07-16-2018 Work Session Complete AgendaC IT Y C O U N C IL W O R K SESSIO N
R IC H F IE L D MU N IC IPAL C E N TE R, B AR TH O LO ME W R O O M
J U LY 16, 2018
6:00 P M
C all to order
1.P ublic A rt F und Update
A djournment
Auxiliary aids for individuals with disabilities are available upon request. Requests must be made at
least 96 hours in advance to the City Clerk at 612-861-9738.
CITY OF RICHFIELD, MINNESOTA
Office of City Manager
July 12, 2018
Council Memorandum No. 50
The Honorable Mayor
and
Members of the City Council
Subject: Public Art Fund Update
Council Members:
Arts Commission Co-Chair Joyce Marrie and Recreation Services Director Jim
Topitzhofer will be presenting a brief update on the Public Art Fund at the C ouncil Work
Session scheduled for July 16, 2018, at 6:00 p.m.
Please contact me or Jim Topitzhofer at 612-861-9394 if you have questions.
Respectfully submitted,
Steven L. Devich
City Manager
SLD:jt
Email: Assistant City Manager
Department Directors
C O N C U R R E N T C IT Y C O U N C IL AN D H O U S IN G AN D R E D E V E LO P ME N T
AU TH O R ITY W O R K SESSIO N
R IC H F IE L D MU N IC IPAL C E N TE R, B AR TH O LO ME W R O O M
J U LY 16, 2018
6:15 P M
C all to order
1.D iscuss proposed 90-day Tenant P rotection Ordinance and Inclusionary Housing P olicy
A djournment
Auxiliary aids for individuals with disabilities are available upon request. Requests must be made at
least 96 hours in advance to the City Clerk at 612-861-9738.
CITY OF RICHFIELD, MINNESOTA
Office of City Manager
July 12, 2018
Council Memorandum No. 51 HRA Memorandum No. 11
The Honorable Mayor Housing and Redevelopment
and Authority Commissioners
Members of the City Council City of Richfield
Subject: Proposed 90-Day Tenant Protection Ordinance and Inclusionary Housing
Policy
Council Members:
Staff will review the proposed Tenant Protection O rdinance and Inclusionary Housing
Policy at the concurrent City Council and Housing and Redevelopment Authority work
session at 6:15 p.m. on July 16, 2018.
Notice of the work session and copies of the proposed ordinance and policy have been
provided to interested parties, including affordable housing advocates and rental
property owners.
Respectfully submitted,
Steven L. Devich
City Manager
SLD:ju
Attachments
Email: Assistant City Manager
Department Directors
City of Richfield
Richfield Housing and Redevelopment Authority
Richfield Economic Development Authority
Inclusionary Affordable Housing Policy
The City of Richfield, Richfield Housing and Redevelopment Authority, and Richfield Economic
Development Authority are committed to building a community that is welcoming and affordable to
a diverse population of individuals and families at all stages of their lives. As such, we hereby
establish the following policy for the inclusion of affordable housing in development proposals.
Requirements
1. Housing Development Projects that Receive Financial Assistance from HRA, EDA or City:
a. At least 20% of housing units must be made affordable to tenant households earning no
more than 60% of the Area Median Income or owner households earning no more than
115% of the Area Median Income (in a mixed rental/ownership development a grand
total of at least 20% of the units must be affordable) over a period of ten years or the
duration of the subsidy (whichever is longer); or,
b. 15% of the “net present value” of Tax Increment generated by the project (or 15% of the
net present value of other types of assistance) must be pledged to the Richfield Housing
and Redevelopment Fund over a period of ten years or the duration of the subsidy
(whichever is longer), or;
c. A pro-rata combination of the above (i.e. 10% affordable units and a 7.5% contribution)
may be considered, and;
d. Must agree to provide 90 days’ advance notice to the public body providing funding of
any sale of the property, and;
e. Must agree to not discriminate against households utilizing Housing Choice Vouchers
(Section 8) or other forms of rental assistance.
2. Non-Housing Development Projects that receive Financial Assistance from HRA, EDA or City and
which result in the loss of affordable housing:
a. Affordable housing units eliminated by the project must be replaced on-site or at
another location in Richfield by the developer at similar affordability levels, or;
b. 5-15% (depending on the magnitude of the loss of affordable housing) of the “net
present value” of the Financial Assistance provided must be pledged to the Richfield
Housing and Redevelopment Fund over a period of ten years or the duration of the
subsidy (whichever is longer).
Incentives
3. Housing Development Projects which include affordable units (as outlined in 1a-c above) are
eligible to receive the following considerations regardless of whether or not they receive Public
Financial Assistance:
a. Inclusion of 20% of the units as affordable, may result in the following incentives;
i. Building Permit Fee Reductions (10% reduction for rehabilitation and/or 5%
reduction for new construction);
ii. 4d Property Tax Reduction;
iii. Consideration as an offset against code nonadherence (e.g. insufficient
setbacks, excessive impervious surface, etc.) in planned unit developments;
iv. A housing unit density bonus of 5-15% (i.e. a project in an area that allows 18-24
units/acre could add an additional 1-4 units/acre and remain in compliance).
Exceptions
4. The City Council or Board of Commissioners of the Housing and Redevelopment Authority or
Economic Development Authority may vary the application of this policy as circumstances
warrant with the adoption of findings of the reasons for doing so.
Adopted:
This __ day of ______________ by the Richfield City Council.
__________________ ___________________
Mayor Secretary
This __ day of _____________ by the Richfield Housing and Redevelopment Authority.
__________________ ___________________
Chair Secretary
This __ day of _____________ by the Richfield Economic Development Authority.
__________________ ___________________
Chair Secretary
BILL NO. AN ORDINANCE ADOPTING A NEW CITY CODE SECTION 409 RELATING TO THE SALE OF AFFORDABLE HOUSING AND NOTICE REQUIREMENTS __
THE CITY OF RICHFIELD DOES ORDAIN:
SECTION 1. The Richfield City Code is amended by adding a new Section 409 as follows:
SECTION 409. – SALE OF AFFORDABLE HOUSING AND NOTICE REQUIREMENTS
409.00. – Purpose. It is the purpose of this Section to protect the availability of affordable rental
housing for low and moderate income households by providing for notice to the City and tenants
when transitions from current affordable housing uses are planned and providing tenant relocation
assistance when affordable housing is converted and tenants are required to move without adequate
time to find new housing.
409.01. - Definitions.
Subdivision. 1. The following definitions apply in this Section:
(a) “Affordable housing building” means an apartment house as defined in 407.03
having three or more dwelling units, where at least 20% of the units rent for an
amount that is affordable to households at or below 60 percent of area median
income, as median income was most recently determined by the United States
Department of Housing and Urban Development for the Minneapolis-St. Paul-
Bloomington, Minnesota- Wisconsin Metropolitan Statistical Area, as adjusted for
household size and number of bedrooms.
(b) “Affordable housing unit” means a rental unit in an affordable housing building
that rents for an amount that is affordable to households at or below 60 percent of
area median income, as median income was most recentl y determined by the
United States Department of Housing and Urban Development for the Minneapolis-
St. Paul- Bloomington, Minnesota-Wisconsin Metropolitan Statistical Area, as
adjusted for household size and number of bedrooms.
(c) “Cause” means the tenant or a member of the tenant’s household materially
violated a term of the lease or rental agreement, or violated an applicable federal,
state, or local law or regulation.
(d) “Tenant protection period” means the period that commences on the date when a
real estate closing transfers ownership of an affordable housing building and
expires on the last day of the third calendar month following the month in which
the written notice required in subsection 409.03 is sent to an affordable housing
unit tenant.
409.03. – Transfer of Ownership.
Subdivision 1. Notice. Whenever ownership of an affordable housing building shall
transfer, the new owner shall, within thirty (30) days after the date on which a real estate closing
transfers ownership of the affordable housing building, give written notice to each affordable
housing unit tenant of the building that the property is under new ownership stating:
(a) The name, mailing address, and telephone number of the new owner.
(b) Richfield City Code Section 409 provides for a tenant protection period for
affordable housing unit tenants. Under Section 409, affordable housing unit tenants
may be entitled to relocation assistance from the new owner if the new owner,
without cause, terminates or does not renew the tenant’s rental agreement within
the tenant protection period. Affordable housing unit tenants may also be entitled to
relocation assistance from the new owner if the tenant terminates their rental
agreement because the new owner raises the rent or initiates a tenant rescreening
process within the tenant protection period.
(c) Whether there will be any rent increase within the tenant protection period; the
amount of the rent increase; and, the date the rent increase will take effect.
(d) Whether the new owner will require existing affordable housing unit tenants to be re-
screened to determine compliance with existing or modified residency screening
criteria during the tenant protection period and if so, a copy of the screening criteria.
(e) Whether the new owner will, without cause, terminate or not renew rental
agreements during the tenant protection period and if so, notice to the affected
affordable housing unit tenants whose rental agreements will terminate and
the date the rental agreements will terminate.
(f) Whether the new owner intends to increase rent; require existing affordable housing
unit tenants to be rescreened to determine compliance with existing or modified
residency screening criteria; or, without cause, terminate or not renew affordable
housing unit rental agreements on the day immediately following the tenant
protection period.
Subd. 2. Copy of notice to City. The new owner shall provide a copy of the notice required
by this subsection to the city at the same time notice is provided to the tenants.
Subd. 3. Notice required. When a new owner of an affordable housing building is, without
cause, terminating or not renewing a tenant’s rental agreement, raising rent, or rescreening existing
tenants during the tenant protection period, it must give the notice required by this subsection.
409.05. - Relocation Assistance.
Subdivision 1. Termination/non-renewal of lease. If during the tenant protection
period the new owner of an affordable housing building terminates or refuses to
renew any affordable housing unit tenant’s rental agreement without cause, then upon
terminating or refusing to renew the tenant’s lease, the new owner shall pay to the
tenant, as relocation assistance, no later than the day upon which the tenant vacates the
unit, a payment equal to three months of current rent charged to the
tenant.
Subd. 2. Rent increase. If during the tenant protection period the new owner of an
affordable housing building raises any affordable housing unit tenant’s rent, or
rescreens an ex isting affordable housing unit tenant, and the tenant gives written notice
to the new owner to terminate the rental agreement, the new owner, shall within 30
days of receiving tenant’s written notice of termination of the rental agreement, pay to
the tenant as relocation assistance, a payment equal to three months of current rent
charged to the tenant.
409.07. - Penalty.
Subdivision 1. A violation of subsection 409.05 is an administrative offense that
may be subject to an administrative citation and civil penalties as provided in City
Code Section 325. Notwithstanding an y provision of City Code Section 325, the
penalt y for a violation of subsection 409.05 shall be the sum of the applicable
amount of relocation assistance plus $500.
Subd. 2. A violation of subsection 409.03 is an administrative offense that may be
subject to an administrative citation and civil penalties as provided in City Code
325..
Subd. 3. A violation of this Section as to each dwelling unit shall constitute a
separate offense.
409.09. - Payment by City to Displaced Tenant. Within thirty (30) days after a person pays
the penalt y provided for in subsection 409.07, subd. 1 to the city, the city shall pa y to the
displaced tenant of the affordable housing unit for which the violation occurred an amount equal
to the relocation assistance provided for in subsection 409.05, subd. 1.
SECTION 2. This Ordinance shall take effect January 1, 2019.
ADOPTED this day of _, 2018, by the City Council of the City
of Richfield.
By: ___________________________
Pat Elliott, Mayor
ATTEST:
________________________
Elizabeth VanHoose, City Clerk
C IT Y C O U N C IL W O R K SESSIO N
R IC H F IE L D MU N IC IPAL C E N TE R, B AR TH O LO ME W R O O M
J U LY 16, 2018
7:45 P M
C all to order
1.D iscuss C ity Manager recruitment and selection of an executive search firm
A djournment
Auxiliary aids for individuals with disabilities are available upon request. Requests must be made at
least 96 hours in advance to the City Clerk at 612-861-9738.
CITY OF RICHFIELD, MINNESOTA
Office of City Manager
July 12, 2018
Council Memorandum No. 52
The Honorable Mayor
and
Members of the City Council
Subject: Executive Search Firm Proposals
Council Members:
A work session will be held on July 16, 2018, at 7:45 p.m. (following the HRA meeting)
to continue the City Council’s review and discussion of executive search firm proposals
for the recruitment of a new City Manager.
At this work session the City Council should identify firms to invite for a more d etailed
discussion and opportunity to ask specific questions.
Attached are the submitted proposals from six firms:
The Mercer Group, Inc.
HueLife
DDA Human Resources Inc.
Springsted/Waters
BCG Consulting Group
CarterBaldwin
Respectfully submitted,
Steven L. Devich
City Manager
SLD:jjv
Attachments
Email: Assistant City Manager
Department Directors
City of Richfield
Minnesota
Proposal for Executive
Search Services for
City Manager
June 22, 2018
2119 Lake Augusta Drive
Mendota Heights, MN 55120
612-581-9972
E-mail: jf_miller@outlook.com
June 22, 2018
VIA E-MAIL: pdmytrenko@richfieldmn.gov
Mayor Pat Elliott
Members of the City Council
City of Richfield
6700 Portland Avenue
Richfield, MN 55423
Dear Mayor Elliott and Council members:
On behalf of the Mercer Group, Inc. I am pleased to submit this proposal to assist the City
of Richfield in recruiting for exceptionally well-qualified candidates for the position of City
Manager. The Mercer Group, Inc. is the largest and most experienced nationwide public sector
search firm and has extensive experience in conducting city manager and administrator searches
throughout the United States.
This proposal presents the Mercer Group’s standard approach for a national recruitment for
this type of recruitment. It also outlines a modified approach should the City decide not to use all
of the firm’s normal services. We would be very willing to adapt our standard process or modified
approach to meet your needs.
If the Mercer Group, Inc. is selected, I will be the lead consultant overseeing this search
and will be assisted by President James L. Mercer. I served as City Manager in Minnetonka for
thirteen years and as Executive Director of the League of Minnesota Cities for twenty-two years.
Mr. Mercer possesses extensive national public sector executive recruiting experience.
Since joining the Mercer Group, Inc. in 2015, I have worked with Mr. Mercer on
recruitments for the City Administrator and Finance Commissioner positions in Poughkeepsie,
NY; the Executive Director of the California League of Cities and the Executive Director of the
Rhode Island League of Cities and Towns. I have been the lead consultant on recruitments for the
City Administrator in Forest Lake and South St. Paul and the City Manager in West St. Paul,
Minnesota; the Executive Director of the League of Oregon Cities; Executive Director of the
Dakota Communications Center and the Local Government Information Systems (LOGIS) Public
Safety Applications Manager positions.
PINPOINTING WORKABLE SOLUTIONS FROM OUR OFFICES NATIONWIDE
www.mercergroupinc.com
City of Richfield, MN
Page Two
June 22, 2018
This combination of Mr. Mercer’s national experience and knowledge of potential national
candidates for this position along with my extensive Minnesota based knowledge and experience
will bring Richfield the best possible assistance in this critical recruitment. (Please see
www.mercergroupinc.com for information about our firm and about current searches that we are
conducting.)
The mission of The Mercer Group, Inc. is to make our clients proud that they engaged us to
provide management consulting services for them. If selected to conduct the search, we would
have no difficulty beginning the project immediately and expediting our work to ensure a smooth
and successful process. Additionally, I generally do not work with more than one client at a time to
ensure that client has my full attention. I am currently completing recruitment for the City
Administrator position in Forest Lake, which should be completed by the end of July. I would not
accept any other recruitments if selected by the City of Richfield.
Thank you for the opportunity to respond to this important assignment. This proposal is
valid for ninety (90) days from receipt by the City of Richfield. I look forward to personally
discussing this proposal with you. Please contact me if you have any questions.
Sincerely yours,
THE MERCER GROUP, INC.
James F. Miller
Senior Vice President
jf_miller@outlook.com
612-581-9972
Enclosure
City of Richfield, Minnesota
Proposal for
Executive Search Services
City Manager
June 22, 2018
THE MERCER GROUP, INC.
jf_miller@outlook.com
2119 Lake Augusta Drive
Mendota Heights, MN 55120
612-581-9972
TABLE OF CONTENTS
Cover Letter
Section Page
No.
I. INTRODUCTION, BACKGROUND AND OBJECTIVES............................................. 1-2
A. Introduction and Background
B. Objectives of the Search Process
II. WORK PLAN AND SCHEDULE AND EQUAL OPPORTUNITY STATEMENT….3-7
A. Work Plan
1. Position Analysis
2. Recruitment Process
3. Resume Review
4. Candidate Screening
5. Background Investigation
6. Interview Process
7. Negotiation and Follow-up
B. Schedule
C. Equal Employment Opportunity Statement
III. COST PROPOSAL ............................................................................................................ 8-9
IV. FIRM QUALIFICATIONS AND STAFFING ............................................................ 10-11
A. Firm Qualifications
B. Resumes of Our Key Search Staff
V. THE MERCER GROUP, INC. GUARANTEES .................................................................12
VI. ACCEPTANCE………………………………………………………………………… 13
APPENDICES
A. Acceptance and sample agreement……………………………………………..14-15
B. Similar searches…..……………………………………………………………….16
C. References…………………………………………………................................17-20
I. INTRODUCTION, BACKGROUND AND OBJECTIVES
This section presents our understanding of the City of Richfield’s likely requirements for this
search, as well as the objectives and scope of the project, based on previous similar searches the
firm has conducted. As noted in the transmittal letter, we are very open to modifying this proposal
to meet the City’s specific needs if different from the approach presented herein.
A. Introduction and Background
We would expect that:
• The City is seeking "turn-key" executive search services and support in connection
with the nation-wide recruitment of a City Manager.
• Services normally expected and provided include: position analysis and preparation of
a position profile; a comprehensive national recruitment for the position; inviting
potential candidates to apply; reviewing and screening applications; conducting inter-
views, reference and background checks of selected candidates; recommending a list of
final candidates; coordinating final interviews; assistance in contract negotiation if
desired; and following up.
B. Objectives
The objectives that we will meet in order to help find the best qualified candidates for the position
are as follows:
• Conduct an assessment to identify desired qualifications for the new City Manager.
• Reconcile any differences in points of view with regard to desired qualifications for the
position.
• Develop a comprehensive position profile.
• Encourage top level people (including through outreach to women and persons of
color) to apply who may otherwise be reluctant to respond to an advertisement.
• Comply with appropriate personnel regulations and state laws (e.g., Data Practices,
Open Meeting, EEO, Affirmative Action and ADA).
• Independently and objectively assess the qualifications and suitability of candidates for
the position.
• Recommend a pool of finalist candidates to the City Council. (For the balance of this
proposal, it is assumed that the Mercer Group, Inc. will be working directly with the
City Council as the appointing authority. We understand the City may also wish to
create a Council sub-committee or a committee of council members and others to
review applications and possibly conduct preliminary interviews.)
1.
• Coordinate finalist candidate interviews with the City Council.
• Supply all qualified applicants with relevant information about the City, the City
Manager position, and the community.
• Respond to all candidate inquiries and produce all correspondence throughout the
search as requested.
• Keep the City Council closely involved in key decisions and informed of our progress
through weekly email updates.
• Assist the City Council in reaching a final decision.
• Assist in negotiating a compensation package with the successful candidate, if desired.
• Assist the City Council in establishing criteria for evaluating the new City Manager’s
performance.
• Follow-up with the City Council and the new City Manager during the first year to
determine if adjustments are necessary.
2.
II. OUR WORK PLAN, SCHEDULE AND EQUAL OPPORTUNITY
STATEMENT
This section presents our normal work plan and schedule that we recommend for this recruitment.
A. Work Plan
1. Position Analysis
We will have extensive consultation with the City Council and any others it selects to
determine the requirements of the job (not simply as stated in the position description), and to
obtain information about the environment within which the position functions including
ongoing or upcoming issues, priorities or goals. During this process, we will conduct
individual interviews with the City Council, department directors, key staff, and others of your
choice such as community leaders to identify expectations, perceptions, and concerns
regarding the position. This is a critical component of the recruitment process because finding
the best candidates involves more than identifying those applicants with the most experience or
education; it requires identifying those who best meet the specific needs of the City of
Richfield and who possess the management style best suited to be an effective contributor to
the City’s leadership team.
Based on those meetings, we will prepare a draft position profile and review it with the City
Council to arrive at agreement regarding the specifications for the position. The final position
profile will include information about the community, major issues to be faced, the position,
and the selection criteria established. Again, it is critical that the profile accurately convey the
City’s needs and expectations and not merely be boilerplate or a promotion document.
2. Recruitment Process
Because we have recently completed similar searches, we will first review our database to
determine those candidates whom we may already know and/or already have on file who may
meet the City’s specifications.
Although this process is valuable, we will also rely heavily on our own contacts and
experience. In other words, through "networking", we will conduct a nation-wide professional
search for the best qualified candidates and invite them to apply for the position.
We will provide the City with advertising options with varying degrees of cost and their
associated benefits based on the preferred recruitment scope. Based on our discussions with
the City, we will place ads in professional journals, online at appropriate websites, and in
various minority and women's publications to encourage applicants to apply.
3.
3. Resume Review
We will review and analyze each applicant's background and experience against the position
profile criteria. We will acknowledge all resumes received and keep candidates informed of
their status in a timely manner.
4. Candidate Screening
The preliminary screening will be based on the required and desired candidate attributes as
contained in the approved recruitment profile. They will include such items as education,
technical knowledge, experience, accomplishments, management style, personal traits, etc.
Screening of candidates against those criteria will be based on data contained in the resumes
and other information provided by the candidates and on our knowledge of the organizations in
which they work. At this stage, each must meet the minimum qualifications specified in the
recruitment profile.
We will be responsible for screening the applications received. By careful analysis of resumes
and other available information, we will identify the applicants with the strongest apparent
qualifications consistent with the desired qualifications and characteristics.
Based on the preceding steps, we will compile a list of 8–12 semi-finalists for the City
Manager position. We will conduct preliminary interviews with each of these candidates to
further assess their fit for the City of Richfield. We will then prepare a written summary on
each covering, but not be limited to: 1) present position, 2) total years’ experience, 3) salary
requirements, 4) education, 5) previous positions held, 6) notable projects, 7) management
style, 8) skills and abilities, 9) interests, and 10) professional goals.
This information will be presented to the City Council in a detailed written format. Based on
discussions with the City Council, the goal is to identify a group of 4–6 finalists. The City
Council will make the final decision on which and how many candidates will be interviewed.
We will then request that all finalists provide us in writing with substantial information about
their accomplishments and their management style and philosophy. This information will be
verified and, at the City’s option, may be further tested by having them complete management
and leadership style inventories. We also strongly recommend finalists be interviewed by an
industrial psychologist. We have worked with the Martin-McAllister firm in Minneapolis with
very good results and would recommend their services.
5. Background Investigations
As part of our process in evaluating top candidates, we make detailed and extensive reference
checks. In conducting these, it is our practice to speak directly to individuals who are now or
have previously been in a position to evaluate the candidate’s job performance.
We ask each candidate to provide us with at least six references. We then network these
references to other persons who know the candidate. In this way, we thoroughly evaluate each
candidate.
4.
These references and evaluations are combined to provide frank and objective appraisals of the
top candidates. We also identify past employment difficulties, if any, including reasonable due
diligence on any legal action filed against current or former employers.
As part of our evaluation process, we verify undergraduate and graduate college degrees. We
arrange for credit checks, criminal checks, and, as mentioned, as an additional option can
arrange for psychological (or similar) testing of the candidates that may be desired.
6. Interview Process
We will provide the City Council with our recommendations relative to timing, sequencing,
location, setting, format, and conduct of interviews with the finalists. We will provide
information about trends in employment, employment contracts and agreements, relocation
expenses, appropriate role for spouses, receptions, etc. We will assist as requested to arrange
schedules for top candidate interviews with the City Council and will coordinate the process.
7. Negotiation and Follow-up
If desired, we will also assist in the negotiation process relative to salary, benefits and other
conditions of employment. If an agreement cannot be reached, we will work with the City
Council to select an alternate candidate.
We will properly handle any and all media relations as requested. Unless otherwise directed, it
is our standard practice to tell all media that we are working on behalf of the City and that any
public statement should come directly from the person(s) designated by the City. We will
maintain confidentiality of candidate information, to the degree possible, under Minnesota
law.
Finally, we will notify all unsuccessful candidates who were not recommended for interview
when the final decision is reached. We suggest, however, that it is more proper for the Mayor
to notify all unsuccessful interviewed candidates of the final result.
Once the new City Manager has been on board for 30 days or so, if desired, we will conduct a
session with the City Council and City Manager to establish mutual performance criteria and
goals for the position. We will follow-up periodically during the first year in order to make any
adjustments that may be necessary.
We will keep the City Council closely informed and involved in decisions concerning the
search process at all times. We will send weekly e-mail updates and a formal progress report at
the mid-point of the search. These reports will discuss progress on the recruitment and
specific steps to be taken to meet the City’s deadlines.
5.
B. Schedule
Our search process normally takes about 90 to 120 days from date of engagement as outlined
below. The more time we have, within reason, of course, the more effectively we can conduct
thorough evaluation and background checks on finalist candidates.
RECRUITMENT PROCESS
City Council Approval July 10 , 2018
Kickoff meeting and interviews with City Council and others
to be interviewed
July 16 – 18, 2018
Draft recruitment profile to City Council for review
July 27, 2018
Final recruitment profile to City Council for review and
approval
August 14, 2018
Access data base, place ads and “kick off” search process
August 15, 2018
Send recruitment profile/invitation Letter to selected
candidates
August 15 – 17, 2018
Follow-up telephone calls and receipt of applications
August 20 – September 4, 2018
Cutoff date for receipt of applications
September 4, 2018
Meet with City Council to select short list of candidates
September 18, 2018
Conduct reference and background checks on top candidates
September 19 – 28, 2018
Send comprehensive report on top candidates to City Council
October 5, 2018
City Council interviews top 3 -5 candidates
October 12 –13, 2018
City Council makes selection
October 13, 2018
Negotiate agreement
October 13 – October 15, 2018
City Council makes appointment
October 16, 2018
Selected candidate starts November 26, 2018
This schedule could be condensed or expanded somewhat, depending on the City’s needs.
6.
C. Equal Employment Opportunity Statement
It is the policy of The Mercer Group, Inc., to assure equal opportunity based on ability and fitness
for all employees or applicants considered for our client organizations regardless of race, color,
religion, sex, age, marital or veteran's status, national origin, or the presence of any sensory,
mental or physical disability. Such policy shall apply, but not be limited to, hiring, placement, job
classification, transfer or promotion, demotion, recruitment, advertising or solicitation for
employment, rates of pay or other forms of compensation, selection for training, career develop-
ment, layoff or termination.
This policy shall be disseminated to clients, subcontractors, suppliers and prospective applicants.
The intent of this policy will apply to internal operations, recruitment and consulting activities
conducted by our firm.
7.
III. COST PROPOSAL
Our fee for the services outlined is $19,000 plus not-to-exceed expenses of $4,000. Our cost to
conduct a partial search for the City Manager position is $14,000 plus $3,000 in not-to-exceed
expenses. Items typical of a similar search with their associated costs are broken down as follows:
Full Search:
Position Analysis ...................................................................................................... $ 3,000
Outreach Campaign .................................................................................................. 3,000
Resume Review ......................................................................................................... 4,000
Candidate Screening ................................................................................................. 4,000
Background Investigation .......................................................................................... 3,000
Interview Process ....................................................................................................... 1,000
Negotiation and Follow-up ..................................................................................... 1,000
TOTAL FEE ................................................................................................$19,000
For a full search, not-to-exceed expenses of $4,000 are for: advertising, research, sourcing,
reference and background investigation, data assemblage and distribution, and report preparation.
As mentioned, these costs would be the same for either a national or regional search.
A second tier of pricing would include the following, but in this instance the guarantees would not
attach:
Position Analysis ...................................................................................................... $ 3,000
Outreach Campaign .................................................................................................. 3,000
Resume Review ......................................................................................................... 4,000
Candidate Screening ................................................................................................. 4,000
TOTAL FEE ................................................................................................$14,000
For a partial search, not-to-exceed expenses of $3,000 are for: advertising, research, and sourcing.
As previously noted, we can further modify this proposal if necessary to meet the City’s needs.
Because of our other ongoing consulting and search work and our experience and because we will
be conducting most of this recruitment from our Minnesota office, expenses should be
considerably less than budgeted. The cost for final candidates to travel to interview with the City is
not included. Such costs are typically paid by the client on a reimbursement basis, directly to the
candidates. These costs are extremely difficult to estimate because they depend on where the
candidates are located. Typically, out-of-state costs run about $750 to $1,000 per person.
The City’s liability to The Mercer Group, Inc. for services rendered under this agreement will not
exceed the agreed upon price unless an increase is authorized by the City in writing.
8.
We will submit regular invoices for fees and expenses. It is our practice to bill one-third at the start
of the search, one-third upon delivery of the semi-finalist application materials, and one-third upon
completion of the recruitment. Each invoice is due and payable upon receipt for professional
services.
We will comply with all applicable laws, rules and regulations of federal, state and local
government entities.
We will, to the degree possible, preserve the confidential nature of any information received from
you or developed during the work in accordance with our professional standards and Minnesota
law.
We assure you that we will devote our best efforts to carrying out the engagement. The results
obtained, our recommendations and any written material provided by us will represent our best
judgment based on the information available to us. Our liability, if any, will not be greater than the
amount paid to us for the services rendered.
This proposal constitutes the agreement between us. It cannot be modified except in writing by
both parties. Our agreement will be interpreted according to the laws of the State of Minnesota.
9.
IV. FIRM QUALIFICATIONS AND STAFFING
This section presents our qualifications to conduct projects of this type and describes the staff to be
assigned to the search.
A. Firm Qualifications
The Mercer Group, Inc. is an independent management consulting firm incorporated in the State of
Georgia and operating nation-wide. The firm was founded by James L. Mercer, a long-term public
management consultant.
The Mercer Group, Inc. provides exceptionally high quality management consulting
services to state and local governments, transit authorities, health care providers, utilities, special
districts, and private sector clients. Specialty practice areas include: executive recruitment,
organization and operations analysis, productivity improvement, strategic planning, management
systems, compensation/classification/policy studies, privatization, budget evaluation services,
government consolidation and organization development, training, and general management
consulting. Our key consultants have conducted successful searches for hundreds of public sector
organizations nationally and can offer numerous references as testimony of our work. (Please see
www.mercergroupinc.com for more information about our firm and about current searches that we
are conducting.)
B. Resumes of Our Key Staff
1. James Miller, Senior Vice President - Minnesota Office
Mr. Miller retired in July, 2015 after 22 years as the Executive Director of the League of
Minnesota Cities. The League represents over 850 cities providing training for elected and
appointed officials, legislative representation, research, insurance, and investment pooling
among other services. It has over 100 employees, with a $20 million operating budget and
combined assets of about $1 billion including its insurance and investment programs.
Previously, Mr. Miller was City Manager of Minnetonka, Minnesota for thirteen years. He has
forty-five years of local government experience and has worked in seven cities in five states,
including: Eau Claire, Brown Deer, and Janesville, Wisconsin; Phoenix, Arizona; Monroeville,
Pennsylvania; and Des Moines, Iowa.
During his tenure with the League, he helped it evolve into one of the preeminent state
municipal associations in the country. With a particular emphasis on effective governance, the
League's systemic program of effective governance practices was included as a case study in the
recent book Transformational Governance published by the American Society of Association
Executives. Upon his retirement, the League Board of Directors renamed its annual leadership
award, given at its annual conference to an outstanding local government practitioner, to the
James F. Miller Leadership Award.
10.
He has served on numerous Boards of Directors including the National League of Cities and as
chair of its Risk Information Sharing Consortium, a membership association of state league
sponsored risk sharing pools in 34 states and two Canadian provinces. He is also a Past
President of the League of Minnesota Cities. In 1991, Governor Carlson appointed him to the
Minnesota Advisory Commission on Intergovernmental Relations.
He holds a BA degree (University of Wisconsin - Eau Claire) two MPA degrees (University of
Pittsburgh and Nova Southeastern University) and a DPA degree (Nova Southeastern
University) and was awarded a Bush fellowship to attend the Program for Senior Executives in
State and Local Government at Harvard University. He has served as adjunct and assistant
professor at Hamline University where he taught graduate courses in public administration and
leadership and management. He held a similar position at Drake University in Des Moines,
Iowa.
In 1995 he was awarded the Lloyd Short Award for Outstanding Contributions to the Field of
Public Administration presented by the Minnesota Chapter of the American Society for Public
Administration. Hamline University is now creating an endowed scholarship for graduate
students interested in a career in local government in his name. Mr. Miller has extensive
experience in all aspects of local government.
2. James L. Mercer, President/CEO - Atlanta and Santa Fe Offices
Mr. Mercer holds a Master of Business Administration degree from the University of Nevada,
Reno, and a Bachelor of Science degree in Industrial Management from the same institution. He
has also received a Certificate in Municipal Administration from the University of North
Carolina at Chapel Hill and is a graduate of the Executive Development Program at Cornell
University. Mr. Mercer is a Certified Management Consultant (CMC) and has more than 30
years of experience in executive search and management consulting. He has authored or
co-authored five books and has written more than 250 articles on various management topics.
His experience covers the following functional areas: executive search, organization and
operations analysis, management systems, productivity improvement, seminars/training, goal
setting, strategic planning, privatization, government, consolidation, and general consulting.
Prior to founding The Mercer Group, Inc., Mr. Mercer held positions as President of Mercer,
Slavin & Nevins, Inc.; Regional Vice President of Wolfe & Associates, Inc.; as Partner and
Vice President of Korn/Ferry International; General Manager of Battelle Southern Operations;
National Program Director for Public Technology, Inc.; and Assistant City Manager of Raleigh,
North Carolina. He has also been President of James Mercer & Associates, Inc., and has served
as Director of Government Consulting Services for Coopers & Lybrand in the Southeast and
Southwest United States, as well as Director of the Industrial Extension Division for Georgia
Tech.
Time Commitments Our firm and the principals listed have the quality time to devote to this search so as to meet the City of Richfield’s needs. 11.
V. THE MERCER GROUP, INC. GUARANTEES
The ten (10) guarantees of our search work are explained below:
1. Client Organization: The client is defined as the entire entity, including all departments,
divisions, sections and groups. This assures that all of our guarantees apply to the entire client
organization.
2. Two-Year Off Limits: We will not recruit candidates from a client organization for two years
after completion of a search assignment without the full agreement of the client.
3. Placement Off Limits Forever: We will never recruit a candidate whom we have placed in a
client organization as long as he/she is employed by that organization without the full
agreement of the client.
4. Continue the Search: If, for any reason, the client does not feel comfortable selecting a
candidate from our original recommended group of candidates, we will continue the search
until the client can make a selection. The only caveat is that we may need to charge additional
out-of-pocket expenses only for this additional work.
5. Replacement of Successful Candidate: If the candidate we place with the client leaves the
client organization for any reason during the 12 month period following the date of placement
with the client, we will replace the candidate for the out-of-pocket expenses only that it costs us
to make the new placement.
6. Parallel Candidate Presentation: We will not present a candidate simultaneously to more
than one client. This permits our firm to represent one client organization without any conflicts
of interest.
7. Client Conflicts: If asked, we will disclose to our clients the names of the organizations
which are "Off Limits" that logically would be target organizations on the new search
assignment. We do not anticipate any such conflicts for this recruitment.
8. Deceptive/Misleading Search Techniques: We commit to our clients and to our prospective
candidates that we will not use any search techniques which may be considered as deceptive or
misleading.
9. Resume Floating: We will not float resumes to organizations in the hopes that we can collect
a fee if that individual is hired.
10. Not Represent Individuals: We assure our clients and individuals who may become
candidates that we will not collect a fee from candidates whom we may recommend for a
position.
12.
VI. ACCEPTANCE
This proposal is accepted for the City of Richfield, Minnesota, by: SIGNATURE: NAME: TITLE:
DATE:
13.
APPENDIX A: SAMPLE AGREEMENT
AGREEMENT
This AGREEMENT, made as of this day of , 2018, by and between THE
MERCER GROUP, INC. and THE CITY OF RICHFIELD, MINNESOTA.
WITNESSETH:
WHEREAS, The City of Richfield, Minnesota, (hereinafter referred to as the "City") has made
a request for proposals to hire an executive recruiter to conduct a search for a City Manager, and
WHEREAS, The Mercer Group, Inc. (hereinafter referred to as "Mercer") has submitted a
proposal in response to the City's request; and
WHEREAS, the City has selected Mercer's proposal as the proposal which best meets its needs
and the City desires to hire Mercer to conduct the City’s search for a new City Manager, and
NOW THEREFORE, in consideration of the following mutual covenants and other good and
valuable consideration, the receipt and adequacy of which is hereby acknowledged by all parties
hereto, Mercer and the City hereby agree as follows:
1. Mercer agrees to provide services and support to the City in the conduct of the City's search
for a City Manager. Mercer agrees to conduct the City’s project in accordance with scope of
services outlined in its Proposal to the City dated June 22, 2018 in response to the City’s
request for proposal. Mercer's proposal is incorporated by reference and thus made a part of
this Agreement.
2. The City agrees to compensate Mercer for its services in the amount of $19,000 for
professional services and not-to-exceed $4,000 in expenses to conduct a full search for City
Manager or, as an alternative, the City agrees to compensate Mercer for its services in the
amount of $14,000 for professional services and not-to-exceed $3,000 in expenses to
conduct a partial search for City Manager. Payments to Mercer are to be made as outlined on
page 9 of Mercer's proposal to the City. The City and Mercer both agree that this Agreement
shall be governed by the laws of the State of Minnesota.
4. The City and Mercer both agree that in the event that any dispute arises between the parties,
the complaining party shall promptly notify the other of the dispute in writing. Each party
shall respond to the other party in writing within ten (10) working days of receipt of such
notice.
5. The City and Mercer both agree that any amendments to this Agreement shall be made in
writing, and executed by both parties. No proposed amendment which is not in writing and
executed by both parties shall affect the terms of this Agreement.
6. The parties shall have the right at either party’s convenience to terminate this Agreement
following ten (10) days written notice to the affected party. Should either party terminate
this Agreement the City shall only be obligated to pay Mercer for those services already
provided.
14.
CITY OF RICHFIELD,
MINNESOTA
BY:
ATTEST:
THE MERCER GROUP, INC.
BY:
James F. Miller
Senior Vice President
15.
APPENDIX B: PREVIOUS AND CURRENT SEARCHES
Examples of our relevant executive search experience follow:
City of Forest Lake, MN – City Administrator (current)
City of South St. Paul, MN – City Manager City of West St. Paul, MN – City Manager
Local Government Information Systems – Public Safety Applications Manager Dakota Communications Center – Executive Director League of Minnesota Cities – Executive Director League of Oregon Cities – Executive Director League of California Cities – Executive Director League of Rhode Island Cities and Towns – Executive Director City of Poughkeepsie, NY – City Manager City of Scottsdale, AZ – City Manager City of Las Cruces, NM – City Manager City of Joplin, MO – City Manager City of Portsmouth, VA – City Manager City of Des Moines, IA – City Manager City of Augusta GA – City Manager City of College Park, MD – City Manager City of Bowie, MD – City Manager City of Great Falls, MT – Deputy City Manager City of Largo, FL – City Manager City of St. Cloud, FL – City Manager City of Lebanon, NH – City Manager
16.
APPENDIX C: REFERENCES You may contact any of the following clients and placements for references on the executive search work of Mr. Miller: Mr. James Francis, Mayor City of South St. Paul, MN 125 3rd Ave. North South St. Paul, MN 55075 651-554-3284 jfrancis@sspmn.org City Administrator recruitment Ms. Korine Land, City Attorney Cities of South & West St. Paul
Levander, Gillen & Miller, P.A.
633 Concord Street S. #400201 4th St. SE
South St. Paul, MN 55075
651-451-1831
KLand@levander.com
City Administrator and City Manager recruitments, respectively Ms. Jenny Halverson, Mayor City of West St. Paul, MN 1616 Humboldt Ave. West St. Paul, MN 55118 651-552-4100 jhalverson@wspmn.gov City Manager recruitment Mr. Denny Doyle, Mayor City of Beaverton, OR P.O. Box 4755 Beaverton, Oregon 97076 503-506-2479 ddoyle@beavertonoregon.gov League of Oregon Cities Executive Director search Mr. Justin Miller, City Manager City of Lakeville 20195 Holyoke Ave. Lakeville, MN 55044 952-985-4401 jmiller@lakevillemn.gov
Dakota Communications Center Executive Director search
Mr. George Tourville, Mayor
City of Inver Grove Heights
8415 Cooper Way
Inver Grove Heights, MN 55076
651-450-2507
gtourville@invergroveheights.org
Dakota Communications Center Executive Director search
17.
Mr. Mike Garris, Executive Director
Local Government Information Systems (LOGIS)
5750 Duluth St.
Golden Valley, MN 55422
763-543-2630
mgarris@logis.org
Public Safety Applications Manager search
Ms. Val Sommerville
Former Duchess County, NY Budget Director
Poughkeepsie, NY Commissioner of Finance Search Team Leader
845-797-5412
vsommerville@dutchessny.gov City of Poughkeepsie City Administrator and Finance Commissioner searches Ms. Anne Saylor Chief of Staff Mayor’s Office Poughkeepsie, NY 845-468-3638 asaylor@gmail.com City of Poughkeepsie City Administrator and Finance Commissioner searches You may contact any of the following clients and placements for references on the executive search work of Mr. Mercer:
Mr. Dave Osberg, City Manager
City of Eagan
3830 Pilot Knob Rd
Eagan, MN 55122
651-675-5007
dosberg@cityofeagan.com
Honorable Mike Bodker, Mayor
City of Johns Creek; population 76,728
12000 Findley Road, Ste 400
Johns Creek, Ga 30097
678-512-3313
Mike.bodker@johnscreekga.gov
Mr. Brian Dalke, City Manager
City of Goodyear; population 65,275
190 Litchfield Road
Goodyear, AZ 85338
623-882-7051
Brian.dalke@goodyearaz.gov
18.
Ms. Wynette Reed, Deputy City Manager
City of Goodyear
190 Litchfield Road
Goodyear, AZ 85338
623-882-7058
Wynette.reed@goodyearaz.gov
Mr. Ed Zuercher, City Manager
City of Phoenix; population 1,400,000
200 W Washington Street, 12th Floor
Phoenix, AZ 85003
602-262-6941
Ed.zuercher@phoenix.gov
Mr. Steve Miller, Member of the Board of Supervisors
Pinal County; population 375,770
31 N Pinal Street
Florence, AZ 85132
520-509-3555
Steve.Miller@pinalcountyaz.gov
Mr. Tom Beehan, Retired Mayor
City of Oak Ridge; population 29,419
21 East Tennessee Avenue
Oak Ridge, TN 37830
865-964-5804
Tom.beehan@gmail.com
Ms. Kristy Stallings, Deputy City Manager
City of Overland Park; population 131,260
8500 Santa Fe Drive
Overland Park, KS 66212
913-895-6152
Kristy.stallings@opkansas.org
Honorable Randy Casale, Mayor
City of Beacon; population 15,541
1 Municipal Plaza
Beacon, NY 12508
845-838-5011
mayor@cityofbeacon.org
Ms. Elizabeth S. Rathburn, Assistant to the Chief of Police
Hanover Police Department
46 Lyme Road
Hanover, NH 03755
603-640-3327
Elizabeth.rathburn@hanovernh.org
19.
Mr. Mark Watson, City Manager
City of Oak Ridge; population: 35,558
200 W Tulane Avenue
Oak Ridge, TN 37830
865-425-3550
mwatson@oakridgetn.gov
Honorable Marilyn Hatley, Mayor
City of North Myrtle Beach; population 14,827
1018 Second Avenue South
North Myrtle Beach, SC 29582
843-280-5526
mayorhatley@n-myrtle-beach.sc.us
Mr. Robert Farrar, Assistant City Manager
City of Bangor; population 32,673
73 Harlow Street
Bangor, ME 04401
207-992-4202
Robert.farrar@bangormaine.gov
Mr. Glenford Shibley, Council President
City of Coventry; population 35,014
1670 Flat River Road
Coventry, RI 08216
401-525-6705
Glen7@cox.net
Ms. Suzanne Ludlow, City Manager
City of Takoma Park; population 17,721
7500 Maple Drive
Takoma Park, MD 20732
301-891-7229
SuzanneL@takomaparkmd.gov
20.
This is an opportunity to provide leadership and management
that can make a real difference at an important moment in the
life of a historic, vibrant, community with high quality city
services and a professional staff. The City Council is seeking a
progressive, innovative and seasoned professional who values
effective partnership with elected officials and who can help
lead the City organization into the future. As such, the next City
Administrator will be instrumental in assisting the City to evolve
as an anticipatory and professional organization.
ABOUT FOREST LAKE
The City of Forest Lake is a rapidly growing former cabin
country destination turned attractive suburban community
located in the northwestern corner of Washington County. The
City is conveniently located at the intersection of Interstate
Highways 35E and 35W with easy access to the Twin Cities
metropolitan area. The City was incorporated on July 11, 1893
with 175 residents. In 2001, the city merged with the
surrounding Forest Lake Township to form the current 36 square
mile City. The City of Forest Lake is dotted with lakes and parks,
and now hosts a growing population of over 20,000 residents.
Settlement of the Forest Lake area occurred initially as a result of
the construction of the St. Paul and Duluth Railroad which was
completed in 1869. Growth was fueled by the development of
summer lake homes on the shores of the area's lakes,
particularly on Forest and Clear Lakes. Forest Lake was known
as one of the major summer resort areas of the upper Midwest
in the late 1800s/early 1900s. The village had numerous
hotels, including the Marsh Hotel, which was host to U.S.
President Grover Cleveland and future U.S. President William
McKinley, as well as many world dignitaries. The steamship
Germania sailed the Forest Lake chain of lakes in the late
1800s, and was a major tourist draw.
Over time, a commercial district developed along with
community facilities such as parks and schools. The lake home
village matured into the city it is today as cabin owners turned
their property into year-round residences. Steady residential and
commercial growth occurred beginning in the 1970's. Today, a
significant portion of the working residents commute to closer-in
Minneapolis/St. Paul communities for jobs. A regional
transportation center provides commuter bus service to
Minneapolis and St. Paul.
Forest Lake is a city with a small town feel, a rich history and it
is blessed with numerous natural amenities. It has an engaged
citizenry with strong community pride and civic engagement.
These qualities will continue to be key assets as the City shapes
what promises to be a bright and exciting future.
Community Amenities
In addition to the beauty of the lakes, residents are fond of the
small-town feel and family friendly amenities. In 2016, the
Forest Lake YMCA opened its doors with fitness and aquatic
services including an outdoor splash pad. Forest Lake is home
to over a dozen parks comprising over 1,100 acres with
amenities such as swimming beaches, playgrounds, picnicking
facilities, hiking trails, baseball diamonds, soccer fields and ice
skating rinks complete with warming houses. Pickleball courts
were recently installed at the Fenway Park athletics complex
responding to the growing popularity of the sport and
experience heavy summertime use.
Various community events are also hosted in the City’s many
parks. Support for the community comes from numerous
volunteers who help with the schools, arts and a variety of
community events including a grand 4th of July celebration. The
City also maintains an airport serving private plane enthusiasts
and it holds an annual Fly-In Event for the community.
Forest Lake's greatest asset, however, is the people who live and
work here. Hundreds of residents volunteer in City-sponsored
programs and on various advisory boards; many more take an
active role in community life by donating their time through City
projects, local churches, schools, civic and youth groups, and
other organizations.
FOREST LAKE — AN EXCEPTIONAL OPPORTUNITY
THE CITY OF FOREST LAKE IS
DEDICATED TO PROVIDING
FRIENDLY AND EFFICIENT CITY
SERVICES THAT ENHANCE THE
QUALITY OF LIFE FOR THOSE
WHO VISIT, WORK AND LIVE IN
THE COMMUNITY.
Businesses and housing
Independent School District No. 831 is the major employer in the
community, followed by a Wal-Mart Supercenter. Other major
employers include: Birchwood Health Center, several major retail
and commercial entities such as Home Depot and Menards, as
well as the City of Forest Lake. The City has three active business
parks and growing jobs to provide more local employment
opportunities is a priority. Teamvantage, a plastic fabrication
company located in one of the City’s growing business parks,
was a Minnesota Business Magazine 2017 Manufacturing
Award Finalist in the Best in Class category.
Forest Lake offers multiple, attractive, life cycle housing choices in
all price ranges. Cherrywood Pointe of Forest Lake opened in
2015 bringing a fresh approach to senior living with 71
independent and assisted living apartments keeping Forest Lake’s
senior residents close to their roots and families. In 2017 local
developer Gaughan Companies, another major employer, broke
ground on a 102 unit apartment complex with ground floor retail
within Forest Lake’s energetic downtown providing affordable
luxury living on Lake Street, just steps away from the sandy
beaches of Forest Lake. Rural housing options are also plentiful
within the City.
Schools
The City is home to the Forest Lake Area School District 831
which provides many outstanding academic opportunities for
students. The school district’s strong traditional academic
program is enhanced by award-winning co-curricular and extra-
curricular activities, gifted education offerings and a full range of
special education programming. Forest Lake has a combination
of public schools, two Montessori elementary schools, public
charter schools such as Lakes International Language Academy
(LILA) and North Lakes Academy and St. Peter’s Catholic School.
The school district also provides educational services to many
surrounding communities and towns.
ABOUT THE CITY
GOVERNMENT
The City of Forest Lake is a full service statutory “Option A” city
under Minnesota law, with the council-administrator form of
government. Policy-making and legislative authority are vested in
the City Council consisting of a mayor and four other members,
all elected on a non-partisan basis. Council members serve four-
year staggered terms, while the Mayor is elected every two
years. All Council members and the Mayor are elected at large.
The City Council is responsible, among other things, for passing
ordinances, adopting the budget, appointing committees, and
hiring staff. The City Administrator is responsible for carrying out
the Council’s policies, administering ordinances and overseeing
the day-to-day operations of the city government.
The City of Forest Lake provides a full range of services, including:
planning and zoning; election administration; building inspections;
police and fire protection; emergency management; the construction
and maintenance of highways, streets and other infrastructure;
surface water management; weed control; water and sewer
services; some sanitation services; and recreational and cultural
activities. The City also owns and operates a paved runway airport,
complete with an arrival/departure building. Certain housing
services are provided through a Housing and Redevelopment
Authority, operated by Washington County. The City currently has
51 full- and part-time and 21 seasonal employees.
Economic development services are provided through the City’s
Economic Development Authority (EDA). The EDA provides
business retention and expansion programs, and establishes tax
increment financing districts where feasible to attract new
commercial and industrial businesses to the City. The EDA
manages the City's industrial park activities.
The 2018 General Fund budget is $9.5 million and the 2018
budget for all funds, including debt service, is $21.7 million. The
City maintains an excellent financial position, and has an
adopted policy to maintain a balanced budget and an
unassigned fund balance in the General Fund equivalent to 50%
of the current year's budgeted expenditures. In 2017, the
unassigned ending fund balance was 58%. The City maintains
a G.O. bond rating of "Aa1" from Moody's Investor's Service
and an "AA+" rating from Standard and Poor's (S&P), which
are considered to be excellent ratings in the market.
The City Council adopted a five-year capital improvement plan
and long-term financial plan in December of 2014. Projected
capital investment for the five-year period exceeds $23 million
and includes a $8.9 million street improvement plan, a $1.5
million parks and trails improvement plan, and a $5.4 million lift
station and water and sewer main improvement project. The City
also plans to replace over $3 million in capital equipment during
the life of the plan. The capital improvement plan is updated
annually as part of the budget process.
MAJOR INITIATIVES
FOR THE FUTURE
The City of Forest Lake has numerous assets including its
attractive location adjacent to two lakes and the cities of
Minneapolis/St. Paul, its identity as a sub-regional commercial
center, the organization’ s competent and dedicated staff and
its strong financial position to mention a few. It is also very much
a community in transition. The annexation of Forest Lake
Township in 2001 changed the City’s composition and identity
in significant ways and was not universally supported. To this
day, some residents of the former township feel they received
more cost effective services before
the merger while simultaneously
now experiencing higher property
taxes. Likewise, some long-term city
and former township residents feel
the annexation has significantly
changed the community’s identity
as a result of the ongoing growth
now being experienced.
This dynamic sometimes has been
a factor in local elections during the
past decade and in the Council’s
decision-making. At the same time,
there is strong and wide-spread
Council and community support for
the City staff including the City
Administrator position. The Council
is now looking for a City
Administrator who will be a partner
in helping the community continue
to develop in a way that allows all
residents and businesses to feel
they are part of one city. The City
Administrator will help the City
focus on providing the best services
and amenities possible to all regardless of location within the
City and ensure the organization prudently manages its
financial and other resources.
Within this context, examples of issues which the
new City Administrator will help the City Council and
staff address include:
• Organizational assessment. There has been a
significant reduction in overall staffing in the past couple of
years. Services are still being provided at a high level, but an
organization-wide analysis is needed to determine if and
where future staffing increases may be necessary so they can
be planned for in an orderly fashion. That analysis should
also examine whether the current staffing structure is
appropriate to the organization’s current needs and how to
strengthen staff morale, in part through more effective internal
communication and meaningful team building.
• Smart growth.Forest Lake has become a sub-regional
commercial center for the surrounding north metro area
which has enhanced the tax base. In addition, increasing
local employment opportunities for city and area residents as
well as providing more life-cycle housing opportunities are
priorities. Achieving such goals will undoubtedly involve
additional City investment. The next City Administrator will
play an important role in helping the City Council find the
most effective ways to control, guide and stimulate desired
growth while simultaneously doing so in a way that does not
unduly stress property tax resources.
• Infrastructure. The City maintains a meaningful and well-
financed capital improvement plan. That said, continued
development will necessitate ongoing planning and realistic
financing options for such development. At the same time, the
infrastructure in older parts of the
City is in growing need of
attention. And, while the City
has an impressive newer city hall
to accommodate current and
future staffing, other facilities,
such as for public works, are
increasingly inadequate and will
require attention at some point in
the not too distant future. The
next City Administrator will need
to make it a priority to
understand current and future
capital needs and identify how
they should be financed.
THE IDEAL
CANDIDATE
The City is seeking an
innovative, high energy leader
with strong interpersonal skills
who will be active and visible in
the community and accessible
and responsive to citizens, who can assist in balancing
continued sound growth and development with preservation of
the character of this community, and who will help maintain and
enhance public facilities and services. The next City
Administrator will also have an ongoing focus on sound
financial management; while the City is strong financially,
containing operational costs and taxes while experiencing
increasing service needs brought on by growth in an ongoing
challenge.
He or she will be a leader who is inspirational, has a good
sense of humor, is out-going and is forthright and trustworthy. He
or she will have the highest degree of integrity and honesty
while being an excellent communicator who listens as well as
speaks and is respectful of yet candid with others, their opinions
and views.
The next City Administrator will possess a Bachelor’s degree or
the equivalent in public or business administration or a closely
related field. A Master’s degree is preferred. He or she will also
have at least three to five years of relevant government or
closely related private sector experience or an equivalent
combination of education and experience.
Experience, Knowledge and Skills
The new City Administrator ideally will have:
• Ability to communicate effectively both orally and in writing
with elected and appointed officials, volunteer groups, and
the general public.
• Ability to respond effectively and in a timely manner to the
most sensitive inquiries or complaints.
• Knowledge of budgeting, budget control, accounting and
government finance including the ability to read and
interpret financial data in various forms.
• Knowledge of tax increment financing, bond ratings and
investments.
• Working knowledge of project management and public
infrastructure replacement and financing.
• Experience in reorganizing government operations to
achieve maximum efficiency and effectiveness.
• Demonstrated success in empowering employees without
micro-management and in building and effectively
supporting teamwork.
• Training and teambuilding skills.
• Experience in negotiating and administering various types of
contracts including labor agreements.
• Demonstrated knowledge of economic development and
redevelopment including experience working with an
economic development authority.
• Successful experience in promoting smart growth that
increases the tax base and meets community needs while
doing so in a way that is sensitive to the city’s limited
resources.
• Ability to read, analyze, and interpret documents including
procedure manuals, plans and specifications, contracts,
codes, statutes, ordinances and resolutions, and legal
documents.
• Skill in conflict resolution and mediation.
• Knowledge of and experience with implementing
technology best practices for enhancing service delivery and
citizen access to and interaction with the City.
• Experience in successfully working with other governments
and all segments of the community.
• Knowledge of the laws, rules and regulations applicable to
city government.
Management Style, Abilities and
Personal Traits
The new City Administrator will be someone who:
• Actively listens, is approachable and takes time to
understand needs and issues.
• Possesses an open, transparent and collaborative
management style that fosters trust and confidence among
staff and the City Council.
• Treats all City Council members equally in terms of
information they receive and maintains an open and
effective communication environment between elected
officials and staff.
• Inspires, coaches, mentors and supports staff; provides them
with needed resources; treats all staff with respect and
welcomes their input.
• Maintains a big picture approach and does not micro-
manage.
• Values and supports professional development and
continuing education and wellness programs for all city staff
including the City Administrator.
• Deals with performance issues and resolves conflict in a
timely and respectful manner.
• Demonstrates self-confidence without arrogance.
• Is comfortable being active and visible in the community
consistent with the City Council’s expectations.
• Consistently acts in a professional manner with a deep sense
of customer service.
• Maintains unquestionable ethics and high moral character.
• Is politically savvy without being political.
• Is diplomatic and a consensus builder while possessing the
courage to make unpopular decisions and
recommendations.
• Possesses and appropriately and effectively uses a sense of
humor.
COMPENSATION & BENEFITS
The salary range is $122,000 - $152,500 per annum. The starting salary is negotiable, depending on
qualifications. The City offers an excellent benefits package including employer contributions toward
comprehensive health and dental insurance programs; 10 paid holidays; participation in the Public
Employees Retirement Association (PERA), a State administered defined benefit retirement program; term
life insurance; and long-term disability insurance.
The position is open until filled. Review of resumes will begin on July 3, 2018.
For additional information on this outstanding opportunity or to apply, please contact:
Jim Miller, Senior Vice President
The Mercer Group, Inc.
2119 Lake Augusta Drive
Mendota Heights, MN 55120
612-581-9972
jf_miller@outlook.com
RICHFIELD CITY MANAGER
SEARCH
A proposal for assisting the Community of Richfield in the
recruitment and hiring of a City Manager.
Submitted by: Dr. Richard Fursman
HueLife
Organization Development and Leadership
5775 Wayzata Blvd #700| St. Louis Park, MN 55416 |
651.338.2533|richardfursman@gmail.com
Pr oud t o be a
Vet er an
Ow ned &
Oper at ed
Busin ess
Richfield City Manager Search Page 1
Table of Contents Page
Cover Letter 2
Introduction 3
Firm Experience 3
Approach and Services Overview and Firm Philosophy 4
Detailed Plan of Action Steps and Services Provided 5
Organization Review 6
“Mini” Culture Audit 6
Position Profile Development 6
Recruiting Plan 7
Progress Report 8
Interview Process 9
Onboarding and Follow up 10
Tenure of Hires 10
Principles Assigned to Your Search 11
Guarantee 13
Sample Time Table 13
Fees and Expenses 14
Payment Policy and Signature Page 15
References 16
Attachments
Onboarding Article by Richard Fursman
Sample Position Profile
Richfield City Manager Search Page 2
June 27, 2018
Mayor Pat Elliott
Richfield City Hall
6700 Portland Avenue
Richfield, MN 55423
RE: Proposal for City Manager Executive Search
Dear Mayor Elliott and Council Members Howard, Trautmann, Garcia and Regan Gonzalez:
On behalf of our team at Huelife, I would like to extend our appreciation for the invitation to submit
a proposal to assist you and the citizens of Richfield in the recruitment and selection of your next
City Manager. Picking the City’s Manager is one of the most important functions you will undertake
together. We trust our process, experience, and commitment to you will result in the highest quality
and best possible search.
I will be assuming responsibility for the search. I have had the privilege of helping communities for
over 10 years in executive search efforts for administrative positions throughout the Midwest.
Company project manager/executive assistant, Megan Jacobson, will be assisting with the search
with over 7 years of executive search experience. Our team has conducted over 500 executive
searches for administrative positions throughout the Midwest.
We will work closely with you to understand your needs and organization culture, so the
individuals recruited have the qualities and skills to be successful.
Included with this Letter of Interest are biographies, a select clients list, an estimated timeframe to
complete the project and estimated expenses. We are proud of our relationship with Minnesota
Cities and would very much enjoy reengaging with you on this vital recruitment.
Thank you again for your consideration.
Very truly yours,
Dr. Richard Fursman Ed. D.
President
5775 Wayzata Blvd #700
St. Louis Park, MN 55416
For additional information about Huelife, please visit www.hue.life
Richfield City Manager Search Page 3
Introduction
The City of Richfield is reviewing options in preparation for the
hiring of a City Manager. It will be the responsibility of the
consultant to manage expectations, provide expert guidance, and
take careful note of the information provided through the individual
council members and the organization as a whole.
Founded by Jim Brimeyer in 1991, Brimeyer Fursman, LLC (now
HueLife) is headquartered in the Twin Cities of Minnesota. Current
company president, Dr. Richard Fursman has undertaken scores of
similar projects in Minnesota, Iowa, Wisconsin, Nebraska, Alaska
and South Dakota. During those searches they successfully
implemented recruitment strategies, demonstrating expertise in
candidate assessment and the development of a selection process
that addresses the needs of the organization and the entire
community.
Richard has completed over 150 management searches in the
Midwest. Partnering with other team-members, he has assisted
over 200 organizations in other Organization Development efforts.
HueLife is now the industry leader in the process of “Onboarding”
or preparing the Organization and new Manager for transition, to
ensure the best possible start. We take great care of our client’s
needs and concerns not only as the process unfolds, but also
through the new City Manager’s entry and transition.
The firm is currently engaged in searching for a new City
Administrators for the Cities of Little Canada, MN and Ada, MN.
Some of the more recent executive level searches include the cities
of Gaylord, Bayport, Otsego, Bloomington, Sandstone, Eagan, St.
Louis Park, Stillwater, Victoria, Vadnais Heights, Apple Valley,
Woodbury, Detroit Lakes, St. Cloud, Minnetonka, Hopkins,
Worthington Minnesota; Okoboji, Maquoketa, Clinton, Nevada,
Waverly, Ottumwa, Sioux City, and Centerville, Iowa; New
Richmond and Kimberly, Wisconsin; and, Petersburg, Alaska.
Statement of
Understanding
Firm Experience
Brief history
Founded 1991
Current City
Executive Search
Engagements
Similar Searches
2011-2018
Richfield City Manager Search Page 4
Approach and Services Overview
Our approach to executive search promotes maximum input from
the Mayor and Council, staff, and citizens in the search process. We
help guide the process, but you are the final authority in the
selection of candidates. We maintain continual contact with th e
client throughout the search and keep the candidates informed as
the search progresses. In addition to our milestone meetings with
the Mayor and City Council, we will provide periodic updates to
keep you informed of our progress. Huelife is committed to
accurately portraying all candidates to the City. Likewise, we strive
to accurately represent the position to candidates to prevent
unrealistic expectations.
Phase I
Organization
Assessment and
Develop Position
Profile
Meet individually with the Mayor and Council,
Department Heads, and key staff. Meet with
selected representatives from the community
and/or conduct public forums. Develop and
present Position Profile.
Phase II
Recruitment of
Best Candidates
• Place announcements
• Direct recruiting program
• Collect and review resumes
• Interview semi-finalists/Screen and evaluate
• Prepare and present progress report
• Assist elected board with the selection of top
5 candidates for interviews
• Personality/Management Profile
Phase III
Interview
Preparations and
Event
• Coordinate candidates’ interviews
• Prepare schedule, questions, review sheets
• Monitor interviews and facilitate candidate
review session
• Develop compensation package
• Assist with negotiations
• Reference checks - credential verification –
credit report – criminal and civil records
checks
Optional Services
Phase IV
Onboarding
• Onboarding: Socialization process to assist
new and existing leadership with the
transition to a new City Manager.
Follow-up • 6 months following the Manager’s start, we
assist in conducting a review.
Search Approach
Scope of Services
Summary (Executive
Search)
Richfield City Manager Search Page 5
Detailed Plan of Action Steps and Services Provided by Huelife
Each search process begins with a careful assessment of the
current state of the organization. This evaluation is used when the
position profile is established to ensure applicants are screened
according to the needs and established norms of the organization.
You will be asked how much if any, change in direction is hoped for
with the new City Manager. Candidates are screened for fit and
capacity according to your requirements discovered during the
process.
Assessment areas typically include organizational procedures,
structure, systems and policies, culture, staff capacity, leadership
and management philosophy, and previous experiences. Four
methods may be used to gather information for assessment:
1. Interviews
2. Focus Groups
3. Questionnaires
4. Review of artifacts
Engaging as many stakeholders as possible in this first step of the
process will provide an impetus for change needed and prepare the
organization for the transition in leadership.
Members of our team have extensive training through the Institute
of Cultural Affairs on facilitating community discussions. A critical
success factor of the search is identifying community priorities and
the environment in which the Manager must function. We
encourage meetings with citizens to further assess the climate of the
community with the use of forums and individual interviews.
Phase I
Organization Assessment
Employee
& Citizen Engagement
Richfield City Manager Search Page 6
A successful search has a thorough definition and agreement by the
Mayor and City Council on each aspect of the position. During this
initial phase, our consultants will meet collectively and individually
with the Mayor and City Council members, Department Directors
and Managers, and key staff to learn more about your goals and
objectives. Critical factors to be determined include position
responsibility and authority; reporting relationships; educational
and experience requirements; personal and leadership qualities;
and management style. We will carefully review your expectations
and provide industry tested feedback. We will discuss pay
expectations, the available talent pool, organization fit, and others
that come up during the profile formation.
An organizational review and City Manager search should be a
coordinated process whose elements happen together. The
information from the organizational review/assessment is essential
for the successful recruitment of the new City Manager. The same
analysis becomes the foundation for a plan of action for the new
City Manager once they start.
“Mini” Culture Audit: Our highly credentialed and experienced
Organization Development professionals understand that when a
CEO or Manager leaves, there is often heightened anxiety and work
interruptions as people adjust. The areas impacting behavior are
communication & expectations, environment, time, and group
relations (power issues). The mini culture audit is used to help
determine how to best recruit candidates for fit to create a positive
work environment.
We will pay considerable attention to establishing organizational
goals and priorities for the position. The identification of priorities
serves a two-fold purpose: it assists the hiring authority in
developing a consensus on what is important for the organization
and it alerts potential candidates to the important issues of the
organization.
After drafting the Profile, we will meet with the Mayor and City
Council as a group to discuss the critical specifications of the
position. A great deal of emphasis placed on the agreement of this
analysis. Without this information, it is difficult to determine how
potential candidates will affect the City’s plans and organizational
team. The final Position Profile, after approval by the Mayor and
City Council, becomes the document against which we evaluate
prospective candidates.
Establishing and
Evaluating Expectations
Organizational Review
Coordinated with Manager
Search
“Mini” Culture Audit
Position Profile –
Recruiting Platform
Richfield City Manager Search Page 7
The Position Profile serves as the primary recruitment tool as a
means of identifying the scope of the position and highlighting the
unique characteristics and qualities of the community. Once the
Profile is approved, we will prepare and conduct a comprehe nsive
program to contact candidates and determine sources of
candidates.
In addition to placing announcements in the appropriate
professional and trade journals, we will announce the position on
appropriate web sites and the Profile will be featured on the Huelife
web site with a link to the City of Richfield official web site. We will
utilize our local, regional, and national contacts to identify potential
candidates. We will identify comparable organizations where key
individuals will be contacted.
Often, we are able to identify candidates from similar assignments
who may be appropriate for the position. Sometimes the most
qualified candidates are often not in the job market and do not
respond to traditional advertising: therefore, we will directly
recruit specific individuals with established patterns of talent,
stability, and success through direct visits, calls, and mailings.
Huelife will take responsibility for accepting and collecting
applications and acknowledgments. We will maintain transparency
and provide continual updates to the city and candidates as each
step in the process proceeds. We take great care to treat all
candidates with the greatest respect on behalf of the firm and
Richfield.
Following the application deadline, we will screen each applicant's
experience and background against the Position Profile. After
evaluating and comparing each application, we will compile a list of
candidates for further consideration. We will conduct one-on-one
interviews with the most promising individuals. Our staff will make
every effort to conduct face-to-face interviews with these
candidates. Our in-depth evaluation and appraisal techniques
will cover issues such as work experience, education, professional
development and achievement, career objectives, accomplishments,
suitability, and specific interest in the position. We will pay close
attention to the management style that most closely reflects the
needs of the organization.
PHASE II
Develop and
Implement an
Approved Recruitment
Plan
Place Announcements
Recruit Candidates
Recruitment Ads
ICMA: International City
Managers Association
Gov’t Jobs
Linked-IN
HueLife Web Page
League of Minnesota
Cities
Neighboring Leagues
Accept and
Acknowledge
Applications
Review Resumes and
Screen Candidates
Richfield City Manager Search Page 8
We use a variety of techniques to “discover” the candidates who will
have the greatest chance of success. Research shows that past
performance is the greatest indicator of future success. We spend a
great deal of time reviewing the accomplishments and lessons
learned on mistakes with each candidate. Additionally, we profile
management styles and capabilities of each candidate through
testing and interviews.
Huelife is authorized to administer the
Insights Discovery Personality
Profile System. The results will cover
motivation and behavior patterns,
management strategies, identification and management of conflict
areas. The City will gain insights into the strengths, management
style, and key communication styles for each finalist candidate.
Once interviews are complete, we will select the most qualified
individuals to present to the Mayor and City Council. We will
prepare a Progress Report that will provide information on ten
candidates whose backgrounds most closely meet the
requirements of the position. This Progress Report will provide
specific information on:
• Educational and work history
• Accomplishments and growth potential
• Strengths and possible limitations
• Skills and performance history related to the position
• Personality and decision-making profile
We will deliver this report and personally review it with the Mayor
and City Council. Five or six candidates will be selected for further
consideration based on the review. We will propose a schedule for
interviewing the candidates and discuss the compensation
expectations of the Mayor and City Council once the finalists are
selected.
Assessment Tools
Cover letter & resume review
Short essays on topics related
to the position
Writing samples
Summary of accomplishments
Insights management profile
One-on-one interviews
360 Degree Reference Review
Full Credit Report
Credential Check
Criminal Check
Progress Report
TOP 10-12
Richfield City Manager Search Page 9
360 Review: Prior to the interviews, we will conduct discreet
reference checks on the finalist candidates. We will talk with peers
and former associates of these candidates. We will speak with
individuals who are, or have been, in positions to directly evaluate
the candidates' job performance. We will verify the finalist
candidates' credentials through educational, criminal, and credit
checks.
• Resumes, cover letters, and reference reports will be provided
on each candidate prior to the interview.
• We will also provide the Mayor and City Council with a list of
suggested interview questions and evaluation forms.
• We will discuss the proposed procedures to be used in the
interview process.
• Our suggested interview schedule will allow the candidates to
get acquainted with the community and community leaders and
to visit with the Mayor and City Council and the staff in informal
settings.
• We culminate the process with individual and group interviews.
• If possible, all interviews will be scheduled within a period of
two days depending upon the desire of the Mayor and City
Council.
• A consultant will be present at each interview.
Before the interview process begins, we will review all protocols
and discuss the motivational forces guiding your interpretat ion of
candidates. This is especially strong at the unconscious level with
biases in the interview process, including:
• Leniency/ Strictness Bias
• Halo Effect
• Horns Effect
• Similarity Effect
• Appraiser Biases
• Primacy Effect
• Contrast Effect
After the interviews, we will meet with the Mayor and City Council
to review the candidates using an ORID (Objective, Reflective,
Interpretive, and Decisional) evaluation tool to assist in
determining the top candidate. The consultant will assist in this
process to the extent requested by the Mayor and City Council. We
take responsibility for notifying all unsuccessful candidates each time
the candidate pool is narrowed down.
PHASE III Coordinate
and Conduct Final
Interviews
Reference and
Credential Checks
Final Interview and
Selection Process
Council/Panel
Interview Preparation
Selection
Richfield City Manager Search Page 10
Huelife, will take great care that the City of Richfield secures
acceptance from the most desired individual. We will participate in
the final negotiations. If any concerns arise in the final hour, by
working as a third-party intermediary we can resolve important
details of the offer which may have significant bearing on its final
acceptance or rejection. We will negotiate the terms and conditions
of employment and prepare a Letter of Agreement on behalf of the
City of Richfield with the selected candidate.
If requested by the City, Huelife, will act as a spokesperson with the
media to maintain the integrity of the selection process and to
protect the confidentiality and privacy of the candidates who are
not hired.
• Family issues and dual career households are factors that
influence an individual's decision to change jobs. We address
circumstances arising from a job change including spouse
careers, real estate issues, family concerns, and relocation
details.
• After the candidate is employed, we will follow up with both
the City of Richfield and the candidate to insure a smooth
transition and satisfactory completion of the assignment. This
follow-up contact is intended to identify potential issues early
so that adjustments can be made, if necessary.
Onboarding is a process focused on the integration of new senior-
level managers into an organization. The goal is to prepare
Managers to succeed in their jobs as quickly as possible. Huelife will
meet with the directors and key staff, Mayor and City Council and
the new City Manager to discuss and plan for the adjustments that
naturally occur during periods of transition. This is particularly
helpful to staff as they learn to work with their new supervisor.
Items covered include effective communication, setting
expectations, clarification of roles and responsibilities, a review of
the culture and other norms.
If requested by the Mayor and City Council, we will assist in
conducting a performance evaluation of the selected City Manager
between six and twelve months of employment. We will develop a
Work Program that will contain objectives for the City Manager to
accomplish in the ensuing six to twelve months.
Additional Support
Services
Phase IV
Onboarding – Preparing
for change
FOLLOW UP
Performance Review
Negotiating
Compensation Package
Richfield City Manager Search Page 11
Principles Assigned to Your Search
Dr. Richard Fursman, President: Richard joined Brimeyer
Fursman in 2007 and has conducted 100+ searches over that time
period. Richard has 25 years of senior management experience in
local government, most recently as the City Manager of
Maplewood, Minnesota. Richard earned his Doctorate in
Organization Development as well as his Bachelor of Arts in
Economics from the University of St. Thomas and his Master of
Arts degree in Urban and Regional Affairs from Mankato State
University.
Richard is an Adjunct Faculty at the University of St. Thomas. He
was awarded the title of Credentialed Manager by the
International City/County Management Association. Richard is a
past board member of the Minnesota City/County Management
Association, a member of Rotary International, and past President
of the Minnesota Metropolitan Manager’s Association. Richard has
conducted numerous strategic planning retreats and consults with
municipalities and non-profits on reorganization and change
management in the USA and Abroad.
Richard will be the lead
consultant on the project
and will be involved in all
aspects of the search.
Richfield City Manager Search Page 12
Huelife offers an 18-month guarantee on the effectiveness of the
City Manager. Should the Mayor and City Council determine it
necessary to terminate the City Manager due to failure to
adequately perform the duties as specified in the Profile and as
represented by the process.
Huelife will not recruit candidates we have placed with your
organization.
Should there be substantial changes in the political situation at the
City of Richfield and a decision is made to terminate the City
Manager for reasons other than failure to perform the duties as
specified in the Position Profile, this guarantee is subject to
negotiations between the Mayor and City Council and Huelife. The
Guarantee is contingent on the Mayor and City Council successfully
completing all phases and optional services of the process.
Huelife will work with the Council on the timing of the search. We
will work closely with you to work through scheduling difficulties.
The following serves as an example that will be altered to fit
everyone’s schedules.
Highlighted activities require full Council participation
Authorization to proceed July 2018
Survey sent to council and staff July
Profile Data Collection (with interviews of Council,
Community, Staff)
July
Approve Position Profile July/August
Start Recruitment August
Deadline for Applications September
Screen and Review Candidates 2 weeks
Progress Report/Select Finalists September
Reference and Credential Checks September
Interviews October
Start of New Manager November
Onboarding Session with New Manager and Council At start
Guarantee
Sample Time Table
The sample time table is to
provide a conceptual
framework. HueLife will work
with the City to develop the
schedule.
Richfield City Manager Search Page 13
Fee Quotation Executive search process overview and fees
Search Fee
$16,500
Phase I Develop Position Profile
• Meet individually with the Mayor and City Council, Department Heads, and key staff
• Meet with selected representatives from the community and/or conduct public
forum
• Develop, present, and Position Profile
$5,250
Phase II Recruit and Screen Candidates
• Place Announcements
• Direct Recruiting, Send Profiles
• Review Resumes
• Screen and evaluate candidates
• Prepare and present Progress Report (progress report will be delivered in person
and contain profiles of 10-12 candidates who demonstrate the best fit. Here the
council selects the top 5 for interviews.
$6,000
Phase III Interviews
• Schedule and coordinate candidates' interviews with the City
• Develop Interview questions
• Participate in interviews
• Develop compensation package
• Participate in negotiations
• Personal Management Style Profile Assessment
$5,250
Expenses: Typical expenses include copies and supplies, position advertising (League
Web Sites, ICMA, Minnesota City Managers Association, Linked-IN – Mileage and
Management Profiles.
This does not cover costs associated with bringing in candidates from outside the area in
the event the City would interview someone from out of State.
Not to
Exceed
$3,500
Richfield City Manager Search Page 14
Optional Services
Background Checks
Phase IIIa. Background Checks (This is done before the interview)
• Reference checks
• Credential verification
• Credit Report
• Criminal Background Report
$675 per Candidate
POST HIRE OPTIONS
Phase IV: Additional services after the Manager is hired
Onboarding: If the council desires, we will facilitate onboarding of the new
Manager to help clarify roles, expectations and reveal important practices of the
operation. This is done with the council and staff and is planned during the first
week or two the Manager is on the job.
$950
+ mileage and
copies
Phase V: Manager Review: This is completed approximately 6 months after
start of employment
$950
+ mileage and
copies
Payment Policy: Our payment policy is one-third of the total fee due upon signing this agreement;
one-third after presentation of the Progress Report; and the balance due 10 days after the search
has successfully been completed, whether the agreement is oral or written. In the event the City
Council terminates this agreement during the search, we will retain the progress payments to that
point.
Richard Fursman, President Date
Huelife
Mayor Pat Elliott Date
City of Richfield, Minnesota
Richfield City Manager Search Page 15
Related References
City of Stillwater, MN (Population 18,500)
Filled December 2014
Position Filled: City Administrator (Hired Tom McCarty)
Applicants received – 53
Contact: Mayor Ted Kozlowski
Phone: 651-300-4993
tkozlowski@ci.stillwater.mn.us
City of Bloomington, MN (Population: 87,000)
Community Development Director
Position Filled 2018. (Hired Eric Johnson)
31 Applicants
Contact: Jammie Verbrugge City Manager
Phone (952) 563-8700
citymanager@bloomingtonmn.gov
City of Rosemount, MN – Population ~25,000)
Position Filled: City Administrator (Hired Logan Maratin)
Dates of search: 2016
Applications received – 40
Contact: Mayor Bill Droste
Phone: (651) 280-5630
Richfield City Manager Search Page 16
Sampling of EXECUTIVE SEARCH
HISTORY 6/2012-2018
YEAR CLIENT/ORGNAIZATION POSITION STATE POPULATION
2018 City of Bloomington Community Development Dir MN 87,000
2018 City of Bloomington Golf Course Manager MN 87,000
2018 City of Grimes City Manager IA 15,000
2017 City of Spencer City Manager IA 11,500
2017 City of Otsego City Administrator MN 15,000
2017 City of Sandstone City Administrator MN 2,700
2017 City of Chaska Park and Recreation Dir MN 25,000
2017 City of Bayport City Administrator MN 3,500
2016 City of Clinton City Manager IA 27,000
2016 Three Rivers Park District Special Counsel MN Millions
2016 City of Rosemount City Administrator MN 25,000
2016 City of Minnetonka HR Director MN 51,000
2016 City of Bloomington City Attorney MN 87,000
2015 City of Ottumwa City Administrator IA 25,000
2015 City of Minnetonka Building Official MN 51,000
2015 City of Apple Valley Public Works Director MN 50,000
2015 City of Woodbury Building Official MN 68,000
2015 City of Worthington City Administrator MN 13,000
2014 City of Stillwater City Administrator MN 18,500
2014 City of Victoria City Manger MN 8,000
2014 City of Victoria Community Dev. Director MN 8,000
2014 City of Independence City Manager IA 6,000
2014 City of Waukee Chief of Police IA 16,000
2013 City of Arlington City Administrator MN 2,233
2013 City of Centerville City Administrator IA 5,500
2013 City of Charles City City Administrator IA 7,700
2013 Borough of Petersburg Chief of Police AK 3,273
2013 City of St. Louis Park Fire Chief MN 45,000
2013 Lincoln Pipestone Rural
Water
CEO MN 4,250
2013 Wabasha County County Administrator MN 21,482
2012 City of Apple Valley Chief of Police MN 50,000
2012 City of Eagan City Administrator MN 64,200
2012 City of Eagan Finance Director MN 64,200
2012 City of Eagan Director of Public Works MN 64,200
PM Magazine
ICMA Publications / PM Magazine / July 2014
Onboarding a New Hire
Doing it right from the get-go
by Richard Fursman
Onboarding: The practice of socializing new managers or executives as they enter a new
organization.
The first days and weeks of a manager’s entry into a community are the best of times and
the worst of times. For most, it is a honeymoon among strangers; a combination of high
expectations and invisible agendas. With a median tenure of city managers and
administrators of at least five years, per my research, a new standard for transitioning new
managers, high-ranking employees, and their organizations is needed.
Newly hired managers and department heads can begin in unfamiliar surroundings and
require a considerable amount of time to gain the institutional knowledge needed to do
their job effectively. The transition period from when the new employee enters to the point
he or she is effective can create a significant lag in productivity.
Using the private sector as a comparison, studies of newly hired executives show they take
an average of slightly more than six months to reach the point where their contribution to
the company begins to surpass the costs of bringing them on.1
From 2007 through 2014, I have provided assistance in more than 100 hires and entries of
managers, administrators, police chiefs, and fire chiefs as they started in new communities. I
interviewed in-depth five managers during the first 10 months at their new job to better
understand their personal journey.
More than 500 employees and local elected officials were interviewed before, during, and
after the hiring processes of the managers and chiefs. A number of findings and
recommendations have been summarized here to help new leaders and their hiring
authorities reduce the productivity gap, generate stronger performances from the new hire
as well as the organization, and reduce turnover.
In recalling the first 300 days in a new community, the managers in this study revealed a
journey into themselves and into organizations unknown to them. The new managers were
greeted, challenged, and burdened by others and themselves with great anticipation and
expectations upon their arrival.
Moments of excitement and a deluge of new faces, information, and tests combined in an
atmosphere that was unsettled and unsettling. During that period, surrounded by staffs who
were not behaving naturally, the new managers experienced a bit of a shock described as a
“mind-spinning,” “nerve-wracking,” and “disorienting” feeling.
AN ONBOARDING GUIDE
Whenever a change occurs at the manager or a department director position, the
organization needs to conduct a thorough onboarding process. Onboarding is a relatively
new term used to describe the practice of socializing new senior-level managers or
executives as they enter a new organization or, in this case, community.
A process and question guide for every new hire is outlined here from the perspective of the
new manager, the existing staff, and the council.
THE NEW MANAGER
What to do prior to arrival:
Take some time for yourself to charge your batteries. It will likely be a while before
you get a break.
Learn as much as possible about the community and organization (this should also be
done before the interview for the job).
Develop and practice a personal introduction that lets people know who you are.
Prepare yourself mentally for a lot of attention and imagine to yourself the impression
you want people to have of you. The first impression will be the strongest you ever
make. It is difficult to recover from a botched first impression.
What to do in the first week and beyond:
Have an onboarding session with elected officials and another with department
directors and key staff.
Meet everyone who works for the organization.
Go where they work. Do not have them come to your office.
Be prepared to hear people out.
Do not promise what you cannot deliver, it will only hurt you in the long run.
Be prepared for inquiries on such past issues as staff asking for the raise that
was promised.
Know how you want to respond to those inquiries.
For larger organizations, it will take much more time and will likely involve
meeting groups of people rather than individually.
Identify and communicate your management style and the way you process decision
making (done after onboarding).
Do you have an “open door” policy and what does that mean?
Will you be making any changes right away?
How should people approach you and how should you be addressed? (Are you
formal or informal?)
Identify early goals for yourself publicly and follow through on them. This will
help establish your credibility by making promises and then keeping them.
Again, be cautious not to make promises you cannot keep as this can be
disastrous.
Do some ride-a-longs where and when appropriate.
Work with elected officials to have a set of goals and check in regularly.
Have a communication strategy for getting the plan to stakeholders before you
implement. Communicate, communicate, verify, and communicate some more.
Plan on putting in a lot of extra hours for at least six months. Others will see that you
are putting in the effort to get the knowledge you will need to be effective.
Encourage staff members to provide you input and feedback on your performance
(based on established expectations).
Be patient with your new staff. It will take them time to get comfortable with you.
Look for early wins. Having some early successes will help establish your confidence
and help others see you as a contributing member of the team.
Do not try to change too much right away. Get to know the organization and gain the
trust of the elected officials and staff before making a lot of process and program
changes. Those changes will come in time. However . . .
Deal with critical issues right away. Process changes should take time, but if a critical
issue that needs immediate attention comes up, deal with it. Seek advice and
communicate with the elected officials, management staff, attorney, ICMA resources,
and your trusted colleagues.
WORKING WITH ELECTED OFFICIALS
In the surveys I have conducted with elected officials to help with the onboarding of a new manager, there has never been
100 percent agreement on the directions that should be given to the new manager. In other words, the manager is at risk
of being given conflicting messages right from the start.
Our research found that the most important element for the success of new managers was
their relationship with the mayor and council. The basis for a good relationship was a clear
understanding of expectations, goals, and culture.
In the surveys I have conducted with elected officials to help with the onboarding of a new
manager, there has never been 100 percent agreement on the directions that should be
given to the new manager. In other words, the manager is at risk of being given conflicting
messages right from the start.
An onboarding session with the entire elected body can clarify the issues and actions the
new manager should take and how. A confidential survey is a good idea before the session
to ensure all voices are heard and ideas are expressed.
These represent some of the common questions that should be addressed at the start of
employment. There also are a number of community-specific questions that should be
addressed:
What is expected of the manager when there is a split vote on a significant issue? The
importance of having the council discuss the answer together is to establish that the
manager should not be pulled in different directions or be criticized for following a directive
of the majority.
Few of the councils I have worked with began with a unified voice on what the manager
should do with a split decision involving a significant issue. Elected members have
suggested the manager drag his or her feet, bring the item back, wait for consensus, or
move ahead with the directive.
A new manager faced with this type of confusion is subject to criticism for doing his or her
job as directed.
What is the responsibility of elected officials moving forward if they are on the losing side of an
issue? As the new manager starts, it is an excellent time for elected officials to consider how
their conduct sends messages to the staff and public. Losing a vote on a new park doesn’t
mean the member needs to vote no on the bid for the new playground equipment.
This discussion can lead to the opportunity of the manager being able to engage members
with differing points of view and to encourage constructive discussion while moving forward
on items.
What is each member’s expectation on frequency and type of communication? Some
councilmembers like text messages, others phone calls, others e-mail. Most elected officials
have different definitions of what an urgent matter is and who should be included in that
communication.
Is it okay to give some elected officials more face time and attention than others? This happens
all the time, depending on the availability of the elected officials. Those with difficult work
and family schedules can have difficulty making the regular meetings and are rarely in the
manager’s office.
Others with flexible hours or who are retired can drop in at any time and stay for long
periods. There are times when some councilmembers sense they are being short-changed
and that others have more influence as they spend more time with the manager.
The onboarding session can help reveal the impact that the inconsistency of face time has
on the new manager and other members. The discussion should also include a way for a
manager to politely direct the elected member who likes to frequent city hall to give staff
(manager included) uninterrupted time to finish work.
Are employees allowed to speak directly with councilmembers about work with or without the
manager’s knowledge? Do councilmembers go directly to staff when they have a question or
want something done? Our research found that this varies significantly from community to
community. Managers who attempt to establish fundamentally healthy rules on
communication without an understanding from the elected body and staff up front, found
themselves at odds with the culture. This misstep leads to a loss of credibility and ability to
lead.
How soon can the manager make changes? How involved do elected officials want to be?
Data indicates that changes are often sought when a new manager comes in; however, the
change process and timing are seldom discussed up front. Some elected officials indicate it
is the manager’s job, while others express an interest in knowing all the details of change,
including how and why. A clarifying discussion and understanding of expectations will help
with the timing of change and implementation.
How free should the manager be to recommend replacing people if they are not doing what
they expected to do? At times, new managers are greeted upon their arrival with a problem
employee or two. The council needs to have an understanding of the process and the time
the new manager needs to take to address any personnel issues he or she inherits. There are
also cases where the manager does address the poor performance of an individual, only to
be publically chastised by a councilmember for various reasons.
How should the manager handle him- or herself during the meeting if it appears a decision by
the council will be made that will have a negative impact on the community? Elected officials
need to let the new manager know when and how their individual interjections at public
meetings should be handled. Should the new manager sit silent on an issue or offer
amendments, suggest caution, or voice outright objection?
Who should give the manager direction and when? There is often confusion as to who should
be giving the new manager direction. Managers know they act on directives given by the
majority of the council at public meetings; however, managers are also routinely given
additional directives by individual elected officials.
Many of them want that special relationship with the manager, not realizing that their
“suggestions” sound a lot like directives. This behavior needs to be discussed and defined
up front so the new manager can maneuver quickly through those moments with clear
authority to place items on the agenda or say no to directives with the backing of the
council.
What are the top three to five priorities elected officials want the manager to work on during
the first 6 to 12 months, and what will success look like? The new manager who can get clear
direction on objectives from elected officials has the best chance for immediate success.
Without this, the new manager is either guessing and taking chances, or waiting for clarity
to come sometime in the future. This wastes time and can give the impression that the new
manager is weak and ineffective.
How will the council “ordain” the new manager as its trusted partner? Councilmembers need
to make it clear in no uncertain terms that they are 100 percent behind and in partnership
with the new manager. Research revealed that those who go around the manager to other
staff for information, or check up on the new manager with staff, undermine the new
manager’s authority and make his or her new job much more difficult.
This is especially true when change is needed and there is resistance. Staff may sense they
can control the manager by going to “their” councilmember. During the onboarding
meeting, the council must be made aware that it can only hold the manager accountable if
all members give the manager the authority to manage.
ONBOARDING WITH STAFF
Information with the council onboarding session should be shared openly with staff. The data shared will
provide clarity to staff on the manager’s support from the council and its position on managing the
community.
New managers need to be aware of the general discomfort employees feel when a new
boss arrives. In every onboarding survey this author has conducted, questioned employees
responded with fear that the new boss would micromanage them or handle change poorly.
Onboarding with staff can eliminate a great deal of the experiential research needed by the
new manager as he or she learns the new culture, needs, and expectations of new reports.
Information with the council onboarding session should be shared openly with staff. The
data shared will provide clarity to staff on the manager’s support from the council and its
position on managing the community. Here are some of the questions that managers
should discuss at the onboarding session with staff:
What are the immediate changes you would like to see at city hall? It is important not to
promise things during the discussion, but it is helpful to have perspective on what
constitutes key needs. The answers here will help the new manager to assess where tension
exists and to test the urgency and needed pace for changes.
New managers who are successful at implementing the changes communicate often and
clearly the need for the change, the process that will be taken including timelines, and the
outcomes anticipated.
What type of relationship do you expect to have with the new manager? Staff members, like
the elected officials, bring a variety of personalities and expectations on relationships. Some
anticipate a strictly professional relationship, others want to be friends, and others are
flexible either way. Here the manager can express his or her comfort level while being
mindful of the culture and the style of the previous manager.
What should you do if you disagree with me? This is an opportunity to establish
communication protocols when it comes to debate. Some managers encourage open
disagreement to fully vet new ideas, while others want some public restraint and subtlety.
The important lesson learned by new managers here is, without this discussion, staff doesn’t
know.
The self-determined and confident will speak up and the reflective-minded members may
stay silent. If the new manager wants feedback, he or she needs to give staff permission as
well as a process for doing so. Then, it is important to thank people for their input and
perspective.
What are the organization’s espoused and lived values? It is nice to know what the
organization’s culture is. Maybe it is family friendly and the staff is used to being let go early
to attend a soccer game or school play. Maybe the organization talks about the “team” but
doesn’t live it.
The onboarding session provides the manager with the opportunity to learn what works,
where the pain is, and what the values are and how those translate to the management
philosophy and expectations.
If you are not doing what is expected of you, you expect me to ______? This finish-the-
sentence question places the expectation bar back on the staff. It introduces a shared sense
of responsibility moving forward. The manager can take the discussion as an opportunity to
express standards for performance, goals, reviews, and employee development.
Staff may also want to consider additional questions during the onboarding process,
including:
What are you most hopeful for with a new manager?
What are your biggest concerns about having a new manager?
What are some descriptions you would use to describe the team you would like to
have?
If you are directed by a councilmember to do work, what will you do or have you
done in response?
Taking the time to develop a well-thought-out game plan for onboarding will help ensure
that new managers start off on the right foot, as they endeavor to work with elected officials
and staff in leading their community organizations to accomplish key objectives.
ENDNOTE
1 Wells, S.J. (2005, March). “Diving in.” HR Magazine, 54–57.
Richard Fursman, Ed.D., is president, Brimeyer Fursman Organization Development,
Maplewood, Minnesota (richardfursman@gmail.com; www.Brimgroup.com).
COMMENTS & RATINGS
Community Rating:
5.0 of 5 stars (average of 4 reviews)Show breakdown
Mary Van Milligen saidJul 2 2014 Richard - Thank you for this great article. I look forward to referring to this
article when I take on my first executive position!
Robert Joseph said Jul 5 2014 I agree with Mary. This is a comprehensive and well-written article that accounts for
much of what will set the tone for council, manager and staff expectations and behavior. This article can be helpful to new a nd
seasoned managers alike and parts of it may be used to onboard newly elected councilors and newly hired department heads.
Working together with purity of intent does not guarantee, but is a very good first step towards creating a real community.
Community
Development
Director
Bloomington, Minnesota
BloomingtonMN.gov
The City of Bloomington
seeks to hire an inclusive and
visionary leader to serve as its
next Community Development
Director. The Department delivers
planning, inspection, assessing
and development services in a
manner that balances the need
for speed, accuracy, safety, public
input/reflection, customer service
and innovation. The successful
candidate will bring not only
technical skill and knowledge in
the areas of development, code
enforcement, and planning, but
most importantly the emotional
intelligence, leadership qualities
and cooperative team skills
necessary to advance the City’s
vision of a High Performing
Organization.
About the City of Bloomington
Located just south of the Twin Cities of
Minneapolis and St. Paul, Bloomington is a
thriving community of approximately 87,000
residents and the fourth largest city in the state.
Home to the Mall of America and adjacent to
Minneapolis-St. Paul airport, Bloomington is
both an employment and hospitality hub for the
region.
The City’s nine departments deliver the full
scope of municipal services, with a full-time
staff of approximately 565 employees. The
City is governed by a 7-member City Council
and operates under a City Manager form of
government.
City Culture
The City of Bloomington is embracing the High Performing Organization (HPO) concept. City Manager Jamie Verbrugge and the
executive leadership team are working to develop a culture that builds leaders at all levels and actively engages and empowers
employees. The concept of HPO reaches beyond employees to engaging with the public as well. The City wishes to partner with the
community and seek continuous input on the direction of the City. The Community Development Director (CDD) will be expected to
play an integral role in developing and nurturing the HPO culture and community outreach. The City Manager also looks to the CDD
to be an active participant in policy formation and strategic thinking. The new CDD is encouraged to continue the practice of being
an innovative leader in the community.
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BloomingtonMN.govPage 2
Leadership Philosophy
The City of Bloomington has adopted the
following Leadership Philosophy, which
speaks to the nature of our work and our
attitudes toward work; what motivates us;
how creativity, information and knowledge
are distributed throughout the organization;
and how decisions are made. • We are invested in Bloomington and
our shared contributions to being a great
community. We are committed to engaging
our co-workers, residents, businesses and
visitors in order to provide the best possible
services.• We embrace our shared values
and accomplish our vision and goals
by encouraging creativity, innovation,
continuous learning, clear communication
and employee empowerment.• Better decisions are made using
consultative and team-based participation.• We believe in leadership at all levels.
Everyone is heard and respected, so trust is
generated across the organization.• We are motivated by meaningful and
challenging work and opportunities for
growth, recognition and success.
BloomingtonMN.govPage 3
About the Community Development Department
Staffing
Bloomington’s Community Development
Department has an authorized staff of 78
full-time employees working in the following
seven divisions: • Administration• Assessing • Building Inspections• Environmental Health• Housing & Redevelopment Authority• Planning• Port Authority
Budget
For 2018, the Department’s financial
resources include a $9.2 million General
Fund budget, plus $9.2 million HRA and $4.4
million Port Authority budgets.
Culture
The department is staffed with experienced
and knowledgeable professionals who are
leaders in their specialties. They describe
department personnel as excited, passionate,
and hopeful in an evolving environment. The
work embodies the most comprehensive and
complex elements of development which
often include competing objectives. The
department balances the priorities for speed,
accuracy, safety, and public input/reflection.
Each division within the department, while
comprising an independently functioning
team, needs the input and cooperation of
other divisions to accomplish its tasks. The
divisions work cooperatively and effectively
in a collegial manner. The CD Director is
often requested to provide input to help with
creative solutions that reflect the need for
safety and quality, while moving forward on
projects.
BloomingtonMN.govPage 4
Major Opportunities and Priorities
Bloomington Development Environment:
Bloomington’s location in the Twin Cities along with
its significant and varied attractions has provided the
City with the opportunity to be both selective with
development and exacting with standards. The City
would like to be known as the best place to build, invest,
and create business and community. It is working hard to
balance a variety of interests, needs, and expectations.
Position Priorities:
The first actions of the CD Director will be to learn the
department, organization, and community. There will be
many opportunities to become familiar with the people
who directly and indirectly interact with development.
Some immediate internal steps suggested by department personnel include:• Learn the specific operations of the divisions within the department and provide support and leadership.• Get to know department personnel and establish regular updates to the entire department. • Encourage department staff to interact more and have a common understanding of the core strategic initiatives, goals and
priorities of the City. • Get to know and understand the work culture of the executive leadership team and City Council. • Assist the department with fully integrating the philosophies and practices of HPO and connecting its work to the organization’s
vision and values.• Design new council member orientation (developing this relationship with existing and new council members and setting realistic
expectations).• Become familiar with the City’s tax base makeup and how it factors into decision making.
The City has numerous projects (large and small) to become familiar with and lend ideas to. Examples of those currently underway or
soon to be started include:• Reinvestment in neighborhood commercial nodes. This includes seeking expanded funding options and processes for revitalizing
neighborhood commercial centers. • Advance development in priority areas, including work on additional phases of development at the Mall of America, Bloomington
Central Station and the surrounding South Loop area. • Develop strategies for creating more affordable housing. • Expand the Neighborhood Support Program.
BloomingtonMN.govPage 5
Community Development Director
Required Skills and Experience:
Candidates with a minimum of 5-10 years of progressively responsible community development experience are considered ideal for
the position. It is important for the director to have technical skill and/or awareness in the areas of development, code enforcement,
and planning. Experience being persuasive and influential with a governing board, body, or leadership team and soliciting community
engagement are also essential. However, the most important hiring consideration will be the individuals’ emotional intelligence and
leadership qualities.
Leadership Characteristics:
The City is seeking candidates who are creative, passionate, and engaging with the ability to build trusting relationships. The new
Director will be considered an integral part of the community who will engage the Mayor and Council, staff, public and community
groups. The new Director should embrace the idea of empowerment, learning and team-oriented solutions.
The City is specifically seeking: • A proactive visionary who thinks globally, sees the “big picture” and serves as a “salesperson” for Bloomington.• A personable individual with excellent communication skills and the ability to facilitate dialogue.• A respectful, approachable leader who listens carefully and thoughtfully to others.• An effective manager able to offer and execute practical ideas while fostering a climate/culture of innovation.• A person of empathy who is a good listener, shows compassion, and creates an inclusive environment that values everyone.
Compensation
Starting salary of $135,000 to $155,000, depending on qualifications. Position includes comprehensive insurance, pension and paid
time-off benefits.
To Apply
Submit resume and cover letter to BloomingtonCDD@hue.life no later than Monday, January 8, 2018. Interviews are anticipated to be
held the week of February 5, 2018.
BloomingtonMN.gov
Proposal
City of Richfield, MN
Proposal to Provide Executive Recruitment Services
June 29, 2018
Springsted | Waters
380 Jackson Street, Suite 300
Saint Paul, Minnesota 55101-2887
Sharon Klumpp, Senior Vice President
sklumpp@springsted.com
(651) 223-3053
LETTER OF TRANSMITTAL
I GENERAL INFORMATION ................................................................... 3
II RESPONSE TO SCOPE OF WORK ........................................................ 3
III PROPOSED COSTS ......................................................................... 10
IV FIRM EXPERIENCE .......................................................................... 11
V RECRUITMENT PROJECT TEAM ........................................................ 14
SAMPLE BROCHURE ........................................................................ APPENDIX I
Table of Contents
Springsted | Waters
380 Jackson Street, Suite 300
St. Paul, MN 55101
Tel: 651-223-3000
Fax: 651-223-3046
www.springsted.com
LETTER OF TRANSMITTAL
June 29, 2018
The Honorable Pat Elliott
and Members of the City Council
City of Richfield
6700 Portland Avenue South
Richfield, MN 55423-2598
Re: Request for Proposal to Provide Executive Recruitment Services
Dear Mayor Elliott and City Council Members,
I appreciate the opportunity to submit our proposal for executive recruitment services for the City of
Richfield’s next City Manager. The appointment of a City Manager will be among the most important
decisions the City Council makes, considering retiring City Manager Steve Devich’s distinguished
leadership and years of service to the City. Our extensive experience in providing executive recruitment
services to cities, counties and other public-sector organizations in the Upper Midwest and nationwide
will be beneficial for this recruitment and allow us to find the ideal candidate for the City of Richfield.
We know that you have options for using other recruitment firms. However, we believe that our approach
sets us apart from our competitors in the following unique ways:
• If selected as an option, our web-based survey can be used to determine the key community-wide
issues and priorities that are essential considerations for the City and the selection committee to
consider. This survey is completed by the City’s employees, community leaders and citizens and
would alter the estimated duration of the project timeline. The results of the survey will provide
the City Council with important feedback for development of the profile for the ideal candidate;
• Management/Leadership Style Assessment Analysis completed by the candidates to determine if a
candidate’s management style matches the approved management/leadership style profile for the
ideal candidate;
• Video candidate interviews through a proprietary system will be made available to the Mayor and
City Council to assist in the selection process; and
• Utilization of a proprietary online application system exclusively licensed to Springsted | Waters
(S|W) to facilitate talent management. The system has been designed by S|W to customize
applicant flow and tracking. It allows ease of communication with applicants and the ability to
conduct database inquiries for candidates based on characteristics important to the City such as
geographic location and specific experience, expertise and qualifications.
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 3
City of Richfield, MN
Proposal to Provide
Executive Recruitment Services
I. General Information
The Executive Recruitment Division of Waters Consulting merged with Springsted Incorporated in May
2014, establishing one of the largest public sector executive recruitment and human capital consulting firms
in the United States. Our firm name, Waters & Company, has recently been changed to Springsted | Waters
(S|W) to more clearly reflect the connection to and support from the Springsted group of companies.
Springsted Incorporated, our parent company, has been a Women Business Enterprise since 1993. Three
employee-owners lead the Springsted group of firms and their 70-member staff. Our corporate office
is located in Saint Paul, Minnesota, with regional offices located in Dallas, Texas; Chicago, Illinois;
Milwaukee, Wisconsin; Des Moines, Iowa; Kansas City, Missouri; Richmond, Virginia; Atlanta, Georgia;
and Denver, Colorado.
S|W has a team of five recruitment consultants available to meet your executive recruitment needs. Each
consultant assigned to this recruitment has experience working with cities and the many different disciplines
that comprise the City of Richfield organization. Our consultants bring an experienced, participatory and
energetic perspective to each engagement; our unique approach and personal touch are reflected in our
internal standard to provide outstanding services that exceed the City’s expectations. Since 2013 our
combined consultant team has conducted more than 455 executive recruitments.
The S|W Recruitment Project Team will partner with the Mayor, City Council and designated staff as
your technical advisor to ensure that the recruitment process for your next City Manager is conducted in
a thorough and professional manner. Our objective is to generate high-quality candidates and assist you
with the screening and evaluation of these candidates.
We have structured the S|W Recruitment Project Team to draw upon S|W’s and Springsted’s 50-plus
years of service to the public sector and to leverage S|W’s experience and capacity to find the most
qualified candidates.
Physical Address
Springsted | Waters
380 Jackson Street, Suite 300
St. Paul, Minnesota 55101
Office: 651-223-3000
Fax: 651-223-3002
II. Response to Scope of Work
Task I: Recruitment Brochure Development and Advertising
The development of a comprehensive recruitment brochure that includes a profile of the ideal candidate
is an important first step in the recruitment process. This profile includes the required academic training,
professional experience, leadership, management and personal characteristics related to the success of the
candidate in the position of City Manager. The recruitment brochure will also have a profile that captures
the essence of the City as a highly-attractive venue for the successful candidate to live and work.
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 4
To prepare the recruitment brochure, the Recruitment Project Team Leader will come on site to meet with
the Mayor, City Council and designated staff to discuss the required background, professional experience
and management and leadership characteristics for your City Manager position. We meet individually (or
collectively depending upon your preference) with the Mayor and City Council to broaden our understanding
of the position’s leadership and management requirements, current issues, strategic priorities and to identify
expectations for the City Manager. For many cities, community engagement is important to ensure that the
recruitment of a City Manager includes public input. We will conduct up to two public meetings or focus
groups with community members and incorporate public input into the recruitment brochure. [See example
of a recruitment brochure in Appendix I.]
The Recruitment Project Team will also work with the City of Richfield to develop an advertising and
marketing strategy to notify potential candidates about the vacancy and conduct an open recruitment
that encourages applications from a talented and diverse pool of candidates. Our Team will place ads in
appropriate professional publications, websites and local print media, if required. Additionally, S|W has
a highly-accessed website that has a special location attracting many potential candidates to upload their
resumes. The aggressive advertising and marketing campaign for top talent will include national, state,
regional and local elements as determined during our initial meetings with the City’s representatives. Our
customized mailing list, selected from our extensive database and contacts collected at appropriate public-
sector conferences, will be utilized to further promote the position.
Advertisements for the City Manager position could be placed with:
International City/County Management Association
League of Minnesota Cities and municipal associations in neighboring states
Minnesota City/County Management Association and professional associations in neighboring states
Careers in Government (careersingovernment.com)
Minnesota universities with public administration programs
Public administration alumni groups—Northern Illinois University, University of Kansas, etc.
LinkedIn
Project Milestone Deliverables Estimated Duration
Position profile and recruitment
brochure development.
• Onsite interview with the City.
• S|W will receive information regarding the City’s
budgets, organizational charts, images, logos,
etc.
• Develop draft documents (Recruitment
Brochure, Advertisement, Marketing Letter and
Timeline).
2 Weeks
Approve brochure, commence
advertising and distribute
marketing letter.
• Brochure sent to the City for final approval.
• Commence advertising and distribution of
recruitment brochure.
2 Weeks
Task II: Execution of Recruitment Strategy and Identification of Quality Candidates
Utilizing the information developed in Task I, S|W will identify and reach out to individuals who will be
outstanding candidates for the position of City Manager. Often, well-qualified candidates are not actively
seeking new employment and will not necessarily respond to an advertisement. However, if a potential
candidate is presented with the opportunity directly and in the proper manner, he or she may apply. We
take pride in our ability to locate highly qualified candidates across the nation based on the professional
contacts and relationships we have developed and maintained over many years.
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 5
These efforts will be supplemented by the creation of an appropriate database utilizing our extensive,
interactive applicant database for the City Manager position. This will provide the S|W Team with the
ability to customize applicant flow and tracking, communication with applicants and conduct database
inquiries for candidates based on characteristics important to the City such as geographic location,
particular experience, expertise and credentials.
During this part of the process the Recruitment Project Team will work with the Mayor, City Council and
designated staff to reach consensus on the leadership and management style for the ideal candidate. Our
research will determine the key competencies, work values and leadership/management style for the
position and match the candidates to each attribute.
Each candidate submitting a resume is sent a timely acknowledgement by our Team, including an
approximate schedule for the recruitment. Throughout the recruitment process, communications are
maintained with each candidate regarding information about the recruitment progress and their status in
the process. We take pride in the many complimentary comments made by candidates regarding the level
of communication and the professional manner in which they are treated during our recruitments.
Project Milestone Deliverables Estimated Duration
Execution of recruitment strategy
and candidate outreach.
• Online data collection and profile development.
• Development of interactive searchable
applicant database for recruitment of the City
Manager.
• S|W performs direct outreach to prospective
candidates identified in the recruitment
strategy.
• Utilization of extensive applicant database to
identify applications and review applicant pool
for competencies/demographics.
4 – 5 Weeks
Task III: Screening of Applicants and Recommendation of Semi-Finalists
In Task III the Recruitment Project Team, under the direction of Sharon Klumpp, will screen the
candidates against the criteria within the position and candidate profiles and develop a list of semi-
finalists for recommendation to the Mayor and City Council.
The most promising applicants will receive a candidate essay questionnaire to complete that will provide
additional information about the candidates’ background and experience. We will then narrow the list to
a group of 10-15 semifinalists for your review and to select finalists.
Another unique aspect of our recruitment process is our use of online recorded interviews for the
screening process. Responses are timed and questions are not provided in advance. This tool allows our
Team to develop a more comprehensive understanding of the candidate’s ability to think “on their feet” as
well as their personal and professional demeanor. This virtual interview can be viewed and evaluated by
individual selection team members as well as the consulting team for later review and comparison.
Our Team will provide an online link for the Mayor, City Council and others designated, who have input
into the hiring decision, allowing them to review and rate the recorded responses. This provides the
organization with additional candidate assessments that can be customized to fit the unique needs of the
City of Richfield.
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 6
Throughout the process, you will have access to our Master Applicant List (MAL), which will provide
pertinent data for each applicant.
Project Milestone Deliverables Estimated Duration
Applicant screening and
recommendation of semi-finalists.
• S|W compares applications to the
approved candidate profile developed
in our searchable applicant database.
• S|W develops customized candidate
questionnaire & due diligence
questionnaire to provide to applicants
who most closely meet the candidate
profile.
• Top 10-15 candidates identified as
semi-finalists.
• Semi-Final Report is prepared,
including the brochure, master
applicant list, cover letter, resume and
completed questionnaire of candidates
to be considered.
• S|W and the City review and rate video
interviews.
• S|W sends links to City to review the
aggregate responses and ratings.
• Semi-finalists complete candidate
management style assessment,
responses are reviewed and interview
questions are developed.
• Recruitment Project Team Leader
meets with Mayor and City Council to
review recommended semi-finalists.
Mayor and City Council selects finalists
for on-site interviews.
2 - 3 Weeks
Task IV: Conducting Background Checks, Reference Checks and Academic Verifications
When the Mayor and City Council approves of a group of finalists for on-site interviews, S|W will begin
the process of conducting reference checks, background checks and academic verifications. A Confidential
Reference Report is prepared for each finalist to complete our understanding of his/her management and
leadership characteristics and professional work performance.
For the background checks, S|W will develop information on the candidates in the following areas:
• Consumer Credit • Bankruptcy
• City/County Criminal • State District Superior Court Criminal
• City/County Civil Litigation • State District Superior Court Civil Litigation
• Judgment/Tax Lien • Federal District Criminal
• Motor Vehicle • Federal District Civil Litigation
• Educational Verification
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 7
To ensure that our quality standards are maintained, we require a minimum of ten business days
between the time that you select the finalists for on-site interviews and when we submit the candidate
documentation for your final interview process.
Project Milestone Deliverables Estimated Duration
Design final process with City
Council for on-site interviews
with finalists.
• S|W confirms interviews with
candidates.
• Travel logistics are scheduled for the
candidates.
1 – 2 Days
Background checks, reference
checks and academic
verification.
• S|W completes background checks,
reference checks and academic
verifications for finalists.
2 Weeks
Task V: Final Interview Process
Upon completion of Task IV, we will work with you to develop the final interview process. We will
provide documentation on each of the finalists which will provide the highlights of their leadership /
management profile (Gap Analysis) as well as a summary of the results of the reference checks,
background checks and academic verifications. In addition, the Final Report will include guidelines for
interviewing the candidates, suggested interview questions and a candidate assessment process for your
interview panel(s).
The Recruitment Project Team Leader will be available during the final interview process to answer
questions about the candidates and, if requested, assist with the final evaluation of the candidates. In
addition, if the City requests the service, we will assist you with the development of a compensation
package and related employment considerations and assist with the negotiation of an employment
agreement.
Project Milestone Deliverables Estimated Duration
Final Report prepared and
delivered to City.
• Final Report is prepared, including
brochure, interview schedule, cover
letter, resume, candidate questionnaire,
suggested interview questions, candidate
assessment form and management style
probing questions.
1 Day
On-site interviews with finalists.
• Interviews are scheduled.
• Recruitment Project Team Leader
attends client interviews and is available
to participate during deliberations of
candidates.
1 – 2 Days
Offer made / accepted.
• If requested, S|W participates in
candidate employment agreement
negotiations.
• S|W notifies candidates of decision.
• S|W confirms final process close out
items with the City of Richfield.
1 – 2 Days
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 8
Strategy for Recruitment of Diverse Candidates
Our corporate core values and work environment reflect our broader social aspirations for a diverse
workforce, equal opportunity and cross-cultural respect. We have established strong and credible
networks with minority and female leaders nationwide. In addition, we are corporate members of the
National Forum for Black Public Administrators (NFBPA) and the Hispanic Network and are on their
National Corporate Advisory Council. We participate in their membership events on a regular basis.
To that end, we take responsibility for diversity in our organization, our recruitment strategy and our
candidate pools. In this recruitment, we will use our established networks to make direct and personal
contacts with prospective minority and female candidates and encourage them to consider the City of
Richfield’s City Manager position. Because of our performance record in presenting a diverse applicant
pool, these prospective candidates know they will be fairly considered in the process.
Springsted | Waters, is committed to ensuring equitable participation in our business and employment
opportunities without regard to race, color, religion, sex, national origin, age, disability, veteran status,
marital status or sexual orientation. As a leader in the executive recruitment industry, we take positive
actions to prevent and to remedy any discriminatory effects of business and employment practices.
Springsted | Waters is a WBE.
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 9
Timeline
Below is an estimated Timeline for the executive recruitment process. You will be asked during the first
on-site meeting to review and approve a Timeline for the recruitment project. It is our intent to conduct
the recruitment expeditiously, but not at the expense of finding high-quality candidates for you.
CITY OF RICHFIELD, MN
EXECUTIVE RECRUITMENT
PRELIMINARY TIMELINE
The following Timeline represents a preliminary schedule for your executive recruitment based on a commencement
date of July 11. Actual target dates will be developed in consultation with and approved by the Mayor and City
Council.
Project Milestone Deliverables Target Date
Profile development,
advertising and candidate
outreach.
• S|W completes on-site interviews to develop
candidate profile and recruitment brochure; the City
approves ad placement schedule and timeline.
• S|W sends draft recruitment brochure to the City.
• The City returns draft recruitment brochure (with
edits) to S|W.
• S|W commences executive recruitment advertising
and marketing.
• Online data collection and profile development.
July 11 – August 24
Applicant screening and
assessment and
recommendation of semi-
finalists.
• S|W commences formal review of applications and
sends most promising applicants a Candidate
Questionnaire to provide additional information
about background and experience. Candidates
complete recorded interview online.
• S|W completes formal review of applications and
sends selected resumes and questionnaire
responses to the City for review. Candidates’
recorded interviews are also presented.
• Semi-finalists complete candidate management
style assessment and responses are reviewed and
interview questions are developed.
• S|W meets with the City and recommends semi-
finalists; the City selects finalists for on-site
interviews.
August 27 –
September 11
Comprehensive background
check and reference checks
completed for finalists.
• S|W completes reference checks/background
checks/ academic verification on finalists. By September 26
On-site Interviews with
finalists.
• S|W sends documentation for finalists to the City.
• The City conducts on-site interviews with finalists. Week of October 1
Employment offer made /
accepted.
• The City extends employment offer to selected
candidate. Week of October 8
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 10
III. Proposed Costs
The all-inclusive professional fee to conduct the recruitment is provided below and includes the cost of
professional services by the Recruitment Project Team Leader, the project support staff and all project-
related expenses such as advertising, preparation of the recruitment brochure, printing, candidate
background, reference and academic verification checks and travel expenses for on-site visits. Travel
expenses incurred by candidates for on-site interviews with the client are not the responsibility of S|W
and are handled directly by the client organization.
The all-inclusive professional fee will be billed in four installments: 30% of the fee will be billed at
the beginning of the recruitment; 30% at the implementation of Phase I; 30% at the implementation of
Phase II; and 10% upon acceptance of an offer by the candidate. We are open to negotiate an alternative
payment schedule if selected for this recruitment.
All questions regarding the professional fees and project-related expenses should be directed to Sharon
Klumpp at sklumpp@springsted.com, (651) 223-3053.
PHASE DESCRIPTION OF PROFESSIONAL SERVICES FEES
Phase I
Task 1 – Candidate Profile Development/Advertising/Marketing
(includes one day on site by Recruitment Project Team Leader)
Task 2 – Identify Quality Candidates
Phase II
Task 3 – Screening of Applications and Submission of
Recommended Semi-Finalists to Client (includes one
day on site by the Recruitment Project Team Leader)
Task 4 – Reference Checks, Background Checks
and Academic Verifications
Phase III Task 5 – Final Process/On-Site Interviews with Finalists
(includes two days on site by Recruitment Project Team Leader)
Conclusion Acceptance of offer by candidate
TOTAL ALL-INCLUSIVE PROFESSIONAL FEE $21,500
OPTIONAL SERVICES FOR CONSIDERATION FEES
At the City’s option, S|W will conduct a web-based survey to determine key community-
wide issues and priorities that could be considered in the selection of a new City
Manager. This survey is completed by community leaders, citizens, and City employees
and would alter the project timeline.
$1,650
On rare occasions, S|W is asked to provide additional search services that are not
included in this scope of service or to provide more than three on-site visits to the City.
Additional work specifically requested by the City which is outside of the scope of this
project will be invoiced at the hourly rate of $220 plus expenses. S|W will submit a
written explanation of the additional services to be provided and the estimated hours that
will be required prior to commencing any additional services.
$220 per hour
plus expenses
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 11
Triple Guarantee
Our Triple Guarantee is defined as: (1) A commitment to remain with the recruitment assignment until
you have made an appointment for the fees and tasks quoted in this proposal. If you are unable to make a
selection from the initial group of finalists, S|W will work to identify a supplemental group until you find
a candidate to hire. (2) Your executive recruitment is guaranteed for 24 months against termination or
resignation for any reason. The replacement recruitment will be repeated with no additional professional
fee, but only for project-related expenses. Candidates appointed from within your organization do not
qualify for this guarantee. This guarantee is subject to further limitations and restrictions of your state
laws. (3) S|W will not directly solicit any candidates selected under this contract for any other position
while the candidate is employed with your organization.
IV. Firm Experience
References
City of Wayzata, Minnesota (Population 4,217)
The Honorable Ken Willcox, Mayor
952-473-0234
kenwillcox@wayzata.org
Project: Selection of City Manager (2016)
City of Cottage Grove, Minnesota (Population 35,399)
The Honorable Myron Bailey, Mayor
651-459-4734
myronbailey@aol.com
Project: Selection of City Manager (2015)
City of Brooklyn Park, Minnesota (Population 78,373)
Honorable Jeffrey Lunde, Mayor
763-242-1555
Jeffrey.Lunde@brooklynpark.org
Mr. Jay Stroebel, City Manager
763-493-8002
Jay.Stroebel@BrooklynPark.Org
Project: Selection of City Manager (2015)
City of Shakopee, Minnesota (Population 39,167)
Mr. William H. Reynolds, City Administrator
952-233-9311
breynolds@shakopeemn.gov
Project: Selection of City Administrator (2015) and
Assistant City Administrator (2016)
City of Mankato, Minnesota (Population 40,641)
Ms. Krista Amos, Human Resources Director
507-387-8691
kamos@mankatomn.gov
Projects: Selection of Deputy City Manager (2016)
City of Brooklyn Center, Minnesota (Population 30,712)
Mr. Curt Boganey, City Manager
763-569-3303
cboganey@ci.brooklyn-center.mn.us
Ms. Kelli Wick, Human Resources Director
763-569-3302
kwick@ci.brooklyn-center.mn.us
Project: Selection of Public Works/Engineer (2017),
Deputy City Manager (2016)
City of Circle Pines, Minnesota (Population 4,953)
Mayor David Bartholomay
763-785-2859
davidb@umn.edu
Project: Selection of City Administrator/General
Manager (2016)
City of Moorhead, Minnesota (Population 39,398)
Ms. Jill Wenger, Human Resources Director
218-299-5304
jill.wenger@ci.moorhead.mn.us
Ms. Christina M. Volkers, City Manager
218-299-5166
chris.volkers@ci.moorhead.mn.us
Project: Selection of Interim City Manager (2016)
and City Manager (2016)
City of Mounds View, Minnesota (Population 12,952)
Honorable Carol Mueller, Mayor
763-717-4006
carol.mueller@ci.mounds-view.mn.us
Project: Selection of City Administrator (2017)
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 12
City of Rochester, Minnesota (Population 110,742)
Ms. Linda Hillenbrand, Director of Human
Resources
507-328-2561
lhillenbrand@rochestermn.gov
Project: Selection of City Administrator (2017)
City of Orono, Minnesota (Population 8,009)
Honorable Dennis Walsh, Mayor
612-414-5055
dwalsh2@ci.orono.mn.us
Project: Selection of City Administrator (2017)
City of Belle Plaine, Minnesota (Population 6,838)
Honorable Christopher G. Meyer, Mayor
952-873-5553
cmeyer@ci.belleplaine.mn.us
Project: Selection of City Administrator (2018)
Experience
The following is a partial list of previous Executive Recruitments:
List of Administration Executive Recruitments: 2018 to Present
Year Client State Recruitment Population
2013 Alexandria MN City Administrator 11,580
2013 Bayport MN City Administrator 3,496
2013 Bellevue WI Village Administrator 14,570
2013 Burnsville MN City Manager 61,434
2013 Clinton NC City Manager 8,676
2013 East Grand Forks MN City Administrator 8,602
2013 International Falls MN City Administrator 6,357
2013 Irving TX City Manager 238,289
2013 Justin TX City Manager 3,333
2013 Manassas VA Director of Finance and Administration 41,705
2013 Montgomery MN City Administrator 2,933
2013 Moose Lake MN City Administrator 2,787
2013 Muskegon MI City Manager 37,213
2013 Newport News VA City Manager 179,611
2013 Norwood Young America MN City Administrator 3,583
2013 Raleigh NC City Manager 423,179
2013 Sherburn MN City Administrator 1,128
2013 Watertown MN City Administrator 4,239
2013 West Saint Paul MN City Manager 19,708
2014 Atlantic Beach FL City Manager 12,864
2014 Bloomington MN City Manager 86,319
2014 Boone NC Town Manager 17,774
2014 Cape Charles VA Town Manager 990
2014 Castle Rock CO Town Manager 53,063
2014 Eustis FL City Manager 19,214
2014 Hutchinson MN City Administrator 13,871
2014 Irving TX City Manager 238,289
2014 Lakeville MN City Administrator 58,562
2014 Lexington VA City Manager 6,998
2014 Midlothian TX City Manager 19,891
2014 Narberth Borough PA Borough Manager 4,295
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 13
List of Administration Executive Recruitments: 2018 to Present
Year Client State Recruitment Population
2014 Novi MI City Manager 123,099
2014 Oakdale MN City Administrator 27,780
2014 Springfield MN City Manager 2,114
2014 Township of Lower Merion PA Township Manager 59,850
2015 Bemidji MN City Manager 14,435
2015 Big Lake MN City Administrator 10,298
2015 Brooklyn Park MN City Manager 78,373
2015 Coon Rapids MN City Manager 62,103
2015 Cottage Grove MN City Manager 35,399
2015 Davidson NC Town Manager 11,750
2015 Diboll TX City Manager 5,323
2015 Golden Valley MN City Manager 20,845
2015 Grand Junction CO City Manager 59,778
2015 Kingsville TX City Manager 26,312
2015 Manassas VA Deputy City Manager 41,705
2015 Monument CO Town Manager 5,817
2015 Sachse TX City Manager 22,026
2015 Scandia MN City Administrator 3,936
2015 Shakopee MN City Administrator 39,167
2015 Socorro TX City Manager 32,517
2015 Virginia Beach VA City Manager 448,479
2015 Warrenton VA Town Manager 9,862
2015 West Jordan UT City Manager 110,077
2015 Westminster CO City Manager 109,169
2015 Williamsburg VA City Manager 15,206
2016 Brooklyn Center MN Deputy City Manager 30,712
2016 Cary NC Town Manager 151,088
2016 Charter Township of Kalamazoo MI Township Manager 20,918
2016 Christiansburg VA Town Manager 21,533
2016 Circle Pines MN City Administrator 4,953
2016 Commerce TX City Manager 8,276
2016 Crested Butte CO Town Manager 1,519
2016 Deerfield Beach FL Assistant City Manager 78,041
2016 Denton TX City Manager 123,099
2016 Dumfries VA Town Manager 5,168
2016 Fredericksburg VA City Manager 28,132
2016 Greensboro NC Assistant City Manager 279,639
2016 Hayden CO Town Manager 1,801
2016 Jersey Village TX City Manager 7,862
2016 Mankato MN Deputy City Manager 40,641
2016 Medford OR City Manager 77,677
2016 Mooresville NC Town Manager 34,887
2016 Moorhead MN City Manager 39,398
2016 Moose Lake MN City Administrator 2,787
2016 North Branch MN City Administrator 10,087
2016 Norwalk IA City Manager 9,639
2016 Roswell NM City Manager 48,611
2016 Shakopee MN Assistant City Administrator 39,167
2016 Virginia MN City Administrator 8,661
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 14
List of Administration Executive Recruitments: 2018 to Present
Year Client State Recruitment Population
2016 Warsaw VA Town Manager 1,498
2016 Wayzata MN City Manager 4,217
2016 Williamsburg VA Assistant City Manager 15,206
2017 Berthoud CO Town Administrator 5,807
2017 Christiansburg VA Town Manager 21,533
2017 Cloquet MN City Administrator 12,050
2017 Dickinson TX City Administrator 19,595
2017 El Dorado KS City Manager 12,852
2017 Glenview IL Village Manager 45,417
2017 Lake Havasu City AZ City Manager 53,743
2017 Littleton CO City Manager 44,275
2017 Manassas Park VA City Manager 16,149
2017 Manatee County FL County Administrator 342,106
2017 Morehead City NC City Manager 9,203
2017 Mounds View MN City Administrator 12,525
2017 Oldsmar FL City Manager 13,913
2017 Orono MN City Administrator 8,009
2017 Riviera Beach FL City Manager 33,263
2017 Rochester MN City Manager 110,742
2017 Township of Roxbury NJ Township Manager 23,324
2018 Addison TX City Manager 15,368
2018 Ashland OR City Administrator 21,636
2018 Avondale AZ City Manager 82,881
2018 Belle Plaine MN City Administrator 6,838
2018 Christiansburg VA Town Manager 21,533
2018 Dallas TX City Secretary 1,258,000
2018 Kingman AZ City Manager 29,029
2018 Maricopa AZ City Manager 46,903
2018 Shawnee KS City Manager 64,323
Current Asheville NC City Manager 89,121
Current Grand Rapids MI City Manager 192,294
V. Recruitment Project Team
Recruitment Project Team Leader
Ms. Sharon Klumpp, Senior Vice President
Direct Phone: (651) 223-3053
Email: sklumpp@springsted.com
Mr. Chuck Rohre, Executive Vice President
Direct Phone: (214) 466-2436
Email: crohre@springsted.com
Mr. Rollie Waters, Special Advisor
and Consultant
Direct Phone: (214) 466-2424
Email: rwaters@springsted.com
Mr. Art Davis, Senior Vice President
Direct Phone: (816) 868-7042
Email: adavis@springsted.com
Ms. Patricia Heminover, Senior Vice President
Direct Phone: (651) 223-3058
Email: pheminover@springsted.com
Ms. Michelle Lopez, Project Coordinator
Direct Phone: (651) 223-3041
Email: mlopez@springsted.com
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 15
Sharon G. Klumpp
Senior Vice President and Consultant
Sharon Klumpp is a Senior Vice President and Consultant with Springsted | Waters. Sharon has extensive
experience specializing in organizational and departmental studies, human resource management, and
executive search for public agencies. She also assists governing bodies and senior-level managers in the
development, execution and evaluation of strategic plans.
Sharon has extensive experience in serving government. She has served as Executive Director of
the Metropolitan Council, a seven-county regional planning agency for the Minneapolis-Saint Paul
metropolitan area, and as Associate Executive Director for the League of Minnesota Cities. Her
experience also includes serving as City Administrator in Oakdale, Minnesota and as Assistant City
Manager in both St. Louis Park, Minnesota and Saginaw, Michigan. Her private sector experience
includes serving as the chief administrative officer for the Minneapolis office of a major global
engineering and design firm.
Sharon also served as an adjunct instructor at Walden University, where she taught public administration
and organizational change in the University’s School of Management. She served two terms on the
Ramsey County Charter Commission and was chair for two years.
Professional Accomplishments and Education
Education
University of Kansas, Lawrence, Kansas
Masters of Public Administration
Miami University, Oxford, Ohio
Bachelor of Arts in Political Science
Affiliations
International City/County Management Association
International Public Management Association for
Human Resources
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 16
Charles A. (Chuck) Rohre
Executive Vice President/Manager of Executvie Recruitment and Consultant
Chuck Rohre is an Executive Vice President and the Manager of Springsted | Waters, the executive
recruitment practice of the Springsted Group. Based in Dallas, he is responsible for managing and
conducting executive recruitment engagements for the firm to insure their integrity, timeliness and
adherence to budget parameters. He also directs the professional and support staff of the executive
recruitment practice to ensure best practices, quality control and customer service. Chuck has more than
35 years of experience in managing and consulting in both the private and public sectors. He has served
as Police Chief and Director of Public Safety for North Texas municipalities with populations ranging
from 9,000 to 200,000 plus. Prior to beginning his consulting career, Mr. Rohre served for three years as
Police Chief of Plano, Texas.
Chuck joined the firm in January 2006 following a 13-year engagement with another nationally recognized
public-sector search firm where he managed the Texas and Southwestern operations. He has an extensive
and successful track record of completed recruitments across the nation, especially in Texas, Colorado,
Arizona, and the Midwestern states. He has led over 350 recruitment engagements in 24 states for key
executives such as City and Assistant City Managers, Police Chiefs, Fire Chiefs, Library Directors, Chief
Information Officers, City/County Attorneys, Parks & Recreation Directors, Finance Directors and Public
Works Directors, as well as Executive Directors of not for profit and quasigovernmental organizations.
The clients range from as small as 2,500 to as large as 1,300,000 in population. He has also conducted
management consulting assignments in a number of disciplines including public safety, career development
and strategic planning. He has written and presented training in a variety of subject areas including
personnel assessment, leadership and management skills, and career development for public sector
employees. He has earned the designation of Certified Behavior Analyst by TTI, Inc.
Areas of Expertise
• Executive Recruitment
• Background Investigations
• Behavioral Analysis
• Career Development
• Strategic Planning
• Organizational Assessment
Professional Accomplishments and Education
Chuck received his bachelor’s degree from the Dallas campus of Abilene Christian University and his
Master’s degree in Human Relations and Management from the same institution. He has completed
advanced management training at the Institute for Law Enforcement Administration in Plano and now
serves on its adjunct faculty and advisory board. Chuck completed the Federal Bureau of Investigation’s
prestigious LEEDS course at Quantico, Virginia. He is a veteran of the United States Army, serving in
the United States and the Republic of Vietnam.
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 17
Rollie Waters
Special Advisor and Consultant
Rollie Waters is a Special Advisor and Consultant to Springsted | Waters. Until the end of 2017, he served
as the Executive Vice President of Springsted | Waters, and now advises on selected assignments and
utilization of proprietary candidate assessment instruments. Since 1976, Rollie has been a management
consultant to private and public-sector clients. He has consulted with national and international clients in
the area of HR Management system design and strategic management. He has given various lectures and
seminars for organizations in the areas of compensation as it relates to performance management. He is
viewed on a national level as one of the foremost authorities in succession planning and performance
management system design for the public sector. He has spoken before such organizations as the
International City/County Managers Association, American Management Association, The Alliance for
Innovation, National Forum of Black Public Administrators, California Institute of Technology, the Texas
Municipal League (TML), and the International Personnel Management Association (IPMA-HR), among
others.
Rollie has been actively involved in the development of competency-based knowledge selection and
development tools over the past twenty years. He has been instrumental in ensuring the proprietary
profiles that he has designed to attract the right candidates that fit the client organization’s needs. Rollie
has been widely published in national journals and magazines focusing on human resource challenges.
Areas of Expertise
• Executive Recruitment
• Web-Based Compensation Support
• Management Development
• Competency-based Systems and
Development Systems
• Organizational Strategy
• Mentoring Programs
• Performance Management
• Succession Planning
Professional Accomplishments and Education
Rollie is a Strategic Partner with the International City/County Managers Association, International
Management Consultants and Alliance for Innovation, a member of the National Corporation Advisory
Council of the National Forum for Black Public Administrators, and numerous other professional groups.
Rollie has an extensive background in the behavioral sciences and strategic planning. He received his
MBA at Pepperdine University and his Bachelor of Science degree in Psychology from the University of
South Carolina. In addition, he is a Certified Management Consultant (CMC) awarded by the Institute of
Management Consultants USA.
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 18
Arthur (Art) Davis
Senior Vice President and Consultant
Arthur (Art) Davis is a Senior Vice President and Consultant with Springsted | Waters. Prior to joining
S|W, Art successfully launched and expanded his own company over the course of 10 years. Art
specializes in providing executive recruitment and organizational management consulting services for
cities, counties and nonprofits.
Prior to consulting, Art served as Associate Director for the Civic Council of Greater Kansas City, a
nonprofit, 501c4 membership organization comprised of CEOs representing some of the largest companies
in the region. One of his responsibilities during his tenure at the Civic Council was to organize efforts
to revitalize Downtown Kansas City, Missouri. Art coordinated a strategic and master planning process
involving hundreds of stakeholders, which resulted in the establishment of development of strategies,
solicitation of start-up funding and implementation of action plans – all contributing toward the successful
revitalization of Downtown Kansas City.
For nearly six years, Art served as City Administrator of Lee’s Summit, Missouri, a city recognized as the
“fastest growing” city in Missouri and the Greater Kansas City region at the time. Earlier positions of
responsibility include working for the cities of Lenexa, Kansas and Dallas, Texas, where he served as
Assistant to the Mayor of Dallas.
Areas of Expertise
• Executive Recruitment
• Leadership/Management Development
• Strategic Goal Setting & Strategic
Planning
• Organizational Assessment, Design &
Development
• Organization & Community Facilitation
Professional Accomplishments and Education
Art received his Bachelor of Arts degree in political science and public administration from William
Jewell College and his Masters of Public Administration from the University of Kansas.
He has led and participated in a wide variety of community initiatives and served on nonprofit boards
throughout his career. Art was presented with the L.P. Cookingham Award by the Greater Kansas City
Chapter of the American Society for Public Administration, recognizing his long-term and outstanding
contributions in the field of public administration.
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 19
Patricia (Patty) Heminover
Senior Vice President and Consultant
Patty Heminover is a Senior Vice President and Consultant with Springsted | Waters. She has 19 years
of public education experience. Prior to joining S|W she was a Client Representative for Springsted
Incorporated for seven years. She has also served as superintendent of South St. Paul Schools in South
St. Paul, Minnesota. Patty brings considerable experience identifying management talent, leading
organizational and process improvements, and developing and administering budgets.
Patty has facilitated discussions with legislators at the state level regarding education funding, securing
$1 Million of new funding for South St. Paul Schools. Her understanding of human resources and finance
and her experience working with governing boards comes from having served seven years as the South
St. Paul Schools’ Director of Human Resources and Finance, prior to serving as the district’s
superintendent. She also served for three years as the co-superintendent of schools for Cleveland Public
Schools in Cleveland, Minnesota, after working as its Director of Human Resources and Business
Services for six years.
Patty has received a School Finance Award, technology leadership awards and helped establish the first
K-12 International Baccalaureate School District in Minnesota.
Professional Accomplishments and Education
Education
Minnesota State University, Mankato, Minnesota
Masters of Education Administration
Minnesota State University, Mankato, Minnesota
Bachelor of Science in Consumer Science,
Business Administration
University of Saint Thomas, Saint Paul, Minnesota
Mini MBA Program, Human Resources
Management
Affiliations
Minnesota Association of School Administrators
American Association of School Administrators
Minnesota Association of School Business
Officials
River Heights Chamber of Commerce, Member
State Negotiators Association
Certifications
Human Resource Certificate, University of Saint
Thomas
Superintendents Licensure, State of Minnesota
Minnesota School Board Association
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 20
Michelle Lopez
Project Coordinator
Ms. Michelle Lopez is a Project Coordinator with Springsted | Waters, providing assistance in the
organizational management of executive recruitments. Her responsibilities include conducting research,
organizing work flow, coordinating information and resources, and assisting candidates and clients
throughout all phases of an executive recruitment.
Professional Accomplishments
Before joining the S|W team, Michelle was the Client Development Specialist for Springsted’s Public
Finance and Public Education Client Representatives where she handled marketing, research and client
outreach. Michelle has over ten years of experience supporting multiple departments, including human
resources at Target Headquarters in Minneapolis and University of Minnesota Fairvi ew.
Education
Michelle has an Associate in Arts, Liberal Arts degree from Minneapolis Community College,
Minneapolis, Minnesota.
APPENDIX I
Sample Brochure
1
About Rochester, Minnesota
Located in southeastern Minnesota along the south fork of the Zumbro River, the City of Rochester (est. pop. of 112,225)
encompasses a 55-square mile area, featuring an urban skyline at its core and farm fields at its edges. Consistently recognized
as one of the most livable cities in the United States, the City of Rochester was ranked nationally as “Best Place to Live” b y
Livability.com in 2016.
The third largest city in Minnesota, Rochester is home to the world-renowned Mayo Clinic and serves as host to 3 million visitors
each year, many of them receiving care at the Mayo Clinic. As the Destination Medical Center master plan is implemented ove r
the next 20 years, the City projects that its population will top 160,000 and that more than 35,000 new jobs will be generate d,
furthering Rochester’s position as an economic engine for the tri-state area.
Rochester is approximately 85 miles south of Minneapolis -Saint Paul, accessible by U.S. Highway 52. Air travel is available at the
Rochester International Airport, a non-hub primary airport located seven miles south of downtown Rochester, and at the
Minneapolis-Saint Paul International Airport, located 77 miles away.
The City of Rochester values diversity, partnerships, and an exceptional quality of life reflected in its recreation services , the arts,
and education. It has more than 3,500 acres of park land and more than 85 miles of paved, interconnected walking and biking
trails.
Rochester Public Schools enroll 16,300 students in 23 public primary and secondary schools. Multiple private school options are
also available. Rochester Community and Technical College is the oldest community college in Minnesota offering a variety of
associate degrees in the arts, science and applied science. Branches of Augsburg College, College of St. Scholastica, Winona
State University, and St. Mary's University are also in Rochester. Higher education opportunities are also available throug h the
University of Minnesota-Rochester, devoted to the health sciences, and the Mayo Medical School and Mayo Graduate School.
The City of Rochester, Minnesota is Seeking a
City Administrator
THE CITY OF ROCHESTER GOVERNMENT
The City of Rochester is governed under a charter adopted in 1904. Policy-making and legislative authority
are vested in the City Council, consisting of the Mayor, the Council President and six City Council members.
The City Council is responsible, among other things, for enacting ordinances, adopting the budget,
appointing committees, and hiring both the City Administrator and the City Attorney. The charter designates
the Mayor as the chief executive officer of the City with general supervision of all departments; however,
the City Administrator has been responsible for directing department operations for the last 40 years.
All members of the City Council are elected in even years, on a non-partisan basis, to four-year staggered
terms. Six of the City Council members are elected by ward. The Mayor and Council President are elected
at large.
Rochester provides a full range of services including police and fire protection; construction and
maintenance of streets and infrastructure; recreational facilities, library and cultural events; water, sewer,
electric, storm water management, public parking, mass transit and airport services. Rochester Public Utilities, Parks and Re creation, the Mayo Civic
Center, and the Library work with boards appointed by the Mayor and approved by the City Council to provide operational overs ight.
The City has embarked on a long-term development initiative to secure Rochester’s status as a global destination medical center. In partnership with
Olmsted County, and the State of Minnesota, the City is a major player in the Destination Medical Center (DMC) Corporation/Ec onomic Development
Agency (EDA), charged with the development and execution of a strategic business plan that addresses land use, transportation , infrastructure,
business development, marketing and operational strategies associated with a 20-year, $6 billion investment in the DMC. Development projects
scheduled in the next two years alone are estimated to have a value of over $700 million.
Rochester is an active participant in national and state legislative issues and in organizations including the National Leagu e of Cities, the U.S.
Conference of Mayors, the League of Minnesota Cities, and the Coalition of Greater Minnesota Cities.
The City of Rochester has consistently maintained a AAA credit rating from Standard and Poors, reflecting its strong overall budget position, financial
management, and reserve funds.
The City Administrator position requires a bachelor’s degree with major emphasis in government and /or business and ten years of progressive leadership
experience in a municipal or municipally-related governmental administrative capacity. A master’s degree in public administration, or a closely related field,
is desired. Relevant experience important to this position includes:
Familiarity with general and large-scale developments and an understanding of associated funding sources and internal financing;
Expertise in dealing with issues related to growth, including long-range operational forecasting and planning for infrastructure and public facilities im-
provements;
Proficiency in budgeting and long-range financial planning to ensure that City Council priorities are reflected in annual and long-range operating and
capital budgets;
Capability to guide organizations through major change;
Skill in collaborating within the organization and in partnering with other units of government;
Familiarity with intergovernmental and legislative processes;
Knowledgeable on best practices in planning for growth and economic development.;
Strategic planning experience;
Proven capacity to lead an experienced department head team; and
Understanding of the dynamics involved with leading an engaged workforce.
The City Administrator
3
LEADERSHIP OPPORTUNITIES
Managing growth and organizational growth. The City Administrator
will provide strategic leadership in planning for and responding to
rapid growth in Rochester’s business community and neighborhoods.
The City Administrator will cultivate a vision that sets Rochester apart
from other communities to attract individuals, families and members
of the community’s future workforce. The City Administrator will pro-
vide oversight in planning for the City’s physical growth and transpor-
tation needs ensuring the City’s capacity to meet increased opera-
tional demands.
Strategic finance management. The City Administrator will imple-
ment a multi-year budget process that takes a long-term view of pri-
orities and finite resources. Developing a sustainable approach to
financing infrastructure repairs and replacement and identifying non-
tax revenue sources are important long-term budgetary considera-
tions.
City Council support. Establishing credibility and trust with the City
Council is the bedrock of a successful City Council-City Administrator
relationship. The City Administrator will spend time getting to know
the Mayor and City Council members and understanding shared ex-
pectations. The City Administrator will help the City Council become
unified and as warranted, identify opportunities to study and review
governance policies.
First Class City, First Class Service. The City Administrator will have a
unique opportunity to build upon the organizational culture of First
Class City, First Class Service by inspiring, motivating, and empower-
ing employees at all levels of the organization to provide excellent
customer service, The City Administrator will set an organizational
tone that encourages innovation and tolerates an acceptable level of
risk. The administrator will lead in a manner that acknowledges the
ongoing, evolutionary changes occurring in the workplace and take
action to promote an engaged work environment that will result in
strong organizational performance.
Effective communication. With the increased visibility of DMC plan-
ning efforts and the growing complexity of the City organization, the
role of the City Administrator as an effective communicator takes on
new significance. Internal communication with employees and regu-
lar communication and outreach to citizens, the business communi-
ty, and other stakeholders, including media, will be important in
building relationships and sharing information about services, activi-
ties, and issues.
Assesses overall municipal operations. The City Administrator will
bring a fresh perspective to the City of Rochester. As the City Admin-
istrator becomes familiar with municipal operations, s/he will engage
department heads in discussions about opportunities and challenges
in their departments, ideas to achieve systematic efficiencies, and
the capacity of technology improvements to streamline operations.
Succession planning. The City has a dedicated and talented man-
agement team in place, many of whom have enjoyed long tenures
working for the City of Rochester. Working with the management
team, the City Administrator will plan for leadership transitions and
participate in discussions about the competencies and skills that
would benefit future leaders and strategies to train, develop, and
retain current employees. With the increasing diversity of the com-
munity, the City Administrator will actively support actions that
demonstrate inclusivity in hiring.
THE POSITION
This outstanding professional opportunity is available because of the
recently announced retirement of Stevan Kvenvold, who has held this
position for over 38 years. The City Administrator is responsible for
providing strategic leadership and direction for the overall City opera-
tion, carrying out the policies and ordinances of the City Council, and
coordinating the administrative functions and operations of various
City departments. The position oversees an organization-wide budget
of $236.5 million and a staff of approximately 850. The City Adminis-
trator directly supervises eight department heads and an assistant city
administrator and works in cooperation with department heads who
report to a board or commission.
Other major responsibilities include:
In collaboration with the City Council and Mayor, the City Adminis-
trator provides leadership and direction for strategic planning
purposes. This includes development and implementation of
short-and long-term goals, communication of the strategic plan to
the Council and City employees as well as ownership of key out-
comes.
Working under the direction of the Council, the City Administrator
develops and recommends policies, procedures, goals and objec-
tives vital to efficient and effective operations, which are in line
with the strategic plan.
Oversees and provides suggestions and recommendations related
to City involvement in the DMC.
Builds and maintains effective relationships with the citizens, key
stakeholders, Council members, department heads and employ-
ees; is politically adept in representing the City in civic affairs,
state and national organizations, and legislative initiatives.
In conjunction with the Mayor, Council and department heads,
recommends organizational financial guidelines and recommends
the City’s annual budget to the Mayor and City Council. Responsi-
ble for overseeing the preparation of operating and capital im-
provement budgets.
Responsible for the overall effective operation of the City organiza-
tion.
Makes hiring recommendations for City department heads and
serves as the executive leader of the department head team.
Attends all meetings of the City Council to report or discuss mat-
ters concerning City government activities; and
Performs duties as requested by the Mayor and City Council, in-
cluding but not limited to representing the interests of the City
before various organizations, agencies, partnerships, and collabo-
ratives.
4
COMPENSATION AND BENEFITS
The 2017 pay range established for the City Administrator position is
$152,852 to $218,360. In compliance with the Minnesota statutory salary
cap, compensation paid above $173,355 occurs in the form of deferred
vacation pay which is received when the employee leaves employment. The
City also offers competitive benefits and a relocation package.
APPLICATION AND SELECTION
PROCESS
Qualified candidates: please submit your cover letter and resume online at
https://waters-company.recruitmenthome.com. This position is open until
filled; however, interested applicants are strongly encouraged to apply no later
than April 28, 2017. On-site interviews will be offered to those candidates
named as finalists, with reference checks, background records checks,
including credit history, and academic and employment verifications
conducted after receiving candidates’ consent. For more information, please
contact Sharon Klumpp at sklumpp@springsted.com or by calling
651.223.3053 (office) or 651.270.6856 (mobile).
The City of Rochester is an Equal Opportunity Employer.
For more information about the City, please see their website at:
http://www.rochestermn.gov/
Springsted Incorporated
380 Jackson Street
Suite 300
Saint Paul, MN 55101
Phone: 651.223.3000
Fax: 651.223.3002
DESIRED CAPABILITIES
Forward thinking leader with a vision and fresh perspective;
looks beyond the status quo
Catalyst and change agent, creates a sense of urgency to get
things done and promotes collective problem-solving and ac-
tion
Outstanding people leadership skills, effectively coaches and
counsels others; provides feedback and takes an interest in
the development of future leaders
Supports creativity and innovation; encourages process im-
provements and technologies that create new efficiencies
Creates and maintains effective partnerships internally and
externally; adept at building consensus but understands when
to make a decision
Skilled negotiator with the best interests of the City at heart
and the ability to create win-win solutions
Accessible to the Mayor and City Council, engages the City
Council in policy-making, especially policies related to the City’s
projected growth and development
Dedicated to public service; demonstrates integrity, strong eth-
ics, and humility; builds credibility and earns the respect of
others
Self-assured and confident, has the ability to stand his/her
ground and to say no
Builds bridges between the City Council and staff, ensures an
alignment of policy and implementation
Focused on results; does not get caught up in politics or allow
small issues to blow past big long-term problems
Displays a collaborative management style and team-building
approach that taps into collective abilities of the department
head team; values every department as contributing to the
City’s quality of life
Holds departments accountable but does not micromanage
operations
Open-minded and fair; reliable, dependable and accountable
Will make a long-term commitment to the community and not
treat it as a stepping stone
Understands how to coach, develop, and effectively lead peo-
ple to ensure a strong organizational culture of employee en-
gagement
BCG Consulting Group, LLP • 5417 12th Ave S, Minneapolis, MN 55417 • www.bcgconsultinggroup.com
DATE: 22 June 2018
TO: Pam Dmytrenko
City of Richfield
FROM
Harry Brull
BCG Consulting Group
SUBJECT: City Manager Recruitment and Selection
Thank you for your interest in BCG Consulting Group services to help the City of Richfield recruit and select its
next City Manager. The attached proposal outlines a suggested process, timeline, and costs.
Please note that we have submitted a “Soup to Nuts” proposal. Any activity for which Hector wishes to assume
responsibility would reduce cost. We are totally open, once we mutually agree on a process, to a full partnership
where responsibility is shared.
BCG’s approach is based upon the premise that the challenge for the City at this level is selection - rather than
search. Candidates with executive-level public sector experience are easily located. The primary value of using
external professionals is ensuring the City incurs “no surprises.” Since 1978, when I conducted the process that
resulted in Tony Bouza becoming Minneapolis’ first outside police chief, we have assessed the capabilities of
over a thousand candidates for key municipal, county, state, and federal positions.
Recently, we have assisted the city of Brooklyn Center in their recruitment and selection processes for their Fire
Chief. We also have a long history of assisting virtually every municipality in the Twin Cities area in both
recruiting and evaluating capabilities of individuals in key positions. Please see list of references for these and
other similar projects.
Using BCG to assist Richfield for this process brings the following features and benefits:
Ability to gain an in-depth understanding of the job’s leadership requirements
Ability to accurately assess the capabilities of candidates
Experience with a wide range of organizations and positions.
Flexibility – working cooperatively with the City to allocate responsibility
Ability to actively involve the staff– assisting the new Director in effectively leading the staff.
Capability of objectively comparing internal and external candidate qualifications
I look forward to helping you and the city of Richfield. If you have any questions, please feel free to contact me
at 612.414.8998 or harry@BCGConsultingGroup.com.
MEMO
_____________________________________________________________________________________________________________________________________________________
City of Richfield, MN
Proposal for
Search, Recruitment, and Selection of
City Manager
22 June 2018
_____________________________________________________________________________________________________________________________________________________
SUBMITTED BY:
Harry Brull
Senior Partner
BCG Consulting Group
5417 12th Avenue South
Mpls., MN 55417
Direct: 612.414.8998
Harry@BCGConsultingGroup.com
Statement of Confidentiality:
This proposal and supporting materials contain trade secrets and proprietary business information of BCG Consulting Group.. This information
may be photocopied by New brighton for use in evaluating the project, but is not to be shared with other organizations, consultants, or vendors
without the express written permission of BCG Consulting Group..
Table of Contents
Background .........................................................................................................................................3
Approach and Methodology ...............................................................................................................5
Activity One: Job Analysis/ Determination of Position Requirements ........................................5
Activity Two: Recruitment ...........................................................................................................5
Activity Three: Screening .............................................................................................................5
Activity Four: Evaluation .............................................................................................................6
Activity Five: Finalist Assessment ...............................................................................................6
Activity Six: Six-Month Performance Review ............................................................................7
Division of Responsibility ..................................................................................................................7
Longevity Guarantee ...........................................................................................................................8
Time Frames .......................................................................................................................................9
Pricing ..............................................................................................................................................10
Project Staff……………………………………………………………………………………… 12
References .........................................................................................................................................13
Background
BCG Consulting Group LLP is a recently formed organization comprised of the Public Sector Division
of PDI Ninth House, a division of Korn Ferry. PDI Ninth House is a full-service
industrial/organizational psychology consulting firm headquartered in Minneapolis. BCG Consulting
Group’s expertise lies in the area of assessment and development of both individuals and organizations
in the public and non-profit domain. BCG Consulting group staff collectively have more than 75 years
experience evaluating the competence individuals occupying and applying for for managerial and
executive positions.
As leaders in the field of work-related assessment, we have developed a wide range of screening and
assessment tools designed to provide decision makers with accurate and powerful information regarding
the specific capabilities of each individual.
In the public and nonprofit arenas, our services to include the identification and notification of
candidates who meet the necessary qualifications and may have interest in the position. These “up-
front” services are designed to effectively recruit the largest possible pool of qualified applicants, giving
the hiring agency maximum choice in the subsequent selection process. BCG staff have conducted these
procedures for a wide variety of positions including:
• City Administrator
• County Administrator
• City Manager
• Human Resources Director
• Non-profit Executive director
• Police Chief
• Fire Chief
• Public Works Director
• School Superintendent
• School Principal
• Library of Congress Professional Positions
• Federal Trade Commission Professional Positions
• U. S. Postal Service Executive Positions
• City Clerk
• City Engineer
BCG Consulting Group is also a nationwide leader in the design and implementation of fair employment
practices. We are frequently called upon to design selection procedures under federal consent decrees
and U.S. Department of Justice auspices. We also have provided expert testimony in both state and
federal courts regarding race and gender fairness of selection procedures. Our assessment procedures
allow for the accurate comparison of both internal and external candidates.
All procedures and processes for this project conform to applicable state, federal, and professional
guidelines including EEO, Affirmative Action, Uniform Guidelines for Employee Selection, and
Minnesota Human Rights.
We also are nationwide experts in the design and training of employment interviews and interviewers. In
a recent police chief process for Bloomington, MN, we designed panel oral processes for a “blue-
ribbon” panel, a department head group, and a representative police department panel
. The following individuals will serve as key staff members and have had extensive experience in
recruitment and selection of top executive public sector positions.
• Harry Brull – Project Director
• Karen Gustafson – Project Principal
• Jane Coffey – Project Principal
Approach and Methodology
ACTIVITY ONE: JOB ANALYSIS/ DETERMINATION OF POSITION
REQUIREMENTS
BCG would conduct interviews with Richfield elected official officials, department heads, and staff to
determine the mix of skills and abilities required in the position. Input would be gathered from
leadership and staff through individual and group interviews. In addition, we would review relevant
documentation such as position descriptions, organizational charts, etc. This information would be
compiled into an updated position description and position profile, and become the basis for
advertisements and other recruiting literature. These documents would also include details such as
minimal qualifications, desired experience, and other factors relevant to recruitment and selection. As
experts in the process of job analysis, BCG would ensure that the resulting necessary qualifications meet
all legal guidelines and provide a blueprint against which to compare subsequent candidate
qualifications.
We estimate that this step could be completed within two weeks.
ACTIVITY TWO: RECRUITMENT
We would work with Richfield determine the scope of the recruitment (regional, state-wide, national,
etc.). During our conversations, BCG would determine the location and current job responsibilities of
individuals most likely to meet the position requirements. We would then designate a recruiting strategy
including relevant publications, broadcast letters, and a mechanism for nominations that would yield the
largest number of most qualified applicants for the position. We could coordinate a survey effort to
determine the competitiveness of the salary package if necessary. Based upon past experience, we
would anticipate that the combination of advertisement and specific letter writing would yield, at a
minimum, 25 qualified applicants for the position.
ACTIVITY THREE: SCREENING
Based upon the minimum qualifications and position profile, BCG would screen applications to
determine which individuals have the highest likelihood of meeting the position requirements. Based
upon the job requirements and position profile, BCG would design the following instruments and
procedures to conduct a first screen of resumes:
• Assessment of minimum qualifications - Resumes would be checked to ensure that all minimum
qualifications are met.
• Resume scoring form and decision rules - Based upon the position documentation, BCG would
design a process whereby resumes may be quantitatively evaluated and scored to yield groupings
of continuing candidates.
We would ensure that all procedures meet requirements for affirmative action, EEOC, and federal and
state law.
As part of this step, we would ensure that all candidates receive information regarding the following:
• Procedures to alert them of their continuing status in the process
• Conditions regarding confidentiality
• Selection process timetable
Given the projected numbers of individuals who may apply, we would recommend a follow-up
screening process that would involve mailing further requests for information to applicants. This will
allow more valid decisions regarding which individuals should achieve semi-finalist status. Such
requests for information may include:
• “Targeted” resumes⎯Response to specific questions regarding the scope and extent of their
experiences
• Responses to essay questions
• Documentation of specific accomplishments
Using this two-tier screening process, we would expect that the screening effort would require
approximately three to four weeks.
ACTIVITY FOUR: EVALUATION
Depending upon the qualifications of candidates, we would expect to present approximately six to eight
candidates for further selection procedures. Depending upon the wishes of the City, we would designate
a set of information-gathering procedures designed to produce more detailed information about this
smaller group of applicants. This set of techniques could likely include multiple interview panels. These
panels could consist of individuals from among the following stakeholder groups: - City leadership, City
department heads, employee representatives, professional peers, citizen representatives.
BCG’s services for these orals include:
• Design of interview questions and scoring criteria.
• Training/orientation of interview panels etc.
• Collation of results allowing confidentiality (and therefore greater integrity) of panel member
evaluations
BCG would compile information gathered in the form of confidential reports for each viable applicant
and submit them to the City for discussion and decisions regarding finalist status.
Depending upon the nature and extent of procedures used, this step would require approximately two
weeks.
ACTIVITY FIVE: FINALIST ASSESSMENT
At this point, BCG would coordinate extensive information gathering regarding the finalist candidates.
These procedures would make use of our professional expertise in the assessment of executive and
managerial assessment capability. These activities could include:
• In-depth appraisal – please see attached document for a description of the process.
• Primary and secondary reference checking
• Background press search
• Background Checks
At this point, the City Council could conduct interviews with finalist applicants. BCG Consulting will
supply a list of potential questions and provide a training/orientation session.
As requersted in the RFP, BCG would be able to assist in final negotiations after the organization has
made its hiring decision.
Based upon the procedures required, we estimate that this step could be accomplished in approximately
two weeks.
ACTIVITY SIX: SIX-MONTH PERFORMANCE REVIEW
As part of BCG’s responsibility, we would engineer a six-month performance review of the new
Director, which includes the following components:
• Input from the City leadership
• Input from key staff
• Input from other individuals
• Summary and collation of results
• Presentation of results to New Brighton leadership
• Face-to-face session with the new Director to discuss results
This process allows for early “course corrections” if needed, helping to ensure success for the individual
and New Brighton.
Division of Responsibility
As consultant to the City on this project, BCG Consulting Group is prepared to assume the following
responsibilities:
• Design of all job analysis and candidate evaluation procedures
• Provision to New Brighton of valid information regarding the knowledge, skills, and abilities of
each applicant
• Assistance in response to interested parties such as staff, the media, etc.
• Assistance in contract negotiations with chosen candidate
We see the City’s responsibility as follows:
• Approval of all documents and procedures
• Decision making or, at a minimum, approval of decisions regarding the status of any and all
individual applicants
• Securing of physical locations for job analysis sessions, interviews, assessment center activities,
etc.
Longevity Guarantee
If the individual selected through a BCG process leaves voluntarily during a two-year period or is
terminated for cause during the time period, BCG is prepared to replicate the search process with all
labor costs waived.
Time Frames
ACTIVITY WEEKS FROM PROJECT START
Activities 1-2: Job Analysis and Recruitment 1-4
Activity 3: Screening 5-7
Activity 4: Evaluation 7-9
Activity 5: Finalist Assessment 9-12
New Director Start Date 12+
Pricing for each Process
ACTIVITY PRICING
Activity One: Job Analysis/Position Requirements $3,000
Activity Two: Recruitment
• Consultation
• Implementation (design and mail ads, broadcast letters,
etc.)
$2,500
Activity Three: Screening
• Design
• Evaluation of candidates
$4,000
Activity Four: Evaluation
• Design and training of panel interviews
$6,000
Activity Five: Finalist Assessment
• In -depth appraisal (up to three candidates)
• Primary and secondary reference checking
• Computer press search
• Design and training of Council interview
$8,000
Activity Six: Six-month Review $2,000*
Project management $4,000
Labor subtotal (assuming no more than 3 finalists) $27,500
* Charge is waived if first five activities are utilized
Expenses
Out-of-pocket expenses such as consultant travel, advertising, telephone, etc., will be billed at cost;
estimates for each process are as follows:
• Advertising $350
• Telephone $100
• Candidate travel costs (depends upon the number, location, etc.)
Fee Payment Schedule:
BCG will submit monthly invoices for work performed and expenses incurred. A “hold-back”
percentage on the part of the City is acceptable.
Project Staff
The following individuals will serve as project staff:
Harold P. Brull – Project Director
Jane Coffey – Project Principal
Jessica Diaz – Project Associate
References
The following individuals can attest to the quality of BCG’s services for executive selection:
• City of Edina, MN
Scott Neal, City Manager
(952) 826-0401
• St. Louis County, Minnesota
Kevin Gray, County Administrator
218.726.2448
• City of Brooklyn Center
Curt Bogany, City Manager
(763) 569-3303
• Scott County, MN
Dave Unmacht, County Administrator (former)
(651) 281-1200
• Washington County, Minnesota
Molly O’Rourke , County Administrator
(651) 439-3220
• City of Tempe, AZ
Charlie Meyer (480) 350-8884
• City of Bloomington
Mark Bernhardson, City Manager (former)
612.386.6691
• City of Eden Prairie, MN
Nancy Tyra-Lukens, Mayor
(952)937-1898
• Montgomery County, Ohio
Deborah Feldman, County Administrator
(513) 225-4690
• City of Carlsbad, CA
Cheri Abbott, Human Resources Director
(760) 602.2496
• City of Golden Valley, Minnesota
Tim Cruikshank, City Manager
(763) 593-8002
• St. Louis County, MN
Kevin Gray, county Administrator
(218) 726-2448
• City of Rogers, Minnesota
Steve Stahmer, City Administrator
(763) 428-2253
• City of Lino Lakes, Minnesota
Dan Tesch, Acting City Administrator (former)
(651) 353-7818
• City of Saint Paul, Minnesota
Angie Nalezney, Human Resource Director
(651) 266-6515
• City of Minnetonka, Minnesota
David Childs, City Manager (former)
(775)303-5063
• City of Columbia Heights
Linda Magee, HR Manager
(763) 706-3609
• City of Fridley
Wally Wysopal, City Manager
(763)572-3506
• City of Oakdale
Craig Waldron, City Administrator (former)
(651) 523-2971
• City of Shoreview, Minnesota
Terry Schwerm, City Manager
(651) 490-4611
• City of St. Louis Park, Minnesota
Nancy Deno, Human Resources Manager
(952) 924-2500
• City of Blaine, Minnesota
Tom Ryan, Mayor
(763) 757-3390
• City of Hastings, Minnesota
Melanie Mesko Lee, City Administrator
(651) 437-4127
• Hopkins Schools, Minnesota
Dennis Dahlman, Personnel Director (former)
(612) 750-9780
• Edina Public Schools, Minnesota (former)
Ken Dragseth, Superintendent
(952) 848-4025
• Richfield Public Schools
Craig Holje, director of Human Resources and Administration
(612)798-6031
DATE: 22 June 2018
TO Pam Dmytrenko
City of Richfield
FROM: Harry Brull, BCG Consulting Group
SUBJECT: In-depth Assessment Process
Thank you for your interest in BCG Consulting Group’s services for the recruitment and selection of
your City Administrator. As part of this process, we offer our expertise in assessing candidate
capabilities.
This memo will describe our comprehensive assessment process and the specifics of each
component.
The overall process has three major components:
Preparatory work
The assessment process
Feedback
Each of these components will be explained in more detail below.
At the front end, preparatory work involves conversation the key stakeholder(s) of the position to
fully understand the requirements of the position and the challenges that will be faced. This process
also involves the review of documents such as job descriptions, etc.
The actual assessment process begins with candidates completing pre-work on-line. They then spend
the greater part of a day at a mutually agreed upon location. The day consists of an in-depth interview
with a psychologist, various tests and inventories, and simulations of the role.
Following the completion of the assessment process, feedback is provided to the organization in the
form of a written report and, if requested, verbal feedback. Candidates are also given the opportunity
to obtain complete feedback regarding their assessment performance.
Following is a description of the specific tools and procedures contained in the assessment process:
The instruments/tools used in the battery have been used or developed by PDI/BCG over the last
37 years. We have used them to measure the capabilities of more than 2.5 million individuals aspiring
to greater leadership roles. On the public sector side, we have used them for city manager, numerous
department head positions, fire chief, chief of police, and other key leadership positions.
A partial list of cities/counties for whom we have selected top executives in using this methodology
include:
Salida, CO
Tempe, AZ
Minneapolis, MN
MEMO
St. Paul, MN
Bloomington, MN
Scott County, MN
Dakota County, MN
Rochester, MN
Golden Valley, MN
St. Louis Park, MN
West Metro Fire District (New Hope/Crystal)
Los Angeles, CA
Minnetonka, MN
St. Louis County
Carlsbad, CA
Edina, MN
Metropolitan Airports Commission
Each of the components in the battery has been shown to have predictive value in terms of
management success. That is, there is direct evidence that higher performance on the measures
correlates with increased probability of effective performance in a managerial role. Research
conducted both by my colleagues here at BCG and in the profession show predictive validity over
time spans as long as 24 years.
Regarding the specific components:
The Interest & Experience Questionnaire form (IEQ) provides a backdrop and context of a
person’s history to help understand the other instruments.
The Ravens Test of Progressive Matrices is a measure of l reasoning which predicts the
following:
o Big-picture perspective
o Ability to see relationships between apparently dissimilar issues
o Ability to learn new information quickly
The Watson-Glaser Critical Thinking Appraisal is a measure of logic. Individuals scoring
highly are more adept at the following:
o Separating fact from inference
o Drawing logical conclusions from information
o Making logical and practical decisions
The Global Personality Inventory (GPI) is an omnibus measure that predicts the personal/
interpersonal/leadership components of managerial positions. The scales of the GPI
represent specific attributes in the following areas:
o Thinking
o Planning and execution
o Facilitating leadership
o Derailing leadership
o Interpersonal
o Motivation
o Self-management
o Individual work orientation
o Collective work orientation
The choice of simulations is driven by the position itself and results of the preparatory conversations.
For many positions, some mix of the following is usually chosen:
In-basket exercise
Meeting with a difficult subordinate
The in-depth interview lasts approximately 1.5 hours and obtains highly predictive information from
candidates regarding situations they have faced professionally and their response to them.
All scores in the management assessment process are compared to our management norm group of
over 1.5 million individuals. The original scores and corresponding percentages are as follows:
Top 10 percent: 5
Next 20 percent: 4
Middle 40 percent: 3
Below average 20 percent: 2
Bottom 10 percent: 1
I hope this helps clarify the rationale behind the process and the attributes it measures. If you have
any further questions, please feel free to contact me at (612) 414-8998 or
harry@bcgconsultinggroup.com.
www.carterbaldwin.com
Presented by:
Chris Guiney, Partner
June 29, 2018
www.carterbaldwin.com
Search Done Better TM
Assisting City of Richfield
with the Search for a City
Manager
www.carterbaldwin.com
Overall Approach for Achieving City of Richfield Objectives
of the Search
Our approach will be a customized,consultative and transparent search with clear accountability and an unmatched
commitment to find an exceptional City Manager candidate for City of Richfield.We are obsessed with serving our clients
and back that up with a performance oriented search model and a one-year guarantee.Every part of our process is built
to maximize speed,quality and the likelihood of a predictable outcome.We strive to make the process simple to
understand for search committees.We establish a timeline,key milestones,and predictable outcomes all while
maintaining complete transparency and maximum collaboration with the search committee.
We will outline an extensive and frequent communication plan accompanied by a search project timeline that ensures we
focus on a successful result in the timeframe you desire.Our experience has afforded us the opportunity to design an
innovative,highly engineered,and proprietary 27 step executive search process.Every step in our process is adaptable and
can be adjusted to serve the specific needs and requirements of the City of Richfield –a differentiator we call “flexpertise.”
This commitment to process and partnership is the reason that our clients are enthusiastic references.
If selected to partner with the City of Richfield on this important search,we will:
Build a Timeline
We begin with the end in mind,identifying a date for the Committee to vote and appoint the City Manager.Our search
timeline (See Appendix A)is one of the steps of our process and a critical guiding factor in a successful CEO search.One of
our most significant differentiators is our focus on hitting milestones.We engage in frequent,transparent and consistent
discussions with our clients and share this timeline of activities and events to guide the search to a predictable and timely
conclusion.
Finding the next City Manager for the City of Richfield requires extensive collaboration with the Search Committee.As part
of our timeline,we will incorporate regular status discussions between the Search Committee,Chris Guiney and the
CarterBaldwin team on both a scheduled and ad-hoc basis at the convenience of the Search Committee.These discussions
cannot be understated or undervalued as it builds trust,allows for clarity and reinforces commitments as well as enabling
candid,constructive and timely feedback.
www.carterbaldwin.com
Develop a Profile
Creating the right City Manager profile is a critical component of the search.The profile is a document that helps readers
understand a clear picture of the ideal candidate including experiential,leadership and personal/cultural criteria.It also
serves as an excellent opportunity to describe to the marketplace the vision that the City of Richfield has for the future and
the exciting opportunities accompanying that vision.Recognizing how important a first impression to the marketplace is,
we design a more compelling role profile to share with sources and candidates.
Combining a thorough description of competencies required of the future leader with additional feedback on the City staff,
it’s culture,history,current state,strategic objectives,etc.,we will develop a market-facing City Manager leadership
profile,key selection criteria,and candidate evaluation templates.To develop the profile and assessment tools,we seek to
meet and interview each of the search committee members as well as selected stakeholders important to the City of
Richfield using a structured interview process (See Appendix B for sample interview questions)to develop a thorough and
comprehensive portrait of the requirements for the next City Manager.These interviews offer a more accurate picture of
the most important search criteria from each Committee Member’s perspective as well as establishing trust in the process
and transparency with the search partner.
We also suggest the Search Committee consider allowing interviews with select senior City staff and other non-municipal
external stakeholders if those discussions can offer key insight into the opportunity.These interviews will differ in
structure than the Committee interviews but still allow for a current state perspective as well as a general operating
overview to consider.While the focus should not be on the past,i.e.seeking a ‘replacement’to the outgoing City
Manager,feedback from the Committee,key staff and stakeholders will add tremendous value to understanding the
current culture as well as potentially identifying challenges and opportunities facing the City of Richfield in the future.
All of these interviews will produce data to be collected,analyzed and interpreted with the highest level of confidentiality
afforded to each individual interviewee.The end result will be a highly unique,graphically appealing,and externally
compelling role specification and job description document that is finalized with approval from the Search Committee.
This graphic profile is a reflection of the City of Richfield and an opportunity to market the organization to a very large
audience.
Overall Approach for Achieving City of Richfield Objectives
of the Search (Continued)
www.carterbaldwin.com
Source Qualified Candidates
CarterBaldwin has a dedicated
research team as well as a unique
database of prospective candidates.
Candidates who -because of positions
they hold,boards on which they
serve,committees they contribute to
and/or other compelling factors -may
be both qualified for and interested in
the position.Most often we are
engaging with passive candidates not
actively seeking a position;in fact,
they are frequently satisfied and fully
involved in their current position,
successfully leading their current
organizations and unaware of the
opportunity.We invite prospective
candidates into a confidential
conversation that allows them to
explore the role without being
exposed.The result is a
comprehensive candidate pool from
which to build an interview slate.
The exploratory meetings with Directors and other key stakeholders will help in defining a “target universe”of candidates,
municipalities,other like organizations and roles where we should search.The list of prospective candidates is 100%accessible and
available to the City of Richfield search committee,providing transparency and the opportunity to participate in the identification of
individuals and organizations of interest.
Overall Approach for Achieving the City of Richfield
Objectives of the Search (Continued)
Best
Athlete
Muni/State/Fed
National
Cities
*MN City
Officials
Best Athlete
►Finding outside the
box thinkers who
team and lead well.
Municipal /Federal / State
MN City Officials
►National city search of
similar or aspirational
ojectives
►Similar demographic
►Midwestern
culture/values
National City Search
►Examining leaders in a
variety of environments
who align with the
future of the City
►Exploring other MN cities
with similar vision,
demographic, etc.
Example
www.carterbaldwin.com
Source Qualified Candidates (Continued)
Internal Candidate Consideration
Our sourcing efforts are inclusive of
internal candidates.Should any
request consideration,they will be
subject to the exact same process as
any external candidate.Internal
candidates who are initially evaluated
and selected to move through the
interview process will continue to be
assessed using the same criteria and
interview timeline as external
candidates.However,for any internal
candidates disqualified,we offer a
highly customized internal candidate
assessment,development plan and
coaching session.
We will arrange a personal 1:1
feedback session with a disqualified
internal candidate allowing her/him
the opportunity to understand the
decision to not move forward with
their candidacy and what key
development areas exist to allow for
personal and professional
opportunities in the future.
The City of Richfield Human Resources will have access to CarterBaldwin’s internal candidate assessment,external
Predictive Index Assessment and development plans allowing a unique opportunity to help coach the internal candidate
on how best to grow for consideration on future succession opportunities.
►Identify any
internal City of
Richfield
candidates
through formal
channels
►Exercise process
requirements
accordingly
►Enter common
interview process
►Develop internal
candidate
analysis and/or
development plan
►Debrief Board on
assessment
results,
succession
planning, and
organizational
observations
►Conduct debriefs
of assessment
reports
►Conduct 1:1
feedback
sessions with
internal
candidates
►Follow-up with
Board and City of
Richfield HR
regarding results
of feedback
►Provide
development and
coaching for
selected
candidate(s)
Evaluate Internal
Candidates
Advise Board, CEO
& HR Leadership
Provide Feedback &
Follow-up
Overall Approach for Achieving City of Richfield Objectives
of the Search (Continued)
www.carterbaldwin.com
Develop the Long List
Potential City of Richfield City Manager long list candidates are sourced and identified by our research team and search strategy
process.Our team engages in highly targeted and exhaustive outreach campaign to develop a slate of qualified and interested
candidates.CarterBaldwin will conduct scores of interviews to determine culture fit,motivation and viability as well as
gathering data on career trajectory and chronology,core leadership competencies,personal considerations and other relevant
feedback.
Ultimately,our outreach,interviews and assessments allows us,in collaboration with the City of Richfield Search Committee,to
filter candidates who are a very strong potential fit.This long list is typically 10 to 12 candidates who will be interviewed to
determine who moves forward.
This stage of the search is
extremely important as it is
designed to not only attract
candidates,but also to
deliver a compelling market
message that will resonate to
all those contacted.
Overall Approach for Achieving City of Richfield Objectives
of the Search (Continued)
www.carterbaldwin.com
Develop the Short List (Semi-Finalists)
Chris Guiney will conduct highly customized and rigorous
in-person evaluations,ranging from two to three hours in
duration,with the most qualified and intriguing long list
candidates.
These interviews will drill deep into the key selection and
success criteria determined to be most important for the
next City of Richfield CEO and seek to understand
experiential,leadership and cultural fit,also known as our
3 Dimensional Methodology -a highly customized and
proprietary CarterBaldwin assessment methodology.
Additionally,these interviews will reveal in-depth
biographical information,core values,motivations,
professional ethics,strategic orientation,vision and
mission,personal principles,family considerations,
compensation data,communication style,and other
unique traits,experiences or circumstances relevant to
the CEO position.
Data driven assessment criteria tools (example at right)
and our exclusive Predictive Index Behavioral
Assessment™will be utilized in delivering a detailed
evaluation of the long list candidates to the search
committee.Per the timeline,CarterBaldwin will present
each of these candidates to the City of Richfield search
committee for consideration.The result of this discussion
will be a short list of typically three to five candidates to
be interviewed by the search committee.
Overall Approach for Achieving City of Richfield Objectives
of the Search (Continued)
www.carterbaldwin.com
Develop Finalists
Once short list candidates are scheduled
to interview with the Search Committee,
Chris Guiney will moderate the interview
process with the Committee and ensure
they are fully prepared to interview each
candidate,including preparing detailed
assessments,and information packages
(examples to the right).Assessments will
include the Predictive Index Behavioral
Assessment™-a highly scientific and
extremely insightful analysis of leadership
types and workplace behaviors (See
Appendix C).
Following these interviews,Chris Guiney
will moderate an in-depth discussion with
the Committee to determine the top
candidates.These will be the finalists.
Each finalist will be scheduled to meet in
person with the Board of Directors to
present both structured and unstructured
comments.Prior to finalist presentations,
CarterBaldwin will present an in-depth
candidate report on each finalist.
Upon completion of these finalist
presentations,Chris will assist as needed
in facilitating the selection of the next
City Manager.
Overall Approach for Achieving City of Richfield Objectives
of the Search (Continued)
www.carterbaldwin.com
Execute Due Diligence
Before a candidate is identified as a semi-finalist,CarterBaldwin verifies academic credentials,criminal history,financial
background,and conducts an in-depth internet search to investigate any publicly available controversy.Once the finalist is
identified,the second round of due diligence occurs.Our recommended process is for the organization to select a minimum of
six to eight references to be interviewed.The references provide insight on the finalist’s strengths,weaknesses,EQ,IQ,risk
tolerance,strategic vision,motivations,and personal idiosyncrasies that impact leadership performance.Additional background
investigations may proceed by City of Richfield,according to its hiring practices and policies.
Assist Negotiation &Offer Process
CarterBaldwin establishes early ground rules with the finalist selection regarding compensation on the City of Richfield’s behalf.
If there is a reasonable financial package that they would accept or reject,we make certain the committee has an
understanding of the finalist’s expectations,helping to ensure acceptance of an offer not dependent on remuneration.We also
encourage clients to compensate leadership in a way that does not allow personal financial pressure to be an additional weight
upon one who is already taking on a weighty position.
Guide Successful Transition and Onboarding
Our commitment to the City of Richfield goes beyond search efforts to help ensure a successful transition and onboarding
experience for the successful CEO candidate.We will conduct an interview with the new CEO at three months,six months,
twelve months,and after hire date.The interview sessions will help gather important feedback from the CEO to assist both the
CEO and Board in helping to align personal and professional goals for a smooth and impactful start to the new CEO’s career at
City of Richfield.These interviews will also help identify development opportunities for the Board to consider as it counsels the
CEO in their first year.
Overall Approach for Achieving City of Richfield Objectives
of the Search (Continued)
www.carterbaldwin.com
Finish Well &Remain a Friend
Upon placement and start of your new City Manager,CarterBaldwin will assist in crafting a press release or provide samples that
can be helpful.As the search progresses,it is as important to close doors with the same level of professionalism with which they
were opened.Only one candidate will be appointed City Manager,but the search will touch hundreds of people.Giving
disappointing news is never easy,but giving it timely and professionally allows for positive relationships and expanded access for
future work and needs.It is critical that both CarterBaldwin and the City of Richfield communicate in a manner that accrues
esteem in the eyes of the people who have engaged in the search process.
CarterBaldwin continues to remain close to our clients even after a search is complete.In addition to staying connected to the
Search Committee,Board of Directors and newly appointed Chief Executive Officer,we also look for ways to further the interests
and mission of our client.Examples include an introduction to potential board members,hosting a Board event and assisting with
board governance or other leadership advisory opportunities.
Distinguishing Characteristics of our Approach
Overall Approach for Achieving City of Richfield Objectives
of the Search (Continued)
www.carterbaldwin.com
Chris Guiney, Partner
Tatum Preston, Research
Consultant
Stephanie Surrell,
Research Assistant
Chris Hornsby, Consultant
Michelle Jones,
Candidate Travel &
Scheduling
Beth Miller, Search
Coordinator
Chris Guiney, Partner and Practice Leader, would serve as CB’s team leader working directly with the City search committee (SC) and leading the CB search
team. He would lead and be actively engaged in all aspects of the search including serving as the primary contact with the SC, overseeing research, guiding
recruiting, and performing numerous in-depth interviews and assessments of each candidate. He will also lead all candidate interaction and compensation
negotiations with the finalist. Post-hire, Chris will work with city officials and your new City Manager through on-boarding and integration..
Chris Hornsby, Consultant would have the role of engaging with a broad number of prospective candidates identified by the research team, answering
questions and creating interest on the part of those who may be qualified but not yet considering the role. Chris would also conduct an initial in-depth
interview to understand biographical information, career development and accomplishments, and motivation to consider the role. Candidates that make it
past Chris will move through an intensive interview process with Chris Guiney.
Tatum Preston, Research Consultant, with guidance from Chris Guiney, would collaborate with Chris Hornsby in designing a strategy to identify the most
qualified candidates then conduct targeted research to identify prospective candidates, most of whom would not be actively seeking new opportunities.
Beth Miller,Search Coordinator,would lead all search logistics and details including design of a graphic profile for the position,and assisting the
CarterBaldwin team and candidates with the logistics of interviewing and submitting the relevant materials for our database and for the City of Richfield.
Stephanie Surrell,Research Assistant,would conduct the background check and due diligence research associated with confirming a candidate’s academic
credentials and any publicly available controversy.
Michelle Jones,Candidate Travel and Scheduling Coordinator,would assist candidates with booking all necessary flights,hotel,car rentals,expense
reimbursements,and any other logistics associated with interviewing for the position.
Role of CarterBaldwin Team Members for City of Richfield
www.carterbaldwin.com
Chris Guiney is a Partner with CarterBaldwin and leads the firms infrastructure practice.Chris’clients include scores of
clients in the public and private sector.For nearly 30 years,Chris has assisted infrastructure clients across the country
with executive search,succession planning,executive effectiveness,strategy and organizational design services.
Previously,Chris has led global executive search firms and has founded and led his own executive search and leadership
consulting firm –The Guiney Group,LLC –where he developed a groundbreaking executive assessment process –3D
Methodology.Earlier in his career,Chris served as the Coordinating Partner for the North American infrastructure
consulting practice at Ernst &Young LLP,and the National Managing Director of KPMG’s North American and
infrastructure practice.
Chris graduated from State University of New York,at Oneonta with a B.A.degree in Psychology.He teaches graduate
courses on a variety of topics including executive leadership skills and executive relationship development as a guest
lecturer at the University of Georgia Terry College of Business,and Emory University’s Goizueta Business School.
Chris is active in the local community,serving on the Boards of ToolBank USA and the Cystic Fibrosis Foundation.Chris
is the Founder and Executive Chairman of ShamRockin’for a Cure,a national charitable benefit serving the Cystic
Fibrosis Foundation.Living in Atlanta for more than 25 years,Chris spends his time with his 3 sons,attending North
Point Community Church,and coaching youth and high school sports.
Chris
Guiney
Partner
Practice Leader –
Infrastructure
www.carterbaldwin.com
O 678.448.0017
M 770.335.2427
cguiney@carterbaldwin.com
www.carterbaldwin.com
City of Richfield CEO Search Leader
www.carterbaldwin.com
Infrastructure and non-profit
WVPA Chief Executive Officer
Cobb EMC Chief Executive Officer
Old Dominion Electric
Cooperative Chief Executive Officer
EnergyUnited Chief Operating Officer
Blue Ridge EMC Chief Operating Officer
NineStar Connect C-level (confidential)
San Antonio Water
System
Chief Information Officer
Puerto Rico Electric
Power Authority Chief Executive Officer
JEA SVP, Administration
Duke Energy SVP, Construction
SVP,M&A
Energy Future
Holdings Chief Financial Officer
NextEra Energy SVP, Renewables
Tennessee Valley
Authority VP, Strategic Initiatives
PacifiCorp
Bermuda Electric
SVP, Customer
Chief Executive Officer
Xenergy Chief Nuclear Officer
Comverge Chief Executive Officer
Tendril
Chief Marketing Officer
SVP, Engineering
Alevo
Chief Communications Officer
Chief Marketing Officer
RES Americas President
Atlantic Wind
Connection Chief Executive Officer
GridLiance
Chief Financial Officer
SVP, Business Development
Optisense Chief Executive Officer
ABB President
GE Digital Energy Chief Marketing Officer
Siemens Energy
President, Electric Network
Solutions
Black & Veatch Managing Partner, Smart Grid
Scott Madden Utility Consultant(s)
Income Electrix Chief Executive Officer
Balfour Betty
Infrastructure Chief Executive Officer
Who We Work With
Representative clients –A sample of Infrastructure searches led by Chris Guiney
Practice Areas
www.carterbaldwin.com
Many search consultants
"choose" a practice area
based on revenue goals.
We've taken a different
path… letting our practice
areas choose us.
Each of our practice areas
has grown from our partners'
unique experience and
background in and around the
sector. Rather than having to
learn a client or market, we
bring deep experience which
creates deep alignment.
Who We Work With (Continued)
www.carterbaldwin.com
Who We Work With (Continued)
Representative non-profit clients
Practice Areas
We have the great privilege of
adapting our corporate search
process to the complex world
of non-profits.
The results are evidenced by
the fact that every single
client is a strong positive
reference.
www.carterbaldwin.com
Jay Bartlett
Chief Executive Officer
Wabash Valley Power Authority
Jay_Bartlett@wvpa.com
Jim Turner
Chief Executive Officer
Indiana Fiber Network
jturner@ifncom.net
Doug Johnson
Chief Executive Officer
Blue Ridge EMC
djohnson@blueridgeemc.com
Ed Crowell
Board Director
Cobb EMC
edward.crowell@cobbemc.com
Mike Burrow
Chief Executive Officer
Ninestar Connect
Board Director, Indiana Fiber Network
mburrow@ninestarconnect.com
John Lee
Chief Executive Officer
Mecklenburg EMC
Board Director
Old Dominion Electric Cooperative
jlee@meckelec.org
Brad Kitchens
Chief Executive Officer
Scott Madden & Associates
sbkitchens@scottmadden.com
Wayne Wilkins
Chief Executive Officer
Energy United
wayne.wilkins@energyunited.com
References
www.carterbaldwin.com
Quote for Search Services
Our fees are typically one-third of the annual compensation of the City Manager you hire.The first third of our fee is due upon
acceptance of the search;the second third will be due once CarterBaldwin has presented a minimum of at least three (3)
candidates acceptable for in-person interviews and the final third for the remaining balance will be due upon the acceptance of
an offer by the selected candidate.Additionally,we bill for direct search expenses –all of which are detailed in our attached fee
agreement below.Our search agreement with the City of Richfield (Sample below)incudes a 1-year Guarantee.
PERSONAL & CONFIDENTIAL
Pam Dmytrenko
Asst. City Manager/HR Mgr.
City of Richfield
Address
City, State, Zip code
Dear Pam:
We are pleased and enthusiastic about the opportunity to represent the City of Richfield in the identification and selection of a City Manager. We sincerely appreciate the
trust and confidence that you have placed in CarterBaldwin by engaging us on this project. We will begin work once we have received a signed copy of this agreement.
CarterBaldwin’s professional service fee is one-third of the annual total cash compensation for the executive for which we will conduct a search. The estimated first years’
compensation for this role is $xxx,xxx, Thirty three percent of this total would reflect a fee of $xxx,xxx. This will be invoiced in three separate installments, in the amount of
$xx,xxx. The first invoice will be mailed upon initiation of this agreement; the second invoice will be due once CarterBaldwin has presented a slate of at least three (3)
candidates to interview to the City of Richfield, and the final invoice will be due upon the acceptance of The City of Richfield’s offer by a candidate for the City Manager
position.
In addition to our professional service fee, we will also invoice any expenses related to our search activities. These invoices will include out-of-pocket expenses incurred on
your behalf plus the recovery of indirect support costs, which are billed at eight percent of our professional services fee. Payment of our professional services fee and
expenses is not contingent upon the hiring of one of our candidates and we ask that you pay our invoices upon receipt.
In reference to targeting any specific municipalities, institutions or organizations, we welcome your suggestions as to which you feel may be likely sources. Similarly, please
advise us if there are individuals that you would prefer us not to contact. Throughout the course of a search, our clients o ften become aware of potential candidates
through their own sources or referrals. We ask that you refer such candidates to us for interviewing and appraisal, along with those whom we have developed. We will
evaluate them as we would any other candidate, and we consider such interviews to be a normal part of our consulting activity on your behalf. Likewise, should any internal
candidates emerge during the search process, we will interview and evaluate them as well.
Agreement continued on next slide
www.carterbaldwin.com
Agreement continued:
This search may be cancelled or closed with no further obligation, before the presentation of three (3) candidates, by notifying us in writing and paying the second third of
the fee. If for any reason the search is cancelled or closed after the presentation of three (3) candidates, the full estimated fee plus expenses would become due and
payable. A search will be considered ‘closed’ if we are specifically asked to suspend our activities for a period of 30 days or longer. If any additional candidates presented by
CarterBaldwin the City of Richfield are subsequently hired, City of Richfield agrees to pay CarterBaldwin’s fee of one-third of the first year’s projected total cash
compensation for each candidate so hired. Once engaged and for a period of one year after the date of our most recent/final invoice to CEC, we agree to neither directly nor
indirectly recruit employees of the City of Richfield, without prior written approval from the City of Richfield.
In the event a CarterBaldwin candidate is terminated for cause during the first twelve months of employment,and we are notified in writing within five (5)days of
termination,we will provide a replacement at no additional cost,other than any expenses associated with continuing the search.
We are excited to work with you and the City of Richfield search committee on this project. We look forward to a timely and successful conclusion of this search, and will
begin executing once we have received the signed document via email to cguiney@carterbaldwin.com.
Sincerely,
Chris Guiney
Partner
AGREED TO AND ACCEPTED BY:
Please acknowledge your receipt and acceptance of this letter by signing and returning the enclosed copy to me. Upon acceptance of this engagement, you may neither
advertise nor use a competing organization on the same engagement during the period of our involvement. Unnecessary duplication puts all parties in a potentially
embarrassing situation and may result in the downgrading of the position in the eyes of potential candidates.
_______________________________________________________
Name Date
_______________________________________________________
Signature Title
Quote for Search Services (Continued)
www.carterbaldwin.com
Appendix A -Search Timeline (Example)
Our highly
engineered and
milestone based
process is a
differentiator of our
firm. Speed, quality
and a successful
outcome is what
we’re known for and
also a part of our
core values -our
reputation depends
on it.
We will work closely
with the City of
Richfield to develop
a timeline that
offers transparency,
accountability and
results at every step.
We measure our
performance on it.
KEPCo CEO Search Timeline - Example
March 12, 2018 Search officially launched with signed agreement and site visit confirmed to KEPCo
March 20, 2018 CB meets on-site with KEPCo SC for kick-off, overview discussion, timeline review; project initiation phase complete
March 23, 2018 Finalize search timeline with KEPCo SC; Director, other stakeholder interviews scheduled
March 26 - March 30, 2018 Conduct KEPCo Board and stakeholder interviews
April 2 - June 1, 2018 CB initiates recruiting calls, engages internal candidates, and conducts formal interviews
April 9, 2018 CEO profile draft and selection criteria submitted to KEPCo SC for edits and approval
April 13, 2018 KEPCo provides final edits/approval to profile
April 16, 2018 CEO Profile to be published and market communication / press release / advertising initiated
April 17, 2018 Discussion with KEPCo SC: interview feedback, selection criteria, search strategy; project planning phase complete
Date(s) TBD KEPCo Internal candidate assessments conducted*
April 9 - June 1, 2018 CB travels to conduct in-person interviews and prepares candidate information packages for KEPCo SC
June 11, 2018 CB & KEPCo meet to review long list, internal candidates*; determine interview slate, BC/SC meeting logistics
June 12 - June 15, 2018 CB schedules all semi-finalist candidate travel arrangements for KEPCo SC interviews
June 18 - June 22, 2018 CB conducts semi-finalist interviews and Predictive Index analyses
June 25 - June 26, 2018 KEPCo SC search conducts interviews with semi-finalists
June 27, 2018 CB & KEPCo meet in-person to review semi-finalist interviews and select finalists for Board presentation, set date for
presentation, format and Board voting process
June 28 - June 29, 2018 CB schedules all finalist candidate travel arrangements for KEPCo Board presentations
July 9 - July 10, 2018 Finalist presentations to KEPCo Board
July 11, 2018 KEPCo Board meeting and vote to select new CEO
July 11, 2018 CB & KEPCo Board Chair meet to discuss offer strategy, communication plan, timing.
July 31, 2018 Press release/public announcement made in coordination with selected CEO's approval
TBD 90 day CEO onboarding review; meetings with CEO, Board Chair
TBD 6 Month CEO onboarding review and 360; meeting with CEO, Board Chair, stakeholders
TBD 1 Year CEO onboarding review; meeting with CEO, Board Chair
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Introduction/Overview
•What is the specific strategy behind the City of Richfield’s intent to serve the residents/constituents and accommodate
growth/change?
•Please describe the City’s view on the changing context of the City issues and what the implications may be for the requirements of
the next City Manager.
•From your perspective,How is the City of Richfield currently positioned and where does it need to be in 5 years?What are the
most critical long-term objectives for the City?
•Broadly define what it will take to be successful as City Manager and the most essential skills needed to succeed going forward.
•Please reflect on the past,specifically on prior City Manager tenure and service.
•What successes where achieved under previous leadership?
•What were considered to be notable strengths?
•Conversely what skills/attributes was the former City Manager missing that you would like to see in the next leader?
•Please outline the objectives and incentive parameters that the new City Manager should expect (Including success thresholds and
other objectives).
Appendix B -Sample Search Committee
Interview Questions
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Competencies /Breadth of Experience
•What career experiences should someone have had to be successful in the new City Manager role?Which are the 2 to 3 most
critical competencies and experiences?Why?(citing specific examples,if possible)
•Please comment on the following experience sets and their importance for the new City Manager to demonstrate in order to be
successful in the role:
•Financial acumen (ie.Grants,budgeting,etc.)
•Operating experience
•Strategic experience (setting direction for the future)
•Staff leadership
•Resident service experience
•Community,state and other municipal relations
•What would cause a person to derail,under perform,or actually fail in the role?
•Where is the biggest gap today -i.e.,which of the must-have skills for the role are the least present and hardest to find?
•Are there Internal executives at the City of Richfield that should be considered and as such should be assessed and benchmarked
against external candidates as possible candidates for the City Manager role?
Appendix B -Sample Search Committee
Interview Questions (Continued)
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Leadership /Personal Characteristics
•What personal characteristics are most important for the City Manager?
•Are there specific behavioural styles that work or do not work with the City and community leadership?
•Are there particular styles of leadership that you have seen to be:
•More successful in this role?(cite specific examples)
•Less successful in this role?(cite specific examples)
•Beyond the non-negotiables (integrity,ethics,transparency,communication,etc.),is there a set of leadership values that this
person will be expected to embody within the culture of the City of Richfield?
•Talk about the top team at the City of Richfield.
•What does the succession plan look like for the executive team?Rate the level of talent that the new City Manager will
inherit?How much work will he/she have to do to get the team to where it needs to be,individually and collectively?
•Are there any roadblocks or major gaps you can see to the new City Manager’s leadership of this group?
•What have we missed?
Appendix B -Sample Search Committee
Interview Questions (Continued)
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Appendix C –Predictive Index Behavioral
Assessment (See additional Appendix Attachment)
The Predictive Index Behavioral Assessment™ is
scientifically validated and used in an array of industries
across the globe. With nearly 500 criterion-related
validity studies and more than 22 million assessments
completed, the PI Behavioral Assessment™ has
consistently supported the relationship of behavior to
important leadership and workplace outcomes such as
tenure, turnover, sales, and customer satisfaction.
Through a unique blend of scientific assessments, groundbreaking software,
top-notch management workshops, and professional consulting from the
world's best workplace behavior experts, The Predictive Index helps overcome
the most complex business challenges. At CarterBaldwin, we are certified PI
consultants able to assist in applying objective and targeted data.
The Predictive Index assessments and recommended practices comply with The Equal Employment Opportunity Commission
(EEOC), Uniform Guidelines on Employee Selection Procedures (1978), American Psychological Association (APA), Society for
Industrial and Organizational Psychology (SIOP), and International Test Commission (ITC).
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Appendix D -History and Background of
CarterBaldwin
Overview
CarterBaldwin is a retained executive search firm managed by a partnership team with more than 80 years of combined experience.As
a top 35 search firm (among 6,000 firms in North America),CarterBaldwin is focused on being a better solution for our clients than
large,institutional search firms.
We focus solely on search and have an operating platform,team and culture that yields outstanding,reliable outcomes for our clients.
Unencumbered by the off-limits restrictions of most other search firms,but with sufficient scale to bring real muscle to our search
projects,CarterBaldwin is a fresh,progressive and high-performance search firm.
Experience
•Our firm was founded in 2001.Our partners are each deeply experienced search professionals with and we have completed over
1,000 successful projects,most of them for Chief Executive Officers,Presidents,Officers and VP.
•65%of our firm’s search work is corporate,Chief Executive Officers and the executive teams that lead companies generally sized
from $100M -$5B in revenue.
•35%of our work is in the nonprofit and academic sectors,with about 80%of that having a mission that is overt in its Christian
expression.
•Our practice leaders average over 20 years of executive search experience and work with the world’s most prominent organizations.
Size
In selecting an executive search firm,size is very relevant.Too large could constrict the candidate pool because the search firm's clients
are "off-limits."Large firms can also put sales pressure on partners,focusing them on winning business vs.executing searches.
Too small undermines key infrastructure,process and "muscle"to put behind searches.A committed partner without sufficient
research and recruiting support will look for the easy way out and is a formula for missed client expectations.
At CarterBaldwin,we manage our firm's size to make us better.While we're in the top 1%of retained search firms by size,our partner
team is focused on delivering great search outcomes,and we have the resources behind them to deliver excellence,on time and on
budget.We are different by design,sustained by our relationships,obsessed with successful outcomes and guided by our core values
(See Appendix E).
www.carterbaldwin.com
Process
We've built and honed an engineered search process that is tested and effective.Search is a people business,so there is plenty of "art"
to what we do …But in addition,we're devoted to proven process and metrics.The result is a more predictable and reliable outcome
for our clients and candidates.
We train hard,are accountable and have a continuous improvement mentality.We measure results and try to beat our records on
speed and quality.
Performance Retainer
We win when our clients win.As such,we've adopted a performance-based retainer that requires us to hit key deliverable milestones.
Most search firms require fees to be paid long before the conclusion of the engagement.Not ours.Having our financial success tied to
our client's success makes us a better firm.We do not stop or earn our fee until our client has a successful outcome.
Team
Our team is comprised of experienced,focused search professionals who share a passion for excellence.We offer a better
environment,better support and a better opportunity for success.
Every search is led by a Partner that is directly accountable and a dedicated 5-person team.Our teams are measured by key milestone
goals leveraged to drive quality,speed and transparency
Search done right is hard work,requiring curiosity,tenacity and a "never rest"mentality.People content with "good"don't like it at
CarterBaldwin.
We expect a lot from our team because our clients expect a lot from us.In return,we strive to make CarterBaldwin a better place to
work.We cultivate a fun,collaborative,team-oriented,and heavily performance-driven culture.This yields better outcomes for our
clients and candidates.
Appendix D -History and Background of
CarterBaldwin (Continued)
www.carterbaldwin.com
Candidate Approach
In executive search the "product"is people …candidates.We constantly hear from candidates that they do not feel well
treated or respected by many search firms.We have a different approach.We believe candidates are both human and our
core "product."
We are obsessed with successful outcomes.This means we work hard to ensure our clients and our candidates are thrilled
with the choices they make far beyond the start date.Transition and onboarding counseling,leadership development,
internal candidate assessment and development,and experiential,cultural and leadership fit analysis are all a part of what
we do to ensure the outcome our clients and candidates seek.
A core value of our firm is to treat candidates the way we would want to be treated.We work hard to communicate
candidly,openly,and honestly with candidates throughout and after a search.Not surprisingly,a significant number of our
new clients come from executives we treated well when they were candidates on one of our searches …even when they
didn't get the job.We consistently hear,"You guys treated me better."
CarterBaldwin values diverse points of view and is committed to inclusiveness in hiring our own employees and those of
our clients.We operate our business with the highest ethical standards and abide by all applicable laws.
Appendix D -History and Background of
CarterBaldwin (Continued)
www.carterbaldwin.com
Appendix E -Our Core Values
We are constantly looking for solutions versus excuses. We look
for ways to lift each other up, especially when faced with
challenges. Because energy is contagious, we try to be a source of
positive energy for each other, always. Our work is serious but
we do not take ourselves too seriously. Our differences, properly
understood, produce camaraderie. Achieving great results gives
us the right to be light-hearted.
Time is a limited resource for everyone. For that reason we
strive to be incredibly respectful of everyone's time, both
inside and outside the company. Speed is a hallmark of our
delivery to the client. There is a time to work to be
professional and intentional. Being careful with time at work
allows us to enjoy time away from work. We are anti-
crastinators and look for ways to complete tasks early. We
strive for chronological compression, squeezing out the
empty, unfruitful spaces between tasks.
We are Positive People
Time is Precious
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Results matter! We are focused on the outcomes achieved,
not on the effort or the time. Our clients hire us to execute
difficult searches, and we do what it takes to give them a
great outcome. Because we are focused on results, we don't
pass the buck. When faced with challenges, CarterBaldwin
and its people adapt and overcome as the path to success.
Both CarterBaldwin and the client have to win. We see
challenging searches as an opportunity to innovate.
100% trust means that 100% of the time we can count on
each other to tell the truth, to never withhold relevant
information and to have each others' best interest at heart.
This allows each of us to spend zero effort in guarding our
individual best interest. We are ridiculously honest in the
best interests of the other person and the company. There
is a great chasm between 99% trust and 100% trust that we
work every day to keep from opening.
We are Serious About Results
We Strive for 100% Trust
Appendix E -Our Core Values (Continued)