07-10-2018 Work Session AgendaSPECIAL CITY COUNCIL WORKSESSION
RICHFIELD MUNICIPAL CENTER, BARTHOLOMEW ROOM
J U LY 10, 2018
5:45 PM
Call to order
Government Alliance on Race and Equity (CARE) update
City Manager recruitment discussion
Adjournment
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 5, 2018
Council Memorandum No. 47
The Honorable Mayor
and
Members of the City Council
Subject: Government Alliance on Race and Equity (CARE) Update
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A staff team of nine members are participating in this year's Government Alliance on
Race and Equity (CARE) Introductory Cohort. The 2018 cohort is comprised of teams
from several other cities, including Minnetonka, Roseville, Northfield, Rochester and
Eagan as well as teams from Hennepin County Library and the League of MN Cities.
At the July 10 City Council work session the team, known as Richfield CAREs
(Community Alliance for Racial Equity), will present our racial equity statement
(attached), an update on the training and work that has taken place and to come in
2018, and share some individual takeaways.
Please contact Pam Dmytrenko, Assistant City Manager/HR Manager, or Jared Voto,
Executive Aide/Analyst with any questions.
Respectfully submitted,
Steven L. Devich
City Manager
SLD:jjv
Attachment
Email: Assistant City Manager
Department Directors
CITY OF RICHFIELD, MINNESOTA
Office of City Manager
July 5, 2018
Council Memorandum No. 48
The Honorable Mayor
and
Members of the City Council
Subject: Executive Search Firm Proposals
10TOW iT•1IIJI [a11101=
Attached are the submitted proposals from six executive search firms who are
interested in working with the Richfield City Council on the City Manager search
process:
• The Mercer Group, Inc.
• HueLife
• DDA Human Resources Inc.
• Springsted/Waters
• BCG Consulting Group
• CarterBaldwin
Staff contacted the first five firms listed based on information provided by the League of
Minnesota Cities. These firms all conduct searches for municipalities in Minnesota and
are well known in this region. The last firm, CarterBaldwin, is a search consulting firm
with a focus on private organizations and non -profits.
It is anticipated that the City Council will discuss the proposals at its July 10, 2018, work
session and identify the firms it wants to invite in for a more detailed discussion and
opportunity to ask specific questions.
Respectull submitted,
.n
Steven L. Devich
City Manager
SLD:pd
Attachments
Email: Assistant City Manager
Department Directors
City of Richfield
Minnesota
Proposal for Executive
Search Services for
City Manager
June 22, 2018
1 13 The Mercer Group, Inc.
Consultants To Management
The Mercer Group, Inc,
Cansallanls To Mariagemeat
2119 Lake Augusta Drive
Mendota Heights, MN55120
612-581-9972
E-mail: jf miller@outlookxom
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
ElThe Merger Group. Inc.
Consultants is Manageme►it
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. Obiectives
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.)
• 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.
rel
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:
PositionAnalysis......................................................................................................
$ 3,000
OutreachCampaign..................................................................................................
3,000
ResumeReview.........................................................................................................
4,000
CandidateScreening.................................................................................................
4,000
Background Investigation..........................................................................................
3,000
InterviewProcess.......................................................................................................
1,000
Negotiation and Follow-up.....................................................................................
1,000
TOTALFEE................................................................................................$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:
PositionAnalysis......................................................................................................
$ 3,000
OutreachCampaign..................................................................................................
3,000
ResumeReview.........................................................................................................
4,000
CandidateScreening.................................................................................................
4,000
TOTALFEE................................................................................................$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.
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 Oualifications
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.
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.
ATTEST:
CITY OF RICHFIELD,
MINNESOTA
I
THE MERCER GROUP, INC.
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
j francis(d,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 4' St. SE
South St. Paul, MN 55075
651-451-1831
KLandglevander.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(d),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(d),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
gtourvilleninvergrovehei_hg ts.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&lo ig s 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.j!ov
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
dosber ,cityofea ag n.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(& i ohnscreekga.uov
Mr. Brian Dalke, City Manager
City of Goodyear; population 65,275
190 Litchfield Road
Goodyear, AZ 85338
623-882-7051
Brian.da1keA2oodyearaz.i!ov
W.
Ms. Wynette Reed, Deputy City Manager
City of Goodyear
190 Litchfield Road
Goodyear, AZ 85338
623-882-7058
Wynette.reed(&2oodyearaz.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(a),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(&Vinalcountyaz.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.beehanA mail.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(aoakridgetn.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
mayorhatleynn-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(a,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(ctakomap arkmd.gov
20.
FOREST LAKE,
MINNESOTA
Forest Lake
fay GOOD AS IT SOUNDS
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.
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.
W
�V.
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.
Forest Lake
AS GOOD AS IT SOUNDS
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
iLmiller@outlook.com
M
The Mercer Group, Inc.
Consultants To Management
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 #7001 St. Louis Park, MN 554161
651.338.2533 i rich ardfursman@gmaiI.corn
Pr o u d to be a
Vet er an
Owned &
Operated
Business
rhuefife
Table of Contents
Cover Letter
Page
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 1
hue life
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 2
rhue.we
Introduction
Statement of The City of Richfield is reviewing options in preparation for the
Understanding 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.
Firm Experience Founded by Jim Brimeyer in 1991, Brimeyer Fursman, LLC (now
Brief history HueLife) is headquartered in the Twin Cities of Minnesota. Current
company president, Dr. Richard Fursman has undertaken scores of
Founded 1991 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.
Current City The firm is currently engaged in searching for a new City
Executive Search Administrators for the Cities of Little Canada, MN and Ada, MN.
Engagements
Similar Searches Some of the more recent executive level searches include the cities
2011-2018 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.
Richfield City Manager Search Page 3
hue.we
Search Approach 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 the
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.
Scope of Services
Summary (Executive
Search)
Phase II •
Place announcements
Recruitment of .
Direct recruiting program
Best Candidates .
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 •
Coordinate candidates' interviews
Interview .
Prepare schedule, questions, review sheets
Preparations and .
Monitor interviews and facilitate candidate
Event
review session
•
Develop compensation package
•
Assist with negotiations
•
Reference checks - credential verification -
credit report - criminal and civil records
checks
Optional Services
Phase IV •
Onboarding: Socialization process to assist
Onboarding
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.
Richfield City Manager Search Page 4
hue life
Detailed Plan of Action Steps and Services Provided by Huelife
Phase I Each search process begins with a careful assessment of the
Organization Assessment 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.
Employee
& Citizen Engagement
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 offorums and individual interviews.
Richfield City Manager Search Page 5
Coma
Establishing and A successful search has a thorough definition and agreement by the
Evaluating Expectations 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.
Organizational Review An organizational review and City Manager search should be a
Coordinated with Manager coordinated process whose elements happen together. The
Search 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 "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.
Position Profile -
We will pay considerable attention to establishing organizational
Recruiting Platform
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.
k=
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.
Richfield City Manager Search Page 6
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PHASE II The Position Profile serves as the primary recruitment tool as a
Develop and means of identifying the scope of the position and highlighting the
Implement an unique characteristics and qualities of the community. Once the
Approved Recruitment Profile is approved, we will prepare and conduct a comprehensive
Plan program to contact candidates and determine sources of
candidates.
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
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.
Accept and Huelife will take responsibility for accepting and collecting
Acknowledge applications and acknowledgments. We will maintain transparency
Applications 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.
Review Resumes and
Screen Candidates
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.
Richfield City Manager Search Page 7
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Assessment Tools
We use a variety of techniques to "discover" the candidates who will
Cover letter & resume review
have the greatest chance of success. Research shows that past
Short essays on topics related
performance is the greatest indicator of future success. We spend a
to the position
great deal of time reviewing the accomplishments and lessons
Writing samples
learned on mistakes with each candidate. Additionally, we profile
Summary of accomplishments
management styles and capabilities of each candidate through
Insights management profile
testing and interviews.
One-on-one interviews
360 Degree Reference Review
, Huelife is authorized to administer the
Full Credit Report
Credential Check
Insights Discovery Personality
Discovery
Personal Profile profile System. The results will cover
Criminal Check
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
Progress Report individuals to present to the Mayor and City Council. We will
TOP 10-12 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.
Richfield City Manager Search Page 8
PHASE III Coordinate
and Conduct Final
Interviews
Reference and
Credential Checks
Final Interview and
Selection Process
OMAN
360 Review: Prior to the interviews, we will conduct discreet
reference checks on thefinalist 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.
Council/Panel Before the interview process begins, we will review all protocols
Interview Preparation and discuss the motivational forces guiding your interpretation 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
Selection 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.
Richfield City Manager Search Page 9
rhue.we
Negotiating Huelife, will take great care that the City of Richfield secures
Compensation Package 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.
Additional Support If requested by the City, Huelife, will act as a spokesperson with the
Services 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.
Phase IV Onboarding is a process focused on the integration of new senior-
Onboarding - Preparing level managers into an organization. The goal is to prepare
for change 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.
j Items covered include effective communication, setting
expectations, clarification of roles and responsibilities, a review of
the culture and other norms.
FOLLOW UP If requested by the Mayor and City Council, we will assist in
conducting a performance evaluation of the selected City Manager
Performance Review 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.
Richfield City Manager Search Page 10
Principles Assigned to Your Search
Richard will be the lead
consultant on the project
and will be involved in all
aspects of the search.
ithue.we
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.
Richfield City Manager Search Page 11
hue life
Guarantee 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.
Sample Time Table
The sample time table is to
provide a conceptual
framework. HueLife will work
with the City to develop the
schedule.
Authorization to proceed
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
Survey sent to council and staff
Profile Data Collection (with interviews of Council,
Community, Staff)
Approve Position Profile
Start Recruitment
Deadline for Applications
Screen and Review Candidates
Progress Report/Select Finalists
Reference and Credential Checks
Interviews
Start of New Manager
Onboarding Session with New Manager and Council
July 2018
July
July
July/August
August
September
2 weeks
September
September
October
November
At start
Richfield City Manager Search Page 12
rhuefife
Search Fei
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
Phase II Recruit and Screen Candidates
• Place Announcements
• Direct Recruiting, Send Profiles $6,000
• 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.
Phase III Interviews $5,250
• 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
Expenses: Typical expenses include copies and supplies, position advertising (League Not to
Web Sites, ICMA, Minnesota City Managers Association, Linked -IN - Mileage and Exceed
Management Profiles. $3,500
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.
Richfield City Manager Search Page 13
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Phase Ilia, Background Checks (This is done before the interview) $675 per Candidate
• Reference checks
• Credential verification
• Credit Report
• Criminal Background Report
Phase IV: Additional services after the Manager is hired $950
Onboarding: If the council desires, we will facilitate onboarding of the new + mileage and
Manager to help clarify roles, expectations and reveal important practices of the copies
operation. This is done with the council and staff and is planned during the first
week or two the Manager is on the job.
Phase V: Manager Review: This is completed approximately 6 months after $950
start of employment + 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
Huelife
Mayor Pat Elliott
City of Richfield, Minnesota
Date
Date
Richfield City Manager Search Page 14
'jhue life
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@bloomingtommn.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 15
2018
2018
2018
2017
2017
2017
2017
2017
2016
2016
2016
2016
2016
2015
2015
2015
2015
2015
2014
2014
2014
2014
2014
2013
2013
2013
2013
2013
2013
2013
2012
2012
2012
2012
Sampling of EXECUTIVE SEARCH
HISTORY 6/2012-2018
City of Bloomington
City of Bloomington
City of Grimes
City of Spencer
City of Otsego
City of Sandstone
City of Chaska
City of Bayport
City of Clinton
Three Rivers Park District
City of Rosemount
City of Minnetonka
City of Bloomington
City of Ottumwa
City of Minnetonka
City of Apple Valley
City of Woodbury
City of Worthington
City of Stillwater
City of Victoria
City of Victoria
City of Independence
City of Waukee
City of Arlington
City of Centerville
City of Charles City
Borough of Petersburg
City of St. Louis Park
Lincoln Pipestone Rural
Water
Wabasha County
City of Apple Valley
City of Eagan
City of Eagan
City of Eagan
Community Development Dir
Golf Course Manager
City Administrator
City Administrator
Park and Recreation Dir
Citv Administrator
Special Counsel
City Administrator
H R Director
City Administrator
Building Official
Public Works Director
Building Official
City Administrator
Citv Administrator
Communitv Dev. Director
Chief of Police
City Administrator
City Administrator
City Administrator
Chief of Police
Fire Chief
CEO
County Administrator
Chief of Police
City Administrator
Finance Director
Director of Public Works
MN
MN
IA
IA
MN
MN
MN
MN
IA
MN
MN
MN
MN
IA
MN
MN
MN
MN
MN
MN
MN
IA
IA
MN
IA
IA
AK
MN
MN
MN
MN
MN
MN
MN
� hue. file
87,000
87,000
15,000
11,500
15,000
2,700
25,000
3,500
27,000
Millions
25,000
51,000
87,000
25,000
51,000
50,000
68,000
13,000
18,500
8,000
8,000
6,000
16,000
2,233
5,500
7,700
3,273
45,000
4,250
21,482
50,000
64,200
64,200
64,200
Richfield City Manager Search Page 16
ICMA Publications / PM Magazine / July 2014�
Onboarding a New Hire
Doing it right from the get-ga
41.
a
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.,
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
interviewed in-depth five managers during the first 10 months at their newjob 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
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) ._ow breakdown
"Mary Van Milli¢en said it 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 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 and
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.
-7 -
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COMMUNITY_ .; ril
DEVELOPMENT
is. All,
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DIRECTOR
4'1
BLOOMINGTON, MINNESOTA
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
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and innovation. The successful ham10
candidate will bring not only
technical skill and knowledge in
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the areas of development, code
enforcement, and planning, but
most importantly the emotional - N i�M1b
intelligence, leadership qualities
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and cooperative team skills
necessary to advance the City's
vision of a High Performing
Organization.
CITY OF
—ABLOOM ING TON
MINNESOTA
BLOOM I NGTONMN.gov
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
ni
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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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.
1
I
ABOUT THE COMMUNITY
DEVELOPMENT
DEPARTMENT
STAFFING
Bloomington's Community Development
Department has an authorized staff of 78
full-time employees working in the followin€
seven divisions:
• Administration
• Assessing
• Building Inspections
• Environmental Health
• Housing & Redevelopment Authority
• Planning
• Port Authority
BUDGET
For 2oi8, 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.
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.
Normandale Penn/ South
Lake American Loop
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.
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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, 2o18. Interviews are anticipated to be
held the week of February 5, 2018.
BLOOM INGTONMN.90V
CITY OF
BLOOMINGTON
MINNESOTA
Human A Resources, Inc.
a David Dtown Associates Company
June 25, 2018
Ms. Pam Dmytrenko
City of Richfield
6700 Portland Avenue
Richfield, MN 55423
Dear Mr. Dmytrenko,
St. Bonifacius Office:
4796 Merganser Drive
St. Bonifacius, MN 55375
(612) 920-3320 x111 1 fax: (612) 605-2375
liza@daviddrown.com
www.ddahumanresources.com
Sent via email only
Thank you for the opportunity to submit a proposal to assist the City of Richfield with a search for
your next City Manager. Our firm has extensive experience with local government and we
thoroughly understand the complexities faced by City Councils in Minnesota. Our values are in
sync with Richfield's posted core values: DDA leads the way in service delivery; we are
responsive to our client's needs, accountable in providing fiscally responsible services, and
provide services that are client centered all while celebrating diversity of its clients and
applicants.
The attached proposal includes several elements that set us apart in our approach to providing this
service. Highlights include:
• Knowledge: Our firm comprehensively understands local government in Minnesota, and
our consultants are former Administrators with significant experience.
• Communication: We will be on site multiple times throughout the search process and will
provide weekly email updates to the City Council throughout the process.
• Brochure/Profile: We develop a detailed, professional profile to present the City in the most
positive manner. A sample is attached.
• Adherence to deadlines: When a deadline is established, we will meet it.
• Video Interview: DDA uses video interviews in the screening process to get quality data
that may not be apparent on resumes. These videos are made available to the Council
prior to selecting candidates for final interviews.
• Work Personality Index: Prior to deciding on final candidates, the Council will also receive
a personality index report on each person being considered for an interview.
• Background check process: Instead of doing a comprehensive background check on a
single finalist, we do a comprehensive background and reference check on all finalists
interviewed by the City Council. This is all included in the price.
• Intellectual Profile: Each finalist will complete an intellectual profile measuring verbal
reasoning, mathematical and logical reasoning, and overall mental aptitude.
I look forward to answering any questions you may have once you've reviewed our proposal.
Thank you for your consideration.
Sincerely,
dir-(,Y1,
0a
Liza Donabauer
DDA Human Resources, Inc.
Enclosures
Vs
PROPOSAL FOR THE CITY OF RICHFIELD
CITY MANAGER SEARCH
JuNE 257 2018
DDA
Human Resources, Inc.
a David Drown Associates Company
City of Richfield. City Manager Search Proposal 1
Description of the Firm
Approach to the Process
♦ Service Team
Tees
Assurance
♦ Timeline ♦ References
DESCRIPTION OF THE FIRM
David Drown Associates (DDA) is a full -service consulting firm with more than 20 years working with
local governments providing a full range of fiscal and economic development services, along with
compensation and classification services and executive searches, to over 450 government clients
throughout Minnesota. Over these years, we have gotten to know local government well, and we have
worked hard to keep our services up-to-date to meet the ever -changing needs of our clients.
In 2013, we expanded our scope to provide human resources services — we started with executive
recruitment and organizational studies and more recently added classification and compensation
studies. Because of growth in our human resource service area, a new Human Resource affiliate
company was created in 2017. DDA Human Resources Inc. currently employs fourteen individuals
serving cities, counties, and special districts throughout Minnesota. The vast majority of our consultants
are recent practitioners having served as Administrators or Human Resource Managers. In addition,
the scope and breadth of experience levels we bring to this project is second to none.
We take great pride in providing the best service at a fair and equitable price. We think you will find that
our small company is nimble, efficient, and personable. We know and understand local government,
and that will always guide our work.
APPROACH TO THE PROCESS
Our approach to this search will be to focus on finding the best fit for the City of Richfield. This is
accomplished, first and foremost, by listening to what you are saying, understanding your goals and
objectives, and building the search process off of that foundation.
After gathering background information, we comprehensively advertise the position and make sure that
the posting gets into the hands of prospective candidates. In some cases, those persons are not active
job seekers, so we will make every effort to find those folks through direct outreach efforts. After the
posting closes, an analysis of candidates will be completed so that, when the semifinalists are
presented to the City Council, you will be confident that these people are the best matches from the
submitted applications.
After the Council selects the finalists, these candidates will be fully researched, and all necessary
hiring information will be available prior to the Council making a decision.
Communication with the City Council is a high priority. In addition to our Consultant Liza Donabauer
being on site regularly, the City Council will receive weekly email updates, and she will always be
available for questions.
City of Richfield: City Manager Search Proposal 2
SERVICE TEAM
Liza Donabauer
Liza is a Management Consultant. Like all DDA HR consultants, she has a background in public
administration at both the city and county level, most recently in Kansas and Minnesota. Liza worked in
Wright County providing administrative support to the Commissioners, Coordinator, and Human Resources
Dept. This path led her into city management for Clearwater, Kansas, and Arlington, Minnesota. During her
four years as City Administrator in Arlington, she completed a reorganization of the administration
department, developed an orientation and capital planning process for two new Councils, conducted
compensation studies for several departments, and engaged in a strategic planning session. Liza also took
part in developing a leadership curriculum for up and coming leaders in Sibley County. Her work has
centered on human resource management, strong community participation, and leadership
development. She received her MBA with an emphasis in public administration from St. Scholastica.
Since joining DDA, Liza has conducted, and provided support for, several Manager/Administrator
searches as well as assists cities with their Pay Equity and Compensation and Classification Studies.
Liza will be the lead consultant on this project.
Gary Weiers
Gary joined DDA in 2013 and has conducted over 50 executive searches and numerous
organizational studies. The vast majority of this work has been done in greater Minnesota. This is by
design in that we are passionate about meeting the needs of communities in all parts of the State.
Prior to joining DDA, Gary had over 20 years of county government management experience, the last
11 years as County Administrator in Rice County. Prior to becoming Administrator, Gary served as the
Social Service Department Director in Rice County and worked as a Social Service Supervisor in
Mower County and Sherburne County. Gary received his bachelor's degree from the University of St.
Thomas and has honed his skills by working his way up from an entry level social worker position to
be the head of a $50 million organization with over 350 employees.
In addition to conducting executive searches, Gary has done work with communities on sharing
services, organizational analysis, strategic planning, and other management related work.
Gary will provide support to Liza throughout the process.
Liz Judd
Liz is an Assistant Consultant that provides support and assistance within our Human Resources Division.
Since joining DDA in 2015, Liz has been involved in numerous executive searches, classification and
compensation studies and other human resource projects.
Some of her duties include community research, creating position profiles, assembling materials for clients,
assistance drafting job descriptions and providing general administrative support to our Consultants.
City of Richfield: City Manager Search Proposal
TENTATIVE TIMELINE
This timeline is tentative. The final timeline will be set after the City Council's decision to proceed.
COMPLETION
ITEM
TASK
DATE
Decision by City
July 10, 2018
Council to proceed
♦ Gather all pertinent background information
Information gathering
♦ Gather salary information and review job description
July 24, 2018
♦ Meet individually with each member of the City Council
Professional profile
♦ Develop position profile and advertisement
August 8, 2018
Approve position
♦ City Council approves profile, job description, salary range,
August 14, 2018
profile
and hiring process
Candidate
♦ Post position immediately upon approval of profile
August 15, 2018-
recruitment
♦ Comprehensively advertise
September 12, 2018
♦ Email and phone calls to prospective candidates
Screening of
DDA will review and rank applicants based on job related
September 13, 2018
applicants
criteria and select semifinalists
Video Interview
Each semifinalist will complete a video interview
September 27, 2018
Personality Index
DDA will administer a work -related personality index to all
September 27, 2018
semifinalists.
Selection of finalists
♦ City Council selects finalists for interviews
October 9, 2018
♦ DDA will notify candidates not selected as finalists
♦ Includes:
Background check of
• Criminal background: county, state, national
all finalists selected
0 Sex offender registry
Social Security number verification
October 19, 2018
for interviews
• Employment and education verification
• Credit Check
Reference check on
DDA will conduct reference checks with current and former
October 19, 2018
all finalists
employers on all finalists
DDA will administer an intellectual profile measuring verbal
Intellectual profile
reasoning, mathematical and logical reasoning, and overall
October 19, 2018
mental aptitude
DDA will provide the Council information including:
• Summary of references
Finalist Packet
Results of background checks
October 22, 2018
• Personality index reports
• Video interview
• Resumes, etc.
DDA will prepare all interview materials and be present at all
October 29 & 30,
Interviews
interviews and other functions. It is recommended that
2018
interviews be at a special meeting
Decision
City Council will select candidate for offer
October 30, 2018
Offer and agreement
DDA will negotiate agreement with selected person
October 31, 2018
Projected start date
New Manager begins
December 3, 2018
Follow up
DDA will follow up periodically with the new Manager
December 2019
City of Richfield. City Manager Search Proposal 4
PROCESS DETAILS
Step 1: Information Gathering
DDA will gather and assemble background information pertaining to the City and position. In addition,
Liza will meet individually with all Council members to discuss candidate attributes, experience, and
other important qualifications. A group meeting with senior staff will also take place if requested. At the
same time, the job description will be reviewed and, if needed, we will gather relevant comparative
salary information for consideration by the Council. We will quickly develop a comprehensive
understanding of the organization, community, and position.
Step 2: Development of Position Profile
Based on the information received from the City Council and others, DDA will develop a professional
position profile that is customized to present the City of Richfield in the most positive manner and
provides prospective candidates with meaningful information. A draft will be presented to the City
Council for consideration and approval prior to advertising. A sample profile is attached for your review.
Step 3: Advertisement and Recruitment
DDA will comprehensively advertise the position and make direct contact with possible candidates who
are not active job seekers. Some of the places the position will be advertised include: League of
Minnesota Cities, International City/County Management Association, Minnesota Association of City/
County Managers, Association of Minnesota Counties, Linkedln, and municipal associations in Iowa,
Wisconsin, North Dakota, and South Dakota. In addition, the posting will be shared with professional
networks through Minnesota State University Mankato, Hamline University, St. Cloud State University,
and the University of Minnesota. Other local advertising will be done as per direction from the City.
Regular communication with candidates will occur throughout the process.
The simple DDA online application process will be used unless the City prefers to use an existing City
methodology.
Step 4: Initial Screening and Review
DDA will complete a comprehensive analysis of every application received and determine
approximately 10-12 semifinalists based on job related criteria. Each semifinalist will complete a video
interview and a work related personality index. About one week prior to the selecting finalists for
interviews, the video interview, personality index, cover letter, and resume from each of the 10-12
semifinalists will be made available to the Council for viewing. This will allow the Council ample time to
comprehensively review candidates prior to determining who to bring in the for the final interviews.
After the Council selects finalists, those not selected as finalists will be notified by DDA.
City of Richfield: City Manager Search Proposal 5
Step 5: Selection
After the City Council selects finalists, DDA will complete comprehensive background screenings
including criminal history, civil court history, verification of recent employment, verification of education,
driver's license review, credit check, and other items. Along with background checking all finalists, DDA
will check employment references on each person.
In addition, DDA will administer an intellectual profile measuring verbal reasoning, mathematical and
logical reasoning, and overall mental aptitude.
About a week prior to the final interview process, the City Council will have access to each candidates
application materials, video interview, background check results, reference information, a work
personality report, and an intellectual profile on each person.
Early in the search process, Liza will discuss interview possibilities including department head
participation options and possibilities for community involvement through a meet and greet event,
interview, or other functions.
Prior to interviews, Liza will prepare questions and then facilitate all interviews and other activities the
City Council determines appropriate. Our goal is to make the process smooth and painless so the City
Council can focus all its energy on finding the right person for the job.
Step 6: Offer
After interviews are complete, we will assist the City Council with deliberations and facilitate the offer
to the selected candidate. We will negotiate the terms with the candidate based on the parameters
established by the City Council.
Step 7: Follow Up
DDA will make periodic contact with the new Manager for at least the first year of employment.
City of Richfield: City Manager Search Proposal 6
LIST OF SEARCH CLIENTS FROM THE PAST TWO YEARS
Entity
City of Hector, MN
pe of Search
Administrator
Entity
City of Wadena, MN
Type.
Administrator
City of Mountain Lake, MN
Administrator
City of Lake City, MN
Administrator
Wadena County, MN
Coordinator
City of Breezy Point, MN
Administrator/Clerk/Treasurer
Rice County, MN
Chief Financial Officer
City of Plainview, MN
Administrator
City of Redwood Falls, MN
Chief of Police
City of Faribault, MN
Administrator
City of Brainerd, MN
Administrator
City of Fairfax, MN
Clerk/Treasurer/Administrator
City of Amery, Wl
Administrator
City of Marshall, MN
j Administrator
City of Arlington, MN
Administrator
City of Staples, MN
Clerk/Finance Director
City of Warroad, MN
Public Works/Utility Director
City of Mayer
Administrator
City of Nisswa, MN
Administrator/Clerk
City of Granite Falls, MN
Finance Director
City of Lake City, MN
Ambulance Director
Goodhue County, MN
Finance Controller
Pope County, MN
Coordinator
City of Isanti, MN
Finance Director
City of Baxter, MN
Administrator
City of Willmar, MN
Administrator
City of St.. James, MN
Administrator
Three Rivers Community Action
Executive Director
City of Isanti, MN
Finance Director
City of Motley, MN
Clerk/Treasurer
Willmar Municipal Utilities
General Manager
City of Lake City, MN
Finance Director/Treasurer
Dodge County, MN
Administrator
City of Olivia, MN Finance Director
In addition to the specific references listed on the following page, the City of Richfield is encouraged to
speak with any of the entities listed above.
DDA is currently conducting searches for the Cities of Waseca, Springfield,. and Sleepy Eye, Minnesota,
as well as Crow Wing, Houston, and Todd Counties.
FEES
The fee for the search process is $17,000. This all-inclusive fee covers professional services and all
expenses including travel, advertising, personality index, intellectual profile, background checks on all
finalists, etc.
City of Richfield: City Manager Search Proposal 7
ASSURANCE
If the newly hired Manager leaves the organization within the first 24 months of employment, DDA will
complete another search without professional service fees. Only actual expenses will be billed to the
City.
REFERENCES
Ed Menk
Mayor, City of Brainerd
Administrator Search
Phone Number: 218-829-7266
Email: emenk@ci.brainerd.mn.us
Mike Dodge
Mayor, City of Mayer
Administrator Search
Phone Number: 952-215-2639
Email:: r,,dodcie.ci,mayerafrontier.com
Erica Zweifel
Council Member, City of Northfield
Administrator Search
Phone Number: 507-663-7131
Email: ricazweifefCo gmail.com
Royal Ross
Council Member, City of Faribault
Administrator Search
Phone Number: 507-456-2932
Email: rross2ci.faribault.mn.us
Roger Ziebell
Mayor, City of Plainview
Administrator Search
Phone Number: 507-534-2681
Email: r.ziebeli ,plainviewmn.corn
Rich Nagel
Mayor, City of Arlington
Administrator Search
Phone Number: 507-964-5141
Email. "
"After working with then, City Administrator Liza Donabauer for over 2 1/2 years, I can truthfully say she is the
epitome of hard work and dedication to her profession. Her communication skills and procedures are without
compare, and she did not shy away from any challenge. I have no doubt that she will continue to provide
exemplary service in any work endeavor."
Rich Nagel, Mayor
City of Arlington, MN
"We hired David Drown Associates to facilitate our search and subsequent hire of our new City Administrator.
They did an outstanding job of walking our City Council through all stages of the hiring process. Liza Donabauer
was in constant contact with me and able to quickly answer any question that came up. I would highly
recommend DDA Human Resources Inc. to any city."
Mike Nelson
Mayor of Mountain Lake, MN
City of Richfield. City Manager Search Proposal
SAMPLE POSITION PROFILE
DDA
Human Resources, Inc.
a David Drown Associates Company
City of Richfield: City Manager Search Proposal
"TO PROVIDE AND MAINTAIN AN ATTRACTIVE AND VIABLE COMMUNITY"
POSITION: CITY ADMINISTRATOR
LOCATION: CITY OF LAKE CITY, MNNESOTA
POPULATION: 5,129
SALARY RANGE: $ 98,152 To S 121,943
COMMUNITY INFORMATION
Lake City, Minnesota, is a vibrant
community situated in the Mississippi
Bluffs Regions of Southeast Minnesota.
With a population of 5,129 residents, the
City is part of both Goodhue and
n.;
Wabasha Counties. The City lines the
shores of Lake Pepin which is a naturally occurring lake on the Mississippi River. Located on
Highway 61, Lake City sits just 68 miles southeast of Minneapolis/St. Paul and 34 miles east
of Rochester, MN.
One of Lake City's greatest assets is its water recreation availability. The City began its
acquisition of the Marina and Point in 1913 and continued development of the shoreline
through the acquisition of the former Lake City Clinic property in 2003. This municipally -
owned Marina is the largest small craft marina on the Mississippi River.
Known as the "Birthplace of Water Skiing,' Lake Pepin is considered one of the best sailing
lakes in the nation. There is also an abundance of other year-round recreational
opportunities including fishing, golfing, birding, hiking, biking, skiing, ice boating, and
snowmobiling. Lake City offers breathtaking bluff views and is rich in history and natural
resources. The City, has a large manufacturing base, numerous dining establishments,
specialty retail and service shops, and strong civic leadership making Lake City, a great place
to live, work, and visit.
ECONOMIC VITALITY ..---
Lake City continues to show its
commitment to the growth and
development of a strong, diverse, and
expanding economy, The Economic
Development Authority (EDA) of Lake
City was established in 1987 to promote
these values and advocate for the business community. Collaborating with local groups,
area utilities, the Small Business Development Center, and state government, the EDA
continues on the path of developing a stable place to do business. Also providing assistance
to local businesses is the Chamber of Commerce. They serve its members with information
and resources to further their business success.
One major contributor to the success of the City's economy is the Lake City Marina. The
Marina is open seven days a week, April through October. It offers state of the art floating
docks and is just steps from shopping, food, and entertainment. One of the most significant
changes that occurred to the Marina came between 1965-1967. The Marina Board applied
to the federal government for a half million-doliar loan, and received approval, for dredging
and expanding the area of the harbor. These changes paved the way for what the Marina
is today.
Some of the major employers in the City include the Mayo Clinic Health System -Lake City,.
Hearth and Home Technologies, and Federal Mogul -Lake City_ Mayo Clinic Health System is
a network of clinics and hospitals supported by the expertise and resources of the world-
renowned Mayo Clinic. Hearth and Home Technologies is the largest manufacturing plant
of gas fireplaces in the world and was recognized as one of the 400 Best Big Companies in
America by Forbes magazine in 2004. It was also considered one of America's Most
Admired Companies in the furniture industry by Fortune magazine in 2004. Federal Mogul
is a leading global supplier of products and services to manufacturers and servicers of
vehicles and equipment in automotive, marine, rail, aerospace, power generation and
;nrit v�rii markets. This company employs airrlost
_�ople globally.
D revitalize downtown Lake City and
!siness to the area, the City of Lake City
ake City Economic Development
have started the Downtown Facade
-ient Program for commercial buildings
Within the City's Downtown Zoning
ade changes to their buildings in order
to highlight the City's rich architectural heritage and enhance visual appeal of the area.
EDUCATION
Lake City is committed to providing a diverse, well
-balanced education for its students. Public
education is provided by Lake City independent
School District 813. They believe in a personalized
team approach to education, and preparing all
students for the opportunities and challenges of g
the 2 1 st century. Bluff View Elementary School is
a pre kindergarten through sixth grade facility serving 680 students with 68 certified staff
members and 5 paraprofessional support staff. They offer small class sizes and are able to
provide special education services and a gifted and talented program. Lincoln High School
is comprised of nearly 600 students and 57 staff and houses the 7th- 8th grade middle
school and a 9th- i Zth grade high school. For the past four years, the school was
recognized as one of a handful of schools in Minnesota on the ''Challenge Index," which
recognizes the best schools in America based on student participation in Advanced
Placement courses. The community recently showed its support for its school system by
approving a S 12 million bond referendum which will be used to implement site upgrades
and building additions and remodeling at its Bluff View Elementary School campus.
One private option is available for education in Lake City. St John's Lutheran School
provides education for students in preschool through 8th grade.
HEALTHCARE
arum of healthcare services is
n Lake City. Mayo Clinic Health
ke City delivers Mayo Clinic care
e City. Outpatient and inpatient
Hvices, surgical and emergency
nd long-term care are all
-ight on the main campus, which
_,asyaccess for their patients and
2r residents.
A merger recently took place between the former Family Physicians Clinic and Olmsted
Medical Center (OMC) healthcare system, creating the new Olmsted Medical Center- Lake
City facility, The Clinic provides a number of services including pediatric & adolescent care,
chronic disease management, preventative healthcare, minor surgical procedures,
immunizations, sports, camp, school, work, annual physical and DOT exams, and much
more.
RECREATIONAL OPPORTUNITIES
Known as Minnesota's South Shore, Lake City is
booming with recreational opportunities for
residents and visitors alike. All four seasons offer an
abundance of activity to those seeking indoor and
outdoor excitement, Whether you are looking to
spend your time boating or fishing, golfing,
snowmobiling, camping, or browsing the local
shops and galleries, Lake City offers it all!
Two full -service marinas and four public boat launches make it easy to get you out on the
water. Guided kayak tours, fishing guides, and sailboat rides are all available. Lake City has
nearly 7 miles of shoreline offering ample
pportunity for shore fishing.
.three 18-hole golf courses can also be found within
yI inutes of downtown, each offering fantastic river
Hey, lake, and bluff views.
71
K
or those looking to hike, bike, ski, or snowmobile,
T..
rundreds of miles of maintained trails can be found
long the river and in the surrounding forests. Tour
e Pepin, a popular bike event that starts and ends
in `Lafe sty `rs trtion he " C"r Chi ir' t Saturday of June and offers an opportunity for
spectating or enjoying an exciting ride.
Another popular event in Lake City is Water Ski
shows, food, arts and crafts, a grand parade, rr
offers plenty of activity for the whole family to
enjoy.
Hok-Si-La, a 252 acre, municipally owned and
operated park located on Lake Pepin, offers ter
camping, swimming on the beach, a play area
and facilities to use for family gatherings, comp
parties, schools, and other clubs. Groomed cr<
country trails are also available -
A number of local gift shops, antique stores, ar
unique restaurants make Lake City an exciting.
downtown enjoying these amenities, or ventu
City.
THE ORGANIZATION
The City of Lake City provides services to the Lake
City community. The tracking, monitoring, and
reporting of the administrative functions of the City
is handled by general administrative departments.
These areas include Council, City Administrator, City
Clerk, Finance, Elections, Annual Audit, Legal, and
Planning.
The City Council acts as the governing body and
provides leadership and direction for the City. There are sty`°Councir
Mayor. The Council exercises the legislative power of the City and determines all matters of
policy. The City Charter defines the powers of the City Council.
The City Administrator oversees the administration of all City affairs consistent with the
policies and direction of the Council. The Administrator gives advice and recommendations
to the Council and to boards and commissions relative to the functions and operations of
the City.
2018 BUDGET SUMMARY
Fund
General Fund
Operating Revenues Property Tax Le\,y Expenditures
$4,261,765 $2,689,876 $6,951,641
Library
198,350 108,393 306,743
EDA
40,100 71,713 111,8.13
Debt
- 474,624 493,073
Electric
14,314,771 - 13,068,818
Water
674,982 - 735,643
Sewer
1,463,500 - 1,554,387
Storm Water
140,350 - 166,332
Garbage
577,800 - 605,925'
Marina
2,166,555 - 1,785,080
Municipal Buildings
431,100 - 431,100
Capital Projects Fund
417,374 - 636,073
Total Budget
$24,686,647 $3,344,606 $26,846,628
C
ORGANIZATIONAL CHART
Electorate
,•... .............................. City City Council .......Boards and Commissions
E(ContQyttorney
racted)
EDA
(Contract) .............................
....................` - CITY AQMIC�ISTP-A
City Clerk Planning/
Community Development
Finance/Treasurer Ambulance
Police I
I Library I
Public
A Streets & Parks 1 [ Ele<
Hok Si La
ADMINISTRATOR CORE DUTIES
Oversees the preparation of the annual budget and
reports to the Council on the financial status of the City.
♦ Prepares the annual budget including reviewing and
revising department budget proposals, consolidating
department budgets, preparing the budget message,
presenting the final budget proposal, and administering
the approved budget.
Advises the City Council, committees, and Mayor on the
Ci y's financial status, capital improvement needs, operating and staffing conditions,
expenditures, financial controls, and related concerns.
Manages all City staff through direct supervision or through department heads. Makes
recommendations to the City Council on the hire and dismissal of employees.
♦ Confirms all new appointments, promotions, demotions, transfers, and other personnel actions.
♦ Adjusts and finalizes grievances, oversees discipline and discharge.
♦ Negotiates or oversees negotiation of labor contracts.
♦ Reviews staff development needs and recommends training as appropriate.
♦ Develops and issues administrative rules and procedures necessary to ensure proper
functioning of all departments.
♦ Oversees departmental operations; issues administrative orders, rules, and directives; outlines
procedures for provision of City services; interprets Council and administrative intent.
♦ Reviews City services to determine if processes are effective or should be changed as needed
to provide for optimal organization and growth.
Coordinates, consults, and advises department heads in the implementation of the executive
policies of the Council and Mayor.
Monitors City operations to ensure effectiveness and compliance with applicable laws,
regulations, rules, policies, and ordinances. Directs department managers to make changes as
needed
♦ Interprets and executes ordinances and City Council directives and makes
recommendations to Council for improvement of City services.
♦ Reviews and enforces implementation of Council decisions and encourages department heads
to set appropriate goals and timetables to complete projects.
♦ Presents information to the City Council and, as necessary, its committees. Presents reports and
studies, summarizes and discusses issues, makes recommendations, and gives advice regarding
alternatives and courses of action, projects, programs, operations, citizen concerns and requests
and other matters of administrative concern.
♦ Prepares correspondence for the Council, ensures all parties are notified and advised of relevant
issues, directives, decisions, requests, etc.
♦ Makes recommendations of City policies, and oversees changes mandated through legislative
updates.
• Researches studies, analyzes, and interprets data concerning city government and prepares a
thorough analysis with recommendations to the Council
• Recommends the content and oversees the drafting of City ordinances, resolutions, and policies
for City Council approval.
■
■
. Represents the City, at all official or semi-official functions as directed by City Council.
♦ Maintains positive relationships and open communication with City Council, boards,
commissions, government agencies, Chamber of Commerce, and general public.
Acts as a liaison with other governmental agencies, citizens, advisory boards, committees,
commissions, task forces, and associations to foster development of cooperative ventures, solve
problems, reduce duplications, provide or obtain assistance, and improve city services and
delivery capabilities.
♦ Promotes effective community and media relations; acts as City's chief media contact.
♦ Responds to concerns, issues, complaints, and questions from the public and employees,
mediates disputes and resolves issues as appropriate.
♦ Meets with and speaks to public assemblies, civic organizations and other interested groups as a
representative of the City to provide information and solicit opinions in the formulation of public
policy.
Coordinates the activities of City commissions and
boards, provides administrative support and
guidance as needed.
Investigates complaints in relation to matters
concerning the administration of departments and
offices.
♦ Conducts internal investigations as needed.
Serves as Step 3 designee in the established
grievance process,- resolves grievances at Step 3 or w '
refers to subsequent steps as appropriate according
to the labor agreement.
♦ Completes other duties and special projects as needed.
♦ Meets with land developers, real estate and banking representatives, entrepreneurs and others
involved in large scale projects having a major impact on the City to assist in locating, expanding,
relocating, donating or selling, obtaining City services, or seeking the Administrator's professional
opinion or indication of City Council response.
• rJ JVC JIyl III ILCI1 IL fJIf UM- 111 101 IlC
♦ Have well developed conflict resolution skills and
abilities.
• Be visible to staff and the community.
• Be professional and diplomatic in dealing with
issues.
Have a thick skin.
♦ Be a collaborative and inclusive leader.
Understand and appreciate the uniqueness of the community.
• Be passionate about the City of Lake City.
®l
PRIORITIES AND GOALS
With the Council, develop and implement a
strategic plan for the organization that will guide
policy making and financial investment for the
next 2-3 years.IF
♦ Help shepherd major projects such as the
Highway 61 redesign.
• Continue to enhance teamwork with
organizational leaders and the Council. °
With the Council, develop methodologies for enhancing transparency and
communication with the public.
♦ Implement a new City website, and enhance opportunities for citizens to conduct City
business electronically.
♦ Help the Council develop protocols for interactions with each other and with employees.
• Develop approach that enhances recognition of staff.
■
■
POSITION ANNOUNCEMENT
City Administrator: City of Lake City, Minnesota
Salary Range: $98,152 to $121,943
Lake City, Minnesota, is a vibrant community situated on the banks of the Mississippi River in
Southeast Minnesota: Its rich history, stable economy, and wealth of recreational
opportunities make this City a great place to live and work.
Minimum qualifications for the position include a bachelor's degree in Public or Business
Administration, Finance, or a related field, and extensive experience in municipal government
administration; or an equivalent combination of education and experience.
The position profile is available at https lfwww ddahumanresources com/active searches_
To apply, go to https f/daviddrown hirin-pplatform com117973-lake-city-city-
administrator/47335-application-form/en, and complete the process by February 6, 2018.
Finalists will be selected by the City Council on February 26, 2018. Final interviews are
scheduled for April 6 and 7, 2018.
Please direct questions to Gary Weiers at garv@daviddrown.com or 612 920-3320 x 109.
DDA
Human Resources, Inc.
` a David Drown Associates COMPO17Y
Faribault Office
1327 Merrywood Court
Faribault, MN 55021
Phone (612)920-3320 x109
Fax (612)605-2375
gary@daviddrown.com
Proposal
City of Richfield, MN
Proposal to Provide Executive Recruitment Services
June 29, 2018
Springsted I Waters
380 Jackson Street, Suite 300
Saint Paul, Minnesota 55101-2887
Sharon Klumpp, Senior Vice President
sklumpp(@springsted.com
(651)223-3053
/ Spri n9sted I Waters
// Executive Recruitment
Table of Contents
LETTER OF TRANSMITTAL
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
Springsted I Waters
l/ Executive Recruitment
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,
Springsted I Waters
380 Jackson Street, Suite 300
St. Paul, MN 55101
Tel: 651-223-3000
Fax: 651-223-3046
www.springsted.com
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 I Waters
(SSW) to facilitate talent management. The system has been designed by S1W 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
June 29, 2018
Page 2
The proposal document will provide you the details about our approach, expertise, client references and
pricing for this executive recruitment. If you have any questions, please contact me at (651) 223-3053 or
by email at sklumppRsyringsted.com. Our Team would consider it a professional privilege to provide
these services to the City of Richfield.
Respectfully submitted,
Sharon Klumpp, Senior Vice Pr si t
Consultant
sml
City of Richfield, MN
Proposal to Provide
Executive Recruitment Services
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 I Waters
(SSW) 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.
S1W 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 SSW 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 S1W Recruitment Project Team to draw upon SJW's and Springsted's 50-plus
years of service to the public sector and to leverage SJW's experience and capacity to find the most
qualified candidates.
Physical Address
Springsted I 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.
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services.
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, SJW 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. placed
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.
Linkedln
Project Milestone Deliverables Estimated Duration
. Onsite interview with the City.
. SJW will receive information regarding the City's
Position profile and recruitment budgets, organizational charts, images, logos,
brochure development. etc. 2 Weeks
Develop draft documents (Recruitment
Brochure, Advertisement, Marketing Letter and
Timeline).
Approve brochure, commence • Brochure sent to the City for final approval.
advertising and distribute . Commence advertising and distribution of 2 Weeks
marketing letter. recruitment brochure.
Task II: Execution of Recruitment Strategy and Identification of Quality Candidates
Utilizing the information developed in Task I, SJW 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.
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services.
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 SJW 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.
�W Project MilestojIM11111111mr I = Deliverables' I 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.
• SJW 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.
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services.
Throughout the process, you will have access to our Master Applicant List (MAL), which will provide
pertinent data for each applicant.
Project Milestone I Deliverables
• S1W compares applications to the
approved candidate profile developed
in our searchable applicant database.
• S1W 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
Applicant screening and completed questionnaire of candidates
recommendation of semi-finalists. to be considered.
• S1W and the City review and rate video
interviews.
• S1W 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.
Estimated Duration
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, S1W 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, S1W will develop information on the candidates in the following areas:
• Consumer Credit
• City/County Criminal
• City/County Civil Litigation
• Judgment/Tax Lien
• Motor Vehicle
• Educational Verification
• Bankruptcy
• State District Superior Court Criminal
• State District Superior Court Civil Litigation
• Federal District Criminal
• Federal District Civil Litigation
/ Springsted I Waters
Executive Recruitment
City of Richfield, MN. Proposal to Provide Executive Recruitment Services.
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
Design final process with City
Council for on -site interviews
with finalists.
Background checks, reference
checks and academic
verification.
Task V: Final Interview Process
Deliverables
• SJW confirms interviews with
candidates.
. Travel logistics are scheduled for the
candidates.
• SJW completes background checks,
reference checks and academic
verifications for finalists.
Estimated Duration
1 — 2 Days
2 Weeks
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
Final Report prepared and
delivered to City.
Deliverables
Final Report is prepared, including
brochure, interview schedule, cover
letter, resume, candidate questionnaire,
suggested interview questions, candidate
assessment form and management style
probing questions.
. Interviews are scheduled.
. Recruitment Project Team Leader
On -site interviews with finalists. attends client interviews and is available
+ to participate during deliberations of
candidates.
Offer made / accepted
. If requested, SJW participates in
candidate employment agreement
negotiations.
• SJW notifies candidates of decision.
. SJW confirms final process close out
items with the City of Richfield.
Estimated Duration
1 Day
1 — 2 Days
1 —2 Days
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 07
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 I 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 I Waters is a WBE.
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services.
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
. S1W completes on -site interviews to develop
candidate profile and recruitment brochure; the City
approves ad placement schedule and timeline.
Profile development,
• S1W sends draft recruitment brochure to the City.
advertising and candidate
. The City returns draft recruitment brochure (with
July 11 —August 24
outreach.
edits) to S1W.
S1W commences executive recruitment advertising
and marketing.
o Online data collection and profile development.
S1W 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.
' S1W completes formal review of applications and
Applicant screening and
sends selected resumes and questionnaire
assessment and
responses to the City for review. Candidates'
August 27 —
recommendation of semi-
recorded interviews are also presented.
September 11
finallists.ists.
Semi-finalists complete candidate management
style assessment and responses are reviewed and
interview questions are developed.
. S1W meets with the City and recommends semi-
finalists; the City selects finalists for on -site
interviews.
Comprehensive background
S1W completes reference checks/background
check and reference checks
checks/ academic verification on finalists.
By September 26
completed for finalists.
On -site Interviews with
• S1W sends documentation for finalists to the City.
Week of October 1
finalists.
The City conducts on -site interviews with finalists.
Employment offer made /
. The City extends employment offer to selected
Week of October 8
accepted.
candidate.
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services.
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 SJW
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 sklurnppkspringsted.com, (651) 223-3053.
PHASE
DESCRIPTION OF PROFESSIONAL SERVICES
FEES
Task 1 — Candidate Profile Development/Advertising/Marketing
Phase I
(includes one day on site by Recruitment Project Team Leader)
Task 2 — Identify Quality Candidates
Task 3 — Screening of Applications and Submission of
Recommended Semi -Finalists to Client (includes one
Phase II
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, SJW 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
$1,650
Manager. This survey is completed by community leaders, citizens, and City employees
and would alter the project timeline.
On rare occasions, SJW 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
$220 per hour
project will be invoiced at the hourly rate of $220 plus expenses. SJW will submit a
plus expenses
written explanation of the additional services to be provided and the estimated hours that
will be required prior to commencing any additional services.
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 1 U
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, S1W 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) S1W will not directly solicit any candidates selected under this contract for any other position
while the candidate is employed with your organization.
References
City of Wayzata, Minnesota (Population 4,217)
The Honorable Ken Willcox, Mayor
952-473-0234
kenwillcox&wUzata. org
Project: Selection of City Manager (2016)
City of Cottage Grove, Minnesota (Population 35,399)
The Honorable Myron Bailey, Mayor
651-459-4734
myronbaileygaol.com
Project: Selection of City Manager (2015)
City of Brooklyn Park, Minnesota (Population 78,373)
Honorable Jeffrey Lunde, Mavor
763-242-1555
Jeffrey.Lunde@—brooklynpark.org
Mr. Jay Stroebel, City Manager
763-493-8002
Jay. Stroebela,a,13rooklvnPark.Onz
Project: Selection of City Manager (2015)
City of Shakopee, Minnesota (Population 39,167)
Mr. William H. Reynolds, City Administrator
952-233-9311
bre, noldskshakopeemn.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
cboganeykci.brooklyn-center.mn.us
Ms. Kelli Wick, Human Resources Director
763-569-3302
kwickkci.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
davidbnumn.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
j ill.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.muellergci.mounds-view.mn.us
Project: Selection of City Administrator (2017)
Springsted I WatL� J
Executive Recruitment
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 11
City of Rochester, Minnesota (Population 110,742)
Ms. Linda Hillenbrand, Director of Human
Resources
507-328-2561
lhillenbrandkrochestermn. gov
Project: Selection of City Administrator (2017)
City of Orono, Minnesota (Population 8,009)
Honorable Dennis Walsh, Mayor
612-414-5055
dwalsh2gci.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
cme�c(e,ci.belleplaine.mn.us
Project: Selection of City Administrator (2018)
Experience
The following is a partial list of previous Executive Recruitments:
List of
Year
Administration Executive Recruitments: 2018 to Present
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
/ Springsted I Water s
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 12
List of
Year
Administration Executive Recruitments: 2018 to Present
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
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 1$
List of
Year
Administration Executive Recruitments: 2018 to Present
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
Recruitment Project Team Leader
Ms. Sharon Klumpp, Senior Vice President
Direct Phone: (651) 223-3053
Email: sklumppkspringsted.com
Mr. Chuck Rohre, Executive Vice President
Direct Phone: (214) 466-2436
Email: crohre(cr�,springsted.com
Mr. Rollie Waters, Special Advisor
and Consultant
Direct Phone: (214) 466-2424
Email: rwaterskspringsted.com
Mr. Art Davis, Senior Vice President
Direct Phone: (816) 868-7042
Email: adaviskspringsted.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
/ Springsted I Waters
Executive Recruitment
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 14
Sharon G. Klumpp
Senior Vice President and Consultant
Sharon Klumpp is a Senior Vice President and Consultant with Springsted I 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
/ Springsted I Waters
Executive Recruitment
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 18
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 I 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
Professional Accomplishments and Education
• Career Development
• Strategic Planning
• Organizational Assessment
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.
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 16
Rollie Waters
Special Advisor and Consultant
Rollie Waters is a Special Advisor and Consultant to Springsted I Waters. Until the end of 2017, he served
as the Executive Vice President of Springsted I 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
Professional Accomplishments and Education
• Organizational Strategy
• Mentoring Programs
• Performance Management
• Succession Planning
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.
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 17
Arthur (Art) Davis
Senior Vice President and Consultant
Arthur (Art) Davis is a Senior Vice President and Consultant with Springsted I Waters. Prior to joining
SSW, 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
Professional Accomplishments and Education
Organizational Assessment, Design &
Development
• Organization & Community Facilitation
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.
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 18
Patricia (Patty) Heminover
Senior Vice President and Consultant
Patty Heminover is a Senior Vice President and Consultant with Springsted I Waters. She has 19 years
of public education experience. Prior to joining SJW 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
/ Springsted I Waters
Executive Recruitment
City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 19
Michelle Lopez
Project Coordinator
Ms. Michelle Lopez is a Project Coordinator with Springsted I 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 SSW 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 Fairview.
Education
Michelle has an Associate in Arts, Liberal Arts degree from Minneapolis Community College,
Minneapolis, Minnesota.
/ Springsted I Waters
// Executive Recruitment City of Richfield, MN. Proposal to Provide Executive Recruitment Services. 04
APPENDIX I
Sample Brochure
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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" by
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 over
the next 20 years, the City projects that its population will top 160,000 and that more than 35,000 new jobs will be generated,
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 through the
University of Minnesota -Rochester, devoted to the health sciences, and the Mayo Medical School and Mayo Graduate School.
The City Administrator
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.
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.
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Suite 300 Fax: 651.223.3002
Saint Paul, MN 55101
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
OCAL •NMENT
ZATIONS rlllr..NN 11 N
ECG
consulting group
MEMO
DATE: 22 June 2018
To: Pam Dmytrenko
City of Richfield
C�11
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 haM913CGConsultingGroup.com.
BCG Consulting Group, LLP 0 541712th Ave S, Minneapolis, MN 55417 • www.bcgconsultinggroup.com
BCG
consulting group
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
Approachand Methodology...............................................................................................................5
Activity One: Job Analysis/ Determination of Position Requirements........................................5
ActivityTwo: Recruitment...........................................................................................................5
ActivityThree: Screening.............................................................................................................5
ActivityFour: Evaluation.............................................................................................................6
Activity Five: Finalist Assessment...............................................................................................6
Activity Six: Six -Month Performance Review............................................................................7
Divisionof Responsibility..................................................................................................................7
LongevityGuarantee...........................................................................................................................8
TimeFrames.......................................................................................................................................9
Pricing..............................................................................................................................................10
ProjectStaff................................................................................................... 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:
0 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
0 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
op ACTIVITY
Activities 1-2: Job Analysis and Recruitment
WEEKS FROM PROJECT START
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
IM ACTIVITY
or
PRICING
Activity One: Job Analysis/Position Requirements
$3,000
Activity Two: Recruitment
• Consultation
$2,500
• Implementation (design and mail ads, broadcast letters,
etc.)
Activity Three: Screening
• Design
$4,000
• Evaluation of candidates
Activity Four: Evaluation
$6,000
• Design and training of panel interviews
Activity Five: Finalist Assessment
• In-depth appraisal (up to three candidates)
• Primary and secondary reference checking
$8,000
• Computer press search
• Design and training of Council interview
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
MEMO
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
• 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 JEQ) 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 1 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
harLy&bcgconsultinggroup.com.
carterbaldwin
executive search
Assisting City of Richfield
with the Search for a City
Manager
Presented by:
Chris Guiney, Partner
June 29, 2018
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.
Overall Approach for Achieving City of Richfield Objectives
of the Search (Continued)
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 the City of Richfield
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.
Objectives of the Search (Continued)
► National city search of
similar or aspirational
ojectives
► Similar demographic
► Midwestern
► Finding outside the
box thinkers who
A
Muni/State/Fed
National
Cities
*MN City
Municipal
► Examining leaders in a
variety of environments
who align with the
future of the City
► Exploring other MN cities
with similar vision,
demographic, etc.
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 City of Richfield Objectives
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.
of the Search (Continued)
10.
internal City of
Richfield
candidates
through formal
channels
Exercise process
requirements
accordingly
Enter common
interview process
Develop internal
candidate
analysis and/or
development plan
Advise Board, • Provide Feedback &
Follow-up
► Debrief Board on ► Conduct 1:1
assessment feedback
results, sessions with
succession internal
planning, and candidates
organizational ► Follow-up with
observations Board and City of
► Conduct debriefs Richfield HR
of assessment regarding results
reports of feedback
► Provide
development and
coaching for
selected
candidate(s)
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.
Overall Approach for Achieving City of Richfield Objectives
of the Search (continued)
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 Finer and finer filters are applied; Each stage involves detailed discussions to further
extremely important as it is
calibrate; City of Richfi d involved at every stage
�
designed to not only attract
candidates, but also to
deliver a compelling market
message that will resonate to
all those contacted. _'Long— . r
Filter 1
► Initial background /
experience assessment
P.
Reputation
► Initial competency
assessment based on
market, source and CB
knowledge
► in aepEn assessmenc
through individual
interviews and further
referencing
► Additional reputation
probe
► Interest level
established
ter 3
Further assessment by
CB and Committee
through detailed
interviews
► Comparative assessmen
against 3D methodology
and core competencies
► Specific formal &
informal reference
checking
► Further candidate
Interest
Filter 4
► Final assessment
through negotiation
process
► Additional issues -based
referencing
Overall Approach for Achieving City of Richfield Objectives
of the Search (Continued)
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
AssessmentT"^ 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.
Prof
.
agairst requirements for success
as City Marager
Defining and Testing Strategy
Municipal budget/financial Acumen
Scale / Relevance of municipal Experience
City/public service Orientation
N
National Trends and Innovation
Creating Engaged Staff/Cultures
Succession Planning and Staff Dev
Collaboratorand Team Developer
Dnve and energy
-
Moral courage, Ethics and Integnty
-
State, Community Relationships
0
.�
s
General Capacity/ Readiness to take role
00
Effective Communicator/ Leadership Presence
Innovative and Creative Thinking
Grants/Lending/Financing
Legislature: Exposure to/Experience with
a
in.
`m
Regulatory relations
o
J
Charitable Relations
s
Labor management
Experience with Ancillary City Services
N
Resident/Constituent initiatives
Executive/Staff Building and Recruiting
p
Presents as
Major Ready Ready
Exceeds
Risk
develop- soon with now
ment develop-
requirements
for success
need ment
Overall Approach for Achieving City of Richfield Objectives
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.
of the Search (Continued)
Leadership Criteria— CEO Candidate
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City of Richfield City Manager Short List
5.0 Concerns/ Ready Now
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T
C A
v
a 4.0 ! c
re
0
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u
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1.0 2.0 3.0 4.0 5.0
Low High
Leadership Competency
LeadershipAsosessment5ummary
Overall Approach for Achieving City of Richfield Objectives
of the Search (Continued)
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)
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 A
Role of Carter6aldwin Team Members for City of Richfield
Chris Guiney, Partner
y�
Beth Miller,
Search
i
14 J
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.
City of Richfield CEO Search Leader
Chris
Guiney
Partner
Practice Leader —
Infrastructure
0 678.448.0017 Chris Guiney is a Partner with CarterBaldwin and leads the firms infrastructure practice. Chris' clients include scores of
M 770.335.2427 clients in the public and private sector. For nearly 30 years, Chris has assisted infrastructure clients across the country
cguiney@carterbaldwin.com 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.
Who We Work With
Representative clients — A sample of Infrastructure searches led by Chris Guiney
Wabash Valle Powe:
Y
WVPA
Chief Executive Officer
ecu
Xnergy
Xenergy
Chief Nuclear Officer
COBREMC
Cobb EMC
Chief Executive Officer
a comverge
Comverge
Chief Executive Officer
ODEC
Old Dominion Electric
Chief Marketing Officer
�z1
Cooperative
Chief Executive Officer
TENDRIL
Tendril
SVP, Engineering
Energy
EnergyUnited
Chief Operating Officer
Chief Communications Officer
�
Alevo
Chief Marketing Officer
RLUER.0GE�
Blue Ridge EMC
Chief Operating Officer
AM(RKAS
res
RES Americas
President
NineStar
NineStar Connect
C-level (confidential)
San
tl�
Atlantic Wind
Q Antonio
WInd Cann -Von
Connection
Chief Executive Officer
water
San Antonio Water
Chief Information Officer
System
System
Puerto Rico Electric
GRIDL14NCE
GridLiance
Chief Financial Officer
SVP, Business Development
Power Authority
Chief Executive Officer
0"ISENSE
Optisense
Chief Executive Officer
JEA
SVP, Administration
„'t'!
PrA1919
ABB
President
Duke Energy
SVP, Construction
SVP, M&A
GEEnergy
DUKE
ENERGY
'
GE Digital Energy
Chief Marketing Officer
Energy Future
Energy Future Holdings
Holdings
Chief Financial Officer
SIEMENS
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Siemens Energy
President, Electric Network
Solutions
Ter'a
-NER
NextEra Energy
SVP, Renewables
SLACK&V TCH
Black & Veatch
Managing Partner, Smart Grid
Tennessee Valley
Authority
VP, Strategic Initiatives
scottmadden
Scott Madden
Utility Consultant(s)
SVP, Customer
IncameElrcSrlxUm�hdIncome
PACIFICORP
iteElectrric
Electrix
Chief Executive Officer
Balfour Beatty
Balfour Betty
Chief Executive Officer
Infrastructure
Chief Executive Officer
Who We Work With (Continued)
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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.
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Practice Areas >1
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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.
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Who We Work With (Continued)
Representative non-profit clients
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References
Wabash Valley Power
. - • ■ energy smart
Jay Bartlett
Chief Executive Officer
Wabash Valley Power Authority
Jay_Bartlett@wvpa.com
Jim Turner
J�C Chief Executive Officer
Indiana Fiber Network
jturner@ifncom.net
13LUEROGE
.�.r -urr-
Doug Johnson
Chief Executive Officer
Blue Ridge EMC
djohnson@blueridgeemc.com
Mike Burrow
Chief Executive Officer
NineStar Ninestar Connect
CONNECT
Board Director, Indiana Fiber Network
mburrow@ninestarconnect.com
John lee
Old Ua inio Eleddc(—P-01— Chief Executive Officer
O D E C Mecklenburg EMC
Board Director
Old Dominion Electric Cooperative
jlee@meckelec.org
& Brad Kitchens
scottm�adden Chief Executive Officer
MANAGEMENT CONSULTANTS Scott Madden & Associates
sbkitchens@scottmadden.com
Ed Crowell Energymm
Wayne Wilkins
4Ll�i Board Director
Chief Executive Officer
COBB EMC Cobb EMC Energy United
edward.crowell@cobbemc.com wayne.wilkins@energyunited.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 often 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
Quote for Search Services (continued)
J0
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
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.
carterba dwi n
executive search 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
une 11,:
June 12 -June 15, 2018
CB & KEPCo meet to review long list, internal candidates*; determine interview slate, BC SC meeting logistics
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, 20
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
Appendix B - Sample Search Committee
Interview Questions
I nt rod u ct i o n/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 (Continued)
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)
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 C — Predictive Index Behavioral
Assessment (See additional Appendix Attachment)
Through a unique blend of scientific assessments, groundbreaking software,
THE top-notch management workshops, and professional consulting from the
PREDICTIVE world's best workplace behavior experts, The Predictive Index helps overcome
INDEX the most complex business challenges. At CarterBaldwin, we are certified PI
consultants able to assist in applying objective and targeted data.
The Predictive Index Behavioral AssessmentT"^ 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 AssessmentTm has
consistently supported the relationship of behavior to
important leadership and workplace outcomes such as
tenure, turnover, sales, and customer satisfaction.
BEHAVIOR
LEARNING
PREDICTIVE
-
Workforce
Assessments
PI Behavioral AssessmentT"
PI Learning IndicatorT"^
SKILLS
PI Job AssessmentTm
Skills AssessmentTM
+ �zaic R.eaicv�einaer. uc
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).
'41 AMERICAN . s"
PSYCHOLOGICAL slop�
,'' ^`
ASSOCIATION
SCIENCE FOR A SMARTER WORKPLACE
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 - $513 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).
Appendix D - History and Background of
CarterBaldwin (Continued)
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)
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 E - Our Core Values
r,
We are Positive People
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.
A W�_. TI - -,..-%.7
.� t
Time is Precious
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.
Appendix E - Our Core Values (continued)
We are Serious About Results
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.
P
We Strive for 100% Trust 1;'I
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.���'