111111, SC he ok Mlanlat,xr, Mi,hn ltl I fastings, Nchras,s I, W IM11sllirr, Illlnuis ( nrnl hlrann, Plim,i, UoJ'LlgPC'uunly, illluci, I laze) Crea1, Illinois 1,11IL Masi, Illinois (111hol df,pan.h Au111aonYUf II.d CIeseLII,l(ie I icillh Care Av,xf0es, Park Ih A., IIlinn;s I"I"r,\fichigll I:asE Ht,.a <'nc 1, Wine], Ridpi•, IIIi1,Ills [dllte [Fix k, Admisa, . It A A t ' r s 7• IL 51 h.a +~V hair d+} s~al~. v I • r F i. nllsnd, Illtnnis NL'11hh ! I, lllinols 9t,ulhgah 11d kv, Konluckv Ltd Lrr 4., Teen. icnrl \hdtilpnt 'nnlthuitk \fis.aduu:ctl Lulhynt (;awv,d I Icolih Ctlr O,tk I arch Illin"is `il,rln h0,I, Olds tit Irl u, P,,rk Rfdgc, 1111"oi, Oak nk, Illinul, St CI"ud AI1111...w t L11 m'll %vwhil , thnu'u I Zak vk, llicligau tit, Pranrls W1 I:onIin %6 0111 C. L'U'lit, Jill n"is OaWA AIlnn, 14,1 SLLonl, rk Milln wi.1 hladi"In 1ltisttouin OAI.,nd l'"wdp. Nlichll;an SL ALUy's Cutmly, Maryle"d 11aJw rAlydl l.aol Ulolhl Kmrn. SI NIIIr+ Mi,,ow l C u "11,11nvn, lirPut lic of ill" Uran),. 'h .a:• St. Pe1cr5L"rg, CLnida \111 La 11 L.land> I ) r :n i I I11, IilFlat. of llNa t, am li nn hula, Cann v.liarl Ode II V1,1 11114 Sla to of lndlana .Ni l,c1, er .11lssowi O'katoosn, 1J1 d ly ul Iowa Vlan1,atct Rcgl,, Planing Ila,111 LA khlhau StslCW KIn"I ou m" Ii w, 511,1 "llo Po l nu a' l 11 v, iAliu St" IV of IYnn,1'l ca ula 11"1, 1, l1, jlltls, 0hi,. IUla tut", I I I ill i hlaunlnn, 1'irglnia 1LtIli"" x,I, dii1) ncsola 'orndIsr V'aI at, ArLm1.t St 1 II 111)1 ! Ivighis, 16th gam ,,1Ltty1Lell1' . \liehii;nn I'r.lv'I 1lhnnis Feeding, Will"Is Sl,wil.c » tlly, rsar- Pnrk 1l10p. Illinois tilmnnuewnh Iliianis N1 ul Illinuis PLItk+idt 11"n1.ut 4rlins :ulx riur, l5 Lsamsin VIetV l vnburg('wml), Mulit (bqu )nlinn, Palk Midge, '1 he AP4e deal ln.l lulc Gu"Ilna I111n+i` linlry Park, lllnurls Uumshd, il'ktondu Pcwla. 111 ool Tn»'n and ('11 t1111t}'. ,Alisyaur4 Vfen nlta Utlldiv,lVixumia III trl'.!"rg, iirgfnl,t 'I nn'rrl.•CIll', Nil, ldy„nr Vh ndl; n, C"m yet. tcul 1'e1 "sk,.v„1flehigan iYo l wmul, Uhi" M, ndwn Charlar ],,I, 44ill, 11~ea. Oltio 'Inry, Nuu'1Jrk Veit hiI)an I•tnlhsinrn+, Acrc Jcnur . R'i Cilii's \k•Iro Cmotcd, .\Ic}IOlvdifan Krdunond I'Lwu, llv,n Mimi, wtj ('onvlnli"n, Vmh,rs' and I'LttLrhmrh, Ncw Yn1k LIIil1rL Childreds lloum, illinoiv - 7rvwi+In Huet'.iu AYq;inin Ptavvlh 1. )In,r C1ni"a Lr.I lplc (luh, Chieaµn, VlinnvluII nI Afurnvwt+ I're±lur ut'n ( i.nuniLsi"n on Lore Ilhunit Vbn"I„Nmlh Un kola Lnfurnntvnl and 1111'11"'Ay City, Khr'•nuiV %I4i'naI111[il., Adinnu,trali"u ill lu,ha' U111%," iW Park, Illinuis Uo],tu, lillrndr Nillw G,,.Ige S( mlkly, Llrba nd"le, 1111111 \fi+tt! nmrv C'uunlp, NI,ueland Vanwilie 11'aslunyi nn \ relmd I'nnixct lh lGhte, Illoeny Vermin hills, Illinois !Jo rhard, Nlim;,-,ci II'Midrnn Cum oulit~m [opit•r; VIILt fall', Ltluw, 1R. rr:pl c1, Ililnols Rhtxle island V(rginla„1flnuiulla Vlu i, u• Public l iNjrt, I'n~ri•++7,1111.1111+, Illuwl. WIAVd [Ilk", V1lchig•m Iodi"na 1't A,liclr I wuto)n'. hw L" Ill 51+shinpl,.n('oonty, Or(y;1m 1111 It r hnMnn I(r,elill) I ll"'i'l v,tnL) 11 ~sldunan Cuuuly, lII(ItI it `dn all n', l"'a Ko[;11111 11 Mannhlr; ( '111111 hi"IL10, 11'aul,v8an, 1 1 wl,• \Iu.4t}~o,. \Irh4} ~n I,einau,\11,111};att IVauaala;.r lViseouem Uvll It Jr, titwth Carolina Rhrxlc l slandC mnmisni"non llcstAthk l11<,mtsirt ' Nalw n Ille I➢in,ri, ('rim i n,, 1 Ins l i u' nw il r, t:~;lCO it est Rrnd, lR:-culuin N'aln A.'A(01 nl Richnvmd l(1ndl""L'oo'm,-, Ilii l l by ,llot!"v, low's ( 1'I r4;i,,,, Wu el I)Illuhx•, Illinois ?:1111 ndl A"(A L1111nt of Rltliwrt¢41'Iq,inia lVeeilhnR+nl, GrnnuNiall tl t m;and IUdWmI ul, lhntois WvAihi wn Conn ,ill 'ut 8111 n, n I' 11) 1 lit( it J it tats Nltfgeeo I, Nstr Jeru'(' WLnlvnt Slnnye, Illirlola t\,II IIU)) K(vc11'low, \lirltig,in Wl^,Imm,tvl, Colwado Ka11 .11111 Lea);"c of Crtiv, kud.cille, Alelyh+nd 15rvslmnnl, IlGnuix sAI cl fickle 11111 r"nnn9l,: ul 114'sllxn(, Cnmu'f 111111 \'rx P:n};im•1 \luniiipal Rall+ry, \h adurcs, IMIU11. Wclirrrslteld, C'ouuailatl ('unlr Nosellc, 111111)PI9 N'hcatm)I111un{n V'rw ldet'vn,Cimnrelknt Roernl nl, RE'umlc lYhcVIinryl, lflir,uir N'vt+ Urlt. 1L', Ialui.i.nla lma y flolI ly Con Imissmn, l flay, WIlf"1tsln V'cw It 0;1111 yIlchlgau WkIllla Palle, Iusts Srtt Iner s 111 h ti htxd, _ 1p,h?an Vhrhiip)n 11 X1111.1, Kai as Ill" t Is +n lost (ttifurni,i 1Vtllmt hook. llllnuts NOl111)111171 C011ovA1N! 'ut4)Ant C',111frnnia 11'Ibm lie, Illinois Vlat,111 I all,, New York tiauk illy, 11'isyon+ut 11'1 nfielJ, 4;nn sas N dt, Illinois tikhaumhmg, Illinuis 11'iunctka, % fl8nnis ivi 1. N i-rranska &,mte, R'a+hinglnn Winlvr P.-A, Colwadn `:rtfl lkeh 9tslgty Ilk Coumy, Knnsas iVi,wilsln Co incil on(liminal N1ulh Adowa, Ma"milliroliq tihakrr l fvighl+,0111" Justin, P.'arl) C b,t rhwmn, &IUlli 5hold"u, Itrlea Mit"I Dlo, I1NradP Car"lina "hon'tvnrxf, lYtseutu'lu Wtwdridgv, Illinois North Ilavell, (.-olmatL:u1 !Sh n•vrlxn 1. 111111161 nd 41'11111911 x'k, Illinoi. Moot! Iansas(llc. Ah"Illri Ulune C'ill•, Iowa iVm rector. Al rs;:achusclG :ndh hhure !Stnila ry' Dmlrl el, SkuLL•.IIli n ul< q'urllt Ltglun, Ohio Ill Tunis FtnUhl hq tgo lcnnuwlrlly }VyowinF, \lichiyan V'nrih 1'mk Rcgh•ual MIli,e, IIusPNal Illin"i, 1'r nklon, !.nJh Uakola 1'eIm )In+iI Swill PIInl Illinois YJMw11,:,it, if}ui Conrmmlilly 1,L'thl r e k, Illinois nith tint mhm \I1yor+',md Lftillllvs Authorily firnlh t tI nI Illluu'rs I'Iannlrll ,11an"l o r C nlemum, 1119wie CI'l" it-ion Iwillf 11d, Ua hyar, AMERICA'S MOST EXP1EbBdlENCS1I1) MANAGZFMZNr CONSULTAW7 8 y0a C,0vE MMXNG THE PAR GROUP Paul A. Resume, Ltd, Public Managemanl Ccnsuhenls 4 • • THE PAR GROUP cfeCAGo Pa u IA. f i 0A J n1 C, LI d 1.+ocuiive Office Cunbu lan IWA 100 Ncrlh Wauku1 Public ' LnY.n outfit Illinois 60044-1600 Consullnnts TEL IM234h 00!15 fAx 1081234-a309 November 20, 1995 VI A COU$lE$__pE] jV B RY Mr. Thomas Klinck Director of Hunan Resources City of Denton 601 U. Hickory, Suite A Denton, T\ 76205 Dear Mr. Klinck: We are pleased to respond to your request for our firm to propose how we can assist the City of Denton in the. successful recruitment, screening, interviewing and selection of Candidates front which the City Council may appoint a Cily Manager. We were privileged to work with the City of Denton in the recruitment of Lloyd Harrell in 1986 and would be pleased to again have the opportunity to be of assistance. The PAR Group - Paul A. Reaume, Ltd. is an Illinois corporation which consults exclusively in the public sector, serving the needs of local government nationwide with corporate offices located in suburban Chicago, and with Regional Managers In Hartford and Los Angeles, The PAR Group is headed by I'aul A. Resume, a former City Manager who has provided consulting search services to local governments nationwide continuously for twenty-three years--since 1972. Our Principals have over 150 years' cumulative operations and consulting experience, in the field of local government, and have conducted a large number and variety of local government and not-for-profit recruitments for a national clientele. Clients have included local governments of under 5,000 to one million population, with budget responsibilities exceeding a billion dollars. The firm's quality of work and sensitivity to Clients' needs and concerns are recognized hallmarks-our firm was it pioneer in local government recruitment and Is considered a leader In the public management consulting field. We have never failed to recommend a group of qualified Candidates for Client consideration. We have conducted executive recruitments throughout the United States and have worked successfully with a wide variety of elected and appointed Officials in local government. Por example, ) we have conducted recnd(menls for the Texas municipalities of Abilene, Arlington, Austin, Dallas, • Fort Worth, Garland, Grapevine, f lurst, Lubbock, Orange, and Wichita Palls, in addition to Denton. The enclosed Executive Search Client I.ist provides a comprehensive listing of our recruitment clients. We are currently beginning a recruitment for the Southeast Texas !lousing Finance Corporation in Pasadena, Other current recruitment clients Include Arlington County, Virginia; Gurnee, Illinois; Montgomery County, Maryland; Plymouth, Massachusetts; an.' Troy, Michigan. We have just recently successfully concluded recruitments for Coral Springs, Florida; Manhattan, Kansas; Marquette, Michigan; Newport, Rhode Island; and Rolling Meadows, [llinots. We monitor our workload carefully to ensure adequate tunic to carry out all recruitments in a most thorough, responsive, timely, and a • exemplary' mam,cr, i Importantly, we have worked with numerous university/college communities, including port Collins, Colorado (Colorado State University); East Lansing, Michigan (Michigan State University); y Asslstlntt Ij) tho Achlevement ut Excellence in the Public Servleo Shun 1972 r A City of Denton, Texas Page 2 r` i rt s Manhattan, Kansas (Kansas State University); Marquette, Michigan (Northern Michigan University); Charlottesville, Virginia (University of Virginia); Champaign, Illinois (University of Illinois) and many others. ¢ In addition to our extensive experience In recruitment of public management professionals for focal ' governments, we have also assisted related public interest associations in recruitment of top staff, Including the Executive Directors fur the National League of Cities (NI.C), National Association of Counties (NACo), International Institute of Municipal Clerks (IIMC), International Association of Assessing Officers (IAAO), National Association of Housing and Redevelopment Officials (NAHRO), American Public Works Association (AI'WA) and the President of Public Technology, Inc. (PTI). Through these searches and many others we have performed, we have established credible and respected relationships among local government officials and related leadership of non-profit organizations throughout the country. With regard to EEO/AA recruitment, The PAR Croup carries out recruitments and provides services an a non-discriminatory basis. We have sought out and recommended Candidates representing Asian, Black, Caucasian, Hispanic and Oriental ethnic background and cultures, Including both male and female professionals, We do, and have, declined contractual assignments which would not be "open" recruitments or which woutd Indicate lack of the Client's willingness to follow F FO/AA principles. Our credentials are well established with minority-related organizations, including the National Forum for Black public Administrators (NFBPA), of which we are a supporting member, the International City Management Association's (ICMA) career support program for minorities and women, and the ICMA-sponsored Hispanic Minority Network, We have a strong record in recruitment of minority and women candidates for public management positions. For example, since 1990, we have conducted 163 executive searches and have completed all of them to the satisfaction of our Clients. We work diligently to Include minorities in our candidate pools. The following table indicates the number of minority Candidates Involved In candidate pools, and the number of minority Candidates appointed. Minority Candidates Appointed Minority Candidates Recommended . _ 1 l Black Male 12 Black Male 79 Black Female 4 Black Female 16 While Female 6 Hispanic Female 5 Hispanic Male I Hispanic Male 9 Asian 10 Pacific Islander 3 White Female 77 • In the past six months, we have carried out the following recruitments; Fort Collins, Colorado (electric utility) Marquette, Michigan (electric utility) Grand Island, Nebraska (electric utility) Manhattan, Kansas lie, Chelse Maryland tb Chelsea, Massachusetts Boulder City, Nevada (electric utility) + • Wood Dale, Illinols Sou`h Milwaukee, Wisconsin Countryside, Illinois ti I I. I j City of Denton, Texas Page 3 l Coral Springs, Florida Newport, Rhode Island Rolling Meadows, Illinois Metropolitan Computer Aided Dltipatch, Champaign, Illinois North Shore Water Commission, Wisconsin Montgomery County, Maryland Housing Opportunities Commkslon We are currently engaged in the fallowing recruitments: Plymouth, Massachusetts, Town Manager Troy, Michigan, City Manager Southeast Texas Housing Finance Corporation, Fxeculive Director El Paso, Texas, Director of Parks and Recreation Montgomery County, Maryland, Director of Park and Planning Arlington County, Virginia, Director of Environmental Services Gurnee, Illinois, Deputy Fire Chief Representatives of the following organizations can comment on the quality and professional level of services offered by Principals of our firm: Client: City of Fort Collins, Colorado Placement: City Manager Client Contact: Jaime Mares, Director of Human Resources Telephone: 303/221-65M Client City of Manhattan, Kansas Placement City Manager Client Ccntact: With L. Stunkel, Mayor Telephone: 913/537-0056 Client: City of Rockville, Maryland Placement: City Manager Client Contact, James F. Coyle, Mayor Cheryl Lampkin Thomas, Asslstant City Manager Telephone: 301/309.3305 Client: City of Grand Island, Nebraska Placement: City Manager Client Contact: Ken Gnadt, Mayor . Telephone: M8/385.5440 j Client: National League of Cities Washington, IX Placement: Fxecutlve Director also Client: City of Forl Worth, Texas Placements: City Manager (2) Executive Director, Human Relations Commission r Client Contact: Bob Bolen, Fourier NLC President Fortner Mayor of Fort Worth, Texas currently with Freese/Nichols Consulting Engineers 'T'elephone: 817/336.7161 , 0 • r City of Denton, Texas Page 4 t` Client: City of Wichita Falls, Texas Placements: City Manager Director of Parks and Recreation S Director of Public Works Fire Chief Client Contact: James Berzina, City Manager Telephone, 817/761-7400 Our executive search process is highly professional and personalized. We will assist Denton Officials from commencement to conclusion of the recruitment assignment, until a completely acceptable Candidate Is appointed to the position, We handle all of the administrative details of the entire recruitment process, so Council Members can limit their involvement to the significant, derision-making aspects of the selection process, thus minimizing interruption of attention to other on-going concerns and responsibilities. Our initial effort in assisting the. City of Dutton would be to develop a Recruitment Profile that sets forth detailed qualifications for the City Manager position, reflecting both current and Icnger f range organizational expectations relating to the position. T'he Profile serves as a key instrument for recruiting and screening Candidates In accordance with the unique needs identified as particularly desirable for Denton's City Manager position, Our executive search process would bens follows, sub(ect to mutually agreed upon modificatlon: f. Interview, individually, the Mayor and Members of the City Council, and interview i Department Heads, key Staff and others (community, business, and educational leaders, public interest groups, neighborhood representatives, etc,), as desired, all toward achieving clarlty and consensus concerning the specific nature of duties, responsibilities and expectations of Denton's next City Manager. Interview data will be used to prepare a Recruitment Profile for approval by the City Council (Sample Recruitment Profile enclosed). 2. Conduct an Intensive independent professional search and recruitment effort, utilizing an extensive local, regional and national contact network, seeking and qualified Candidates who may not otherwise have an interest In your recruitment. This activity would of course include a special effort to identify and contact top talent among Texas public management professionals. N1 3. Place announcements in professional publications relating to the position under recruitment to provide maximum exposure of the position's career opportunity and to ensure an open • recruitment process, 4. Process all oppllcations received from recruitment and announcement efforts, including timely acknowledgments of receipt of application and status of recruitment information to all Applicants, on behalf of the City. 5. Screen all applications received, matching all Applicants' credenlials with the specific criteria qualifications staled in Ilse Recruitment Profile. 6. Interview prospective Final Candidates and make background inquiries and reference checks with current and past employers and verify claimed educational achlevement. f If 0 • • City of Denton, "Texas page 5 7. Present a written report to the City Council on applications received for the position, including r6suni6s and background information on those individuals considered to be most qualified and best suited for the position, recommending approximately 12-15 such persons for personal G interview consideration. fit? 8. Facilitate the City Council's selection of Candidates to be invited for personal interview and k: appointment consideration; we recommend that no fewer than five Candidates be Interviewed. 9. prepare interview questions and procedures for use by the City Council, developing a process 4 which will ensure that the same questions are asked of each Candidate and that each interview is thoroughly and consistently evaluated. s 10. Arrange for additional background investigations of Finalist Candidates, to include criminal court and credit records checks, as desired. F- 11. Coordinate arrangements for Candidates' travel to Denton for interviews, be present during f. interview sessions to facilitate effective discussion and deliberation toward the City's selection of a Final Candidate, and also assist in employment negotiation between the Final Candidate and City Officials, as desired, u, 12, provide no-fee telephone follow up and counsel to the City Council and appointed Manager for six months following conclusion of the recruitment. y We are prepared to undertake your assignment promptly, within ten days or less following the City Council's approval of our proposal. The Recruitment Profile would be submitted for review and approval within ten days following our on-site Interviews of Denton Officials and Staff. We would be i In it position to recommend Candidates to [lie City Council for personal hitervlew consideration within 45 - 60 days following approval of [he Recruitment Profile. Personal Interview of Candidates could be conducted approximately ten days following the City Council's selection of Candidates for Interview. Overall, the recruitment process-from the beginning to the dale of appointment of a Candidate--should take no more than 90 days, All services in connection with this assignment will be performed by individuals who possess recognized municipal experience and brad executive selection judgment, Paul Reaume, president of the firm, and Gerald Plock, Vice president and Managing Director/Executive Recruitment Services, both of ,R our Chicago office, will be responsible for and directly involved in your assignment. Mr. Reaume will serve as Recruitment Director and the primary contact with the City Council. Biographies of these persons are enclosed. Our professional fee for the comprehensive services outlined above would be a fixed fee of $12,500 for professional services, plus reimbursement for expenses related directly to your recruitment process, such as for travel, communications and printing, approximating ,$4,000. The foregoing expense reimbursement does not include the cost of Candidate travel and other expenses associated with interview of Candidates in Denton, the cost of published professional announcements, or the cost of court/credit records searches. The professional fee is payable In three equal payr,Zents, billed during the course of the recruitment, with the first payment for professional services due upon acceptance of , • our proposal, the second statement billed following recommendation of Candidates, and the final one- • • third billing upon successful Completion of the recruitment assignment, Reimbursable expenses will also be billed and indicated separalely on our statements. tf> w City of Denton, Texas Page 6 This letter of proposal, when approved and signed, shall constitute an Agreement between us and 11 may not be modified except in writing by both parties, Our liability, if any, shall not be greater than the amount paid to us for profess -ital services rendered. Denton City Officials can be assured of responsive and personalized professional attention throughout the City Manager recruitment assignment, We enthusiastically look forward to having the opportunity to assist you in this very important staffing responsibility, We will be pleased to provide further information, as you may wish, and would be pleased to personally present our credentials and discuss further how our services can best assist the City Council in carrying out their responsibilities of selecting a City Manager . Re, ectfully sub fitted, Paul A. Reaurne President THE PAR CRO P - Paul A. Resume, Ltd. ACCEPTED BY THE CITY Op DENTON, TEXAS BY: TITLE: DATE: f 's i THE PAR GROUP Paul A. Aenuma, t.ld. ;a ~ t If 0 O • c~ S i; CONSULTANT BIOGRAPHICAL PROFILE S s PAUL A. RFAUME Mr. Re,iume Is President of The PAR Group - Paul A. Reaume, Ltd., and has provided public management consulting services to local governments nationwide, continuously for over 20 years. Mr. Reaume, a former C'ty Manager, was a pioneer in the development and provision of executive search services for local governments and Is held In high regard by elected and appointed officials in local government across America, h Mr. Reaume's career and professional background includes service as a City Manager, private sector Corporate Vice President, and entrepreneur, In addition to heading his own firm, Reaume has been a Vice President and Partner in a large International executive search firm. He has also served as Editor of Current Municipal Problems, a national quarterly publication. L' Mr. Reaume has boon active in numerous public interest organizations over the years. He has served on. a number of committees and task forces addressing Issues In public management; Including solid waste, disposal and urban transportation alternatives, preservation of open space, and municipal policy strategies. He currently serves on the Task Force on Professional Development of the International City/County Management Association, Mr, Reaume holds a Bachelor's Degree in business administration and a Master's of Public Administration degree. His formal education has been supplemented over the years by attendance and participation In a wide variety of training programs, seminars, and conferences. He has also conducted and directed professional training and organization renewal programs both as a public management practitioner and in consulting assignments, Reaume has been Involved In all areas of The PAR Group's consulting areas, Including executive search, organizational analysis, management training and development, Mr. Reaume's professional Involvement In government, business and related fields spans over thirty years. He is currently an active corporate member of the international Oily/County Management Association (IOMA), ane supporting member of Natlonai Association of County Administrators (NACA) and the American Socle v for Public Administrators (AS?A). He also serves on the Advisory Council for the Forum for Black Pu6IC Administrators (NFBPA) and Is an active participant in the ICMA Hispanic Network, He has prevlo isly been an active member of the International Personnel Management Association, the Assoclollon of Training and Development Officials, Institute of Management • Consultants, and Rotary International. In 1992 he was selected as an Honored Member of Who's Who in ; Loading American Executives. In addition to his professionaf activity, Reaume has been an active participant in community affairs, 1 serving as an elected church leader, senior level volunteer with the Boy Scouts of America, Crusade of Mercy, and related organizations,: ~ Reaume Is a frequent speaker and presenter before local, slate, national, and International professional i• I ~ ~ r groups. ( , THE PAR GROUP Paul A. Reaume, Lid. O f1 • • CONSULTANT BIOGRAPHICAL PROFILE GERALD R, PLOCK 1 Mr. Plock Is Vice President and Managing Director of Executive Recruitment Services 'S with The PAR Group, a nationally recognized public management consulting firm. Mr. Plock has served with The PAR Group since 1987. w rz in addition to supervising recruitment activities of the firm overall, Mr, Plock has 1 personally conducted an extremely broad range of recruitments for municipalities,r counties, special districts, professional associations, and a variety of not-for-profit institutions. His wide-ranging experience Includes recruitments in all sizes of r organizations and in communities of great diversity and complexity. His recruitment activity includes executive searches for the positions of CityNillage Manager, Electric` Utility Manager, Police Chief, Fire Chief, County Administrator, Finance Director, Public Works Director, Parks and Recreation Director, Comptroller, Data Systems Administrator, Downtown Deveiopmont Director, Medical Director, Utility Director, Children's Homo Administrator, Convention Center Director, and num( roes Executive Directors of professional associations and special districts, Mr. Nock has also conducted recruitments in the Western Pacific for United States Trust Territories Including Majuro Atoll Local Government In the Marshall Islands, State of Kosrae In the Caroline Islands and in Salpan for the Commonwealth of the Northern Marianas, He is listed in the Directory of Executive Recruiters, a comprehensive listing of search professionals in the United States. Prior to joining The PAR Group, Mr. Plock served on the city management team with the City of Phoenix, Arizona for six years. Fie holds a Masters Degree in Public Administration from the University of Kansas (1982) and a Bachelor of Science Degree with honors In Political Economy from the University of Wyoming (1980). • Mr. Plock has been a speaker and presenter before local, state, national, and international professional groups on Issues facing managers and administrators in the public sector today, He Is a member of the international City/County Management Association and is a former Board Member of the Arizona Municipal Management Assistants' Association, Mr. Plock has also served as a public management adjunct professor at Arizona State University. r, 1 F THE PAR GROUP Paul A. noauma, Ltd, • 43 • l c { l Ciof I'm Collins t ;RECRUITMENT PROFILE CITY MANAGER CITY OF FORT COLLINS, COLORADO This Rect Or tment I'rnfde outlines the factors al qu,d i l icatiuns and eaperienur idmViOad as nece,sary and deslfabh` lur Cand Ili a les for the City Manager posllirm wiEh Ilia oily Of Port Collins nod pro% kics backi;n,unc infurmallun 0n the Commumil5' and City Got, ern men 1. The 1'rufilu was prepared following intern, iews tv itit the M;lvor, Meinher,. of the City Council, Member, of a Citieen. C ornmitice, NIcmbers of an Iln,ployce G>nunilto¢, Scalur City Staff, rcprexattalive cuuonunily Icader,hlp„md nternbrr> 0f the pt[blie, as [sell is review Of wrilten ntalcrials relevant to Pert Collins anal the City Mmager po%itiun, r. fi is I'roflIV will be u•,cd as i guide in the recruitment ill MOSS, providing criteria by which Ipplicmimis will he screened and - individuals5clrcted 101 final iolereiew and appo'uttmm~l cunsideratlum i All inquiries relating l0 the recruitment and selection pnxess forth, City Nlanaf;er pusitiun;lie It be uireciod to the alleMiun of + the Conslihanl working with the Mayor and City Qoundl Nlcutlicts of the City of Fort Collins: The PAR Group Paul A. Reaume, Ltd. 100 N. Waukegan Road, Suite 200 Lake Rluff, Illinois 60044 T L L: 7081234.0005 FA%; 708/234.8309 ~s 4 COMMUNITY BACKGROUND t 1 lor1Collirui"A0,fledaRhecaslentbas.aof the l'writ Ranheof [ ugyfhuts,whi<hnrcamajorcontnbuliunlolhclrxalceorunny. 11heINo0,vNlounreins,:qa;,ruxinwtulyvdntilesnurtl~0[llenrer - [it- tomunityis olsuarey;funalshopping mid nmdlcalcenter, i r and 41 inilvs south of Cheyenne, IVyonaing. Port collin+ is whichallraclspeuplefront Wyoming, Nebraska and Northern bordered 1011re well b)- the (04)1111115 (It Iho Rocky MOUnLrins Colorado. Fort Collin, has lradillonaliy been below natioral ` andt,,ilit- vastby the great phinnandr0111ngIii llsofCOloridds and stoleaveragesfornmempluynustt.1111SOhantpopulaliun a,;rindho,d bets, The C-ily isat in VIC% Illon of 5,1101 feet above which is knrncri for its higher than overage edueali0n Ievuls. - r' sea Icce1, with th_ foothills wvsl of Ifte City ranging 10 ncdth' ) nUtW feet obuve sea level- theCache lo I'nudre River Ilms' Among then,anyadto ralameniltesIli ForlCollinsarcihepnr( ` ihroug!)HIVCfty,prmtdiny;ai;riculUiral and rccrcatlorial ben- CulhnsSyinphun),Lorirn[r C huralc, foothills Civic T healre, it g eLts to local residents, Fu, 1 ills 13aIte1, and theCSlr Art Series. Necrcatimml opportu- m iu enjuyed by rrsidenis include skiing, booting fishing, Frst sclQcd in the nod 1151 Nls, furl Collins now has 'I esti- hunt mg, hiking /biking, c+mping,and golf. I he City ma!nL[ins niate'l papulalion of lUO WU.'I he eu:nutunir) has rnncistcndy over 23 wiles of irils within [lit' 01V limits and an cslcnsM' l rankerLasoncof the ltshsbgr(i, ng melrupolitan areas in the parks-sicnt.'fhe Cily has ds0 developulas ignihnntsyslent • • n.ilk0nunerthepasll5) ors.'fheiootlerunumyisslron!>artri ofupuiSp)JCVandnaturalaanwhichisl[mdedbyaetedieated ' t dicersifi,.I Ilit, largeslentployerlit the CityisCulora,loState sale ltcSlalvandnatklialforesls,IImseloulhRvIvR,oir,and i 1 Uni crsr ll:51JhFart(_idlinsishumctoxrcralhigh-echnoh ROCkyNlornlainiA`aliunalllark awall«'ithinash0rldrive. 1 of t Lori Collins u a y rowing. vital comIntimty ithere ia,tes arc Issu es cons id e red roost important to II n•eo mm Lilt ny. The Cily Mi ccnfervd around gnnVlh, yuallty of life, and en,Lirnnntenlal rsnlsainvaludinatwu-ycarproje(ahnrpdatcitsC'omprehen• concerns, Cily Council expresses it, view of the l`,SI of save Plan, known is'•Cily Plan" 1a unporfance for the ommilunily in its "Council Cnals.•" This f } ,cork pLnnisdcvclopudandadupltdu~pryheoycarsfollowing Tlw0tyofFnrtCollins hasIlotalof1,045full-Iimeand1,23d cash City Couniil ulccliun (.ve insurl). -1 he currenl work plan seasnnol employees. Thu lolal Cily moron budget is, for all Ivill he reviewed and n•visnd following the nest Council Alec- purposes, 4180 million. I1w City has no collective bargaining Gun in April 1993. unions far its employees.; FORT COLLINS CITY GOVERNMENT CANDIDATE QUALIFICATION CRITERIA fi Pur1G`Ilirts isa hom" 1 ule'-ilymdoperatenrOder lheCnuncll- 'flip following Ltcturs of ed uca lion, experience, ntnnaguntent •1 Manager form ulgnurnlnui~.ff i,uecrMngbodyconsisisof stylo,indpersunaDnaitsa«aauiderCdidr•alatlrihutesforFort a,Vayur std a six-member Citr ~uu ndl.76e A4ayor iselcctud Qdlins' next Cily Manager. List salary for the position was f at large for a two-year term. -the six-member Clly Council I' W,BW plus it competitive benefils package. Salary and ben- 00L Cd by dfslrict for four-yvar overlapping Icons. Policy Oils for flit- next City M.wagu will be negotiable, depending + deCisians -tndlegisladveacfionslakenbytheCityQalncilire upon qualiGcalionsand expiriertcc administered and executed by the City,bian nger and rcmrded - bylht-0t) (Ierk, theCilyAtiorneyandUunicipalJudge•,both Education and Experience appointed by IhV City Council. phn• n rompiewentarv rule in HILL interpretalinn and enforcemnOf of ordin,rnces Adopted by I lave a baccahureale degree m public/business adnunislra- y~ the City CuunCIL Ilon or rL hied field; ac 11 love, meI, t of a graduate degree is A desirable but nu[ required iIcCllyufl'urlCnlbnsis4nuwnasawell-runslablc,pr~ficy sit Vogam/.1lion.Tli City is slructuredInto seven nrgtnita- IlaxesigoificaolInanagc'nIculandsnpprs'isurycxpericncpwith Sr. panel wet, or Srn 111 Areas, with grouR rags of aperolin.g public seclororganizabons, withakwitional prtvafeseclor dcharnneni, pruvuhng wrvia:+ to the commrmtty. Gaeh de- experience desirable. parlmenl is furlhor bn+ken down into its functional units or pra);ratns. Tin, k`rvice Are:s include: ( t ) I.xel Mire, Legisla- I lave file experience and ability to interact successfully and 1.` Ilk I.,dmlitnhci,IlSrfl rLCY('ill'( nuncli, Cih Clerk, City Adan• pmitix ply !it '111 open, participahtrycinrtle, working e6 tgcr, ItAtiornel %kolit,pal Caurt,(2)Ail OinislrativeSer feclnekyWilk kliMieintercetsand opinions represented vices.financv,(IuncnlSeryices,Iiuntan(ir~sources,lnto"ma- byelecte•dufhd,115,slalf,bu.~itu•ssinhnests,amvtven:eand lion and Conmutniinnnn System.; (3) Culturd Library, and industry, notrprofit agencies, citizen and neighborhood Recreation S'l%I,Vs~(,idturalSCrnkc+are f-nulilies,l,ibotry', groups, univeraitysfudenlsandLicully,insliluhwtal,and Parks, and l(ccrea11011; (OCommutity Planningond Lr won- intergoveinmental htterests, nu•ntal C~'n ices: liuildmg I'ermils and zoning, Economic Af. fairs,;AralwalReswures,AdvancePlanningandCurrentPlan- henblenndwlllingluinteraclpositively with CflyOfficials,Staff, ,•ng.(F)fit liicticriicesl'olice;(6)Transpurlallun4`rntces: and citizenry lltathayeneryhighexreclatianswithregard I:ni;mcutn} Street, fransfurt(publiclransportmi(n),Trans- to municipal organizatlonal performance and porlari,m I'i,uutiog, (7) Uliiily SCn tips. Light and Power Ulil- respou.iycness, rtv, Slorntn'aht Utility, Wltler 1lltlltt W-iAcwatei UliIM% I lays dumonstrited supcriurverbal and written contmunica- f hr Cit I-lrrlncal uhhh'systctn tnntntenced Operations in lion and public s making skills. 191 mid e.lilt' 0klu.ivel+ruridvrof powerwilhinfile bollrid- ariest+f lilt' City f hi ( 'it), ban, enir red iWO an agrecinenl with lie profession111y' eununined to the principles of cowtcil•alin- tilt- 1'lani Ricer PI Met Aolhol'd4 r sepudle govemit'll I'll tf,erguvernment,andlhedivislorefdutiesoulllnedlnihe cold', to Lick elop vIvoricaf uneri,y resources and to produce City's Chart e r. and nan••nnl eleclrical cuer)1y. Deregulatiunof the industry in al. tim romini; 1011 s u vxprctcd lip L+avc a significnnl impact oil Ideal candidates will be experienced fit the following areas: ; t npr•ratlnns r environmental ;Lid quality of life concerns and issues, In- r f :rcwdl~l.srlyice.,reprimdedbylhePoudreFnrAuihur. d10ing1111 hty,npunspaev,and passive amerdtics. Jn a •cip,mal serviic 1901kv- 1 he City %laniger is a Board Vc ,:N'l of the Authonly. r Growth management techniques and land lisp planning. r.` I h ( 1ty-h r. recenrit t)MOICnced n 1'c•nr-luny„ hfghlV parlici. . Affordable hausingstnttegles. f rtory Of art eallud ily Dialogue," .t conununtty irsloning {1rocas,that It Ill helpCrtt le,10M,f>,vstheiruterglesLilt those r Infrastructure issues, w•illn experience uttlizin, it formal , ka a CITY COUNCIL COALS ThecityCounciI is responsible IordetenuiuingCltypoliciesand theappIicationof those policiesin providing services to the public. Council identified issues that will be addressed during their elective terns. 11) addition, Council established a policyagenda which will provide a guideline for the Councii and the public for trackingandevalualing the UT011111liShonts toward the established goals. Resolution 93-Weslabhshed the tw't`lveCPnocll gads and the policy agenda for 1993.1995,'Mcgoals and policy agenda will provide a framework for the work phtnsof %1,111`01ld tine development of budgcl decisions for 1994 +md 1995. A. Provide Efficient, Cost-Effective Quality Services and Facilltt's. EnSMV the provision and mointcnance of the public's investment in quality public services and lacilitfvs. b. Pnhance the City's Fiscal Heallh. Continue to find ways toatrengthen and enhance tho fiscal health of theC'ity. c. Provide fora Varietyof'Fransportation Modes and Choices, Plan and providea varielyof transportation modes and choices in order to decrease vehicle travel and balance and integrate safety, efficiency, congestion, and the needs of the environnumt, ci. Protect and Enhance our Environment. Protect and enhance the City's environment and ensure that environ- mcnlal quality is an inICgral 11,111 of the City's hued use, utility, and development policies and plans on.i capital inlprovenusnt projects. c. SlrenglhentheCity'sl.audUseCoalsandPolicies.Revfewandreviscasncs-asssrytheCit~~'slandu^e planning process and policy framework to strengthen the elements which: promote a well-nianaged growth pattern; provicfeoppurtunities forcilizens invoice theirconcernsearly in the process; areconsistent with community and neighborhood values; and integrate consideration of enviromnental quality, the physical environment, anti the provision of public Services and facilities. f, Reduce ViolenceandKeepnor CilizensSafe,Eumineandassurethecontinueddefiveryoft]ualilypubliesafety Services. JJ I g. Increase Affordable Housing. Continue to work with other agencies and citizens to facilitate increasing the ,tvailabiiity of dffoldablc housing to dli residenis. 11, Enhance the Community's Economic Vitality. Fricourage business and job development that provides quality jab,, (icing wages, and has a pomfive impact on the environment in order In diversify and sustain the healthy AOM111116: 11,11P Of [Ile Conlin till it)'. J. Preserve and Enhance the City's Core Areas. Continue to encourage and support projects that prererve and enhance the( iiy's core irv&i: Downtown, Old Town, Noi Ili College, and the close-in neighborhoods. I Promote CuihualDiversily,and Recreational and Educational Opportunities. PMWOletlulfiril,recreational, mad educational enrichment programs and facilities that are integral to the City's quality of life and will foster mwii,l rv,pect and regard for all people, k. Listen and Respond to Citiums by Promoting Opportunities for Early Involvement and Meaningful Par- Heipation. Fnsure lot,l] invofvemenhu;dcanununication withcitizens iegardingthe lull range of Cily policyand ' prujoct,, 0 J 1. initiate Intergovernmental Coordination and Cooperation. Work with other local, state, and federal govern- ment agencies and special districts to better integrate and coordindle policy planning and joint projects. oacr 0 r ~ i IT I' p ~ .8 di9.! . ,n. .r l,T+r.4a fr s5.~.:.,. ,.w„ w._.....~ n... cn... . m,,..~.... ...»n a s. ....•.--...4.'...p 4,eya,n MVittFtRh~!fatirt'.Ulx'T~}.e' 5 / RESIDENTS OF FORT COLLINS C' City of Dort Collins city Council Boards & Commissions Fr. ti City Attorney City Manager Municipal Court r -f - City Clerk + C Community Planning u LEbrary & Other Qovemmental Administrative Police Transportation Utility Units and Joint Services A Environmental Recreational Services Services Services Services Services Ventures Finance - Building Permits & Cultural Services office of the Engineering - Light A Poudre Fire ,r Inspections Chief Power Authority General Library - Streets • Services - Economic Affairs Information - Stormwater Fl, Collins-Loveland 1 Parks & Services Transit Airport k - - Human - Natural Recreation Wastewater I J+I Resources nesources - Investigative - Transportation General, improve I Services Water ment District 01 Information and Planning Eiy Communication - Uniformed - Platte River Power j . i • Services Services Authority Downtown Develop- {ti` l ment Authority ry?>~ ^Yi'RV jS, fife • ,'7rv~ ~ • process for mvfewing capital impnrvement needs tochanging personalities and styles of I;ioup interaction. • Slralrgic planning pradicvs and long range planning. Folluw a straiglrlforward, professional management style is interacting vrllh and presenting victvs to elected Officials • I ligh quality economic and ronununitydevelopnnenl. and citizenry, not beingconstralned by, but respectfulof, opinions of others. • Utility management,including nwnicipaliyownedeleclric utilities,,vaterPill icy in tiuwesteraUnitedStales,waslenva- leave the interest and willingness lu assist City Ofgciols and ter and slonnvater programs. comuuunlty leadership to allow the City to develop at Its greatest potential, Consistent withconRMuni ty values anLI • lntergovernnnental relations and intoraning wdh other ju• desires. risit ictiunsand agencies in a co it siracIive,cooperative, mod nuuluaIIysupportive monner, whiIv representing the City's Provide prompt, thorough, Ind fulIy responsive in I piemenIa• interests lactfully and firmly. lion and folinw-through on Council policy decisions, ac- Iion, and dImeIIon, providing feedback as appropriate. • 'f ranslaling Council policy direction promptly and accu- rately lu Staff. Recognize the City %tanager's mspons l bi lily to present matters and Issues to the Cil,v Council for policy consideration, • DueclingstaHin the Preparation of thorough repurtstvhich whilealsorespecting lheCouncii'sroleto determine policy respond to Council requests and which provide acatrate and to provide legislative direction. infurmalion, allernatives, and ramifications of proposed polictes or actions. Be comfortable irk working closely with an active "full-line" Mayor as well as being readily accessible to all elected • Acting 15 a highly visible public Official, eommumleating officials, Ind staff. and championing City Council-approved policy decisions and direction 10 the media and community groups and Be able to effectively interact and build positive relationships organizations. tvilh cunununi ty got ups, insti tut i ons,a nd b tm mess in lerusts, • Financial management and a,ntt•plool abilifies involving Rk-cugrdzc and support the philosophy that responsible City budgeting, financial forecasiing, u+sl•benefit analysis all sMices extend beyond bricks and mortar, to a quality of toward ensuring; provision of a high level of municipal lifewhichlnrnrporalestiteavallabililynfeffectiveservices sen ices in e cost-effective manner. .rod programs to all persons. • Applying technology systems and technology transfer to Avoid"MIL-COunting,"whendeveheping policy recommenda. ensure effective use of computer applications and related lions for Council consideration; stand firm In presenting technology by all appropriate activitles of the City and defemkingprofessional convictionsbased on whal is government, considered best for the community overall, and then car- tying out and supporting the direction of the Council. • arid pro&rarn evaluation related to maintaining highProductivity and reasonable costs. Providetheinitiative,vision, and leadership innssIsting elected officials to identify, analyze, and thoroughly deliberate • Total Quality Managentcrtt in the public sector. and address public policy questions in it timely manner which arecritical loward meeting bullicurrenl and longer • lllcrei,-ping cross funciiunal tvurkgrnups. range needs of the community, Management Style Delegate broadly and provide wide latitude to professional - staff, Includingalaff presentalinnsand Interaction at pub- Bc able to assist the Council and community in clarifying a licnuetings,tviilebeing perstmatiyhooMedgeableofthe vision ofthecummunily, and Livable tucreativelytead like stalus of municipal activities and projects, and lake a organizalian to achieve that vision, "hands-on" "nanagement opproach on matters of particu• MY Importance and sensitively. Pe c,nnfcrloble rimnaging, in an en'iroruncnt nvhcre public scrutiny Ind public debale regarding munlcipal Ilave a record of continuing education for self and staff In ® etpendilrncs,services„nndprograms may befmquerntancl addilionto formal educalionand training, iakingadvan• • • cig;umas, tage of advanced management programs which provide J exposure to thelatest technologies, innovations, and new Providestrn+ngadminislrwiveleadership,cuunseIandsuppurt Idols, including those that emanate from private seeks lo Itre Mayor and Council, as well as staff, beingadaptive management practices. ~ Q s i.: Gf • BesensithTtoissuesafvnrpluyeenwraIvanclhaveareputition neighborhoodinleresis,qualhycommmniIydeveIolnncIll, for developing staff motivation and teanmvork. and arts and culture concerns and interests, and related qualkyof lifecharacterf=tics uvldch underliethesuccessful BeaccessihletostafLmad employees,especinllythrough "Ili lhe eunumunitycharaclerandanuenilk'senjoyedbyIhosewhu field" interaction, and by conununicating values directly reside, work, and visit in thecommunity. to employces. Beaccessible to cnll1311Lill 11y 3eadershlp and clllumry, aswell as Nave a denronsh'ated, successful record of achievemmut with personally initialing "nut of the office" contacts through Equal Employment Opportunity and diversity programs nut the Community. and activities, including experience in providing support In tvnmeu and minority employees. Be o humanistic, people person, and one who can relate with persons a nd problems involving o wide variety of human Prnmole a strong, smice-uriented, utstomer relations ill. and community needs and concenuv, proach by municipal employees, ensuring that citizen Inquiries and in Ilavclhcabllllytowaukotderslressfulomditinns,bc"unflnp- m friendly manner. pable," providing strong and effective leadership to olh• r cr, in such st(uotiuns. 13c a role model to Staff, leading by example, supporting, counseling, and mentoringothers its appropriale. Beuvillinglocornmitoreosonablepcriodof[entire insmiceto thucity of Fort Collins. Demonstrate a commilinent hrchomptoning the needs of ear ployecs as an organizalion,ai ascot, 1 love a good sellsa of humor. Denrcrostrale a history of celebrating, rentgnizing and oc- PROFESSIONAL ANNOUNCEMENT knowledging the successes of the organization and the camntunity. The following, or similar, text has been submitted fur publics- tlun in appn>prialc prafesslonalJuumols. - - be willing to encourage and utilize outside resources and xpvrilse available throughout the community, business F012T COLI.INS,-C0 (100,11EA] population) a progi essive, and o.rporaleorgonizotions, and the University. growing unh,ersity town Icxaled to the foothills of the Personal Attributes Rocky Mountains, seeks experienced management pro- 1 fcsdunni to Icad municipal urguuinliun with approxi- mately I,10W F] /1,250 seasonal workforce; $180 million lie Irisk laker,one who ell thusta's licallyexplores newIN"Iysof budget, including electric, wafer, stormwaler, and accomplishing municipal objectives. wastewater utilities. Appointed by Mayor elected at Jorge I fora itvo-yeertermandslxCounctlMembers fromeachof I Possess integrity, and exemplify personal characteristics of { slvdisiricts,allefectedonnon-paillsmnbaslsfvrfour •ear behavtur and leadership which will set high standards. E staggered terms Baccalaureate degree required; 'PA, MBA orre l aced grad u a to degree preferable. Strong leader- project a slicing professional presence in appearance, adios, ship, interpersonal, motivational, Innovative, parbeipa- and personaldemcanor, and be a person lvhocan inspire tive and idoplabty style essential. Experience mud broad j confidence with regard to municipal government aclivt• know]cdgewilhgnnvihmanagemvnlland usenndsensi- i ties, programs, and services. tivily to environment and diversity Issues nod cdmmll- menl to principles of quality inynrmement important. 13eenilwsiesticabull IImiIidpalhugan(I bunl;acIieeinconmut- ;I CondidalcsselectedashinaiislsWill be Subject to drsclo. nuts affairs, boll cis Cty Manager and aS a resident and sure under Colorado's public records wl; interviews j - meinberof the community, scheduled for May. Last salary $90,BI81 plus competitive benefits;salary ney,.tinblc,dcpcndingupnnqunlificahuns be politically astute, but nonpartisan in behavior and arlnmurc' experience. Apply with crnnpleler@sume, references, and salary range, hn'fhe PAR Group - Paul A. Resume, lie able in relnicpusitlralywibrAll individaafsin lhecomnru- Ltd.,lIWN WaukegonRd,SLlbv2U0,LikeBluff,ILG0044, oily, being accepting and non -judgmental of div„rgcri ]l 708/234•{X)05; FAX: 703/234-8309. Minorities and v toys and diverse hfesta les I women I'ncuutagcd to APP1Y• f-Lave a highly nntnvaled, enlhus6sstic. and ML tgoingslyle,nol be mlocraticor nucro•managn THE PAR GROUP Paul A. Resume, Ltd. Ilusensitire tucuvununil henla'eand hlslurirnl ors relive, Public y } f } Management Consultants V i , w e )ENSI N, OLDANI COOPER JENSEN, OLDAN) & COOPER, INC. REPRESENTATIVE PUBLIC SECTOR ASSIGNMENTS CITY OF ANN ARBOR, MICHIGAN CITY OF BELLEVUE, WASHINGTON (CONT.) City Manager Fire Chief Emergency Preparedness Coordinator CITY OF APPLE VALLEY, MINNESOTA Water Supply Project Director Chief of Police Outplacement Project Facilities Project and Planning Manager CITY OF ARLINGTON, TEXAS Human Resources Director City Attorney Convention Center Director CITY OF BELLINGHAM, WASHINGTON Director, Capital Improvements Planning and Community Development Director Library Director Parks and Recreation Director (2) CITY OF BLUE SPRINGS, MISSOURI Planning Director City Engineer Traffic and Transportation Director (2) Deputy City Manager CITY OF BOISE, IDAHO Assistant Director, Traffic and Transportation (2) Fire Chief Assistant Director, Planning & Development Services CITY OF BOTHELL, WASHINGTON Assistant Director, Library Servloe3 COY Manager Chief of Pollee CITY OF AURORA, COLORADO Assistant City Manager Chief of Police Public Works Director CITY OF AUSTIN, TEXAS CITY OF BROOKLYN PARK, MINNESOTA Assistant City Manager - Human Services CRY Manager Assistant City Manager - Public Safety Assistant City Manager - Public Utilities CITY OF CAMAS, WASHINGTON Attorneys Senior (2) City Administrator Chief Environmental Officer Fire Chief Community Development Director Director Aviation Operations CITY OF CARROLLTON, TEXAS Economic and International Trade Development Director of Public Works Director Hospital Administrator CITY OF CASA GRANDE, ARIZONA Chief of Police City Manager s, Management Dovetopment Project Senior Management Compensation Study CITY OF CHEHALIS, WASHINGTON ° City Manager CITY OF BEAUMONT, TEXAS Administralivn Services Director CITY OF COALINGA, CALIFORNIA City Manager City Manager i= Health Director ® CITY OF COLLEGE STATION, TEXAS CITY OF BELLEVUE, WASHINGTON Chief of Police • O City Manager (3) Fire Chief City Attorney (2) Data Processing Systems Administrator CITY OF COPPELL, TEXAS t Manager, Construction, Permits & lnepectlon City Engineer Mapping Coordinator Chief of Police Planning Director Chief of Police 1 1 1 I'.1 w e ' tl Public Sector List Page 2 CITY OF CORPUS CHRISTI, TEXAS CITY OF GARLAND, TEXAS City Manager Traffic & Transportation Dkector Assistant City Manager. Management & Budget Economic Development Director Director of Safety & Risk Management Human Resources Director Dlrectorof Personnel & Labor Relations Code Enforcement Manager Manager Affirmative Action/EL•O Director of Finance CITY OF CORVALLIS, OREGON CITY OF GLENDALE, ARIZONA City Manager Deputy City Manager, Community Development CITY OF DECATUR, ILLINOIS CITY OF GRAND PRAIRIE, TEXAS .'i Director of Public Safety Services Traffic & Transportation Director r CITY OF DENTON, TEXAS CITY OF GREENVILLE, SOUTH CAROLINA Executive Director Planning & Community City Manager Development Assistant City Manager E Finance Director f CITY OF DES MOINES, IOWA Public Works Director Housing Director CITY OF GRESHAM, OREGON CITY OF DUBUQUE, IOWA CtyManager City Manager i CITY OF IOWA CITY, IOWA CITY OF EDMOND, OKLAHOMA City Manager Chief of Police CITY OF IRVING, TEXAS ; CITY 07 ENGLEWOOD, COLORADO City Manager City Manager chief of. olice CITY OF EUGENE, OREGON CITY OF KIRKLAND, WASHINGTON Director of Public Safety City Manager Public Works Director a CITY OF EVANSTON, ILLINOIS Assistant City Manager Public Works Director Chief of Police (2) City Manager Director of Planning & Community Development CITY OF FARMERS BRANCH, TEXAS CITY OF LAKE OSWEGO, OREGON r j City Manager City Manager Chief of Police Director, Economic Development CITY OF LAKEWOOD, COLORADO Manager-Council Goal Setting Process City Manager (2) CITY OF FEDERAL WAY, WASHINGTON Community Development Director r' ;f Director of Police Services (Chief) CITY OF LAS VEGAS, NEVADA e Planning Director ' CITY OF FORT COLLINS, COLORADO Human Resources Director City Manager Deputy City Manager CITY OF LITTLE ROCK, ARKANSAS Director, Development Services Chief of Police Director, Finance Community Development Director CITY OF LONGMONT, COLORADO City Manager p CITY OF FORT WORTH, TEXAS 0 O Director of Development CITY OF LONGVIEW, WASHINGTON s Director of Housing City Manager Director of Human Relations Director of Transportation & Public Works CITY OF LOVELAND, COLORADO Environmental Management Olrector City Manager (2) r Water Utilities Director CITY OF LYNNWOOD, WASHINGTON Chief Building Official , i t Public Sector List Page 3 CITY OF MERCER ISLAND, WASHINGTON CITY OF SAN JOSE, CALIFORNIA City Manager Director of Employee Relations City Attorney " CITY OF SCOTTSDALE, ARIZONA f, CITY OF MIDLAND, TEXAS City Manager Chief of Police c CITY OF SEATAC, WASHINGTON CITY OF MILL CREEK, WASHINGTON City Manager City Manager CITY OF SEATTLE, WASHINGTON j CITY OF OAKLAND, CALIFORNIA Director, Office of Planning Director, Office of Economic Development & Contracts 6 Concessions Manager--Seattle Center ` Employment Marketing Director--Seattle Center Administrative Librarian Director Seattle Center 9 Fire Chief Water Department - Affirmative Action Director of Police Services (Chief) Recruiting Projects Director of Operations CITY OF OKLAHOMA CITY, OKLAHOMA Director of Water Quality Police Department Succession Planning Project Finance Director Human Resources Dlrodor•Seattle City Light; CITY OF OREGON CITY, OREGON Director of Engineering, Seattle Water Department City Manager Director, Drainage & Wastewater Utility CITY OF PLANO, TEXAS CITY OF SPRINGFIELD, OHIO City Manager (2) City Manager Assistant City Manager (3) Finance Director Planning Director Data Processing Director CITY OF SUGAR LAND, TEXAS h Chief of Police (2) City Attorney Chief Building Official Economic Development Director (2) CITY OF THORNTON, COLORADO Director, Environmental Heath Community Development Director; City Attorney CITY OF PORT ARTHUR, TEXAS City Manager CITY OF TUCSON, ARIZONA Chief of Police Drecor Water LAIIAles t Convention Center Director i CITY OF PORTLAND, OREGON Director, OFA CITY OF VANCOUVER, WASHINGTON s' Personnel Director Chief of Police DlredorGlS t - Manager GIS CITY OF WACO, TEXAS Chief of Police i CITY OF PUYALLUP, WASHINGTON Chief of Police CITY OF WALLA WALLA, WASHINGTON City Manager City Manager f• CITY OF REDMOND, WASHINGTON CITY OF WEST DES MOINES, IOWA s Fire Chlel City Manager Public Works Director CITY OF RENTON, WASHINGTON fi Director, Community Developmenl CITY OF WRANGELL, ALASKA ' • Public Works Dlredor City Manager CITY OF SAINT LOUIS PARK, CITY OF YAKIMA, WASHINGTON r MINNESOTA Wastewater Treatment Superintendent City Manager (2) VILLAGE OF ELMWOOD PARK, ILLINOIS CITY OF SAN ANTONIO, TEXAS Village Manager Library Director • i Public Sector List Page 4 r VILLAGE OF MOUNT PROSPECT, SNOHOMISH COUNTY PUBLIC UTILITY i n ILLINOIS DISTRICT EVERETT, WASHINGTON (cont.) s' Village Manager Assistant General Manager, Finance and IMormatlon Services CLARK COUNTY, WASHINGTON Deputy Director, PubW Services NORTH BAKERSFIELD RECREATION & County Executive PARK DISTRICT, CALIFORNIA Regional Communicatlons Director (2) General Manager GREENVILLE COUNTY, SOUTH CAROLINATACOMA•PIERCE COUNTY ECONOMIC County Manager DEVELOPMENT BOARD, WASHINGTON Executive Director GUNNISON COUNTY, COLORADO k County Manager THURSTON COUNTY, WASHINGTON County Administrator (Modified Search) KETCHIKAN GATEWAY BOROUGH, Public Works Dlrector ALASKA Borough Manager TRAVIS COUNTY-AUSTIN PUBLIC j ` Borough Attorney HEALTH DEPARTMENT, TEXAS (JOINT AGENCY) KING COUNTYICITY OF SEATTLE (JOINT Health Director AGENCY), WASHINGTON Director of Public Health (2) BOARD Of CITY DEVELOPMENT, Roads Manager LUBBOCK, TEXAS ffi Director of Stadium Administration (Kingdome) Executive Director Organizational Assessment Project Director of Aduit Date nllon COMMUNITY TRANSIT, LYNNWOOD, WASH. s Public Defense Program Administrator Executive Director Manager-Surface Water Management Division Assistant General Manager, Planning & Marketing Director of Public Safety Assistant General Manager, Adminlstratlon Public Works Director (Modified) Mld•Management Po"lons (11) Human Resources Director MUNICIPALITY OF METROPOLITAN NEUECES COUNTY, CITY OF CORPUS SEATTLE, (METRO), WASHINGTON CHRISTI, TEXAS Assistant General Manager, Operations r (JOINT AGENCY) Executive Director (2) j Health Director Director, Water Poilutlon Control Downtown Transit Project Director SACRAMENTO COUNTY, CALIFORNIA Finance Director ti Mental Health • Program Chief ; INTERCITY TRANSIT OLYMPIA, WASH, EAST BAY MUNICIPAL UTILITY DISTRICT, General Manager OAKLAND, CALIFORNIA Assistant General Manager, Customer& PORT OF ANACORTES, WASHINGTON • Community Services Executive Director Assistant General Manager, Operations & Maintenance PORT OF BELLINGHAM, WASHINGTON Finance Director Organizational Assessment Project z Compensation Study EMERALD PEOPLE'S UTILITY DISTRICT, Executive Director EUGENE, OREGON Aviation Manager General Manager PORT OF CAMAS•WASHOUGAL, SNOHOMISH COUNTY PUBLIC UTILITY WASHINGTON H • DISTRICT EVERETT, WASHINGTON Executive Director Compensation Study Director, Engineering ' General Manager (2) PORT OF EVERETT, WASHINGTON Corporation Counsel Executive Director (2) Marketing Director f Outplacement Projects PORT OF GRAYS HARBOR, WASHINGTON Assistant General Manager, Support Serves Executive Director r • I Public Sector List Page 5 PORT OF GRAYS HARBOR, WASHINGTON PIKE PLACE MARKET PUBLIC (cont.) DEVELOPMENT AUTHORITY Finance Director SEATTLE, WASHINGTON Executive Director PORT OF OLYMPIA, WASHINGTON ' Executive Director CENTRAL PIERCE FIRE & RESCUE TACOMA, WASHINGTON f PORT OF PORT ANGELES, WASHINGTON Executive Dlreclor Executive Director PORT OF PORT TOWNSEND, WASHINGTON I General Manager f+? 'I y'F PORT OF SEATTLE, WASHINGTON Assistant Real Estate Director Assistant Director of Avlallon-•Operatlons & Services General Counsel Noise Abatement Manager Maintenance Superintendent Etectrloal Operations j Maintenance Superintendent Waterfront Operations Individual & Group Outplacement Projects Assistant Superintendent Aviation Operations ; Superintendent Aviation Operations Manager, Aviation Engineering Managing Director, Marine Division PORT OF TACOMA, WASHINGTON Senior Director Finance & Administration Director, Port Development Director, Maritlme Services General Counsel Governmental Relations Manager ti STATE OF TEXAS Commissioner, Department of Mental Health and Mental Retardation STATE OF WASHINGTON Deputy Director, Department of Ecology Director, Economic Deveiopment Board Director, Fire Protection Services Executive Director, Higher Education Coordination • Board Executive Director, Business Assistance Center Lottery Marketing Manager Solid and Hazardous Waste Program Manager Department of Ecology TEXAS MUNICIPAL LEAGUE, ' LtALLAS, TEXAS O Exscutive Director, Health Insurance Trust Fund BALTIMORE AREA CONVENTION & VISITORS ASSOCIATION, MARYLAND Executive Director CASPER AREA ECONOMIC DEVELOPMENT ALLIANCE, CASPER, WYOMING i° President ti Public Sector List Page 6 NON-PROFIT ORGANIZATIONS x YOUTH EASTSIDE SERVICES, CENTRAL KITSAP SCHOOL DISTRICT, BELLEVUE, WASHINGTON WASHINGTON Executive Director Superntendent of Schools l 3 FRED HUTCHINSON CANCER RESEARCH FAIRBANKS, NORTH STAR BOROUGH CENTER, SEATTLE, WASHINGTON SCHOOL DISTRICT, ALASKA i Director Finance Superintendent of Schools Director Personnel Director of Human Resources EVERETT SCHOOL DISTRICT, WASHINGTON INTERSTATE OIL AND GAS COMPACT Superintendent of Schools COMMISSION OKLAHOMA CITY, OKLAHOMA' MARYSVILLE SCHOOL DISTRICT, Executive Director WASHINGTON Superintendent of Schools SEATTLE MASTER BUILDERS ASSOCIATION, SEATTLE, WASHINGTON MINNETONKA SCHOOL DISTRICT, Executive Director MINNESOTA Superintendent of Schools PACIFIC CELEBRATION '89, SEATTLE, WASHINGTON PASCO SCHOOL DISTRICT, President WASHINGTON Superintendent of Schools BATTELLE INSTITUTE PACIFIC NORTHWEST LABS PENINSULA SCHOOL DISTRICT, RICHLAND, WASHINGTON WASHINGTON Deputy Director Finance Superintendent of Schools BELLEVUE CHAMBER OF COMMERCE SHORELINE SCHOOL DISTRICT, BELLEVUE, WASHINGTON WASHINGTON President Finance Director KIRKLAND CHAMBER OF COMMERCE SNOHOMISH SCHOOL DISTRICT, KIRKLAND, WASHINGTON WASHINGTON Executive Director Superintendent of Schools NORTHWEST KIDNEY CENTER ST. LOUIS PARK SCHOOL DISTRICT, SEATTLE, WASHINGTON MINNESOTA Personnel Manager Superintendent of Schools EASTSIDE MENTAL HEALTH TACOMA SCHOOL DISTRICT, * BELLEVUE, WASHINGTON WASHINGTON G Executive Director Superintendent of Schools COALINGA REGIONAL MEDICAL CENTER TAHOMA SCHOOL DISTRICT, COALINGA, CALIFORNIA WASHINGTON Executive Director Superinlendent of Schools ARIZONA EDUCATION ASSOCIATION TEXAS STATE TEACHERS ASSOCIATION, O Executive Director AUSTIN, TEXAS Executive Director e BEAVERTON SCHOOL DISTRICT, OREGON WASHINGTON EDUCATION ASSOCIATION Superintendent of Schools SEATTLE, WASHINGTON Executive Director BELLINGHAM SCHOOL DISTRICT, WASHINGTON Superintendent of Schools O S / r>t + •1 i +ti' S Public Sector List Page 7 WASHINGTON EDUCATION ASSOCIATION, SEATTLE, WASHINGTON (cont'd.); Assistant Executive Director, Information F> Communications Assistant Executive Director, Instruction 8 Human Resources Development Leadership Development Consultant Selection Process 4 MUNICIPAL RESEARCH AND SERVICES CENTER, BELLEVUE. WASHINGTON Executive Director SEATTLE CHILDREN'S HOME SEATTLE, WASHINGTON Executive Director SEATTLE/KING COUNTY ECONOMIC DEVELOPMENT COUNCIL SEATTLE, WASHINGTON President WASHINGTON DENTAL SERVICE SEATTLE, WASHINGTON President WASHINGTON BUILDERS BENEFITS TRUST, OLYMPIA, WASHINGTON Executive Director WASHINGTON STATE CHINA RELATIONS COUNSEL, SEATTLE, WASHINGTON k Executive Director WHATr,OM COUNTY MUSEUM BELLINGHAM, WASHINGTON Executive Director HOUSTON POLICE OFFICERS PENSION SYSTEM, HOUSTON, TEXAS Executive Director Chief Investment Ollicer I O 10/95 " , i..r.. i t q i+, .l + , `P j1 ,Fri ~pl r • 0 SEARCHES CONDIXTED BY JENSEN, OLDANI & COOPER F RESULTING IN PLOCEMENT OF A CANDIDATE FROM AN AFFECTED CLASS City of Arlington, Texas Director el Parks Female Assista.rit Director of Traffic and Transportation Black Female z DepL!ty City Manager Black Male Library Director Female Assistant Library Director Female Assistant Planning Director Black Male • City of Austin, Texas Assistant City Manager Female Assistant City Manager Black Male Health Director Female V Director of Economic Development Black Male • City of Beaumont, Texas e, s Assistant City Manager Black Male Health Director Hispanic Female • City of Bellevue, Washington ` City Manager Female 1 City Attorney Female Emergency Prepareeness Manager Female Director of Personnel Black Female s{ • City of Bellingham • Planning Director Female • City of Blue Springs, Missouri - City Engineer Black Male • City of Boise, Idaho - Fire Chief Hispanic Male • City of Bothell, Washington ° City Manager Female Assistant City Manager Hispanic Male • City of Corpus Christi, Texas Director of Public Health Female Assistant City Manager Hispanic Male Affirmative Action Officer Hispanic FemaleE • City of Corvallis, Oregon - City Manager Black Male u City of Des Moines, Iowa - Director of Housing Black Male • • • City of Farmers Branch, Texas e City Manager Hispanic Male 1 Director, Economic Development Female j t w a d rs f Page 2 • City of Fort Worth, Texas Director of Housing Black Male Y Director, Development Services Female Environmental Management Director Hispanic Male • City of Garland, Texas • Code Enforcement Manager Black Male • City of Greenville. South Carolina Finance Director Female Assistant City Manager Black Female • City of Irving, Texas Handicapped Male Police Chief • City of Kirkland • Assistant City Manager Female • City of Las Vegas, Nevada Director Community Planning & Development Female • City of Oakland, Californla Dir., Office of Economic Development & Employment Black Female Public Library - Assistant Director Black Female Fire Chief Black Male L' Chief of Police Black Male • City of Plano, Texas ' Environmental Health Director Hispanic Male Assistant City Manager Black Male • City of Port Arthur, Texas - City Manager Black Male • City of San Antonio, Texas Economic Development Director Black Male Library Director Female • City of Scottsdale, Arizona - City Manager Hispanic Male • City of Seattie - Finance Director Female • City of Thornton, Colorado Female ? r City Attorney • City of Tucson. Arizona s e Convention Center Director Hispanic Male • County of Greenville, South Carolina Black Male s County Manager , u r I{ , 1 Page 3 • Ketchikan Gateway Borough Borough Attorney Female Borough Manager Handicapped Male • King County Roads Manager Native American Male x Human Resources Director Hispanic Male K • County of Sacramento, California Hispanic Male: Department of Health & Human Services Program Chief - Mental Health • Snohomish County PUD Female Director of Engineering Director of Finance Female • Whatcom County Museum - Executive Director Female Port of Grays Harbor, Washington Finance Director Female • Port of Port Angeles - Executive Director Female • Port of Seattle Public Information Officer Female Supervising Economist Female Assistant Director Aviation Black Male t; • Port of Tacoma, Washington - Governmental Female Relations Manager s. • Pacific Celebration - State of Washington t President Female t • Department of Ecology - State of Washington Deputy Director Native American Male Y • Community Transit Female Executive Director Deputy Director, Operations Blar;k Male • Clark Regional Communications e Center (CRCA) - Director Female , Bellevue Chamber of Commerce President Female t, • Pike Place Market Public Developr,tent Authority Female Executive Director 1. 0 • • Its ti p c Page 4 • North Bakersfield Recreation & Park District Hispanic Male General Manager • Everett School District - Superintendent Female • Pasco School District - Superintendent Hispanic Male • Beaverton School District - Superintandent Female • Snohomish Schoo! Dlstrict - Superintendent Female r • Tacoma School District - Superintendent Black Male • Seafirst Collega - Director Female • Central Kitsap School District - Superintendent Female ` • Seattle City Light Human Resources Manager Asian Male f r: • East Bay Municipal Utility Dlstrlct Assistant General Manager-Customer & Community Services Female • Van Waters & Rogers + Vice President Information Systems Female • Orlando Regional Healthcare System Human Resources Director Female ; Organizational Development Director Female r i • Fred Hutchinson Cancer Research Center } Personnel Director Female • St. Cabrini Hospital - Personnel Director Female • Slarbucks Coffee - Controller Female • Cape Fox Corporation - Chief Operating Officer Female • Qualex Corporation - Regional Sales Direclor Female 10/95 k t i, r 'l I Y • • r k i k JI NSI?N, OLDANI COOPER Ec, t JENSEN, OLDANI & COOPER, INC. CONFIDENTIAL REFERENCE LIST, t. CITY OF PLANO, TEXAS i. Mr. Tom Muehlenbeck City Manager G (214) 578.7121 Mr. James McCarley Assistant City Manager. (214) 578.7122 CITY OF ARLINGTON,TEXAS Mr. George Campbell Clty Manager (817) 459.6109 CITY OF IRVING, TEXAS Mayor Morris Parish (214) 721-2410 Mr. Steve McCullough City Manager (214) 721-2521 E CITY OF FORT WORTH, TEXAS p Mr. Bob Terrell City Manager ; (617) 871-6111 • CITY OF BELLEVEUE, WASHINGTON Mayor Don Davidson (206) 455-6800 CITY OF FARMERS BRANCH, TEXAS • Mayor Dave Blair • • ' Mr. Rich Escalante City Manager (214) 247.3131 11... i c..i.w.AAA'11i1111 1i uu 1'4jn, lJ l 1.A P""'I ki'Wo 15;t "o ' 11 a Page 2 CITY OF AUSTIN, TEXAS AND EAST BAY MUNICIPAL UTILITY DISTRICT Mr. Jorge Carrasco Former City Manager (510) 287.0101 CITY OF PORT ARTHUR, TEXAS Former Mayor Mary Ellen Summerlin (615) 493.6258 CITY OF PORTLAND, OREGON Ms. Jessica Marlitt Executive Assistant to the Mayor (503) 823-4278 CITY OF LAS VEGAS, NEVADA Mr. Larry Barton City Manager Ms, Lynn Macy Assistant City Manager (902) 229.8501 CITY OF ST. LOUIS PARK, MINNESOTA Mayor Lyle Hanks (612) 924-2500 Mr. Charile Meyers City Manager (612) 924.2525 • ` `q 1 i} (iii r ,4 .I: a • r JENSI N, 01,I)AN111 000PriR November 17, 1995 k: Mr. Tom Klinck Human Resources Director City of Denton Municipal Complex, Suite A 601 E. Hickory Denton, TX 76205 Dear Mr. Klinck: Jensen, Oidani & Cooper, Inc. Is pleased to present a brief description of our firm, our approach to conducting an executive search for your City Manager, timetables which would normally be expected for a search, and the fees and costs associated with this assignment References from recent assignments are Included as an enclosure to this pro- posal, and you are encouraged to call them to discuss our firm and services. We have also enclosed brief biographies of the principals of Jensen, Oldani & Cooper and a sample of the format we use for Individual candidate evaluations, reference summaries, and academic verifications. From the attached client list, you will note some 20 active Texas clients and over 85 searches in the public r sector since our involvement In the state. Comparable City Management searches In Texas Include: P City of Arlington Deputy City Manager City of Austin Assistant City Manager (3) City of Corpus Christl City Manager Assistant City Manager (2) • City o+ Farmers Branch City Manager City of Irving City Manager ' City of Plano City Manager (2) Assistant City Manager (3) City of Port Arthur City Manager ® PROFILE OF THE FIRM.: Jensen, Oldani & Cooper Is a consulting firm located In Bellevue, Washington and specializes In providing executive search and human resources consulting services to both pubilc and private sectors. Our public sector practice has i ll e c~ e 4 City of Denton, Texas Page 2 grown steadily since the company was formed In early 1983 with over 350 public , searches conducted, and we have developed ongoing source and referral :1 1 relationships throughout the country. Prior to 1983, all of the principals and associates of Jensen, Oldani & Cooper were Involved In public sector recruitment with predecessor firms. In a recent conference paper presented to the American Society for Public Administration, Jensen, Oldani & Cooper was identified as one of the leading firms In public sector executive search and one of only four firms recognized by local government clients as one of the major recruitment firms serving a national clientele. Our twelve years In conducting public and private sector searches Include suc- cessful assignments from a broad spectrum of private corporations and public r sector organizations and jurisdictions, Including state, local, regional, and spe- 4 cial purpose governments, Primary reasons for our success are our thorough approach to conducting a search assignment and the realization that each organization Is unique. Our process emphasizes the development of a recruiting specification as a critical component of the search. It provides for open, candid discussion between our k firm and the client to ensure we have a full understanding of the dynamics of the organization prior to evaluating and presenting candidates. For public sector. searches, our process is specilicalfy designed to serve the openness required and yet preserve the confidentiality of the candidates to the maximum extent possible, ROLE OF THE SEARCH FIRM: Our role is to provide expert technical assistance. The client plays an active and ongoing role in the search process, and is the final authority In the evaluation and selection of candidates. We utilize our experience in executive search, our knowledge of the marketplace, and our skills In recruiting and evaluation of can- didates to ensure the best possible pool of candidates is Identified for each posi- tion; however, we feel It is imperative that the client have maximum input throughout the entire process, not just the beginning or the end and we have designed our process around that concept. ¢UR APPROACH: • Each search assignment is tailored to the specific needs of the client; however, each search has common process components which include development of the specification, recruiting, Initial screening, consultant Interviews, recommen- dallons and presentation of finalists, and client interviews. 1 b1 ' ~EVELOPMENT OF89G UIITINQ SPECIFICATION, The key to any suc- cessful search assignment Is a thorough understanding on the part of both the client and the consultant of the requirements of the position and the culture • • and dynamics of the organization. To achieve this understanding, Jensen, Oldani & Cooper begins each search with a series of In-depth discussions with individuals designated by the client who can relate the specific duties, S i { /D 0 • as v .a. City of Denton, Texas Page 3 i, v l,. responsibilities, and/or significant operational Issues which are integral to the position. It has been our practice to Interview as many appropriate people as i possible during this specification phase and often talk with community leaders, department heads, and other Individuals at the suggestion of the v' client. From the information we develop during the specification Interviews, we draft a recruiting specification, which is presented to the client for review, modltica- lion, and approval. This becomes the benchmark against which vie evaluate In prospectiv:a candidates. It consists of an in-depth description of the job; Iden- tification of significant operational Issues or initial tasks; experience require ments, including the parameters by which experience will be measured; per- sonal characteristics and traits, including management styles which are desir- able In candidates; and, If desired by the client, identification of performance evaluation standards by which the successful candidate will be measured during the first six months of employment. RECRUITING: After the specification is developed and approved, we initiate a directed campaign to Identify candidates whose backgrounds and experi- ences closely fit the recruiting specification. Just as each organization and position Is unique, each search is unique and we plan and implement a recruiting strategy that Is tailored to meet the needs of the position as Identi- fied In the recruiting specification, Although there are obvious benefits m derived from having conducted previous searches of a siml tar nature, we do not rely on an existing pool of candidates. The recruiting process consists of the following steps: A) Direct Informational mailings to key assoclations/organizatlons throughout >;h the country. This mailing list Is researched thoroughly to Include organl• a zations with demographics and Issues which closely parallel those of the ' client. B) Selected advertising through national publications such as IGMA, Jobs Available, Public Sector Job 8 Illelin, Texas Municipal League and a selected League of City publications, \ C) Networking and direct inquiries with professional sources Identified )fr s through our research as prominent or knowledgeable in the field. 'y D) Use of our knowledge of candidates from similar searches as a resource. In the event any of these candidates Is appropriate for the position and expresses an Interest, he/she would be re-evaluated and measured against the recruiting specification. • We keep appropriate records to ensure compliance with affirmative action requirements, We have established networks with minority and female • • leaders throughout the nation and are proud of our record of placement of qualified minority and female candidates. Jensen, Oldanl & Cooper has 'j • L7 . • z} Cily of Donlon, Texas Page 4 adopted a corporate policy of equal employment opportlnity and will not par- ;t. ticipate In any search effort where these principle a are not followed, SCREENING: Our recruiting efforts generally identify 50 to 75 applicants, depending upon the position and availability of skills in the marketplace. From this group we review the credentials of each applicant based on his/her resume, referral source comments and, when appropriate, telephone Inter- views. Via compare this information to the requirements developed in the recruiting specification and generate a list of 10 to '15 candidates whose backgrounds and experience closely fit the requirements of the position, s~ At this time, we present this semi-finalists list to the client l)r discussion, review, and authorization to travel to these candidates' locations for compre- hensive Interviews. The list will Include a brief synopsis of each candidate's background, but, because at this phase of the process we have not had the opportunity to interview the candidate, we will not include any evaluative 4' comment pertaining to management style and personal traits and characteris- tics. SONSULTANT INTERVIEWS AND REFERENCING: After obtaining authors- zallon for travel, Jensen, Oldanl & Cooper conducts In-depth Interviews with ;y each of the semi-final candidates In the candidate's home city. While in the candidate's city, we also take advantage of the opportunity to research the city and gain an understanding of the circumstances, demographics and issues that form the environment In which the candidate has worked, ' Our interviews are conducted using a set of questions developed by Jensen, ' Oldani & Cooper to measure management skills, interpersonal traits and characteristics. These questions are combined with a set of questions devel- oped specifically for the position using issues Identified In the recruiting sped- fication, r After we have interviewed each semi-final candidate, we condense the candl- date list to live or six finalists and conduct thorough references on their back- grounds, abilities, and management styles. At this time we also verify aca- demic and professional credentials of the final candidates, ' RECOMMENDATION OF FINALISTS TO CLIENT: At the conclusion of our ® interviews and after conducting sufficient references to confirm our findings, we meet with the client to recommend final candidates. The recommendation meeting can be conducted In person or by telephone depending on the wishes of the client. After discussion, It the client agrees with our recommen- dallons, Jensen, Oldani & Cooper will provide detailed written evaluations of . the candidates which address Issues identified in the recruiting specification. In this report, we Incl,i.11i confidential reference summaries which focus on , Job-related issues. • • A sample of a typical candidate evaluation, reference reports and academic verification have been included as an enclosure to this proposal, i • 4> • N J;44 City of Denton, Texas Page 5' CLIENT INTERVIEWS AND SELECTION PROCESS: Each client has a unique interview and selection process. These could Include individual inter- views, panel Interviews, use of selection commlttRes or assessment centers, psychological testing, or a combination of selection components. We work, closely with the client at the start of the search to design the process which will be, used for final selection interviews and, during this phase of the search t will play a major coordinating role. We participate In final interviews as either an observer or active panel member at the request of the client and are avall able to answer questions and assist the client, In final selection and evalua- tions Although negotiations with the selected candidate are the responsibility of the client, we can help to establish the frame",,rk of negotiations by clearly icon- tifying issues and requirements of the employment relationship. If requested, Jensen, Oldani & Cooper will become an active participant in negotiations. 4 .Jensen, Oldani & Cooper is also responsible for notificailon of all unsuc- cessful applicants at each stage of the process, N GUARANTEE:' Our record of success In public sector search is such that we are confident in assuring our clients that should the selected candidate be terminated for cause,. or resign within eighteen months, we would conduct a replacement search at no " charge other than direct, pre-approved expenses provided client recluesis such a process In writing within 45 days of the resignation, 5 ESTIMATE FO T1fy1E' An in-depth search process takes approximately ninety days, to develop the recruiting specification, conduct a national recruiting campaign, interview and A evaluate candidates, and conduct final selection Interviews. CO T ES71MATEl 1,4 The professional fee for search processes for the City Manager is $ i 5,000 plus s expenses associated with the search for travel, advertising, long distance charges, postage, and other direct expenses which have been approved by a designated representative of the client. The fee would be billed In three equal installments, one-third of the fee wculd be billed at the beginning of the search, one-third after forty-five days and the final one-third at the conclusion. All expenses are billed monthly and are supported by receipt. Professional feu: and expenses are subject to state and local excise taxes. Travel and associated expenses for candidates for final interviews are the responsibility of the client. The client has a right to cancel the assignment at will but is responsible for fees' and expenses due to that point in the search. It a candidate Identified through a r • the efforts of Jensen, Oldanl & Cooper is hired by the City of Denton for a posi- tion other than this assignment, the City will be charged a professional tee r' based on one-half of the agreed-upon fee for this process. i S CRy of DeMOn, Texas g Page 6 SUMMARY: With our active Texas client base, I typically am In the Metroplex seven to ten days each month and would be available to discuss our services with City Council at their convenience. Jensen, Oidani & Cooper works every assignment on a team basis to ensure availability to the client. Both Jerry Oldanl and Jan Cooper would work on this project, this team concept has proven successful and we are certain It offers advantages to the clleM not available when a single indi- vidual Is the sole client contact. Please do not hesitate to call if you have any questions. We are pleased to have been given this opportunity to present our credentials and hope to have the opportunity to work with you, Sincerely, JENSEN, OLDANI && COCIPER, INC. Jerrold 0ldani President JO/psg • • • t l I_ L_ l_ I_ • r • PARTNERS IN SUCCESS • n ' r~ .e s.t, ~ ~ 3•T°:''f^p StZ • .'tt tt9~ e s+ t~ + t - t t i ~ t } ~ t-t 4 r ~e a, h t ~ ~e, ° F a h I V wow. buiohl. objOiNl} + Imhspcosahle qualities in a person, and of ineutmable val m i Required qualities in your search firm," In to.lay's highly competitive global economy, the right team H p hlenrifying imd attclcring talented executlvos to fit yourorgamzdeioa N>tf Your search team must be right for the times as well as the goals ilfpnrt - We recognize that your in-depth examinationoFtlte Btm'wdn'wt'?i[Aefpty lusltf w, F`' organization should be deliberate and thorough, You shtmlddenwid ty. r .10 SIP, Olrkwi & Crxpr belies es the ultimate measure o(sucew tot unsurpassed in Leading successful searches for highly respected public aqd r throughout North America. Our primary philosophy is founded on teatttwork vrith e0ch'^7 °£t a a s+ 19a ' } Before we faCnS on the task, we focus out attention on you and evaluating your needs. T'og'ether. wt proceed as a ream you offering I lilt r11,11 insi,ghts;Ohtani& Cmter offering external K ~ , : tt i, 'J his sharad focus ensures ),our. goals are met,. l r.,ne t~J,aaher odth you, we exercise leadership, produce I, mid 4runic your partners in success.:.. t I 1 0 ' I •r T sq,F E A~} f i) y~S $1 • Q • • INDIVIDUAL ATTENTION ANp ACCESSIBILITY Since 1983, Bruce Jensen, Jerrold Oldanl, and Jan Cooper have led the firm into a position of natioeo proniinence and recognition. I One of the hallmarks of fwraeu, Oldawi S Cooper is that a principal participates in every phase of the 1MUSS, 'Chat way, you receive die full beneftt of our knowledge end insights. We commit to direct involvement for a simple reason: There is no substitute (or personal expertise, diligence, and fi ilow-through, • A PROVEN METHODOLOGY jovin, 01elan) & Cooper's process is unique in that we utilise a skills-based approach to developing a detailed recruiting sl ecificatinn based on the position, not only as it nmvnllr exists, but as it will exist in die fuilve Before embarking oil the process, we document procedures to Ix followed, including time- lines for their completion. We prepare recruiting; materials that present an accurate profile of the r position, your corporate culture, and the nature of the challenges you face 1. fenrerb ONJO & Coopth'.S unique screening criteria has Into developed through years of practical application and thousands of interviews. it includes an evaluation of each applicant's experience, education, and professional accomplishments. We go one step further, to identify it candidate's personal values, measured by character, intellect, and skill set. • ' t.l 11 1) I11S10Hi Our process is by uu means limited to seeking available candidates. • Candidates are actively recruited who Fu the specific requirements of the position. 'T'hey possess the skills, leadership, intellect, and character to excel. Achieving this result in it search requires equal measures of knowledge, diligence, and the unique skills and meduxlology of •peNaen, Old ria f Conpn'. II J , r- _ : ca r t5,ia43 s4u~`.'~~. 101}: C Public Sector Practice • l • PARTNERS IN SUCCESS • i 1 lPYrl ~a iti~_ s, t iiwolt Devotion to the job at hand. Dedicittion to the people being served It's tltt; ~ IN ancraolvntpuhlkc life. And the foundation for the Jensen, Qld,nd 6 Conper search process, J,w,n. (1111,mi 6 Cnalrtr has excelled et assisting pt blic organ ir,itlons in their efforts to itkni~ ~ ~q 4 ~ t x d dad It ml( I, IntllY ldlydl$ R'it If C%Cmpla r}' at(flhnle5aod talents. people coin nlRted IO sf rV log the ~v I'{ tottooxwity and the organization to rite limit of their ability. Lemmis, calal)sis. Term members. ~ t1 ~Ff), .y Sio(c the formation of Jot1m, 01(lant & Coopcs, our original vision has remained intact As yam' s rya rt~~ hits the original paruterslull. i; Elbe-rvthing h++tr)), oldim v` Conger does begins and ends with ),our organization Your unique aduoc. Your 1'unlrc needs, Your insights. ' proven Our philosophy of keping you apprised throughout every sup 4 rz r Uur mrthrxlolu!',} ' is bt° rd die pro,css, fioin initially idcntil''in sk II sets to hiring the candidate ensures communkatiitf I i+fY iutd at( Dot)tdl s jl 1ou re alwitrs in control, the final authLriLy.for all decisiun-making:. ' t ' _ l iMIu oer or pri,iripal of Jowrm OlrG,ur & Coopo guides every facer elf the *mb_ I m [lit scl, sac design a nurnherofclient I n, _n hey junctures to ensure your r(Yluirrments JENSEN, • OLOANI & COOPER IS ur rnrt_ K,itlm than rc,,tricring its, this enables us to J,Iihlr o dccclulanunis while remaining Fixused on gout BASED RECRUITMENT PROCESSES. WE ARE COMMITTED TO MAKING THE ;1, )t ixol ass We'll continually present Iti s, and UTRA EFFORTS' TO ENSURE FINAL h~ .rIU?nnrices and status reports which your organisation , , r k,. into umsidrraiinn to l;ain a consensus.. t, KtILM11WH Of THE VALUES AND it ronr hoard requires active citizen participation i DIVERSITY OF THE COMMUNITY, lu f lit st-;ach, mr arc expens at designing a process which WE ARE PROUD OF OUR RECORD. ir~~ols'cs s(,d;rholdcrs. II 1 10, NfP t}, , Am" • _ a • l • WF YALUE LFFICiENCY ,Jensen.Oldani & Cooper is realistic, pragmatic-, and as concerned with your budge t as yon are. We employ proven techniques designed to hold clown costs while I generating exceptional candidates. I Once candidates are identified, we set our evaluation process into motion. We audit credentials; conduct exhaustive references; perform inadcpth, face-to- f.tce interviews; and provide our clients with thunatghly researched background profiles and documentation. Our cli,:tt reports are unparalleled in the industry. • UNMATCHED RESOURCES When you Choose ,/eusrn, oldavi & Groper, you receive the full benefit of our strong working associations and affiliations with private industry, psychologists, minority sub-contractors, and professional t, associations. Together with our vast network of senior level professionals and sources from it variety of public sector disciplines, we have immediate aaess and have established creelibility with outstanding candidates, allowing its to rccnnit from a broad base of expertise. • t;0111INUf P RFSPONSI1311.1'IY AND QUALITY CONTROL • Jen!rrt, Olrl ni & Cooper's responsibility to our clients doesn't end when a candidate is hired. After you select the most qualified individual, we'll assist you in negotiating the final terms of employment. We'll also conduct periodic reviews with you kind your employee to ensure that performance • • • and progress inert expectations. IC's all pare of our continuous quality commitment, to reinforce our guarantee of performance and to assist all parties in maintaining it successful partnership, 1 • • 1IiNSI;N, 01 HANI ® ('00ITIR EQUAL EMPLOYMENT OPPORTUNITY POLICY ' It shall be the policy of )tows, Oldaai & Coopo', Inc.. personally subscribed to and supponecl by each of the principals, that we will assure equal opportunity based on ability and fitness far all employees or applicants considered for our client firms regardless of race, color, religion, sex age, inarind or vueran's status, nariontl origin, or the presence of any stmsory, mental or physical dtsaoil- ity. It is our iutenr that such policy shall apply, but ant be limited tic; hiring, placement, lob classili- cation, transfer or promotion, demotion, recruitment, adstrtisiog or solicitation fur employment; rates of pay or other forms of compensation; selection for mooing, ctrecr development, and Iay-offor termination. This I:ollcy shall he disseminated to clients nod ptoslxctive appliLants, ,Jeuaru, ()[chin v Corr, bn:, will endearor to conduct its business activities only with those client companieslagumies that subscribe to underlying philosophies which ptotert :md encourage the advancement of individuatl rights and dignity based on pusonal ability and qu:liAcations. The intent of this policy will apply to internal operations, recruirmtut, and cunsrdting activities ctnulucte(l b)jf8J r, oldwri & Crxrfvny Ls, 17ach employee and soh-contractor acting in comrection with employment or consulting projects shall in gtxxl Stith and with all diligence comply with this stated policy and applicable state and tMeral [arts. Additionally, any firm of harassment including nveruves or behavior of a sexual o-auve by employees, vendors, or other persons nssm iated with feats, 01e4nd & Cowper, hnc is expressly prolt i bi tcd. Employees, npplicams, Land clients who feel dreg have horn subjc:t to discriminatory notion or harassa+ew of m manner should notify an appropriate manager within thei• organization and(nr arse of the principals of feaim, 01(law & coafrrr, Lk, (Mr. Bruce Jensen, Mr. Jerrold Ol(lani, Nis. Jon Cooper), Jerrold Oldarti is designated as the firm's Equal Emoloymcnt Opportunity Officer and is responsible for the implementation, developinenthrainiog, and investigation of any 6011,10011S Of I this policy. l.r l old~t„ 71ifse lay" . (oriu17nrr ) « ~ h5 t I Professlonal Highlights Jan is a founding partner in the firm of Jensen, Oldani & Cooper which conducted over 300 searches during its first 10 ),cars. Searches have been conducted for Chief Exeanive level positions, Vice Presidents and Division Directors in both public and private sectors - in nineteen states and two Canadian provinces. She has served as lead JAN COOPER consultant for City Managers, Police Chiefs, Iiospital Di rectors, and The,Jenrm, Want 6 Cwpa lixecutiee Directors of not-lor-profit organizations, process is resigned to inn3i siyntfirant time in adriel~inyan n undersl~,ndiogoflbe Employment History raker and Fads of a rhent organization jotren, 01dani & Cooper, Lx,: 1983 to Present Partner and then srumbling thou valuer intoa E.centthe Resourres, Inc.: 1977-1983 MauagentenelAccountirtg skill Sri rrgnired fo. (weem in a speeifir position. All. Ceroper'rdn dent rrorkiug Educatlon with diems in both lnblirrnrd prnvte Central 8'lashingion Urdtrrsity: Business sectors is a record of acconrplishnuat and AfflllatEons rttaeu. She undrroaneh oganizational rlnuri,rn+ Crnuer S,xiet): Board of Directors lruanthf and keels She diet'-+ nreds in Bdlerue Chtomber of Commore., fa'ter uAn,zsseuing otndidalm Ef/rclire Iixecutis'e Committee statrb wok requirer pre en leadcrrhipaud Vice Chair Business Development Council Vice-Chair Finance r1ls. Conpn' h,u the Irre:rrlSb o/e.N/+erie+ue to Board of Directors proride earlerihip to Ci11 Connrilr, Committee Chair f telethon commiures, turd imlependent Ildlerne G'lmonber Foundation; kvirch in thepnblit sreloravdimhridnal Vice-Chair Finance redeion nmkem in the prirale sector. _ • • . ~ a fr ...Y,r.a7a 4.-..72,#x ri^`.a .t`;1i. Professional Highlights Jensen has more than twenty years of executive search experi- ence, In the I970's lie pioneered search concepts for the construc- tion and petro-chcmirals industries in Alaska and the Middle Bast and developed sourcing ntethc„ls in electronics, forest pro lusts, and manufacturing which are standards in the industry tcxby. BRUCE 1ENSEN Since the rormation of,/aaen, 014ni & Cooper in 1983, Sinreroftundiog the firm in Afr. Jensen has successfully led searches for presidents, general 1981, Al r, femttt bat errablhhed hij managers, and chief operating officers for firms engaged in ' aeelewhnit to one of the lear6reg jeruch transportation, electronics manufacturing, forest products, fart] csmjultaurj in The industry. Mc ju:teu is products, utilities, and service industries. Ile has also been respon- bajed on avperhnre and the abiliq to1wra Bible for filling key positions in the public sector and for non-profit on the unique ureds of each client, organisations. Jensen and the firm have received national attention Identifying the rigbr eontbinauou of jkills, and recognition and have developed ongoing source and referral Wellerr, &irwter, leadership, and oifion networks on an international scale. ' are fist raialfor;urrejr.Alr.lemrnadl; spot hit e ntjl rr: network of (owactj Employment History ,utd hij more Iban rurnjr )earf of Jensen, 01dmli 6 Cooper, Mr.: 1983 to Present, Partner toruitingeaprroocrtoIradrarbjrmchto fis(tujirrRejounej,Ljc:1975-1983 Vice President a sureepfulcochuior, lfeprovideja RSR Corporation: 1973-1975 Personnel Manager, Western Division nujulth e appnkoh, proren lrar/rrjbip, Supervisor of Safety and Pnvironment Programs, Los Angeles and asorrel oo rejulo. and Seattle King Count): 1971-1973 Personnel Analyst ' UndrdSlatej Aiariuc Corpt: 1966-1971 Captain, designated naval 1 aviaror - helicopter pilot. ' Education U"4uliingtat State Unirerjify.- MIA., Sociology 1966 f' r~l r' x k r , `i j Q ~ } ':..1f ~ r7rf rr ~ ''f ~ ( . i x lyy~ ! fit, I', ~t • • 1 ff, I Professionol HighElghts With more than 26 years' backgroil d in corlarate 11nlna❑ resources and consulting, Mr. Mimi brings solid, proven, henr;icial pensptuives regarding human resources management, arganililt ional analysis and development, and cl cecutive search. Mr. Oldmi has been it leading Ebrce in developing ellcctivc diversity-based recruiting methods, utiiiz,rion ofdtizen groups in the recruiting processes, and meeting the needs of public sector clients. His private sector focus has been in senior Ind executive level JERROLO ©LDANI search for sites and marketing, human resources, t1mince, and "Pads die+u noel orgartf:alimrel technical management personnel. culture it unique cruel rneu er our indi- Emptoyment History rnlual aueulion. " elf r. 0lduii'r ce/,e life fereeu, Oldaui S Cooper, Inc:: 1983 to Present! Partner rend perronnl anuuia~ ecreedr trzulinara! 11 orreswe ReroUnrr, lrrc: 1980-1983 Vice President, apprornllrl to r;carrire rnrrrb. His mink Consulting Services lrae,Svlhi/, rrfleul his releutitY' harkgromu! I 7,N) Corpornligm 1977-1980 Director Ilmployte Relations in rorporrrtr +nanageurrul, hrunrm rervurret, (lniturCoporrrtiore 1969-lt)i6 Personnel Director, Assistant rurunlriug and ronumnriry' Ierrirc. !lrojirn - Director Cogwiatc fimployee Relations uerrrl '11 au 'eepert panel ueinrGer " 411 UsitreLSiater AlarineCorps: 196,1-1968 Captain, Viet Nam Veteran prujeuivurd I)vuporiruur. IM Ikillar - Logistics, Personnel and Legal Officer ,vndue7rug anal t~ter of rwnple:v prrllir Ifam organizarivur retr the induar) Lducation 10mbrd. His msighrr into loch rmpurwe California Stale Unirnrlity, Norlhridge: BA, Public Administnttion, and public Irelar uen+rrgrntent'1041 Minor, Personnel 6fanagemeut 1964 rhorongh re cemh and rrabauimt of lhrireruiq of California nt 1-9,r Augeler: Cirachmte Studies in Luduurial • randldarer brnkgrounrh bar berome Psychology baUmarkr 91,1he firm. Affillations & Activllles Alain-King Cmomp: Consolidation Advisory Committee • City of f3ellioue, Wirijbinglmr Parks Commission • • Form ofGotenvmce Conunittee Washington Store Games Advisory Board ' City of Afomaaiu View, California: Minority, Rental and Housing Mediation Hoard, Parks licstrd r11 f Ga f r~ Professlonal Highlights r Pasyoarella's extensive experience as a manager of large and complex organizations in both public and private sectors led to the formation of !r- the Cascade Consulting Group which provides strategic anal orponiza- Meal consulting toa wide rangeof husincsscsand rethiic institattions. His affiliation with feascu, Oldani S Cooper combines the resources of his consulting practice %sah it nationally recognized search capability, Lee is also the founder and President of the'Tlauagcmcnr £ Academy," a pioneering elfbrt to bring together r11, skills: and manage- - merit capabilities of private sector executives and education 11 leaders. LFE PASQUARELLA Lee has successfully led searches for senior executives in Nankin Al r. Panlzturellrr lira provided Iegol professions, directors of not-For-profit agencies, city officials, and lrudertbip to balk public and prinne nrlor eduauional leaders in districts which ere responding to the drallenhes of orgnuiurtimttf~r atom lhnn bra rlrrzrder. the go's and beynnJ. lie brincu to the dient t.wrpliouel Aillr in vrgrnrizulinnalattalpitandprohlew Employment History rolling: Hit fop: eierzre in working wilt -prraen, Oldmi fi Cooper, Inc,: 1990 to Present Ro ards of Dircdors, elected offt(iuls, Camtde Conttdling Group: 1987 to Present: President and romund)Adertit inerdueblein Arai- Tuttle Cornpbell:1982-1987fixecutiveDirector it tedrrb proms 1'bdr requires input Pniployuant & Training Coutortium: 1978.1982 Iixecutive Director 'arid rontensut. United States Stowe Cmnntituer on Transportation and TaAnulogp: lfismaipueeldlitiubell, 19-,5- 11978 I)roltessional Staff orgduizdlimtt fears on I& owl I!rret and City ofbeiltleAlapr'e Offhe: 1969-1975 Special Assistant to the Mayor to lrraubue thole itturt to leudoship qudlitirsueetter)fm, snnestlfitrrbipity Etluentlon ti-,.lorulrleudertrtith)»nnrlvrberight Sl'rrtiusrflnitrrsily.Maxwell School ---h1.P.A, rmnbinatiw: of munagenaw tkillt for the (7uirtrrir) of Cmnterlirru: B.A. nrgrariz<dimr has plural Pnrrpan'rllrr at { Affiliations the top of the (tenuity lean profestiou, A A i Pown41tion: Board of I)irectors (ClhantL.-r of Coinnacrce) Port of Srajde. Ads isory Committee, Economic Impact Study • Sertldt Cmautil7ee for l:.eudlotie in Pcbtrrtrion: Chair MclovCmlcr VAR A. Chair Oliaeru LeruGrsbip for hdurution: Member Your Ciip' Kids. Nrrtiormd Con/i~mum ore Chihlwn, Youdi and Pawifiev Chair Purlnertbips in Public Pdmmlion: Executive Committee i • • JI NSi N, OLDAN1 ® COOPER (i t CANDIDATE PRESENTATION r t PUBLIC ELECTRIC UTILITY, DISTRICT MANAGER * JAMES L. UND9EY N t • NOTE: This Is an actual presentation developed by Jensen, Oldanl & Cooper, Inc., In which names, dates and locations have been changed to protect the confidentiallty of the candidates, It is presented as an example of • 3 • profiles and references developed by Jensen, Oldanl & Cooper, ■ 1 --i,-, I,_, "1 ° . r. I•. •.iS' V y, . Ili i. Ili hL if . ; I • f e, e tit 4 JI:\'G}'\', OIDANI COOPER 4 1 SAMPLE RECRUITING SPECIFICATION PUBLIC ELECTRIC UTILITY Recruiting Specification s . JOB TITLE: District Manager REPORTS TD: Board of Commissioners SALARY RANGE: $64,266 • $80,333 - $96,400 STARTING SALARY RANGE: $75,000 - $85,000 depending on qualifications and experience. t:'.. `y The District Manager currently directly supervises the Executive Director Utility Operations, Executive Director Finance and Support Services, s` Employee Relations Director, and an Executive Secretary. The position also pro- vides functional guidance to the Administrative Service Director and the Public Informatlon Director. The Agency has been operating with an Acting District Manager since January, 1985, and several positions within the organization are currently held by acting managers, pending selection of a new District Manager. It Is anticipated that the new Diairict Manager will evaluate the organizational structure and implement change to t a&oave the most effective reporting relationships and responsibilities In the District, i' BASIC FUNCTION: As Chief Administrative Officer of the District, the Manager Is in control of all administrative functions and shall be responsible to the Commission for s, the efficient administration of the affairs of the District placed In his/her charge. The • Manager may attend all meetings of the Commission and its committees and pariick pate in discussions on matters pertaining to his/her duties, but shall have no vote. BASIC RESPONSIBILITIES: i f 1. Carry out all Commission orders. ® # 2. Ensure that statutes and governmental rules and regulations pertaining to or affect. ing District operations are enforced, z • • 3. Direct the preparatlon of annual budget estimates for the ensuing fiscal expenses of the District, Recommend to the Commission short- and long-range pplans to maintain adequate power and water supply, sufficient physical plant and efficient operational f3, methods; and provide detailed plans and cost estimates for the development work, extensions, additions, renewals and replacement of the Systems to attain such t; District objectives. f i O a • i District Manager Specification i Page 2, 4. Recommend to the Commission rates, tariffs, and service policies that will provide ti revenues to the District sufficlent to meet Its cost of operation, expansion, and all other necessary expenditures, ensuring that the District will meet Its obligation to provide reliable service.' 5. Advise the Commission on the financial condition and needs of the District, providing ' financial data as required.; 6. Represent, manage, and direct the District's operations, consistent with Its goals and objectives, policies, and budgets established by the Commission. 7. Certify to the Commission all bills, allowances, payrolls, and claims against the District. 8. Recommend to the Commission s. scale of salaries and wages to be paid for the dif- ferent jobs required by the District. 9. Direct, through subordinate supervisory personnel, the hiring and termination of District employees, with exception of Commission staff. 10. Direct the negotiation and administration of Labor Union Contracts. Recommend changes for commission approval. 11. Submit to the Commission the items of business to be considered by the Commission for the department; may attend all Commission meetings. 12. Sign and execute legal documents, contracts, and agreements which have been authorized by the Commission; sign or delegate authority to sign other administrative J documents. 13. Efficiently administer and direct the activities of general and special counsel as they relate to legal matters concerning district operations under his control; works at the direction of the Commission on extraordinary legal matters, `i'i 14. Maintain a working relationship with appropriate officials at the local, county, state, and federal level to promote the needs and objectives of the District. 15. Recommend to the Commission acceptance of public works bids and professional service contracts; recommend approval of public works contract specifications for • construction, equipment, materials, and supplies, ensuring that such services are In conformance with public bidding laws. ; 16. Perform other duties as may be directed by resolution of the Commission. I SIGNIFICANT OPWATIONAL IfiSUFS/INITIAL TASKS: • 1, Establish clear operational goals and direction for the District, identify key organize- • • Clonal Issues and/or policies which need Immediate attention and take appropriate F action, 2. Establish working relationships with the Board of Commissioners and their autho- rized representatives. rf ti . e~ District Manager Specification Page 3' 3. Review the budget process and, If necessary, develop new budget format and presentation which is easily understood by the ratepayers, commissioners, and t District staff. " 4. Establish and maintain open communications with ratepayers regarding operational and community interest Issues. f, DESIRED STARTING DATE: July 15, 1990, is an established selection date goal. It ` Is desirable for the selected candidate to begin as soon after that date as Is possible, AMOUNT OF TRAVEL REQUIRED; Moderate travel within the local/state area as required to administer to the operational needs of the District Is mandatory. An inte- gral part of the position Is participation In nail onal/reginnal and industry associations, which will enhance the ability of the District Manager to effectively administer and develop operational management plans and alternatives. EXPERIENCE REQUIREMENTS; The primary experience requirement will be a ' demonstrated background In management of a large organization (similar in size to the District) with a technically-oriented operational workforce. It Is highly desirable that the successful candidate have experience working successfully with a govern- 5 Ing/policysetting board, such as a Board of Commissioners, City Council, County Council, or other elected officials who take an active policy role. Ideal candidates will have a demonstrated ability to resolve conflict In a complex organization with a sensitivity to political dynamics and an ability to differentiate between political/policy issues and operational/administrative Issues. Althou?h specific public utility management experience Is not required, knowledge of the ssues/problems facing the Industry and successful experience managing a public sector organization with direct accountablllty to the community is essential. Candidates' experience will be evaluated in the following areas: Span of Control: Candidates should have successfully managed a complex organization of more than 200 and less than 1000 employees. mesponsibility should have Included strategic organizational planning, financial management of a multimillion dollar operating and capital projects budget, labor relations, administra- five, legal, and technical operatlons/englneedng management. Technical Content: Candidates should have successfully managed in an organl- zation with a high technical content where operational decisions and planning are based on an analysis of technical alternatives and long-range cost impacts. Public/Ratepayer Relations: Candidates should have had responsibliiiy for an organization which requires direct accountability to tho general public. This will include experience with community relatlonslinformatlon programs. ® IntfligoVRf~!llflOtallLegal: Candidates should have experience and demon- , strated capability In dealing with complex legal/jurisdictional Issues, legal contracts, s and responsibilities associated with management of an organization similar in size and scope to the District. Operations Management: Candidates should have demonstrated success in Implementing strong employee developmovt programs. f 0 f • 0 Nil t~ District Manager Specification Page 4 S~ Educational Requirements: A combination of education and experience (which includes business administration/management and technical training sufficient to acquire the skills necessary to perform the duties and responsibililles of the position) is required. A Bachelor's Degree would be considered a minimal requirement, k although extensive relevant experience would be accepted in lieu of a degree, A Master's Degree in Business Administration or Public Administration is highly desir- able. PERSONAL CHARACTERISTICS The District Manager's position will require a A arson with highly developed operations and administrative skills, The District a' Manager must recognize the authority and obligation of the Commissioners and be capable of differentiating between policy and operational Issues. He/She should be an effective manager of people and processes with exceptional ;r analytical and decision-making skills. The necessity to be politically sensitive to the j. needs of the community and Commission, without being politically influenced or active, will require an administrator comfortable with management in the public sector. A genuine respect for the needs of all segments of the community and a, willingness to -meet with community leaders, residents, and interest groups in an honest, constructive manner is necessary. f The District Manager must have the ability to listen to all sides of an Issue/proposal and make reasoned decisions. The ability to present alternative solutions to the public/Commissioners on operational issues which affect the long-range future of the District, is imperative. A person with a high energy level, creativity, and the willing- ness to implement new programs to improve the efficlency of the District will be required.. Extensive public contact and the necessity to address Issues of employee morale , and effectiveness will require an individual with highly developed communications skills, management presence, and personal direction/strength, He/She must be assertive on operational or administrative issues and have demon- strafed skills in conflict resolution, This is a position of public trust and there can be no question with regard to personal integrity, honesty, affiliatlon with major Interest groups, or history of creating conflict in Interpersonal relations. PERFORMANCE MEASUREMENT/EVALUATION STANDARDS: The District Manager reports to the Board of Commissioners of the Agency. The goals of the Commission are to develop an effective/efficient utility which Is ratepayer-sensitive and which provides an adequate, reliable, and safe supply of electrical power and water to the ratepayers. Initially, the District Manager's performance will be measured by his/her ability to develop plans/programs to allow the Utility to operate more efficiently and to avoid r t3 any further rate Increases, Thls will Include development of a clearly presented budges with definable and realistic District operational goals, development of clear and forthright relationships/communications with the Commission and their desig- rM hated staff, and development of employee and community programs which Improves the productivity and image/credibility of the utility, BJ/December, 1991 • W , 1 -e ~ JENSF N, OLllANi ~ COOPF R March 3, 1992 Mr. James Lindsey I 3308 Catalbia Drive City of Industry, CA 93068 , Dear Mr. Lindsey: Jensen, Oldani & Cooper, Inc, has been retained to assist a Public Electric Utility In Its search for a District Manager. { The Utility provides electrical service to over 160,000 customers in a 2132 square•mlle area. Of the customers, over 13,000 are commerclai/industrial and over 147,000 residential. The District Manager reports directly to a three-member elected Board of Commissioners who take an active role In setting policy. Current employment Is 840, 1 and the district budget Is nearly $300 million, The Utility generates some of Its power from its own hydroelectric project but purchases the majority from BPA and other 1 sources, The Utility is looking for a strong operatlons/administrative manager who has a proven s record of effective, cost•consclous management of an organization comparable in scope to the Utility. This could Include city cr county management if the organization t operated a utility and the individual was knowledgeable of the issues facing utilities in the 1990s. Because of your position, we feel you may be able to assist us In identifying outstanding candidates for the position. The enclosed announcement outlines the essentials of the position; we would appreciate your posting It or passing It along to any individuals who, In your judgment, would have an interest In the opportunity. Thank you for your attention to this matter. Sincerely, j JENSEN, OLDANI & COOPER, INC. Bruce Jensen -'i 1 r„ ~L., 7'?!RI ii I"'J-1`I I,~' I iim d, i ri ,.s G 0 I . it wild _ e> • i f; i r y DISTRICT MANAGER PUBLIC ELECTRIC UTILITY Fz tit t The District Manager Is the Chief Adminlstralive/Operations Manager of the Utility and is responsible to the three-member Board of Commissioners for the efficient administration of the affairs of the Utility. The Utility has approximately 840 employees and an annual budget of nearly $300 million. Requirements for the position Include a demonstrated background in management of a large organization with a technically-oriented operational ; workforce. It Is highly desirable that candidates have experience working successfully with a governing/policy-setting body such as a Board of P Commissioners, City Council, County Council, or other elected officials who take an active policy role. Although specific Utility Management experience Is not required, knowledge of the Issues/problems facing the Industry and successful experience managing an organization with direct accountability to the community Is essentlal. In addition to strong operational management skills, candidates should have a background which includes strategic planning, financial management of multi- milllon-dollar operating and capital budgets, labor relations, and administrative management. Interested Individuals send resume with salary Information to; Mr. Bruce Jensen JENSEN, OLDANI & COOPER, INC. One Bellevue Center, Suite 250 411 - 108th Avenue SE Bellevue, Washington 98004 (206) 451-3938 i ^ ~ A • • ' i p l )1:NSFN, OI.D ANI COOPER rr SAMPLE CANDIDATE PROFILE s1JSdL$ L. LlNDSEY i 3308 Catalbla Drive City of Industry California 93065 Residence, 1805) 581.3216 t Business; (805) 584-1300 1 ~QVERYlIg Jim Lindsey Is currently City Manager of a southern suburb of Los Angeles, California. The City has a population of 91,000 and has 380 employees. I.indsey reports to a five-member City Council elected at large. Prior to joining the City, Lindsey was the Agency Director of a County Environmental Resource Agency, a 210- employee agency with responsibility for developing and enforcing air and water quality s standards, In addition to County land-use planning and agricultural management. r` i~ Lindsey was named City Manager during a time of polltical turmoil in 1979. He has signif- Icantly Improved the image of city government in the City and has regained credibliity of the City Administration with the citizens and the elected Council, Lindsey has established a reputation for being responsive to both the Council and the citizens, for excellent fiscal t control and projections, and for major accomplishments In the area of providing city ser- vices without rate Increases or tax Increases. He Is a registered engineer and has the ability to manage in an environment of complex technical and legal Issues. • I EXPERIENCE/BAQKrjJJ(L: Jim Lindsey was raised In the Portland, Oregon, area and, In 1959, entered Oregon State k University, majoring in Civil Engineering. After recelving his BS degree In Civil E Engineering In 1963, Jim entered the U.S. Navy as an Ensign and attended nuclear sub- marine school. Although nuclear trained, Lindsey was assigned to a conventional sub- • • marine and spent three years aboard the US$ Blackfin. Lindsey's engineering and nuclear training are of significance to this position because of their technical components. Although not a utglty engineer, Lindsey has excellent understanding of technical materials li ft t' i I r, ,V v,~ I truly ('.r i:., „1' r l • Sample Profile/Page 2 and data and would not be confused by a position which required the ability to make ?1 n• decisions based on technical Input. In the three years he was aboard the Blackfin, Lindsey had only been ashore a total of 100 days and, because of this, elected to leave the Navy and pursue a civilian career. He obtained a fellowship to enroll In Oregon State University in the post-graduate field of Public Health and attended In 1967 and 1968, taking courses In Environmental and Sanitary Engineering, , SL Lindsey's study In Environmental Engineering was completed during a lime period when the environmental movement was in Its Infancy and the coursework was highly technical, as opposed to political or theoretical. His studies included heavy emphasis on examining Y, both technical and economic alternatives to treating sources of pollution, and Lindsey was t ' very interested In the economic alternatives, When he completed his studies, offers to join various companies were plentiful because of the emergence of the fleld and the shortage of trained engineers. Lindsey joined KST Engineering Company, a nationally recognized consulting firm with offices in most major cities. KST assigned Lindsey to their Ventura, California, office as a Project Engineer. As a Project Engineer, Lindsey's first project was , to lead a study to conduct an economic analysis of various technical alternatives for the s, reclamation and reuse of water in Malibu Canyon, California, As a matter of Interest, the alternatives Lindsey recommended proved to be feasible, and Malibu Canyon today operates a water district which utillzes the water reclamation system designed by KST Engineering. f l 1 KST's (and Lindsey's) clients were primarily cities, utilities and large private industrial clients with a need to design industrial air and water pollution treatment systems. As f • Project Engineer, Lindsey supervised from six to eight engineers and technicians, depending on the size of the project. KST Engineering developed a strong reputation in air pollution control engineering, and Lindsey was their resident expert, As such, he began receiving frequent requests for technical advice from companies such as Southern e California Edison and from the County. a • It was particularly irritating for Lindsey to work for the County because they did not seem to be able to give him straight answers when he needed policy guidance, As a result, he ; complained to the County with some specifics and was offered a position as Air Pollution P4 I ~ Y d O l~ < Sample Profile/Page 3 Engineer. In effect, they recognized the problem and asked Lindsey to help find a man- agement solution. Lindsey joined the County In 1971 as an Air Pollution Engineer. In that capacity, he worked with local Industry In a technlcal advisory role and also In a permitting role. Environmental regulations were still in their formative stages and the position required the use of a great coal of tact and diplomacy to get the support of local Industry, The position reported to a County Health Officer who, In turn, reported to an elected Board ` of Supervisors which was the County legislative authority. In 1973, Lindsey was pro- moted to the position of Director of Environmental Health, which significantly expanded his management duties and responsibilities, As Director of Environmental Health, one of Lindsey's first jobs was to develop an Inven- tory of all sources of pollution In the County and to determine quantifiable levels of pollu- lion, Secondly, working with the policy direction of the Supervisor, Lindsey developed and implemented the County's first comprehensive set of rules and regulations regarding pollution. These rules and regulations Included "new source authority" and "authority to construct" rules and regulations. Rules which Impact the economic development and, In some cases, the ability to continue Industrial operations, are extremely touchy and sensitive public Issues. Lindsey success- fully implemented the new rules and regulations by working with Industry, five elected y County Supervisors, citizen advisory groups, the EPA and surrounding jurisdictlons. His success in the County led to his appointment as Executive Director to the six-county South Coast Air Basin Coordinating Council, which includes Los Angeles County. In addition to the Air Pollution Control responsibilities of the position, Lindsey also had c t responsibility for Integrating all public health programs, These Included restaurant inspections, swimming pool and drinking water Inspections and monitoring, etc, © While serving in the capacity of Director of Environmental Health, he participated In a complete organizational analysis of the County with the County Executive. This study resulted In the consolidation of several County Departments Into one agency (named the 4 County Environmental Resource Agency) and Lindsey was appointed Director, E i k • • b Sample Proiile/Page 4 t4: This agency has over 200 employees and had responsibility for operation of the Air Pollution Control District, county planning, building management, construction and safety, environmental health, animal regulation, agriculture, weights and measures, and man- agemont services. The consolidation of each of these functions was a major manage- ment and organizational task. Each department had previously operated with a great deal of Independence, and, in some cases, was relatively autonomous from the rest of the 1 County. ■ The agricultural function in the County was a major priority because of the use of pestl- i cides and their environmental Impact. The County was predominately agricultural, and j this was a sensitive public Issue which often required public haarings. P As Agency Director, Lindsey reported directly to the County Executive who had a man- agement style of liberal delegation. As a result. Lindsey functioned relatively s. autonomously and often had direct contact with the five elected County Supervisors. To place the County In perspective, it is a County which was historically agricultural but which now has a major urban population of 60,000 within 1,800 square miles. The ; County has 6,000 employees, and the position of Agency Director Is a high-level, high- profile position of significant responsibility. The position requires dally Interface with the elected legislative officials and with officials of all cities and jurisdictions within the County. In his role as Agency Director, Lindsey was the Chairman of the Staff Advisory Committee for the Regional Land Use Programs, which Included ten cities within the County. This J • plan Integrated policy for air quality, transportation, water quality, and urban government J: form. The plan took a three-year effort to develop, and It was adopted In 1978. It was adopted under the legislative authority of the Clean Air Act In 1970 and is significant In > regards to evaluating Lindsey's skills because, to be effective, it required an In-depth knowledge of public process and government. Lindsey took a lead role In adoption of the e plan, including public hearings,. The plan, as adopted in 1978, is still in force today. • A major component of Lindsey's job as Agency Director was planning and analysis of County growth projections. He enrolled In the M.P.A. (Masters of Public Administration) program at Pepperdine University, offered In the evenings, and began applying knowl- edge gained from that program to the management of his own organization. In addition to J! J • c+ , 0 { z Sample Profile/Page 5 his technical engineering and economic analysis skills, he developed his skills in organi- national analysis and structure ard, In his opinion, beca -,ie a better organizational leader. One of his accomplishments at the County pertinent to this position is his leadership of the s County environmental siting review of the Southern Calliornla Edison Ormand Beach Generating Facility. Lindsey was Agency Director at the County when the State of California pursued Proposition 13. As a result of Proposition 13, the County was forced to significantly cut services because 50% of their tax base was eliminated. Lindsey participated In the decl- sloes of reprioritizing many County activities, shifting the burden to the users and, in some cases, eliminating any County participation In the service. Lindsey feels 'that the positive ti Impact of Proposition 13 was that It forced government to evaluate which services were essential and which were not. Within his own agency, he reduced staff by 20% as a result of Proposition 11, Although the cuts were difficult to make In a human sense, Lindsey had a developed a budgeting process which allowed him to prioritize the agency objectives, and he was able to make the reductions based on objective calculations. Lindsey Is a firm believer In net revenue budgeting and Incremental objectives of the legislature authority. If revenues are not available to meet all the needs, expenditures are cut, as opposed to deficit spending or looking for new revenues. In 1979, Lindsey resigned from the County to begin his own consulting company, which he named Lindsey Consultants. The purpose of the company was to provide to Industry expertise in knowing how environmental permits work and to assist them In obtaining 1 permits. In that Lindsey had designed the regional permitting system, he could offer valu- able services to companies without expertise In the environmental area, Simultaneous to Lindsey's resignation from the County, the City terminated their City Manager and had two vacant Council posltlors because of a recall election. The City, in political turmoil, was not in a position to hlra a permanent City Manager and hired Lindsey to be an interim City Manager on a contract through his new consulting firm. Lindsey had no Intention of becoming a City Manager when he left the County and would s not have applied for the position except through his new consulting firm. After approxi- mately six months, the Council asked Lindsey to accept the position fult4lme and he accepted. Lindsey has served as City Manager for the past six months, 4F e e r~ Sample Proflle/Pag j 6 The history of the City just prior to their hiring of Lindsey and his accomplishments since that time are Indicative of his management style and skill and his ability to resolve conflict, ; :a 3 Previous to hiring Lindsey, the City Council had responded to revenues lost through Proposition 13 by raising Sanitation District fees. The City Council and City Manager were already in trouble with the citizens because of a percelved attitude of indifference to the ratepayers. As a result, two Commissioners were rc• ;alied In a special election and St{{ the City Manaqer was terminated. Lindsey did an economic analysis of the Sanitation District fees and determined that, In i fact, the rats Increases were necessary. The previous City Manager had made his pro- jections on faulty assumptions (a cumulative as opposed to fixed delinquency rate). Lindsey rolled back the rate Increases, and they have not been raised slnce. In addition ~1 to maintaining adequate service levels, the City has been able to pay for a major new treatment plant without 1.9suance of any bonds. Today, instead of the projected deficit, r which caused the previous City Manager to raise fees, there Is an $8 million fund balance, As a result of the recall and badly divided five-person Council, new elections were held and a full five-person Council was seated. Lindsey won a five to zero consensus vote as ¢ permanent City Manager within the first year, f The Clty is a southern suburb of Los Angeles, California, The City has a population of I 91,000 and is considered a full-service city, The annual budget Is $37 million and the City has 380 full-time employees, } t In addition to the sanitation fee Issue, e ~ Lindsey determined that a major problem in the City was a lack of credibility for the city government. To Improve this, he began a reorganiza- tion which resulted in five City departments reporting directly to the City Manager, He has hired four of the five department heads, including the newly created position of Deputy City Manager for Economic Developmenr, which has resulted In the active recruitment of © five companies employing over 6,000 total employees relocating to the City, f ' e e In addition to reorganizing staff and attracting top level management talent, Lindsey began a series of service-oriented, open-government programs which expanded the r public hearing process and, by so doing, regained public trust in the City Administration. !'1 i 0 • c> • a Sample Profile/Page 7 4 Lindsey's accomplishments at the City are many, the most noteworthy of which are the implementation of the net revenue concept of budget management; development of a two- " tier water-rate system, which rewards conservation efforts; development of a five-year water reclamation plant expansion program with no Increase in fees; and City purchase of the Lighting Maintenance District from Southern California Edison. Each of Lindsey's accomplishments is significant in and of itself; however, by far the greatest accomplish- ments are the rebuilding of trust In the City government after a painful recall election and winning the confidence of the five-member elected Council, When Lindsey assumed the position of City Manager, Proposition 13 had caused panic in City government throughout the State, and the economic future of the City was forecast to be very austere. Lindsey has shepherded City growth while developing a $10 million general fund reserve. The City's investment portfolio has Increased from $8 million to $40 million, and the City has maintained an AA rating on revenue mortgage bonds. SPAN OF CONTROL: As City Manager, Lindsey Is the Chief Executive Officer of a large and complex organization of 380 employees, He is responsible for the day-to-day operations, all aspects of the City from Public Works, and operation of the Lighting District i through development and administration of the $37 million annual operating budget 1 Lindsey's early career and education provided him with a strong technical and financial background. He has developed rate analysis and economic feasibility models for sewage treatment, water supply, pollution abatement alternatives, and the City Lighting District, r Ho is an advocate of the net revenue concept of budget management and has used the concept In the County and the City to manage effectively, He believes In practical and easily understandable budgets, which are an extension of the legislative body's policy, • ' Lindsey's Initial budget submitted to Council was six percent below the prior year, included a rollback of increased sanitation rates and Improved service levels. The City is , still one of only thirty-one California cities which has not needed to implement a local property tax. The reporting relationship to an elected Council Is directly applicable, and Lindsey has demonstrated an ability to manage In that environment, a . Lindsey Is responsible for all labor negotiations in the Clry, The City has two represented groups, the police officers and the general administrative employee group, At the County, Lindsey served on the negotiating "posture" committee and had extensive negotiating tr j experience, His view towards negotiations is simple, "negotiations are communlcation," a p 0 • ea • Sample Profile/Page g Lindsey feels he has always been successful in negotiations because he Is fair and honest, ?1` TECHNICAL CONTENT: Although the position of City Manager is primarily a man- agement function, as opposed to a technical function, Lindsey has an In-depth technical education which includes nuclear engineering, He has conducted economic analysis and feasibility studies in his position with KST Engineers and has directed and acted an highly technical studies in the County and the City. Lindsey does not claim to be an expert in utility operations, however, he clearly understands the technical aspects of power generation and distribution. At the County, he led the environmental siting review for a major Southern California Edison generating plant and, In his opinion, had no diffi- culty understanding or dealing with any of the issues, economic or technical. PUBLIC/RATEPAYER RELATIONS: As previously stated, Lindsey Joined the City folluwing a citizen-initiated recall of two Commissioners and the termination of the City Managrr, rho recall was caused in part by the raising of sanitation rates. Lindsey rolled ' f` back the rates and, In the subsequent years, has established strong community relations through open and responsible communications. He Initiated a two-tler rate program for water consumption, which rewards conservation efforts and charges appropriate rates for major cities, Lindsey has demonstrated an ability to work with all segments of the population In his position as Agency Director for the County and as City Manager, He has dealt openly with large industrial concerns and with special Interest groups on an open basis. One of t Lindsey's strengths Is his ability to lead his organization through very sensitive Issues. tk INTERGOVERNMENTAL/LEGAL: Although Lindsey certainly has a large number of intergovernmental and legal Issues with which to deal as City Manager, the position of Agency Director (which he held with the County) Is most Indicative of his ability to deal in complex legal and technical settings. Lindsey was an Environmental Manager during the + ® years when environmental impact statements and environmental issues such as air qual- ity were very Intensely debated. Lindsey was a leader in California In the adoption of rules and regulations for air quality and water quality. The South Coast Air Basin Coordinating Council was made up of leaders from six California counties, including Los Angeles, and required a knowledge of legal Issues in environmental and governmental arenas. ilp i • c> • # Sample Profile/page 9 Lindsey has managed and directed several bond issues and Is knowledgeable of legal and financial necessities In that area. His Masters Degree in Public A&IInlstration, plus his experience in the County and the City, have prepared Lindsey well for the legal and iniergovernmental issues he would face,; OPEAATIONS/MANAGEMENT STYLE: Jim Lindsey Is a manager who brings a high energy level to the job. He uses his organizational and technical skills in C.9 area of d financial management to maximum advantage. Lindsey believes In surrounding himself' with exceptional talent and then delegating responsibility. He is proud of the fact that three of his assistants have progressed to be City Managers of other cities in California, Lindsey expects excellence from his subordinates and would not tolerate lack of effort nor repeated mistakes. His style Is direct and can be forceful, but he Is also tactful and diplo- matic when required. Lindsey believes in the process of government and fully under- # stands the difference In responsibillty t etween elected officials and those who they appoint. ~j Lindsey considers himself to be a team leader and feels that his staff would describe him as open and easy to work for, although sometimes demanding. Lindsey has established excellent relationships with the press, and they describe him in glowing terms. Excerpts from press clippings state, "the City isn't the place it was five years ago. It's come a long way baby, and the City Council, City Manager. Jim Lindsey and his administrative team at City Hall are largely responsible," r In an editorial dated February, 19133, the local newspaper stated, "With all the talk of • million-dollar and billion-dollar deficits at the state and federal level, it's refreshing to hear some good news about government spending coming out of City Hall. The good news is City Manager Jim Lindsey's announcement this week that the City has spent $600,000 ` less than anticipated this fiscal year. The news comes despite the fact that the recession has lowered City revenues by 7.5 percent. In short, the City has saved the money through t~ good old fashioned strict budgeting. It is good to see that local government still maintains • • fiscal responslblllty to the public it serves." 9 Lindsey develops a goal-oriented, positive attitude and then implements specific plans to ! achieve those goals. The budget is the primary tool he uses to measure progress and to provide policy direction, r f► 0 , i i k Sample ProfllelPage 10 PERSONAL 1NFORMAI7ON: Lindsey Is 43 years old, married and has two children, ages 21 and 19, Raised In Oregon, he has a desire to move to the Northwest, which Is shared by his wife who has family Ilving In Western Washington, Undsey Is very active In public organizations, He Is a registered Professional EmIneer and still maintains active Interest In technical Issues, although he admits that he has no desire to practice engineer- ing as a profession, Lindsey Is very poised and obviously comfortable In a one-on-one conversation. He pre- sents an excellent professlanal Image without appearing contrived. Undsey's sale,y a,r the City Is $68,900 per year, use of a City automobile, and expenses. He gave considerable thought to the position before applying because he does have a secure and excellent position In the City. After applying, he freely listed current Council- members as referentws, in spite of the tact that it could after their future relationships. This Is Indicative of Lindsey's open and forthright style. auk i 1 I_ • % I,; Al I r i (I :5# SAMPLE REFERENCE MATERIAL PUBLIC ELECTRIC UTILITY CONFIDENTIAL REFERENCE SUMMARY p JAMES LINDSEY sy r s RELATIONSHIP TO THE CANDIDATE: Jensen, Oldanl & Cooper, Inc, conducted a number of confidential reference calls to individuals who know and have worked with Jim Lindsey In his current capacity as City Manager. Based upon their respective relationships with him, these references candidly provided their evaluations of Jim, his professional attributes and performance. They have worked with Jim as past and present members of City Council (his immediate supervisors), Executive f Director of the local Chamber of Commerce, and a local newspaper editor who participates on a number of community boards with Jim, A series of broad based sr questions were asked of each person in order to establish a well-rounded profile of Lindsey and the characteristics he exhibits as a manager in the public sector. The t information compiled is represented in summary format to ensure the confidentiality of the individuals who provided references for Jim Lindsey. ,krRENGTHS: According to the Editor/Publisher of the Valley Enterprise, Jim Lindsey is "one of the finest City Managers in the State of California," This Individual stated up front that hie, reference would not be a typical "newspaperman's evaluation" because of his "solid support" for Lindsey and how difficult it will be to replace him if he A should be selected for the position. Jim's strengths, in his opinion, are his ability to quickly assess a situation, to develop an organizational plan, to gain support of his elected superiors, and to carry out the action plan in a professional manner. N A former City Councilmember and current State Assemblywoman, who first met Jim when he was Director of the County Environmental Resource Agency, was extremely impressed with his administrative skills and ability "to generate innovative problem- solving solutions" for both the County and the City. This reference noted two of Jim's attributes that she considers ! ignificant: first, he possesses a solid technical background,.. as an engineer, he has a diverse understanding from construction to public works; and second, possesses outstanding management skills--"He is not the typical engineer, in that he can comfortably work with gray areas." Jim has been • successful in working with developers, local residents, and an ever-changing Council. With respect to the Council, Jim is credited with "professionally introducing an orderly change," which has gained "wide community support." He worked with the Council, "known for its shouting matches", to identify specific goals they wished to achieve and prioritize policy issues that merited research and discussion, Because he Is result. oriented, he was successful In keeping Council moving forward. Jim Is described as "very sensitive politically" and one who has been extremely successful in gaining the 3 respect of "the pro-growth, environmentalists, developers, and blue collar segments" of a : e the Council. One of his real strengths is his ability to work with the Council in a politically volatile community. He understands his role as the implementor, not establisher of city policy. He will advise the Council on the advantages and pitfalls of alternative actions and will work hard to carry out whatever course the Council selects, t' a d • I F, Lindsey Summary Page 2 Jim is perhaps the most well-respected City Manger in the County and the Mayor ; states that, although public employee salaries are a sensitive issue, he believes Jim to f be worth two or tree times what the City is paying him. Jim has unique blend of patience and timeliness, He methodically allows time for staff, Council, and citizens to express their opinions on an issue. He does not, however, procrastinate and Is not ilk, afraid to make tough decisions. Lindsey was further characterized as "a grower" who is just beginning to tap his potential and an Individual who is articulate on diverse administrative issues. His engineering background enables him to carefully assess .111, jl~i the work of the technically-oriented groups he oversees and to represent the city t t professionally in these areas. His direct knowledge may be limited In some areas but 1 Jim is intelligent, inquisitive, and a quick learner. t When asked to Identify any characteristics that they believed are detrimental to Jim's k effectiveness as a manager, references were hard pressed to and did not believe anything of significance existed. His presentations can become somewhat technical; t however he is quick to respond and adjust to the audience. A former Councilmember y believes he devotes too much effort toward developing alternatives for Council when he knows they are not going to accept a staff report, "He could make Council struggle l for alternatives." She emphasized that he is "highly respected as a professional administrator." MANAGEMENT PROF LE: As a manager, Lindsey is described as a "background person" who is able to motivate his employees and get "110% from them," It was , noted that Lindsey has excelled in "staff development," both in hiring and training, and ' is a manager who will "give credit" to those who deserve it. Lindsey is good at "deflecting praise and public attention" to the Council or department heads. He Is a team player who "rolls with the punches." In five years, he has provided significant leadership to the City and won the respect of friends and foes alike. As a supervisor, Jim is tough but fair. People want to please him and, through his employee communications, they have adopted and support his strong service orientation, Mayor Wright believes Jim may be a little too compassionate at times and gives employees I chances beyond those that they really deserve. He will work hard to "salvage" an ? 1 employee. Fortunately, he is right more often than he is wrong. One of his valuable management attributes Is his ability to work with people and to achieve results through them. • 1 Just prior to Lindsey's arrival, there had been a strike by the "lower-paid employees"; { since Lindsey's administration, the City has enjoyed trouble-free employee relations. I He believes that Lindsey is comfortable in meeting with all levels of employees and elected officials. The City is a "no tax city" and Jim has always been able to "generate a small budget surplus." Jim has a fantastic ability with figures and budgets and can do in his head what most people must puzzle out on paper. He arrived at the City p shortly after Proposition 13 was passed. The City has no direct levy and relies only on an unstable sales tax. Under Jim's leadership, the City has gone from a position of A "barely hanging on" to having a sizable surplus, He Is a "wizard at making things work." During this time, the City has Increased 20% to 25% in population and Jim has managed to provide services with less money and the same personnel. For the first time in many years, the City is now in a position to hire additional personnel and has budgeted new positions in Public Works, Police and Sanitation, as well as an $11 million expansion of its sewer treatment plant. He has an uncanny knack for selecting sr fl J • ea • I Lindsey Summary E_ Page 3 sf the right people for the right job, He has hired a Planning Director, a Human Resources Director and, in the area that has shown the largest Improvement, a ; Director of Public Works. M According to Councllmembers, Lindsey's relations with City Council have been "evolutlonary" over the last six years. He has developed a "high trust level with ' Council" and enjoys the widest administrative latitude. Jim has developed, tremendous support on the Council and among the general public. He possesses a combination of hands-on, as well as delegating skills. It there is trouble or dissatisfaction In the community, Jim will spend time with citizens at the very early stages, He Is accessible to the public and makes his Department Directors accessible to them as well, ACCOMPLISHMENTS: In addition to Lindsey's Immediate contribution of organization and stability to the City and placing the City on a stronger financial foundation, It was noted that he has attracted a solid department head staff and t"+ increased the "sense of community," When a local group of residents baulked at sharing flood control costs with a new adjoining development, Lindsey was credited with developing a Innovative "assessment district" which allowed for continued development, as well as allowing current residents to withdraw from participation if they signed "a ten year, non-move agreement." Once residents understood the seriousness of the Flood Control Project, they agreed to participate with a long-term cost deferral. This achievement is an example that emphasizes Lindsey's "technical, v fiscal, and street-wise understanding of community Issues" and how he works toward a resolution.' The City has attracted "respected Industry" under Lindsey's administration. To achieve this, Jim has been successful in meeting with small citizens' groups to explain the 5D needs for controlled/planned growth that will compliment the City, rather than making it a "bedroom community of Los Angeles." It was emphasized that Jim understands` "political nuances" and has been "aggressive in a positive posture" In working with citizens who previously have been unapproachable. SUMMARY: Jim Lindsey is an Individual who Is motivated by challenge and the "opportunity to put things together" so they function In an effective and efficient manner, "He is a tireless worker who Is always searching for innovative methods." • Jim is of quick wit and humor and has a personal style that Is candid and up front. References consider Lindsey to be of the highest integrity and an Individual who has t never had a hint of compromise or scandal and unfavorable publicity. They r "enthusiastically support" Jim for a management position of Increasing responsibility and complexity, He has a proven management record and the described District Manager position sounds like a challenge Jim Lindsey would enjoy. VW/March, 1992 • • r d ca ■ !r5. ACADEMICS James L. LlndcsY Mastar of Public Adminislitdon_ s, April, 1978 r pepperdine University Confirmed By: Donna Registrar's Office R Pepperdine University Malibu, CA 90265 (213) 456.4000 a. ,~(or of Science Civil Enpineerlna June, 1963 Oregon State University Confirmed By, Tammy Brown Registrar's Office Oregon State University Corvallis, OR 97331 (503) 754-0123 ~9 1 r • • r ~ 5. 1. r 4 f i'S f' 4 l ~~NC) a, r t+ a i 11 1:) { i i i S r~ 1 .r r r: LIE r f • 0 MEMO&