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HomeMy WebLinkAbout2016-12-20 Agenda and Supporting Documentation Town Council Afternoon Regular AgendaAgenda TOM Of UAJt VAIL TOWN COUNCIL REGULAR MEETING Town Council Chambers 75 South Frontage Road W., Vail, CO 81657 11:00 AM, December 20, 2016 Notes: Times of items are approximate, subject to change, and cannot be relied upon to determine what time Council will consider an item. Public comment on any agenda item may be solicited by the Town Council. 1. Site Visits 1.1. Site Visit to Marriott Residence Inn, 1783 North Frontage Road West (Lots 45 min. 9-12), Buffehr Creek Resubdivision Van will depart Vail Municipal Building after start of the meeting. Presenter(s): Matt Panfil, Planner Action Requested of Council: None at this time. Background: Ordinance No. 35, Series of 2016, establishing a Special Development District No. 41 (Marriott Resdience Inn) will be presented during the evening meeting. 2. DRB / PEC Update 2.1. DRB/PEC Update Presenter(s): Chris Neubecker, Planning Manager 3. Presentation / Discussion 3.1. Rental By Owner "RBO" Update Presenter(s): Kathleen Halloran, Finance Director Action Requested of Council: Consider the information presented and provide feedback. Background: An update on the implementation of RBO licensing (effective January 1, 2016) and proposal for an RBO study Staff Recommendation: Staff is asking for Council's support and feedback regarding plans for compliance efforts in 2017 and consideration of the first phase of a comprehensive RBO study to be completed by Destimetrics. 3.2. Informational Presentation on Special Development Districts Presenter(s): George Ruther, Director of Community Development Action Requested of Council: No action is required Background: Special Development Districts are a commonly used land use planning tool in the Town of Vail. They are used in circumstances where flexibility and creativity in the development of land is needed in order to promote its most appropriate use, to improve the design character and quality of the new development with the town, and to further the overall development goals of the community. The purpose of this worksession is to 5 min. 15 min. 30 min. December 20, 2016 - Page 1 of share an informational presentation with the Vail Town Council on Special Development Districts (SDD's). The objective of the presentation is to prepare the Town Council to make informed decisions, on behalf of the community, when acting upon a request to establish a SDD in the Town of Vail. 4. Break 4.1. 12:35 PM: Break for lunch (to be served at Vail Municipal Building) 1:00 PM: Reconvene afternoon meeting 5. Presentations / Discussion 5.1. Recognition of Harry Frampton, Vail Valley Foundation Presenter(s): Dave Chapin, Mayor Action Requested of Council: Recognize Harry Frampton, Vail Valley Foundation, with Proclamation. Background: The Proclamation recognizing Harry Frampton with the Vail Valley Foundation will be read during the evening meeting. 5.2. Joint Meeting with Vail Economic Advisory Council Presenter(s): Ralf Garrison, DestiMetrics Background: Garrison will present a winter preview of the Mountain Travel Industry to Town Council, Vail Economic Advisory Council and the Community 5.3. Slifer Square Design Update Presenter(s): Chad Salli, Project Engineer Action Requested of Council: Consider the information presented and the report attached, provide input, and affirm the design direction to move forward with construction documents. Background: Slifer Square is in need for major maintenance repairs to storm sewer, the fountain, snowmelt mains and water quality improvements. Staff has selected a consultant to provide design and engineering services for the necessary repairs and fountain design. Design has reached 30% level. Staff Recommendation: Staff recommends that the Town Council consider the information presented and the report attached, provide input, and affirm the design direction to move forward with construction documents. 6. Interviews for Boards and Commissions 6.1. Interviews for Commission on Special Events Presenter(s): Patty McKenny, Town Clerk Action Requested of Council: Interview candidates for CSE. Appointments will be made during the evening meeting. Background: Six (6) vacancies exist on the Town of Vail Commission on Special Events (CSE). Applicants must be residents of the Town of Vail, own real property within the Town of Vail, own a business in the Town of Vail, or be employed within the Town of Vail. Four appointments will serve two year terms ending on December 31, 2018. Two appointments will serve until December 2017, filling vacancies which exist due to two resignations. 30 min. 5 min. 30 min. 20 min. 45 min. December 20, 2016 - Page 2 of 7. Information Update 7.1. Mauri Nottingham Excellence in Environmental Sustainability Scholarship Program 7.2. CSE December 7, 2016 Draft Minutes 7.3. Future council meeting agenda topics and 2017 meeting dates 7.4. Grant Opportunity for TOV/USFS Weed Management Partnership 5 min. 8. Matters from Mayor, Council and Committee Reports 8.1. Review Responses from Executive Search Services RFP 60 min. Presenter(s): Krista Miller, Director of Human Resources and Risk Management Action Requested of Council: Review proposals from Executive Search Consultants Background: The Town of Vail published a Request for Proposals (RFP) for executive search services from qualified firms experienced in recruiting municipal executives to assist the Town in recruiting highly qualified candidates for Vail's next Town Manager. No Staff Recommendation 8.2. Parking and Transportation Task Force Update 5 min. Presenter(s): Dave Chapin, Mayor Background: The Vail Parking Task Force is being reinstated by the Vail Town Council to provide advisory input and recommendations on parking, transit and traffic operations. Applications are being taken for the following seats: - -2 representatives from the restaurant community --2 representatives from the retail community - -1 representative from the lodging community - -1 representative from the community at -large 9. Executive Session 9.1. Executive Session, pursuant to: 1) C.R.S. §24-6-402(4)(a)(b)(e) - to discuss the purchase, acquisition, lease, transfer, or sale of property interests; to receive legal advice on specific legal questions; and to determine positions, develop a strategy and instruct negotiators, Regarding: Chamonix housing development; and 2) C.R.S. §24-6-402(4)(e) - to determine positions, develop a strategy and instruct negotiators, Regarding: Contract with Executive Search Firm for Town Manager; 3) C.R.S. §24-6- 402(4)(a)(e) - to discuss the purchase, acquisition, lease, transfer, or sale of property interests; and to determine positions, develop a strategy and instruct negotiators, Regarding: Potential Real Property Acquisition. Presenter(s): Matt Mire, Town Attorney 10. Recess 10.1. Recess at 4:15 pm 30 min. December 20, 2016 - Page 3 of Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website www.vailgov.com. All town council meetings will be streamed live by High Five Access Media and available for public viewing as the meeting is happening. The meeting videos are also posted to High Five Access Media website the week following meeting day, wwwhighfivemedia.org. Please call 970-479-2136 for additional information. Sign language interpretation is available upon request with 48 hour notification dial 711. December 20, 2016 - Page 4 of TOWN Of 9 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Site Visit to Marriott Residence Inn, 1783 North Frontage Road West (Lots 9-12), Buffehr Creek Resubdivision Van will depart Vail Municipal Building after start of the meeting. PRESENTER(S): Matt Panfil, Planner ACTION REQUESTED OF COUNCIL: None at this time. BACKGROUND: Ordinance No. 35, Series of 2016, establishing a Special Development District No. 41 (Marriott Resdience Inn) will be presented during the evening meeting. December 20, 2016 - Page 5 of VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: DRB/PEC Update PRESENTER(S): Chris Neubecker, Planning Manager ATTACHMENTS: Description December 7, 2016 DRB Meeting Results December 12, 2016 PEC Meeting Results TOWN IfO December 20, 2016 - Page 6 of TOWN OFD DESIGN REVIEW BOARD AGENDA PUBLIC MEETING December 7, 2016 Council Chambers 75 South Frontage Road West - Vail, Colorado, 81657 MEMBERS PRESENT MEMBERS ABSENT Bill Pierce Andy Forstl Doug Cahill Rollie Kjesbo Peter Cope PROJECT ORIENTATION 2:OOpm SITE VISITS 1. 980 Vail View Drive, Brooktree Condominiums 2. 122 East Meadow Drive, Eye Pieces MAIN AGENDA 3:OOpm 1. Brooktree Condominiums Association DRB16-0525 Conceptual review of exterior alterations 980 Vail View Drive/Lot B5, Block B, Lions Ridge Filing 1 Applicant: Brooktree Condominiums Association, represented by Christopher Carpenter ACTION: Conceptual Review (Pierce and Kjesbo recused from discussion) 2. Jackson Residence DRB16-0407 Final review of an exterior alteration (deck, stairs) 2475 Garmisch Drive Unit 1/Lots 5 & 6, Block H, Vail Das Schone Filing 2 Applicant: Dominique Jackson ACTION: Table indefinitely MOTION: Kjesbo SECOND: Cahill VOTE: 5-0-0 Jonathan Matt 3. Vantage Point Condominium Association DRB16-0502 Matt Final review of a sign (building ID) 508 East Lionshead Circle/Lot 1, Block 1, Vail Lionshead Filing 1 Applicant: Vantage Point Condominium Association, represented by Dave Moe ACTION: Table to December 21, 2016 MOTION: Kjesbo SECOND: Cahill VOTE: 4-0-1 (Pierce recused) 4. Eye Pieces DRB16-0527 Final review of an exterior alteration (stairs) 122 East Meadow Drive/Lot K, Block 5E, Vail Village Filing 1 Applicant: Fred Hibberd, represented by Hopkins Architecture ACTION: Table to January 4, 2017 MOTION: Kjesbo SECOND: Cahill 5. Gorla Residence DRB16-0340 Final review of new construction (duplex) 4822 Meadow Lane/Lot 9, Block 7, Bighorn Subdivision 5th Addition Page 1 VOTE: 5-0-0 Matt Matt December 20, 2016 - Page 7 of Applicant: Vincent Gorla, represented by Concept 30 ACTION: Table to January 4, 2017 MOTION: Kjesbo SECOND: Cahill VOTE: 5-0-0 STAFF APPROVALS Vail Corporation DRB16-0448 Final review of an exterior alteration (landscaping) 560 East Lionshead Circle/Lot 2, Lionshead Filing 6 Applicant: Vail Corporation, represented by Jeffrey Babb Madison Residence DRB16-0515 Final review of an exterior alteration (windows, door) 4660 Vail Racquet Club Drive Unit 10/Unplatted Applicant: Joan Madison, represented by East West Construction Boles Residence DRB16-0516 Final review of an exterior alteration (landscaping) 3916 Lupine Drive/Lot 5, Block 2, Bighorn 1St Addition Applicant: Sandra Boles, represented by Chris Forman Vail Commons HOA DRB16-0517 Final review of an exterior alteration (landscaping) 2090 Zermatt Lane/Vail Commons Residential Condominiums Applicant: Vail Commons HOA, represented by Ceres Landcare Concert Hall Plaza DRB16-0518 Final review of an addition (deck) 616 West Lionshead Circle/Lot 1, Vail Lionshead Filing 4 Applicant: Hughes Land Holding Trust, represented by Pierce Architects Creekside Commercial Building LLC—ETAL DRB16-0519 Final review of an exterior alteration (sign) 223 East Gore Creek Drive/Lot A, Block 5B, Vail Village Filing 1 Applicant: Creekside Commercial Building LLC-ETAL, represented by Atlas Strategic Stevens Residence DRB16-0520 Final review of an exterior alteration (landscaping) 2518 Arosa Drive/Lot 9, Block C, Vail Das Schone Filing 1 Applicant: Gary Stevens Lion Square Condominium Association DRB16-0521 Final review of an exterior alteration (stairs/landscaping) 660 Lionshead Place/Lot 1, Vail Lionshead Filing 1 First Addition Applicant: Lion Square Condominium Association, represented by Colorado Land Art Studio Losa Residence DRB16-0523 Final review of an exterior alteration (window) 2470 Chamonix Road Unit H4/Lot 2, Block B, Vail Das Schone Filing 1 Applicant: Tim Losa, represented by BluSky Restoration Hansen Residence DRB16-0524 Final review of an exterior alteration (window) 2470 Chamonix Road Unit H3/Lot 2, Block B, Vail Das Schone Filing 1 Applicant: Ed Hansen, represented by BluSky Restoration Page 2 Chris Jonathan Brian Brian Jonathan Chris Jonathan Chris Chris Chris December 20, 2016 - Page 8 of Arrabelle at Vail Square DRB16-0526 Final review of an exterior alteration (stone/stucco) 675 Lionshead Place/Lot 1 & 2, Lionshead Filing 6 Applicant: Arrabelle at Vail Square, represented by Brandt Marott Simba Run Condominium Association DRB16-0528 Final review of an exterior alteration (sign) 1100 North Frontage Road/Simba Run Subdivision Applicant: Simba Run Condominium Association, represented by Craig Phillips Jonathan Jonathan The applications and information about the proposals are available for public inspection during regular office hours at the Town of Vail Community Development Department, 75 South Frontage Road. The public is invited to attend the project orientation and the site visits that precede the public hearing in the Town of Vail Town Council Chambers. Times and order of items are approximate, subject to change, and cannot be relied upon to determine at what time the Design Review Board will consider an item. Please call (970) 479-2138 for additional information. Sign language interpretation is available upon request with 48-hour notification. Please call (970) 479-2356, Telecommunication Device for the Deaf (TDD), for information. Page 3 December 20, 2016 - Page 9 of TOWN 122) PLANNING AND ENVIRONMENTAL COMMISSION December 12, 2016, 1:00 PM Vail Town Council Chambers 75 S. Frontage Road -Vail, Colorado, 81657 1. Call to Order Members Present: Brian Gillette, Kirk Hansen, Ludwig Kurz, John Ryan Lockman, Henry Pratt, John Rediker, and Brian Stockmar 2. A request for a variance from Section 12-6F-6, Setbacks, Vail Town Code, pursuant to Section 12-17, Variances, Vail Town Code, to allow for construction of a deck with a five (5) foot side setback where ten (10) feet is required, located at 4352 Spruce Way, Unit 5 (HBM Townhouses)/Lot 9, Block 3, Bighorn Subdivision, 3rd Addition and setting forth details in regard thereto. (PEC16-0037) Applicant: Jason and Jacqui Baggaley, represented by MPP Design Shop Planner: Jonathan Spence Action: Approve with One Condition Motion: Hansen Second: Kurz Vote: 7-0-0 Condition: 1. Approval of this variance is contingent upon the applicant obtaining Town of Vail design review approval for this proposal. Jonathan Spence introduced the project. The site is located within a subdivision that was approved by Eagle County prior to being annexed into the Town. At its construction, the home was placed right along the minimum 10 foot setback and the existing deck was allowed to encroach five feet (5') into the setback. When the property was annexed, the new setback established was 20 feet. Due to the regulation change, the deck would not be able to be rebuilt without a variance. Pratt — What is the Town's view on encroachments into utility easements? Spence — OK with utility's approval. Gillette — If the deck was rebuilt to the same size, would it still require a variance? Spence — Yes Gillette — Were neighbors notified? Spence — Yes Stockmar — Is this lot substantially sloping? Spence — The area where the deck is located is relatively flat. December 20, 2016 - Page 10 0 Rediker — Asked for a review of the regulations in place at the time of the construction of the home and how they compare to today's standards. Lockman — Asked for clarification as to how the deck encroachment is measured. The applicant declined to present additional information, but remained available to answer questions. Public Comment — There was no public in the audience to comment. Lockman — Agrees with staff's recommendation. Hansen — Agrees with staff's recommendation. Kurz — Also in favor of approving the variance. Pratt — Agrees that there are grounds for granting a variance. He is somewhat concerned that the neighbor has not responded to the notification. Gillette — Expressed concern that mailing a notification to a neighbor is not enough notice. Stockmar — Agrees with staff's recommendation. Rediker — Cited the review criteria in the staff memorandum and agreed with staff's recommendation. He does not find that the variance is a grant of special privilege. Rediker reopened public comment. Karl Forstner, 4325 Spruce Way - Asked for clarification as to where the new deck would be located. He expressed that he does not have a concern about the project. 3. A request for a variance from Section 14-6-7, Vail Town Code, pursuant to Section 14- 1-5, Variances, Vail Town Code, and in accordance with Section 12-17, Variances, Vail Town Code, to allow for retaining walls with an exposed face height greater than three feet (3') in the front setback, located at 1255 Westhaven Circle/Lot 45, Glen Lyon Subdivision and setting forth details in regard thereto. (PEC16-0036) Applicant: Westhaven LLC and Jamie Lipnick, represented by KH Webb Architects Planner: Matt Panfil Action: Table to January 9, 2017 Motion: Kurz Second: Stockmar Vote: 7-0-0 4. A request for final review of a Development Plan, pursuant to Section 12-61-11, Vail Town Code, to allow for the future development of Employee Housing Units on the Chamonix parcel located at 2310 Chamonix Road, Parcel B, Resubdivision of Tract D, Vail Das Schone Filing 1, and setting forth details in regard thereto. (PEC150019) Applicant: Town of Vail Planner: Jonathan Spence Action: Table to January 9, 2017 Motion: Kurz Second: Stockmar Vote: 7-0-0 December 20, 2016 - Page 11 0 5. Approval of Minutes November 28, 2016 PEC Meeting Results Action: Approve Motion: Kurz 6. Informational Update Second: Hansen Vote: 7-0-0 Chris Neubecker prompted the Commission for training topics and other Informational Updates that they would like to learn about in future informational updates. Requested topics included: • Site visits to non -conforming properties in West Vail • Legislative Training on Quasi- Judicial Issues • Water Quality and the Restore the Gore Action Plan • Update on Local Judge Overturning a Water Quality Case Chris Neubecker thanked the Commissioners for their service to the Town of Vail and the community over the past year. 7. Adjournment Action: Adjourn Motion: Kurz Second: Stockmar Vote: 7-0-0 The applications and information about the proposals are available for public inspection during regular office hours at the Town of Vail Community Development Department, 75 South Frontage Road. The public is invited to attend the project orientation and the site visits that precede the public hearing in the Town of Vail Community Development Department. Times and order of items are approximate, subject to change, and cannot be relied upon to determine at what time the Planning and Environmental Commission will consider an item. Please call (970) 479-2138 for additional information. Sign language interpretation is available upon request with 48-hour notification. Please call (970) 479-2356, Telecommunication Device for the Deaf (TDD), for information. Community Development Department December 20, 2016 - Page 12 0 TOWN Of 9 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Rental By Owner "RBO" Update PRESENTER(S): Kathleen Halloran, Finance Director ACTION REQUESTED OF COUNCIL: Consider the information presented and provide feedback. BACKGROUND: An update on the implementation of RBO licensing (effective January 1, 2016) and proposal for an RBO study STAFF RECOMMENDATION: Staff is asking for Council's support and feedback regarding plans for compliance efforts in 2017 and consideration of the first phase of a comprehensive RBO study to be completed by Destimetrics. ATTACHMENTS: Description RBO December 20, 2016 - Page 13 0 TOWN of VAIL TO: Memorandum FROM: DATE: SUBJECT: Vail Town Council Finance Department Economic Development Department December 20, 2016 RBO Update SUMMARY Since January 1, 2016 the town has licensed approximately 310 individual "Rental by Owner" businesses (representing 335 units) and has collected $443,548 in sales tax and an estimated $155,242 in lodging tax from rental activity through September. Through 24 property management companies licensed in Vail, another 620 short term rental units are also on the market. The purpose of this memo is to update Council with plans for further compliance of RBO licensing and tax collections, as well as quantifying the RBO inventory in Vail. Staff is asking for Council's support and feedback regarding plans for compliance efforts in 2017 and consideration of the first phase of a comprehensive RBO study to be completed by Destimetrics. II. BACKGROUND Communities nationwide are struggling to quantify the number of RBO units and have encountered challenges in enforcement of local regulations and impacts to long term housing. In the fall of 2015, Council passed an Ordinance (effective Jan 1, 2016) requiring an annual business license to be obtained by owners renting units for greater than 14 days per year. If two or fewer units are rented, the cost of the license is $150; for rentals of greater than two units the cost is $325. In addition, a per unit fee is assessed based on location of the unit(s): $17 per unit if located in Zone 1 and $12.75 if located in Zone 2. Short term rental establishments or property management companies that rent units within the Town of Vail boundaries are required to obtain a business license regardless of the location of the management office. If an owner is (only) using a property management service or short term rental establishment then an individual license is not required. The Town of Vail business license for that property management service covers the individual owner and the manager is also responsible for remitting sales tax on the owner's behalf. However if the owner advertises and rents the unit independently of rentals through that rental or management service, then a business license is required. December 20, 2016 - Page 14 0 Sales and lodging taxes have always been required of any short term rental activities, however the new licensing has helped to educate owners in this responsibility as well. All advertisements for rental by owner units must include a Town of Vail sales tax account number. There are no land use regulations or additional/increased building code requirements affecting short term rentals of individual properties in Vail. The town does not monitor or rate properties for quality of amenities or guest service levels. Implementation of RBO regulations Once the Ordinance was passed, staff began steps to implement the licensing requirement. Several press releases were posted in the newspaper and on the town's website. In September 2015 a postcard mailing went to all homeowners in Vail to educate them on the new requirements. Beginning January 1 2016, business license applications started coming in. Throughout 2016, staff has conducted some research of rental listings to verify compliance and has responded to various calls from concerned neighbors reporting suspected rental activity. Research of "rental by owner" listings can be quite lengthy, as the rental websites do not provide adequate information in order to identify property owners. Once research is completed and if the property or owner is not licensed already, we have a process to send out letters or make phone calls to the owners to encourage compliance. To improve the amount of resources dedicated to compliance efforts, Council approved the addition of a part time employee in the 2017 budget discussions. For the RBO accounts that have been licensed, staff made changes in the sales tax software to enable better tracking of these accounts. Specifically, a new "RBO" category was created within the lodging segment, and parcel numbers were added to the account information. The parcel number enables staff to easily confirm if a unit is licensed when we get a call from a concerned neighbor for example. The "RBO" category enables reporting of sales taxes collected specific to that type of rental, separate from property management companies or other lodging properties and hotels. III. DISCUSSION Recently, staff has been working with Destimetrics to come up with a method to determine the number of short term rental units, investigate other resort communities' efforts and attempt to quantify the impact to long term housing inventory and the lodging market in Vail. In tonight's budget supplemental ordinance, staff is requesting $24,150 to begin the first phase of work to be completed by Destimetrics. A memo from Destimetrics is attached which provides more detail on the proposed RBO study. Town staff has also identified a workplan as we head into 2017, which is summarized in the chart below along with tasks identified in the first phase of the Destimetrics RBO proposal. -2 December 20, 2016 - Page 15 0 Staff plans to work on the following objectives in the upcoming year: Workplan TOV Destimetrics 1. Better Quantify the short term rental market inventory • Establish an initial benchmark of estimated number of RBO units and the respective use • Obtain addresses of all units represented by property management companies. • Create a report of units represented by currently licensed RBO accounts • Map out the licensed units on the town's website for use by both internal staff tracking compliance and available to the public for verification of licensing X X X X 2. Increase compliance efforts • Hire approved part time employee for internet research • Coordinate with Code Enforcement Officers to inform us of complaints that indicate short term rental activity • An assessment of the Vail licensing, compliance and enforcement compared to other communities and related recommendations such as new technology X X X 3. Increase public education on short term rental requirements • Another outreach effort similar to when the ordinance went into effect • Establish a -hotline" that concerned citizens / neighbors can report potential short term rental activity • Reach out to Vail Board of Realtors to communicate with real estate agents about short term rental requirements X X X 4. Determine impact of RBO market on long term housing X IV. ACTION FROM COUNCIL • Does Council agree with staff's recommended workplan? • Does Council support proceeding with the first phase of Destimetric's proposal? - 3 December 20, 2016 - Page 16 0 Town of Vail: Rent By Owner Plan Memorandum To: Town of Vail Staff, Council From: Ralf Garrison, DestiMetrics, in collaboration with Chris Cares, RRC Associates Ref: 2017 Comprehensive Rent -by -Owner Study — Phase 1 Primary Strategies Date: Dec 11, 2016 This summarizes a proposed agreement between Town of Vail and DestiMetrics/RRC Associates, to provide research/consulting services related to monitoring and measuring the rent -by -owner market in Vail and its related impacts to the broader resort/community as provided below and represents one of two phases proposed and targeted for 2017 implementation. OBJECTIVE: Conduct a research study that monitors and measures the rent -by -owner housing market metrics along with its relationship to the broader short term rental and overall bed base. The result will provide the Town of Vail staff, Council and committees with the best available information to better inform their policy decisions and actions. Upon completion, the related deliverables will be: A broad-based inventory of housing/bed-base, specific short term rental inventory, including an estimate of rent -by -owner units specifically in the Town of Vail, along with several other metrics including their average rate, occupancy, and overall economic contribution. The results of a review of current Town of Vail Rent -by -Owner policies and procedures including licensing, compliance and enforcement, along with a comparative evaluation of several other similar resort town programs. A set of recommendations and sample strategies for consideration and optional implementation, along with such specific implementation tactics and enabling technology as can be provided within the scope of this project phase. Summary: - Project Name : Vail Rent- by -Owner 2017 Comprehensive Study: - Phase 1 Primary Strategies Funds Request: $ 24,150 - Work Start Date: Immediately upon Execution Resulting Deliverable Date: No later than April 1, 2017 December 20, 2016 - Page 17 0 TOWN Of UAJL VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Informational Presentation on Special Development Districts PRESENTER(S): George Ruther, Director of Community Development ACTION REQUESTED OF COUNCIL: No action is required BACKGROUND: Special Development Districts are a commonly used land use planning tool in the Town of Vail. They are used in circumstances where flexibility and creativity in the development of land is needed in order to promote its most appropriate use, to improve the design character and quality of the new development with the town, and to further the overall development goals of the community. The purpose of this worksession is to share an informational presentation with the Vail Town Council on Special Development Districts (SDD's). The objective of the presentation is to prepare the Town Council to make informed decisions, on behalf of the community, when acting upon a request to establish a SDD in the Town of Vail. ATTACHMENTS: Description Informational Presentation on Special Development Districts Memorandum December 20, 2016 - Page 18 0 MEMORANDUM TO: Vail Town Council FROM: George Ruther, Community Development Department DATE: December 20, 2016 SUBJECT: Informational Presentation on Special Development Districts I. PURPOSE OF THE WORKSESSION The purpose of this worksession is to share an informational presentation with the Vail Town Council on Special Development Districts (SDD's). The objective of the presentation is to prepare the Town Council to make informed decisions, on behalf of the community, when acting upon a request to establish a SDD in the Town of Vail. The presentation is intended to be interactive with the information shared in a frequently asked questions & answers format. Town Council members are encouraged to ask questions and seek clarification, as needed, throughout the presentation. II. FREQUENTLY ASKED QUESTIONS & ANSWERS What is a Special Development District? A Special Development District (SDD) is best described as a municipal land use planning tool utilizing an overlay form of zoning whereby deviations from the prescribed development standards of the underlying zone district may be granted to allow increased flexibility and creativity in the design of a site which achieves the adopted land use and development goals and objectives of the community. What is the purpose of a Special Development District? According to Chapter 9, Zoning Regulations, Vail Town Code, the purpose of a Special Development District is to, "encourage flexibility and creativity in the development of land in order to promote its most appropriate use; to improve the design character and quality of the new development with the town; to facilitate the adequate and economical provision of streets and utilities; to preserve the natural and scenic features of open space areas; and to further the overall goals of the community as stated in the Vail comprehensive plan. An approved development plan for a special development district, in 1 December 20, 2016 - Page 19 0 conjunction with the property's underlying zone district, shall establish the requirements for guiding development and uses of property included in the special development district. The special development district does not apply to and is not available in the following zone districts: Hillside residential, single-family, duplex, primary/secondary. The elements of the development plan shall be as outlined in section 12-9A-6 of this article." Who may apply for a Special Development District designation? Any owner of property to be included within the proposed Special Development District or his (her) agent or authorized representative may apply. One exception applies, however. A Special Development District designation may not be applied to properties located within the Hillside Residential, Single-family Residential, Two-family Residential, or Two-family Primary/Secondary zone districts. What are the procedures for establishing a Special Development District? Section 12-9A-4, Development Review Procedures, Vail Town Code, outlines the various steps and procedures for establishing a Special Development District. According to Section 12-9A-4, there are two primary steps in the establishment procedures; 1) pre -application meeting with the Town staff; and 2) PEC and Town Council review. In an effort to ensure an efficient and timely review of a Special Development District development review application, the first step is the applicant shall meet with the Town staff for a pre -application meeting. The purpose of the meeting is to discuss: 1) the goals of the proposed special development district, 2) the relationship of the proposal to applicable elements of the town's master plan, and 3) the review procedure that will be followed for the application. The second step in the process is the actual review of the application by the PEC and Town Council. What are the roles of the PEC, DRB, Staff, and Town Council in the review of a Special Development District development review application? Development applications for the establishment of a Special Development District are first reviewed by the Planning & Environmental Commission, (PEC) for impacts associated with the proposed uses on the development 2 December 20, 2016 - Page 20 0 objectives of the Town and compatibility of any requested deviations from the prescribed development standards (i.e. GRFA, site coverage, building height, etc.) with the Town's adopted design criteria. The review and recommendation of the application by the PEC is based upon a set of prescribed criteria. According to the Vail Town Code, in part, "the design criteria shall be used as the principal criteria in evaluating the merits of the Special Development District." The nine design criteria are outlined below: A. Compatibility: Design compatibility and sensitivity to the immediate environment, neighborhood and adjacent properties relative to architectural design, scale, bulk, building height, buffer zones, identity, character, visual integrity and orientation. B. Relationship: Uses, activity and density which provide a compatible, efficient and workable relationship with surrounding uses and activity. C. Parking And Loading: Compliance with parking and loading requirements as outlined in Chapter 10 of this Title. D. Comprehensive Plan: Conformity with applicable elements of the Vail Comprehensive Plan, Town policies and urban design plans. E. Natural and/or Geologic Hazard: Identification and mitigation of natural and/or geologic hazards that affect the property on which the special development district is proposed. F. Design Features: Site plan, building design and location and open space provisions designed to produce a functional development responsive and sensitive to natural features, vegetation and overall aesthetic quality of the community. G. Traffic: A circulation system designed for both vehicles and pedestrians addressing on and off-site traffic circulation. H. Landscaping: Functional and aesthetic landscaping and open space in order to optimize and preserve natural features, recreation, views and function. I. Workable Plan: Phasing plan or subdivision plan that will maintain a workable, functional and efficient relationship throughout the development of the special development district. 3 December 20, 2016 - Page 21 0 In nearly all instances, the review and recommendation of the PEC is the result of numerous meetings with the staff and worksession discussions and public hearings before the Commission. In the case of an application to establish a Special Development District, the role of the PEC is to act in an advisory capacity to the Town Council. According to the Vail Town Code, the PEC can recommend approval, approval with modifications, or denial of an application to establish a Special Development District to the Town Council. Then, and often concurrently, the Design Review Board (DRB) reviews a separate development application conceptually for compliance with the prescribed design guidelines of the Town. Again, as often is the case, the review of the application occurs over the course of several conceptual review meetings with the Board. The DRB, however, does not take final action on the development application until final action on the SDD application has been taken by the Town Council. The Town Council's review of an application to establish a Special Development District is based upon a number of considerations. According to the Vail Town Code, the Council's final decision on an application to establish a Special Development District shall be based upon consideration of the recommendation forwarded by the PEC and compliance with each of the nine design criteria prescribed in the Zoning Regulations. The Town Council's evaluation of an application to establish a Special Development District is in the form of an amending ordinance. The Town Council can approve, approve with modifications, or deny the application by either approving or denying the request upon two readings of the amending ordinance. The final step in the review process is final design review of the development application by the DRB. The final decision of the DRB is based upon compliance with the Town's adopted design guidelines. Examples of the design guideline criteria include: Architectural compatibility with other structures, the land and surroundings, Fitting buildings into landscape, Configuration of building and grading of a site which respects the topography, Removal/preservation of trees and native vegetation, Adequate provision for snow storage on-site, Acceptability of building materials and colors, Acceptability of roof elements, eaves, overhangs, and other building forms Provision of landscape and drainage, Provision of fencing, walls, and accessory structures, 4 December 20, 2016 - Page 2 0 Circulation and access to a site including parking, and site distances Location and design of satellite dishes, Provision of outdoor lighting, Compliance with the architectural design guidelines of applicable master plans. What types of land uses are allowed in a Special Development District? Pursuant to Section 12-9A-7, Uses, Vail Town Code, "Determination of (permitted, conditional and accessory uses shall be made by the Planning and Environmental Commission and Town Council as a part of (the formal review of the proposed development plan. Unless further restricted through the review of the pro posed special development district, permitted, conditional and accessory uses shall be limited to those permitted, conditional and accessory uses in a property's underlying zone district. Under certain conditions, commercial uses may be permitted in residential special development districts if, in the opinion of the Town Council, such uses are primarily for the service and convenience of the residents of the development and the immediate neighborhood. Such uses, ifany, shall not change or destroy the predominantly residential character of the special development district. The amount of area and type of such uses, ifany, to be allowed in a residential special development district shall be established by the Town Council as a part of the approved development plan. For example, if a proposed Special Development District is located within the Public Accommodation (PA) zone district, those permitted, conditional and accessory uses listed for the PA zone district would be permissible, provided the uses were not further restricted as part of the final approval. Can the underlying zone district of a proposed Special Development District be changed? Yes. A property owner can propose to amend the underlying zoning of a proposed Special Development District. In order to do so, an application for a zone district amendment is required. The amendment application is reviewed concurrently with the application to establish the Special Development District. Ifa Special Development District is an overlay district atop an underlying zone district, how is development regulated within the Special Development District? Development within a Special Development District is regulated pursuant to an Approved Development Plan. An approved development plan is the principal 5 December 20, 2016 - Page 23 0 document in guiding the development, uses and activities of a special development district. A development plan shall be approved by ordinance by the Town Council in conjunction with the review and approval of any special development district. The development plan shall be comprised of materials submitted in accordance with Section 12-9A-5 of this Article. The development plan shall contain all relevant material and information necessary to establish the parameters with which the special development district shall develop. The development plan may consist of, but not be limited to, the approved site plan, floor plans, building sections and elevations, vicinity plan, parking plan, preliminary open space/landscape plan, densities and permitted, conditional and accessory uses. In essence, the approved development plan, along with the approving ordinance, becomes an "illustrative and written contract "between the Town and the property owner for the future development of the site. What about the development standards (i.e., site coverage, GRFA, density, building height, landscape area, parking, setbacks, etc.), how are they determined? Development standards including lot area, site dimensions, setbacks, height, density control, site coverage, landscaping and parking shall be determined by the Town Council as part of the approved development plan with consideration of the recommendations of the Planning and Environmental Commission. Before the Town Council approves development standards that deviate from the underlying zone district, it should be determined that such deviation provides benefits to the Town that outweigh the adverse effects of such deviation. This deviation is to be made based on evaluation of the proposed special development district's compliance with the design criteria outlined in Section 12-9A-8 of the Zoning Regulations. Historically, deviations have been granted for development in Special Development Districts to allow for increases in GRFA, density (dwelling units per acre), building height, site coverage along with decreases in the requirement amounts of parking, landscape area, and setbacks. Justification for such deviations has included proximity to public transportation, increased protection of the Gore Creek corridor, increased number of accommodation units, compliance with the adopted goals and policies of the Town's master plans, provision of on-site employee housing units, below -grade development versus above -grade development, provision of public improvements (sidewalks, plazas, loading/delivery, etc.) on private property, increased commercial square footage in exchange for GRFA, deductions in density (dwelling units per acre), provision of open space and public recreation, protection of natural area from future development and creation of a "third" village. 6 December 20, 2016 - Page 24 0 Can a Special Development District approval be amended? Yes. By definition, an amendment is either "major"or "minor". The differences between the two are generally the extent or magnitude of the changes requested and the subsequent review process prescribed for each. For example, change in use; increases in GRFA, change in the number of dwelling or accommodation units or requests to modify or enlarge the boundaries of a Special Development District are considered major amendments. As such, the review process for a major amendment is nearly identical to that required to establish a Special Development District. A minor amendment by comparison, would be a request to modify building plans, site or landscape plans that do not alter the basic intent and character of the approved special development. Regardless of whether an amendment is considered major or minor, in order to be approved, the amendment must be consistent with the adopted design criteria. What findings must the PEC and Town Council make to approve or deny a request to establish a Special Development District? To avoid claims of arbitrary or capricious decision making by the Town's Commission and Council, the Vail Town Code establishes design criteria that must be evaluated and specific findings of fact that must be made about the application by the reviewing bodies. In all instances, when either making a recommendation or taking final action on an amending ordinance, the PEC and Town Council must find that, "The applicant has met the burden of demonstrating that the submittal materials and the pro posed development plan comply with each of the nine design criteria, or demonstrated that one or more of the nine design criteria is not applicable, or that a practical solution consistent with the public interest has been achieved. " Does an approval of a Special Development District ever lapse? Yes. The developer must begin initial construction of the special development district within three (3) years from the time of its final approval, and continue diligently toward the completion of the project. If the special development district is to be developed in phases, the developer must begin construction of subsequent phases within one year of the completion of the previous phase. If the developer does not begin and diligently work toward the completion of the special development district or any stage of the special development district within the time limits imposed by the preceding subsection, the approval of said special development district shall be void. The Planning and Environmental Commission and Town Council shall review the special development district upon submittal of an application to reestablish the special development district 7 December 20, 2016 - Page 25 0 following the procedures outlined in the Zoning Regulations. In addition to the above -prescribed time requirements, the Town Council may, at its discretion, place more restrictive time requirements upon an approval. This was the case with the approvals of the Vail Plaza Hotel and Westhaven Condominium Special Development District major amendment applications. Upon approving each of the applications, in addition to making the necessary findings of fact, the Town Council also found that the interest and welfare of the public would be furthered by placing a shorter timeframe on the length of the respective major amendment approvals. Are Special Development Districts unique to Vail? Yes and no. The terminology used, "Special Development District" is somewhat unique to Vail. In most instances, the term "Planned Unit Development "(PUD) is used to describe a land use planning tool that encourages flexibility and creativity in the development of land in order to promote its most appropriate use; improves the design character and quality of the new development with the town; facilitates the adequate and economical provision of streets and utilities; preserves the natural and scenic features of open space areas; and furthers the overall goals of the community as stated in the comprehensive master plan. Regardless of the term used, however, upon reviewing a number of other community's zoning and land development regulations, the procedures for establishing or amending an SDD or PUD are nearly identical to those outlined in the Vail Town Code. In all instances the creation of an SDD or PUD is seen as an amendment to the municipality's zoning or land use regulations, and as such, requires review and approval of an amending ordinance by the legislative body of the municipality. 8 December 20, 2016 - Page 26 0 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: 12:35 PM: Break for lunch (to be served at Vail Municipal Building) 1:00 PM: Reconvene afternoon meeting TOWN Of 9 December 20, 2016 - Page 27 0 TOWN Of 9 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Recognition of Harry Frampton, Vail Valley Foundation PRESENTER(S): Dave Chapin, Mayor ACTION REQUESTED OF COUNCIL: Recognize Harry Frampton, Vail Valley Foundation, with Proclamation. BACKGROUND: The Proclamation recognizing Harry Frampton with the Vail Valley Foundation will be read during the evening meeting. ATTACHMENTS: Description Proclamation No. 9, Series of 2016 Frampton Vail Valley Foundation December 20, 2016 - Page 28 0 December 20, 2016 - Page 29 0 (° TOWN OF VAIL Proclamation No. 9, Series of 2016 Proclamation Recognizing Harry Frampton of the Vail Valley Foundation WHEREAS, the Town of Vail and the Vail Valley have long benefited from its long-lasting partnership with the Vail Valley Foundation. Established in 1981, the Vail Valley Foundation's mission is to enhance and sustain the quality of life in the Vail Valley by providing leadership in the arts, athletics, and education; and WHEREAS, for the past 35 years, Harry Frampton has been Chairman of the Board of the Vail Valley Foundation and during Frampton's tenure the organization set a high bar for achievement in all three areas; and WHEREAS, in athletics, the Vail Valley Foundation spearheaded the efforts to bring three Alpine World Ski Championships to the valley in 1989, 1999, and 2015. In 2009, the Vail Valley Foundation acquired the Mountain Games, then known as the Teva Mountain Games. Now under the title sponsorship of GoPro, the GoPro Mountain Games have become one of the most active, exciting weekends of the year, and serve as an annual kick-off to the summer season. The VVF also took the lead in organizing and hosting several international-class cycling events in the valley, including the 1994 and 2001 UCI World Mountain Bike Championships and the USA Pro Challenge; and WHEREAS, in the arts, the organization orchestrates and operates activities at the Vilar Performing Arts Center, known for marquee performances as well as for its work bringing more than 6,000 students per year to enjoy the performing arts via its S.T.A.R.S. program. The Vail Valley Foundation also operates the Gerald R. Ford Amphitheater. In 1986-87, the Vail Valley Foundation unified private and public sector groups to build the iconic performing arts space, which has been renovated via five major capital campaigns; and WHEREAS, in education, the Vail Valley Foundation serves more than 4,000 youth and their families via the YouthPower365 education nonprofit which merged with the VVF in October of 2011. Programs like PwrHrs, the Magic Bus, Dollars for Scholars, Girl PowHER, Parent Mentors and many more have raised the quality of education enrichment programming for children of all ages — and their families — in the Vail Valley; and December 20, 2016 - Page 29 0 December 20, 2016 - Page 30 0 WHEREAS, the above are only a portion of the organization's activities during Frampton's tenure. Frampton was particularly instrumental in the restoration and creation of the Eagle River Preserve, which is now flourishing as a cherished open space area in Edwards. The American Ski Classic, the World Forum, and the Session snowboard competition, as well as many other events, projects, and programs can be traced back to the leadership of Harry Frampton via his position as Chairman of the Board of the Vail Valley Foundation; and NOW THEREFORE, be it proclaimed that the Mayor and the Vail Town Council are very pleased and proud to formally recognize and honor Harry Frampton for providing leadership, vision, and guidance to the Vail Valley Foundation, and thereby raising the quality of life for all of us who are part of the Vail community. Dated this 20th day of December 2016. VAIL TOWN COUNCIL Dave Chapin, Mayor Attest: Patty McKenny, Town Clerk December 20, 2016 - Page 30 0 TOWN Of UAJL VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Joint Meeting with Vail Economic Advisory Council PRESENTER(S): Ralf Garrison, DestiMetrics BACKGROUND: Garrison will present a winter preview of the Mountain Travel Industry to Town Council, Vail Economic Advisory Council and the Community ATTACHMENTS: Description VEAC Destimetrics Presentation December 20, 2016 - Page 31 0 Desti Metrlcs:LC Resort Intelligence, Vail Town Council Vail Economic Advisory Council .__L Upciate Data as of Nov 30, 2016 Ralf Garrison Index 1111r1. Introduction 2. Econometrics 11.01 3. Summer 2016 Review 4. Winter 2016/17 Preview 1 DestiMetrics„L info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303--722--7346 2 MTNWEST • Aspen • Avon, Colorado • Breckenridge • Big Sky • Beaver Creek • Copper • Gunnison/Crested Butte • Keystone • Mt Bachelor • Mammoth Lakes • Jackson Hole • North Lake Tahoe • Snowmass • Steamboat • Park City Area • Summit County, CO • Telluride • Vail • Winter Park Vail Property Participation DestiMetrics„L 25 properties representing 1,926 units 50.7% of total community census Loss of inventory Vail Cascade (closed for renovations —reopen Mar. 2017) Vail Spa (closed for renovations -reopen Dec. 2016) Vail International (stopped submitting) Various Properties (lost 6 — 22 units each) info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303-72.2--7346 4 25 Data Submitting Properties DestiMetrics„ Antlers at Vail Arrabelle at Vail Square Christiania Lodge & Condos (new in 2016) Destination Resorts Vail Vail Cascade Condos Evergreen Lodge at Vail Four Seasons Resort Vail Lion Square Lodge Lodge at Lionshead Lodge Tower Manor Vail Resort Montaneros Sitzmark Lodge Sonnenalp Resort of Vail The Sebastian The Wren Tivoli Lodge Vail Mountain Lodge Vail Racquet Club Vail Spa Condominiums Vail Marriott The Lodge at Vail The Ritz-Carlton Residences info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 'CD3 --72' -7346 Index 1 1. Introduction 11‘2. Econometrics DestiMetrics„L 3. Summer 2016 Review 4. Winter 2016/17 Preview info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303-727--7346 6 Confidence, The Dow & Unemployment January '07 -November '16 DestiMetricsLLL 19124 Dow Jones 107.1 Confidence Unemployment 4.6% O`° oc° OO 0°3 oa Oc oa �o �o �o �o ��. �. ��. <\ �ti 0 0 �ti ,�� ,�� t13 \44 � � •k` <13 � ,\`' ,1h NCZs i \ � aPj "i�\Pi \ V j �Pi V V` . ,\ PQ�4� 0 0., 1). ()Co �P.v).�v). 0C., v).- v��z,•R �) 04 day �. 04 info@DestiMetrics.com I www.DestiMetrics.com 1 678 S Franklin St. Denver, CO 80209 1 303--727--7346 7 Trump Bump DestiMetrics„L info@DestiMetrics.com 1 www.DestiMetrics.com 1 678 5 Franklin St. Denver, CO 80209 1 303-722-7346 Index 1 DestiMetrics„L 1. Introduction 2. Econometrics 11.01 3. Summer 2016 Review 4. Winter 2016/17 Preview info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303-722-7346 9 Summer Index • • DestiMetrics West Industry -Wide DestiMetrics 100.0% 80.0% 60.0% 40.0% 20.0% 0.0% -20.0% -40.0% Vail Summer Performance: 2008 - 2016 vs 2007 Vail % Chg Occ. Rate vs 2007 Industry % Change ADR vs 2007 #DMXWinterPreview Industry % Chg Occ. Rate vs 2007 Vail % Change ADR vs 2007 Vail % Change Revenue vs 2007 Industry % Change Revenue vs 2007 95.7% 80.3% 45.1% 42.9% 32.3% 26.3% 2007 '08 vs '07 '09 vs '07 '10 vs '07 '11 vs '07 '12 vs '07 13 VS '07 14 VS '07 15 VS '07 16 VS '07 infO@DestiMetrics.cam I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303 -72? -7346 Summer 2016 May -October ❑estiMetrics L Year over Year Change in Occupancy ADR RevPAR Vail Industry - Wide info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303-722-7346 11 Bo Vail. Daily Occupancy Report - Summer 2016 Data as of Oct. 31, 2016 • ///////f/ d'/iif,J., /I ❑estiMetrics L Total Occupancy Rate 100 % 75 % 50 % 25 % 0% - 25 % - 50 % Go Pro Games 2016 Historic 11 9T AV OE - r 1 1 - ri Fourth of July Go Pro Games 2015 0 Ir N N 4 A W CO o~i 1 a --,al a) 1-1 ca 1 U▪ ri NJ N 1 W NJ W On Th ii" 1 Irl O N o 61 W ▪ O V W O ▪ V ▪ A W Ca ▪ N Lc) C C C C • O o O 0 0 tin 1-6 W W Date (Gridlines aligned with Saturdays) Data as of Oct 31 (2016/17) — Data as of Oct 31 (2015/16) — Historic Actual (2015/16) • % Occupancy change info@DestiMetrics.com I www.DestiMetrics_com 1 678 S Franklin St_ Denver, CO 80209 I 303--722--7346 Index 1 DestiMetrics„L 1. Introduction 2. Econometrics 3. Summer 2016 Review � 4. Winter 2016/17 Preview info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303-722-7346 13 Vail vs. Industry Winter Performance 2007/08 - 2015/16 DestiMetrics. Vail + Industry Winter Performance: 2008/09 - 2015/16 vs 2007/08 Benchmark Vail % Chg Occ. Rate vs 2007 _ - Industry `:6 Change Revenue vs 2007 Vail % Change ADR vs 2007 Industry % Chg Occ. Rale vs 2007 ---- Industry% Change ADR vs 2007 Vail% Change Revenue vs 2007 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% -10.0% -20.0% -30.0% • • NM .� 26.7% 24.3% �■ 15.6% �°• • 11.3% • #.>♦ 3.4% -2.1°0 '07/08 '08/09 vs '09/10 vs '10/11/vs '11/12 vs '12/13 vs 13/14 vs 14/15 vs 15/16 vs '07/08 '07/08 07/08 07/08 '07/08 '07/08 '07/08 '07/08 info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 1 303-722-7346 14 Vail DOR as of 11/30/15 ■ . ■. .■ .. ... .... ■ ■ . DestiMetrics„L 100% 90% 80% 70% 60% 5O% 40% • 30% ro Sa- car 20% cr 10% 0% - 10% - 20% - 30% - 40% SO% u V2 2 4 tn Vail Daily Occupancy Report as of November 30, 2015 STATIC WINTER VIEW Report Date: 11/30/2015 II2015/16YTD os 20.14115 STD as of 11/30 [21 properties] - 2015/16 - as or 11/30/15 [23 properties incl udedj - 2014/15 - as or 11/30/14 [23 properties incl udedj - 2014/15 - historic actuals 123 properties included} 2015/15YTD vs. 2014/15 YTD as of 11/15 [21 properties] 5 N F rn 'p m 0, m m o + 0 rn TI c Date (Gridlines Aligned with Saturdays) 5 ounce: ['esti Metrics_ Copyright 2015. N a CFI o+ N r rr ✓ w 3' , a w F+ N rL+ A m NOTE: This is not a forecast of bookings. Data presented in this report represents occupancy on the hooks as of the report date. info@DestiMetrics.com 1 www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303--722--7346 lb Vail DOR as of 4/30/16 DestiMetrics„L Total Occupancy Rate 100 75% I 50% I 25 % 0% - 25 % - 50 % ✓ -+ 0 On Th SL J\oN LO z 0 Ln ST AoN TZ NJ Ca z 0 Ln to 0 LJI N 0 0 L.J1 del w O Di wiaj Z Z 7 3 7 3 N N N N 01 01 01 Q1 O 1--. iV N O1 w 0 V -n m m m 0 0 0- Cr N N N N 01 01 01 01 Date (Gridlines aligned with Saturdays) 91J vJSO 91 aEW ZL 91 -IPA 61 91 aEW 9Z Bo O O F-+ N l.V NJ LO Cr, UJ O _00 -6 -5 -6 -6 l Z Z Z , 01 ▪ 01 ▪ ▪ Cr, ▪ Cr. ▪ 01 Data as of Apr 30 (2015/16) — Data as of Apr 30 (2014/15) — Historic Actual (2014/15) • % Occupancy change — % Occupancy change as of last period J Vail: Occupancy - Winter 16/17 Data as of Nov. 30, 2016 100 % 80 % 60 % 40 % 20 m 0% Historic -1% Nov 16 58% 7% Dec 16 Data as of Nov 30 (2016/17 season) 54% 52% Jan'17 On The Books 5196 7496 6% % .' 17 30% 76% -16% 13% Mar'17 29% A )r'17 DestiMetrics„L Vail 0% L. Winter Total 20% 10% Historic Actual (2015/16 season) • Data as of Nov 30 (2015/16 season) f Percent Variance info@DestiMetrics.com 1 www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303--722--7346 17 • Vail: ADR - Winter 16/17 Data as of Nov. 30, 2016 ❑estiMetricsw Average Daily Rate $800 $700 $600 $500 $400 $300 $200 $100 $o Historic DO in IN 0 yj N lill 4% Nov'16 15%:,1 • A Dec'16 Jan'17 On The Books 0 Feb'17 Data as of Nov 30 (2016/17 season) • Data as of Nov 30 (2015/16 season) Lrf v u, 4% Mar'17 Apr'17 Winter Total Historic Actual (2015/16 season) t Percent Variance info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 313--72.2--7346 18 Vail: RevPAR - Winter l6/17 Data as of Nov. 30, 2016 ■ ❑estiMetricsw Revenue Per Available Room $500 $450 $400 $350 $300 $250 $200 $150 $100 $50 Historic $0 — 3% Nov'16 24% m N Dec'16 12% AV On The Books 43% 50% Chg in Revenue Per Available Room Jan'17 Feb'17 Data as of Nov 30 (2016/17 season) • Data as of Nov 30 (2015/16 season) Apr'17 Winter Total Historic Actual (2015/16 season) t Percent Variance info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 302-722-7346 19 Vail Daily Occupancy Report - Winter 16/17 Data as of Nov 30 2016 ❑estiMetrlcsL, Total Occupancy Rate 100 % 75 % 50 % 25 % 0% -25 % -50 % Historic On The Books 91 noN SO N Lp z z 0 0 I j1111 �Iti 1111 II 111111. II 91 AoN 9Z 91DaO€o Delayed M Opening F—. - 0 V 0 0 ra n n CI 91 310 bZ 0 ro 1 0 F1 N N V A N Go w w w w 3 3 3 3 - N - 1— V V V V V '1 O - F� ry sz. r co cn m mro rroo ET ET Cr 0- V V V V LT -mlAl tO Date (Gridlines aligned with Saturdays) L1 selAl SZ i - NJ IV 0 F-+ NJ N l0 0 W O -6 -6 w w w 1 K -C V V V V V Data as of Nov 30 (2016/17) — Data as of Nov 30 (2015/16) — Historic Actual (2015/16) • % Occupancy change info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303-722--7346 LU Wild Cards info@DestiMetrics.com 1 www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 303--727--7346 Index 1 DestiMetrics„L 1. Introduction 2. Econometrics 3. Summer 2016 Review 4. Winter 2016/17 Preview info@DestiMetrics.com I www.DestiMetrics.com I 678 S Franklin St. Denver, CO 80209 I 302-722-7346 22 Desti Metrlcs:LC Resort Intelligence, Thank you! TOWN OF UAJL VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Slifer Square Design Update PRESENTER(S): Chad Salli, Project Engineer ACTION REQUESTED OF COUNCIL: Consider the information presented and the report attached, provide input, and affirm the design direction to move forward with construction documents. BACKGROUND: Slifer Square is in need for major maintenance repairs to storm sewer, the fountain, snowmelt mains and water quality improvements. Staff has selected a consultant to provide design and engineering services for the necessary repairs and fountain design. Design has reached 30% level. STAFF RECOMMENDATION: Staff recommends that the Town Council consider the information presented and the report attached, provide input, and affirm the design direction to move forward with construction documents. ATTACHMENTS: Description Slifer Square Memorandum Slifer Square Presentation December 20, 2016 - Page 55 0 TOWN OF VAIL. Memorandum To: Vail Town Council From: Department of Public Works Date: December 20, 2016 Subject: Slifer Square Repair Project — Town Council Update I. Introduction The purpose of this discussion is to update the Town Council in regards to the design progress of the Slifer Square Repair Project including the modifications to the fountain design. 11. Background Staff has identified 4 significant maintenance issues concerning Slifer Square. These included the following. 1. Damaged storm sewer 2. Storm water being discharged into Gore Creek without treatment, 3. Water leaking from the fountain, and 4. Corroded steel snow melt mains. The Real Estate Transfer Tax Capital Project Budget includes $150,000 in 2016 for design and engineering and $1,350,000 in 2017 for Slifer Square repairs. 111. Design Discussion The initial public meeting for the Slifer Square project was held on March 29, 2016. The majority of the comments received at the public meeting could be summarized with the following statement. Maintaining the existing natural character and flow of Slifer Square is important but there is room to improve the aesthetics and functionality of the space. On May 17, 2016 Town Council directed staff to issue a Request for Proposals for design services for the necessary maintenance required and reconstruction of the fountain. The direction for the design consultant team was to keep the same general layout of the existing plaza area while taking opportunities where able to increase gathering and meeting locations. Increased gathering areas have been incorporated adjacent to the fountain by reducing the fountain size. The fountain design utilizes much of the existing large boulders from the Eldon Beck design while incorporating cascades of water. The December 20, 2016 - Page 56 0 three large "pillars" will remain with the other large boulder repositioned to better compliment the pillars and provide access to the fountain. The river rock cobble site wall around the fountain will be removed, which not part of the original design of the fountain. The proposed paver layout calls for three distinct areas, pedestrian thru traffic, gathering area and bus lanes providing a visual cue to pedestrians. An area has been reserved just to the south and east of the eastbound bus shelter for the proposed art piece. The proposed plan for water quality improvements include a primary treatment for gross solids and total suspended solids followed by a secondary filter treatment system prior to discharge into Gore Creek. IV. NEXT STEPS Once the design direction is confirmed, the design team will begin final design, construction documents and the Town design approval process, with an anticipated final design completion by early 2017. Construction is scheduled to begin after the mountain closes in April 2017 with a completion date of November 15, 2017. The construction schedule will follow the same as the Vail Village Streetscape with no work in the months of July and August. Process and Schedule: • March 29, 2016 • May 17, 2016 • May -Dec 2016 • Dec 19, 2016 • Dec 20, 2016 • January 2016 • Spring and Fall 2017 V. STAFF RECOMMENDATION Public Open House Town Council Update Preliminary Design Design Public Open House Town Council: Design Concept Review Final Design Review Board Approval Construction Staff recommends that the Town Council consider the information presented above and the report attached, provide input, and affirm the design direction to move forward with construction documents. VI. ATTACHMENTS DRB Submittal Town of Vail Page 2 December 20, 2016 - Page 57 0 SLIFER SQUARE - TOWN OF VAIL SCHEMATIC DESIGN DOCUMENT DECEMBER 14, 2016 Prepared by: BrightView December 20, 2016 - Page 58 of 624 BrightView SknA COIXM TABLE OF CONTENTS SCHEMATIC DESIGN 3 EXISTING CONDITIONS SITE PLAN WATER FEATURE SECTIONS WATER FEATURE PERSPECTIVES APPENDIX 10 PREVIOUS CONCEPTS REFERENCE IMAGERY MATERIAL IMAGERY December 20, 2016 - Page 59 of 624 SLIFER SQUARE - TOWN OF VAIL 2 CURB & GUTTER GAS INLET SAN SAN PAVER BAND AUSTRIA HAUS A W SAN STONE VENEER COLUMN BENCH NO PLAQUE SHELTER DRAIN TRASH/RECYCLING ELECTRIC PANEL BrightView � JMcomm WALL D'AMBROSIO PLAQUE BENCH CONCRETE CATV LINE GAs GASB GAS PAVER BAND INDICATES A SNOW MELT CONTROL VAULT APPROXIMATE SANITARY SEWER LINE LOCATION W Wim_ ALL SAN SAN 1-2-E DRAIN US SIGN _J WALL POST DRAIN) MEADOW DRIVE B-1 HT GAS TRANSIT CENTER STEPSJ WALL GAS_ BUS SHELTER PAVER BAND --GAS GAS GAS __lV-. ELECTRIC' ',- MANHOLE BENCH NO PLAQUE STORM MANHOLE 01 �CONCRETE� NLET PAVER BAND AN PAVERS ADA PICNIC TABLE WALL o`' /� STOR ,PO MANHOLE 02 VAULT_ _DTREECEIDUOUS WOOD N SA CURB & GUTTER WATER ATURE\ CURB & GUTTER EDGE OF / CONCRETE ELECTRIC LINE TV STORM MANHOLE 03 TILLMAN PLAQUE BENC _SKI/BIKE RACK SLIFER PLAQU BENCH EDGE OF CONCRETE WALL WALL EQUIPMENT SHED STEPS STATUE MCDONALD PLAQUE BENCH 24" CONCRETE PIPE (INV OUT = 8156.97) GAS KIRCHES LINE PLAQUE BENC c EDGE OF TB CONCRETE 'n\ PAVER BAND \ \ / ORT -V PED. 24" C.M.P. (INV OUT = 8160.34') INLETS ENTRY COLUMNS BUISNESS SIGN /#STEINER b� PLAQUE BENCH WALL SKI/BIKE RACK TRASH/RECYCLING CONCRETE WALK 1 OUTLINE OF THE MOUNTAIN HAUS THE MOUNTAIN HAUS PROPERTY LINE MOUNTAIN HAUS 40 0 10 20 30 40 NORTH SCALE: 1:10 EXISTING CONDITIONS December 20, 2016 - Page 60 of 624 SLIFER SQUARE - TOWN OF VAIL 3 1 . PM,�-._ MEADDW DRIVE • • 1 i'V'—/ . 7' ', gn�x///i,//////.,',//J/j/z,j,,/%//.(/yr _ _; ��` emi lbw 110 _ 1 1 -••••••'1 „, r • 1L'ilk )11•► • PLANTING LEGEND - FIELD ADJUST A5 DIRECTED ❑ 0002110 TREES COLORADO 0000VCO RO: E-1 2 L2.102 • WINNIPEG PARKS RDS!, R2= !.2112.102 BIRDS HEST &UE SPRUCE, RE=!.5112.102 50 .50HAL ANNUALS A • • PIAN LEGEND 0 0 0 CONCRETE OTT PAVERS • VEUICULAR, RE: A I L2.102 CONCRETE UNIT PAVERS - PEDESTRIAN. RE: A 1 L2.102 fl0.G5TONE PATH. RE: B 112.102 5011PNRE VP, 0 0 ■ •� I I DO 0 0 0 0 0 0 0 0 0251II4G PONE 11001- RELOCATED FCIINTAIN UG11T1NG, RE. C. ! L2.102 FIEIAALULIBT UGNI FLttuRES TO BORDER PLACEMENT NOT USE P1N5511ELTPIC DGNT. R0: C.5 L2.102 WATDL r A URE. RE: D I L2.102 GTENOED CURB F UPC"! ram GI CAF3TAW AHD cit *5 OOTAL 3 WV ENKE! Su RACK -rum 2 RECVCL0 2 TOTAL 2 5f252 FlrNRE am ROAD 0D5T. • 0 ba5111G 005 51GN - RELOCATED 0 022021101LWORNL510 B< REPLACED 0212215TREETSCAPE 5111,E NFMMERED NN1511 0 FORD PARA WAITINIING MA020 ( %ACE101O(R] ELECTRICAL PANEL ENCLOSURE BrightView SITE PLAN December 20, 2016 - Page 61 of 624 SLIFER SQUARE - TOWN OF VAIL 4 BrightView BOULDERS, TYP. WL8170.69 OSCALE: I /4"= _0 =1111 II III 1111II WL 8166.61 PAVING SECTION C I II II III IIV I II I I III I � I—ILII 1I 1 1 1 1-1 I la I I _ 1—II—II1-111— II III 111 111 = 111-111-111 11 T—I1 111_7111— 1-111-111-111 111 111 111 111 111 111 111-111-111 111 111-111 1 111117,1111111111111111111p1111111-111 III III III III III III III III CONCRETE FOUNTAIN BASIN, FLOOR SURFACE - STONE CASCADE FOUNTAIN, TYP. STONE SLABS (STACKING) FIELD ADJUST LIGHT FIXTURES TO BOULDER PLACEMENT, TYP. SOURCE POOL PLANTING (E) r8 167.45 '1 -Ill 111i11111 PAVING SECTION 5 SCALE: I/4'= I'-0" (E) 8 I G8. BOULDERS, TYP. 1-111-111=111—� _° 111 II -111 111_111 111 111 _ III 111-111-111-111 111 11 W1_8166.61 1111=111=1=111=111=11=111-111—I _ I=111=111=111=111=111-111=111=111=11 1-111=1 I I -I 1 r -111 -If III-III-III1711 L I M-1111117111111111111111111111 1 WL 8167.94 CONCRETE FOUNTAIN BASIN, FLOOR SURFACE STONE (E) PILLARS CASCADE FOUNTAIN, TYP. STONE SLAB (STACKING) FIELD ADJUST LIGHT FIXTURES TO BOULDER PLACEMENT, TYP. BOULDERS, TYP. (E) PLANTING WL 8171.10 WL 816:.7811 ll= =_ I I—III I I I—I I I II -III -III I1_I I I -I I-' 111 1111 1=1 =1 1=1 11111111111111111111111111111111111111 1111111 1111 111 I I I 1=1, I I I �, � 1, I I I IL-, �, , I I I, , I I=111-111-111-111-111=111=111=111= ' SHALLOW BASIN W/ INLET FOR WATER SOURCE OSCALE: I/4"=1.0 PAVING SECTION A CONCRETE FOUNTAIN BASIN FLOOR SURFACE, STONE STONE CAP (DRY AREA), TYP. CASCADE FOUNTAIN, TYP. STONE SLAB (STACKING) SOURCE POOL BOULDERS, WI'. (E) PLANTING WATER FEATURE SECTIONS December 20, 2016 - Page 62 of 624 SLIFER SQUARE - TOWN OF VAIL 5 BrightView 8169.07 5169.57 WL 5168.45 STONE SLAB (STACKING) III III I�—_ WL 1 7. 1 —I WL 8166.61 ISI—ISI ISI ISI III III III III ISI ISI III_a _." ��— � �� � 1 � °_ —111-111-111-111-111=111=111-1 1 1-1 1 11 11—I I—I I -111111111-1111111I a 11 11 11 111 111— 11 111=111=111=111=1111 I I=111 111-111-111-111-111—I —111 -111-111-111-111-111-111-111-111-111-11(=111-111-111-111-111-11 111-111- —111-1-111 —11-1t-111TCIll;111;111;111;111;111,; 11 III 1III ,III ,III 111 ,111 111;,111,;,71 III III 111, ,111 111,;,71 111 11P11— CASCADE FOUNTAIN, TYP. OSCALE: 1/4"— V-0" BOULDERS,TYP. PAVING F(E ) 8166.95 SECTION D CONCRETE FOUNTAIN BASIN, FLOOR SURFACE — STONE WATER FEATURE SECTIONS December 20, 2016 - Page 63 of 624 SLIFER SQUARE - TOWN OF VAIL 6 BrightView ReSkin Grimm December 20, 2016 - Page 64 of 624 � l WATER FEATURE PERSPECTIVE- FROM TRANSIT CENTER STAIRS SLIFER SQUARE - TOWN OF VAIL 7 B htView December 20, 2016 - Page 65 of 624 WATER FEATURE PERSPECTIVE - FROM COVERED BRIDGE SLIFER SQUARE - TOWN OF VAIL 8 BrightView December 20, 2016 - Page 66 of 624 WATER FEATURE PERSPECTIVE - FROM STARBUCKS SLIFER SQUARE - TOWN OF VAIL 9 APPENDIX December 20, 2016 - Page 67 of 624 BrightView ReSkin Grimm — +PEDESTRIAN CONNECTION 411111 EXISTING SEATING AREA KEY ORIGINAL DESIGN - STONE PILLARS OPTION A.1 Option A.1 is intended to respect the original design intent of the Eldon Beck design, but considers modification of layout to improve access to the fountain and visibility of water. Fountain: The key pillars of the original design is essentially unchanged. The fountain basin edge is modified to be comprised of boulders in lieu of cobble walls. In addition the fountain basin is modified to remove the rounded cobble stone and replaced with a more rectangular stone. Plaza: The plaza layout is essentially unchanged from the current configuration. Minor modifications would occur with the fountain adjustments. A brief summary of pros/cons related to the existing fountain / plaza are outlined below: PROS: • Key wayfinding element with stone pillars retained. • Water feature consistent with identity of water features in Vail, reflective of mountain environments retained. • Plaza functions well as a key circulation corridor via its intuitive layout. No change to principal circulation corridors. • Existing fountain pump vault is in good condition and adapted to renovated fountain. • Interactivity is improved through elimination of cobble basin and walls, improving safety considerations. • Visibility of fountain is improved through lowering height of existing fountain basin wall and converting to a boulder edge in lieu of cobble walls. CONS: • Safety concerns related to children climbing taller stone pillars/boulders remain. • Limited gathering/seating areas adjacent to fountain due to pedestrian circulation requirements. No significant modification to the fountain basin layout. WATER FEATURE OPTION A.1 - DIAGRAM December 20, 2016 - Page 68 of 624 SLIFER SQUARE - TOWN OF VAIL 11 SOURCE POOL rORIGINAL ELDON BECK STONE PILLARS EXISTING FOUNTAIN OUTLINE 1 1 -^ E t CASCADING FALLS EXISTING SEATING/ GATHERING AREA 1 1 1 'SOURCE POOL SCADING FALLS URCE POOL BrightView €ern December 20, 2016 - Page 69 of 624 WATER FEATURE CONCEPT A.1 - MASSING PLAN SLIFER SQUARE - TOWN OF VAIL 12 VIEW 1 - FROM STARBUCKS BrightView €ern December 20, 2016 - Page 70 of 624 IIP B VIEW 2 - FROM COVERED BRIDGE VIEW 3 - FROM TRANSIT CENTER STAIRS WATER FEATURE CONCEPT A.1 - MASSING DIAGRAM SLIFER SQUARE - TOWN OF VAIL 13 GAs LEGEF\D - PEDESTRIAN CONNECTION EXPANDED GATHERING AREA KEY ORIGINAL DESIGN - STONE PILLARS BrightView ReSkin Grimm OPTION A.2 Option A.2 represents a modification to A.1 to develop a larger gathering space adjacent to the fountain by reducing the fountain size. Fountain: The key stone pillars of the original design are principally unchanged. The fountain basin edge is modified to be comprised of boulders in lieu of cobble walls. In addition, the fountain basin is modified to remove the rounded cobble stone and replaced with an alternative more rectangular stone. Plaza: The plaza layout is essentially unchanged from the current configuration with the exception of the fountain basin which is reduced to create additional seating/gathering space at the south end. A brief summary of pros/cons related to the existing fountain / plaza are outlined below: PROS: • Key wayfinding element with stone pillars retained. • Water feature consistent with identity of water features in Vail, reflective of mountain environments retained. • Plaza functions well as a key circulation corridor via its intuitive layout. No change to principal circulation corridors. • Existing fountain pump vault is in good condition and adaptable to renovated fountain. • Interactivity is improved through elimination of cobble basin and walls, improving safety considerations. • Visibility of fountain is improved through lowering height of existing fountain basin wall and converting to boulder edge in lieu of cobble walls. • Expanded gathering/seating areas adjacent to fountain through reduction in fountain size, specifically at the south end. CONS: • Safety concerns related to children climbing taller stone pillars/boulders remain. WATER FEATURE CONCEPT A.2 - DIAGRAM December 20, 2016 - Page 71 of 624 SLIFER SQUARE - TOWN OF VAIL 14 SOURCE POOL ORIGINAL ELDON BECK STONE PILLARS EXISTING FOUNTAIN OUTLINE a CASCADING FALLS `SOURCE POOL CASCADING FALLS G AREA URCE POOL BrightView SknA COIXM December 20, 2016 - Page 72 of 624 WATER FEATURE CONCEPT A.2 - MASSING PLAN SLIFER SQUARE - TOWN OF VAIL 15 �s7 B ORIGINAL ELDON BECK STONE PILLARS CASCADING FALLS VIEW 1 - FROM STARBUCKS BrightView €ern December 20, 2016 - Page 73 of 624 VIEW 2 - FROM COVERED BRIDGE VIEW 3 - FROM TRANSIT CENTER STAIRS WATER FEATURE CONCEPT A.2 - MASSING DIAGRAM SLIFER SQUARE - TOWN OF VAIL 16 BrightView ReSkin Grimm LEGEF\D — PEDESTRIAN CONNECTION EXPANDED GATHERING AREA KEY ORIGINAL DESIGN - STONE PILLARS OPTION B Option B modifies the fountain layout to create a series of cascades oriented to specific view/sight lines to the fountain. Additionally the fountain basin is modified to develop a larger gathering space adjacent to the fountain by reducing the fountain size. Fountain: The key stone pillars of the original design are reconfigured to eliminate safety issues through potential climbing. The fountain basin edge is modified to be comprised of boulders in lieu of cobble walls. In addition, the fountain basin is modified to remove the rounded cobble stone and replaced with an alternative more rectangular stone. Plaza: The plaza layout is essentially unchanged from the current configuration with the exception of the fountain basin which is reduced to create additional seating/gathering space at the south end. A brief summary of pros/cons related to the existing fountain / plaza are outlined below: PROS: • Water feature consistent with identity of water features in Vail, reflective of mountain natural environments retained. • Plaza functions well as a key circulation corridor via its intuitive layout. No change to principal circulation corridors. • Existing fountain pump vault is in good condition and adaptable to renovated fountain. • Interactivity is improved through elimination of cobble basin and walls, improving safety considerations. • Visibility of fountain is improved through lowering height of existing fountain basin wall and converting to boulder edge in lieu of cobble walls. • Expanded gathering/seating areas adjacent to fountain through reduction in fountain size, specifically at the south end. • Safety concerns related to children climbing taller stone pillars/boulders reduced. CONS: • Key wayfinding element with vertical stone pillars is modified. Vertical elements are less significant in design. WATER FEATURE CONCEPT B - DIAGRAM December 20, 2016 - Page 74 of 624 SLIFER SQUARE - TOWN OF VAIL 17 SOURCE POOL CASCADING FALLS EXISTING FOUNTAIN OUTLINE CASCADING FALLS WITH INTERMEDIATE POOL SOURCE POOL CASD G FALLS GATHERING AREA BrightView €ern December 20, 2016 - Page 75 of 624 WATER FEATURE CONCEPT B - FOUNTAIN MASSING PLAN SLIFER SQUARE - TOWN OF VAIL 18 CASCADING FALLS CASCADING FALLS WITH INTERMEDIATE POOL DRY FACE CASCADI FALLS DRY FACE VIEW 1 - FROM STARBUCKS BrightView €ern December 20, 2016 - Page 76 of 624 FOUNTAIN ACCESS VIEW 2 - FROM COVERED BRIDGE FALLS BOULDER CASCADE VIEW 3 - FROM TRANSIT CENTER STAIRS WATER FEATURE CONCEPT B - FOUNTAIN MASSING DIAGRAM SLIFER SQUARE - TOWN OF VAIL 19 GAS Gs o GAS 4-majaWYFFILVt II 1111111111.1ft Alli! XVI % 1 \4 ,„ A Arr. • r, BrightView Renin Grimm LEGEF\D — PEDESTRIAN CONNECTION EXPANDED GATHERING AREA KEY ORIGINAL DESIGN - STONE PILLARS OPTION C.1 Option C.1 modifies the fountain layout to create a series of cascades oriented to specific view/sight lines to the fountain. Additionally the fountain basin is modified to develop a larger gathering space adjacent to the fountain by reducing the fountain size. Fountain: The key stone pillars of the original design are principally unchanged. The fountain basin edge is modified to be comprised of boulders in lieu of cobble walls. In addition, the fountain basin is modified to remove the rounded cobble stone and replaced with an alternative more rectangular stone. Plaza: The plaza layout is essentially unchanged from the current configuration with the exception of the fountain basin which is reduced to create additional seating/gathering space at the south end. A brief summary of pros/cons related to the existing fountain / plaza are outlined below: PROS: • Key wayfinding element with vertical stone pillars is modified. Vertical elements are less significant in design. • Water feature consistent with identity of water features in Vail, reflective of mountain natural environments retained. • Plaza functions well as a key circulation corridor via its intuitive layout. No change to principal circulation corridors. • Existing fountain pump vault is in good condition and adaptable to renovated fountain. • Interactivity is improved through elimination of cobble basin and walls, improving safety considerations. • Visibility of fountain is improved through lowering height of existing fountain basin wall and converting to boulder edge in lieu of cobble walls. • Expanded gathering/seating areas adjacent to fountain through reduction in fountain size, specifically at the south end. CONS: • Safety concerns related to children climbing taller stone pillars/boulders remain. WATER FEATURE CONCEPT C.1 - DIAGRAM December 20, 2016 - Page 77 of 624 SLIFER SQUARE - TOWN OF VAIL 20 SOURCE POOL CASCADING FALLS EXISTING FOUNTAIN OUTLINE CASCADING FALLS WITH INTERMEDIATE POOL SOURCE POOL 1NG FALLS URCE POOL GATHERING AREA JlEr rir I I 11 � I BrightView €ern Grimm December 20, 2016 - Page 78 of 624 WATER FEATURE CONCEPT C.1 - FOUNTAIN MASSING PLAN SLIFER SQUARE - TOWN OF VAIL 21 CASCADING FALLS CASCADING FALLS WITH INTERMEDIATE POOL DRY FACE C FALLS DRY FACE VIEW 1 - FROM STARBUCKS BrightView €ern December 20, 2016 - Page 79 of 624 FOUNTAIN ACCESS VIEW 2 - FROM COVERED BRIDGE CASCADING FALLS VIEW 3 - FROM TRANSIT CENTER STAIRS WATER FEATURE CONCEPT C.1 - FOUNTAIN MASSING DIAGRAM SLIFER SQUARE - TOWN OF VAIL 22 LEGEF\D - PEDESTRIAN CONNECTION EXPANDED GATHERING AREA KEY ORIGINAL DESIGN - STONE PILLARS BrightView ReSkin Grimm OPTION C.2 Option C.2 modifies the fountain layout to create a series of cascades oriented to specific view/sight lines to the fountain. Additionally the fountain basin is modified to develop a larger gathering space adjacent to the fountain by reducing the fountain size. Fountain: The key stone pillars of the original design are moved to the West to allow a separation from the cascades. The fountain basin edge is modified to be comprised of boulders in lieu of cobble walls. In addition, the fountain basin is modified to remove the rounded cobble stone and replaced with an alternative more rectangular stone. Plaza: The plaza layout is essentially unchanged from the current configuration with the exception of the fountain basin which is reduced to create additional seating/gathering space at the south end. A brief summary of pros/cons related to the existing fountain / plaza are outlined below: PROS: • Key wayfinding element with vertical stone pillars is modified. Vertical elements are less significant in design. • Water feature consistent with identity of water features in Vail, reflective of mountain natural environments retained. • Plaza functions well as a key circulation corridor via its intuitive layout. No change to principal circulation corridors. • Existing fountain pump vault is in good condition and adaptable to renovated fountain. • Interactivity is improved through elimination of cobble basin and walls, improving safety considerations. • Visibility of fountain is improved through lowering height of existing fountain basin wall and converting to boulder edge in lieu of cobble walls. • Expanded gathering/seating areas adjacent to fountain through reduction in fountain size, specifically at the south end. CONS: • Safety concerns related to children climbing taller stone pillars/boulders remain. WATER FEATURE CONCEPT C.2 - DIAGRAM December 20, 2016 - Page 80 of 624 SLIFER SQUARE - TOWN OF VAIL 23 BrightView SknA COIXM SOURCE POOL CASCADING FALLS EXISTING FOUNTAIN OUTLINE CASCAD FALLS WITH IN EDIATE POOL E POOL RY FACE CE POOL GATHERING AREA WATER FEATURE CONCEPT C.2 - FOUNTAIN MASSING PLAN December 20, 2016 - Page 81 of 624 SLIFER SQUARE - TOWN OF VAIL 24 B CASCADING FALLS CASCADING FALLS WITH INTERMEDIATE POOL DRY FACE C FALLS DRY FACE VIEW 1 - FROM STARBUCKS BrightView €ern December 20, 2016 - Page 82 of 624 B C A Df FOUNTAIN ACCESS VIEW 2 - FROM COVERED BRIDGE CASCADING FALLS VIEW 3 - FROM TRANSIT CENTER STAIRS WATER FEATURE CONCEPT C.2 - FOUNTAIN MASSING DIAGRAM SLIFER SQUARE - TOWN OF VAIL 25 LEGEF\D - PEDESTRIAN CONNECTION EXPANDED GATHERING AREA KEY ORIGINAL DESIGN - STONE PILLARS BrightView ReSkin Grimm OPTION C.3 Option C.3 modifies the fountain layout to create a series of cascades oriented to specific view/sight lines to the fountain. Additionally the fountain basin is modified to develop a larger gathering space adjacent to the fountain by reducing the fountain size. Fountain: The key stone pillars of the original design are elevated with the cascades. The fountain basin edge is modified to be comprised of boulders in lieu of cobble walls. In addition, the fountain basin is modified to remove the rounded cobble stone and replaced with an alternative more rectangular stone. Plaza: The plaza layout is essentially unchanged from the current configuration with the exception of the fountain basin which is reduced to create additional seating/gathering space at the south end. A brief summary of pros/cons related to the existing fountain / plaza are outlined below: PROS: • Key wayfinding element with vertical stone pillars is modified. Vertical elements are less significant in design. • Water feature consistent with identity of water features in Vail, reflective of mountain natural environments retained. • Plaza functions well as a key circulation corridor via its intuitive layout. No change to principal circulation corridors. • Existing fountain pump vault is in good condition and adaptable to renovated fountain. • Interactivity is improved through elimination of cobble basin and walls, improving safety considerations. • Visibility of fountain is improved through lowering height of existing fountain basin wall and converting to boulder edge in lieu of cobble walls. • Expanded gathering/seating areas adjacent to fountain through reduction in fountain size, specifically at the south end. CONS: • Safety concerns related to children climbing taller stone pillars/boulders remain. WATER FEATURE CONCEPT C.3 - DIAGRAM December 20, 2016 - Page 83 of 624 SLIFER SQUARE - TOWN OF VAIL 26 BrightView SknA COIXM SOURCE POOL CASCADING FALLS EXISTING FOUNTAIN OUTLINE CASCAD,IIVG FALLS WITH IN FZMEDIATE POOL E POOL RY FACE FALLS CE POOL GATHERING AREA WATER FEATURE CONCEPT C.3- FOUNTAIN MASSING PLAN December 20, 2016 - Page 84 of 624 SLIFER SQUARE - TOWN OF VAIL 27 CASCADING FALLS CASCADING FALLS WITH INTERMEDIATE POOL DRY FACE FALLS DRY FACE VIEW 1 - FROM STARBUCKS BrightView €ern December 20, 2016 - Page 85 of 624 A FOUNTAIN ACCESS VIEW 2 - FROM COVERED BRIDGE CASCADING FALLS VIEW 3 - FROM TRANSIT CENTER STAIRS WATER FEATURE CONCEPT C.3 - FOUNTAIN MASSING DIAGRAM SLIFER SQUARE - TOWN OF VAIL 28 VIEW 3 GAS CA S GAS —SAN SAN 0 —{E4b16& (E) 8167.4 VIEW I E )8167.11 + WL 816661 I iL liiinitilik i mgr, 1 um ....., 1 /MAN i'��I kl (E) 81 0 BrightView €ern LEGEN D PEDESTRIAN CONNECTION • EXPANDED GATHERING AREA 1 KEY ORIGINAL DESIGN - STONE PILLARS WATER FEATURE CONCEPT C.3 - DIAGRAM December 20, 2016 - Page 86 of 624 SLIFER SQUARE - TOWN OF VAIL 29 1(E) 8168 .26 ' I SECTION A: (1)8167.11. MIBMIIMENEVEN ri WL WL 8167.45 PAVING BOULDERS, TYP. 169.45 4 a L 8169.95 (E) PILLARS CONCRETE FOUNTAIN BASIN SHALLOW BASIN WI INLET FOR WATER SOURCE WL 8 166.6 I A1 WL 8172.45 + I iii ° III III iii iii TW8171.45 WL 8170.61 1 1 III III III 11111 SECTION B: BrightView PAVING 8 168.32 IIIII111 II111 IIIIIIIII 1 II III III IIII 1111111111 III III III III III III III III 1 STONE SLAB (ENTRY) CONCRETE FOUNTAIN BASIN (E) CONCRETE VAULT CASCADE FOUNTAIN, TYP. STONE SLAB (STACKING) SOURCE POOL BOULDERS, TYP. (E) PLANTING CASCADE FOUNTAIN, TYP. STONE SLABS (STACKING) SOURCE POOL (E) PLANTING WATER FEATURE CONCEPT C.3- SECTIONS December 20, 2016 - Page 87 of 624 SLIFER SQUARE - TOWN OF VAIL 30 GAS VIEW 3 GA S \ o GAS —SAN ( • 1 I (E) 8167.45+ VIEW I (71111K.954- VIEW E) 6.95+ VIEW 2 LEGEN D • PEDESTRIAN CONNECTION EXPANDED GATHERING AREA KEY ORIGINAL DESIGN - STONE PILLARS BrightView €ern WATER FEATURE CONCEPT C.4 - DIAGRAM December 20, 2016 - Page 88 of 624 SLIFER SQUARE - TOWN OF VAIL 31 (E) 8168.16 I PAVING SECTION A: (E) 8167.45_ SECTION B: BrightView ResnA Coolm BOULDERS, TYP. WL 8167.20 STONE SLAB (ENTRY) a II 1 III I CONCRETE FOUNTAIN BASIN STONE VENEER WALL BOULDERS, TYP. WL 8166.61 A' , W -w PAVING I I I I III III I WL 8 168.36 WL 8170.5 SHALLOW BASIN W/ INLET FOR WATER SOURCE vv 1 1 1 1°1 1 1 1 1 1 1 1 1 1 11 1 1 1 III III III III IIIIII III III III III III III III III CONCRETE FOUNTAIN BASIN CASCADE FOUNTAIN, TYP. STONE SLAB (STACKING) SOURCE POOL BOULDERS, TYP. (E) PLANTING CASCADE FOUNTAIN, TYP. STONE SLAB (STACKING) BOULDERS, TYP. (E) PLANTING WATER FEATURE CONCEPT C.4- SECTIONS December 20, 2016 - Page 89 of 624 SLIFER SQUARE - TOWN OF VAIL 32 BrightView DeskInGromp December 20, 2016 - Page 90 of 624 REFERENCE IMAGERY SLIFER SQUARE - TOWN OF VAIL 33 3 BIRDS NEST GLOBE SPRUCE V22 PICEA ABIES OWINNIPEG PARKS ROSE ROSA'WINNIPEG PARKS I TATARIAN DOGWOOD CORNUS ALBA'SIBIRICA' OPLANTING - SHURDS BrightView OADDITIONAL BOULDERS / MASONRY GALLEGOS - MOUNTAIN ASH OR APPROVED EQUAL OWATER FEATURE sped2 cations L. ? 65/8" 1d8 Sv2" ao m 156 mm O EXISTING BOULDERS TO BE SALVAGED AND REUSED 4800 LED SWM Line or Low Voltage Swimming Pool Fixture C 1P68 w 1 A OWATER FEATURE LIGHT - WALL MOUNTED MFR: HYDREL EDLIGHTING d"series Specifications EPA: Depth: Width: Height: Overall Height Weight: 0.61 3-118" 8-7/8" 7-3/4" 19" 12 lbs D -Series Size 1 LED Flood Luminaire igfens 11 O2 SCULPTURE LIGHT - GROUND MOUNTED MFR: LITHONIA LIGHTING Outdoor General Purpose OLCFM ,OUTDOOR ILLI LAM Fl USN MN IIT liricict 1111 1 , 541 O3 BUS SHELTER LIGHT - CEILING MOUNTED MFR: LITHONIA LIGHTING OSILOAM STONE TYPE C FLAGSTONE OR APPROVED EQUAL FLAGSTONE December 20, 2016 - Page 91 of 624 PAVING - VEHICULAR $ PEDESTRIAN PAVESTONE - HOLLAND STONE WINTER BLEND OR APPROVED EQUAL TO MATCH EXISTING MATERIAL IMAGERY SLIFER SQUARE - TOWN OF VAIL 34 TOWN Of UAJL VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Interviews for Commission on Special Events PRESENTER(S): Patty McKenny, Town Clerk ACTION REQUESTED OF COUNCIL: Interview candidates for CSE. Appointments will be made during the evening meeting. BACKGROUND: Six (6) vacancies exist on the Town of Vail Commission on Special Events (CSE). Applicants must be residents of the Town of Vail, own real property within the Town of Vail, own a business in the Town of Vail, or be employed within the Town of Vail. Four appointments will serve two year terms ending on December 31, 2018. Two appointments will serve until December 2017, filling vacancies which exist due to two resignations. ATTACHMENTS: Description Memo CSE 122016 December 20, 2016 - Page 92 0 TOWN OF VAIIL. Memorandum To: Mayor and Town Council From: Patty McKenny, Town Clerk Date: December 20, 2016 Subject: Interview for Commission on Special Events There are six (6) vacancies which will need to be filled on the Town of Vail Commission on Special Events (CSE). There will be six interviews conducted on Dec 20; there was one interview with Alison Wadey conducted at the last meeting. Final appointments are scheduled for the evening of the Dec 20 council meeting. The CSE consists of seven (7) voting members appointed, at large, by the town council. All seven (7) voting members shall meet criteria as outlined in the municipal code, 1) be residents of the Town of Vail, 2) own real property within the Town of Vail, 3) own a business in the Town of Vail, or 4) be employed within the Town of Vail. CSE supports Town Council's goals and objectives and makes decisions in alignment with the Town Council's marketing direction. Their mission is to support and assess a diverse collection of special events, both large and small, which promote Vail's economic vitality, sense of community and increase the quality year-round of the experience for guests and residents. The Vail Daily and Town of Vail website were used for posting notice of these vacancies. Please see below the interview schedule and eligibility requirements. December 20, 2016 - Page 93 c CRITERIA: 2016 Name 1) resident in Vail 2) property owner 3) own business in Vail 4) employed w/in vail 1 Samantha Biszantz 2897 Timber Creek Dr., Unit D24 yes Root & Flower yes 2 Mark Gordon 1768 Alpine Drive #2 yes na na 3 Rayla Kundolf na na Masters Gallery Vail yes 4 Marc LeVarn 1817 Meadow Ridge Road, #4 yes International Gallery yes 5 Marco Valenti na na na Vail Resorts Retail 6 Barry Davis yes na Yellowbelly Chicken yes December 20, 2016 - Page 93 c The current board members are listed below. The appointments made during the evening meeting will fill two differing term lengths as follows: ■ Four appointments will serve two year terms ending on December 31, 2018 (current members' terms expiring include Davis, Gordon, Valenti, and Wadey). ■ Two appointments will serve until December 2017, filling vacancies which exist due to two resignations (these two members have already resigned, Christie, Richardson). The attachments include letters of interest, possible interview questions and member attendance records. CSE Board Members: Board Member Term Expires Mark VV Christie Dec. 2017 Barry Davis Dec. 2016 Mark Gordon Dec. 2016 Kim Newbury Rediker Dec. 2017 Shenna Richardson' Dec. 2017 Marco Valenti Dec. 2016 Alison Wadey Dec. 2016 Town of Vail Page 2 December 20, 2016 - Page 94 0 Samantha Biszantz 2897 Timber Creek Dr. Unit D24 Vail, CO 81657 858-349-5024 samantha@rootandflowervail.com November 16, 2016 Patty McKenny Town Clerk, Town of Vail Dear Ms. McKenny & whomever else it may concern, I am writing to express my interest in becoming a member of the Town of Vail Commission on Special Events (CSE). As a homeowner, business owner, lifetime visitor, and local for over 8 years, I am confident I would be a great addition to the CSE. My family has owned property in the town of Vail for over 30 years and I grew up coming here throughout my childhood. From ski school at the age of 2 in Golden Peak, to devouring Haagen-Dazs and enjoying the latest film at Crossroads as a teenager, to my life now, I have seen the town evolve through time. Vail holds a special place in my heart which is why I decided to buy a home 3 years ago and open a business almost exactly a year ago. I believe Root & Flower, my wine & cocktail bar, has been an exciting addition to the town's food and beverage scene. While the old favorites are necessary and beloved, new establishments help us stay current and exciting for both locals and visitors. With this experience in and viewpoint on the town, my hope in joining the CSE would be to offer a unique insight on the proposed and existing events. I have seen firsthand how much of an impact some of the events we currently have on my bar by the boom in business on those days, so I can only imagine on the whole town's economy. As a member of the Vail Valley Economic Development Leadership Council via the Vail Valley Partnership, I am familiar with the trials, tribulations, and opportunities of our local economy. I greatly enjoy proposing ideas on ways to stimulate the local business environment and know that this initiative would translate well to the CSE. Lastly, in the same vein as my bar, I hope my millennial mindset aids in bringing fresh, new ideas to the CSE in order to keep Vail on par with other mountain destinations for both tourists and potentially new residents to keep our community growing. I very much appreciate your time in reviewing my letter and look forward to the possibility of joining the CSE. Sincerely, Samantha Biszantz December 20, 2016 - Page 95 0 mark e gordon 1768 alpine drive #2, vail, co 81657 970-331-5821 • markgordonvail@grnail.com December 9, 2016 Vail Town Council Attn: Patty McKenny, Town Clerk 75 S. Frontage Road Vail, CO 81657 I am writing to express my interest in serving on the Town of Vail's Commission on Special Events (CSE). I appreciate the confidence you showed in my abilities by appointing me to the CSE two years ago. The time went very quickly. I feel like I contributed to many of the successes of the CSE during the time span. I was elected by my fellow commissioners to be Vice -Chair and had a chance to run some meetings and conduct some presentations. I believe that my history on Town boards as well as the fact that I'm a business owner in the Village allows me to bring to the CSE a unique perspective. As you know, quality of life and economic development are two of my hot buttons and the CSE allows me to have a positive impact on the Town. I look forward to meeting with you on December 20th to further discuss my qualifications and your expectations. Thank you for your consideration, Mark Gordon December 20, 2016 - Page 96 0 TENS (LLEPY AT VAIL December 8, 2016 Vail Town Council 75 South Frontage Road Vail, Colorado 81657 Attention: Patty McKenny, Town Clerk RE: Commission on Special Events Board Appointment Dear Town Council: It was a pleasure serving on the Commission of Special Events for eight years. There was lot of progress during that time and it was gratifying to be part of the process. While on the CSE we worked on a five-year strategic plan, aligned events with the Vail Brand, brought events with a positive economic impact, ie destination guests, optimized a year-round event calendar, and brought an event experience for both guests and the community. We also collaborated with the VLMDAC making sure our mission statements were aligned with the Town Council. In working with the ERC we weighed the pros and cons of events and came up with solutions to avoid any future obstacles. With all committee's working together it has enabled the CSE to move forward working with current event producers and looking for more iconic and signature events to separate Vail from the rest. Having been off the CSE for the past year has allowed me to sit back and take a good look at the events through the eyes as a resident and a member of the retail community. It has opened my ears to commentary that I would not generally get being a member of the CSE. I have a better understanding of community and business concerns. I am still an active member on Vail's Economic Advisory Council and the Meadow Drive Business Partnership. I participate in "what's going on in Vail" and have a passionate sense of community and pride. Having the opportunity to serve on the CSE for another term I would commit to bringing quality events for our community and our guests at a world class level. I thank you for your consideration. Sincerely, Rayla J Kundolf — Masters Gallery Vail Galerie Zuger Vail Gib Singleton Gallery Resident December 20, 2016 - Page 97 0 Marc E. LeVarri 1817 Meadow Ridge Rd. #4 Vail, CO 81657 (970) 331 2175 marc@vailgallery.com Local Business Owner, Vail Property Owner I'm a successful entrepreneur who has lived in Vail since 1990. Our business, the Vail International Gallery, opened in 2005 on Meadow Drive. Together with my wife Maria, and brother in law Patrick Cassidy, we have created a stable and thriving business in Vail. I have served on the board of the Meadow Drive Partnership, which owns the Vail Farmers' Market, since 2006. I believe community service is a duty for all local business owners and that events within the Town of Vail are vital both economically and culturally, which is why I would like to serve on the C.S.E. board. Professional Experience Vail International Gallery, President and co-owner, (2005-2016) • Decade old business in Vail selling fine art nationally and at auction. • We curate, hang, and hand sell nearly every work of art in our gallery. • We have developed several local Denver area artists' careers to the point where they are now full-time artists with a national presence in collections. • We market through Constant Contact, our web -site vailgallery.com and with ad buys in local and national publications. • Works of art consigned by our gallery have appeared on the covers of Sotheby's London auction catalogs twice in the last five years. Vail Fine Art Gallery (1995-2005) • Gallery director, 2000-2005 • Salesperson, 1995-2000 Education Columbia University (1986-1990) • Bachelor of Arts, Columbia College, English Literature Personal Daughters Marina (14) and Silvia (12) attended Red Sandstone. My wife Maria and I met in Vail in 1992. We love Vail. December 20, 2016 - Page 98 0 Patty McKenny From: Marco Valenti <Mvalenti@vailresorts.com> Sent: Friday, December 09, 2016 12:49 PM To: Patty McKenny Subject: Marco Valenti CSE Patty I write to express my desire to seek a second term on the Committee on Special Events, CSE. Over the past two years, I gained a greater understanding of what makes a successful event in Vail and I feel I can continue to be a valuable member moving forward, provided the Council agrees. While a member of the board, I have gained significant knowledge surrounding the scoring criteria and what intangibles are essential to the success of an event. Previous to my first term, my understanding was limited to the signature events that had a component interacting with Vail Resorts. I now feel that my knowledge relates to all types of events, both large and small, and I hope to be able to continue to leverage my expertise for another term. Thank you for your time on this matter. Best, Marco Marco Valenti Area Manager Vail Vail Resorts Retail 244 Wall Street Vail CO 81657 970 4761711 (o) 970 476 9427 (f) 'y VAI L. VAIL R E ORTS RETAII The information contained in this message is confidential and intended only for the use of the individual or entity named above, and may be privileged. Any unauthorized review, use, disclosure, or distribution is prohibited. If you are not the intended recipient, please reply to the sender immediately, stating that you have received the message in error, then please delete this e-mail. Thank you. 1 December 20, 2016 - Page 99 0 Vail Town Council, I have been honored to have the privilege of serving as a member, and chairman of the Commission on Special Events. I am proud of the many advances to the event consideration process and procedures the board has worked to achieve. It is my belief the board is more professional than ever in the way events and event produces are selected, funded, and evaluated. Vail's Commission on Special events has evolved to become the gold standard among mountain town and resort communities looking to reap the benefits of a well-planned event calendar. Looking to the future I believe the Commission still has room to improve and innovate our systems. We're sharpening the focus of our survey methodology and creating tools for better consideration of in-kind services from the Town of Vail. Vail is positioned for "one of a kind" world class events and the evolution of the RFP process has begun to attract new producers and fresh ideas. We will continue to develop guidelines and criteria to better evaluate Educational and Enrichment programming that fulfill a specific niche within our community. In addition, I'd like to see the Commission continue to challenge the feasibility of existing events with a history of town funding. A well-balanced board helps make for a well-balanced calendar. I think Council has done a fantastic job curating a team of thoughtful and committed individuals. Thank you for giving me the opportunity to serve thus far and I hope to continue to do so for another term. Thank you Barry Davis December 20, 2016 - Page 100 TOWN OF VAIL Memorandum Suggested Interview Questions for Commission on Special Events Candidates Please ask all candidates: • Are you representing a particular Town of Vail business, and if so, which one? • Where do you reside? • Where are you employed? • Do you own property or a business in the Town of Vail? 1. Why are you interested in serving on the Commission on Special Events? 2. What particular qualifications do you bring to the position? 3. What do you understand the CSE's mission to be and do you support it? 4. Do Special Events impact the profitability of your business, either directly or indirectly? If yes, please explain. 5. Under what conditions would you feel it necessary to recuse yourself from considering an event proposal? Are there any events currently funded by the CSE from which you would need to recuse yourself considering? 6. What role do you perceive Special Events play in Vail? 7. What do you believe to be the most important criteria for determining whether and event receives public funding? 8. Do you feel it is important to add new events to the calendar each year and if so, are there existing events that your believe could be "retired?" 9. How important is it to support ambient events that do not necessarily drive destination visitation, but provide entertainment to guests and residents who are already in Vail? 10. Do you think that existing events support or do not support the "Vail Brand?" Do you believe that the CSE and the Vail Local Marketing District are aligned in their strategies? 11. What existing events would you identify as most valuable to the community and what types of events should we be attempting to attract? 12. Is it important for the community that the Town of Vail allocates tax dollars and/or in- kind resources to support Special Events or do you think that events should "pay their own way?" 13. With regard to seeking out new events for the community, are there types of events you feel are "appropriate" for Vail? Are there events that you feel are "inappropriate," and if so, what are they? 14. Do you feel that Vail has too many events, too few events or about the right number? 15. Do you think that the CSE has done a good job of managing the calendar and variety of Special Events and do you have any specific ideas as to how you would improve the effectiveness of the CSE? 16. Do you feel there is a need for additional event venues within the Town? If yes, what suggestions do you have? 17. What is your favorite event? Least favorite?? December 20, 2016 - Page 101 Marco Valenti Alison Wadey Jan 15 Jan 15 -Dec 161 CURRENT xxxx absent X X X X X X X X V Jan 15 Jan 15 - Dec 16 CURRENT X X X X X X X 1 absent 1 X X X absent X Shenna Engleman Richardson Jan 15 Jan 15 - Dec 15 CURRENT Fill out the unexpired term of Nicole Whitaker not yet appointed XXXX absent XXX absent XXX 10 Rayla Kundolf Jan 08 Jan 14 - Dec 15 CURRENT Term Limited xxxxxxxx X X X X X V- Jeff Andrews I Barry Davis I Mark Gordon Jan 14 Jan 15 - Dec 16 CURRENT CSE Vice -Chair elected 01/15/2015 X X X X X X X X X X X X X Jun 12 Jan 15 - Dec 16 CURRENT CSE Chair elected 01/15/2015 xxxxxxxx X X X X X Z2 2015 CSE Attendance Record Jan 14 Jan 14 - Dec 15 CURRENT XXX X absent X X X X X X X X t2 NAME: 1st Appointed: CURRENT TERM:I STATUS: 2015 MEETING DATES: Wednesday, January 7, "Unofficial Meeting" 1 Wednesday, February 4 Wednesday, March 4 Wednesday, April 11 Wednesday, May 61 Wednesday, June 3 Wednesday, July 1 Wednesday. August 5 Wednesday September 2 Wednesday, October 71 Wednesday, November 4: All day **Wednesday, November 11: Determine 2015 Funding 1 Wednesday, December 2 Total Meetings Attended **Denotes Special Meeting December 20, 2016 - Page 102 December 20, 2016 - Page 103 Alison Wadey Lo m Jan 15- Dec 16I CURRENT x x x x x x_ e Q x x x x x T4 Marco Valenti Jan 15 Jan 15 - Dec 16 CURRENT xxxxx Absent x x x x x x Shenna Richardson Jan 15 Jan 15- Dec 15 CURRENT xxxxxxx Absent xxxx r Kim Newbury Rediker Jan 16 Jan 16 -Dec 17 CURRENT xxxxxxxxxxxx 12 Mark Gordon Jan 14 Jan 15 - Dec 16 CURRENT CSE Vice-Cha:r elected 02/03/2016 xxxxx Absent xxxxxx ; Barry Davis Jun 12 Jan 15 - Dec 16 CURRENT CSE Chair elected 02/03/2016 xxxxxxxxxxx Absent **Denotes Special Meeting 2016 CSE Attendance Record Mark Christie aD c co Jan 16 -Dec 17 CURRENT xxxxxxxxx No longer cn CSE iii 2 a z 1st Appointed: CURRENT TERM: STATUS: 2016 MEETING DATES: **Wednesday, January 6, Unofficial Meeting a Vintage Vai: Wednesday, February 3 Wednesday, March 2 Wednesday. Apr.; 6 Wednesday, May 4 Wednesday, June 1 Wednesday, Ju:y 6 Wednesday, August 3 Wednesday, September 7 **Wednesday, October 19: All day Meeting **Wednesday, October 26: Determine 2016 Funding Wednesday, November 2 Wednesday. December 7 Total Meetings Attended December 20, 2016 - Page 103 TOWN Of 9 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Mauri Nottingham Excellence in Environmental Sustainability Scholarship Program ATTACHMENTS: Description Memo and Application December 20, 2016 - Page 104 TOWN OF5111.11) Memorandum TO: Vail Town Council FROM: Community Development Department DATE: December 20, 2016 SUBJECT: Mauri Nottingham Excellence in Environmental Sustainability Scholarship Program I. PURPOSE The purpose of this memorandum is to propose a reinstatement of the Mauri Nottingham Environmental Quality award as the Mauri Nottingham Excellence in Environmental Sustainability Scholarship Program. II. BACKGROUND In 1993, The Town of Vail created the Mauri Nottingham Environmental Quality Award to honor the creator of the valley's "We Recycle" program and recognize outstanding environmental programs or efforts in the community. Initially, the award program annually recognized winners in one of three categories: business, individual, and student. The Environmental Quality award was presented annually through 2002 with a gap in 1997. In alignment with Town Council's goal of growing a more balanced community, staff proposes to reinvigorate the Environmental Quality Award by transitioning to an annual scholarship program focusing on environmental sustainability education and community involvement. III. OBJECTIVES This scholarship program intends to honor the contributions of Mauri Nottingham to the community by expanding opportunities for local residents and employees to further their education in environmental sustainability. This is a relatively new field of education which typically focuses on balancing the three "P's" People, Planet, and Profit. These education programs teach the importance of balancing environmental concerns, economic development, and social well-being. This scholarship will be open to Town of Vail residents, students who attend school in the Town of Vail, or those who are employed in the Town of Vail. Academic programs can include bachelors or certificate programs at accredited colleges or universities, online programs, or attendance at local symposiums (i.e. Vail Centre's Corporate Sustainability Program). The scholarship will be awarded to cover the cost of tuition and supplies up to $1,000. At Colorado Mountain College, a student enrolled in the Bachelor of Arts in Sustainability Studies program at the Edwards campus can expect to spend $2,500 per year on tuition. This scholarship will help reduce costs and encourage enrollment in sustainability programs. IV. STAFF RECOMENDATION Staff recommends that the Vail Town Council reinstate the Mauri Nottingham Environmental Quality Award as the Mauri Nottingham Excellence in Environmental Sustainability Scholarship Program with an open annual application process and award valued at $1,000 per year. V. ATTACHMENTS Mauri Nottingham Excellence in Environmental Sustainability Scholarship PrograrrbDcemt eber 20, 2016 - Page 105 TOWN OFVAIL 75 South Frontage Road West Vail, Colorado 81657 vailgov.com Community Development Department 970.479.2138 Mauri Nottingham Excellence in Environmental Sustainability Scholarship Town of Vail Community Development Department Environmental Sustainability Programs Obiectives This scholarship program is intended to provide recognition and financial support to qualified local residents and students interested in pursuing education and careers in the field of environmental sustainability. This scholarship award honors the contributions of Mauri Nottingham to the Vail community. Mauri founded We Recycle, the valley's first recycling program in the early 90s and has demonstrated a commitment to recycling and re -use. Scholarship recipients will embody the spirit of Mauri's environmental ethic and have demonstrated their commitment to environmental sustainability and Town of Vail values in our community. Eligibility Applicants may be high school students, local residents, or those employed within the Town of Vail who will be enrolled in sustainability or other related environmental education courses full-time or part-time in 2017. Preference will be given to those completing coursework at Colorado Mountain College. Those taking courses through other educational institutions may also apply. Applications must be received by January 15th, 2017. E-mail completed application documents to Mark Hoblitzell, Environmental Sustainability Coordinator, mhoblitzell@vailgov.com. Incomplete applications will not be considered. See attached application form. Award Applications will be considered by a review panel comprising Town of Vail staff, and community representatives (business, education, and Vail Town Council). A $1,000 award will be distributed to the winner to reimburse costs associated with tuition and supplies. Proof of enrollment in good standing is required for award distribution. Awards will be announced by the first meeting of the Vail Town Council, February 2017. December 20, 2016 - Page 106 TOWN OF vain 75 South Frontage Road West Vail, Colorado 81657 vailgov.com Community Development Department 970.479.2138 Mauri Nottingham Excellence in Environmental Sustainability Scholarship Program Application Town of Vail Community Development Department Environmental Sustainability Programs Name: Address: Check one: TOV Resident: Employed in TOV: Attend school in TOV: Place of Employment (if applicable): Educational institution in which you are enrolled or plan to enroll: Please attach the following information to your packet: • Statement of Interest (2 page maximum). • Copy of most recent transcripts or grade records (unofficial is acceptable) • Plan of Study- 1 page max detailing your academic program and training • Completed resume or CV - 2 page max • Letter of reference • Proof of enrollment or acceptance at an educational institution Within your Statement of Interest, please address the following: 1. Please describe your current level of community involvement highlighting efforts in environmental sustainability. 2. How will you use your education in sustainability to improve your community? 3. Please describe your professional goals. 4. What does sustainability mean to you? Town of Vail Page 2 December 20, 2016 - Page 107 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: CSE December 7, 2016 Draft Minutes ATTACHMENTS: Description CSE December 7 Draft Minutes TOWN OFCI December 20, 2016 - Page 108 TOWN OF VAIL Commission on Special Events RCT COMMISSION ON SPECIAL EVENTS MEETING Vail Town Council Chambers Wednesday, December 6, 2016 @ 8:30am AGENDA: Meeting materials can be accessed at the following link: http://65.38.144.10/WebLink/O/fol/346307/Rowl .aspx CSE Members Present: TOV Staff Present: Others Present: Mark Gordon Kim Newbury Rediker Barry Davis Marco Valenti Alison Wadey Laura Waniuk, Event Liaison Specialist Kelli McDonald, Economic Development Manager Ernest Saeger, Special Events Coordinator Caitlin Murray, Bravo! Vail Jennifer Teisinger, Bravo! Vail Beth Pantzer, Bravo! Vail Carly West, Bravo! Vail Lisa Mallory, Bravo! Vail Brooke Skjonsby, Vail Resorts Martha Brassel, Vail Valley Foundation Martin Nieves, Vail Valley Foundation Shelley Woodworth, Vail Valley Foundation Sandra Perrig, Vail Valley Partnership Liz Campbell, Betty Ford Alpine Gardens Mike McCormack, Outlier Offroad Festival Cindy Bellenger, Say No More Promotions Owen Hutchinson, Vail Jazz Christin Fergus -Jean, Vail Jazz Robin Litt, Vail Jazz CSE Chair, Barry Davis, called the meeting to order at 8:32am. CSE Minutes December 6, 2016 Page 1 of 8 December 20, 2016 - Page 109 Administrative Items Approval of the Minutes of the CSE Meeting November 2, 2016 Motion to approve the minutes of the CSE Special Meeting on October 26, 2016 as presented. M/S/P: Valenti/Rediker Unanimous. The motion passed 4-0 (Gordon absent) Review financials: Refer to the spreadsheet. Waniuk noted that Snow Daze and Holidaze still needs to present an event recap which will occur in 2017. Waniuk noted that GoPro Mountain Games still has one outstanding vendor to pay sales tax. Reminder: Meeting Reminders: CSE Deadlines & Meeting Reminders: Application Deadlines and Interview Dates for CSE applicants: Interviews at Town Council Work Session on Tuesday, Dec. 20. Deadline for letters of interest due to the Town Clerk, Patty McKenny, by Friday, December 9. o CSE members whose terms expire on December 31, 2016 are Barry Davis, Mark Gordon, Marco Valenti and Alison Wadey. Shenna Richardson and Mark Christie will not finish out their terms (through 2017). Event Recap: *motion to release final funding disbursement required Vail Jazz Festival Please see presentation for further details. Hutchinson noted they had a 5% attendance increase. Hutchinson noted the increase was mostly due to digital marketing efforts targeting the 35 — 55 year old audience. Davis asked what digital offerings are the best. Fergus -Jean said they received a Google ad words grant that was very successful. Davis suggested relaying this information and idea to other events. Hutchinson noted their net promoter score was 90% which was maintained by a healthy mix of programming and offering events for all different attendees. Valenti asked how Mountain Plaza worked as a venue. Hutchinson said it worked great noting the capacity and F&B were ideal. Hutchinson said that the cost was very high and they may or may not use it in 2017. Davis asked for 2017 highlights. Owen noted their winter series at the Sonnenalp which includes four performances including Latin and Brazilian artists. Hutchinson noted that a few grammy nominated artists will be coming in 2017. Davis asked for winter ticket pricing. Hutchinson noted $35. Motion to approve the final funding distribution Vail Jazz Festival M/S/P: Valenti/Wadey/Unanimous The motion passed 5-0 CSE Minutes December 6, 2016 Page 2 of 8 December 20, 2016 - Page 110 Event Recap: *motion to release final funding disbursement required Bravo! Vail Please see presentation for further details. Teisinger noted they hire their own third party data collection company called Corona. Davis asked if their data was shared with staff. Teisinger said yes. Davis said it would be interesting to compare RRC's survey results with Corona's survey results. Davis asked if the $10 million economic impact is Corona or RRC. Teisinger noted that it is Corona. Davis noted the film making idea is awesome and could be a great collaboration. Gordon noted he loved the direction of the free smaller satellite concerts that are expanding their event impact such as Bravo! Vail Afterdark at Vail Ale House which reaches a new demographic. Motion to approve the final funding distribution for Bravo! Vail M/S/P: Valenti/Wadey /Unanimous The motion passed 5-0 Event Recap: *motion to release final funding disbursement required Vail Dance Festival Please see presentation for further details. Nieves noted the Hot Summer Nights dance night drew 2,800 people. Nieves noted that 9,000 individuals come through Vail for Vail Dance Festival. Nieves noted that 92% of their attendees come just for the Dance Festival of which 52% stay overnight. Nieves noted they were able to bring their average age down from 60 to 54 and their goal is to continue to bring that number down. Nieves noted they do their own recap through Intercept Insight. Nieves noted the difference in NPS between the two surveys; 70 from RRC compared to 90 from Intercept. Davis asked why they had a difference in net promoter score from 2015 to 2016 of 89 and 70. Nieves noted a shorter calendar and more paid performances. Nieves noted the RRC survey result of a $2.6 million economic impact compared to Intercept Insight's result of $3.6 million. Nieves noted they would like to have live online streaming of their performances in 2017. Nieves noted that they had performances in New York City in November. Nieves noted they want to travel to other major cities to promote the Vail Dance Festival. Davis noted that it is an awesome event and the best of the summer. Gordon asked if there are any plans for 2017 yet. Nieves said there are but not confirmed with info coming out soon. ➢ Motion to approve the final funding distribution for Vail Dance Festival M/S/P: Rediker/Valenti /Unanimous The motion passed 5-0 Event Recap: CSE Minutes December 6, 2016 Page 3 of 8 December 20, 2016 - Page 111 *motion to release final funding disbursement required Outlier Offroad Festival Please see presentation for further details. McCormack noted their demo vendors almost doubled in 2016. McCormack noted they extended their partnership with USA Cycling to continue the event as Rocky Mountain Regional Championships. McCormack noted the continued cooperation with Vail Resorts. McCormack said it is their desire to make it the GoPro Mountain Games with a very bike heavy flavor. McCormack noted they want to include a music component and keep the purse at $25,000 in 2017. McCormack said they would like to move towards making the races National Championships. Davis said he received some feedback that the start times for the Enduro were confusing. Wadey noted that Colorado is heavy in the demographics and asked if that is the focus. McCormack said that the emphasis is to push the event into a national and international event with the size of the purse weighing on that heavily. Davis asked if the brands are pitching this event as opposed to Outerbike or Dirt Demo. McCormack said yes they are but have to push gently due to the industry relationships. McCormack said the goal is to have the bike shop owner from St. Louis to come to Vail instead of Dirt Demo. Davis noted that the public cannot attend Dirt Demo and they can attend Vail. Wadey confirmed that RRC performed the survey. McCormack noted that 2017 dates will be 9/30 — 10/1. ➢ Motion to approve the final funding distribution for Outlier Offroad Festival M/S/P: Rediker/Wadey /Unanimous The motion passed 5-0 Event Recap: *motion to release final funding disbursement required Farmers' Market & Art Show/Farm to Table Dinners Please see presentation for further details. Mueller noted the attendance of over 215,000 and that business owners say it brings in more revenue for them. Mueller noted the funding is used as marketing for the event. Mueller said she can send links to review more info if needed by CSE. Gordon asked if the number of vendors is changing. Mueller said they are staying at the same number in 2017 and wants to make sure there is additional space for attendees to sit, stand, and move around. Waniuk noted the cooperation with Highline for Gourmet on Gore and Holidaze. Mueller asked Highline if they can have the space to the bridge and will continue the conversation. Motion to approve the final funding distribution for Farmers' Market & Art Show/Farm to Table Dinners M/S/P: 9:24 Rediker/Valenti /Unanimous The motion passed 4-0 (Davis absent.) CSE Minutes December 6, 2016 Page 4 of 8 December 20, 2016 - Page 112 Event Recap: *motion to release final funding disbursement required Betty Ford Alpine Gardens Please see presentation for further details. Campbell noted that they have taken action to capture guests' information by staff asking them to sign in via an iPad. Campbell noted that most of the people surveyed were ticket buyers which tend to be locals. Campbell noted their goal of having quarterly surveys because their programming occurs over the entire year. Wadey asked for the number of people surveyed. Waniuk noted it was 28 due to delay in web survey and the lack of data collection. Wadey noted this seems to be reoccurring with other events. Gordon asked if they have surveyed visitors prior to this year. Campbell noted no they haven't and it is very important to do this moving forward. Motion to approve the final funding distribution for Betty Ford Alpine Gardens M/S/P: Rediker/Valenti /Unanimous The motion passed 5-0 Waniuk noted that Top Shelf Harvest and Global Solutions Forum event recaps cannot attend and their recaps are in the packet. Davis asked if Global Solutions Forum provided feedback from the CSE funding meeting. Waniuk said yes and he is providing marketing efforts and working towards opening it up to locals. Event Recap: *motion to release final funding disbursement required Vail's Top Shelf Harvest Please see presentation for further details. Motion to approve the final funding distribution for Vail's Top Shelf Harvest M/S/P: Valenti/Wadey /Unanimous The motion passed 5-0 Event Recap: *motion to release final funding disbursement required Global Solutions Forum Please see presentation for further details. Motion to approve the final funding distribution for Global Solutions Forum M/S/P: WadeyValenti /Unanimous The motion passed 5-0 Recap Vail Recreation District Board Meeting (11/10) Saeger noted that staff reviewed funding allocations, discussed VRD facility use process, and are currently researching other towns field use agreements. CSE Minutes December 6, 2016 Page 5 of 8 December 20, 2016 - Page 113 Saeger noted that a joint meeting between the VRD Board and CSE is scheduled for February 23, 2017. Final 2017 CSE Budget and Review of feedback from VLMDAC on Nov. 17 and Vail Town Council on Dec. 6. Waniuk noted to review minutes from Town Council meeting yesterday. Davis noted their insight for them to understand the Kids Adventure Games to keep it available to locals but to also draw out of town participants. Davis noted the highlights of funding to Melee in the Mountain's new demographic and Slow Fashion Vail's goal of environmental sustainability. Davis noted that Council wanted a better understanding about how events will change if their funding request is not met. Waniuk noted Kids Adventure Games breakdown of 777 racers of which 37% from Eagle County, 52% from Colorado, and 10% from out of state. Gordon noted that this is the mix that Council wanted to see. Davis noted this should be recirculated to Council. Wadey noted that it is hard to provide the detailed data in the presentation manner. Waniuk will send breakdown to CSE before passing on to Council. Rediker suggested providing the info that skills camp was mid week which encourages them to come into town earlier. Davis noted the challenge of the venue at Arrabelle discussed with Council. Wadey noted that Foley read the entire packet which is awesome. Wadey noted that any further information regarding Arrabelle should be relayed to Council. Discuss 2017 Event Surveys: Staff will recommend 2017 events to survey with the independent event survey program contracted by the CSE. CSE to review and approve the list. Waniuk noted that although the budget is larger, we are performing fewer surveys. Waniuk noted that we were delayed on surveys for a number of events with responsibility laying on both sides. Waniuk noted that a lot of events require custom web surveys. Waniuk noted the decision to not survey the Council events because they do not fall into CSE budget. Waniuk noted that most Council funded events perform their own survey. Waniuk said we are going to work on survey content for Education & Enrichment events. Valenti asked why Burton was still included. McDonald noted the large amount of funding of $400,000 and that Burton pays for half of it. Davis would like to discuss that Council provides the funding for this survey. Gordon asked how much we spend on the survey for Burton. Davis noted that because of their attendance it is probably high. McDonald noted they don't break it out that way but they have surveyors at the competition, expo, and concerts. Davis noted that we could spend this money on other events that the CSE directly funds. Waniuk noted to keep costs down and to get larger sample size, they could hand out cards with URL at events with prize of hotel stays. Waniuk noted this is going to happen with the Vail Yeti Hockey Club. Gordon noted that attendance numbers at Yeti games could be enough and use the money on other events. Wadey noted that they never ask for contact info at the games and they should do this this year and CSE Minutes December 6, 2016 Page 6 of 8 December 20, 2016 - Page 114 then survey next year. McDonald agreed that we need to train the new events. Wadey said it is important to see who is coming to these games and where they are coming from. Waniuk noted that this is going out to the opposing team as well to see who they are bringing with them from out of town. Waniuk noted she has encouraged them to collect information and build a database. Gordon feels there are events that are left off that need to be surveyed. Wadey noted that it would be good to survey them to evaluate the CSE investment in year one. Wadey noted that recurring events typically have the same information and whether it makes sense to continue to spend the funds on surveying these events. Waniuk noted that attendees will receive the survey card after purchasing a ticket. Wadey said a prize of gift certificates or cash makes more sense as opposed to lodging due to demographic. Rediker noted that the event promoter should be responsible for the prize such as a season ticket. Wadey believes we need to evaluate CSE's decision to fund this event. Wadey noted that Chapin thanked the CSE to fund the U16 Rocky Central Junior Championships. Davis said yes we fund it due to our culture as a ski town. McDonald noted Pink Vail is important because it continues to grow. Taste of Vail: Waniuk confirmed we will be surveying the Rose event. Wadey said we should ask Mueller to use her survey for the Lamb Cook -off. Spring Back: Waniuk noted we can use 2016 data and no concert. Melee in the Mountains: Gordon asked if we are surveying both spectators and team list. Waniuk said yes both. Gordon asked if we need Intercept. Waniuk noted it would be difficult to engage people during the event. GoPro Mountain Games: McDonald noted that is a growing event and the CSE is asking them to expand their Lionshead footprint. Gordon said they could ask them to do it every other year. Wadey noted they have a robust survey themselves. Waniuk said we will remove it from the survey list. Farmers Market: Gordon noted the potential value to intercept because people continually devalue the demographics at this event. McDonald noted that the event hasn't changed much and that Mueller does her own survey. Wadey noted Mueller is performing follow up survey with Farm to Table Dinner attendees. Vail Arts Festival: Wadey noted that events that required a lot of CSE discussion should warrant a survey such as the Vail Arts Festival and Family Fun Fest. Gourmet on Gore: Rediker asked if this event has changed that much. Waniuk noted their expansion to Gore Creek Promenade in 2017. McDonald noted they try to increase sponsorship so we can reduce our funding. Wadey asked if the survey was done on Sunday of the event. McDonald said yes. Waniuk noted that it was Sunday in 2016. CSE Minutes December 6, 2016 Page 7 of 8 December 20, 2016 - Page 115 Automotive Classic: Wadey noted their future plans to have a gala and have an auction which would be huge and believes the demographic of this person would be good to have. McDonald asked if interest is gala attendee or guest in town that are passing by. Gordon noted the web survey of the gala people. Davis said he would rather spend on other events that draw more people to town. Wadey noted we wouldn't have to pay for gala data such as geographic and demographic information. Slow Fashion Vail: McDonald noted that RRC asked why are we surveying a $5,000 event. Wadey agreed but we still don't know what the event is going to be. Davis believes that in year one it is a best practice to survey a new event and attend if possible. Valenti asked if it is true that CSE is not to engage attendees and ask them for opinion. Valenti noted this direction came from the Town Attorney. McDonald said the idea is to note observations as opposed to acting as a surveyor. Gordon said the direction during the funding process is they were not to reach out to event promoters for input. Davis believes it is the duty of the CSE to get the pulse of the event. Rediker agrees that first year event should be surveyed and because we're not sure what the event is going to look like. Global Solutions Forum: Davis noted that this is an event that the CSE should try to attend in 2017. Wadey noted that 200 attendees were VMS students, faculty, and their guests out of 350 total attendees. Wadey requested that they break down their guests since it is a ticketed event. Waniuk is going to ask for the breakdown. New Business and Community Input Gordon asked for more formal policy for large events. McDonald noted the feedback from finance and Town Manager that the criteria would include multiple boards and commissions and it is mainly the terminology such as having a mechanism. Gordon asked if there will be definitive steps to communicate to the event promoter. McDonald said yes exactly. Gordon noted he wants to make sure there isn't a 6 month delay for this process. McDonald agreed that is the goal and noted that we are asking for feedback from Highline and the Vail Valley Foundation. McDonald noted that the Town Manager is resigning and the Council approved the RFP process to recruit a consultant that would be selected on Dec 20th > Motion to Adjourn at 10:35 a.m. M/S/P: Rediker/Wadey /Unanimous. The motion passed 5-0 CSE Minutes December 6, 2016 Page 8 of 8 December 20, 2016 - Page 116 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Future council meeting agenda topics and 2017 meeting dates ATTACHMENTS: Description Memo Future Topics and meeting dates TOWN Of9 December 20, 2016 - Page 117 TOWN OF VAIL' Memorandum To: Mayor and Town Council From: Patty McKenny, Town Clerk Date: December 20, 2016 Subject: Proposed agenda topics for future meeting agendas and 2017 Meeting Dates I. PURPOSE The listing below reflects proposed topics to be scheduled at future Town Council meetings and is informational only. Dates and topics are subject to change. In addition, there is a listing of 2017 Town Council meeting dates on the back page; please note one meeting falls on the July 4th Holiday. Vail Town Council Meetings Interviews for RFP Finalists for Recruiting services (deadline for proposals 12/16 3 -Jan Review Vail Trailblazer Award Nominations & name Selection Committee 3 -Jan Adopt Eagle County climate action plan 3 -Jan Review electric bikes ordinance 17 -Jan 17 -Jan Meet with selected Recruiting Consultant Proposed Future Topics for Council Meetings * Dismount Zones - Enforcment TBD * VRD : Clubhouse lease, skatepark agreement, events TBD * Buzzard Park Housing Update TBD * Traffic Impact Fee Update TBD * CFHA / Local Banks Follow up TBD * Update on Historic Preservation Program TBD * Joint meeting w/ VRD Board TBD * Vail Home Store Briefing TBD * Review langauge addressing "call up timeframe" for CSE decisions TBD * Vail Muni Building Remodel Update TBD 2017 Town Council Meeting Dates First Tuesday Third Tuesday January 3, 2017 February 7, 2017 March 7, 2017 April 4, 2017 May 2, 2017 June 6, 2017 July4, 2017 (Holiday) August 1, 2017 September 5, 2017 October 3, 2017 November 7, 2017 December 5, 2017 January 17, 2017 February 21, 2017 March 21, 2017 April 18, 2017 May 16, 2017 June 20, 2017 July 18, 2017 August 15, 2017 September 19, 2017 October 17, 2017 November 21, 2017 December 19, 2017 December 20, 2016 - Page 118 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Grant Opportunity for TOV/USFS Weed Management Partnership ATTACHMENTS: Description Memorandum TOWN Of 9 December 20, 2016 - Page 119 TOWN OF VAIIL. Memorandum To: Vail Town Council From: Department of Public Works Date: December 20, 2016 Subject: US Forest Service/Town of Vail Noxious Weed Management Partnership I. INTRODUCTION As a follow-up to last year's successful weed management partnership with the U.S. Forest Service, staff is requesting Town Council support for extending the program in 2017 through a National Forest Foundation Grant program. The purpose of this memorandum is to outline the grant opportunity and the partners that would be involved. II. BACKGROUND In May of 2016 the Town of Vail entered into a Participating Agreement with the U.S. Forest Service (USFS) to manage noxious weeds along the Town of Vail/USFS boundary, on USFS land. Under the Agreement, the Town funded $15,000 towards labor costs and the Forest Service supplied the herbicides. Both entities provided project management services. The partnership resulted in a treatment area of close to 90 acres, generally in a 100 yard - wide swath along the town's boundary. While successful, the 2016 project provided weed management along approximately 1 -'/2 miles of nearly 8 miles of the boundary with a significant weed infestation requiring weed management. And, with the Forest Service facing limited budgets, continued Town of Vail support is the best available option at this time for protecting the natural resources along the town/forest interface. III. SKI CONSERVATION AND FOREST STEWARDSHIP GRANT OPPORTUNITY In early December, the USFS informed town staff of a grant opportunity through the National Forest Foundation, a non-profit partner of the U.S. Forest Service with a mission of restoring and enhancing National Forests and Grasslands. The Ski Conservation and Forest Stewardship Grant is focused on restoration projects that improve forest health and outdoor experiences and, if awarded, could provide a match to Town of Vail funds. However, there are two stipulations. First, the grants are not available to municipal governments, only to non-profit groups, meaning that a third party must apply for the grant on the town's behalf. Second, grant applications were due on December 12. December 20, 2016 - Page 120 With this in mind, and through a recommendation of the USFS, town staff reached out to the Western Colorado Conservation Corps (WCCC). WCCC submitted an application as a partner with the Town of Vail and the USFS on December 12. The application can be withdrawn if the Council is not supportive of this action. It was submitted in order to meet the application deadline. IV. THE WESTERN COLORADO CONSERVATION CORPS WCCC is a non-profit youth corps that partners with land managers to work on projects such as building and maintaining trails, fuel mitigation, fence construction and maintenance, invasive species removal, and habitat restoration. They are accredited through Americorps and the Colorado Youth Corps Association. WCCC assembles self - supported, 8 -person crews tailored to specific project needs. For the purposes of this project, the crew would consist of trained herbicide applicators. The WCCC is registered with the Colorado Dept. of Agriculture as a Commercial Pesticide Applicator, consistent with the private applicators the town hires for other application work. V. GRANT APPLICATION WCCC submitted a grant application for a $15,000 match to the town's funding. Like the 2016 program, the USFS will supply the required herbicides as well as project oversight. If awarded in full, the grant, combined with town resources, will fund 1,280 hours of work — approximately four times the hours worked in 2016 — with the potential to perform weed management on up to 400 acres along the town's boundary. VI. STAFF RECOMMENDATION The opportunity to support weed management efforts through grants should be an important component of the town's weed management program, especially for this partnership project with the U.S. Forest Service. Continued efforts along the Town of Vail/USFS interface will help protect the natural resources surrounding Vail. If the Town Council is supportive of this action, the town's $15,000 in funding can be paid from the existing 2017 weed management budget. VII. ACTION REQUESTED BY COUNCIL Staff requests that the Town Council provide direction in support of the Ski Conservation and Forest Stewardship grant opportunity. Attachments: • Photos (2 pages) Town of Vail Page 2 December 20, 2016 - Page 121 Above: USFS weed manager among recently treated Musk thistle Below: Spray crews at work, July 2016 Town of Vail Page 3 December 20, 2016 - Page 122 Town of Vail Page 4 December 20, 2016 - Page 123 Town of Vail Page 5 December 20, 2016 - Page 124 TOWN Of 9 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Review Responses from Executive Search Services RFP PRESENTER(S): Krista Miller, Director of Human Resources and Risk Management ACTION REQUESTED OF COUNCIL: Review proposals from Executive Search Consultants BACKGROUND: The Town of Vail published a Request for Proposals (RFP) for executive search services from qualified firms experienced in recruiting municipal executives to assist the Town in recruiting highly qualified candidates for Vail's next Town Manager. No Staff Recommendation ATTACHMENTS: Description RFP for Executive Search Services Memorandum 2016 Town Manager Recruitment RFP Memorandum Affion Public Booth Research Group Inc Colin Baunziger & Associates CPS HR Consulting GovHR USA KRW Associates Novak Consulting Group Peckham & McKenney Inc Prothman Company Ralph Andersen & Associates Strategic Goverment Resouces Zilo International Group RFP Selection Criteria Chart December 20, 2016 - Page 125 TOWN OF VAIL Memorandum To: Vail Town Council From: Human Resources/Risk Management Department Date: December 16, 2016 Subject: Proposals received in response to Request for Proposals (RFP) for Executive Search Services I. BACKGROUND On December 6, 2016, Council approved an RFP for Executive Search Services to assist the Town in recruiting candidates for Vail's next Town Manager. A copy of the RFP as published is attached to this memo. II. RESPONSES TO THE REQUEST FOR PROPOSALS Twelve proposals were received by 9:00 AM on Friday, December 16, 2016 in response to the RFP. The RFPs are provided in alphabetical order with corresponding tabs: 1. Affion Public 2. Booth Research Group 3. Colin Baenziger & Associates 4. CPS HR Consulting 5. GovHR USA 6. KRW Associates 7. Novak Consulting Group 8. Peckham & McKenney 9. Prothman Company 10. Ralph Anderson & Associates 11. Strategic Government Resources 12. Zilo International Group III. SELECTION CRITERIA AND EVALUATION OF PROPOSALS To assist in evaluating the proposals, the Human Resources Department has provided a Selection Criteria/Evaluation Chart that may be used as the proposals are reviewed. The chart, included in the packet, was built from the criteria outlined in the RFP including: experience, networking strategies, implementation plan (recruitment, interview, and selection process), schedule, sample materials, and fees/expenses. It is suggested that references will be contacted on the proposers the Council selects for further consideration and/or interviews. December 20, 2016 - Page 126 TOWN OF vain TOWN OF VAIL REQUEST FOR PROPOSALS Executive Recruitment Search Town Manager OVERVIEW The Town of Vail is seeking proposals from qualified consultants for Town Manager Recruitment Services. The Town seeks to procure the services of an Executive Search Firm, capable of conducting a search for candidates qualified to serve as the Town Manager in Vail, Colorado. Vail was founded as a ski resort in 1962 and was incorporated as a statutory town in 1966, adopting a Home Rule Charter in 1972. Vail has a Council -Manager form of government and is led by a seven member Town Council elected at -large. The Town of Vail has a total of 240 full- time and up to 100 seasonal/part-time employees. Vail is located in Eagle County, Colorado, approximately 100 miles west of Denver on Interstate 70. The resort community encompasses about 8.5 miles in the Colorado Rocky Mountains. Celebrating its 50th year of incorporation as a municipality, Vail has 5,300 permanent residents, 8,500 part-time residents, and as many as 35,000 daily guests during the peak winter season with summer event weekends rivaling the winter season. Vail's economy is driven by tourism with over 2.8 million visitors each year. The Town of Vail is recognized by its resort peers for its strong financial health and healthy fund balances. In 2015, across all funds, revenues totaled $67.9 million, up 5 percent from the prior year, mainly due to record years in both sales tax and real estate transfer tax collections. Vail has experienced record sales tax collections for the past four consecutive years, driven largely by a focus on special events, summer marketing efforts and newer lodging inventory commanding premium prices. Vail's annual budget for 2017 is $65.3 million. Following is the Scope of Work for the Town of Vail to employ consultant or executive recruitment services for the recruitment of a Town Manager. SCOPE OF WORK The Town of Vail seeks proposals from executive search consultants experienced in recruiting municipal executives to assist the Town in recruiting highly qualified candidates for Vail's next Town Manager. The Consultant shall work with the Town Council and leadership team of the Town to actively source, recruit, evaluate suitability of, interview and refer qualified candidates for the position of Town Manager. The scope of work will include, but not limited to, a process which includes the following: • Facilitate, in partnership with the Town Council and leadership team, the solicitation of valuable community input and feedback regarding a new Town Manager. • Assist the Town Council in establishing selection criteria for evaluating Town Manager candidates. • Work with the Town Council and HR Director to develop descriptive documents for prospective candidates (position profile, background information, marketing materials, etc.) using the community feedback. December 20, 2016 - Page 127 TOV Executive Search RFP — December 6, 2016 • Conduct networking and other search activities to generate a diverse pool of highly qualified prospective candidates who meet the Town Council's selection criteria. These activities shall include, at a minimum, publishing the vacancy using regional and national means. Consultant shall focus on identifying potential candidates; screening them for suitability with the Town of Vail, and motivating them to interview for the position of Town Manager. • Work with Town Council and HR Director to review qualified applicants, recommended finalists and scheduling interviews. Consultant shall provide best practices and legal requirements and instructions applicable through the process. • Facilitation of on-site interview process. • Conduct reference and background checks on finalists, review benefits and generally assist in the hiring process in ways and at the times requested by the Town Council or the Town's HR Director. • Provide sufficient notification to all candidates who applied but were not selected for initial interviews and to those interviewed but not offered the position. • Work with the Town Council to coordinate/negotiate an offer of employment and related details with the final candidate, if requested. • Consultant shall act at all times in an attentive, ethical, and responsible manner so as to represent the Town of Vail with the utmost concern for its interests, goals and image with candidates, other communities, and members of the general public. SUBMITTAL REQUIREMENTS Elements to be included in the Proposal: A. Letter of Interest, including the firm's history and the name of the principal and/or key personnel who will be assigned to work directly with the Town on this search. It is expected that the same key personnel be assigned to this contract for the duration of the search process, through and including the hiring of a Town Manager for the Town of Vail. B. Detailed qualifications and previous executive search experiences, especially for local government entities. Provide specific detail on experience and results with Town/City Manager searches. C. Description of the approach and plan for performing services outlined in the Scope of Work (see above), including: 1. Description of how the Proposer will specifically identify and target the needs of the Town in the search for a new Town Manager; 2. Description of proposed candidate recruitment strategies and implementation plan including but not limited to the screening, interviewing, and assessment processes; 3. Proposed timeline with specific milestones; 4. List of recent contracts, including name and contact information, of communities/ organizations for which the firm has provided similar executive search services during the past five (5) years, include any unsuccessful searches; 5. Sample Promotional Material, include advertisements, brochures or other recruitment materials used in similar searches or promotional literature about the firm; 6. Proposed techniques to identify candidate suitability (IE: technical skills, leadership style, organizational culture, and community match). D. Provide a detailed fee schedule outlining the services as presented in your proposal. If proposal includes any expenses to be billed separately from professional fees, provide a detailed estimate of such expenses. Additionally, if any employment or candidate retention guarantee is provided, include the appropriate details. 2 December 20, 2016 - Page 128 TOV Executive Search RFP — December 6, 2016 SELECTION CRITERIA/EVALUATION OF PROPOSALS In addition to providing the information outlined in the submittal requirements, the proposals will be evaluated on: Networking Strategies - how networks of professional contacts will be used in the search process and recruitment process to attract a broad range of highly qualified candidates. Experience/Key Personnel - experience in conducting successful executive searches with municipalities and other government or non-profit organizations. Implementation Plan — demonstrated ability (with examples) of successful recruitment strategies, interviewing and selection processes. Timeline / Schedule - clearly delineated timeline with specific milestones. References - references were satisfied with the Proposer's work and stated that all executive search tasks were completed within the time frame required. Sample Recruitment Materials - samples of advertisements, brochures and other forms of candidate outreach. Price/Fee Schedule — detailed fee schedule and expected expenses. The Vail Town Council and/or their designees will invite select Proposers to be interviewed who submitted the most advantageous proposals. Please note the schedule outlined below and plan accordingly. CONTACT AND SUBMITTAL TIMELINE Responses are due by 9:OOam MST on Friday, December 16, 2016 at the Town of Vail Human Resources Department by mail, fax, email or hand delivery. Krista Miller Director, Human Resources/Risk Management Town of Vail 75 South Frontage Road West Vail, CO 81657 Phone: 970-477-3512 Fax: 970-479-2470 Email: kmiller©vailgov.com The Request for Proposals (RFP) will be available on the town's website (http://www.vailgov.com/notices). There will be no public opening of proposals. Proposed RFP selection schedule: Deadline for Responses: Council 1st Review of Responses: Council Interviews of Select Respondents: Tentative meeting with selected Consultant: GENERAL PROVISIONS December 16, 2016 December 20, 2016 January 3, 2017 January 17, 2017 3 December 20, 2016 - Page 129 TOV Executive Search RFP — December 6, 2016 Limitations and Award This RFP does not commit the Town of Vail to award or contract, nor to pay any costs incurred, in the preparation and submission of proposals in anticipation of a contract. The Town of Vail reserves the right to reject all or any submittals received as a result of this request, to negotiate with all qualified sources, or to cancel all or part of the RFP. The Town Council reserves the right to not hire any of the candidates provided by the consultant. Additionally, the Town Council reserves the right to hire a candidate not recommended by the consultant. Equal Employment Opportunity The selected consultant team will not discriminate against any employee or applicant for employment because of race, color, religion, sex, national origin, or other protected class. Professional Services Agreement The selected consultant will be expected to sign the Town of Vail Professional Services Agreement. A sample of the agreement is available here and includes requirements for insurance, indemnification, a prohibition against employing illegal aliens (pursuant to Section 8- 17.5-101, C.R.S., et. seq.), and other provisions. 4 December 20, 2016 - Page 130 Delivering Leaders • We deliver leaders. Our executive recruiting specialists have national contacts within the public sector and professional organizations — allowing us to find a broad range of talent. We rigorously qualify and investigate each candidate. We won't just pull names out of a database. When we are finished, you will have candidates that meet or exceed your expectations. December 20, 2016 - Page 131 PUB L 1 C 12/16/2016 Corporase Office: Tmas Office: 1 www:afhdnp++6ficmm 2120 MIarkrt Street, 5uirc l00 501 Lakeshore Circle 888321.4922 toll free Camp Hill, Pennsylvania 17011 Poinr Yrnrurc,'1'X 78645 717.214.8004 fax Krista Miller — Director, Human Resources/Safety/Risk Town of Vail 75 South Frontage Road Vail, CO 81657 Dear Krista: Thank you for the opportunity to submit our offer of executive search services for the Town Manager position. Affion Public is an executive search firm that specializes in identifying and placing exceptional executive level candidates within the public sector. We have built a successful practice on placing public sector executives and have a reputation for developing excellent working relationships with the clients we serve. Our partnership approach and high quality of work fosters the level of comfort our clients value and deserve. With our high touch style, we'll be able to provide you with the attention that you warrant and deserve for this very important search. Our search process and collaborative approach has enabled Affion Public to conduct multiple searches for the majority of the clients we serve. We differentiate ourselves from our competition by seeking out passive, as well as, active candidates that will best meet the needs of our clients. By conducting searches in this manner we are able to provide a tailored pool of candidates rather than recycling the same candidates search after search. Our commitment to diversity and success at targeting minority candidates has also helped to set us apart from other firms. In addition, we are becoming quite familiar with Colorado having worked previously with the City of Boulder and the City and County of Denver and most recently with the E -47o Public Highway Authority, and with the City of Fort Collins on multiple searches. On behalf of Affion Public, we will be thrilled to be your firm of choice! Please feel free to contact me directly at 717-576-9847 or via email at reilly@affionpublic.com. I look forward to speaking with you in the near future. Best Regards, Scott Reilly CEO, Affion Public Delivering Leaders. December 20, 2016 - Page 132 af&on Town of Vail, CO Executive Search Services Town Manager 12/16/2016 Affion Corporate Office: 2120 Market Street, Suite 100 Camp Hill, PA 17011 888-321-4922 www.affionpublic.com December 20, 2016 - Page 133 Table of Contents Table of Contents 2 Company Profile 3 Why Affion? 3 What We Do Differently 4 Relevant Recruitment History 5 Objectives and Approach 6 Developing the Candidate Profile 7 Input from Stakeholders 7 Candidate Pool 8 Affion Process in Screening 8 Internal Candidates 10 Client Selection of Candidates for Interview 10 Client Interviews and Final Selection 10 Hiring 10 Statement of Diversity 11 Individuals Assigned to Search• 12 Cost 14 Guarantee• 14 Reference List 15 Client List 17 Affion Disclaimer Copyright © 2009 by Affion Public, LLC. All rights reserved. Printed in the United States of America. The information in this document is the exclusive property of Affion Public, LLC. The data and trade secrets contained herein are submitted for use solely by the Town of Vail. The reproduction of this document or any portion thereof, in any form, without the express written consent of Affion Public, LLC is forbidden. aifion 2 PUBLIC December 20, 2016 - Page 134 Company Profile Affion Public is deeply rooted in the public sector, providing technology consulting and human resources consulting and strategies for state and local government, education and non-profit organizations since 2000. Affion Public brings extensive experience and expertise to every assignment by providing comprehensive human resource and technology consulting strategies. Whether it's finding the perfect candidate for a key position, providing classification and compensation or assembling a seasoned team of technology operations people to tackle a tough problem, Affion Public has the solution. Our executive search division specializes in identifying the nation's best and brightest executives, and delivering those individuals to our public sector clients. Our partners are typically state, county, city, and government organizations as well as non -profits. Recognized as a leader in public sector executive searches, Affion has attained "preferred" vendor status or an exclusive relationship with the majority of its client partners. Affion's corporate headquarters is located at 2120 Market Street, Suite too, Camp Hill, PA 17011. Why Affion? We are different. As a company, our strengths lie in our people, our passion, and our commitment. Affion employs an extremely talented group of professionals that bring a diverse set of skills and an average of over 10 years of experience in government and private sector venues. Extraordinary, trusted client partnerships have separated us from others in the industry. Embracing a small business approach has enabled the entrepreneurial spirit of Affion, while also ensuring a personalized approach and customized solution for our partners. It is our unique understanding of the complexities of the public sector that gives us an edge. We know what to challenge potential candidates on, and we know how to discern and qualify the very specific set of skills an executive needs in order to succeed within the public realm. Our particular expertise lies in our ability to reach out to and ultimately attract the best and the brightest into the public executive domain. Short and long term, Affion is looking for valued, long lasting partnerships, where we can have a real and positive effect for our client. Our public sector team provides a full range of customized executive recruiting and management consulting services. Particular areas of expertise lie within strategy, human resources, process and solutions. We have served in an advisory capacity to state, city, and municipal governments across the country. Historically, our specialized executive recruitment services have been client driven. By building strong client partnerships, and practicing due diligence, we gain an invaluable understanding of the mission, motivation and culture of our client. This has allowed us to successfully recruit across all departmental disciplines and ultimately to provide top executives to an array of governmental agencies and authorities (e.g. Information Systems, Public Safety, Engineering, Health and Human Services, Water Utilities, Economic Development, Assistant City Managers, City Managers, etc.). • aflOf PUBLIC 3 December 20, 2016 - Page 135 What We Do Differently Our executive search goal is to specify, identify, qualify and deliver candidates that meet or exceed your expectations. After consulting with client executives and stakeholders, we utilize a systematic search methodology to customize and tailor the ideal candidate and position profile to meet the specified need. Targeting organizations that are similar to our client, we set out to find individuals that meet and exceed the background, education, experience, and personal characteristics required. This is done in a highly confidential manner and in compliance with applicable legal standards. Once a potential candidate has been identified, they will enter into a rigorous qualifying process to further establish the "fit". A comprehensive confidential report on each of the selected candidates is prepared to include pertinent information relative to the candidates work history and background. A professional appraisal of the candidates' competencies compared to the specific requirements will be provided as a continuum to the report. In the form of a portfolio presentation, we meet with the stakeholders to make our recommendations. We deliver individuals that are competent, qualified, and capable. We deliver solutions. allion PURL I C 4 December 20, 2016 - Page 136 Relevant Recruitment History City of Ann Arbor, MI • City Administrator (2011) • City Administrator (2016) City of Austin, TX • City Manager (2008) • Assistant City Manager (2013) City of Broken Arrow, OK • City Manager (2009) • City Manager(2o12) • Assistant City Manager (2014) • City Manager (2015) City of Columbia, MO • City Manager (2011) City of Corpus Christi, TX • City Manager (2008) City of Dallas, TX • Assistant City Manager (2014) • City Manager (2016) City of East Lansing, MI • City Manager (2012) City of El Paso, TX • City Manager (2014) City of Galveston, TX • City Manager (2012) City of Hollywood, FL • City Manager (2012) City of Huntsville, TX • City Manager (2008) City of Irving, TX • City Manager (2006) • Assistant City Manager (2008) City of Kirkwood, MO • Chief Administrative Officer (2014) City of Leander, TX • City Manager (2011) • aflOf PUBLIC City of Lynwood, CA • Assistant City Manager (2007) City of Marshall, TX • City Manager (2014) City of McKinney, TX • City Manager (2008) • Assistant City Manager (2009) • Assistant City Manager (2014) City of Mesa, AZ • Deputy City Manager (2007) City of Morgantown, WV • City Manager (2010) City of North Richland Hills, TX • City Manager (2009) City of Plano, TX • City Manager (2011) City of Port Arthur, TX • Assistant City Manager (2016 - present) City of Round Rock, TX • City Manager (2011) City of San Antonio, TX • City Manager (2006) • Assistant City Manager (2006) City of San Marcos, TX • City Manager (2008) City of Savannah, GA • City Manager (2010) City of Shawnee, OK • City Manager (2015) City of Springfield, MO • City Manager (2008) Incorporated Village of Garden City, NY • Village Administrator (2014) 5 December 20, 2016 - Page 137 Objectives and Approach 1. Establishing the Timeline — we will work closely with you to determine your ideal start date for your executive and then work to make sure that we agree on all target dates and activities. 2. Input from Key Decision Makers — we will meet with all parties who will be impacted by this executive to seek input, which will also help us understand the company, the people and the working environment. This can include setting up public forums to engage the community in assisting in the process. 3. Developing the Candidate Profile — through extensive interviews we will gain a complete understanding of the mission and goals of the company and begin to create the profile of the executive you are seeking. 4. Candidate Pool and Search Techniques — we will use our own extensive internal database, our personal and professional connections, competitor intelligence, targeted recruiting, industry specific sourcing and other recruiting tools to begin to identify the perfect candidate. 5. Screening Process — we will conduct interviews to qualify each candidate, whether it is an internal candidate or an external one, prior to presentation to you, and will conduct an extensive background check on each potential candidate. 6. Selecting Candidates for Client Review — we will present the key decision makers with a portfolio of candidates for consideration and will discuss each candidate's skills and qualifications in detail. 7. Choosing the Finalists and the Interview — once the client has reviewed the candidates and has selected the finalists, interviews with the key decision makers or the selection committee will begin. 8. Hiring — all candidates will have been pre -qualified on the salary range, benefits and we will assist in all final employment matters. • aflOf PUBLIC December 20, 2016 -Page 138 Developing the Candidate Profile Affion's approach to executive searches is a very personal and systematic one. Our success is dependent on the access and information granted to us by the client organization, so that we can gather all the information possible to have a true understanding of the client's needs. Only if we know the organization intimately and develop a very thorough and detailed profile of the ideal candidate, can we be assured of the right match for the organization and the individual who is ultimately selected. We pride ourselves in the value we bring to the table by working with the client to develop the profile of the ideal candidate from which to conduct our search. We do this by spending a great deal of time with the chief decision makers, elected officials, etc. at the very beginning, learning the history of the position, the mission and goals of the organization, the past successes and failures of the position, staff, budget and virtually everything the selected candidate would need to have experience and success addressing. In order for us to locate the ideal leader for an organization, we must know where that organization wants to go and what it will take to get it there. Each search is different and we invest as much time in getting to know the style and organizational culture of our client as we do getting to know each candidate under consideration. We develop a strong relationship with the decision makers and people with whom the potential candidates would be working to ensure the right match. We spend time with the decision maker(s) to understand their idea of the "ideal" candidate, their own management style, and what the position means to them and to the organization. We learn and adopt the organization's vision, so that we are able to recruit candidates who will embrace those goals and lead a strategy that will support that vision. We prefer to interview other successful executives at the peer level of the vacant position to get an understanding of the kind of leaders who are successful in the organization. We also find it valuable to interview some subordinate level staff, if possible, to assess some of the challenges or strengths within the current resources that the incoming executive would find. These early stages of the search are, in our mind, the most important. Our entire search team, including our assigned recruiter(s), is involved in this information gathering/ relationship process from the beginning so we all know exactly what our client is seeking in applicants and are qualifying candidates on the client's organizational culture. For national searches, our team also investigates the community in which the position resides. We investigate the public and private school options, and even spend time with a realtor to get a feel of the local housing market for relocation. All of this helps us when we screen and sell candidates on the position. From the interviews and fact gathering, we will prepare a comprehensive candidate recruitment profile for the position, with the desired qualifications and characteristics, for approval by the client's designee(s). It is from this customized profile that we conduct our systematic search. Input from Stakeholders The first steps in any search begin with our onsite stakeholder meetings. The purpose of the stakeholder interviews is to allow Affion an intimate understanding of the organization, the people and the environment. These interviews are how we develop the two key profiles in which the search is built around. The first profile is the position profile. The position profile includes not only the requirements the successful individual will possess but also what they will be doing on a daily, weekly and monthly basis. This profile is critical in analyzing the potential candidate's previous experience. The second profile is the candidate profile in which we spoke previously about. This profile allows Affion to define the type of individuals that will be successful in your organization. • a lOf PUBLIC December 20, 2016 - Page 139 The stakeholder meetings begin with developing the list of individuals that will be working directly with this person. This list should include whomever the individual is responsible for reporting to and anyone who may be directly involved with the hiring and interview process. Affion is committed to spending as much time as necessary on the stakeholder meeting to ensure a successful placement. The stakeholder meetings are approximately one-hour interview session in which our team will ask probing questions to what will make the candidate successful. These are generally done on an individual basis. Additional stakeholder meetings including public input will be scheduled at the discretion of the selection team. We have a long history of being very inclusive with our stakeholder process and often meet with community leaders, business leaders, civic and religious leaders as well as neighborhood associations. Candidate Pool Affion is a relationship driven, select targeting firm. We use our own internal database to draw upon potential candidates with whom we have built relationships and/or referrals. We use the telephone to reach out to referrals and candidates initially. We use the Internet as well as select research firms to investigate credit, criminal and other background checks and to obtain any written publications authored by, or regarding, the candidates. Beyond this limited use of technology, our efforts are all carried out in person. We post the job on the Internet or advertise in print as required by the client organization. Even our utilization of networks of professional or trade associations, is done in person. This personal approach is how we have been most successful in targeting and attracting the best and most diverse selection of candidates. Each Affion recruitment effort is customized specifically to the client organization's needs and preferences. One of the additional values achieved from the time we spend in the beginning is getting to know the client organization and its culture and obtaining mutual agreement on a process that works for both of us. While we have a very strict and systematic internal qualifying/screening process, it is only visible to the client in the result it produces. Any processes external to our qualifying/screening process may be modified to accommodate the client's organizational needs. Affion Process in Screening While the general steps outlined herein are the basis of the Affion search, flexibility is built into our model to accommodate a particular client's preferences. Our search is customized to best meet the needs of our client and as long as we are not asked to forego steps to ensure quality, modifications or additions can be made. • a lOf PUBLIC December 20, 2016 -Page 140 Sourcing/Recruiting Candidates Our senior executive recruiters (i00% dedicated to this search) will identify candidates who have been successful in like organizations in similar positions. We search from a variety of sources to ensure development of a broad representative pool in terms of affirmative action efforts and experience; including our own network of contacts and files; public or private entities, professional and other associations and organizations related to the position and referrals. We do targeted advertising in publications specific to the position. Targeted Recruiting Affion maintains a national database through extensive networks in industry specific business groups, trade and professional organizations. To further ensure a diverse candidate pool, we also source candidates from professional organizations and networks that are ethnic and gender specific. We reach out to a variety of sources to collectively find the best talent available. As a result of our previous and ongoing recruiting efforts within government and quasi -government organizations, (local, city, county, and state) Affion has, and continues to build, an expansive network of candidates that includes the best and the brightest in the public sector. That network of candidates exemplifies our professional commitment to building valued relationships, knowing the individuals' experience and leadership styles, and understanding their needs and career goals. By operating within these guidelines, our deliverable to our client results in being a known and trusted entity. Screening/Qualifying Candidates Our senior executive recruiter conducts preliminary screening interviews of all candidates and the most promising candidates to determine their qualifications, pertinent accomplishments, experience, ability to meet special needs of the position and their interest in being considered. Preliminary screening will be based on a resume rating developed from criteria contained in the customized Candidate Recruitment Profile, information contained in the resumes submitted to Affion, and Affion's knowledge of the people and organizations with whom and in which we work. At this point in the search, our recruiter is also securing preliminary, confidential reference information on the most promising candidates (as available and appropriate) to verify experience and qualifications; i.e., to ensure that it is worthwhile proceeding with them. After qualifying the best candidates into our process, those individuals are subjected to further rounds of interviews by additional Affion executive staff. The same criteria are used, but the emphasis here, is on organizational and cultural fit, and political acumen. This process assures the quality we demand of the short list of semi-finalists that are selected. All candidates are met face-to-face when possible. If the face-to-face interviews cannot be arranged then video conferencing is arranged to ensure that the recruiters and executives within Affion are comfortable with the candidates they are presenting for consideration. Background Investigation When all members of the Affion qualifying team have agreed that the candidate fits the desired profile we begin extensive background checks to include: criminal, education, and financial investigations. Reference calls are completed. Internet and media searches are conducted. This entire procedure is intended to further eliminate unqualified candidates, and to validate the credentials of the final candidates in process. Selecting Finalists for Promotion to Client From our rigorous qualifying process and investigation, Affion typically narrows the field of qualified candidates to the top 6-8. We present all of the client's designated representatives with a comprehensive book of material on each of the selected individuals. These books contain summary profiles, resumes, applications, articles by or regarding the candidate, pertinent work product, and photographs of those candidates whose qualifications, work experience, achievements, and/or other special qualities qualify them for the position. This comprehensive confidential report on each candidate covers not only the candidate's working career and those personal aspects that are relevant to the position, but also our appraisal of how the candidate's competencies compare to your specific needs and environment. Affion and the client's representatives will meet to review the detailed contents of the book. ■ alpn PUBLIC December 20, 2016 -Page 141 Internal Candidates Affion always screens and evaluates those applications and resumes received by the client from in-house or outside applicants to insure, on the client's behalf, that the process is considered fair to all applicants and to determine if any of these individuals are qualified, viable candidates. Often, at the client's preference we keep all in-house applicants in process until the final qualifying phases of the search process, unless it is clearly established that certain individuals are not qualified. We review, evaluate and acknowledge in writing all applications and resumes received. Additionally, we ask that all solicitations for consideration made directly to the client be forwarded to Affion immediately to avoid duplication of efforts and take work off the client's shoulders. Client Selection of Candidates for Interview Affion would work closely with the hiring team for selecting the finalist. Affion will make a portfolio presentation to the key stakeholders which will include; the resume, a brief bio written by the candidate, a description of the candidate's strengths and weaknesses, and an answer to the questions "Why Should I be the Next..." Upon our face-to-face presentation of the finalists, with our recommendations and comprehensive background information, we require that the client select the number and names of the candidates it wishes to interview in person. Upon the client's direction, Affion personnel will coordinate with client personnel to arrange interviews with the top candidates selected for consideration. Affion will work with the client to coordinate any travel or accommodation details that may be needed for each outside candidate. Client Interviews and Final Selection The finalist interviews would be conducted in conjunction with the wishes of the hiring team. Affion typically suggests that the hiring team utilize panel interviews and also perhaps a candidate presentation. The candidate presentation would be an oral presentation accompanied by a visual presentation. We typically ask all candidates to prepare a twenty -minute presentation in a power -point format. This presentation can be on a topic agreed upon by Affion and the client. The purpose of this presentation is to allow the selection committee to see how the candidates communicate their thought process and the candidate's ability to effectively express those thoughts to their audience. The formal interview would involve the same set questions asked to each candidate by the same panel member. This allows the selection committee to evaluate each candidate on a fair and equal field. These questions are agreed upon in advance with Affion and the selection committee. Affion will be involved throughout the entire interview process to facilitate the interviews. Hiring Once it is time for a hiring decision, Affion will provide assistance on final employment matters, such as the negotiation process with successful candidates and notification to unsuccessful candidates. Any candidate that is presented for consideration will have been pre -qualified on the salary range, benefits and relocation package. Once the finalist has been selected it is our standard practice that the client sends a formal offer letter to Affion on behalf of the successful candidate. Affion will facilitate the signature and closing of the process. • aflOf PUBLIC December 20, 2016 - Page 142 Statement of Diversity Diversity is one of our core values, as well as part of our heritage. It acknowledges and celebrates the richness and value created by the differences among our employees, our customers, our service offerings, and our businesses. It is about people, backgrounds, lifestyles, ideas and balance between our work and personal lives. It is about maximizing the contributions from all members of our team so that we deliver greater value to our customers. It is about valuing differences. It is not a code word for affirmative action. It is much larger than that. It is about valuing differences. It is about inclusion. It relies on standards of performance and behavior, which lead to mutual respect. Diversity is about effectively using our collective talent to create a competitive advantage that leads to success – both for our internal support staff and contract workforce. Affion is truly committed to effectively recruiting and maintaining a diverse workforce. Affion maintains an Affirmative Action Program and policy to afford equal employment opportunity to all without regards to race, color, religion, sex, national origin, sexual orientation, handicap or disability or status as a disabled veteran or a veteran of the Vietnam War era. We take affirmative action to ensure applicants for employment and employees are treated without regard to these characteristics. The sole basis for decisions regarding employment status has been, and will continue to be, an individual's qualifications, and based only on valid, non -biased job requirements in positions being filled. To carry out our policy, the commitment includes, but is not limited to: recruitment, hiring, promotions, transfers, compensation, benefits, layoffs, terminations, educational tuition assistance and company sponsored training and recreational programs Affion employs responsible reporting and monitoring procedures to ensure that all personnel actions are in strict compliance with the Equal Opportunity Policy and our Affirmative Action program. We are further committed to being an Equal Opportunity Employer by various federal, state and city laws on fair employment practices. All of Affion's advertising reflects these same important standards. We are proud of our success in ensuring a diverse candidate pool and thrilled to have placed multiple women and minority candidates in executive level municipal positions, nationwide. • aflOf PUBLIC December 20, 2016—Fuge 143 Individuals Assigned to Search: Scott Reilly CEO, Affion Public reilly(aiafflonpublic.com 717-576-9847 Scott will be responsible for Quality Assurance during the length of your project. During the engagement, he will be responsible for ensuring the success of the process. Scott, previously the Vice President of Arcus Public, has more than 20 years experience in Sales, Executive Recruiting and Technology. His depth of knowledge and experience placing top executives and technology professionals enables him to lead the talented group of professionals at Affion Public. Throughout his tenure in the public sector, he has been responsible for leading the engagement process and successfully placing more than ioo professionals in key roles. He's worked in the trenches performing the searches, as well as in leadership roles guiding his team and building relationships with clients while at the helm. He truly understands and appreciates the intricacies of the market, and as CEO for Affion Public, he is responsible for the strategic direction and approach of each of the firm's key service areas. Scott has been a speaker/presenter on various topics nationally working with leading government officials; to help identify opportunities for technology research and share best practices as well as executive search forums. He was named a founding Honorary Alumni to the Harrisburg University of Science and Technology first graduating class. He currently serves as the vice-chairman of the Derry Township Municipal Authority and has been an active member on the Hershey Country Club Board of Governors. Scott was also recognized by the Central Penn Business Journal as one of the region's Top 4o Under 4o. Scott has been directly involved with all executive level searches through Arcus Public and Affion Public since 2003. Gina Sprowls Recruiting Manager sprawls @ aff "ionpub lic. com 717-763-1987 Gina will manage the recruitment efforts of your executive search. During the engagement, she will provide the direction and coordination for the recruitment to ensure the profile of the ideal candidate is adhered to so the best candidate is hired for the job. Gina will be responsible for identifying, profiling, and screening the candidates. Her role will include qualifying potential candidates and conducting interviews of candidates. Additionally, she will assist in coordinating interviews, soliciting feedback, and conducting professional reference checks. She may be involved in the presentation of the final candidates to the stakeholders for consideration. Gina brings over ten years of diverse experience in recruitment, sales and management. She offers a strong background in Human Resources with an emphasis on executive level recruitment and training. Her recruitment career has crossed over several industries including Public Sector, Technology, Finance, Healthcare, Sales and Education. She has worked on multiple executive level searches for clients across the nation and is known for building and maintaining excellent relationships with our clients and candidates. Gina has been directly involved with all executive level searches through Arcus Public and Affion Public since January, 2008. a!■ ion P U B L i C December 20, 2016 -gage 144 Proposed Project Timeline: Timeframe Activity • Affion to negotiate and finalize contract Upon Selection Day 1 • Facilitate a meeting to discuss timelines, recruitment process and plan for completing the Position and Candidate Profiles • Affion to meet with identified stakeholders to begin the due diligence process • Conduct Public Forums if needed • Simultaneous industry research taking place Day to • Affion presents draft of Profile Day 15 • Finalize Profile Day 16 • Search Firm conducts recruitment to include: o Journals, personal contacts, Websites, etc. o Place advertisements o Review resumes Conducted on a weekly basis • Progress Report—check for quality and diversity of applicants. Determine need to target any specific group or area. • Review and qualify all potential candidates Day 46 • Affion concludes the recruitment campaign Day 65 • Review and finalize candidate selection to be presented • References for finalists are contacted • Background checks completed • Internet and media searches conducted on finalists Day 76 • Presentation of 6-8 candidates to the Selection Panel • Affion will facilitate a review of the final candidates • Conduct first round of candidate interviews with the Search Committee and key stakeholders • Finalize decision on the candidate of choice and negotiate employment agreement with the candidate Day 90 • Successful Candidate accepts offer of employment Afton P U B L i C December 20, 20113 6 -Page 145 Cost Full Executive Search: Affion executive searches are full-service searches conducted by senior executives within our firm. The fee we have outlined herein is all inclusive of all phases of the search including stakeholder meetings, profile development, job postings, sourcing, recruitment, interviewing, reference checking, background checks, media checks, and candidate offer negotiation. Fee for Town Manager search (all inclusive): $3o,000 Additional expenses, which are not included in the overall fee but are expected to be reimbursed by the Town of Vail include all candidate travel expenses for the purpose of interviews with the Town of Vail. This will vary depending on the location of the finalist selected. While invoice procedures can be adjusted, our typical billing practice is to spread the fee payment over three equal installments. (One-third to be billed when the contract is signed, one-third to be billed upon presentation of the Final Candidates, and the last one-third to be billed upon the hiring of the desired Candidate.) Adjustments to our payment and billing processes are negotiable in order to best accommodate our clients' needs. Guarantee: As with all of our executive searches, we are prepared to offer our standard professional service guarantee. If the hired candidate is asked to leave for reasons of non-performance, or leaves of his/her own volition in the first 24 months of employment, we will re -launch a search for a new candidate, under the original position specifications. In such a case, we will do so for no additional professional fee, though charging expenses that may incur to include all Affion travel, hotel, and re -posting of job advertisements. It is our commitment to partner with you from the initial signing of the contract until the candidate accepts and offer and begins employment. • aflOf PUBLIC December 20, 20114 6 -Page 146 Reference List City of Ann Arbor, MI Robyn Wilkerson Human Resources and Labor Relations Director 301 E. Huron St. 6th floor Ann Arbor, MI 48107 (734)794-6120 RWilkerson@a2gov.org Affion worked with Ann Arbor on their City Administrator search in 2011, as well as, the Parks and Recreation Services Manager and Deputy Manager recruitments in 2008. We worked with Ann Arbor on their recent Fire Chief and Police Chief recruitments and we just finished working with them on their City Administrator search (2016). We have worked with Robyn on multiple searches. City of Austin, TX Mark Washington Human Resources Director 301 W. Second St. Austin, TX 78701 512-974-3202 Mark.Washington(i ci.austin.tx.us Sonya Alexander -Harry HR Consultant 301 W. Second St. Austin, TX 78701 512-974-3228 Sonya.Alexander-Harry@ci.austin.tx.us Affion has completed several searches with the City of Austin. We placed the City Manager, CIO, Fire Chief, Director of Solid Waste Service, Chief Sustainability Officer, Director of Code Compliance, Chief Financial Officer; Assistant Director, Engineering Services, Assistant Director, Pipeline and Operational Maintenance, and the Water Resource Planning &Analysis positions within the Austin Water Utility, an Assistant City Manager, a Purchasing Officer, the Deputy Director, Economic Development, a Redevelopment Division Manager and a Chief Technology Officer with Austin Energy. Sonya and Mark have worked closely with us on several of the searches. City of Dallas, TX Molly Carroll Director, Human Resources City of Dallas 1500 Marilla, Room 6AN Dallas, TX 75201 214-243-1153 molly.carroll@dallascityhall.com Affion worked with the City of Dallas on the placement of two Assistant City Managers in 2014, their Director of the Department of Trinity Watershed Management recruitment in 26,15, and we just finished working with them on their City Manager recruitment (2016). Affion has worked closely Molly on all of the recruitments. • a lOf PUBLIC December 20, 2016—Page 147 City of Fort Collins, CO Jeff Mihelich Deputy City Manager 215 North Mason Street Fort Collins, CO 80524 970-221-6684 jmihelich@fcgov.com Kelly DiMartino Assistant City Manager 30o LaPorte Ave, Building A 970-416-2028 Fort Collins, CO 80524 kdimartino@fcgov.com Affion has had the pleasure of working with the City of Fort Collins on their Chief Sustainability Officer search (2014), their Light & Power Operations Manager search (2015) and their Chief Human Resources Officer recruitment (2016). In addition, we are currently working with them on their search for a new Director of Cultural Services. • a.ifion PUBLIC December 20, 2016 34148 Client List Cities: Borough of State College, PA • Director of Public Works (2016 - present) City of Ann Arbor, MI • Parks and Recreation Services Manager (2008) • Parks and Recreation Services Deputy Manager (2008) • City Administrator (2011) • Fire Chief (2014) • Police Chief (2015) • City Administrator (2016) City of Arlington, TX • City Auditor (2014) • Director of Community Development and Planning (2015) City of Asheville, NC • Urban Planning and Design Director (2014) • Police Chief (2015) • Human Resources Director (2016) City of Atlanta, GA Chief Information Officer (2003) City of Austin, TX • City Manager (2008) • Fire Chief (2008) • Chief Information Officer (2008) • Director of Solid Waste Services (2009) • Chief Sustainability Officer (2010) • Director of Code Compliance (2011) • Chief Financial Officer (2012) • Austin Water Utility (AWU) Assistant Director, Engineering Services (2013) • Austin Water Utility (AWU) Assistant Director, Pipeline Operations and Maintenance (2013) • Assistant City Manager (2013) • Purchasing Officer (2014) • Deputy Director, Economic Development (2015) • Redevelopment Division Manager (2015) • Assistant Director of Water Res Planning & Analysis (2015) • Austin Energy — CTO (2016) This city is located in Central Texas and is the capital of Texas as well as the county seat of Travis County. Austin's population has doubled every 20 years and currently sits at just over 757,500. • a.ifion • UBLIC December 20, 2016 -la; 149 City of Bellevue, WA • Director of Planning and Community Development (2010) • Chief Communications Officer (2012) • Chief Economic Development Officer (2014) • Chief Communications Officer (2016) • Director of Planning and Community Development (2016 - present) This city of 122,900, is the fifth largest city in Washington. City of Boulder, CO • Director of Public Works for Utilities (2011) • Deputy Director of Community Planning and Sustainability (2011) • Comprehensive Planning Manager (2012) • Human Resources Director (2013) City of Broken Arrow, OK • Fire Chief (2010) • Police Chief (2011) • City Manager (2012) • Assistant City Manager (2013) • Director of Engineering/Construction (2014) • Fire Chief (2014) • City Manager (2015) This city of 98,850 residents is the fourth largest city in the state and is the largest suburb of Tulsa. City of Burbank, CA • Director of Finance (2009) • Director of Parks and Recreation (2007) This city of 108,000 residents is located in Los Angeles County. City of Chandler, AZ • Chief Information Officer (2007) • Director of Economic Development (2008) • Director of Planning and Development (2008) • Municipal Utilities Director (2015) This city of 24o,60o residents is located in Maricopa County and is part of the Phoenix Metro Area. City of College Station, TX • Assistant Director of Planning & Development (2008) • Fire Chief (2016 — present) This city of 86,000 residents is located in Central Texas and is the home of Texas A&M University. City of Columbia, MO • City Manager (2011) • CIO (2015) This city of 108,500 is the fifth-largest city in Missouri. Columbia is often referred to as "Collegetown U.S.A." because it is home to the University of Missouri, Stephens College and Columbia College. City of Corpus Christi, TX City Manager (2008) This city of 285,000 residents is located in South Texas along the Gulf Coast. City and County of Denver, CO Manager of Community Planning and Development (2012) • aflOf • UBLIC December 20, 2016 - City of Dallas, TX • Deputy Director CIS (2005) • Public Information Officer (2005) • Assistant Director Dallas Water Utilities (2005) • Assistant Director CIS (2005) • Director and Chief Information Officer (2005) • Director of Housing (2014) • Assistant City Manager (2014) • Director of the Department of Trinity Watershed Management (2015) • Fire Chief (2016) • City Manager (2016) City of Dublin, OH • CIO (2015) • Planning Director (2015) City of East Lansing, MI City Manager (2012) City of El Paso, TX • City Manager (2014) • Director of Museums and Cultural Arts (2014) • Managing Director of Public Works (2015) City of Eugene, OR Executive Director of Planning and Development (2010) This city of 156,185 is the second largest city in the state of Oregon and the seat of Lane County. City of Fort Collins, TX • Chief Sustainability Officer (2014) • Light & Power Operations Manager (2015) • Chief Human Resources Officer (2016) • Cultural Services Director (2016 — present) City of Galveston, TX City Manager (2011) City of Gardner, KS • Business and Economic Development Director (2015) • Utility Director (2015) City of Hollywood, FL City Manager (2011) City of Huntsville, TX City Manager (2008) City of Irving, TX • City Manager (2006) • Assistant City Manager (2008) • Internal Auditor (2008) • Director of Human Resources (2007) • Assistant Director of Human Resources (2007) • City Attorney (2007) • Fire Chief (2006) • City Secretary (2010) • a.ifion • UBLIC December 20, 2016 -a( 151 City of Kirkwood, MO Chief Administrative Officer (2014) City of Leander, TX City Manager (2011) City of Los Angeles, CA • CIO -Los Angeles World Airport (2007) • General Manager, ITA (2002) • Information Systems Manager (2002) • General Manager Department of Aging (2003) • Director, Bureau of Sanitation (2004) • Los Angeles Zoo: General Manager (2003) • City Engineer (2003) City of Lynwood, CA • Assistant City Manager (2007) • Director of Human Resources (2007) • Assistant Director of Public Works (2007) • Deputy Director of Development (2007) This city of 7o,000 residents is located in Los Angeles County. City of Marshall, TX • City Manager (2014) City of McKinney, TX • City Manager (2008) • Assistant City Manager (2009) • Director of Finance (2011) • Director of Water Utilities and Infrastructure (2013) • Assistant City Manager (2014) • Director of Public Works (2016) This city of 121,000 residents is located in the Dallas -Ft. Worth Metroplex and is one of the fastest growing cities in the country. City of Mesa, AZ • Deputy City Manager (2007) • Director of Human Resources (2007) City of Missouri, City, TX • Director of Finance (2016) • Director of Development Services (2016) City of Morgantown, WV City Manager (2010) This city of 7o,000 is the largest city in North-Central West Virginia, and the base of the Morgantown metropolitan area. City of North Richland Hills, TX • City Manager (2009) • General Manager: NRH2O, Water Park (2014) This city of roughly 60,000 residents is also located in the Dallas -Ft. Worth Metroplex. City of Phoenix, AZ Human Resources Director (2015) • aflpf • UBLIC December 20, 2016 Al 152 City of Plano, TX • City Manager (2010) • City Attorney (2013) The city of 222,030 is the ninth -largest city in Texas and is located mostly in Collin County. City of Port Arthur, TX • Assistant City Manager (2016) • Public Works Director (2016) City of Round Rock, TX • City Manager (2010) • Director of Human Resources (2012) • Police Chief (2013) This city of 105,412 is part of the Austin—Round Rock—San Marcos metropolitan area. City of San Antonio, TX • City Manager (2006) • Assistant City Manager (2006) This city of 1.6 million residents is the 7th largest city in the United States. City of San Jose, CA • Deputy Director of Administration (2006) • Deputy Director of Integrated Waste Management (2006) This city of roughly 1 million residents is located at the southern end of the San Francisco Bay Area. City of San Marcos, TX • City Manager (2008) • Human Resources Director (2011) • Chief Building Official (2011) This city of5o,000 residents is located in Central Texas between San Antonio and Austin. City of Savannah, GA City Manager (2010) This city of just over 130,000 is the largest city and county seat of Chatham County, in the U.S. state of Georgia. City of Scottsdale, AZ Police Technology Director (2009) This city of 217,385 is located in the eastern part of Maricopa County, Arizona, adjacent to Phoenix. City of Shawnee, OK City Manager (2015) City of Springfield, MO City Manager (2008) This city of 156,000 residents is the 3rd largest city in Missouri. City of Tacoma, WA • Assistant City Manager (2006) • Director of Finance (2007) • Director of Information Technology (2008) • Assistant Director of Finance (2009) This city of just under 200,000 residents is the 3rd largest city in Washington. ■ aflOf • UBLIC December 20, 2016 -24 153 City of Tamarac, FL • Fire Chief (2009) • Director of Community Development (2013) This community of 60,000 residents is located in Broward County located in Southern Florida. Incorporated Village of Garden City, NY Village Administrator (2014) Counties: County of Los Angeles, CA • Information Systems Manager (2007) • CIO -Los Angeles World Airport (2007) This county is the largest county in the US with a population of 9.8 million and 88 incorporated cities. City and County of Philadelphia, PA • Chief Information Officer (2000) • CIO -Philadelphia Free Library (2001) • CIO- Philadelphia Police Department (2006) Philadelphia is known as both the city and the county with a population of 1.4 million. Laramie County, WY Public Works Director (2014) Milwaukee County, WI Director of Parks, Recreation & Culture (2013) Washtenaw County, MI Community Development Director (2007) This is a county located southwest of Detroit and its largest city is Ann Arbor. The population of this county is over 322,000 residents. States: Commonwealth of Pennsylvania -Office of Administration • Chief Information Officer (2008) • Chief Technology Officer (2008) • Deputy Chief Information Officer (2008) Commonwealth of Pennsylvania -Department of Health • Deputy Secretary of Quality Assurance (2008) • Deputy Secretary of Health Promotion (2008) • Bureau Chief of Drug and Alcohol (2008) The Commonwealth engaged our services in November of 2007 to identify the next CIO. Out of that search process, the Commonwealth hired three individuals. In March of 2008, our services were once again retained to assist with the Department of Health. State of Texas, Austin, TX • Director of Benefits - Employee Retirement System of Texas (2006) • CTO - Employee Retirement System of Texas (2005) • Chief Information Officer of DIR (2006) • a.ifion • UBLIC December 20, 2016 - Education: Harrisburg University, Harrisburg, PA • Director of Learning Assessment (2009) • E -Business Program Director / Faculty (2008) • Learning Technologies Program Director / Faculty (2008) • CIS Program Director / Faculty (2007) • Biotechnology Professor (2008) • VP for Development (2005) • Director of Development (2007) • Controller (2006) • Network Administrator (2006) Other: E -47o Public Highway Authority, Aurora, CO Executive Director (2015) Housing Authority of the City of El Paso, TX Chief Operating Officer (2010) Minneapolis Parks and Recreation Board, MN • Assistant Superintendent of Planning (2011) • Assistant Superintendent of Recreation (2012) • Deputy Superintendent (2012) • Assistant Superintendent of Environmental Stewardship (2012) • Director of Park Safety and Security (2013) • Human Resources Manager (2013) Roanoke Redevelopment and Housing Authority Executive Director (2006) Round Rock Chamber of Commerce, TX President/Chief Executive Officer (2014) San Antonio Water System (SAWS) Chief Information Officer (2016) Williamson -Burnet County Opportunities, Inc. (WBCO) Executive Director (2013) • aflOf • UBLIC December 20, 2016 - • aifion PUBLIC Thank you for the opportunity to submit this proposal. We look forward to assisting you with your executive search needs! • a�fion PUBLIC December 20, 2016 -9e 156 City of Dallas, TX CITY MANAGER 1500 Marilla St. Dallas, Texas 75201 December 20, 2016 - Page 157 The Community The City of Dallas, Texas is centrally located in North America and has a population of approximately 1.3 million residents and is the third-largest city in the state of Texas and the ninth largest city in the United States. With the cost of living at 98.9% of the national average and no personal income tax, Dallas offers a wonderful quality of life. A growing transit system includes 74 rail stations, plus 3 planned or under construction. Area colleges and universities enroll 317,000 students and Dallas has the largest arts district in the U.S. Thousands of restaurants, 24 libraries, 70 million square feet of shopping, 23,000 park acres, over 100 miles of trails, plus franchises for all the major professional sports leagues provide endless entertainment. Dallas' diverse business environment offers almost any career the opportunity to grow. Over 63,000 businesses call the City of Dallas home, including global leaders such as Texas Instruments, AT&T, Celanese and Southwest Airlines. Dallas' 53,000 small businesses offer numerous employment opportunities. There are 25 colleges and universities in Dallas -Fort Worth, including ten in the City of Dallas or literally across the street. Southern Methodist University, the University of Texas at Dallas, the University of North Texas at Dallas, Dallas Baptist University, Paul Quinn College, Criswell College, Dallas Theological Seminary, Parker University and the University of Dallas provide a diverse set of opportunities for four-year and advanced degrees in or adjacent to the City of Dallas. The Dallas Arts District is home to a diverse mix of museums, performance halls, restaurants, and residences. A $338 million expansion included construction of the Winspear Opera House and the Wyly Theater to join the district's Dallas Museum of Art, Morton H. Meyerson Symphony Center and Nasher Sculpture Center. In 2012 the City Performance Hall joined the list of architectural gems in the district. The Dallas park system includes 47 community and neighborhood recreation centers, 856 sports complexes, 305 playgrounds and picnic areas, 111 miles of hiking and biking trails and six 18 -hole golf courses. The Great Trinity Forest, with 6,000 acres, offers additional natural trail experiences. The Dallas Zoo and the Dallas Arboretum, City properties operated by private foundations, provide additional recreational opportunities. They demonstrate the community's commitment to supporting non -profits via Public -Private Partnerships. Professional sports opportunities include the Dallas Cowboys (NFL), Dallas Stars (NHL), Dallas Mavericks (NBA), Texas Rangers (MLB) and FC Dallas (MLS). Government The City of Dallas has a Council -Manager form of government. Under this form of government, the elected City Council sets policies for the operations of the City. The City Council consists of the Mayor and 14 Council members serving as representatives to the 14 Council Districts. The administrative responsibility of the City rests with the City Manager, who has one First Assistant City Manager and four Assistant City Managers; the Chief Financial Officer also reports directly to the City Manager. Dallas is a full-service city comprising two dozen departments, including its own Police, Fire -Rescue, and municipal court services. The City Manager oversees all departments and functions of the City excepting those of City Attorney, City Secretary, City Auditor, and Judiciary, each of whom report directly to the City Council. In addition, the parks department does not report directly to the City Manager. It has its own board that is appointed by the City Council. Dallas has a total proposed FY 2016/17 operating budget of $2.53 billion and capital budget of $520 million. The City currently employs a staff of over 12,500 full-time employees. December 20, 2016 - Page 158 The Position The City Manager, appointed by the City Council, is the chief executive and administrative officer of the city and provides executive leadership and representation on all matters concerning city government. The City Manager determines the financial, personnel and strategic goals of the city providing excellent customer service through effective communication, leadership, integrity, respect and accountability. Essential Functions • Directs and coordinates the administration of city government in accordance with policies and priorities determined by the City Council. • Supervises through Assistant City Managers and lower -level executives the activities/operations/programs of diverse City departments. • Supervises, through the Chief Financial Officer, the preparation and presentation of the City's annual billion -dollar budget. • Coordinates activities with the Mayor and City Council to provide systematic efforts in serving the citizens. • Implements City Council policies and long and short-range plans for city government to improve efficiency of operations and number and kind of services provided to citizens. • Represents the City at conferences at the local, state, and national level. • Cultivates cooperative partnerships with other public and private organizations to access resources and improve the efficiency of service delivery. Education and Experience Qualified applicants will have a Bachelor's Degree from an accredited college or university with major coursework in Public Administration, Business Administration or directly -related field and at least ten years' experience managing and supervising a large multi -service organization with full responsibility for development and administration of the budget; a Master's degree is preferred. Knowledge of public administration principles, fiscal planning and budget preparation will be necessary for this position. Prior experience as a leader in a large municipal/county government is desired; other significant, applicable public/private sector experience will be considered. Ideal Candidate The City Manager is a key position within the City government environment and it is essential for the successful candidate to work closely with the City Council in carrying out city-wide initiatives and setting the tone and vision for the employees of the city. The ideal candidate must possess excellent communication skills with a strong ability to forge relationships with the Mayor and Council Members, city staff, the community, and the region. The successful candidate will be an innovative leader with a demonstrated ability to think strategically to improve organizational effectiveness and efficiency. This person will need to be creative, resourceful and politically astute with a demonstrated ability to foster successful public / private partnerships within the community. The ideal candidate must have the capacity and interest to be an effective mentor and leader for staff to encourage employee development and succession planning. Advanced written and oral communication skills are imperative for this position. This individual must be able to display transparency adhere to the highest ethical and moral standards. December 20, 2016 - Page 159 Salary The City of Dallas is offering a competitive salary commensurate with experience and a comprehensive benefits package. Relocation assistance will also be available for the successful out of area candidate. How to Apply Interested applicants should forward a cover letter and resume to: resumes@affionpublic.com Reference: DALLASCM Affion Public 2120 Market Street Suite 100 Camp Hill, PA 17011 888.321.4922 Fax: 717-214-2205 www.affionpublic.com The City of Dallas is an equal opportunity employer. Pursuant to Texas Open Records Law, Applications and Resumes are Subject to Disclosure. af€ion PUBLIC Delivering Leaders. Abilene OKLAHOMA'. Oklahoma Ci y a — V y` . Norman Law0ton Wichita Fells rayetlerii.t F ort Smith •. o ARKAN_ Ouachita National Forest • -0 Little Rock Denton Dallas O 0 Snrevepon Fort Worth 0 L a ng view Waco 14.19(4° TEXAS ° Kile no '.°Temple CO$er)eo Statron -. Austin COM oe q Photo Credits: Skyline DCVB (photo credit: Matt Pasant); Margaret Hunt Hill Bridge with fireworks (photo credit: Sean Fitzgerald) December 20, 2016 - Page 160 LaPorte Ave., Fort Collins, CO 80521 'acid `r.L[GH7 RAMS C..i T irCllfl7f ; y�p� � 1�ialste' eaw rose main /IA The Community Fort Collins, home to Colorado State University, has a population of 158,60o within 56 square miles and is located at the northern edge of the picturesque Rocky Mountain Front Range. Fort Collins is consistently ranked among the top cities by national magazines and organizations for its great schools, low crime, good jobs in the high-tech field, and fantastic outdoor life. Among this highly educated community, 52 percent of the population have completed four or more years of college. In addition, the community's median family income is $76,700 which is 20 percent greater than the national average. Fort Collins is sixty miles north of Denver and the Denver International Airport. Economy Fort Collins has a strong economy anchored by the Colorado State University (CSU) campus with nearly 27,500 students and 6,50o employees. Founded in 1870 as a land grant college, students from every state and 95 foreign countries attend CSU. Graduate and undergraduate degrees are offered in eight colleges, and CSU is known for major research advances in agriculture, engineering, veterinary sciences, technology, and water. Major private sector employers in Fort Collins include Hewlett Packard (1,250 employees), Poudre Valley Hospital (3,000 employees), and Woodward, Inc. (1,300). Innovation occurs across industry sectors in Fort Collins. Craft brewer, bioscience, software, hardware, water innovation, and clean energy companies contribute ideas, inventions, and products that positively impact the local economy. More than 200 patents are registered to researchers, scientists, and entrepreneurs in Fort Collins. Known as the community's "crown jewel," Downtown Fort Collins has a large selection of eclectic, unique shops and restaurants. In the summer public plazas invite social gatherings and outdoor concerts. Old Town Square, a pedestrian only business district, is a vibrant hub of activity for all ages with outdoor patios and regularly scheduled entertainment. Recreation With 875 acres of developed park land including six community parks and 42 neighborhood/pocket parks, recreation opportunities abound in Fort Collins. The City also offers 40,000 acres of natural areas and more than 35 miles of recreational trails. Accolades • America's Most Satisfied City according to Time, May 2014 • Livability.com ranked Fort Collins 13th Best Place to Live, Sep 2015 • 2012 Top Downtown in the Country, Livability.com, November 2012 • Money Magazine ranked Fort Collins, 6th Best Place to Live in the Nation in 2010 • Platinum Bicycle Friendly Community, League of American Bicyclists, May 2013 Government Fort Collins was incorporated in 1873 and has operated under the council/manager form of government since 1939. The City Council consists of six district Councilmembers elected on a non-partisan basis for four-year terms and a Mayor elected at -large on a non-partisan basis for a two-year term. The Mayor Pro Tem is chosen from among the entire Council and serves a two-year term. The City has 27 Boards and Commissions that provide advice and recommendations to the City Council on issues such as affordable housing, art in public places, the environment, human relations, and the needs of senior citizens, youth, and women. The City Council appoints a City Manager who is responsible for managing municipal operations that consist of a $5o4 million calendar -year budget and 2,299 FTEs. The current City Manager has worked for the City for 17 years and was appointed City Manager in 2004. In addition to traditional municipal services, the City has an electric utility, a regional airport jointly owned by the City of Fort Collins and the City of Loveland, and the Fort Collins Museum of Discovery, which was created through a unique public/private partnership. The Position The Director of Cultural Services Leads the Cultural Services Department and oversees the Lincoln Center, Fort Collins Museum of Discovery, Gardens on Spring Creek, Art in Public Places, Community Creative Center, and the Fort Fund granting program and supports the Cultural Resources Board. Develops and administers strategic direction and departmental policies and procedures consistent with objectives established for the Community Services service area. This position reports to an Assistant City Manager and has supervisory responsibilities over approximately 200 classified and hourly employees, including 5 direct reports. The Cultural Services Department follows a Cultural Plan to ensure that arts and culture thrive in the community, add to Fort Collins excellent quality of life, help drive the local economy and tourism, and remain an integral part of Fort Collins' unique identity. Essential Duties and Responsibilities • Participates in formulating and administering Cultural Services, Community Services, and City policies and procedures and ensures departmental alignment. • Develops and directs strategic and long-range planning goals and objectives for the Cultural Services department. • Prepares and oversees the department's biennial budgeting for outcomes process based on the goals and growth objectives of the service area; reviews monthly financial reports to ensure budgets are on track. • Reviews and analyzes programs, operations and associated costs forecasting, and departmental progress with regard to stated objectives and future needs. • Hires, trains, supervise coaches and mentors cultural facility managers/directors in their operational and community engagement roles. • Performs quarterly performance assessments of direct reports. • Evaluates the results of overall operations and service levels and provides regular reports to the Service Area Director. Essential Duties and Responsibilities continued.. • Reviews major booking negotiations and signs off on contracts for performances at the Lincoln Center; may assist in bookings, attend booking conferences, as needed. • Serves as staff liaison and supports, administers, and coordinates activities of the Cultural Resources Board, including the Fort Fund granting program. • Ensures timely and accurate reporting to City for monthly operating reports, quarterly service area reviews, performance metrics, and leadership and citizen inquiries. • Represents the City in matters relating to Cultural Services. Knowledge, Skills and Abilities: • Knowledge of arts, entertainment and cultural programming. • Knowledge of practices and principles of business management. • Knowledge of principles of finance and budget management. • Ability to perform statistical analysis and basic math. • Ability to prepare bid specifications. • Contract negotiation skills. • Ability to plan and organize effectively. • Ability to develop and maintain effective working relationships with employees and citizens. Education and Experience Qualified candidates will have Bachelor's degree in Arts Facility Management, Fine Arts Administration, Business Administration, Public Administration or related field from an accredited college or university. Candidates should have a minimum of six to eight years of related experience; an equivalent combination of education and experience will be considered. The Ideal Candidate The ideal candidate should have a background in art, dance, music, entertainment, theater, or another creative venue. The ideal candidate should have knowledge and experience implementing a cultural policy and operating the arts as a business. This individual must be a forward thinking, business minded leader who is actively involved in the community, exhibits strong coordination and has the ability to build relationships with public/private partnerships, non- profits, and college/universities. The ideal candidate should have strong interpersonal skills, exceptional organizational and administrative skills, a collaborative working style, and a demonstrated knowledge of and passion for the arts. The successful candidate must have the capacity and interest to be an effective mentor and supportive leader for staff. Advanced written and oral communication skills will be imperative. Residency Requirement City Department Heads are required by City Charter to maintain a residence within five miles of the city limits during their tenure in office. Salary The City of Fort Collins is offering a competitive salary commensurate with experience and a comprehensive benefits package. Relocation assistance will also be available for a successful out of area candidate. How to Apply Applicants should forward a cover letter and resume to: resumes@affionpublic.com Reference: FCDCS Affion Public 2120 Market Street Camp Hill, PA 17011 888.321.4922 Fax: 717-214-8004 www.affionpublic.com af&on PUBLIC Delivering Leaders. Medreine Bow Laramie Narronal Forest Cheyenne m Fort c.ollins Greeley Loveland, Longmont v Boulder Denier Arapaho NBI+onal forest c, Centennial CDL ORADO Colorado Springs San Isabel National Foresr Canon City Pueblo _- orifi mooAm .P].. ■OJ■■■ BOOTH RESEARCH GROUP, INC. 19029 E. Plaza Drive, Suite 200 Parker, Colorado 80134 303-840-3346 Fax: 303-840-3347 www.boothresearchgroup.com December 15, 2016 Krista Miller Director, Human Resources/Risk Management Town of Vail 75 South Frontage Road West Vail, CO 81657 VIA EMAIL TO: kmiller@vailgov.com Re: RFP: Executive Recruitment Search — Town Manager Dear Ms. Miller and Proposal Reviewers: It is with considerable pleasure that we at the Booth Research Group are submitting this proposal for the recruitment for and selection of Town Manager for the Town of Vail. We understand that, in order for the Town to stay a premier international destination, the community itself must be led by people who are invested in the community, the resort, and the multitude of opportunities that Vail presents. The Town needs a Manager who will provide the leadership to continue the work that has been started, as well as a Manager who will bring the Town to new and greater heights. We have the capability to assist you in finding that Town Manager. We are a Colorado company, located just down the mountain in Parker. We understand the culture and the "heartbeat" of Colorado, and we can bring that local knowledge to bear as we recruit and select the Town Manager who will continue the Town of Vail's success. We are also a Minority and Woman -Owned Business Enterprise (M/WBE). Our work with public entities nationwide, while still living and working in Colorado, allows us the unique opportunity to provide the Town with the best in recruitment and selection services. Thank you for your time and your consideration of our proposal. If you have any questions, please do not hesitate to contact me. Sincerely, Guillermo Alvarez Vice President of Operations, Booth Research Group (303) 840-3346, ext. 202 galvarez@boothresearchgroup.com Certified , BENC `Women's Business Enterprise December 20, 2016 - Page 166 Table of Contents A. Letter of Interest 1 Proposer Capabilities 1 Staff 2 B. Qualifications and Experience 4 C. Technical Approach 6 1. Identifying and Targeting the Needs of the Town 6 2. Candidate Recruitment Strategies and Implementation Plan 7 3. Timeline 9 4. References 9 5. Sample Promotional Material 12 6. Identifying Candidate Suitability 14 D. Fee Schedule 15 December 20, 2016 - Page 167 A. Letter of Interest Proposer Capabilities The Booth Research Group, a Colorado corporation, has been in business since 1989, providing valid, high-quality tools and services for public agencies and entities throughout the country. We are a company of six individuals, located in Parker, Colorado. We have extensive experience evaluating and selecting managerial personnel, including creating and administering job analysis processes to determine the necessary qualifications for a position, conducting interviews, administering assessment centers, and providing recommendations to our partner clients about whom to select for such vital positions. We have the resources to ensure the highest -quality work from our staff. Our professional staff is highly trained in the field of industrial/organizational psychology. (Please see next page for staff information.) The Town of Vail is unique, with fewer full-time personnel and part-time personnel and many more visitors to the Town each day. The challenges faced by the Town, the environment in which decisions must be made, and the community the Town serves are specific to the Town of Vail. Because of this, we believe all of these factors should be considered when completing a process to select a new Town Manager. We do not have off-the-shelf products that we attempt to shoehorn into every project we complete. We customize all work we do for the specific entity, for the specific position. We look to excite those involved in the process, enlisting their assistance in accurately reflecting the position of Town Manager in the Town of Vail and providing the information necessary to successfully recruit, and ultimately select, the next Town Manager of Vail. Stakeholder engagement is a critical aspect of any human resources process, especially within municipalities. There are many stakeholders to consider — the Town Council, the Mayor, the HR Department, and the community and its citizens. In all of our projects, we endeavor to utilize the perspectives of as many stakeholders as we can reach. We believe that every voice should be heard. We at the Booth Research Group do not attempt to capture every contract available. We prefer to work with clients matching our values and ideals, with whom we can have a partnership, and who are forward thinking, such as the Town of Vail. We generally have approximately eight to twelve active projects occurring at one time. This number of active processes allows our firm to maintain a close relationship with each of our partner clients. We believe in maintaining regular communication with our clients, including providing regular updates and collaboration on next steps. As a Colorado corporation, we are able to respond quickly to the needs of the Town. We are easily able to conduct meetings, interviews, and assessments on site in Vail, while doing developmental work and analysis in our offices in Parker. www.boothresearchgroup.com 1 December 20, 2016 - Page 168 Staff All consultants at the Booth Research Group have masters and/or doctorates and many years of experience in job analysis, selection, and working with public entities. You will never be dictated to, ignored, or continually handed off to new people. It is expected the team who begins this project will be the same team who completes it. The consultants and personnel who will work on this project include: Kelly S. McIntyre, Ph.D. Dr. McIntyre has been with the Booth Research Group for nearly nine years. She earned a doctorate in Industrial/Organizational Psychology at Colorado State University in 2005, studying under the world's foremost researcher in assessment centers. Dr. McIntyre's expertise is in the areas of psychological measurement, test validation, and personnel selection. Dr. McIntyre has worked both as an independent consultant (owning her a small consulting firm for 6 years) and in testing and validation with DecotiisErhard (now CorVirtus) management consulting firm. Dr. McIntyre has considerable experience with both public and private industry clients, focused on validating, implementing, and analyzing selection procedures, as well as assessing customer service behavior, creating surveys, and guiding strategic planning initiatives. Dr. McIntyre also spent 4 years as an adjunct faculty member at the Institute of Business and Medical Careers. Dr. McIntyre will oversee and manage the project. She will conduct the job analysis interviews, direct the recruitment efforts and initial screening of resumes, develop the assessment centers and interviews, and assist the Town in all efforts and tasks. James Coughlin, M.A. James Coughlin began working at the Booth Research Group in August, 2015. James earned a Master of Arts degree in Psychology from Monmouth University in 2008 and a Bachelor of Science degree in Psychology from Stockton University in 2006. Upon completion of those degrees, Mr. Coughlin has had vast experience within the clinical realm and with the administration of psychological assessments. While enrolled in a doctoral program, he has gained experience administering and analyzing numerous cognitive, personality, and workplace -based assessments. He is currently enrolled in a Doctor of Philosophy program with a specialization in Industrial/Organizational Psychology at Grand Canyon University. His main focuses within the program and toward which his dissertation are geared are candidate application experience and application performance feedback. Mr. Coughlin will be involved in conducting job analysis interviews, narrowing the applicant pool, and assisting on all tasks. www.boothresearchgroup.com 2 December 20, 2016 - Page 169 Samantha Olejniczak, M.A.I.O.P. Samantha Olejniczak joined the Booth Research Group in the spring of 2015. She completed her Master of Applied Science degree in Industrial/Organizational Psychology in 2014 from Colorado State University, and her Bachelor of Arts degree in Psychology in 2008 from the University of Hawaii, receiving high honors. Ms. Olejniczak has experience working at a Leadership Consulting firm, where she assessed leaders' behaviors in the context of an online simulation platform, conducted data analysis related to various leadership competencies, and delivered feedback to facilitate leaders and organizations towards accomplishing business objectives and professional goals. In addition, she previously worked in the private sector as a Human Resources Generalist, where she managed multiple Human Resources functions including, but not limited to, leadership coaching, performance management, job analyses, and job description creation. Ms. Olejniczak has also performed a variety of freelance projects for various organizations, including the development of an employee engagement survey and the design of a data -driven, web -based mentoring certification program. Ms. Olejniczak will be involved in conducting job analysis interviews, narrowing the applicant pool, and assisting on all tasks. Annette M. Alvarez, MBA — President Annette has over 20 years of experience in management with an emphasis in such areas as marketing, finance, retirement plans, mortgage, telecommunications, budgeting, insurance, retail, and credit counseling. She has over 15 years of management/supervisory experience in operations and customer service. She has been recognized over the years several times for managing top teams with the lowest records in customer complaints. She brings with her specific expertise in promoting and maintaining a productive work environment without sacrificing team morale, while meeting company objectives. Guillermo Alvarez — Vice President of Operations Guillermo earned a BS in Electrical Engineering from Colorado Technical University after moving to Colorado with the United States Air Force. His Air Force experience started at NORAD in Colorado Springs. He has over 20 years of experience in the telecommunications and aerospace industries in the field of testing. He has worked for major corporations such as US West, Qwest, and Raytheon. Currently, he is earning a Master's Degree in Industrial/Organizational Psychology from The Chicago School of Professional Psychology. www.boothresearchgroup.com 3 December 20, 2016 - Page 170 B. Qualifications and Experience Our personnel have worked with public entities across the country, including such large municipalities as Detroit, Michigan and San Antonio, Texas, and small communities such as Casper, Wyoming and Lone Tree, Colorado. Our extensive work in Colorado and with smaller entities gives us the experience required to assist the Town of Vail. We develop and implement each project with the following criteria: Validity — Our processes meet the EEOC Guidelines for validity. We measure the important and relevant areas of each position to accurately assess the position and to develop an accurate evaluation process to select for that position. Validity is a must in order for any process to be defensible. Cost Effectiveness — At no time in our company's history have public sector budgets been so challenged. Every dime is being scrutinized by managers, the media, and the public. Any process that lacks cost effectiveness cannot continue. Contribute to Confidence and Trust in the Process — From the very beginning, we have argued that no process can be successful if it lacks confidence and trust among the stakeholders. As a result, everything we do contributes to building this with our client partners. Whether it is our job analysis interviews and site visits, our meetings with interested applicants, our openness and honesty, or the quality of our results, all of our activities are designed to build trust and confidence. The above criteria have to do with the process. But you also will be working with members of a consulting firm, and that relationship is critical to the success of the project. The Booth Research Group will: Be open and inclusive — We will listen more than direct. We will hear the concerns, issues, historical problems, and other matters that contribute to the perspectives of the stakeholders. Go the extra mile — For all of our clients, we serve as a resource and sounding board for the multitude of decisions that have to be made related to a project of this size. We will provide that expertise at all points throughout the contract and do so without expectation of additional remuneration. Communicate — One of the most common failings in Human Resource projects in general, and a project involving a consultant in particular, is a lack of communication. We will frequently be on site, use our website — which is currently being revised — for improved two-way communication, and use reports and meetings for regular updates. Our open approach ensures all parties are kept informed of the every step in the process. Be honest, ethical, and responsible — Integrity is an essential element to success in any endeavor, and we take considerable pride in our adherence not only to legal standards and the standards of our field, but also through our ethical, responsible, and honest work throughout this, and all, projects. www.boothresearchgroup.com 4 December 20, 2016 - Page 171 Most of our clients are municipal governments, primarily in the realm of public safety. Managers and executives in public safety organizations have to be intimately familiar with Town and City management, the community being served, and the whole of the municipality. Our work with public safety organizations within municipalities has provided us with a distinct understanding of the specific needs of management in a public entity. We have evaluated and selected for all promotional positions in public safety organizations. This experience translates well to other municipal positions, especially high-level, managerial and executive positions. One of the clearest ways to measure our success is to note the fact that many of our partner clients use our services year after year, project after project. www.boothresearchgroup.com 5 December 20, 2016 - Page 172 C. Technical Approach We will work with the Town of Vail to ensure an overall process and outcome that meets the needs of the community, complies with all professional standards, and is legally defensible. We will submit our recommendations regarding each stage in the process for approval. We are available to begin work on the project immediately upon contract execution. Prior to commencement of the project, we will provide a detailed plan of action describing our methodology to the Town for approval. The detailed activities we envision for this project include the following steps: 1. Identifying and Targeting the Needs of the Town Job analyses form the basis of all future decisions about a position and will be the first component examined should something be challenged. There are also other benefits of sound job analyses, including the improvement of job descriptions, the development of improved performance evaluation systems, the development of testing processes, and more. In order to take full advantage of a job analysis, the job analysis has to: (A) meet all legal standards and (B) reflect the job within the entity. Therefore, we will complete a comprehensive and custom-designed job analysis for the position of Town Manager in Vail. The job analysis will include the following activities: Review of Documentation. We will review and analyze previous job analysis information, as well as any other documentation relevant to the position (e.g., job descriptions, mission and vision statements, Town reports). We will examine documentation that most other consultants ignore but which can provide unique and valuable insights into the positions such as performance evaluation forms and procedure manuals. We will also use systems such as the Dictionary of Occupational Titles and the Office of Personnel Management's O*Net to assist in understanding the national descriptions of the position. Review of Regional Salaries. We will determine the salary classifications for relevant Towns in the area for understanding of the area and for comparison. Interviews. Interviews are a necessary beginning to understanding any position in any entity. We will meet with all possible stakeholders to gather insights on the position, the Town, and the community being served. We will conduct interviews with the current Town Manager, the Town Council, the Mayor, and the HR Department personnel to discuss the mission, vision, and values of the Town, as well as the qualities that are believed to be essential for success in the Town Manager position. During these discussions, the direction of the Town, its strengths and weaknesses, the community it serves, and other areas will be discussed in full. www.boothresearchgroup.com 6 December 20, 2016 - Page 173 We will also conduct on-site meetings with community members, if possible. The purpose of these meetings will be to confirm the information contained in the meetings with the Town representatives, and more importantly, to ensure that the job description and process we develop are relevant to the Town of Vail and are designed specifically for this position. Finally, we use these meetings — indeed, we use all of our interactions — to build trust and confidence in the process. It is our belief that success in such processes requires trust and confidence from all stakeholders. All of what we do contributes to that building effort. Though we believe personal contact with the Town personnel is valuable, it is expected that some meetings can be conducted via teleconference. 2. Candidate Recruitment Strategies and Implementation Plan Recruitment. Using the above job analysis strategy, we will create a complete profile of the Town Manager position as it exists in Vail. This profile will include the criteria on which we will evaluate the candidates at each step of the selection process. We will then determine, in concert with Town management, the best recruitment strategy for the needs of the Town of Vail. The most appropriate and most efficient advertising approach will be employed. You may wish to advertise nationally or more regionally. Cost will obviously be a factor, and there are several points at which you will find diminishing returns on your investment. Using recruitment materials specifically developed for the Town Manager position in Vail, we will recruit for the position using print media, social media, and websites designed for such purposes. We will also contact our large cadre of personnel in municipal positions whom we have known for many years. Personal contact can be a very powerful tool. As the Town of Vail is quite different than a rural, suburban, or urban community, we will focus our attention and efforts on areas and municipalities with similar attributes. Review of Resumes and Telephone Interviews. Depending upon the advertising approach (as well as some other factors, such as pay level), you are likely to receive a multitude of resumes. The first task is to sort through all of these to find a workable number of individuals to further process. Using the criteria we determine to be necessary for the position from the job analysis, we will winnow down the resumes to those who are minimally qualified. We know where to look for potential problems and how to identify critical elements contained within the considerable pages of self-serving materials that constitute traditional resumes. At that point, we will identify those individuals who, while meeting the minimum qualifications and perhaps even having considerable and impressive backgrounds, are unlikely to match up well with the specific needs of the Town of Vail. Targeted telephone interviews with the candidates will gather much of this information and will eliminate a number of candidates. Reference Checks. Candidates will be required to provide references, although these are almost invariably people who will strongly endorse the person. However, careful interviewing of these individuals will often reveal insights into the candidate that can be used in determining the degree to which they will fit your needs. We will contact these references to glean the most relevant data for the candidates' applicability for this position. www.boothresearchgroup.com 7 December 20, 2016 - Page 174 The end result of this review will be a select number of potential candidates for further review and consideration. Assessment Center and On -Site Interviews. Over 60 years of research has unequivocally proven that a well-designed assessment center is the best predictor of supervisory and managerial success. It is a better predictor than interviews, personality measures, performance evaluations, and all other selection techniques combined. We have extensive experience in assessment center development and implementation in public positions. We will bring in the top candidates (typically 5 or 6) and have them complete an assessment center on-site in Vail. This allows the candidates an opportunity to visit the community and to get a better idea of their true interest in relocating. The assessment center will be paired with Town tours and interviews with select groups (community groups, council members, or others), if desired. At each stage, the candidates will be evaluated using criteria we have developed and will share with those who are participating in the process. At the end of the assessment center, we will have a list of the candidates' individual strengths and weaknesses. This information can then be used for final interviews conducted by the Town Council or the final decision makers. It is important to remember that throughout the process, not only are you evaluating the candidates, but they are also evaluating you. To have a promising candidate approached by someone who will pummel him or her with irrelevant questions or present misinformation about the community can do terrible damage to your opportunities to obtain the very best individual. Our role typically involves training all individuals who are participating in any interview and assessment center process, assisting in the development of questions and exercises, providing a sound and valid evaluation system, and combining all of the results into a rank -ordered list for your final consideration. Background Checks. We leave background investigations to the professionals in the field. We can put you in touch with firms that will do this. We strongly urge you to conduct thorough background checks on any finalists for this position. Other Tasks. In addition to the above activities, we will also assist the Town in reviewing benefits and in any other activities required by the Town to ensure a successful selection process. We will provide notification to all candidates at each stage of the process, including notifying candidates who will not proceed to the next step in the process. If requested, we will work with the Town to coordinate an offer of employment and related details. www.boothresearchgroup.com 8 December 20, 2016 - Page 175 3. Timeline As we understand, the current Town Manager will continue to serve in the position until March 31, 2017. Therefore, we assume the search and selection process of a new Town Manager will need to be completed by that point. This is an aggressive, but attainable, timeline. If we have a more flexible timeline, we will adapt our efforts as needed. Assuming that work begins the week of January 16, 2017 with initial meetings as stated in the RFP, we will determine a final timeline and project plan at that point. We do need to consider advertising deadlines for the months of January and February. We will conduct our focused recruitments during this time. If we are able to meet with the Town personnel prior to that week, we will be happy to do so. Because we know the target areas in which to advertise, we will expect a good response level. However, the quality and quantity of responses during the end of January and beginning of February will ultimately determine whether we will need to re-evaluate either the position or the advertising strategy. By the end of February, we will have evaluated resumes and conducted reference checks. We will then present a list of potential candidates to the Town with our recommendations for further consideration. We will schedule an assessment center and interview process in order to have a final decision by the deadline. 4. References We are proud of our work with municipalities throughout the country and in the State of Colorado. During over twenty-five years of experience, we have found that open communication with our partner organizations, treating everyone with the utmost respect, and custom-designed processes are among the primary hallmarks of the Booth Research Group process. Our work with all of our clients emphasizes this open communication and respect, as well as the highest level of professional services, valid selection processes, and concern for the client. Below is a list of current and former clients: www.boothresearchgroup.com 9 December 20, 2016 - Page 176 MUNICIPALITIES: AKRON, OHIO ARLINGTON, TEXAS ATLANTA, GEORGIA AURORA, COLORADO AUSTIN, TEXAS BROKEN ARROW, OKLAHOMA CARROLLTON, TEXAS CASPER, WYOMING CHARLOTTESVILLE, VIRGINIA CHESAPEAKE, VIRGINIA COLORADO SPRINGS, COLORADO DENVER, COLORADO DETROIT, MICHIGAN FORT WORTH, TEXAS HAMPTON, VIRGINIA HARTFORD, CONNECTICUT INDIANAPOLIS, INDIANA LAKEWOOD, COLORADO LONE TREE, COLORADO LOVELAND, COLORADO MELBOURNE, FLORIDA MOBILE, ALABAMA NEW HAVEN, CONNECTICUT NORTH MIAMI, FLORIDA PORTLAND, OREGON PORTSMOUTH, VIRGINIA PROVIDENCE, RHODE ISLAND RICHMOND, VIRGINIA ROCKFORD, ILLINOIS SAN ANTONIO, TEXAS SANFORD, FLORIDA SAVANNAH, GEORGIA SHERIDAN, WYOMING TULSA, OKLAHOMA OTHER PUBLIC SECTOR ENTITIES: BEXAR COUNTY SHERIFF DEPARTMENT, SAN ANTONIO, TEXAS DALLAS COUNTY SHERIFF'S OFFICE, DALLAS, TEXAS FLORIDA DEPARTMENT OF AGRICULTURE, TALLAHASSEE, FLORIDA JACKSONVILLE AVIATION AUTHORITY, JACKSONVILLE, FLORIDA SOUTH METRO FIRE RESCUE AUTHORITY, PARKER, COLORADO WEST METRO FIRE PROTECTION DISTRICT, LAKEWOOD, COLORADO Specific clients include: Client: Denver, Colorado Police and Fire Departments Contact: Earl Peterson, Executive Director Denver Civil Service Commission Denver Post Building, 7th Floor 101 W. Colfax, Department #1208 Denver, CO 80202 (720) 913-3351 Earl.Peterson@denvergov.org We have tested for virtually every promotable position in the Denver Police and Fire Departments, including management positions. We have been testing in both the Police and Fire Departments for over twenty years. With every new process we complete, we start with an analysis of the job, ensuring that all information is accurate and current. www.boothresearchgroup.com 10 December 20, 2016 - Page 177 The Denver Police Department, specifically, has undergone various transitions over the many years we have been a partner, including new leadership, new policies, and new approaches to testing. We have been included in all of these transitions. In addition to innovations such as the extensive use of Situational Judgment examinations, we are quite proud of the way in which we partner with both the Civil Service Commission and the Department to produce processes that are remarkably well accepted. Client: Lakewood, Colorado Police Department Contacts: Daniel McCaskey, Chief of Police Mark Reeves, Commander, Professional Standards 445 S. Allison Pkwy Lakewood, CO 80226 (303) 987-7102 (303) 987-7351 danmcc@lakewoodco.org marree@lakewoodco.org We have worked with the City of Lakewood since 2008. To begin our relationship with the Lakewood Police Department, we performed complete job analyses on their entry-level, as well as their promotional positions, and we updated their job descriptions. This work assisted us in determining the best people to fulfill those positions. In addition to the specific selection work, we have assisted in procedural matters such as streamlining their processes, evaluating the use of performance evaluation data in selection, and other matters. Lakewood has been known for developing personnel who eventually become Police Chiefs in other cities. It has hired the Booth Research Group to continue personnel development through selection and evaluation. Client: Lone Tree, Colorado Police Department Contacts: Ron Pinson, Interim Chief of Police Timothy Beals, Sergeant, Professional Standards 9220 Kimmer Drive, Suite 120 Lone Tree, CO 80124 (303) 339-8150 Ron.Pinson@cityoflonetree.com Tim.Beals@cityoflonetree.com We have worked with the Lone Tree Police Department for the last four years. In addition to assisting in the selection of their officers and supervisors, we worked with the Lone Tree Police Department to create a new position of Police Corporal, which required a great deal of analysis of the other positions in the organization, and how this new position would help the organization thrive. www.boothresearchgroup.com 11 December 20, 2016 - Page 178 Client: Arlington, Texas Police Department Contact: Lyndsey Patton, Human Resources Consultant 101 S. Mesquite Street, Mailstop 63-0790 Arlington, TX 76010 (817) 459-6848 Lyndsey.patton@arlingtontx.gov We have worked with the City of Arlington, Texas for over ten years. We are able to ensure a quality assessment, with reduction in adverse impact, in this very diverse community We have done that by first, ensuring their job descriptions and understanding of the entire organization is current. Then, we develop processes to select the appropriate people to lead and guide this organization to achieving its mission and vision, while still maintaining their values. 5. Sample Promotional Material The information on the next page is merely a sample. We will provide a complete lineup of recruitment materials once the job analysis and job specifications are complete. www.boothresearchgroup.com 12 December 20, 2016 - Page 179 Town Manager of Vail, CO Vail, Colorado is a small mountain town at the base of Vail Mountain, home of the internationally known and respected Vail Resorts. Set within White River National Forest, the town is a gateway for winter sports like skiing and snowboarding. It's also a summertime destination for golfing, hiking, and cultural festivals. Gore Creek, popular for fly-fishing, runs directly through the town center. Vail's permanent population is approximately 5,400; however, it swells to 45,000 during peak times. The Town's budget is approximately $62 million a year. Minimum requirements: • Bachelor's degree with a major in administration management, public policy, or related field. • At least ten years' experience as executive level manager overseeing at least 1,000 employees and similar budget. • A valid driver's license with satisfactory driving record. • Residency within the city limits is strongly preferred but not mandatory. • Must submit to a background check. • A record of experience in economic development, budget, finance, and long range planning is necessary. Formal screening of applicants will begin immediately; finalists will be selected in February. Interviews will be held the first half of March. It is anticipated that the new Town Manager will begin work on or after April 1, 2017. How to Apply: Submit resume, cover letter, minimum requirements checklist, and references via email to: kelly.mcintyre@boothresearchgroup.com with the subject line: Vail Town Manager Application. Or mail to: Booth Research Group PO Box 1234 Vail, CO 81657 II Deadline is February 10, 2017. For more information about the Town of Vail, please visit: www.vailgov.com. The Town of Vail is an Equal Opportunity Employer. The Town encourages women and minorities to apply. www.boothresearchgroup.com 13 December 20, 2016 - Page 180 6. Identifying Candidate Suitability The plan of action and strategies described in the Technical Approach Section of this proposal will allow us, and the Town, sufficient opportunity to evaluate candidates on a number of knowledge areas, skills, and abilities. Resumes will provide an initial determination of technical skills. This will be enhanced by our initial interviews and reference checks. In addition, the interviews and reference checks will begin to shape our understanding of candidates' organizational fit. However, the place where suitability will primarily be determined will be in the assessment center and the interviews. Because of our custom-designed processes, the job analysis will provide us with information such as desired leadership style, organizational culture, and community match. Then, when we design the interviews and assessment center, we will ensure all of those vital factors are included in the evaluation process. www.boothresearchgroup.com 14 December 20, 2016 - Page 181 D. Fee Schedule The fee schedule for all activities noted above will be $23,300. This amount includes all consulting costs for our firm to conduct recruitment activities, conduct resume reviews, initial interviews, and reference checks, design and administer the assessment center and interviews, and provide a final recommendation list to the Town. Below are the line -item costs for the process: Consultant Services Details Step # Description Cost 1 2 3 4 5 Project Start -Up and Job Analysis • Timeline development and project details • Initial understanding of scope and steps of project • Conduct complete job analysis of position • Review documentation • Site visits (meetings and observations) • Create final job description and criteria for selection Recruitment • Create recruitment materials • Implement recruitment strategies for identifying possible candidates • Monitor recruitment activities and adapt as necessary Conduct Initial Resume Review, Initial Interviews, and Reference Checks • Receive resumes from candidates • Assess resumes for initial qualifications • Conduct initial interviews with candidates • Conduct reference checks Assessment Center and Town Interviews • Develop and administer assessment center for finalists • Develop and administer interviews with relevant stakeholders • Provide training to assessors and interviewers Provide Recommendations to Town • Analyze data to determine rank -ordered list of finalists Total: $4,500.00 $5,000.00 $3,800.00 $10,000.00 Included $23,300.00 The price above does not include any advertising costs, as they are billed directly to the Town. The price above does not include any travel expenses for Booth Research Group staff or for candidates or assessors. It does not include facility fees related to conducting interviews and the assessment center. In addition, as mentioned above, we do not conduct background investigations, meaning that any cost for that process will be extra. We typically request '/z of the cost up front, and 1/2 of the cost upon completion of the project. www.boothresearchgroup.com 15 December 20, 2016 - Page 182 COLIN BAENZIGEIteASSOCIATES EXECUTIVE RECRUITING llill, TOWIII of va PROPOSAL TO PROVIDE EXECUTIVE SEARCH SERVICES FOR TOWN MANAGER FOR VAIL, CO Colin Baenziger & Associates Project Manager and Contact Person: Colin Baenziger (561) 707-3537 Colin Baenziger & Associates 2055 South Atlantic Avenue • Suite 504 Daytona Beach Shores, FL 32118 e-mail: Colinecb-asso.com Fax: (888) 635-2430 ...Serving Our Clients with a Personal Touch... December 20, 2016 - Page 183 COLIN BAENZIG ER 6 ASSOCIATES EXECUTIVE RECRUITING December 12, 2016 The Honorable Mayor Dave Chapin, Mayor Pro Tem Jenn Bruno and Council Members Dick Cleveland, Kevin Foley, Kim Langmaid, Jen Mason, and Greg Moffet c/o Ms. Krista Miller, Human Resources/Risk Management Director Town of Vail 75 South Frontage Road West Vail, CO 81657 Dear Mayor Chapin, Mayor Pro Tem Bruno and Council Members Cleveland, Foley, Langmaid, Mason, and Moffet: Colin Baenziger & Associates (CB&A) would like to take this opportunity to submit a proposal to assist in finding your next Town Manager. While selecting key personnel is never easy, CB&A has developed a problem -free process that has been tested nationwide and found to be extremely effective. CB&A is a municipal recruiting firm with a national reach. We have conducted assignments from Florida to Alaska and Maine to California. We pride ourselves on providing not just high-quality results, but, equally important, providing a great deal of personal attention to each of our local government clients. To conduct a proper recruitment, we feel the project manager must do more than just drop by occasionally. He/she must get to know the appropriate government officials and the community firsthand. That effort takes time, but it is the only way to ensure the candidates we recommend are well qualified and a good fit for your community. As a result, we only take a few clients at a time and focus on getting the job done properly. Further, we routinely complete our work in sixty to ninety days. This timeframe includes preparation of recruitment and advertising materials, candidate outreach, candidate screening, finalist interviewing, and manager selection. We also offer the best warranty in the industry. Not only do we offer unparalleled service at a reasonable price, we focus on finding just the right people for your organization. We say people, and not person, because our goal is to bring you five finalists who are so good that you will have a difficult time choosing among them. The proof is in the fact that six of our local government clients have passed resolutions thanking us for our outstanding efforts in finding their key staff. We do not know how often you have passed a resolution thanking a consulting firm for its efforts, but we have rarely seen it happen. Our goal, in fact, would be for you to be our next client to pass such a resolution. DAYTONA BEACH SHORES, FL SAt u w uSH, WA December 20, 2016 - Page 184 COLIN BAENZIG£ROASSOCIATES EXECUTIVE RECRUITING Some of our searches include City Managers/CEOs for Ankeny, IA, Ashland, KY, Indianola, IA, Albany, GA, Bellevue, WA, Chamblee, GA, Cocoa Beach, FL, Cottonwood Heights, UT, Destin, FL, Doraville, GA, Fayetteville, NC, Fernandina Beach, FL. Greensboro, NC, Mill Creek, WA, Mountlake Terrace, WA, Mount Pleasant, MI, Norwich, CT, Roanoke, VA, Savannah, GA, Scottsdale, AZ, Springettsbury Township, PA, Tacoma, WA, Winchester, VA, and Yakima, WA. We have sought the County Administrators / Managers / CEOs for Polk County, IA, Fulton County, GA, Clackamas County, OR, Emmet County, MI, James City County, VA, St. Johns County, FL, Union County, NC, and York County, VA, as well as the Borough Manager for Matanuska-Susitna Borough, Alaska (a county the size of West Virginia). Some of our current searches include the City Managers for Burien, WA, Fairborn, OH, and Winter Haven, FL, an Economic Development Director for Concord, NH, a Chief Executive Officer for Chatham Area Transit (Savannah, GA), District Attorney for St. Lucie County Fire District, FL, a Director of Parks and Recreation for Deerfield Beach, FL, a Waterworks Director for Newport News, VA, and a Director of Social Services for Roanoke, VA. Those authorized to bind the company are myself, Colin Baenziger, and Lynelle Klein, Vice President for Operations. We look forward to formally presenting our credentials and working with you in the near future. If you have any questions, please feel free to contact me at (561) 707-3537. Sincerely, (.LIS Colin Baenziger Principal l Owner ...Serving Our Clients with a Personal Touch... DAYTONA BEACH SHORES, FL SANIMANHSH, WA December 20, 2016 - Page 185 PROPOSAL To PROVIDE EXECUTIVE SEARCH FIRM SERVICES TABLE OF CONTENTS SECTION PAGE VOLUME I LETTER OF TRANSMITTAL I. QUALIFICATIONS AND EXPERIENCE OF THE FIRM 1 The Firm Technical Capabilities and Organizational Structure Completion of Projects within Budget Completion of Projects on Schedule Diversity Prior Names and Litigation Insurance Overall Executive Search Experience II. PROPOSED PROJECT STAFF 17 Project Team and Involvement Resumes of Key Staff III. PROJECT COMPONENTS 23 Search Methodology The Town's Obligations IV. TIMELINE 29 V. FEE AND WARRANTY 31 VI. REFERENCES 33 VOLUME II APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A-1 APPENDIX B: SAMPLE RECRUITMENT BROCHURE B-1 APPENDIX C: SAMPLE CANDIDATE REPORT C-1 APPENDIX D: SAMPLE SURVEY D-1 APPENDIX E: RESOLUTION OF ST. JOHNS COUNTY, FL E-1 APPENDIX F: COMMENTS ON CB&A'S VETTING PROCESS F-1 December 20, 2016 - Page 186 I. Qualifications and Experience of the Firm The Firm, Its Philosophy, & Its Experience Colin Baenziger & Associates (CB&A) is a nationally recognized executive recruiting firm established in 1997 and owned and operated by Colin Baenziger. We are a sole proprietorship headquartered in Volusia County, FL with offices in Sammamish, WA and Salt Lake City, UT. As a sole proprietorship, we are not registered with any states as a corporation, foreign or otherwise. Although our primary focus is executive search, we are often involved in operational reviews of governmental operations. Our consultants live in other areas of the country and converge wherever the client's needs exist. We develop an operational plan prior to arrival and our team of experts quickly studies the issues, identifies problems and opportunities, performs the necessary analysis, develops solutions, prepares reports and action plans, and completes the assignment. The client receives prompt, professional service, and its needs are effectively addressed. We are available for follow-up work, however, our goal is to provide the client with solutions that its existing staff can implement without additional outside assistance. Colin Baenziger & Associates' outstanding reputation is derived from our commitment to timeliness and quality. Our work is not done until you are satisfied. That means we go the extra mile and, at times, expend more effort and energy than originally anticipated in our fee or in our action plan. We do not ask the client for additional fees. Rather, we accept these situations as part of our cost of doing business. We believe that once a contract is signed we have an obligation to fulfill its requirements excellently and within the budgeted amount. Since beginning our search practice in 1998, we have conducted searches and other related work for clients in thirty-one states. Overall our staff has performed over 160 City, County, and Special District Manager searches and approximately 200 local government searches. The basic approach we have presented herein is the approach we have used in each of our searches. It has been refined over the years to the point where it is problem -free. Technical Capabilities and Organizational Structure Colin Baenziger & Associates has developed its business model over the past 18 years. The model has proven to be extremely effective in every state where we have applied it and for every type of position for which we have searched. In fact, we are often called when a government has a particularly difficult position to fill or where one of our competitors has failed. Overall, we utilize approximately eighteen people. Most staff members are independent contractors and are given assignments on a task order basis. Consequently we can pay well while having a great deal of flexibility without the overhead of many firms. In addition to Mr. Baenziger, other senior staff members are former City and/or County Managers or elected officials. As a result, we understand multiple perspectives and have been very successful in identifying the right candidates for our clients. CB&A's other staff are all competent researchers and writers and most have been with us for a long time. 1 December 20, 2016 - Page 187 I. Qualifications and Experience of the Firm (continued) Colin Baenziger i_ Owner & Principal Sadie Lowry Senior Editor Rick Conner Vice President Lynelle Klein VP / Operations David Collier Senior Vice President John Darrington Senior Vice President Internet Specialists (8) Senior Research Associates (8) Administrative Assistants (2) Completion of Projects within Budget Colin Baenziger & Associates is proud of its record of completing searches within budget. When we quote a price to the client, that price is what the client will pay, no matter how difficult the search is or what unforeseen circumstances may develop. We have never asked a search client for additional fees, even when we were entitled to do so. Completion of Projects on Schedule Colin Baenziger & Associates routinely completes its assignments in sixty to ninety days. Further, since CB&A began performing recruitments, it has never missed a project milestone. Diversity CB&A has extensive contacts with individuals and organizations representing women and minorities. We are thus able to identify and bring a diverse group of finalists to the City. The proof is that from the beginning of 2009, 32% of our placements have been females and/or minorities with the high in any given year being 47% and the low being 13%. 2 December 20, 2016 - Page 188 I. Qualifications and Experience of the Firm (continued) Prior Names and Litigation Colin Baenziger & Associates has always operated under its current name and has never been involved in any litigation, except to testify as an expert witness on behalf of one of the parties. Our performance has never been questioned nor have we or any of our clients been involved in any legal action as a result of our work. Insurance To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages: (1) general liability insurance of $1 million combined single limit per occurrence for bodily injury, personal injury, and property damages, (2) automobile liability insurance of $1 million per accident, and (3) professional liability insurance of $1 million per occurrence. As a small firm, predominantly utilizing independent contractors, we are not typically subject to the requirements for workers compensation and employer liability insurance. If required by the client, and if it is available to us, we will obtain these two coverages prior to contract execution. Overall Executive Search Experience CB&A started its executive search business in 1998 from scratch. As a single father, he needed to stay nearby and so his goal was to become Florida's preeminent recruiter. In 2007 with his children mature, he branched out into other states. With the recent addition of Ohio (not shown below), his firm has now worked in 31 states, from Maine to California and Florida to Alaska. See the map below. We have served clients in the states highlighed in blue. A complete list of our searches is contained in Appendix A. -3- December 20, 2016 - Page 189 I. Qualifications and Experience of the Firm (continued) 4 December 20, 2016 - Page 190 of 624 2016 (its i County A auagcr Scai•chc,, Cnnipleteci Position Client Population - _ Placement Agency Size: Number of Employees 1 City Manager Cocoa Beach, FL 11,200 James McKnight 250 2 City Manager Covington, VA 5,961 Richard Douglas I00 3 City Manager Danville, VA 42,900 Ken Larking 1,100 4 Chief Administrator El Paso, County, TX 827,700 Betsy Keller 480 under the Administrator 5 City Manager Fort Myers, FL 70,918 Saeed Kazemi 944 6 City Administrator Fort Smith, AR 87,350 Carl Geffkin 937 7 City Manager Gainesville, FL 117,000 Anthony Lyons 1,300 8 City Manager Mountlake Terrace 20,200 Scott Hugill 150 9 City Manager Norwich, CT 40,500 John Salomone 430 10 City Manager Orange City, FL 11,600 Dale Arrington 100 11 City Manager Port St. Lucie, FL 171,400 Russell Blackburn 1,000 12 City Administrator Prosser, WA 5,845 David Stockdale 50 13 City Manager Savannah, GA 144,350 Roberto Hernandez 2,610 14 Township Manager Springettsbury Township, PA 26,700 Benjamin Marchant 100 4 December 20, 2016 - Page 190 of 624 I. Qualifications and Experience of the Firm (continued) 2016 City Count) Client Contact Name 1 2 3 4 5 6 7 8 9 10 11 12 13 Cocoa Beach, FL Covington, VA Danville, VA El Paso County, TX Fort Myers, FL Fort Smith, AR Gainesville, FL Mountlake Terrace, WA Norwich, CT Orange City, FL Port St. Lucie, FL Prosser, WA Savannah, GA 14 Springettsbury Township, PA Laurie Kalaghchy Thomas Sibold Sherman Saunders Carlos Leon Randall Henderson Sandy Sanders Todd Chase Rick Ryan Deberey Hinchey Tom Laputka Greg Orevac Randy Taylor Eddie DeLoach Mark Swomley Manager Searches ('umplctcd (r+�nlinuctll Title City Clerk Mayor Mayor Commissioner Mayor Mayor Council Member Mayor Pro Tem Mayor Mayor Mayor Mayor Mayor Board Chair -5 Phone (321) 868-3235 (540) 958-8983 (434) 489-8738 (915) 546-2014 (239) 321-7020 (479) 784-2204 (352) 514-0168 (206) 940-0108 (860) 823-3743 (386) 775-5403 (772) 342-6072 (509) 875-4367 (912) 210-1722 (717) 805-3093 Email lkalaghchy@cityofcocoabeach.com tomsibold@yahoo.com sherman.saunders@danvilleva.gov mmejia@epcounty.com gpack@cityftmyers.com Mayor@fortsmithar.gov chasetn@cityofgainesville.org RRyan@ci.mlt.wa.us DHinchey@cityofnorwich.org tlaputka@ourorangecity.com mayor(a cityofpsl.com RTaylor@ci.prosser.wa.us edeloach@savannahga.gov mark.swomley@springettsbury.com December 20, 2016 - Page 191 of 624 L Qualifications and Experience of the Firm (continued) (1) Partial Search. We performed background checks for two candidates, coordinated the interviews and negotiated the employment contract. We did not search for candidates. 6 December 20, 2016 - Page 192 of 624 Position 21)15 Cir) / C1lllnt\ \lilnagcr Client Searches Population Completed Placement Agency Size: Number of Employees 1 City Manager Cocoa Beach, FL 11,200 Ron McLemore 249 2 Village Manager Estero, FL 23,100 Steve Sarkozy 6 3 City Manager Fernandina Beach, FL 12,000 Dale Martin 268 4 County Manager(I) Fulton County, GA 984,300 Richard Anderson 6,500 5 City Manager Indianola, IA 14,800 Ryan Waller _- - - 92 __ 6 City Manager Mill Creek, WA 18,800 Rebecca Polizotto 62 7 City Manager Normandy Park, WA 6,600 Mark Hoppen 27 8 City Manager Ocala, FL 56,600 John Zobler 940 9 City Manager Palm Bay, FL 105,000 Greg Lynk 748 10 City Manager Seminole, FL 17,800 Ann Deal 159 11 City Manager Sequim, WA 6,670 Charlie Bush 73 12 County Administrator York County, VA 66,300 Neil Morgan 721 _ (1) Partial Search. We performed background checks for two candidates, coordinated the interviews and negotiated the employment contract. We did not search for candidates. 6 December 20, 2016 - Page 192 of 624 I. Qualifications and Experience of the Firm (continued) December 20, 2016 - Page 193 of 624 Client 2015 (i{) ( Contact Name 1lullli\ \1:1II:u2er Sitrell s t 'wil Title lIi. tca { CI111l111[Il'LI: Phone Email 1 Cocoa Beach, FL Laurie Kalaghchy City Clerk (321) 868-3235 lkalaghchy@cityofcocoabeach.com 2 Estero, FL Nick Batas Mayor (239) 292-2909 batos@estero-fl.gov 3 Fernandina Beach, FL Ed Boner Mayor (904) 556-7554 eboner@fbfl.org 4 Fulton County, GA Mark Massey Clerk to the Commission (404) 219-0451 Mark.Massey@fultoncountyga.gov 5 Indianola, IA Kelly Shaw Mayor (515) 962-5300 lkshaw@cityofindianola.com 6 Mill Creek, WA Pam Pruitt Mayor (425) 338-7158 ppruitt@cityofmillcreek.com 7 Normandy Park, WA Susan West Mayor (206) 248-7603 Susan.West@ci.normandy-park.wa.us 8 Ocala, FL Kent Guinn Mayor (352) 572-0312 kguinn@ocalafl.org 9 Palm Bay, FL William Capote Mayor (321) 292-0382 Mayor@PalmBayFlorida.org 10 Seminole, FL Leslie Waters Mayor (727) 430-7553 lwaters2@myseminole.com 11 Sequim, WA Candace Pratt Mayor (360) 582-0114 cpratt@sequimwe.gov 12 York County, VA Thomas Shepperd, Jr. Chairman (757) 868-8591 shepperd@yorkcounty.gov December 20, 2016 - Page 193 of 624 I. Qualifications and Experience of the Firm (continued) [1] The actual title is County Controller but under Michigan Law, the duties are the same as those ofa County Administrator. 8 December 20, 2016 - Page 194 of 624 Position 2014 GO 1Count) \lanagerSearches Populntion Completed Placement Agency Size: Number of Employees Client 1 County Manager Alachua County, FL 251,400 Lee Niblock 855 under the Manager 2 City Manager Bellevue, WA 132,000 Brad Miyake 1,229 3 City Manager Connell, WA 4,200 Jed Crowther 19 + temp & seasonal 4 City Manager Delray Beach, FL 64,100 Donald Cooper 800 5 Chief Administrator El Paso County, TX 827,700 Stephen Norwood 480 under the Administrator 6 City Manager Ellensburg, WA 18,300 Jack Akers 128 7 County Administratort11 Emmet County, MI 32,900 Marty Krupa 163 8 County Administrator James City County, VA 67,000 Bryan Hill 750 9 City Manager Marco Island, FL 13,300 Roger Hernstadt 210 10 City Manager Mount Pleasant, MI 26,200 Nancy Ridley 119 11 City Manager Mountlake Terrace, WA 20,200 Arlene Fisher 153 12 City Manager North Miami, FL 60,600 Aleem Ghany 364 13 City Manager Oakland Park, FL 42,800 David Hebert 240 14 Township Manager Springettsbury Township, PA 26,700 Kristin Denne 100 15 County Administrator St. Lucie County, FL 277,800 Howard Tipton 583 under the Administrator 16 City Manager St. Pete Beach, FL 9,400 Wayne Saunders 88 17 Town Manager Surfside, FL 6,000 Guillermo Omedillo 121 18 City Manager Titusville, FL 43,900 Steve Larese 478 19 City Manager Winchester, VA 26,900 Eden Freeman 560 under the Manager [1] The actual title is County Controller but under Michigan Law, the duties are the same as those ofa County Administrator. 8 December 20, 2016 - Page 194 of 624 I. Qualifications and Experience of the Firm (continued) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 `19 Client Alachua County, FL Bellevue, WA Connell, WA Delray Beach, FL El Paso County, TX Ellensburg, WA Emmet County, MI James City County, VA Marco Island, FL Mount Pleasant, MI Mountlake Terrace, WA North Miami, FL Oakland Park, FL Springettsbury Township St. Lucie County, FL St. Pete Beach, FL Surfside, FL Titusville, FL Winchester, VA Alla C'i!v . ['omit rScarchcs Com fluted I'lintinuc(I) Contact Name Lee Pinkson Kevin Wallace Bruce Blackwell Cary Glickstein Carlos Leon Rich Elliott Jim Tamlin Mary Jones Larry Sacher Kathleen Ling Rick Ryan Rene Monestine Shari McCartney George Dvoryak Dan McIntyre Elaine Edmonds Daniel Dietch Jim Tulley John Willisham Title Commissioner Deputy Mayor Mayor Mayor Commissioner Mayor Board Chair Board Chair Councilor Commissioner Mayor Pro Tem City Attorney Mayor Board Chair County Attorney Administrative Services Director Mayor Mayor Council President 9 Phone (352) 264-6900 (425) 452-7810 (509) 234-2701 (561) 441-0222 (915) 546-2014 (509) 962-7221 (231) 622-2433 (757) 871-5977 (239) 588-0112 (989) 773-7823 (206) 940-0108 (305) 895-9810 (954) 295-0527 (717) 683-4665 (772) 462-1420 (727) 580-5178 (305) 861-4863 (321) 567-3702 (540) 931-4655 Email Ipinkoson@alachuacounty.us KWallace@bellevuewa.gov bblackwell@connellwa.org glickstein@mydelraybeach.com mmejia@epcounty.com elliottr@ci.ellensburg.wa.us jtamlyn@emmetcounty.org mary.jones@jamescitycountyva.gov LSacher@marcocitycouncil.com kling@mt pleasant.org RRvan@ci.mlt.wa.us rmonestime@nortluniamifl.gov ShariM@oaklandparkfl.gov gdvoryak@Springettsbury.com mcintyred@stlucieco.org elaine@stpetebeach.org ddietch@townofsurfsidefl.gov Mayor@titusville.com John.Willingham@,winchesterva.gov December 20, 2016 - Page 195 of 624 1 Qualifications and Experience of the Firm (continued) - I{1 - December 20, 2016 - Page 196 of 624 Position 2013 (it) Count) ..IanagerScarche.s Client Population Cmilpkcledd Agency Srze: Number of Employees Placement 1 City Manager Ankeny, IA 45,000 David Jones 210 2 City Manager Ashland, KY 21,000 Benjamin Bitters 300 3 Village Manager Bal Harbour, FL 2,500 Jorge Gonzalez 37 4 County Manager Clackamas County, OR 380,000 Donald Krupp 2,300 5 City Manager Elmira, NY 29,000 Kim Middaugh 293 6 City Manager Fruitland Park, FL 4,100 Gary La Venia 52 7 City Manager Leesburg, FL 20,600 Alfred Minner 515 - 8 City Manager Medina, WA 3,000 Michael Sauerwein 30 9 City Manager Miramar, FL 122,000 Kathleen Woods- Richardson 960 10 City Manager Monroe, NC 36,397 John D'Agostino 750 11 City Manager Normandy Park, WA 6,300 Glenn Akramoff 27 12 County Manager Okaloosa County, FL 170,000 Ernie Padgett 820 13 City Manager Satellite Beach, FL 10,000 Courtney Barker 120 14 City Manager Scottsdale, AZ 220,000 Fritz Behring 2,423 15 City Manager Sunnyside, WA 15,000 Donald Day 95 - I{1 - December 20, 2016 - Page 196 of 624 I. Qualifications and Experience of the Firm (continued) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Client Ankeny, IA Ashland, KY Bal Harbour, FL Clackamas County, OR Elmira, NY Fruitland Park, FL Leesburg, FL Medina, WA Miramar, FL Monroe, NC Normandy Park, WA Okaloosa County, FL Satellite Beach, FL Scottsdale, AZ Sunnyside, WA 2013 Contact Name Gary Lorenz Chuck Charles Jaime Sanz Paul Savas Susan Skidmore Chris Bell David Knowles Michael Luis Yvette Colbourne Lynn Keziah Clarke C. Brant Don Amunds Frank Catino Suzanne Klapp James Restucci County llanagcr S Title Mayor Mayor Council Member Commissioner Mayor Mayor Mayor Mayor Commissioner Vice Mayor Mayor Commission Chair Mayor Vice Mayor Mayor archcti Com 11(1(11 continued) Phone (515) 371-2141 (606) 327-2001 (786) 427-4154 (503) 655-8581 (607) 738-3714 (352) 326-4291 (352) 326-9300 (425) 233-6400 (954) 560-5161 (704) 221-2365 (206) 248-7603 (850) 585-8012 (321) 223-7700 (480) 312-7402 (509) 643-4343 Email garyl@ljmd.com ccharles@ashlandky.org jsanz@balharbour.org psavas@co.clackamas.or.us mayor@cityofelmira.net cbell@fruitlandpark.org Allstate2@earthlink.net mluis@medina-wa.gov ycolbourne@ci.miramar.fl.us Ikeziah@monroenc.org clarke.brant@,}c i.normandy-park.wa. us damunds@co.okaloosa.fl.us fcatino@satellitebeach.org sklapp@scottsdaleaz.gov jrestucci@sunnyside-wa.gov December 20, 2016 - Page 197 of 624 I. Qualifications and Experience of the Firm (continued) ' The manager's wife developed cancer after 3 months on the job and he resigned to be with her during treatment. We repeated the search at no cost even though it was outside the scope of our warranty. - 12 - December 20, 2016 - Page 198 of 624 2012 City County Manager Searches Completed Position Client Population Placement Agency Size: Number of Empklyees 1 City Manager Cape Coral, FL 154,300 John Szerlag 1,300 2 City Manager Cocoa Beach, FL 11,200 Robert Majka 234 3 City Manager Doraville, GA 8,500 Shawn Gillen 104 4 City Manager Fayetteville, NC 208,000 Ted Voorhees 1,500 5 City Manager Fort Pierce, FL 41,590 Robert Bradshaw 361 6 City Manager Hallandale Beach, FL 37,100 Renee Crichton 449 7 County Administrator Hernando County, FL 172,800 Leonard Sossamon 1,297 8 City Manager Key West, FL 26,649 Bob Vitas 456 9 City Manager Melbourne, FL 75,000 Michael McNees 927 10 Village Manager North Palm Beach, FL 12,015 Ed Green 279 11 City Manager Panama City Beach, FL 12,018 Mario Gisbert 250 I2 City Manager Sarasota, FL 51,917 Tom Barwin 599 13 City Manager Sunrise, FL 4,260 Alan Cohen 1,203 14 City Manager Yakima, WA' 91,000 Anthony O'Rourke 730 ' The manager's wife developed cancer after 3 months on the job and he resigned to be with her during treatment. We repeated the search at no cost even though it was outside the scope of our warranty. - 12 - December 20, 2016 - Page 198 of 624 I. Qualifications and Experience of the Firm (continued) - 13 • December 20, 2016 - Page 199 of 624 Client 21)12 ( its ( Contact Name mint) Maria c r Se.irrlrc, ('unr Title 'Ivied ( cunt innctl) Phone Email 1 Cape Coral, FL John Carioscia Council Member 239-242-3288 rerbrick@capecoral.net 2 Cocoa Beach, FL Laurie Kalaghchy City Clerk (321) 868-3235 lkalaghchy@cityofcocoabeach.com 3 Doraville, GA Donna Pittman Mayor (678) 328-9181 donna.pittman@Doravillega.us 4 _Doraville, NC Jim Arp Mayor Pro Tem (910) 728-2569 JArp@ci.fay.nc.us 5 Fort Pierce, FL Anne Satterlee Communications Manager (772) 460-2200 asatterlee@city-ftpierce.com 6 Hallandale Beach, FL Joy Cooper Mayor (954) 457-I318 _ jcooper@hallandalebeachfl.gov 7 Hernando County, FL Ronald F. Planta Assistant County Administrator 352) 754-4002 RPianta@co.hernando.fl.us 8 Key West, FL Shirley Freeman Chair, Citizen's Advisory Committee (305) 304-1975 shirleyfreemankeywest@gmail.com 9 Melbourne, FL Paul Googleman City Attorney (321) 608-7200 cityattorney@melbourneflorida.org 10 North Palm Beach, FL David Norris Council Member (561) 841-3355 dnorris@village-npb.org 11 Panama City Beach, FL Gale Oberst Mayor (850) 235-1541 goberst@pcbgov.com 12 Sarasota, FL Susanne Atwell Commissioner (941) 954-4115 Suzanne.Atwell@sarasotagov.com 13 Sunrise, FL Kim Kisslan City Attorney (954) 746-3300 KKisslan@sunrisefl.gov 14 Yakima, WA Micah Cawley [Mayor (509) 901-9114 micah cawley@ci.yakima.wa.us - 13 • December 20, 2016 - Page 199 of 624 I. Qualifications and Experience of the Firm (continued) - 14 - December 20, 2016 - Page 200 of 624 Position 2011 ('itv . 1'uuul:% Client 1Tananer Searches Population Completed Placement Agency Size: Number of Employees I City Manager Albany, GA 76,000 James Taylor 863 2 City Manager Chamblee, GA 17,000 Niles Ford 106 3 County Administrator Clay County, FL 160,000 Stephanie Kopelousos 1,514 4 City Manager Destin, FL 12,300 Mary Ann Ustick 65 5 Village Manager Key Biscayne, FL 12,350 John Gilbert 115 6 City Manager Madeira Beach, FL 4,260 Shane Crawford 71 7 Borough Manager Matanuska-Susitna Borough, 88,000 John Mossey 275 8 City Manager North Port, FL 55,800 Jonathan Lewis 569 9 City Manager Orange Park, FL 9,100 Cindy Hall 110 10 Village Manager Pinecrest, FL 19,400 Yocelyn Gomez 158 11 County Administrator Polk County, IA 431,000 David Jones 1,300 12 City Manager Portland, ME 65,000 Michael Rees 1,100 13 City Manager Sunny Isles Beach, FL 17,000 Alan Cohen I78 14 City Manager Tacoma, WA 198,400 T.C. Broadnax 3,872 15 City Manager Yakima, WA 91,000 Don Coojer 730 - 14 - December 20, 2016 - Page 200 of 624 I. Qualifications and Experience of the Firm (continued) -15 December 20, 2016 - Page 201 of 624 Client 21)11 (it) ( Contact Name mint) \1anncrSearches ( not Title ►fctc►I (con'inuctl) Phone Email 1 Albany, GA Nathan Davis City Attorney (229) 431-2805 NDavis@albany.ga.us 2 Chamblee, GA Marc Johnson Interim Manager / Police Chief (404) 819-9346 chiefmj@chambleepd.com 3 Clay County, FL Travis Cummings Former Commission Chair (904) 376-5189 Not Available 4 Destin, FL Chuck Garcia Human Resources Director (850) 837-4242 cgarcia@cityofdestin.com 5 Key Biscayne, FL Conchita Alvarez Village Clerk (305) 365-5506 calvarez@keybiscayne.fl.us 6 Madeira Beach, FL Travis Palladeno Mayor (727) 239-5549 tpalladeno@madeirabeachfl.gov - 7 Matanuska-Susitna, AK Sonya Conant Human Resources Director (907) 746-7432 Sonya.Conant@matsugov.us 8 North Port, FL Jim Blucher Vice Mayor (941) 628-2916 jblucher@cityofnorthport.com 9 Orange Park, FL Sarah Campbell Town Clerk (904) 278-3018 scampbell@townop.com 10 Pinecrest, FL Guido Inguazo Village Clerk (305) 234-2121 inguanzo(a,pinecrest-fl.gov 11 Polk County, IA E.J. Giovannati Former County Supervisor (515) 371-0782 EJGiovannetti@hhlawpc.com 12 Portland, ME Cheryl Leeman Search Chair / Council Member (207) 774-4308 cl@portlandmaine.gov 13 Sunny Isles Beach, FL Norman Edelcup Mayor (305) 792-1701 NSEdelcup@aol.com 14 Tacoma, WA Joy St. Germain Human Resources Director (253) 591-2060 jstgermain@ci.tacoma.wa.us 15 Yakima, WA Micah Cawley Mayor (509) 901-9114 micah cawley@ci.yakima.wa.us -15 December 20, 2016 - Page 201 of 624 Some of CB&A Clients... City of Ankeny, IA City Manager Ciry of Fayetteville, NC City Manager - 16 - City of Ashland, KY City Manager City of Scottsdale, AZ City Manager December 20, 2016 - Page 202 II. Proposed Project Staff Project Team and Involvement Colin Baenziger & Associates is an experienced recruiting firm which strongly believes that the majority of the search work should be conducted by one knowledgeable person. Colin Baenziger will be that person—he will serve as your project manager. He will conduct the interviews with the elected officials, search for strong candidates, discuss the position with those candidates, recruit them, conduct the interviews with the candidates, conduct the background investigations, oversee the interview process, and assist with the contract negotiations. In addition to fifteen years as a consultant, Mr. Baenziger spent ten years in government as a senior manager. Overall, he has been the firm's Project Manager for more than one hundred and twenty-five city and county manager searches. Prior to starting CB&A, he spent over 20 years hiring key staff. David Collier, senior vice president, will be the Deputy Project Manager and support for Mr. Baenziger. Mr. Andrews will assist in virtually every aspect of the search effort but will focus on the search for strong candidates and candidate evaluation. Before joining CB&A as a recruiting in 2006, he had over 30 years of experience as a senior level local government manager in several states and in that capacity hired many key staff. He earned his Bachelor of Arts degree in economics and his Master's degree in public administration from the American University in Washington, D.C. He is a past president of the Maryland City Managers Association and the Florida Association of County Administrators. Rick Conner, vice president, will serve as the recruitment manager and assist with the identification and screening of candidates. He has over 30 years of in local government and in executive recruiting. He earned Bachelors of Science Degrees in Business Administration and Engineering from the University of Missouri. Lynelle Klein, vice president for operations, will be responsible for coordinating the advertising and production of the materials we will present to you as described in the Recruitment Approach. Colin Baenziger Project Manager David Collier Deputy Project Manager Rick Conner Recruitment Manager Lynelle Klein Operations Manager Research Associates - 17 - December 20, 2016 - Page 203 II. Proposed Project Staff (continued) Colin Baenziger, M.P.A. Colin Baenziger is a student of local government and responsible for the executive recruitment functions at Colin Baenziger & Associates. Over the years, he has worked with a number of cities on recruitments and on management, operational, and organizational issues. As a former manager and someone who actively consults with governments, he understands what it takes to do the manager's job effectively. Furthermore, because he is active in a number of professional associations, he knows many of the nation's managers on a first -name basis. Some of Mr. Baenziger's searches for local governments include: Principal • City Manager, Coral Gables, FL (population 42,000) • City Manager, Cottonwood Heights, UT (population 34,000) • City Manager, Fife, WA (population 8,200) • City Manager, Fayetteville, NC (population 208,000) • Village Manager, Key Biscayne, FL (population 11,000) • Economic Development Director, Loudoun County, VA (population 326,000) • Community Development Director, Miami, FL (population 373,000) • Borough Manager, Matanuska-Susitna Borough, Alaska (population 88,000) • City Manager, Mount Dora, FL (population 12,000) • County Manager, Clackamas County, OR (population 380,000) • City Manager, Palm Coast, FL (population 51,000) • City Manager, Portland, ME (population 65,000) • City Manager, Roanoke, VA (population 96,000) • City Manager, Tacoma, WA (population 200,000) • General Manager, Tampa Bay Water Authority (serving a population of 2.4 million) • County Manager, Union County, NC (population 290,000) Other recent efforts include a strategic planning session for the Florida Association of Special Districts, an operational review of Tamarac's water utility, a business practices review for a division of Martin County government, an operational reconciliation for Palm Beach County Water, development of an automated system to pay royalties to featured recording artists for the Recording Industry Association of America, and a review of financial procedures for a division of the Marriott Corporation. Mr. Baenziger has a master's degree with distinction in public administration from Cornell University's Graduate School of Management, and a Bachelor of Arts degree from Carleton College. He is also active in the International City Management Association and the Florida City and County Management Association. He has also been called upon frequently to speak at conferences of the Utah and Florida City/County Managers' Associations, and the Florida Public Personnel Association. - 18 - December 20, 2016 - Page 204 IL Proposed Project Staff (continued) Dave Collier, M.P.A. Before joining CB&A in 2006, Dave Collier spent over 30 years of management experience in county and city government. Since there is not much that he has not seen previously, Dave quickly produces efficient and effective solutions to problems for his clients. One of Dave's specialties is executive search. With his many years of experience, he can quickly separate the wheat from the chaff and find the right person to join your senior staff or be your department head. He also has successfully conducted organizational reviews, sessions in team building and strategic planning workshops. Just as importantly in this day and age of the pressure to lower taxes, he has developed strategies and action plans for coping with the tough financial problems that local government often experience. Dave has overseen the recruitment and selection of: • County Manager, Brevard County, FL, • City Manager, Coral Gables, FL, • City Manager, Cape Canaveral, FL, • City Manager, Dania Beach, FL, • City Manager, North Miami, FL, • City Manager, Orange City, FL, • City Manager, West Melbourne, FL, • City Administrator, West Park, FL, • Finance Director for Tamarac, FL, and • Environmental Resources Director for St. Lucie County, FL. Senior Vice President While serving as City Manager of Stuart, Florida for 14 years, he improved the professionalism of City Department Heads and staff through an emphasis on professional development and team building. He also used his hands-on management style to emphasis the need for effective project management and maintaining tight timelines in order to show citizens that the city government was effectively managed and had a strong commitment to its customers. Prior serving in Stuart, Dave was a County Manager in Florida, Kansas and Michigan. He also has extensive experience in local government consulting. Mr. Collier earned his Bachelor of Arts degree in Economics and his Master's degree in Public Administration from the American University in Washington, D.C. He was a member of the International City/ County Management for over thirty years, served as President of the Maryland City Managers Association and the Florida Association of County Administrators. Mr. Collier is involved in his community as a member of the City of Stuart's CRA Advisory Board and as a Director of Stuart's Main Street Association. • 19. December 20, 2016 - Page 205 II. Proposed Project Staff (continued) Rick Conner, P.E. Rick Conner is a recent addition to CB&A's strong cadre of municipal operations experts. With over 30 years of management experience in local government, he has seen it all and done most of it. He possesses keen analytical skills and the ability to slice through critical issues. As a result, he is another outstanding weapon in the firm's arsenal of experts. His years in local government and his many licenses and certifications help him to judge talent quickly and effectively. In addition to his experience as a City Manager, Rick's previous positions such as a Public Works Director, gives him an excellent perspective of the needs of local government operations and staffing. Prior to joining Colin Baenziger & Associates in 2012, some of the top leadership positions that Rick has held include: Vice President • City Manager of Sunny Isles Beach, Florida, • City Manager of Portland, Texas, • City Manager of Marble Falls, Texas, • PubIic Works Director of Nashville/Davidson County, Tennessee, and • Public Works Director of Bryan, Texas While serving in these positions, Rick received national recognition for his Customer Service programs. Over his career, Mr. Conner has been involved in a variety of recruitments. Some of these include: • City Manager, Fayetteville, NC, • City Manager, Sarasota, FL, • City Manager, Cocoa Beach, FL • Chief Executive Officer/General Manager, Des Moines (IA) Water Works, • Finance Director/Procurement Officer for a bedroom community to Corpus Christie, TX, • Accounting Director for a medium size West Texas city • Police Chief for a Florida barrier island community, • Water and Wastewater Director for a medium size, central Texas city, • Airport Fixed Base Operator for a Texas university community, and • Airport Manager for a medium size Texas university city. Rick holds a Bachelor of Science in Business Administration and a Bachelor of Science in Civil Engineering from University of Missouri. He also worked towards Masters Degrees in both Math and Civil Engineering before joining the work force. He is a Registered Land Surveyor and a Professional Engineer in Missouri, as well as a Professional Engineer in Florida, Tennessee and Texas. -20- J December 20, 2016 - Page 206 IL Proposed Project Staff (continued) Lynelle Klein Vice President for Operations Ms. Klein is a skilled professional with a wealth of public and private sector experience. Her particular expertise is in special projects, compensation surveys, and background checks for our executive search candidates. She feels that each client must be properly served, and that can only be done by devoting her utmost attention to their particular concerns and by finding creative ways to solve their problems. In her book, the client comes first. Since beginning her working relationship with Colin Baenziger & Associates in 2010, Ms. Klein has been involved in virtually every executive search the firm has conducted. Some of the more notable searches in which she has played a key role include: • City Manager, Delray Beach, FL (64,100) • City Manager, Doraville, GA (population 8,500) • City Manager, Indianola, IA (population 14,800) • Police Chief, Farmington, NM (population 45,000) • City Manager, Leesburg, FL (population 21,000) • City Manager, Mill Creek. WA (population 18,800) • City Manager, Miramar, FL (population 122,000) • City Manager, Norwich, CT (population 40,300) • City Manager, Seminole, FL (17,800) • City Manager and Finance Director Sunnyside, WA (population 16,000) • City Manager, Winchester, VA (population 16,000) • County Manager, Alachua County, FL (population 253,500) • County Administrator, Clackamas County, OR (population 383,900) • County Administrator, James City County, VA (population 70,500) • County Manager, St. Lucie County, FL (population 283,900) • County Administrator, York County, VA (population 66,300) • County Attorney, Fulton County, GA (population 992,000) • Director, Growth Management, Collier County, FL (population 340,000) • Solid Waste Director City of Tampa, FL (population 347,000) Ms. Klein's prior employment was primarily in the private sector. For over 15 years she provided contract financial and administrative services to companies who did not require full time office staff. Some of her clientele included TLC Cabulance, Clear and Clean Pool Service, Elizabeth Fountain Interiors, a published author and a landscaping company. Ms. Klein has an Associate's Degree from Brigham Young University in Rexburg, Idaho. She currently resides in King County, WA. -21- December 20, 2016 - Page 207 More CB&A Clients... City of Albany, GA City Manager City of Cottonwood Heights, UT City Manager _2 - City of Bellevue, WA City Manager City of Roanoke, VA City Manager City Attorney Economic Development Director Finance Director Human Resources Director Planning, Building and Development Director December 20, 2016 - Page 208 III. Project Components The following search methodology has been refined over the past eighteen years and now is virtually foolproof. We will integrate your ideas into the process. Our goal is to ensure you have the right people to interview as well as the information you need to make the right decision. Nurse 1: Iu/r,rnrtrr n Gathering (tart _\'rrrk_.tsseksnrrrrt Task One: Needs Assessment An important part of the recruiter's work is selling the community to the very best candidates (including those that are not actively looking for the next job) while also providing an accurate portrayal of the community and the opportunity. In order to do this, CB&A must first determine the needs of the client and the characteristics of the ideal candidate. Our approach is as follows: • Compile background information from the jurisdiction's website and other sources. • Interview the Mayor and Council, other key parties (such as Town staff) and stakeholders (such as community groups, business owners, residents, government officials and property owners). Our goal is to develop a strong sense of your organization, its leadership, its short and long term expectations, and its challenges; • Determine the characteristics of the ideal candidate. These will likely include experience, longevity, education, personality, demeanor, and achievements as well as other items the Council and stakeholders consider important), and • Determine a reasonable compensation package. We will also finalize the timeline so candidates can mark their calendars well in advance and will be available when the Council wish to conduct the interviews. If the Town wishes, we routinely incorporate meetings with other stakeholders (such as the business community, the non-profit community, Town staff and so on) to gather their insights. We can also solicit the input of your residents through an on-line survey. These forums and surveys are valuable as they provide additional perspectives and a better understanding of the environment and the wants/needs of the community that the Manager will be working in. An example of an online survey is included as Appendix D. Task Two: Develop Position Description and Recruitment Materials Based on the information we gather, CB&A will next develop a comprehensive recruitment profile. We will provide our draft for your review and comment. We will then meet with the Council to discuss the results of our interviews and the resulting recruitment profile. Your suggestions will be incorporated, and the final document prepared. A sample of our work is included as Appendix B. Other samples can be found on our firm's website under the "Executive Recruitments" / "Active Recruitments" tabs. Phase 11: Recruitment Task Three: Recruit Candidates CB&A uses a number of approaches to identify the right people for this position. We say people, and not person, because our goal is to bring you six to ten excellent semi-finalists, all of whom - 23 - December 20, 2016 - Page 209 III. Project Components (continued) will do the job extraordinarily well and who are so good you will have a difficult time choosing among them. You then select the top three to five people to interview and ultimately choose the candidate who is the best fit with you and your community. The approaches we use are: • Networking: The best approach is diligent outreach. We will network with our colleagues and consult our data base. As we identify outstanding candidates (many of whom are not in the market), we will approach them and request that they apply. Often excellent candidates are reluctant to respond to advertisements because doing so may alienate their current employers. When we approach them, their credentials are enhanced rather than diminished. We also use Linkedln as a source of candidates. • Advertising While we will seek out the best, we will not ignore the trade press as it often also yields strong candidates. We intend to advertise through organizations such as the International City/ County Management Association, Colorado City/County Management Association, Colorado Municipal League and so on. We will also post it on our website, www.cb-asso.com. We generally do not use newspapers or generic websites because while they produce large numbers of applications, they generally do not produce the type of candidates our clients are seeking. If the Town wants to have ads placed in local newspapers, national newspapers and/or generic websites, it will need to bear the cost. • Email: We will also e-mail the recruitment profile to our listsery of over thirteen thousand managers and professionals who are interested in local government management. One of the advantages of e-mail is that if the recipient is not interested, he/she can easily forward the recruitment profile to someone else who may be interested. Phase 111: Screening and Finalist Selection Task Four: Evaluate the Candidates Based on our most recent recruiting efforts, we anticipate receiving resumes from sixty to one hundred applicants. We will narrow the field as described above and present information on candidates to the Mayor and Council. This process requires a mixture of in-depth research and subjective evaluation. Our process is as follows. It should be noted that selecting strong candidates is more an art than a science. While we consider standard ranking factors and the elements of the job, ultimately the most important factor is who we believe will be a good fit with the Town and the community. Typically forty percent of our finalists are women and/or minorities. Specifically, our efforts will involve: Step One. Resume Review. CB&A will evaluate all resumes and identify the eight to fifteen high quality candidates. Step Two. Screening Interview. Our lead recruiter, and possibly other senior representatives of the firm, will interview each of these candidates. Using what we learned in Phase I and our experience as managers and recruiters, as well as our unique ability to assess candidates, we will determine whether or not to consider them further. - 24 - December 20, 2016 - Page 210 III. Project Components (continued) Step Three. Prepare a Report. We will prepare a written report summarizing the Results of the Recruitment and the top seven to ten candidates. We will forward our report to the Council. Step Four. Evaluate the Best Candidates. We will develop materials and background investigations for five to six candidates. For those that remain in consideration, CB&A will: • Ask the Candidates to Prepare a Written Introduction: We will ask the candidates to prepare a written introduction to themselves as part of their preliminary background checks. This is done for several reasons. First, it allows the candidates to tell their own story and balance the negativity that is so often characteristic of the press. It also allows the Town to evaluate the candidates written and communicative skills. • Candidate Disclosure Statement: We will ask candidates if there is anything controversial in their background that we should be made aware of prior to further consideration. While it is unlikely that we find anything not previously publicized in the press, we believe redundant checks offer superior security for our client. • Interviews of References: We tell the candidate with whom we wish to speak. These include current and former Council Members, the municipal attorney, the external auditor, staff members, peers, news media representatives, the director of the local chamber of commerce, community activists, and others who know the candidate. We also attempt to contact some individuals who are not on the candidate's list. Typically, we reach eight to ten people and prepare a written summary of each conversation. • Legal Checks: Through our third party vendor, American DataBank, we will conduct the following checks: criminal records at the county, state and national level; civil records for any litigation at the county and federal level; and bankruptcy and credit. • Search the Internet and Newspaper Archives: Virtually every local newspaper has an archive that provides stories about perspective candidates, the issues they have dealt with, how they resolved them and the results. These articles can also provide valuable insights into the candidate's relationship with the public and the governing body. Of course, not all news sources are unbiased and we consider that in our evaluation. This step is conducted in order to quickly discover candidates with problems in their backgrounds and eliminate them. • Verification of Education: We also verify claimed educational degrees to assure the candidate is being totally forthright. -25- December 20, 2016 - Page 211 III. Project Components (continued) • Verification of Work History: We verify employment for the past fifteen years. The goal in conducting these checks is to develop a clear picture of the candidates and to determine which best meet the criteria established in Phase 1. Each of the avenues we pursue adds a piece of the puzzle. We will crosscheck sources, search for discrepancies, and resolve them when we find them. When sensitive or potentially embarrassing items are discovered, they are thoroughly researched. If we conclude the situation is damaging or even questionable, the situation reported to the Town, with the Town's concurrence, the candidate will be dropped from further consideration. Note: We firmly believe that all background work we have outlined above should be completed early in the process. That way the client knows the individuals to be interviewed are all top performers and do not have anything embarrassing in their pasts that might come to light after selection. It also means that once our client has made a selection, it can move forward promptly, negotiate a contract and make an announcement. Task Five: Preparation and Presentation of Candidate Materials For the selected candidates, CB&A will compile the information we have developed into a complete written report for each recommended candidate. Specifically, this information will include: the candidates' resumes, introductions, references, background checks and internet / newspaper archive search results. A complete sample candidate report is included as Appendix C. We will also provide some advice on interviewing, a series of questions the elected officials may wish to ask (as well as some areas that it is not wise to get into), and some logistical information. The preceding information will be forwarded to you electronically. Task Six: Finalist Selection Approximately a week after the Town has received the candidate materials, CB&A will meet with the elected officials to discuss our findings and make a final determination concerning who will be invited to interview. Task Seven: Notes All Candidates of Their Status We will notify the finalists by telephone and give them the opportunity to ask additional questions. We will also provide them with information concerning the interviews and travel if necessary. CB&A will inform those not selected of their status. Part of the notification will include advice concerning the candidates' resume and/or cover letter so, even though they were not selected to go forward, they will have gained something valuable from participating in the process. - 26 - December 20, 2016 - Page 212 III. Project Components (continued) Plru.cc II : C•nnrifinatc'the 1,:terric'ir 1'rurc.�.� ural 1'01$'11 .111r11rtticT.Selcc•tiurr Task Eight: Coordinate the Candidate Assessment Process Prior to the interviews, we will recommend an interview/assessment process for the Town's review including means to evaluate the candidates' communication skills, interpersonal skills, and decision-making skills. As part of the process, we will recommend the Town Council observe the finalists in a number of settings. We will also recommend you invite the finalists' spouses so they can spend time in and evaluate your community. Day #1: The finalists are given a tour of the community by a knowledgeable staff member or resident. Later, that evening, the Mayor and Council host a reception for the candidates. The purpose is to observe how the finalists respond to a social situation. Your next City Manager will, after all, represent your local government in numerous venues. It is thus important to know how the individual will respond in a social setting. The reception also serves as an ice- breaker whereby the Council Members and the candidates get to know one another informally. Day #2: Beginning at approximately 8:00 a.m., the Mayor and Council as a group will interview each candidate one at a time for approximately an hour. Part of the interviews may include a PowerPoint presentation so the Council can observe the candidates' presentational skills. At approximately 1:30 p.m., each candidate will interview individually with each elected official for approximately 30 minutes. These meetings provide the Council Members with an opportunity to assess how the candidates might interact with them on an individual basis. It is very important to know if good chemistry exists. Ultimately, Managers succeed and fail based on their interaction with the Council and the one-on-one interviews are an excellent way to test that interaction. Task Nine: Debriefing and Selection Once the interviews have concluded, CB&A suggests the Town Council Members adjourn and hold a meeting a day or two later to select the next Town Manager. Although the selection can be made the same day as the interviews, this decision is quite important and we recommend you take some time to consider what you have seen and heard. In terms of the final selection, we have developed a simple methodology that moves the elected body quickly and rationally to the desired outcome. Once the selection has been made, CB&A will notify the finalists of their status. Candidates are eager to know and we feel it is important to keep them informed. -27- December 20, 2016 - Page 213 III. Project Components (continued) I'Itu.%C [ : ,\ej'otiutiun and ('rurtinttinti . I %.siktunrr Task Ten: Notification, Contract Negotiations and Warranty We will then assist in the employment agreement negotiations. Generally, a member of the elected body and the attorney conduct the actual negotiations while we provide advice and assistance concerning the compensation package and contract. We can also take the lead role in the negotiations if desired. We have a standard contract you are welcome to use. Your attorney, of course, will prepare the final contract. Since the basic parameters will have been discussed with the candidates and the candidates have been thoroughly vetted, we expect a relatively prompt agreement. Task Eleven: Continuing Assistance Our work is not done when the contract is executed. We will stay in touch with you and your new Town Manager. Our goal is to be there to assist in resolving any issues that arise before they become intractable. In fact, at your request, we will conduct a team -building workshop, at no charge, to resolve any difficulties. We simply feel it is part of our job to assure a successful relationship. Communications: We will provide weekly reports about the status of the search, in writing or by phone, depending upon your preference. At significant milestones we will make the reports in person. We are also available at any time, day or night, to address any questions you have along the way. To do so, we will provide you with our cellphone numbers and you should feel comfortable contacting us whenever you have a question whether it is directly related to the search or, for that matter, anything else related to local government. We want to be responsive and to assist in any way we can. The Town's Obligations The Town will be responsible for providing the facilities for the interview process, coordinating lodging for candidates from outside the area, and making arrangements for the reception. The Town will also be responsible for reimbursing the candidates for all expenses associated with their travel, meals, and incidentals for the interview weekend. The Town should also plan to provide the following information, if it is not available on the Town's website, to each of the finalists: the current year budget, an organizational chart, the latest completed audit and management letter, any current strategic and long range plans, a copy of the Town Charter, any job descriptions and other materials defining the role and duties of the Town Manager, and any evaluations of the organization completed in the last year. December 20, 2016 - Page 214 IV. Timeline Project Schedule Assuming we are selected by January 10th the following is the project schedule we suggest for this recruitment and one we could use for this recruitment. We realize the schedule may need to be adjusted to accommodate the Mayor's and Council Members' availability. Phase I: Needs Assessment /Information Gathering January 17th: CB&A begins meeting with the Mayor and Council Members and, if suggested, other stake holders to understand the job and its challenges. January 24th: CB&A submits the draft of the full recruitment profile to the Town for its review. Comments will be due back on January 3151 Phase II: Recruiting February 3`d: CB&A posts the full recruitment profile on its website and submits it to the appropriate publications. it is also e-mailed to over 13,200 local government professionals. February 24'h: Closing date for submission of applications. March 151: CB&A reports on the results of the recruitment. Phase III: Screening, Reference Checks and Credential Verification March 27th: CB&A forwards its reports and materials to the Town for the recommended candidates. These will include the candidates' resumes and introduction as well as the results of our reference, background and Internet/newspaper archives checks. April 3rd: Town selects finalists for interviews. Phase IV: Interview Process Coordination and Town Manager Selection April 13th: April 14th: Town holds reception for the finalists. One-on-one and full Council interviews and possible decision. April 17th: Town selects its next Town Manager if the decision is not already made. Phase V: Negotiation, Warranty & Continuing Assistance Post -Selection: CB&A works with Town representatives and the selected candidate on an employment agreement. -29- December 20, 2016 - Page 215 More CBA Clients... Clackamas County, OR County Administrator City of Greensboro, NC City Manager -341- El Paso County, TX Chief Administrator City of Miramar, FL City Manager Finance Director December 20, 2016 - Page 216 V. Fee and Warranty Fee CB&A offers a firm, fixed fee of $24,500 which includes all our expenses and costs. In other words, the only thing the Town will pay CB&A is the agreed upon fee. The only other costs the Town will be responsible for are the costs associated with the candidates' (and spouses, if invited) travel, accommodations and meals for the interview process. The advantage to the Town is it knows exactly what it will pay. The advantage to CB&A is that we do not have keep track of every minor expense. We will bill the fee as the phases are completed and according to the following schedule: Reg IiC}ICd Sur%'1CCS Furl oN% il \Iaiiagc1' $ 3,000 Phase I: Needs Analysis / Information Gathering Phase II: Recruiting 10,000 Phase III: Screening 9,000 Phase IV: Interview Process Coordination and Manager Selection 1,500 Phase V: Negotiation and Continuing Assistance 1,000 Firm, Fixed Fee Total $24,500 If the Town asks us to perform work that is clearly beyond the scope of this proposal, it will be billed at a rate of $150 per hour. No such work will be performed without your written authorization. Please note, as previously stated, that we have neither billed nor requested additional funds beyond our originally quoted fee even when we have been entitled to it. Warranty Colin Baenziger & Associates offers the best warranty in the industry. We can offer it because we have confidence in our work. Provided the Town instructs us with conducting a full search (Phases 1-V) and assuming it selects from among the candidates we recommend, we warrant the following: 1) We will not approach the selected candidate for any other position as long as the individual is employed by the Town. 2) If the selected individual leaves for any reason other than an Act of God (such as total incapacitation or death) within the first two years, CB&A will repeat the search for the reimbursement of our expenses only. 3) If you are not satisfied with the candidates we present, CB&A will repeat the search until you are satisfied. 4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the contract is executed. -31 - December 20, 2016 - Page 217 VI. References The following are relatively comparable and relatively recent City Manager placements City Manager, Ankeny, L4 (population 45,600) Contact: Mayor Gary Lorenz at (515) 371-2I41 or, GaryL(a?,limd.com CB&A began work on April 25, 2013, to find the City's next City Manager. Our work included searching the nation to find the right person for the job, interviewing the candidates, conducting through background checks, and recommending finalists for the county to interview. After careful deliberation, the City selected David Jones, formerly County Administrator for Polk County, IA, on August 7, 2013. Cottonwood Heights, UT (population 35,400) Contact: Mayor Kelvyn Cullimore at (801) 568-7000, or Kelwn(-}a,dyn atron.com Cottonwood Heights incorporated in November 2004 and is a suburb of Salt Lake City. The City needed a City Manager immediately and requested that Colin Baenziger and Associates have a field of candidates ready to interview on December 3rd and 4th. The City had already begun advertising with a closing date of November 22, 2004. Not impressed with the applications, we promptly recruited several more applicants, two of whom the City Council rated in their top three finalists after the interviews. The process was complicated by the Thanksgiving holiday. Nonetheless, we completed our work including background checks and conducted interviews so that the City did hire its manager on December 7, 2004. Deputy City Administrator, Dickinson, ND (population 20,800) Contact: City Administrator Shawn Kessel at (701) 456-7739, or Sh awn.Kesseladickinson zov.com Dickinson is a beautiful. smaller city located in Southwestern North Dakota. It has a variety of home- grown industry. The City is in excellent financial condition and its facilities are state-of-the-art. We were asked to find a Deputy City Administrator with a strong background in finance as the position also serves as Finance Director. We were also asked to move very quickly — the position had been vacant for over six months. We began work on April 18. 2016. It was a difficult recruitment for two reasons: people with strong financial backgrounds are in short supply. Further, people were somewhat skeptical about moving to and living in North Dakota. We employed some innovative approaches to marketing the position, presented a number of excellent candidates and on June 27th, the City selected Linda Carlson, then the Deputy Administrative Support Director 1 Finance Director for Casper, WY. - 33 - December 20, 2016 - Page 218 VI. References (Continued) City Manager, Doraville, GA (population 8,500) Contact: Mayor Donna Pittman at (678) 328-9181, or Donna.Pittman(iiDoravillega.us Doraville changed its charter in 2012 to become a city manager form of government. Although contracted to do just the City Manager search, we also assisted the City in preparing the implementing ordinances. Our work included scouring the nation to find the right person for the position, interviewing the candidates, conducting through background checks, and recommending finalists for the city to interview. Mr. Shawn Gillen, City Administrator for Grand Rapids, MN, was selected on January 14, 2013. County Administrator, James City County, VA (population 70,500) Contact: Board Chair Michael Hipple at 757-634-9895 or michael.hippleajamescitycountyva.gov James City County has a long and storied history and is home to colonial Williamsburg, VA. CB&A was hired in March 2014 to find the County's next County Administrator. We were asked to search for someone knowledgeable of local government but who specifically knew how to maximize operational efficiency and effectiveness. Our work involved searching the nation for just the right candidate. When we did not find just the right candidate after our first search effort, we restarted the process. Beyond seeking the best candidates, our work involved candidate screening, complete and thorough background checks, and coordinating the interviews and selection process as well as providing advice concerning the contract. On July 20, the County Board of Supervisors selected Mr. Bryan Hill, then Deputy County Administrator for Beaufort County, SC. City Manager, City of Madeira Beach, FL (population 4,200) Contact: Mayor Travis Palladeno at (727) 239-5549, or TPalladenoa madeirabeachfl.2ov Madeira Beach is a tropical tourist location on the Western Coast of Florida in Pinellas County. Colin Baenziger and Associates began searching for a City Manager on September 30, 2011. Our work included scouring the nation to find the right person for the job, interviewing the candidates, conducting through background checks, recommending finalists for the city to interview and helping with the contract negotiations. Shane Crawford, former Assistant County Administrator with Walworth County, WI was selected as the next manager on November 22nd. He remains with the City to this day. -34_ December 20, 2016 - Page 219 VI. References (Continued) City Manager, Mill Creek WA (population 18,800) Contact: Mayor Pam Pruitt at (425) 338-7158, or pnruitI( citvofmiltcreelccom CB&A was hired in late January 2015 to find the next City Manager for Mill Creek, WA. Mill Creek is a high end community north of Seattle that, unfortunately, has a reputation for not keeping City Managers. We were asked to identify someone with strong leadership capabilities and who would stay at least five years. Our efforts involved searching the country for strong candidates, conducting extensive background checks, recommending a strong field of candidates, overseeing the interviews and providing a small amount of assistance with the contract negotiations. Rebecca Polizotto, of the Alaska Attorney General 's Office and formerly the City Manager of Conyers, GA, was selected on April 17th. City Manager, City of Savannah, GA (population 96,000) Contact: Mayor Eddie DeLoach at (912) 210-1722, or edeloach( ,savannahga.gov Search Committee Chair and Alderman Van Johnson at (912) 604-4104, or AldermanJohnsonlaol.com CB&A was hired in late April 2016 to find Savannah's next City Manager. We were asked to identify someone with a strong background in working on redevelopment and social issues (specifically, generational poverty). Our efforts involved searching the country for strong candidates, conducting extensive background checks, recommending a strong field of candidates, overseeing the interviews and providing a small amount of assistance with the contract negotiations. Roberto Hernandez, formerly the Deputy County Manager ofBroward County, FL, and Fulton County, GA, was selected in early August. City Manager, Sequim, WA (population 6,670) Contact: Mayor Candace Pratt at (360) 582-0114, or cpratt@sequimwe.gov CB&A was selected in early March 2015 to perform the search for Sequim's City Manager. Our effort involved searching the country to locate the best people for the job, interviewing them, conducting thorough background checks, and recommending finalists for the city to interview. Interviews were held on June 19th and 20th. Charlie Bush, Development Services Director for Issaquah, WA, was selected on June 20, 2015. -35- December 20, 2016 - Page 220 VI. References (Continued) City Manager, Winchester, VA (population 16,000) Contact: Council Chair John Willingham at (540) 931-4655, or John. W illinRhanl(WinchesterVA.Rov CB&A was hired in mid-March 2014 to find Winchester's next City Manager. The City was seeking someone with energy and enthusiasm to move the City forward. We accepted the challenge and searched the nation for just the right person. Our efforts included extensive outreach and we an excellent group of high quality candidates. We then performed background checks, coordinated the interview process, and assisted the Town in selecting Eden Freeman, formerly Assistant City Manager far Sandy Springs, GA, in early June. Candidate References While it is important to deliver what the Town expects, it is also important to keep candidates informed and to treat them with respect and dignity. Accordingly, we have provided references from four of those candidates. Placement Formerly Recruited To Be Contact at Dale Martin City Manager Winchester, CT City Manager Appointed September 2015 (904) 557-5047 dmartin(ifbfl.org Eden Freeman Assistant City Manager Sandy Springs, GA City Manager Winchester, VA Appointed June, 2014 (540) 667-1815 citvmanaaerQ, winchesterva.Qov Bryan Hill Deputy County Administrator Beaufort County, SC County Administrator James City County, VA Appointed July 2014 (757) 253-6604 brvan.hill* iamoscitycountyva.zov John Salomone Town Manager Newington, CT City Manager Norwich, CT Appointed, December 2015 (860) 539-8906 cmofiice@cityofnorwich.org . 36. December 20, 2016 - Page 221 COLIN BAENZIGER0ASSOCIATES EXECUTIVE RECRUITING TOWN of 11111.! PROPOSAL TO PROVIDE EXECUTIVE SEARCH SERVICES FOR TOWN MANAGER FOR VAIL, CO Volume II: Appendices Colin Baenziger & Associates Project Manager and Contact Person: Colin Baenziger (561) 707-3537 Colin Baenziger & Associates 2055 South Atlantic Avenue • Suite 504 Daytona Beach Shores, FL 32118 e-mail: Colin(cb-asso.com Fax: (888) 635-2430 ...Serving Our Clients with a Personal Touch... December 20, 2016 - Page 222 PROPOSAL To BE THE TOWN'S EXECUTIVE RECRUITING FIRM VOLUME II: APPENDICES TABLE OF CONTENTS PAGE APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A-1 APPENDIX B: SAMPLE RECRUITMENT BROCHURE B-1 APPENDIX C: SAMPLE CANDIDATE REPORT C-1 APPENDIX D: SAMPLE SURVEY D-1 APPENDIX E: RESOLUTION OF ST. JOHNS COUNTY, FL E-1 APPENDIX F: CB&A'S VETTING PROCESS FROM DALE MARTIN F-1 December 20, 2016 - Page 223 Appendix A Searches by Colin Baenziger & Associate' Staff December 20, 2016 - Page 224 Governmental Search Assignments Performed by the Staff of Colin Baenziger & Associates Current Searches City Manager, Burien, WA (population 55,188) City Manager, Fairborn, OH (population 33,200) Interim City Manager, Delray Beach, FL (population 64,100) City Manager, Winter Haven, FL (population 36,371) Chief Executive Officer, Chatham Area Transit, Savannah, GA (population served 286,900) Economic Development Director, Concord, NH (population 42,444) Parks and Recreation Director, Deerfield Beach, FL (population 78,041) Social Services Director, Roanoke, VA (population 98,465) Waterworks Director, Newport News, VA (population 183,000) Completed Searches in 2016 City Manager, Cocoa Beach, FL (population 11,325) City Manager, Covington, VA (population 5,802) City Manager, Danville, VA (population 43,000) City Manager, Ft. Myers, FL (population 68,190) City Manager, Fort Smith, AR (population 87,650) City Manager, Gainesville, FL (population 117,000) City Manager, Orange City, FL (population 10,942) City Manager, Mountlake Terrace, WA (population 21,700) City Manager, Norwich, CT (population 40,500) City Manager, Port St. Lucie, FL (population 174,100) City Manager, Prosser, WA (population 5,802) City Manager, Savannah, GA (population 142,800) County Attorney, Clay County, FL (population 196,400) City Attorney, Daytona Beach, FL (62,300) City Attorney, Fort Pierce, FL (population 41,590) City Attorney, Port St. Lucie, FL (population 174,100) Chief Administrator, El Paso County, TX (population 827,700) Chief Operating Officer, Amelia Island Plantation Community Association (population 3,000) Deputy City Manager, Danville, VA (43,000) Deputy City Administrator, Dickinson, ND (population 22,300) Deputy City Manager, Sammamish, WA (60,000) Community Development Director, Danville, VA (population 43,000) Finance Director, College Park, MD (population 32,256) Finance Director, DeLand, FL (population 28,230) Finance Director, Miramar, FL (population 130,300) General Manager, Chittenden Solid Waste District, Williston, VT (population 157,461) Chief of Police, Mooresville, NC (population 35,300) Director of Administration - Public Safety, Ocean Reef Community Association (pop. 2,000) Procurement Director, Collier County, FL (population 357,305) Public Works Director, Aventura, FL (population 37,200) Public Works Director, Sammamish, WA (60,000) Utilities Director, Danville, VA (population 43,000) Water and Gas Director, Danville, VA (population 43,000) A-1 December 20, 2016 - Page 225 Governmental Search Assignments (continued) Completed Searches Prior to 2016 City/Town/Village Manager/Administrator City Manager, Alachua, FL (population 6,200) in 2001 City Manager, Albany, GA (population 75,600) in 2011 City Manager, Ankeny, IA (population 45,600) in 2013 City Manager, Ashland, KY (population 21,000) in 2013 Village Manager, Bal Harbour, FL (population 3,300) in 2013 City Manager, Bartow, FL (population 16,000) in 2007 Town Manager, Bay Harbor Islands, FL (population 5,200) in 2003 and 2007 City Manager, Bellevue, WA (population 122,400) in 2014 Town Manager, Buckeye, AZ (population 32,000) in 2006 City Manager, Cape Canaveral, FL (population 10,200) in 2010 City Manager, Cape Coral, FL (population 154,300) in 2012 City Manager, Casselberry, FL (population 25,000), in 2005 City Manager, Chamblee, GA (population 17,000) in 2011 City Manager, Cocoa Beach, FL (population 11,200) in 2012 and 2016 City Administrator, Connell, WA (population 4,200) in 2014 City Manager, Cooper City, FL (population 32,000) in 2008 City Manager, Coral Gables, FL (population 43,000) in 2009 City Manager, Cottonwood Heights, UT (population 34,000) in 2004 Town Manager, Cutler Bay, FL (population 35,000) in 2006 City Manager, Dania Beach, FL (population 28,000) in 2009 City Manager, Daytona Beach, FL (population 65,000) in 2002 City Manager, Delray Beach, FL (population 64,100) in 2014 City Manager, Deltona, FL (population 83,000) in 2006 and 2008 City Manager, Destin, FL (population 12,000) in 2003 and 2011 City Manager, Doral, FL (population 24,000), in 2004 City Manager, Doraville, GA (population 8,500) in 2013 Town Manager, Dundee, FL (population 3,000) in 2006 and 2009 City Manager, Ellensburg, WA (population 18,350) in 2014 City Manager, Elmira, NY (population 29,200) in 2014 Village Manager, Estero, FL (population 26,600) in 2015 City Manager, Fayetteville, NC (population 208,000) in 2012 City Manager, Fernandina Beach, FL (population 11,000) in 2006 and 2015 City Manager, Fife, WA (population 8,700) in 2010 Town Manager, Fort Myers Beach, FL (population 6,900) in 2006 and 2008 City Manager, Fort Pierce, FL (population 41,900) in 2012 City Manager, Fruitland Park, FL (population 4,100) in 2013 Village Manager, Islarnorada, Village of Islands, FL (population 7,500) in 1999 and 2005 City Manager, Greensboro, NC (population 259,000) in 2009 A-2 December 20, 2016 - Page 226 Governmental Search Assignments (continued) Citv/TownlVillage Manager/Administrator (continued) City Manager, Hallandale Beach, FL (population 39,000) in 2010 and 2012 City Manager, Holly Hill, FL (population 13,000) in 2008 (partial search) City Manager, Homestead, FL (population 62,000) in 2010 City Manager, Indianola, IA (population 15,108) in 2015 Town Manager, Juno Beach, FL (population 3,600) in 2005 Village Manager, Key Biscayne, FL (population 11,000) in 2007 and 2011 City Manager, Key West, FL (population 24,600) in 2012 Town Manager, Lake Park, FL (population 9,100) in 2001 and 2003 Town Manager, Lantana, FL (population 9,600) in 2000 City Manager, Lake Worth, FL (population 37,000) in 2003 and 2007 City Manager, Lauderdale Lakes, FL (population 32,000) in 1998 and 2002 City Manager, Leesburg, FL (population 20,390) in 2013 City Manager, Madeira Beach, FL (population 12,300) in 2011 Town Manager, Mangonia Park, FL (population 1,400) in 2001 City Manager, Marathon, FL (population 11,500 in 2002 and 2004 City Manager, Marco Island, FL (population 15,000) in 20I4 City Manager, Medina, WA (population 3,000) in 2013 City Manager, Melbourne, FL (population 72,500) in 2002 and 2012 City Manager, Miami Gardens, FL (population 101,000) in 2004 City Manager, Mill Creek, WA (18,828) in 2015 City Manager, Miramar, FL (population 122,000) in 2013 City Manager, Monroe, NC (population 33,500) in 2013 City Manager, Mount Dora, FL (population 12,000) in 2005 City Manager, Mount Pleasant, MI (population 26,000) in 2014 City Manager, Mountlake Terrace, WA (population 20,700) in 2014 City Manager, New Smyrna Beach, FL (population 23,000) in 2009 City Manager, Normandy Park, WA (population 6,335) in 2013 and 2015 City Manager, North Miami, FL (population 62,000) in 2010 and 2014 Village Manager, North Palm Beach, FL (population 12,500) in 2004, 2005, 2007 and 2012 City Manager, North Port, FL (population 55,800) in 2011 City Manager, Oakland Park, FL (population 42,800) in 2014 City Manager, Ocala, FL (population 52,000) in 2008 and 2015 City Manager, Orange City, FL (population 10,000) in 2010 City Manager, Orange Park, FL (population 9,100) in 2010 City Manager, Oviedo, FL (population 33,000) in 2008 City Manager, Palm Bay, FL (current population 101,000) in 2002 and 2015 City Manager, Palm Coast, FL (population 71,000) in 2006 Village Manager, Palmetto Bay, FL (population 24,000) in 2003 City Manager, Panama City Beach, FL (population 12,018) in 2012 Village Manager, Pinecrest, FL (population 19,300) in 2011 City Manager, Pompano Beach, FL (population 101,000) in 2007 A-3 December 20, 2016 - Page 227 Governmental Search Assignments (continued) Citv/TownfVillage Manager/Administrator (continued) City Manager, Portland, ME (population 65,000) in 2011 City Manager, Riviera Beach, FL (population 37,000) in 2009 City Manager, Roanoke, VA (population 96,000) in 2009 City Manager, Sarasota, FL (population 55,000) in 2012 City Manager, Satellite Beach, FL (population 10,100) in 2013 City Manager, Scottsdale, AZ (population 217,400) in 2013 City Manager, Seminole, FL (population 17,800) in 2015 City Manager, Sequim, WA (population 6,700) in 2015 Town Manager, Sewall's Point, FL (population 2,000) in 2006 Township Manager, Springettsbury Township, PA (population 26,700) in 2014 and 2016 City Manager, St. Pete Beach, FL (population 10,000) in 2014 City Manager, Stuart, FL (population 17,000) in 2006 City Manager, Sunny Isles Beach, FL (population 17,000) in 2006 and 2011 City Manager, Sunrise, FL (population 84,400) in 2012 City Manager, Sunnyside, WA (population 15,860) in 2013 Town Manager, Surfside, FL (population 6,000) in 2014 City Manager, Tacoma, WA (population 200,000) in 2011 City Administrator, Tavares, FL (population 11,000) in 2006 City Manager, Titusville, FL (population 43,940) in 2014 City Manager, West Melbourne, FL (population 15,000) in 2009 City Manager, West Park, FL (population 12,000) in 2005 and 2010 City Manager, Winchester, VA (population 26,000) in 2014 City Manager, Yakima, WA (population 91,000) in 2011 and 2012 County Administrator / Manager - Completed Searches County Manager, Alachua County, FL (population 251,400) in 2014 County Manager, Baker County, FL (population 27,000) in 2006 County Administrator, Bay County, FL (population 158,000) in 2005 County Manager, Brevard County, FL (population 536,000) in 2009 County Administrator, Broward County, FL (population 1,800,000) in 2006 County Administrator, Clackamas County, OR (population 383,900) in 2013 County Administrator, Clay County, FL (population 160,000) in 2005 and 2011 Chief Administrator, El Paso County, TX (population 827,700) in 2014 County Administrator, Emmet County, MI (population 32,900) in 2014 County Manager, Flagler County, FL (population (83,000) in 2007 County Manager, Fulton County, GA, (partial search) in 2015 (population 894,300) in 2015 County Administrator, Hernando County, FL (population 172,800) in 2012 County Administrator, Highlands County, FL (population 98,000) in 2008 County Administrator, James City County, VA (population 69,000) in 2014 County Administrator, Martin County, FL (population 140,000) in 2005 A-4 December 20, 2016 - Page 228 Governmental Search Assignments (continued) County Administrator / Manager - Completed Searches (continued Borough Manager, Matanuska-Susitna Borough, AK (population 85,000) in 2011 County Administrator, Monroe County, FL (population 80,000) in 2004 County Administrator, Nassau County, FL (population 60,000) in 2004 County Administrator, Okaloosa County, FL (population 183,500) in 2013 County Administrator, Okeechobee County, FL (population 39,000) in 2008 County Manager, Osceola County, FL (population 235,000) in 2003 and 2007 County Administrator, Polk County, IA (population 400,000) in 2007 and 2011 County Manager, Seminole County, FL (population 410,000) in 2006 County Administrator, St. Johns County, FL (population 162,000) in 2007 County Administrator, St. Lucie County, FL (population 284,000) in 2014 County Manager, Union County, NC (population 198,600) in 2010 County Administrator, York County, VA (population 66,269) in 2015 Completed Searches - Assistant/Deputy Managers Assistant City Manager / Operations, Corpus Christi, TX (population 308,000) in 2013 Assistant City Manager / Utilities, Corpus Christi, TX (population 308,000) in 2014 Deputy City Manager for Community Building, Durham, NC (population 220,000) in 2009 Assistant Town Manager, Jupiter Island, FL (population 654) in 2010 Assistant Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1998 Assistant City Manager, Lake Worth, FL (population 37,000) in 2004 Assistant County Administrator, Martin County, FL (population 140,000) in 2006 Assistant City Manager, Tamarac, FL (population 55,500) in 2001 Assistant City Manager, West Palm Beach, FL (population 10I,000) in 2004 and 2013 Completed Searches - City or County Attorneys County Attorney, Fulton County, GA (population 996,319) in 2015 County Attorney, Prince William County, VA (population 438,580) in 2015 City Attorney, Roanoke, VA (population 96,000) in 2012 City Attorney, West Melbourne, FL (population 15,000) in 2008 Completed Searches - Community Development/Growth Management/Planning Growth Management Director, Collier County, FL (population 328,000) in 2015 Director, Building and Development, Loudoun County, VA (population 336,900) in 2014 Community Development Director, Miami, FL (population 408,000) in 2008 Director of Planning, Building and Development, Roanoke, VA (population 96,000) in 2012 General Manager, North Sarasota Redevelopment District, Sarasota (population 53,000) in 2008 Growth Management Director, St. Lucie County, FL (population 261,000) in 2005 Community Development Director, Tamarac, FL (population 55,500) in 2007 Growth Management Manager, Wellington, FL (population 55,000) in 2009 A-5 December 20, 2016 - Page 229 Governmental Search Assignments (continued) Completed Searches - Economic Development / Redevelopment Executive Director, Camden County (GA) Joint Development Authority (pop. 51,400) in 2014 Economic Development Director, Collier County, FL (population 328,000) in 2012 Assistant City Manager for Community Building, Durham, NC (population 220,000) in 2009 Economic Development Director, Roanoke, VA (population 96,000) in 2012 Director, Office of Economic & Workforce Development, Durham, NC (pop. 220,000), 2009 Economic Development Director, Loudoun County, VA (population 326,000) in 2010 Economic Development Director, St. Johns County, FL (population 162,000) in 2011 Completed Searches - Engineers City Engineer, Gulfport, MS (population 90,000) in 2008 Director/Engineering/Public Works /Utilities, Hallandale Beach, FL (population 39,000) 2013 Deputy County Engineer, Martin County, FL (population 140,000) in 2006 Assistant City Engineer, Melbourne, FL (population 75,000) in 2008 City Engineer, Sunny Isles Beach, FL (population 17,000) in 2006 Staff Engineer, Wellington, FL (population 55,000) in 2009 Completed Searches - Facilities Management Director, Performing Arts & Convention Center, Federal Way, WA (population 92.700) in 2015 Director, Landscaping, Weston, FL (population 65,300) in 2013 Completed Searches - Finance and Budget Finance Director, Altus, OK (population 19,800) (background check) in 2012 Finance Director, Danville, VA (population 43,000) in 2014 Finance Director, Daytona Beach, FL (population 31,860) in 2012 Finance Director, Escambia County Housing Authority (population served: 302,700) in 2014 Finance Director, Fort Walton Beach, FL (population 20,000) in 2006 Director, Management & Financial Services, Loudoun County, VA (population 326,000) in 2012 Manager, Office of Management and Budget, Lake Worth, FL (population 37,000) in 2010 Finance Director, Lauderdale Lakes (population 32,000) in 1998 Finance Director, Miami, FL (population 408,000) in 2013 Treasurer, Miami, FL (population (408,000) in 2013 Finance Director, Oregon City, OR (population 31,860) in 2012 Finance Director, Roanoke, VA (population 99,000) in 2014 Director of Finance and Administration, Roanoke Regional Airport, Roanoke, VA, in 2014 Budget Director, St. Petersburg, FL (population 248,000) in 2009 Finance Director, St. Petersburg, FL (population 248,000) in 2010 Finance Director, Sunny Isles Beach, FL (population 17,000) in 2010 Finance Director, Surfside, FL (population 5,700) in 2012 Finance Director, Tamarac, FL (population 55,500) in 2005 and 2009 Finance Director, West Palm Beach, FL (population 101,000) in 2007 A-6 December 20, 2016 - Page 230 Governmental Search Assignments (continued) Completed Searches — Fire/EMS/Dispatch Fire Chief, Cape Coral, FL (population 154,300) in 2013 Fire Chief, Lauderdale Lakes, FL (population 32,000) in 1999 Executive Director, South Sound 911 (serves a population of 808,000), Tacoma, WA, in 2013 Fire Chief, West Palm Beach, FL (population 10I,000) in 2005 Completed Searches — General Services / Administration General Services Director, Loudoun County, VA (population 349,700) in 2015 Completed Searches — Housing/Building Building Official, Jupiter Island, FL (population 580) in 2005 and 2010 Building Official, Miami Beach, FL (population 91,000) in 2005 Building Official, Jupiter Island, FL (population 580) in 2005 and 2011 Building Official, Miami Beach, FL (population 91,000) in 2005 Building Official, Sewall's Point, FL (population 2,000) in 2006 Building Official, Tamarac (population 55,000) in 2008 Completed Searches — Human Resources Human Resources Director, Boca Raton, FL (population 84,000) in 2006 Human Resources Director, Cape Coral, FL (population 154,300) in 2013 Director, Human Resources, Gainesville, FL (population 125,000) in 2014 Director of Personnel, Fulton County, GA (population 992,000) in 2010 Director, Human Resources, Hillsborough County, FL (population 1,292,000) in 2015 Human Resources Office, Loudoun County, VA (population 326,000) in 2011 Human Resources Administrator, Martin County, FL (population 140,000) in 2007 Personnel Director, North Miami, FL (population 56,000) in 2001 Director, Human Resources, Sunrise, FL (population 88,800) in 2015 Director, Human Resources, Roanoke, VA (population 99,000) in 2014 Personnel Director, Vero Beach, FL (population 17,900) in 2003 Human Resources Director, West Palm Beach, FL (101,900) in 2013 and 2104 Completed Searches — Health and Human Services Director, Health and Human Services, St. Johns County, FL (population 162,000) in 2010 A-7 December 20, 2016 - Page 231 Governmental Search Assignments (continued) Completed Searches — Information Technology Information Services Director, Lauderdale Lakes, FL (population 32,000) in 1998 Information Services Director, Palm Beach County Tax Collector (population 1,300,000) in 2012 (partial search) Chief Information Officer, Weston, FL (population 65,300) in 2015 Completed Searches — Parks/Recreation/Libraries Director, Parks, Recreation, & Conservation, Hillsborough County, FL (pop. 1,292,000) in 2015 Director, Parks and Recreation, Hobbs, NM (population (35,000) in 2014 District Manager, Holiday Park Recreation District (population 1,400) in 2007 Library Services Director, St. Johns County, FL (population 162,000) in 2007 Director, Parks and Recreation, West Palm Beach, FL (population 101,000) in 2006 Completed Searches — Police Police Chief, Golden Beach, FL (population 355) in 2011 (partial search) Police Chief, Farmington, NM (population 45,900) in 2014 Police Chief, Lauderhill, FL (population 66,900) in 2011 (partial search) Police Chief, Melbourne, FL (population 76,000) in 2011 (partial search) Police Chief, Sewall's Point, FL (population 2,000) in 2007 Police Chief, St. Augustine Beach, FL (population 6,200) in 2012 Police Chief, Sunny Isles Beach, FL (population 17,000) in 2010 Completed Searches — Public Works Public Works Director, Chandler, AZ (population 250,000) in 2007 Public Works Director, Fort Lauderdale, FL (population 183,000) in 2004 Vice President, Public Works & Operations, Ocean Reef Community Association (population 2,000), Key Largo, FL, in 2001 Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in 2012 Director/Capital Projects Manager/City Engineer, Sunny Isles Beach, FL (pop. 17,000) in 2007 Assistant Public Works Director, Sumter County, FL (107,000) in 2015 Assistant Public Works Director, Sunny Isles Beach, FL (population 17,000) in 2008 Public Works Director, Tamarac, FL (population 55,500) in 2003 Solid Waste Director, Tampa, FL (population 335,700) in 2014 Director, Landscaping, Weston, FL (population 65,300) in 2013 A-8 December 20, 2016 - Page 232 Governmental Search Assignments (continued) Completed Searches — Utilities Water Resources Director, Asheville, NC (population 87,200) in 2015 Utility Director, Danville, VA (population 43,000) in 2015 Power & Light Division Director, Danville, VA (population 43,000) in 2015 Executive Director, Des Moines (IA) Water Works (serves a population of over 500,000) in 2012 Executive Director, Florida Keys Aqueduct Authority, Key West, FL (pop. 90,000) in 2003 Executive Director, Onslow Water & Sewer Authority (Jacksonville, NC) (pop. 160,000) in 2009 Executive Director, Sewerage and Water Board of New Orleans (population 369,000) in 2013 General Manager, Tampa Bay Water (population served 2,400,000) in 2008 Utilities Director, Lake Worth, FL (population 37,000) in 2009 Utilities Director, Palm Bay, FL (population 101,000) in 2005 Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in 2012 Director, South Martin Regional Utilities (population 22,000) in 2013 Water (Wastewater) Resources Director, St. Petersburg, FL (population 248,000) in 2008 Watershed Management (Water and Wastewater) Director, DeKalb County, GA (population 691,900) in 2011 and 2013 Completed Searches -- Work Force Management Director, Office of Economic & Workforce Development, Durham, NC (pop. on 220,000), 2009 Completed Searches — Other City Clerk, Lauderdale Lakes (population 32,000) in 1998 Director, Registrations and Elections, Fulton County, GA (population 992,000) in 2009 Environmental Resources Director, St. Lucie County, FL (population 261,000) in 2009 Executive Director, Lakewood Ranch Inter -District Authority (population 15,000) in 2011 Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL (population 200,000) in 2003 Executive Director, Sun City Summerlin Home Owners Association, Las Vegas, NV (population 14,000) in 2015 General Manager, Holiday Park Recreation District, FL (population 4,500) in 2007 Special Projects Coordinator, Islamorada, Village of Islands, FL (population 7,500) in 1998 A-9 December 20, 2016 - Page 233 Appendix B Sample Brochure: City Manager Search — Sequim, WA December 20, 2016 - Page 234 fTh CITY OF -777SEQUIM ( its \lan i 'r I}lrtiltlt►11 (1rt'il - :1pp1vv by April {i, 201.; Welcome to Sequim! imagine a small, rural city nestled in a huh valley with the Olympic Mountains to the south, the StraitofJuan de Fuca to the north and Sequim Bay to the east The valley is rich with agricultural heritage and you'll still see caws grazing in open fields, lovely lavender farms, and organic vegetable and berry fames The City of Sequin' is located on the beautiful Olympic Peninsula in the northwest corner of Washington State. Sequin' ( pronounced "slawirn) sits in the rain shadow created by the Olympic Mountains and is one of the dried places in Western Washington. Averaging 300 days with sunshine every year; and approximately 16" of annual rainfall, the area is known as the blue hole," as nicknamed by airplane pilots At its heart, Sequin' Is a small, friendly community where the people arewelcouning and want to share their bit of paradise. Residents enjoy a peaceful, Iow-stresslifestyle, while enjoying many conveniences eipected in a larger metropolitan area. The community is active and strong volunteerism adds to the sense of pride in the City When the big city beckons, Seattle is 65 miles to the east and an easy two hour trip by car and ferry boat Many will drive to Bainbridge Island and park their cars, walk on the ferry to Seattle and spend the day sightseeing, shopping or enjoying fine dining, music, or a professional sporting event before taking the return ferry to pick up their car and head home. To the north, beautiful Victoria, British Columbia in Canada }3-1 December 20, 2016 - Page 235 is an hour and a half ferry boat ride from the neighboring city of Port Angeles For many residents, there are few reasons to leave Sequim, as the city serves as a regional retail shopping center with several big box stores on the west end of town, while maintaining a charming dowrthmn core with unique gift shops, boutiques, galleries, and restaurants. Nightlife is modest, but vibrant; focused mostly on weekend evenings. Monthly art walks, live theatre, concerts, and farm to table restaurants all add to the cultural climate of the community. The city's medical services have expanded over the past decade to provide state of the art facilities and services to local residents, Including a cancer center affiliated with the Seattle Cancer Care Alliance In short, Sequim, and the surrounding Dungeness Valley, is a great place to live, work, and play! Play is one of the main reasons that people gravitate to Sequim. The area is known as an outdoor paradise with access to the Olympic National Park and Forest with hundreds of miles of wilderness trails. Biking, hiking, and simply walking are favorite pastimes. The Dungeness Spit, which extends 5.5 miles out into the Strait of Juan de Fuca, is the nations longest nature/ sand spit and home to the Dungeness Natural Wildlife Refuge and the New Dungeness lighthouse. The Olympic Discovery Trail Ls an inter -city trail stretching from Port Townsend to the east to Forks along Washington's western coast. Of the 126 mile trail, 60 miles are complete and run right through Sequins. In the winter. Hurricane Ridge in the Olympic National Park ofters alpine and cross country skiing. For those who enloy the finks -style of life, the area sports three popular 18 -hole golf courses If being on the water is more to your liking, the Dungeness Bay, Sequim Bay, and the Strait of Juan de Fuca invite you to power boat, sail, kayak, fish, or dive. The late actor John Wayne moored his converted mine -sweeper yacht -The Wild Goose' in Sequim Bay His love for the area inspired him to donate the land for the City Manager 1 Sequim, Washington B-2 December 20, 2016 - Page 236 John Wayne Marina, now operated by the Port of Port Angeles. For the seafood enthusiast, the area is also the name -source of the succulent Dungeness crab, Festivals are a proud heritage of Sequim and draw visitors from all over the world. In early May, the Sequim Irrigation Festival celebrates the initiation, development, and support of the irrigation ditches which brought water to the once dry prairies of Sequim resulting in the motto 'Where Water is Wealth." In its 120th year, itis the longest continuous running festival in the State of Washington. In July, Sequim hosts the Sequim Lavender Weekend, which celebrates this beautiful and fragrant herb with a street fair and farm tours to over a dozen local farms. Many lavender fame are open throughout the summer and tourists come all season to lean about the cosmetic, culinary, medicinal, craft, and decorative uses for lavender. Rounding out the year are the Olympic BirdFest, the Olympic Mr Affaire, and the Dungeness River Festival. Houses in Sequim are reasonably priced and a modest home can be purchased for just under $200,000. Prices go up from there, and a variety of price ranges provide options for a diverse population. The Sequim School District serves the area with two grade K-5 elementary schools, one grade 6 — 8 middle school, and one grade 9 — 12 high schooL Peninsula College is 15 miles away in Port Angeles, and offers higher education opportunities aimed at academic transfer and professional and technical based skills. History Originally inhabited by the Coast Salish ancestors of what is now the Jamestown S'Klaliam 'I}ibe the Sequlm Dungeness -Valley was first settled by Europeans in the 1850s who came here to faun. In 1896, irrigation canals were completed and agriculture began to thrive_ The City was incorporated in 1913 and small agriculture continued to be the primary industry. Sequim's population grew slowly unci! the area was discovered as a desirable retirement location. By the State's 2014 Census, the City of Sequlm population is closing in on 7,000 residents as more people discover the Sequim-Dungeness Valley as a pleasant and i 13-3 affordable place to live. Nearly 30,000 people now call the Valley home. The Tribe One of the more important players in the region is the Jamestown S'Klallam Tribe, Characterized as a "progressive" Indian community, the lithe has lived on land it purchased since 1874. Because they chose not to move to a reservation, from the mid -1900's until 1981, the 'like was not Federally recognized. The Tribe now has established a stable governance structure and a strong, professional operations staff of approstmately 150. They operate a construction company, health and dental clinics, golf course, art gallery, grocery store and gas station, and a casino The Tribe has a resort just outside of Sequim that they would like to enlarge and are planning to conned It to the City's sewer system. Commerce Sequim and the CLtllaor County region's economy reflect its natural abundance of forest and maritime resources. Traditionally jobs in logging, wood products manufacturing and fishing have been most abundant_ As demand has declined for locally produced products in the logging industry, employment opportunities in leisure and tourism have taken their place. Sequim has been thr beneficiary of a retiree migration to the area as many are attracted to its `sunbeh' climate. The State's Employment Security Department notes that non-farm job growth in the area has been slow with the service -providing sectors of the economy showing the most growth. The unemployment rate in Galant County was 9 396 as of December 2014. The Government The City operates as a non -charter city with a council manager form of government, under Chapter 35A.13 of the laws of the State of Washington. As such, it is governed by a Council composed of seven officials elected to staggered four year terms with elections occurring in November of odd numbered years. The Mayor and Deputy Mayor are selected biennially from among the members of the Council at the first meeting of the new CounclL Candidates run at -large for a predetermined seat number. The Council Members are not term limited. City Manager I Sequirn, Washington December 20, 2016 - Page 237 The Council historically has been very stable although it did have a significant turnover in 2007 At the time the community was concerned that the Council was oriented too much halyard growth and development that was not paying its own way and that the community's character was changing. Four new members were elected, three of which received over 70% of the vote and one of which received siightiy over 60%. The Council Members are bright, dedicated, coltegial, and sincere in wanes the best fol their community: They respect each other and hold the staff in high regard. Four Council terms wiq expire in December 2015, and two current members are not planning to run for re-election. Nonetheless, it is not anticipated that the Council's philosophy or its internal dynamic will change significantly. The City Manager is appointed by the Coundl and oversees the day -today operations of the City It provides most standard city services with the exception of fire and EMS services which are provided by Clailam County and electrical service which is provided by Public Utility District I. The City's 2013 total budget is 537,913.704. lts General Fund budget is $8,386,130 with a fund balance of roughly 2I%. Sequim has 73 employees with Public Works accounting for 27 and Police for 21 of that total Approximately two thirds of the city's employees are represented by bujaining units. The Challenges City finances are strong with excellent financial policies and fund balances; however, the State ire has tapped municipal funds to balance state budgets. This downward spiral in state support and the slow growth of local revenues puts more pressure on City government services As a result, sufficient funding for major street rehabilitation, parks, and capital has been a challenge. CityManager 1 Sequim, Washington As a partial so[utior . the City is evaluating the pros and cons of creating a Metropolitan Parks District (MPD) within the Sequin, Schaaf District boundaries. This regional authority would span jurisdictional boundaries and acquire, manage, conserve and develop (for certain purposes) lands within the defined park area. Some existing regional service providers could benefit from this approach by being included in the MPD_ The City of Sequim is in the midst of updating its Comprehensive Pian. The ultimate goal b to maintain the current quality of hfe and the delicate balance between urban and rural uses. The growth strategy intends to preserve the agricukwd. open space, and rural character of the Valley and push urban level growth inside the City of Sequin, and within its UCA. Designation and implementation of the UCA will require the cooperation and consent of Clallam County. The new City Manager will be a primary mover working in conjunction with the City Council to successfully navigate the UCA issue with the County. The City of Sequirn is going through a leadership transition. As noted, it is expected that at least two enrinhers of the City Council B-4 December 20, 2016 - Page 238 will change At the same time the City Leadership Team is or will be losing several key members. The Public Works Director recently retired. The City Manager is retiring midyear and the City Attorney is retiring at the end of the year. Recently, a new finance officer was appointed, and the HR Department is advertising for a new Public Works Director The selection process for the Public Works Director is being timed to correspond with the appointment of the new City Manager. It will be his/ her first staff appointment. With the construction of a new Civic Center to house city personnel, the new City Manager will not only appoint several new members of the Leadership Team, but also bring them together for the first time under the same roof Goals The City Council recently held their annual retreat and adopted the following Coals and Priorities: • Comprehensive Plan Implementation. • Zoning Reform. • Work with Clallam County to develop a regional planning framework consistent with the Growth Management Act and the goals of preserving agricultural and open space. • Engage the community in developing a thoughtful and meaningful plan for a Metropolitan Park District. • Evaluate options for making improvements in the City's downtown neighborhoods. • Develop a funding strategy to properly maintain and improve streets and sidewalks • Develop a funding plan for the next phase of Guy Cole improvement.. The Ideal Candidate Sequim has had outstanding professional leadership and management in the City Managers Office for the past six years and the City Council wants to continue this tradition. It is seeking the consummate professional who will partner with the elected officials to lead the community into the future. The individual will present options and recommendations based on his/her best professional judgment while understanding his/her role in carrying out the wishes ofthe elected b ody. The Council B-5 is not looking for a person. They want someone who is strong and can diplomatically and comfortably speak truth to power in the appropriate setting. The ideal candidate will embrace and reinforce the City's Organizational Values. The individual will be collaborative and a consensus builder yet decisive when appropriate. He/she will seek input and encourage staff participation, but recognize the final decision on how to proceed is either his/hers or the Council's. The manager will besomeone who sets high yet reasonable expectations for the staff, provides the nary resources, then expects the results to be delivered on-time and within budget. The individual will be a motivator, a delegator, but not a micromanager. By the same token, he/she will be informed and knowledgeable of the details and walk the fine line necessary to bring out the best in the staff The manager will be a mentor and a coach, someone who is comfortable developing people. The individual will encourage creativity and thinking outside the box. The manager will celebrate success but also realize that not every new idea will succeed. As such he/she will not punish failure when the effort is honest and in good faith. Making the same mistake repeatedly however may, lead to a different outcome. The manager will be patient, have a sense of humor, be adaptable, and achievement -oriented with a track record for getting things done. The individual will see obstacles not as road blocks but as interesting challenges to be overcome. He/she will be persistent and relentlecdy positive, a critical thinker who will not accept things as they are but will examine them to determine if there is a better way. Problem solving is an area where the individual will excel. He/she will strive to foresee issues and take action before they become problems. Doing so will require exceptional judgment. It will also require that he/ she be socially perceptive and understand the community culture_ Cost/benefit analysis and process improvement will be important took. Personally, the manager will be honest and have integrity that is beyond reproach. The individual will also be somewhat introspective, curious, always learning, and looking for ways to improve both him/herself and the organization. Sequim is a small town and the manager will be well- known in the community. The individual wi11 be both City Manager 1 Sequim, Washington December 20, 2016 - Page 239 a representative and spokesperson for the City government. He/she should not expect to spend a great deal of time behind a desk but should be out in the community meeting the public and local business owners as well as working with staff The idea is to show that he/she cares and mean it. As such, the ideal candidate will be comfortable speaking with individuals of all economic strata in both formal and infomral settings. He/she will recognize the importance of listening carefully before responding and will be able to relate complex concepts readily to the public, elected officials, and stafE Customer service will be important to the manager and he/she will lead by example. When a resident has a problem, the City Manager will set the tone by attempting to Find a solution, even if unable to do exactly what the resident asks for The community's desire is to maintain the current ambience throughout the City, the UGA and indeed, the Valley. Unfortunately in the past, County land use policy has not always supported the City's role as the urban center of the Valley. As such, the manager will need to have a strong background in intergovernmental relations and b e a good negotiator — someone who is persuasive and can build consensus. He/she will need to be able to point out that the interests of the County and its residents and the City and its residents are the same and that protecting the Valley is in everyone's best interest in terms of specific skills, the individual will have a strong background in operations, finance, economic development, public safety, and human resources. He/she will understand the importance of IT and its role in informing the public as well as reducing costs (m, at the very least, improving productivity). The ideal candidate will have at least ten years' experience in local government and five years as a City Manager or Assistant. A Bachelor's Degree is expected. A Master's Degree in Public Administration or related field is preferred Knowledge of Washington law is a plus but not a requirement. The Current City Manager City Manager 1 Sequim, Washington B-6 December 20, 2016 - Page 240 The current City Manager is retiring after six years with Sequim and over 45 years in local government. Residency Residency is required unless waived by the City CounciL The current manager was granted permission to live outside the City but must reside within the boundaries of the Sequfm School District. Compensation The anticipated salary range for the City Manager is S120,000 — S 140,000, DOQ How to Apply E-mail your resume to Recruit32 cb-assorom by April 20th. Faxed and mailed resumes will not be considered. Questionsshould be directed to Colin Baenziger at (561) 707-3537 or John Darrington at (509) 82 i-5138. The Process Applicants will be screened between April 20th and May 26th. Finalist i nterviews are scheduled for June 39th with a selection shortly thereafter. Confidentiality Applications will be kept confidential until one or two Finalists are approved by the City Council- At that point, it is anticipated that the names will be released to the public Other Important Information The Qty of Sequtm embraces diversity and encourages women and minonties to apply. it is also a drug Free, smoke-free workplace, CUE04IiAEt4ZIGER(AS5OC1AFr5 tx[Lalnvt rttcnuitInrc. B-7 December 20, 2016 - Page 241 Appendix C Sample Candidate Report December 20, 2016 - Page 242 { COLIN BAENZIGEEieASSOCIATES EXECUTIVE RECRUITING Sample Candidate Report [Note: The following materials are provided with the permission of the candidate.] December 20, 2016 - Page 243 TABLE OF CONTENTS PAGE RESUME 1 CB&A INTERVIEW 5 BACKGROUND CHECKS 11 REFERENCE NOTES 13 INTERNET SEARCH 28 December 20, 2016 - Page 244 Christopher Morrill Resume December 20, 2016 - Page 245 Christopher Paul Morrill 201 East 52ntl Street • Savannah, GA 31405 • 912-231-8711 • kpicikim©yahoo.com Experience Assistant City Manager, City of Savannah, GA (population: 143,000) 8/01— Present Serve as assistant city manager for management & financial services, leading a full service organization with a staff of 2,600 and annual budget of over $280 million. Represent the City on boards and committees, oversee financial, human resource and strategic planning, directly supervise 12 departments, coordinate major economic development projects, and lead special projects and analyses, including: • Ellis Square Public/Pnvate partnership which included 1,100 space underground public parking garage supporting a private hotel/condo/retail development, $400 million extension of Savannah's downtown commerciailresidential areas, and 4,000 acre traditional neighborhood development; • Priority based budgeting process that involved over 100 employees in developing the 2010 city service program and budget which was reduced by over $10 million without layoffs, delaying capital maintenance, or across the board cuts. • Merger of City and County police departments under City management; • Recruitment and hiring of police chief, fire chief, and assistant city manager for public development; • Annexations that have increased the size of the City by over 19,000 acres; • Geographically based 311 customer service/work order system; • Civic Master Planning process which received the 2009 Charter Award from the Congress of New Urbanism and the 2009 Excellence in Government Finance Award from the Government Finance Officers Association of the United States & Canada • Local Options Sales Tax negotiations on allocation of over $250 million that must be shared among Chatham County, Savannah and six other municipalities; and, • G-8 Sea Island Summit public safety and security planning for the diplomats, intemational press, and activists based in Savannah for the three day Summit in June 2004. Senior Municipal Finance Advisor, Research Triangle Institute, RTP, NC 10/99 — 8/01 Served as resident advisor on local government finance and management for the National Treasury of the Republic of South Africa. This position entailed assisting the National Treasury's chief director of Local Government with developing and implementing a new fiscal framework for municipalities, reforming municipal budgeting systems, and developing the capacity of local government finance officers and systems in post -apartheid South Africa. Fellow, Kellogg National Leadership Program, 1997 - 2000 One of 38 individuals chosen for this national program designed to prepare leaders for the challenges of the 21' century. Fellowship activities included studying conflict resolution and community building in Northern Ireland, South Africa, China, and Peru and studying Spanish in Granada, Spain. Also assisted a group of unemployed women in a former township area outside of Pretoria, South Africa, with developing a chicken breeding facility that was funded through a grant from the Kellogg Foundation. December 20, 2016 - Page 246 Christopher Paul Morrill Page 2 Research and Budget Director, City of Savannah, GA 12/94-10/99 & 10/90-10/92 Led an eight member team in all aspects of preparing and monitoring the annual Service Program and Budget, directing analyses, and coordinating research projects. Prepared the City's five-year financial and capital plans. Coordinated federal and state lobbying efforts. Significant accomplishments during my tenure included: • 1997 City Budget document rated "Outstanding as an Operations Guide" by the Government Finance Officers Association of the US and Canada; • Developed Tong -term financial planning model that resulted in the City taking concrete steps to significantly reduce debt levels and decrease the property tax rate by over 25%; and, • Created the City's Incentive Budgeting System that rewards departments that achieve performance goals and reduce expenditures. US Peace Corps Volunteer, City of Lviv, Ukraine (population: 850,000) 12/92 - 10/94 Served as a management advisor to the Mayor of Lviv. Major accomplishment included implementing Total Quality Management (TQM) in City Administration that reduced the number of steps in the housing privatization process from 23 to 11, and increased the number of applications processed per month from 1,400 to over 4,000. This accomplishment was featured in a case study by the World Bank. Senior Management Analyst, City of Savannah, GA 5188 - 10190 Senior Budget Analyst, Catawba County, NC (population: 105,000) 8/86 - 5/88 Downtown Project Manager, Lynn, MA (population: 90,000) 10/84 - 6/85 Assistant Camp Director, Elliot P. Joslin Camp Summers 1984 81985 Other Professional Experience Instructor, Govemment Finance Officers Association (GFOA) national courses: Budgeting Best Practices; Budget Academy; and Capital Budgeting and Financial Planning. Intemational City/County Management Association (ICMA) National Audioconference: Practical Steps to Successful 311/CRM Service Implementation. Presenter, GFOA Annual Conference: Understanding Your Revenue Portfolio, 1996; Best Practices in Capital Planning, 2007; Economic Development — Marketing Your Community, 2008; Budgeting for Outcomes, 2009. University of North Carolina at Chapel Hill MPA Alumni Conference: Managing Your Programs with Limited Resources, 2003; Inter -generational Management, 2005. Florida Govemment Finance Officers Association Conference: Finance Director's Role in Economic Development, 2007. Georgia Municipal Association and Georgia City/County Management Association: Budgeting for Outcomes, 2009. -2- December 20, 2016 - Page 247 Christopher Paul Morrill Page 3 Author, The Savannah Story: The Road to Equity and Sustainable Community Development, with Henry Moore in Economic Development in American Cities: the Pursuit of an Equity Agenda, edited by Michael J. Bennet and Robert P. Giloth, State University of New York Press, 2007, pp. 189 — 214. Best Practices: Ellis Square Public/Private Partnership in Savannah, Government Finance Review, October 2006, pp. 44 — 47. Capital Program Considerations in Challenging Times, Government Finance Review, June 2009, with John Fishbein, pp. 8 — 13. The Financial Responsibilities of Local Governments in Emerging Issues in Government Financing, Thomson Reuters/Aspatore, 2009, pp. 7 — 24_ Education • ICMA Credentialed Manager • Master of Public Administration, The University of North Carolina, Chapel Hill, NC, May 1987 • Bachelor of Arts, College of the Holy Cross, Worcester, MA, Major: Political Science, May, 1984 • Institute for Georgia Environmental Leadership, University of Georgia Fanning Institute, 2007 • Gallup Leadership Institute, 1997 • Certificate in County Administration, North Carolina Institute of Govemment • Certificate in Budgeting and Financial Planning, North Carolina Institute of Govemment Service Government Finance Officers Association: Executive Board (2008 — present), National Standing Committee on Retirement Benefits Administration (2008 — present), National Standing Committee on Economic Development and Financial Planning (2003 — 2008), National Standing Committee on Budget and Management (1996 — 1999); Elected School Council representative, Charles Ellis Public Montessori Academy (2005 — 2009) President, Leadership Savannah Board of Directors (2007 — Present) Executive Board Member, United Way of the Coastal Empire (2007 — Present) Elected Official, Southbridge Redevelopment Authority, Southbridge, MA, (1983- 1984) Volunteer Savannah/Chatham Citizen Advocacy (2003 — Present) USA Swimming Certified Stroke and Tum Judge (2008 — Present) -3- December 20, 2016 - Page 248 Christopher Morrill CB&A Interview December 20, 2016 - Page 249 Christopher Morrill Education Master of Public Administration, University of North Carolina Bachelor of Arts, College of the Holy Cross Experience Assistant City Manager, City of Savannah, GA Senior Municipal Finance Advisor, Research Triangle Institute, RTP, NC Research and Budget Director, City of Savannah, GA Peace Corps Volunteer, Ukraine City of Savannah, GA Research and Budget Director (two years) and Senior Management Analyst (two years) Senior Budget Analyst, Catawba County, NC Downtown Project Manager, Lynn, MA Background 2001 — Present 1999 — 2001 1994 — 1999 1992 — 1994 1988 - 1992 1986 — 1988 1984 — 1985 The population of Savannah is 143,000 people. The City has 2,600 employees and Mr. Morrill supervises 220. The total budget is $280 million while the general fund component is $180 million. The three most important issues that face Savannah: > Financial impact of the recession. Revenues have declined yet the demand for services remains high; • Citizen engagement. Citizen participation in local government, and indeed awareness of what it is doing, has declined. Governments need to find new ways to engage and inform their residents; and • Balancing the economic development with environmental goals while maintaining a high quality of life. Interview Comments Mr. Morrill has been an Assistant City Manager for eight years in Savannah, GA. Although he feels no need to leave his position, he sees the City Manager position in Roanoke as an opportunity that he cannot pass up. Roanoke is a progressive community and has some of the same challenges Savannah has. He notes that over the past 20 years, Savannah has made many significant changes for the better and he wants to bring not just his skills, but what he has learned, to Roanoke. He feels he can make a difference and help Roanoke become not just a better city but a better community. From a personal point of view, it is also one of few cities Mr. Morrill would consider moving to and living in. He enjoys the mountains and would be closer to family. -5- December 20, 2016 - Page 250 Christopher Morrill On a day to day basis, Mr. Morrill's management style is to promote collaboration. Teamwork and unity is important. He empowers his staff to accomplish their goals but provides the guidance to be successful. He is not a micromanager but gives his staff both the responsibility to get the job done but also the authority. Accountability is important as well. In times of crisis, Mr. Morrill will take full command and make the decisions that are necessary. He has a good understanding of when it is appropriate to guide and when he must lead. Employees who have worked with Mr. Morrill would say he is enjoyable to work with and is a good mentor. He guides his staff and helps them develop. As they set priorities together, he is there to give them the resources and support they need. They would also note that it is not just business. He has a good sense of humor and attempts to make the workplace pleasant. Finally, he feels it is important to celebrate their successes. The elected officials would say Mr. Morrill is a strong leader. He is proactive, assesses problems quickly and resolves them. He is a good manager and a team player. With the downturn of the economy, Mr. Morrill has taken more of a leadership role. Everyone recognizes that finance is one of his specialties and they tend to lean towards him for advice. He closely monitors the budget and keeps the elected officials well informed of the City's financial status. Mr. Morrill's greatest strength is in financial planning. He has a strong finance background and is well experienced with budgets. In fact, he served as a resident advisor to the National Treasury of South Africa for about two years. He knows how to build a strong management and financial team. He enjoys learning, tackling new problems and resolving issues. He listens to people so he can understand their issues and learn from them. He is patient and sympathetic. In terms of weakness, Mr. Morrill recognizes he focuses more on the big picture than the details. To combat this, he surrounds himself with good people who are detail oriented. By doing this, they help him see the details. It also allows him the freedom to pursue the projects and efforts that he and the City Manager feel will lead to improving Savannah. Mr. Morrill's biggest achievement has been a recent budgeting change in Savannah. Specifically he introduced a new budgeting philosophy called Budgeting for Outcomes to the staff and the City County. He had learned about the approach at a government finance conference in 2007 and thought it would be particularly appropriate in difficult financial times. The idea is to allocate funding to those services that are a priority to the residents instead of focusing on cuts in each department. As such, the City focuses on funding the services with the greatest positive outcomes. It took some effort but he has now educated the staff and Council. Everyone has embraced the idea and last January the Council set the City's seven priorities for the next year. Then teams were created to address the priority teams. In all it involved 70 employees from different departments serving on seven teams. These teams have researched best practices from across the nation and followed examples in Washington and Iowa where the same philosophy has been implemented. They are ninety percent the way through the conversion. The result has been that they have found ways to maintain the core services and reduce costs. The effort has also lead to an increased level of collaboration within the government and in sharing services. -b- December 20, 2016 - Page 251 Christopher Morrill The teams will make a presentation to the Council on November 30th where they will report their progress. When asked about mistakes, Mr. Morrill spoke of an area just outside of downtown Savannah that was to be developed as a public park and for some other uses. It was a great project that would have had a very positive impact on the neighborhoods in the area. However, the City did not do the leg work upfront to keep the neighborhoods apprised of the nature of the project nor the benefits that would result from the project. As a result, the residents fought the project and it was cancelled. He Teamed the importance of involving the community early on in a project so they are informed, supportive and can provide input to make the project better. The City missed an opportunity to develop a great area because it assumed the community would support it. The central lesson was, "Do not assume the community members will see and embrace the vision of a project if you do not spend the time educating them." As the City has changed to Budgeting for Outcomes, it has provided a new way of measuring the performance of the organization. They are able to compare their outcome with other cities across America. Funding is provided to those services that have had clear outcomes of meeting priorities. Mr. Morrill still monitors the individual performance of each employee. At the year's beginning, he discusses their strengths and weaknesses with them and makes a plan to accomplish their goals for the year. Their progress is checked periodically and another formal meeting is conducted at midyear. When asked about terminating employment, Mr. Morrill noted he has terminated the employment of several employees during his career. He tries to work with those who have performance issues through coaching and mentoring. Sometimes no improvements can be made. The person is simply in the wrong job from the point of view of skills or personality. It is hard to let people go under these circumstances but it has to be done. Ideally you can find a position in the organization that does suit the individual but that is not always a possibility. Those employees who misuse their privileges or break the law are very easy to let go. On one occasion he had to fire an individual in the parks department who was misusing public funds. Mr. Morrill sees the challenges facing the next Roanoke City Manager as: • Encouraging economic development that is a good fit with the community; • Finding ways to help the poor climb out of poverty rate; • Working with the school board to improve the City's schools; • Working with the community to improve the neighborhoods; and • Addressing code enforcement issues. If given the opportunity to serve as the next Roanoke City Manager, Mr. Morrill would spend his first six months doing the following: • Examining City's issues; • Learning the history of the City and its neighborhoods; • Listening to the Council Members' goals and vision; -7- December 20, 2016 - Page 252 Christopher Morrill • Familiarizing himself with staff's strengths and weaknesses; and • Assessing the City's financial position. Getting a proposed budget together quickly for the 2010 — 2011 fiscal year will be a priority. Mr. Morrill feels the new manager must be out in the community and transparent if he/she is to earn the trust of the community. When things are wrong, one must acknowledge that. They also need to be fixed without, to the extent possible, assigning blame. Citizens respect honesty. Also, good citizen engagement helps the residents feel they have a voice in the community. Mr. Morrill mentioned a citizens' academy that Savannah offered. It was an eight week course that focused on the different departments of the city government. He felt after this program the citizens had a better understanding and respect for the city government. They could see all the work that went into maintaining the City and the service the staff rendered in their behalf. Mr. Morrill has a good relationship with the media. In his current position as Assistant City Manager, he is not in the media much. However, when needed, he has stepped in for the City Manager. He has worked with both television and print. He understands the media play an important role. He is honest and straightforward with his answers. In his leisure time, Mr. Morrill enjoys being with his family, reading, biking, hiking and swimming. On occasion he has been a judge at swim meets. Reason for Wanting to Leave Current Position: Mr. Morrill is happy where he is but would like the opportunity to become a City Manager. He is in the peak years of his career and is ready to lead an organization. He has had the opportunity to work for and be mentored by an outstanding City Manager. He has also participated in the rebirth of Savannah. He wants to put what he has learned into practice in Roanoke. He just feels it is a great community, a community that has not realized its potential and a community he wants to Iive and work in. Most Recent Base Salary $150,000 base salary Adjectives or phrases Mr. Morrill used to describe himself': • Enjoys working with people, • Visionary, • Progressive, • Good sense of humor, • Values relationships, and • Builds consensus. -8- December 20, 2016 - Page 253 Christopher Morrill Interviewer's Impressions Energetic, experienced, competent, congenial, and straightforward. Intelligent and creative with a good sense of humor. Has an easy laugh and ready to be a City Manager. Interviewed by: Tiffany Gremmert Colin Baenziger & Associates -- December 20, 2016 - Page 254 Christopher Morrill Background Checks -10- December 20, 2016 - Page 255 Background Check Summary for Christopher P. Morrill Criminal Records Checks: Nationwide Criminal Records Search No Records Found County Chatham County, GA Durham County, NC No Records Found No Records Found State Georgia No Records Found North Carolina No Records Found Civil Records Checks: County Chatham County, GA No Records Found Durham County, NC No Records Found Federal Georgia No Records Found North Carolina No Records Found Motor Vehicle Georgia No Records Found Credit Excellent Bankruptcy No Records Found Education Confirmed Employment Confirmed -Il- December 20, 2016 - Page 256 Christopher Morrill Reference Notes December 20, 2016 - Page 257 Reference Notes Christopher Morrill Michael Brown, City Manager, City of Savannah, GA, (912) 658-3523 Mr. Brown hired Mr. Morrill in 1988. He recognized his strong skill set and wanted him to be a part of his management team. When Mr. Morrill went overseas to perform international services, Mr. Brown thought so highly of him that he held positions open for him. He simply wanted him back and on his team. Mr. Morrill is a very skilled manager and a remarkable person. He combines precise analytical skills with an upbeat and optimistic personality. He is diplomatic with those he serves and considerate to their wants and needs. Mr. Morrill's background makes him a strong candidate. He was in the Peace Corp for two years in Ukraine. He also spent time in Northern Ireland, Peru, and South Africa with the Kellogg National Leadership Program. He wrote a local government finance law for South Africa cities and modeled if after what local governments do in the United States. Mr. Morrill has led many redevelopment projects in Savannah. The redevelopment of Ellis Square is a recent one and involved redeveloping one of Savannah's squares that was first established in the 1700's. At some point, the square had been turned into a parking lot. Mr. Morrill noted that the lease was expiring and suggested the City redevelop the area as community square. He took the lead on the project and coordinated with developers and city groups. He also oversaw the financing of the project. The new community square is a huge success and is surrounded by shops and restaurants, and includes an underground parking structure. Another project Mr. Morrill headed was Savannah River Landing, a fifty-four acre undeveloped tract adjacent to the historic downtown. Mr. Morrill coordinated with the developers to include an expansion of the river walk, retail stores, two hotels, single family homes, restaurants, and office buildings. He was the manager of the public part of the project. He forecast the cost of the necessary infrastructure, worked with the developers, rallied the support of the County and schools, and also sold the tax allocation district proposal to the voters. The project is underway and is much anticipated by the community. Mr. Morrill listens well and is able to identify the essence of what someone is trying to say. He is a good communicator. He also is empathetic and patient. Often the City Council prefers to speak with him rather than the City Manager. He is easier to talk to and knows how to hold his ground. He is a good public speaker. He took a private sector speaker training course that monitored, criticized and improved his speaking skills. He is comfortable presenting. Mr. Brown, as the City Manager, spends most of his time working with the Council to keep their interests on track. They are often difficult and demanding. He is not able to do much of what he used to do as City Manager. The Metro Police Department also demands much of his time and attention. As a result, he has turned over much of the day-to-day management of the City to Mr. Morrill. That includes projects, budgeting, pension plan changes, and policy initiatives. Although, Mr. Morrill has not officially held the title of City Manager, in reality he has had more -13- December 20, 2016 - Page 258 Reference Notes Christopher Morrill experience in urban city management than some City Managers in other cities. He has dealt with a high poverty rate, a large area of public housing, and many inner city problems. Mr. Morrill is an ICMA (International City/County Management Association) Credentialed Manager. Through the ICMA he worked with an area in Indonesia to develop their tourism and the historical preservation of the Sultan's Water Palace Complex. This effort was to preserve and restore 50 acres of historic land. He helped the City get grant funding to restore the area. He also helped them write the first historical preservation ordinance. Along with the restoration of the Water Palace, a beautiful shopping corridor was created. Working with the largely Muslim country of Indonesia has educated Mr. Morrill. He was able to associate with the U.S. Ambassador to Indonesia and experience governmental processes in another country. Again, even though Mr. Morrill does not hold the official title of City Manager, he has the experience and skill set to take this position. Mr. Brown highly recommended him although it would be a huge loss to him personally and to Savannah to have Mr. Morrill leave. Adjectives or Phrases Used to Describe Mr. Morrill: • Strong family man, • Diplomatic, • Considerate, • Articulate, • Humble, • Well traveled, • Bright, and • Optimistic. Strengths: Analytical skills, financial ability and diverse experience. Weaknesses: None identified. Lise Sundrla — Executive Director, Savannah Development and Renewal Authority, Savannah, GA — (912) 651-6973 Ms. Sundrla has known Mr. Morrill since 2001. They have worked as colleagues. The Savannah Development and Renewal Authority is not a city department. As a separate entity they have coordinated economic development in the downtown area of Savannah. Mr. Morrill has been a critical component for much of the redevelopment in downtown Savannah. He has engaged the City and partnered with other agencies. He was integral to the planning efforts of Ellis Square. This area had been a historical square but was developed into a parking lot. He spent several years cobbling together the funding to restore the area to its original purpose of a public space. An underground parking lot was constructed along with several shops, restaurants and businesses. He was a guide and a mentor to the developers and to -14- December 20, 2016 - Page 259 Reference Notes Christopher Morrill the Renewal Authority on several issues and concems regarding the project. He also spent many hours working with the Council to gain its support. Mr. Morrill created strategic goals to focus on revitalizing the Martin Luther King corridor, once a premier historical African American neighborhood bustling with life. The placement of an overpass on 1-16 stunted the growth of the area and limited the access to other areas. He has pressed for the overpass to be removed. By doing so, our lost street connections and nine acres of developable land would be reclaimed. He has negotiated local option sales tax and capital improvement dollars to fund the project. He coordinated the efforts of the City, the Renewal Authority and other private entities to stimulate the integral corridor. Already, a full size grocery store has opened in the area. Another major project Mr. Morrill has orchestrated was Savannah Landing located in eastern downtown Savannah. The area has been underdeveloped since 1909. He secured the funds and involved the necessary agencies. The development links and compliments the historic downtown area. It also opens up connections to six lost streets and expanded the river walk 2,000 feet. Public squares were donated back to the City. Mr. Morrill petitioned for the first tax allocation to be used to support the economic development of the area. Oddly, when it is time to make a presentation to the City Council, the person who is best is Mr. Morrill. They often try to do things that are not in the best interest of the City. They rely on Mr. Morrill to give them honest criticism and advice. He can speak on their level. Ms. Sundrla trusts Mr. Morrill implicitly, which she considers a bold statement. She has approached him with personal and political issues. He has offered guidance and solutions to support her efforts. He is gifted with people. He respects others and in tum is well respected. He has excellent communication skills and is an attentive listener. Mr. Morrill would be a fine choice for City Manager. He is well qualified. He has the skills and the character to lead. Adjectives or Phrases Used to Describe Mr. Morrill: • Reliable partner, • Thorough planner, • Engaging, • Mentor, • Respected, and • Gifted with people. Strengths: Team building, vision, people skills, and communication skills. Weaknesses: None identified. -15- December 20, 2016 - Page 260 Reference Notes Christopher Morrill Lester B. Johnson III — Assistant City Attorney, City of Savannah, GA -- (912) 238-5100 Mr. Johnson has known Mr. Morrill since 2001. Mr. Morrill has a fine personality and a calm demeanor. He has a good rapport with the citizens of Savannah. He also has a good working relationship with his staff and with the elected officials. Mr. Morrill oversees the financial and budget concerns. He keeps a meticulous budget. One of the results is that the City has not needed to use any of its reserves since Mr. Morrill became the Assistant City Manager. As another of his responsibilities, he oversees the Recorder's Court. He makes sure the Court is making more money than the operating budget. He has worked closely with Mr. Johnson to find ways for the Court and the Judge to be more efficient. Mr. Morrill also oversees all problems with ordinance violations. One of the trickier situations involved the some wealthy and very powerful residents of an historic district and the Savannah College of Art and Design. The neighbors were not happy about having the School in their neighborhood and complained it violated the parking ordinance. The ordinance required that a certain number of off street parking spaces per building were required if the building was to be used and the school did not have enough spaces. Mr. Morrill investigated every building in the area and the school was not the only building without enough parking spaces. To preserve the historic district, satellite parking Tots were developed. Students were shuttled from them to the school buildings. Mr. Morrill communicated frequently with the neighbors and calmed their concerns. He demonstrated to them the financial importance the school to the City and how it brought millions of dollars to the community every year. He showed them that it was vital that they worked together. He was a good mediator between these two strong willed entities and was able to find a reasonable compromise. Mr. Morrill is well respected by the public. He often speaks in town meetings regarding the financial state of projects. A major project was underway to solve the City's drainage issues. He spoke often in the town meetings explaining the project's finances. Many citizens were concerned the funds would run out before it was completed. Mr. Morrill explained in clear terms the financial condition of the project and the status of the contingency funds. He responded well to the large crowd, spoke in simple terms and reassured them that the money was there to complete the effort. Mr. Morrill is designated to take over the City Manager's position when he is absent. He is also on call for every Council meeting to answer any questions or provide any financial information. Adjectives or Phrases Used to Describe Mr. Morrill: • Strong family man, • Competent individual, • Calm demeanor, • Good rapport with others, • Easy personality, and • Responsible. -16- December 20, 2016 - Page 261 Reference Notes Christopher Morrill Strengths: Financial skills, problem solving skills, and building relationships. Weaknesses: None identified. Kenneth Sadler — Former Alderman, City of Savannah, GA (912) 661-0484 Mr. Sadler has known Mr. Morrill since 2000. Mr. Sadler was an Alderman for four years. Mr. Morrill is bright and well educated. Even though finance had been his primary background, he has developed skills in other fields through his position as Assistant City Manager. He is a good leader and provides strength to his staff. Many of them lean on his expertise and ask for his advice. He mentors his staff and helps them grow. Mr. Morrill's primary skills are in finance and planning. He knows how to maintain the long term financial health of the City and has helped it weather the financial downturn. He did so through sound financial practices and thorough planning. He actually anticipated the financial problems and adequately prepared the City for them. He understands how to spend money responsibly and which services are capable of producing revenue. Mr. Morrill has a good relationship with each member of Council. He is responsive to their requests. They are willing to delegate to him because he follows up on projects and keeps them informed. He is straightforward and easy to talk to. Frequently Mr. Morrill has been easier to contact and work with than the City Manager. Mr. Morrill focuses on people. Whether it is a Councilman or a citizen of the community, he will take time to listen to the issues they raise and look for a solution. He has an optimistic demeanor that puts people at ease. He has a good grasp of city issues and a sensitivity to their importance. Adjectives or Phrases Used to Describe Mr. Morrill: • Smart, • Capable, • Good planner, • Strong financial background, • Understands communities, and • Relates well with people. Strengths: Organization skills and financial background. Weaknesses: None identified -17- December 20, 2016 - Page 262 Reference Notes Christopher Morrill Carol Bell — Central Services Director, City of Savannah, GA (912) 651-6401 Ms. Bell has known Mr. Morrill since 1994. They were colleagues when he was Budget Director and she now reports directly to him in his position as the Assistant City Manager. Mr. Morrill is a dedicated public servant. He focuses on serving the people and is often a voice for the underprivileged. He volunteers his time to support agencies which help needy citizens. The City has benefited from his strong financial background. He has improved the financial operations by utilizing his analytical skills and thinking beyond the norm. Mr. Morrill is a member of the Govemment Finance Officers Association (GFOA), has written finance articles and taught classes for the Association. Mr. Morrill is people oriented. He develops good relationships with entities outside the city government. He makes time to speak with residents and is well respected by them. He is an excellent communicator who can take technically complex issues and easily explain them to the common citizen. Mr. Morrill has been a fantastic liaison between the City and the County helping facilitate the merger of police departments. Both agencies had their own police departments and had been policing much of the same territory which was not very cost efficient. In 2003, it was decided to formally merge the departments within a year. The merger was complex and Mr. Morrill was a major factor in its success. He focused on the commonalities and the benefits this partnership would provide for the citizens. The two separate departments combined to become the Savannah - Chatham Metropolitan Police in 2005. Mr. Morrill is team oriented. He has been able to break down barriers, form unlikely partnerships and is creative. An example is a budgeting strategy he introduced to the City called Budgeting for Outcomes. Each department's budget is evaluated and projections are made based on priorities and results. Priorities were established by Council and Mr. Morrill then created seven results teams. Each team consisted of a broad base of global thinkers along with an expert member. For instance, the public safety team might have a member of the Fire Department or Police Department as an expert member. However, the team could also have members from Parks and Recreation, or Social Services. The result has been to bring the departments and their staff members together to accomplish the common goal of cutting costs and carrying out the elected officials' goals. Adjectives or Phrases Used to Describe Mr. Morrill: • Analytical, • Encouraging, • An advocate for the underprivileged, • Involved, • Experienced, and • Knowledgeable. -18- December 20, 2016 - Page 263 Reference Notes Christopher Morrill Strengths: Dedication to serving the public. Strong background and experience in local government. Excellent people skills. Weaknesses: None identified. Jim Burgess - Mayor, City of Social Circle, GA (770) 464-3366 Mr. Burgess has known Mr. Morrill since 1996. He works as a lobbyist for the City of Savannah and is also the Mayor of a small town in Georgia. As Mr. Burgess lobbies on behalf of Savannah to State Legislature, he relies on Mr. Morrill to provide him with pertinent financial information. Mr. Morrill gives him impact research and analysis reports related to specific pieces of legislation. He creates slides, charts, and graphs for Mr. Burgess to present to the State. He is quick to respond to Mr. Burgess' needs and provides him with thorough information. Mr. Morrill is bright and well educated. His staff members have a high regard for him and value his high morals. He has strong people skills and is not overbearing. He is very easy to work with because of his first-rate personality. Mr. Morrill has a good relationship with the governing body. He is very astute about political relationships. They may often disagree, but Mr. Morrill knows when to push and when he must submit. The Council can sometimes be more involved in day to day operations than they should. Mr. Morrill has successfully managed working with this group of individuals. Mr. Morrill has worked on several successful projects in the community. He focused on cleaning up certain rundown areas and providing renewal in low income communities. One downtown renewal project included a parking facility, the expansion of the river walk, and added retail space. His financial acumen has been a big asset in making these projects successful. Mr. Morrill has worked under a superb City Manager. He has been fully exposed to his skills and learned much from emulating them. He has academic training and has managed a diverse city. Advancing to City Manager would be an ideal step for him, and the timing is right. Adjectives or Phrases Used to Describe Mr. Morrill: • Good personality, • Strong academically, • Not overbearing, • High morals, • Bright, and • Quick to respond. -19- December 20, 2016 - Page 264 Reference Notes Christopher Morrill Strengths: People skills. Weaknesses: None identified. Dick Evans - CFO, City of Savannah, GA (912) 651-6440 Mr. Evans has known Mr. Morrill since 2001. They have worked together monitoring the finances of the City. Mr. Morrill has a strong background in budgeting and knows how to balance a budget. He is very precise and concerned with numbers. Mr. Morrill is very good at keeping others informed. He is open, clear, and direct in his communications. He knows how to word financial reports in ways that are understandable to anyone. He is a good consensus builder. He welcomes the input of his staff, keeps them informed,. He then creates the appropriate solution to the problem. Mr. Morrill pitched the idea of a new budgeting process to the City. It is called Budgeting for Outcomes. He authored this process of establishing priorities first, then budgeting to finance the services which address those priorities. This new process has had the added bonus of organizing all departments to work toward a common goal. Mr. Morrill developed good relationships with other entities outside the city govemment including the Chamber of Commerce, the historic community, developers, and other organizations. He represents the City well and has high standards. Mr. Morrill would make a very good City Manager. Adjectives or Phrases Used to Describe Mr. Morrill: • Methodical, • Personable, • Analytical, • Technically strong, • Competent, and • Works well with people. Strengths: Financial skills. Weaknesses: None identified. -20- December 20, 2016 - Page 265 Reference Notes Christopher Morrill Chris Miller — Creative Economy Consultant, Savannah, GA (912) 484-7192 Mr. Miller is a resident of Savannah and an entrepreneur. He has known Mr. Morrill since 2001. Mr. Morrill has proven a tremendous support and vital contact for Mr. Miller. He helps facilitate Mr. Miller's efforts by being accessible and getting involved in his projects. Mr. Morrill returns calls and follows up. He is open to new ideas and is supportive whenever he feels it will benefit the community. He focuses on results, not on politics. He takes on a role beyond simply handling the paperwork. He sees the whole community as a team. He uses his influence in the government to help outside projects succeed, projects that benefit the community. He understands that, if he helps outside agencies better the community then the pressure on the City to provide these services or changes will lessen or, alternatively, there will be more money to ay for the services. Mr. Morrill is very patient. He has a pleasant approach to handling difficult situations. Whenever issues become politically charged, he is able to calm the waters, allowing the real issues to become clear. He listens willingly and is open to reconsideration of any preconceived ideas. His goal is to align the community so it can be the best it can be. At times, Mr. Morrill has had to work with people who do not have the best interests of the City in mind. The options in dealing with such people are either: refuse to work with them, or work with them and realign their interests. Mr. Morrill has been a very positive influence and has a talent for turning negative intent into positive results. As an example, the Savannah River landing is a 100 million dollar project proposed for the development of 54 acres in the downtown area. The developer had planned to create a gated community of single family homes. Mr. Morrill recognized the importance of developing this area. However, he did not feel a gated community would adhere to the historical sense of the area, nor would it be the best use of the land. He was able to convince the developer to make changes which would benefit them and the City. The project now consists of a 5 -star hotel and spa, several luxury condominium towers, 17 single family riverfront homes, 11 blocks of single family town homes, retail stores, restaurants, art galleries and office buildings. Also, the public squares were donated back to the City. Both the developers and the City will greatly benefit from this project, which is currently under construction. Mr. Miller knows of a major developer out of Atlanta who has taken a special interest in Savannah. He expressed to Mr. Miller that he has chosen Savannah primarily because Mr. Morrill has always been willing to talk to him about his investments. He returns his calls and helps him solve his problems. Encouraged by his interactions with Mr. Morrill, the gentleman will keep investing in the region. Mr. Morrill deserves the opportunity to move up from his current position as an Assistant City Manager. He needs the freedom to bring about good things. It will be a large loss for the City of Savannah if he is chosen by another municipality, but he will make an excellent City Manager. -2 1 - December 20, 2016 - Page 266 Reference Notes Christopher Morrill Adjectives or Phrases Used to Describe Mr. Morrill: • KnowIedgeable, • Resourceful, • Efficient, • Possessing integrity, • Professional, and • Timely. Strengths: Ability to work with outside agencies and create cohesion. Weaknesses: None identified. Beth Robinson, Human Resources Director, City of Savannah, GA, (912) 651-6925 Ms. Robinson has worked with Mr. Morrill since 1995 and reports directly to him. Mr. Morrill's strength is in finance. He is well respected and has been nationally recognized for his work by the Government Finance Officers Association (GFOA). He has also been a member of various committees in the financial community. Although finance is his specialty, he has shown himself able to learn skills in many areas and to contribute in those areas. Mr. Morrill is a team player. Rather than receive all the credit, he wants to see his whole team be praised for their efforts. He values his staff and their talents. As a manager he knows how to help redirect those who are not team players so they learn to collaborate. He is sincere, concerned, and involved. He is a visionary. He can see where the City needs to go and how to get there. One of the most significant changes Mr. Morrill has made is called Budgeting for Outcomes. He has been the driving force and visionary behind this new method of doing business. It has taught the City to look at its services form the citizens' perspective and understand what services they value. Mr. Morrill has also set up the priority teams. He chose individuals whose vision went beyond their immediate area. He was very successful in identifying their strengths and values. He ensured the teams were a truly representative of all citizens: young and old, male and female, African American and Caucasian. The new budgeting process helped bridge a 15 million dollar shortfall. Customer service is important to Mr. Morrill. He focuses his team's efforts on providing good service and lives up to that expectation himself. He does not use his position as Assistant City Manager to avoid serving individuals. He takes time to speak with citizens and to help them. He does not like conflict, but knows how to deal with it. He handles problems head on. Mr. Morrill is a good presenter. He is comfortable in front of employees, citizens, and the Board. -22- 0 December 20, 2016 - Page 267 Reference Notes Christopher Morrill Adjectives or Phrases Used to Describe Mr. Morrill: • Sincere, • Involved in the community, • Professional, • Articulate, • Genuine, and • Earnest. Strengths: Team building, vision, and good management skills. Weaknesses: None identified. Jenny Payne, Management Services Coordinator, City of Savannah, GA, (912) 651-6420 Ms. Payne has known Mr. Morrill since 2005. She reports directly to him. He has been a strong leader and is the heart of the organization. He allows his employees to grow without boundaries. He trusts them and encourages them to do their work. He creates an environment in which the staff want to work hard for him and produce their best work. He is a very qualified individual and often acts as the City Manager when that person is absent. When making a decision Mr. Morrill collaborates with his team to make the best decision for the community. The results may not always be successful based on some traditional measures of achievement, but they do represent the best interests of the whole community. That is his focus. The City Council respects Mr. Morrill. They seem to respond to him better than they do the City Manager. Mr. Morrill speaks to each of them using their proper title. He understands they are the most important decision making body in the community so he addresses them professionally and with respect. Mr. Morrill is very responsive. He quickly returns phone calls. He spends time with residents, often listening to their issues when the problem could possibly be handled by someone else. He is sensitive and in tune. When holding a discussion with someone, he will get up away from his desk to sit at a table, without his phone or Blackberry, so they can talk without distractions. Mr. Morrill often plays the role of mediator. In one instance, some time ago, the Economic Development Authority was having an awards ceremony in a public place. Savannah Gay Pride group was also in the area handing out flyers. Police who were monitoring the ceremony asked the group to leave. Mr. Morrill was called regarding the situation. Although the Police Chief should have been the one to handle the situation, Mr. Morrill understood the political sensitivity needed. He met with the group and the Police Chief to explain and monitor the discussion. He helped the group understand that the police would have asked any group to leave the venue had the situation been reversed. The request of the Police was meant as an attack against their -23- December 20, 2016 - Page 268 Reference Notes Christopher Morrill specific group. He was successful in calming this group. He even arranged for the Economic Development Authority to follow up with the group and express its regrets. As explained in earlier references, Ms. Payne mentioned his implementation of Budgeting for Outcomes. This new program has led to collaboration across departments. Another project Mr. Morrill facilitated was a 54 acre development of land adjacent to the historical downtown district. As also previously noted, the owners of the land had wanted to create a gated community. Mr. Morrill was able to convince them that sort of development would not be the best use of the property or nor would it be fit well with the historic downtown area. Together they came up with a plan to develop the area for mixed use, including single family homes, the extension of the river walk, retail spaces, and public squares. A tax allocation district was created, and forty percent of the land was donated back to the community. The owners of the property are very happy with the plan and how it will best meet the needs of the community. The project is in development now. The Master Planning for this project received the 2009 Charter Award from the Congress of New Urbanism and the 2009 Excellence in Government Finance Award from the Government Finance Officers Association of the United States and Canada. Mr. Morrill has been the Chair for the Leadership Savannah Board of Directors since 2007. Leadership Savannah is an organization that sponsors community Ieadership, networking, and training. Each year a group of thirty people is selected to participate through an application process. The group reflects the diversity of the community and consists of people from every sector. Mr. Morrill is well respected in this arena. He makes it a priority to participate in their events. Adjectives or Phrases Used to Describe Mr. Morrill: • Leader, • Encouraging, • Team player, • Genuine, • In tune with people, and • The heart of the organization. Strengths: Leadership skills and people skills. Weaknesses: None identified. Robert "Bob" Bartolotta, City Manager, City of Sarasota, FL, (941) 954-4109 Mr. Bartolotta has known Mr. Morrill since 1989. He was the Assistant City Manager in Savannah when Mr. Morrill was the Senior Management Analyst to his office. -24- December 20, 2016 - Page 269 Reference Notes Christopher Morrill The City has greatly benefited from Mr. Morrill's financial skills. He negotiated a Local Options Sales Tax shares for Savannah along with those of Chatham County, and six other municipalities. He has devised employee incentives measured by productivity, and authored a bonus plan. He is an excellent writer and has published several articles regarding finance. He is a dedicated worker. Mr. Morrill knows how to simplify complex issues. He can diffuse a heated situation through his patience and calm demeanor. He has a strong moral compass and stands firm in what he believes. He is an advocate for customer service. He has provided training to his staff in customer service. He listens to citizens' complaints and will work with them to solve their problem. He follows up with each citizen to check on the progress of the solution. Mr. Morrill's communication skills are excellent. He is very talented at talking people through issues and building consensus. He has a excellent vision of the big picture and how to coordinate the efforts of his team. Mr. Morrill is well prepared to be a City Manager. He manages eleven department heads including Budget, Audit, and Information Systems. He interacts with the Council every day and is well respected by them. He has excellent people skills. Adjectives or Phrases Used to Describe Mr. Morrill: • Visionary, • Consensus builder, • Focused on people, • Hard worker, • Ethical, and • Excellent writer. Strengths: Diplomatic skills, people skills, vision, and customer service oriented. Weaknesses: None identified. Gregg Schroeder, President, United Way, Savannah, GA, (912) 308-3810 Mr. Schroeder has known Mr. Morrill since 2002. Mr. Morrill is an active member of the United Way Board of Directors. He is very enjoyable to work with because he has a genuine personality. Mr. Morrill has been a good partner to the United Way. He has been a key player in the success of several projects. One such project involved addressing the need for quality early childhood education. Savannah has a high drop out rate. To combat the problem, the United Way wanted to create a positive educational path for young children through use of a child care center. -25- December 20, 2016 - Page 270 Reference Notes Christopher Morrill The community did not have one. United Way teamed up with a local construction equipment company, JCB Inc. to develop a nationally accredited child care center. Mr. Morrill joined with them as a City representative. JCB and United Way provided the funding for the project, and the City provided the infrastructure for the center. Mr. Morrill shared the same vision as the United Way and used his resources and talents to bring their projects to successful completion. Mr. Morrill is a key person in the city government. Often staff or citizens will approach him rather than the City Manager. He takes anyone's call and listens sincerely. He is very likable and easy to work with. He has masterminded the financial stability of the City. His implementation of the Budgeting for Outcomes method has been a great success. In town hall meetings, Mr. Morrill is very good on his feet. He treats others with dignity and respect. He patiently listens to their complaints. Even when Mr. Morrill has to bring bad news to neighborhood associations, he is able to explain the reasons in a manner that helps them understand. He has good rapport with the general public because he responds to their needs. Mr. Morrill is experienced and well qualified to be a City manager. He is a hard worker and a positive person to be around. Adjectives or Phrases Used to Describe Mr. Morrill: • Thorough, • Accomplished, • Outcomes focused, • People oriented, • Optimistic, and • Realistic. Strengths: Team player, vision and dedication to serving the community. Weaknesses: None identified. Prepared by: Tiffany Gremmert Colin Baenziger & Associates -26- December 20, 2016 - Page 271 Christopher Morrill Internet Research December 20, 2016 - Page 272 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) November 6, 2009 ENMARK, CITY TO TRY FOR COMPROMISE Author: LESLEY CONN A rezoning request for a planned Enmark station is being delayed two weeks so city officials and Enmark representatives can try to develop a compromise to appease residents dead -set against the station. Poplar Place residents are worried the rezoning will allow Enmark to build a convenience store and pumps at White Bluff Road and Hampstead Avenue, which will further push commercial development into their residential neighborhood. Several City Council members at Thursday's meeting expressed their support for Enmark, which has promised to build a store that would use subdued colors, low signage and other design elements to better blend with the residential neighborhood. Alderwoman Edna Jackson said she disagreed with City Manager Michael Brown's initial recommendation to deny the rezoning. "That corner has been an eyesore for years," she said. "Anything would be better." Aldermen Tony Thomas, Van Johnson and Jeff Felser concurred. As council members debated the rezoning, Alderman Clifton Jones repeated and expanded on an allegation from one of the residents. He stated that Ben Farmer, a local real estate agent and member of the Metropolitan Planning Organization, had an agent who had sold the property to Enmark. Alderman Van Johnson called the allegation "very unsettling," and Mayor Otis Johnson directed city staff to investigate the claim. He was uncomfortable that the statement had been made publicly, he said, and said if found untrue, it would be corrected publicly. Farmer, reached after the meeting, said the claim was untrue. He once had a listing on the property, but it expired with no sale. "We had nothing to do with that transaction. If I had I would have disclosed it." Farmer and Jones spoke late Thursday, and the alderman said he will issue a public apology. "I'm prepared to do that at our next meeting," Jones said. In other action, the council: - Did a first read on a revised, proposed ordinance that would require mandatory alcohol server training, registration and permitting. The council had been struggling with how broad the ordinance should be, and after discussion determined it would not expand the requirement to include all hotels, restaurants and other businesses that serve alcohol. Most of the problems with underage drinking center in nightclubs, they agreed, so other establishments would only be forced to comply if they were cited for alcohol-related issues. - Because of lower sales tax revenues, the city is anticipating receiving $33 million less in special purpose local option sales tax money, which helps fund projects like the Forsyth fort renovation, drainage projects, park improvements and similar work, Assistant City Manager Chris Morrill told council during its workshop. -28- December 20, 2016 - Page 273 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order The city had been expecting $160 million, but more likely will receive about $130 million. That will require reviewing the city's list of projects and delaying some of them, Morrill said. Council members did a preliminary review of dozens of projects, but will do a more detailed review of projects at its upcoming budget retreat, which is scheduled for Nov. 30. Morrill also showed council that because of lower revenues, the city is reducing by several million dollars the amount of money it sets aside in its general fund for capital improvements. From 2006 to 2008, the city spent about $5 million. This year, it set aside no money in the fund, and for 2010, plans to set aside $1.6 million. Because of the reduction in funds, the city will concentrate only on needed maintenance projects with those monies. - The council got an overview of the proposed Historic District Ordinance. Once passed, it will provide specific guidelines for building height, design standards and the approval process for new structures in the district. Brown called the public input and review process "one of the most exhausting" the city has undertaken. Council will consider the ordinance on first reading at its Nov. 19 meeting. -21- December 20, 2016 - Page 274 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) September 25, 2009 BEST, WORST OF TIMES LOCAL ECONOMY 'RIGHT IN SYNC WITH REST OF STATE, NATION Author: ARLINDA SMITHBROADY Economic growth in the Savannah Metropolitan Statistical Area, which includes Chatham, Bryan and Effingham counties, significantly slowed in 2008, according to data released Thursday by the U.S. Department of Commerce's Bureau of Economic Analysis. Out of 366 metropolitan areas, Savannah ranked 144 with a Gross Domestic Product growth rate of 0.2 percent. "These statistics suggest that the Savannah area profile is right in sync with the rest of the state and the nation," said Jeffrey Humphreys, director of the University of Georgia's Selig Center for Economic Growth. "This recession was really tough on the entire region, and recovery will be slow." The slowdown in economic growth didn't just affect this region, data showed. About 60 percent of metropolitan areas saw economic growth slow down or reverse. Real Gross Domestic Product growth slowed in 220 of the nation's 366 metropolitan statistical areas last year, from 2 percent in 2007 to 0.8 percent in 2008. Downturns in construction, manufacturing, finance and insurance restrained growth in many metropolitan areas, including Savannah, with government spending showing the most growth. "No one was really surprised by the data," said Chris Morrill, Savannah assistant city manager. "We knew the recession hit us harder and later than a lot of areas." And although it's down from previous years, the city is doing better than the state as a whole, which saw slightly negative growth at -0.6 percent. "We're investing our very limited resources in economic growth and quality of life," Morrill said, "and what's a more important quality of life issue than jobs?" -30- December 20, 2016 - Page 275 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Business in Savannah (GA) September 16, 2009 CITY PROJECTS WOULD HELP DOWNTOWN MERCHANTS Author: ARLINDA SMITH BROADY During a meeting of the Downtown Business Association last week, Savannah Assistant City Manager Chris Morrill outlined developments designed to help the association's members and others. The first step in unifying economic development efforts was to unify the city logos, Morrill said. So the city commissioned a new logo based on the city squares. "It's uniquely Savannah, and it ties all the departments together," Morrill said. Another important step, he said, was to grow population. So the city annexed enough land to increase its area by 40 percent. "We were losing population for the past 30 years," Morrill said. He compared Savannah's fate to Detroit, where residents moved to the suburbs, causing the city to raise taxes to fight crime and urban blight. Now, several plans are in the works, including developments around Ellis Square and the fort under construction in Forsyth Park. The Whitaker Street Garage, which lies beneath the square, has been in use since October 2008. To break even for operations and debt service, the garage must make $1.3 million this year, said Sean Brandon, director of the city's Mobility and Parking Department. By the end of July, revenue figures for the Whitaker Street Garage are at $766,000. "We'll probably make our projections," Brandon said. "It's feast or famine.... Some weekends we clear as much as $10,000, and others the garage is nearly empty." The above -ground portion promises to be people friendly. "It will be the only square with a building on it," Morrill said. There will be a hospitality center and permanent restrooms. One of the most fanciful features is the fountains with 12 -foot water jets that can project 260 colors of LED lights. Those fountains can be tumed off, and the square is wired to accommodate concerts and other forms of outdoor entertainment. It can hold about 1,000 people and will have tables and chairs instead of benches. "Benches aren't good for interaction," Morrill said. "We want this to be a place to gather and be with friends and family." As for the fort at Forsyth Park, a temporary band shell will accommodate concerts, plays and other events but can be disassembled for everyday use. When the band shell isn't in use, fountains similar to ones at Ellis Square will be in place. "We envision a very family -friendly atmosphere where kids can play and parents can relax," Morrill said. A restaurant leased by the Kessler Group, owner of the Mansion on Forsyth, and "the best bathrooms in town" will be another draw. These projects and others are part of the city's plan to partner with businesses to create a prosperous region. "We need to move away from the mentality that citizens and businesses are customers," Morrill said. "We need to work toward partnerships. The way to get out of this recession faster is to build community relationships." ..31 - December 20, 2016 - Page 276 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) September 9, 2009 MORE CITY BUDGET CUTS COMING AS REVENUES FOR 2010 LOOK LOWER, TEAMS OF SAVANNAH CITY EMPLOYEES PROPOSE CUTS TO SERVICES, DEPARTMENTS Author: LESLEY CONN The city of Savannah is looking at further reducing staff, merging offices and ending some services - decisions that will be made in the coming weeks to trim another $3 million in spending by the end of the year. The bleak prospect for 2010 will further spur spending cuts. City budget analysts already see a $10 million decline in general fund revenue compared to 2009, sales tax revenue remains unpredictable and property assessments that generate the bulk of city income have been ordered frozen until 2011 by the legislature. One of the more visible city services being evaluated: Ending the Savannah -Chatham police department's mounted patrol unit. Officers would be rotated into patrol cars to fill vacancies. "We're questioning everything," said Assistant City Manager Chris Morrill. "If it was just about today, we'd be OK, but the problem is we don't know about revenue for the rest of the year." A lower city revenue base, he said, is likely going to stay lower for the next 10 years, which will require the city to re-examine its spending. The city already has reduced spending by about $12 million this year to offset lower revenues. That largely has been accomplished by leaving non- essential jobs outside public safety vacant. Nearly 200 of the city's 2,600 positions are unfilled. Bret Bell, the city's director of public information, said the city is continuing to look at eliminating positions, but "we're not looking at mass layoffs." BUILDING A BUDGET Many of the spending cuts for the 2009 budget will be implemented immediately and will be handled as part of day-to-day operations. Others, such as a proposal to end the mounted patrol unit, have evolved as teams of city workers participating in a new budgeting process for 2010 evaluate city services. The teams are evaluating services under a variety of umbrellas, such as neighborhood vitality, public safety, health and environment, poverty reduction and economic development. City Manager Michael Brown will use their recommendations to build the city's proposed budget in October. That will be presented to City Council members, who will evaluate the proposal and can mandate changes before approving the budget in a series of public hearings. That, too, shows a lean year ahead. The proposals the teams received for city services totaled $221 million, but the projected revenue available for them equaled $214 million. LOOKING FOR SAVINGS Among some of the other cost-saving measures: -32- December 20, 2016 - Page 277 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order - A employee task force created to find savings in city mowing services identified $627,000 in cuts. Some was achieved by notifying citizens who had "tree lawns" - grassy strips between their street and sidewalk - that the city no longer would trim them. But larger savings were found by not hiring seasonal staff, reducing mowing frequency along streets, cutting back on plantings and using in-house staff to maintain Laurel Grove Cemetery rather than fill a maintenance contract. Small outlying parcels will be contracted out, Bell said, which will cost less than hauling the city equipment as far south as Coffee Bluff to trim a small lot. - Consolidating fire and police dispatch services by Jan. 1. The primary reason, Morrill said, is to improve services, but some cost -savings are anticipated. - Merging offices and employees. The Citizen Office, which coordinates public notices to neighborhoods during Targe city projects and other city initiatives, will merge with the Public Information Office. Susan Broker, director of the Citizen Office, is filling an administrative position in the city manager's office left open since Sean Brandon, the former assistant to the city manager, became the city's director of mobility services and parking in April 2008. Three staffers under her will move into Bell's office, and by November, the city no longer will pay rent at an office on Oglethorpe Square. Annual savings: $15,000 in rent. "There are talks about doubling up other offices, and even though there may not be a personnel reduction, there are reductions in rent, in office equipment and other resources," Broker said. "Basically, everyone in the city is going through their budget and looking to see what they can do without at least for the next year." -3- December 20, 2016 - Page 278 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) June 19, 2009 CITY STANDS BY RIVER PROJECT OFFICIAL SAYS 520 MILLION OBLIGATION FOR SAVANNAH RIVER LANDING STILL A 'GO' DESPITE FLAGGING ECONOMY Author: LESLEY CONN, 912-652-0326, lesley.conn@alsavannahnoiv.com The city of Savannah isn't backing away from its commitment to Savannah River Landing, even as the economy challenges the waterfront development and the city budget. At a City Council workshop session Thursday, Assistant City Manager Chris Morrill outlined the $20 million in road, drainage and other improvements the city will undertake. That money will come from revenue collected from a special tax allocation district established around the riverfront development. Alderman Tony Thomas was the first to question why the city was proceeding during the uncertain economic times, especially given that from a public safety standpoint, President Street and General McIntosh Boulevard have been issues for years. He said he supports the project but added: "This raises a question for me. I've never seen us push an issue this hard." The improvements, Morrill said, are about more than public safety. "Savannah River Landing cannot really have any economic development until we deal with President Street," he said. Aldermen Van Johnson and Jeff Felser later said they believe the city is sending mixed messages about the development. "It was always my understanding of them as being mutually exclusive projects," Johnson said. "Today I got the impression they are tied together." Savannah River Landing's developers have invested $60 million in site improvements, Finance Director Dick Evans said, and the $1.4 million in debt service the city is paying annually is still manageable and worth it to honor the private developer's investment. The mixed-use residential/commercial and retail development has a total estimated price tag of $800 million, and it promises to redefine more than 40 acres of the waterfront just east of the Marriott Savannah Riverfront hotel. As part of the original development agreement for Savannah River Landing, the city had signed off on elevating and widening President and General McIntosh and straightening a section of McIntosh. A second phase of President Street improvements, which include building a bridge over railroad tracks, was not part of the agreement. In trying to secure federal stimulus funds for that phase, city officials emphasized its hurricane evacuation and improved safety features. "I saw no difference in the plan as it was proposed all along," Alderwoman Mary Osborne said. "That's a major development. Nobody's going to walk away from that." -34- December 20, 2016 - Page 279 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order The improvements along President help not only Savannah River Landing but also other planned commercial and residential developments on the south side of the road, Osborne and city officials said. Should Ambling Cos., the developer, fail to move forward on its investment, City Manager Michael Brown said, the city would have a site with improved roads, drainage, a riverwalk and established water and sewer lines. He and other city officials said they were confident Savannah River Landing would remain viable and were confident vertical construction would begin next year, as company officials have stated. Savannah River Landing continues to operate from trailers on the site. On Monday, the project plans to unveil a new Web site, said Kate Freeman, the company's marketing and community relations manager. Sales efforts continue on the residential, commercial and retail front, but she said she could not disclose any information about whether any new commercial or retail clients had been signed up. "The economic times have certainly been a lesson in patience for us," she said. "But we're still committed to the original vision of the project." December 20, 2016 - Page 280 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) March 27, 2009 SAVANNAH TIGHTENING ITS BELT COUNCIL TOLD BUDGET COULD BE SHORT BY $9 MILLION Author: LESLEY CONN, 912-652-0326, lesley.conn@savannahnow.com One out of every 10 city positions is going unfilled as the city of Savannah deals with declining revenues expected to total $9 million. The city has left open 250 positions and by year's end expects to have 330 positions vacant, said Chris Morrill, the city's assistant city manager over financial services. Those openings so far have saved the city $I.6 million. A team of city administrators reviews any job positions to determine if it needs to be filled. Only lower -level police and fire department jobs are exempt from review so that public safety needs will continue to be met. The city employs about 2,500 workers. Other teams of employees are examining key aspects of city operations to look for further cost-cutting measures, but city leaders cautioned the City Council on Thursday that the shortfall could be higher than anticipated. One factor that could change the financial projections is any changes the state legislature may pass regarding property and sales tax collections. "Bottom line, we may need to cut $10 million to $15 million," City Manager Michael Brown said. "I hope it's not $20 (million)." Revenue reports from the first two months of the year show collections down in some key areas, Morrill said. February sales taxes are down $388,000 from the same time in 2008, and hotel/motel taxes for February are down $191,432. Building inspection fees are down $169,113. Some key areas are doing better than expected. Recorder's Court fees were $142,148 above projections, and water and sewer tie-ins - an early indicator of new building - are about $100,000 above projections. In February, the city collected $600,000 in tap -in fees. Morrill's budget presentation came during a council workshop. During council's regular session, they took the following action: - Passed a resolution to be sent to the Georgia Department of Transportation restating the city's top priorities for transportation projects. None of the city's priority projects was included in the first round of federal stimulus projects the state selected. Their top item for the second round will be the widening and elevation of President Street, a $36 million project. Council members also asked that local congressmen and groups such as the National League of Cities get a copy as well so they could see that stimulus money was not making its way past Atlanta. - Asked city staff to return within 60 days with recommendations for instituting a registration and card system for bartenders and servers, as well as stiffer penalties for minors who try to buy alcohol. -36- December 20, 2016 - Page 281 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order - Approved a contract for $1.5 million for curbs, gutters, underground storm drainage and pavement improvements in Femwood, a neighborhood near Savannah State University. The project has been on the city's to-do list for several years. - Granted a liquor license to the owners of Sweet Melissa's, 35 Whitaker St. Owner Denise White Fipkin agreed alcohol would be served only to dine -in customers. City officials had been worried customers would be allowed to drink and congregate outside, which would contribute to pedestrian traffic problems at the busy intersection. -37 December 20, 2016 - Page 282 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) February 25, 2009 CITY PREVIEWS STIMULUS SPENDING COUNCIL MEMBERS LIST $422 MILLION IN ELIGIBLE PROJECTS, RANGING FROM TRANSPORTATION TO JOB TRAINING AND DAY CARE Author: LESLEY CONN, 912-652-0326, lesley.conn@savannahnow.com The city of Savannah has identified $422 million in local projects and programs that could be funded under the federal stimulus package. Entries include $50.7 million for widening and elevating the President Street Extension, $30 million to upgrade Savannah -Chatham police headquarters on Habersham Street, $182,300 for a downtown day care center and $100,000 for an electricians training institute. Now city leaders have to determine which projects should have the highest priority - and which will have the greatest chance of being deemed worthy by the 13 federal departments that will award funding to competing projects that will pour in from across the nation. All the projects under review are considered "shovel -ready," meaning work - and the workers who would be hired - would start quickly. Assistant City Manager Chris Morrill said the city was ahead of the game because of its five-year capital improvement planning, which would drive what the city submitted. "It's a shotgun approach," he said. "Those who will be successful will be flexible ... and will be able to mold their project to fit the criteria." -38- December 20, 2016 - Page 283 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) February 24, 2009 CITY, COUNTY DISPUTE JAIL BILL SAVANNAH, CHATHAM WORK TO RESOLVE $600,000 IN CHARGES Author: ERIC CURL, 912-652-0312, eric.curl(alsavannahnow.com The time it takes Savannah to reimburse Chatham County for costs associated with housing jail inmates has some county officials concerned. City officials say extra time is needed to scrutinize the county's error -filled monthly bills. According to an intergovernmental agreement, Savannah is supposed to pay the county $35 per day for each inmate arrested in the city. Bills are to be sent and paid monthly, but a back and forth between the two governments regarding certain charges has delayed the process. The delays have been a recurring challenge and county officials are trying to speed up payments, said County Manager Russ Abolt. "It's money we feel we're due," Abolt said. Some county commissioners voiced concerns after no reimbursements were received after the first quarter and only a small portion of the amount budgeted had been received after the second quarter, which ended Dec. 31. Abolt attributed the delay to the time the city takes checking the bills. On average, it takes two to three months from the time the Sheriffs Department sends an initial list of jail fees until the final bill is sent, said Linda Cramer, county finance director. A final bill for August, September and October did not get sent until January, Cramer said. Once the bill is sent, Savannah typically pays in two to three weeks, Cramer said. Savannah paid the county about $1.3 million last year for inmate housing, she said. About $404,000 has been received this year. "When we have an accurate bill, we pay it," said Assistant City Manager Chris Morrill. But accuracy is not typically the case, Morrill said. Between 2003 - when the agreement became effective - and 2007, more than $640,000 worth of errors were discovered, Recorders Court Director Prince Johnson said in a memo regarding the issue. An average of 10 percent, or almost $10,700, worth of errors is found each month, Johnson said. Sheriff Al St Lawrence and Jail Administrator Col. McArthur Holmes said there are disagreements regarding certain charges. The city may refuse to pay for a city inmate once another jurisdiction places a hold on that inmate, Holmes said. The city should still pay the bill, he said. The day an inmate is "bound" to the courts is also commonly a matter of dispute. City officials say inmates are often classified as city prisoners when the arrest actually took place in the unincorporated county. The county has no similar complaints from the other municipalities, St Lawrence said. Other municipalities may return their rosters more quickly, but their bills consist of only a small fraction of the bookings reviewed by Savannah, Johnson said. Savannah typically reviews an average of 930 inmates and more than $100,000 in charges, while Garden City was invoiced an average of about $5,600 in charges for the first 10 months of 2008. The county proposed having the city pay an average advance each month to speed up the process. Depending on the actual expense, the city would later be credited or charged. City officials declined. The county should work on fixing the errors before the city should have to pay an incorrect bill, Morrill said. -39- December 20, 2016 - Page 284 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Entrepreneur August 2008 GFOA's new president-elect and executive board.(Government Finance Officers Association) (Paul A. Macklem, Catherine R. O'Connor,) The Government Finance Officers Association is governed by an 18 -member executive board, which consists of 15 members -at -large serving staggered three-year terms, the current president, the previous year's president, and the president-elect. At the association's annual meeting in June, GFOA members voted for a slate of nominees for president-elect and five new members -at -large, each of whom is profiled below. [Note: We have included only the information for Christopher Morrill who was appointed as an at -large board member.] CHRISTOPHER P. MORRILL Assistant City Manager --Management and Financial Services City of Savannah, Georgia Chris Morrill has been a GFOA member for 17 years. He is a member of the GFOA Committee on Economic Development and Capital Planning and also served on the GFOA Committee on Governmental Budgeting and Fiscal Policy from 1994 to 1999. Morrill has been an instructor for various GFOA training seminars including Budgeting for Budget Analysts, Capital Budgeting, and Best Practices in Budgeting. He also reviews budgets for the GFOA's Award for Distinguished Budget Presentation Program. He has spoken on issues including economic development at GFOA annual conferences as well as at Florida and Georgia GFOA conferences. He has also written articles for the Government Finance Review. Morrill shares his expertise internationally He was a municipal finance advisor to the South African National Treasury and a Peace Corps volunteer in public finance in Ukraine. He is a Fellow of the Kellogg National Leadership Program. In Savannah, he instituted annual five-year financial planning and five-year capital planning, reducing the tax millage rate by 27 percent in 10 years. -40- December 20, 2016 - Page 285 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) July 19, 2008 CITY MULLS HIKE ON TAX REVENUE, RISING FUEL COSTS GAS PRICES, LOWER REVENUE BEHIND SAVANNAH'S CONSIDERATION AGAINST ROLLING BACK PROPERTY TAX FOR FIRST TIME IN A DECADE Author: ERIC CURL, 912-652-0312, eric.curla�7ravannahnow.com High city fuel costs and less consumer spending mean some Savannah property owners will pay more in property taxes this year. City Manager Michael Brown recommended during a City Council workshop Thursday that the board not roll back the property -tax rate as it has done for the past 10 years. "We could reduce it, but there are several reasons not to," Brown said. "We're recommending you stick with what you got at the moment." Maintaining the tax rate at its current level of 12.5 mills - or $12.50 per $1,000 of assessed property value - means the owner of a $125,289 home will pay $19 more than in 2007 due to increased property value, said Assistant City Manager Chris Morrill. Those same property owners would only pay $9 in additional property taxes if the tax rate was rolled back to the recommended level. Savannah officials contend the extra money is needed because the city is facing a projected $1.1 million shortfall in sales -tax revenue and about $800,000 in unexpected fuel costs. Much of the revenue decline comes from a drop in food, automobile, home and lumber sales, Morrill said. A larger -than -expected increase in property -tax revenue is enough to cover the difference but only if the tax rate is kept flat. Commercial and residential properties that are not primary residences could see more of an increase because they're not protected by the Stephens -Day Homestead exemption, which essentially freezes a home's taxable value but factors in consumer price index fluxuations. There have been some positive developments during the year, Morrill said. Property -tax revenue is expected to increase 3 percent more than the city originally anticipated, which would bring in an extra $1.9 million. More than 60 percent of the growth in property value, about $228 million, comes from new development as opposed to reassessed values of existing property. "This is the type of growth we want," Morrill said. The implementation of energy savings programs in city buildings last year, such as new heating and air-conditioning controls and weatherized buildings, has resulted in a reduced power bill, Morrill said. "It's the first time I can remember we are actually spending less on electricity," he said. Hotel and motel tax revenue appears likely to come in even or slightly above the budgeted amount. "Savannah has been amazing the last five years," Brown said. "A lot of these (hotels) are running around with 70, 80 percent occupancy." Still, the tax rate needs to stay where it is to cope with the ongoing "recession," Morrill said. Mayor Otis Johnson said he was concerned Georgia lawmakers could limit the amount of property - tax revenue the city takes in after making unsuccessful tax reform measures this past legislative season. "So I think we have to take a very conservative approach to what we do," Johnson said. "The question is will we ... get caught up in the trend of the day and want to get on the rampart and say we cut taxes. If we cut taxes, what are we going to cut in services?" -41- December 20, 2016 - Page 286 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) May 1, 2008 LNG NEVER PAID FIRE FEES SAVANNAH OFFICIALS WANT TO COLLECT MORE THAN $500,000 IN UNPAID BILLS Author: SCOTT M LARSON, 912-652-0397, scott.larsonavannahnow.com The El Paso Corp. made more than $ 1 billion last year, in part from the liquefied natural gas plant it owns on Elba Island. But the company refuses to pay nearly $500,000 the city of Savannah claims the company owes in fire protection fees from the last three years, plus $I78,000 due in October. "I can't imagine $178,000 to protect the community that they are located in would be a real financial hardship for the company," said Assistant City Manager Chris Morrill. In fact, in its 30 -year existence on the island, the multi -national corporation has never paid for fire protection. It never has paid for the eight calls to which Savannah Fire & Emergency Services has responded since 2001. But the city still covered the plant, including a freebie on Sept. 24, 2001, to rescue four people working at the site who got trapped in a basket 80 feet in the air. Now, the plant is in the middle of a fire protection controversy. After the city went to the company about the past due bill, El Paso decided to sign a contract with Southside Fire & Emergency Services. "I'm not sure what their thinking is, but I can tell you if they want real fire protection for an industry, the city of Savannah is the only entity that can provide that level of service," Morrill said. "So it must be about money." El Paso spokesman Bill Baerg would only say that Southside is a better fit, although city officials say Southside doesn't have the same capabilities. Fire aside, the plant and others like it are concerns for environmental activists and politicians alike. Area activists argue that the plant poses a serious fire and explosion threat. Liquefied natural gas is a natural gas cooled to minus -260 degrees, but it won't burn in its liquid state. Industry officials say that means it won't explode and level houses for miles as opponents claim. The Elba Island facility opened in 1978 but closed two years later. It re -opened in 2001 and has never had any incident with the 200 ships that have delivered cargo there since. The U.S. Congress is worried about terrorists attacking liquefied natural gas ships. Last week, the House of Representatives passed a bill requiring the Coast Guard to enforce security zones around arriving tankers. El Paso's Savannah site is approved to nearly double to 15.7 billion cubic feet by 2012. -42 - December 20, 2016 - Page 287 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) March 26, 2008 LOGO UNITES CITY SERVICES LOCAL DESIGN FIRM CREATES UPDATED BRANDING FOR CITY ON MODEST BUDGET Author: EMILY GREEN, For the Savannah Morning News You've probably seen it around town. The subtly scripted "Savannah" prominently placed in black beside a tilted, abstract version of the city's historic green squares. The city of Savannah's new logo is gradually showing up on everything from maintenance vehicles and parking meter receipts to letterhead and envelopes. "It was important that the design be timeless, not trendy, so it would not go out of style," Morrill said. "This should be a viable design for decades." Don't let the simplicity of the logo fool you into thinking it is just another pretty design. Months of research and proposed sketches by local design firm brightwhitespace, partnered with an identity design committee made up of city employees, went into the production and implementation of the updated logo, now visible all around Savannah. IDENTITY CRISIS The plan for rebranding the city of Savannah's image began during a conversation concerning the more than 40 individual logos that represented various service departments. Film Commissioner Jay Self and Assistant City Manager Chris Morrill discussed a need for one unifying look to represent the city as a single entity and thus began the initial stages of rebranding. The many existing department logos were not coherent or recognizable as part of the city of Savannah. Some didn't even represent the intended service to the public, creating potential confusion for citizens wondering which services their tax dollars supported. "We have thousands of employees, thousands of vehicles out there doing work all day and people don't think about them all being the city of Savannah," Self said. THEY GET SAVANNAH The city hired Ariel Janzen and Rigel Crockett of brightwhitespace to work on the project in stages. Their previous experience with identities for the Liberty Parking Shuttle and Tourism and Film Department provided some established trust, but more importantly, the committee chose the local firm because they "get" Savannah. "There's so much about Savannah that's so subtle," Morrill said. "You really have to live here to get it. Having a local company rather than some big national firm come in was important to the process." -43- December 20, 2016 - Page 288 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order From studies and surveys to sketches with various colors, typography and imagery, the two teams collaborated throughout the process. PLACE BRANDING "With so much competition for businesses, for visitors, you have to put out a positive image," Morrill said. "You have to put out an image that says 'we have our act together.' " Janzen and Crockett researched other cities with successful rebranding and conducted surveys with Savannah residents, which they used to help compile a list of identity requirements, design specifications and branding goals with the committee. "As with any identity problem, the challenge was one of perception," Crockett said. "Many city employees did not feel good about their outdated 1950s -style, institutional business cards. Additionally, because each of the city's departments had a unique logo, citizens were not always able to identify which services the city was actually delivering." WHAT'S IN A NAME "We realized that the word 'Savannah' itself has a very positive message in it," Self said. "It's a beautiful name to visitors and to locals alike. Instead of minimizing that, the word 'Savannah' is in the center of the logo." Deciding on an accompanying icon proved more taxing than choosing the main part of the logo. After considering numerous icons, the committee selected one of the city squares tipped on point because of its messages. The committee realized Savannah means different things to different people, however, the one thing unique to the city when compared to others is the public city squares. "The central core of the Oglethorpe plan and the ward is the square, the open space, the green space, the sense of public," Morrill said. "For us it's the simplicity of the symbol and the allusion to the public city squares," Crockett said. "This is important because the square not only represents Savannah's beauty and livability, but it reminds us that the city has always been responsible for their care." The official design brief explained that the shading of the city square "creates a positive forward motion." The use of green does justice to the countless parks and trees while emphasizing an environmental focus, and the feminine serif font of "Savannah" captures the welcoming spirit. "Even though the symbol is kind of a downtown symbol, those values radiate throughout our community," Self said, "not only in public land planning and public spacing but also with access and involvement." _44_ December 20, 2016 - Page 289 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order A SOFT ROLLOUT The city purposely did not plan an official unveiling of the new logo mainly with the taxpayers' best interest in mind. Instead, it opted for a soft rollout, which means using up supplies that contained the old logos and waiting until vehicles are replaced. From start to finish the rebranding cost totaled just less than $25,040, a cost virtually unheard of in most rebranding projects. "We wanted to roll it out more organically so that people would subtly discover it," Morrill said. "Externally, the whole rebranding as an organization shows that we're one organization, we have core values that we work toward." Public safety services such as the police and fire departments were not required to switch to the new logo because of their widely recognized existing logos. Appointed city officials such as the mayor and legal counsel will continue to use the more formal historic seal. Brightwhitespace created a 42 -page stylebook with specific guidelines for city employees to use in order to avoid relying on outside vendors for printing. The stylebook contains color variations of the logo in files formatted for Web and print and lists suggestions on how to use the graphics. With city employees having access to the files, they can print on an as -need basis instead of having to order in bulk. "We thought there would be a lot of push back (internally) because it's difficult to implement change in any organization," Self said. "But to my knowledge it has been universally accepted because we rolled it out in a way for our people that made it as easy as possible for them to embrace it." December 20, 2016 - Page 290 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Augusta Chronicle, The (GA) August 20, 2004 PROPOSAL BENEFITS TOURISM GATEWAY Author: Scott M. Larson and Mary Carr Moyle, Morris News Service SAVANNAH, Ga. - The tourist boulevard along Savannah's quaint River Street will expand soon with the construction of a $570 million mixed-use development that city officials say will transform a chunk of land - next door to downtown Savannah - that resembles a wasteland. "If you look at it right now as you drive in, it's one of the gateways to Savannah, and it's ugly looking," said Assistant City Manager Chris Morrill. "There are not many large sites in the city so close to downtown where you could really do a quality development that could extend the Historic District." In the past, the site has scared off developers because of extremely poor drainage. City officials said that, in the past couple of years, six or seven developers have met with the city about the property but couldn't make anything work. Mr. Morrill and John Hutton, the city's acting inspections director, are more optimistic about this proposal because three developers, including a group building a mall just to the south, are working together to address the big issues, such as drainage. "All of a sudden, you are looking at doing something for one-third of the cost," Mr. Hutton said. December 20, 2016 - Page 291 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) October 15, 2002 SAVANNAH OFFICIALS TO STAY IN INDONESIA THREE CITY EMPLOYEES TO CONTINUE GOODWILL VISIT DESPITE VIOLENCE. Author: Savannah Morning News Friday, three Savannah city officials departed for Indonesia on a goodwill mission to offer their expertise to a sister city across the globe. The next day, while the group was in midflight, a bomb exploded in a Bali nightclub. Sunday, the Savannah trio landed in Indonesia as thousands of Westerners attempted to flee the island nation. The three - acting Revenue Director Buddy Clay; Development Services Administrator John Hutton; and Public Development Coordinator Cindy Boyette - were given the option of returning, but decided to stay, despite a U.S. embassy order evacuating all nonessential personnel. The city they are visiting, Yogyakarta, is located on the main island, they reasoned, and they are being accompanied at most times by Indonesian security. As an extra precaution, they have canceled planned media events to lower their visibility. "They feel safe and they are going to stay," said Assistant City Manager Chris Morrill. "If the situation changes, we will get them out quickly." Morrill, City Manager Michael Brown and Finance Director Richard Evans visited Yogyakarta in March to establish the sister -city partnership as part of a program funded by the International City/County Managers Association. Hutton, Clay and Boyette will spend the week helping Yogyakarta improve its revenue system and inspections process. -47- December 20, 2016 - Page 292 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) September 13, 2002 LOST SOLUTION MAY BE FOUND NEGOTIATORS TENTATIVELY AGREE HOW TO SPLIT ABOUT $45 MILLION A YEAR, BUT THE COUNTY COULD BLOCK THE PLAN TODAY. Author: Jennifer Moroz, Savannah Morning News After months of bitter back -and -forth, negotiators for Chatham County and eight municipalities have reached a tentative agreement on how to split up millions of dollars in sales -tax revenue. Under the proposed distribution of the Local Option Sales Tax (LOST), the cash-strapped county would get about $2.3 million a year more than it does under the current arrangement. County Commission Chairman Billy Hair and representatives of the municipalities, including Savannah, agreed the deal was a fair compromise. But some county commissioners say that it does not go far enough, and their voices count: The proposal needs the stamp of the majority on the nine - member commission to become final. The commission is expected to consider the matter at its regularly scheduled meeting this morning. Pooler Mayor Buddy Carter was confident: "We've got five votes lined up." County Commissioner Frank Murray, one of two designated negotiators for the county, wasn't so certain. "I don't think it's an offer that has the support to pass," he said. Murray himself is against the proposal, which was hammered out over the last few days between Hair and Savannah Mayor Floyd Adams Jr. Representatives of the other seven municipalities, which have teamed up with Savannah in the negotiations, have signaled their approval. "I think we're getting close," Murray said, "but I don't feel the offer is where it needs to be right now." Proceeds from the 1 -percent sales tax represent a major source of revenue for local governments, which use the money to fund services - and lessen the property -tax burden on homeowners. Over the next 10 years, the tax is expected to generate about $500 million. About 35 percent, or $175 million, of that comes from tourist spending. The proceeds are divided based on a number of criteria, including population, level of services provided by each government, and where the tax is generated. The first split is between the county and the municipalities as a group; the municipalities then decide how to divvy up their share. Under the current distribution formula, negotiated in 1995, the county gets 19.22 percent of the annual proceeds - about $8.3 million last year. Savannah gets the bulk at 68.73 percent - about $30 million last year. Over the last three months, county officials have argued that they have lost millions a year as a result of the 1995 deal, when they picked up the cost of housing municipal prisoners in return for a slightly larger piece of the sales -tax pie. Commissioners, who just finished closing an $11.7 million hole in the county's operations budget, have blamed a large part of the county's ongoing financial woes on the prisoner issue. 48 - December 20, 2016 - Page 293 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Municipal officials countered that the county has overestimated its losses, using faulty figures to calculate prisoner costs. Under the proposed new agreement, the county would get 17.6 percent of the sales -tax revenue - an amount equal to about $7.9 million next year. It would charge the municipalities $30 a day for each municipal prisoner housed in the county jail. The county would pay for municipal prisoners not yet bound over to the state court system after 28 days. County officials estimate those prisoner fees will bring in an extra $2.7 million a year. "I think we've come to an agreement we can all live with," said Garden City administrator Tom Gates. "We tried to do what was fair and right and protect the tax to make sure it continues to exist." If an agreement is not finalized by Dec. 30, the tax expires. Up until last week, negotiations appeared deadlocked. County officials had originally been asking for 18.6 percent of the tax proceeds, plus $45 a day for each municipal prisoner. City negotiators in return offered the county a 15.51 percent cut of the sales -tax pie, with no help to maintain the county jail. Savannah Assistant City Manager Chris Morrill said the proposed deal was especially sweet for the county. "They started at 18.6 percent and $45 (a day per prisoner) and look where this agreement is," Morrill said. "This is a good deal for them." The city, which last year got about $30 million of the proceeds and didn't have to pay to house its prisoners, would lose about $600,000 a year. Morrill said he did not yet know how officials would make up the lost revenue. If county commissioners ratify the agreement, the municipalities would decide how to divide the remainder of the sales -tax proceeds. That division is usually based on population, which would give Savannah 67.37 percent, or about $30.3 million next year. Bloomingdale would get 1.37 percent; Garden City 5.78 percent; Pooler 3.2 percent; Port Wentworth 1.68 percent; Thunderbolt 1.2 percent; Tybee Island 1.74 percent; and Vernonburg .07 percent. -49- December 20, 2016 - Page 294 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) February 1, 2002 SAVANNAH AGREES TO IMPROVE ACCESS SETTLEMENT WITH JUSTICE DEPT. COMES ALMOST 2 YEARS AFTER AUDIT FOR COMPLIANCE WITH ADA Author: Kate Wiltrout Navigating Savannah's streets - and its bureaucracy - will soon get a IittIe easier for disabled people. The city is one of 21 state and local governments that settled Wednesday with the U.S. Department of Justice regarding compliance with the Americans with Disabilities Act. Now almost 10 years old, the act requires that public facilities be made accessible to all people. Chris Morrill, an assistant Savannah city manager, said the 11 -point agreement should take about two years to complete. He estimated it would cost about $300,000, and that money would be found in the budget for the improvements. Some of the changes are easier than others. For instance, all letters sent from city offices will have a central TTY telephone number on them, so hearing-impaired residents can contact the city. City Council chambers will be fitted with listening systems for the hard -of -hearing, as will Grayson Stadium and the Martin Luther King Jr. Arena at the Civic Center. Others are more labor intensive. The city agreed to physical modifications so that "parking, routes into buildings, entrances, doors, elevators, signage, public telephones, restrooms, dressing rooms, locker rooms, service counters, drinking fountains and swimming pools are accessible to people with disabilities." Carol Bell, Central Services director, said the city would go beyond what's required. "We don't really have any qualms with the agreement," she said. City Hall will get one wheel -chair accessible bathroom, though it was technically compliant already, with bathrooms in the nearby hospitality center on River Street, said city architect Thomas Perdue. "God only knows whether the original City Hall even had bathrooms," Perdue said. "The city occupies a lot of buildings that are very historic and very old, and most of those are the ones we have problems with." -50- December 20, 2016 - Page 295 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) November 13, 2001 NEW ASSISTANT CITY MANAGER ALL OVER THE MAP Author: Kate Wiltrout Chris Morrill started his job as assistant city manager for management and financial services in August. The position is new to him - but City Hall isn't. Before spending two years in South Africa working for the U.S. Agency for International Development, Morrill was Savannah's research and budget director for seven years. That job was interrupted with a two-year Peace Corps gig in Ukraine, where he advised the city of Lviv on finance, management and privatization issues. Morrill, who works out of an office in the top corner of City Hall, filled the spot left when Bob Bartolotta moved last October. Here's what Morrill had to say during a break from last week's budget workshops: What are some of your goals as an assistant city manager? "First, to ensure that our city employees are well-trained, that they have a good work environment and they have the support services (they need).... Next is to maintain the city's strong financial foundation, particularly through a possible recession." He also wants to improve the city's use of technology, both for services and to get information out to citizens. Another top priority is getting citizens more engaged with local government. How has your work overseas affected your views about local government? "In the Peace Corps (in Ukraine), 1 experienced government at its worst, where it's designed to control and keep track of people rather than provide services. It really makes me want to focus on the positive role government can play. In South Africa, post -apartheid, it was seeing that to really have democracy you have to have citizen involvement. It impressed me how diligent they were at that. 11 How do you think Savannah changed while you were in Africa the past two years? "1 think what I saw coming back was a lot more economic development, downtown and in the neighborhoods. Areas like off East Broad Street that I thought were hopeless have all of a sudden come back. ... I personally have seen a much greater police presence in my own neighborhood (Ardsley Park), and the city seems a bit cleaner." What can Savannah residents expect if the economy goes into a prolonged recession? "If the recession is longer term and systemic, then we really need to look at prioritizing the services we provide and actively look at our revenue sources. I think an increase in property tax would probably be a last resort." -51- December 20, 2016 - Page 296 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) June 8, 2001 SAVANNAH HIRES NEW ASSISTANT CITY MANAGER Author: Bret Bell Chris Morrill has spent much of the past five years helping to privatize the Ukraine and create a new financial framework for local governments in post -apartheid South Africa. With that kind of background, City Manager Michael Brown figures he will have little trouble coming up with a budget for little old Savannah. Brown announced Thursday that he hired Morrill, who helped create annual budgets for the city of Savannah for the better part of a decade, as assistant city manager for management and financial services. Considered one of the top three most powerful positions in city government, Morrill fills a position that had remained vacant since October, when Bob Bartolotta left to run the city of Jupiter, Fla. Finance Director Richard Evans served as assistant city manager in the interim. Morrill will start work Aug. 13 with a $98,000 annual salary. While working for the city from 1990-1992, and again, from 1994-1999, Morrill led an eight - member team that prepared and monitored a $170 million budget. "Chris made many improvements in our budget and financial management systems, as well as in the quality and clarity of our presentation and public information materials," Brown said. In his new position, Morrill will oversee 10 city departments, including vehicle maintenance, finance, human resources, purchasing, central services and parking services. Bartolotta drew some heat from city employees during his tenure when Vehicle Maintenance Department employees claimed abuse and unsafe working conditions. The department's director later resigned during a city investigation. Some of those worker complaints Ied to the unionization of service employees earlier this year. CHRIS MORRILL'S RESUME WORK HISTORY 1999 -present: senior municipal policy adviser for the National Treasury of South Africa -- United States Agency for International Development 1990-1992, 1994-1999: research and budget director, city of Savannah -52- December 20, 2016 - Page 297 Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order 1997-2000: fellow, Kellogg National Leadership Program -- studied community building in countries throughout the world 1992-1994: Peace Corps volunteer -- advised the city of Lviv, Ukraine, on finance, management and privatization issues 1988-1990: senior management analyst, city of Savannah 1986-1988: senior budget analyst, Catawba County, N.C. 1984-1985: downtown project manager, Lynn, Mass. EDUCATION Master of Public Administration, 1987 -- University of North Carolina, Chapel Hill Bachelor of Arts, 1984, political science major -- College of the Holy Cross, Worcester, Mass. Certificate in county administration, certificate in budgeting and financial planning -- North Carolina Institute of Government December 20, 2016 - Page 298 Columbus Ledger -Enquirer (GA) October 14, 1996 GEORGIA BRIEFS Author: From wire reports City to be compensated for Olympic security costs SAVANNAH -- Savannah will receive $57,308 from the Legislature to compensate for nonpersonnel security costs incurred during Olympic yachting events. "The request was passed by the state legislature earlier on, and the governor's office gave it final approval late last week," said state Rep. Tom Bordeaux, D -Savannah. "The city is getting everything it asked for, which is a good sign for Savannah and its planning department." The money is coming from a $500,000 governor's discretionary grant fund approved by the Legislature so cities hosting satellite Olympic venues -- such as Savannah with yachting or Columbus with softball -- could be compensated for security costs. Savannah's budget director, Chris Morrill, said the money is welcome, even though all Olympic costs are already covered by the city's $88.5 million general fund budget for 1996. "It's like getting a bonus at work -- you don't go out and spend it right away," Morrill said. ACOG already paid Savannah $290,000 to help defray police overtime in a deal negotiated earlier this year by Mayor Floyd Adams Jr. The city still incurred an additional $244,000 in police overtime during the Games, although all of it was budgeted by city officials. Savannah requested compensation for computers, police vehicle maintenance, bulletproof vests and extra barricades and other items needed around the venues. Research Completed by: Vanessa Garner Colin Baenziger & Associates -54- December 20, 2016 - Page 299 Appendix D Sample Survey Savannah City Manager Quality Survey December 20, 2016 - Page 300 Sample City Manager Quality Survey Savannah City Manager Quality Survey SurvcyMonkey During the past three years, how often have you attended or viewed a city council or city commission meeting (select only one) �•x 4.r M.w«.a. 441 3kkno.d. i --- - rw.` 12 Ansa, 04101* Horn 1-7 4-fi t- 12 lam thin 12 1�u1 0% 10% 201E 40% 9]% 601E 70% 00% DO% 1 DD% yrs 1 L20% 8: 2222% :r 1 Lf]% TG 1120% +3 24.72% 111 IIS December 20, 2016 - Page 301 Sample City Manager Quality Survey (continued) Savannah City Mir Quality Survey SurveyMonkey 02 How do you keep Informed of City issues and concerns (select all that apply) hlrsn.tad: ISO Skipped. 0 NNGINNr+ar other E e aq, nabdr Sago or sada) ttedta Television 1 Olbarcpro. -- vocal) ,spec l) iumw MOWN! pens rolasm h>ectad ahisdaV, city TOO Nevpaper 1,40 ,4.24 craw Erriauijy members sedasite 01343 44 =dal media Telarisen 'WA J I.. 4: 410 0% 10% 20% 30% 40% 50% 07% 70% 00% 90% 14 %. hlrgmnsas 40.22% 101 42.00% F09 nose% 41.07% 213 47.11% 212 5222% 215 57.70% 207 hLf/7L 14 December 20, 2016 - Page 302 Sample City Manager Quality Survey (continued) Savannah City Manager Quality Survey SurvcyMonkcy Please rank each of the following issues that the City Manager should address (5 being the most important and 1 as not important) Trate Eomardo dayslopmsnt Jobs 1fserd.hlt. farrdly Men.. Mamwd4city budget Psbtie safety criwo Pisa the Parks twarmalen— Cultum f Gay Wod_ Trr•+spersrrcy to ork.wydnent. Cuabcrrrar sardine Cauwaunicatkuw .1Mr nada Palma -Wpm with corrniuni Quality of 6!a Answered: 4413 Shipped 2 mWMI D 1 2 ] 4 5 f! J 8 9 'a D-3 December 20, 2016 - Page 303 Sample City Manager Quality Survey (continued) Savannah City Managcr Quality Survcy SurvcyMot 1u -'y -rdfc 8.59% 1247% 28 53 Lialrftlnlva > >4 *.1d pittIc4 c154ca 230% 7.76% 10 32 35.1111% 149 2112% 101 24.31% 102 17.71% 147 anvnumnel 11.19% W% 1171% 222511 27 26 60 97 Jobs 564% 7.71% 24 33 9,460/1a910, 1x14y friendly kissing 10.39% 113.39% 45 56 dela. i9 dly bit 143% 532% :e 23 Pudic tasty O ci11e 123% 203% 17 9 ptuvenhlq tle circ dwrader 561% 5.33% 25 25 Pada r reoeafon F J no 130% 7.57% IT 33 G ime+ City sp ren: ed even!' 7.74% 129376 34 57 1-7 111 f 111% 2.71% 18 12 anitortonr Ionize 412% 6.7971 20 l� Omerir„11csEom we, re idaels 431% 4.78% 19 2' Parlrrr'14ps w111 ctanmady+ stench + buadlnaa 3.11% 1.411% 38 17 ▪ j ty f3re 4.54% 2.04% 20 13 16.62% 72 26.41% 123 11.43% 61 5.43% 25 179!6 77 2141% Laa% 91 2 425 5.41 3214% Len 142 3 4.36 3.190 41.15% 2.51% 213 11 436 454 224376 441111 2.3411 97 192 10 426 316 19.41% 27.43% 0.92% 04 114 4 433 5.41 27.51% 47.62% 1.6131 123 211. 4 4.41 4 x> 16.36% 7477% LX% 46 132 15 441 4.53 23.41% 4136% 1.21% 103 204 6 440 45413 2131% 493% 94 4 455 3190 14.31% 64111 d5 2 139 126 33.94% 1211% 148 140 32.11% 2102% 158 123 0-a 13.14% 46 1467% 15.2411 2.9316 65 269 t3 443 459 42.31% 4.9116 157 4 142 393 2259% 2109% 91 110 11.37% X76 41 22.53% 99 1267% 53 4131% 1.11% 117 195 5 441 1D1 213211 - 71.1311 29111 107 157 4 440 31-1 2691% - x72% 2.7371. 92 249 12 439 424 December 20, 2016 - Page 304 Sample City Manager Quality Survey (continued) Savannah City Manager Quality Survey 4.derp- Financial Ana+ Tra<upane nana9anrk- ionvanae ofd Canon elu lkn 1 o eeonfati .. Vbbnery Wanks to thieve bola.. Lepallonur working with.. trawaitio carman*" cenfand— Works chiefly with maiden Canninaus balder Cmitunnw- novice_ Wining fo take Kew Ettuwwwwi baapwd Vlallo it Ow cwwwwohit Pliant safety captions Previous AWP o+ rJs Q4 Please rank each of the following skills the next City Manager should have (5 being the most important and 1 as not important) Arme.rath 449 shdyp.a: t 1 AL:111 'JIMMIE! E. 1 4 i D-5 7 a -o SurvcyMonkcy December 20, 2016 - Page 305 Sample City Manager Quality Survey (continued) Save nn h City Managcr Quality Survcy SurvcyMankcy 1 2 3 4 5 1W1 Total MIN10106 fl.rgs Sinop lmderd ip 4.51% 1.13% 3.3216 1641% 7111% 135% 2G 5 15 47 350 6 413 4.61 Maeda monagernerl 331% 3.15% $.33% 26.72% 6316% 135% 15 14 57 92 260 6 444 t.39 r -4 rrrsawn.d idyls 113% 22516 13.011% 21611% 54.73% 1311% 17 10 92 9t 261 7 444 4.30 I am:Om and omalve 4.10% 2.711% 1/41% 20.17% 57.$4% 6.6!1 121 10 tib 69 254 3 434 4.76 ian1pmsmlmimales 14216 3.39% 1172% 25.57% 5912% Q1$% 16 15 58 1.3 257 3 442 4.23 VIII1066rit 521% 2.1316 1220% 211396 57.37% 1.13% 23 13 56 91 253 5 441 4.23 Wilks to ncllara InrUrcel manna al oagcari wsidnrts. 7956. 815% 15.11% 2216% 47.391i 1.13% b.elmvee end dowlwpa• 13 26 67 119 2119 5 441 4.11 Esp4Iknca sedan wPh dhmsa meouritas 11.07% 5-79% 1L10% 21.12% 523016 090% 27 24 63 94 233 4 445 409 rzromic deoweEprrml Cafflotatt careered a:Woadi Yalu darn with raaldares and awls Eek vienepofn! Cz remsua 4r4tlm Menzerter maim oraraign Meg betakerisks Edi t deiensrd Main k5 the umarRir Reh6c - aspmarm ptmriousseavenwere s aati■ anraietp d ei,rivera,oe issn:a 4.51% 525% 26 23 478% 541% 21 22 4466 431% 'r 19 431% 6.12% 19 27 524% 5.!211 23 26 525% 512% 23 22 32416 7.05% 16 31 451% 7.49% 2C 31 444% 131% 28 37 667% 7.17% 38 32 7A3% L43% i1 37 D-6 14L16% 215411 45.416 t10% 62 125 201 7 436 4.08 1731% TLC% 44.61% 01016 78 121 196 3 4339 4.60 1796% 31.75% 41.32% 77 140 164 OAVII 3 441 4 S 2023% 2414% 4154% 1335 g1 roe 192 6 444 3.96 1690% 20-135. 41495. 091% T9 127 t50 4 439 335 27745. 217.4% 3421% 0915. 104 115 170 4 436 379 72955. 27955. 77175. 2055. 101 119 164 3 L. 3.69 21.715. 6.725. 30115. 0106 106 115 160 3 437 174 26975. 27.42% 71195. 1.127. 120 122 141 5 445 374 2U2% 2154% 35435. 1375. 106 105 153 7 445 172 252016 24.135. 33205. t_f4% 111 109 146 5 ton 3.70 December 20, 2016 - Page 306 Sample City Manager Quality Survey (continued) Savannah City Manager Quality Survey SurveyMonlccy Q5 Is there anything else you want to share about what you would like to see in our next City Manager? Answered: 230 Skipped: 220 Put the NEEDS of residents of the City of Savannah FIRST! Before the tourists, the business developers, etc. A dedication to addressing the gun violence in our city. More visibility to the community as a whole including the unincorporated areas, not just to specific groups. Interest in building a bike and pedestrian friendly city. A major interest in the environment and sustainability of it. A familiarity with and support for Complete Streets. Good working relationship with citizens and police. Ability to work to preserve neighborhoods. Savannah is not just for tourists! Highly ethical business practices. High moral values and integrity. Verifiable track record of previous accomplishments in government or business. Increasing mobility using plans like "Complete Streets". Making public transportation available for all in getting around the city (shuttles); making it safe for biking; better recycling agenda (they're composting in San Francisco these days). I'd like to see the City Manager riding his bike to work or walking to work and incorporate a plan to always include sidewalks and bike paths in infrastructure for existing and especially for new development. Someone who will place traffic calming and safe streets as a top priority. We have virtually no traffic enforcement (60 mph on E 52nd, my street, is not uncommon and there is NO police enforcement). We need to start making Savannah A Bike City friendly and make better changes for cyclists safety , so that we won't have another horrible accident like on BRAG again. Commitment to transportation issues in traffic calming through downtown for pedestrians, bicycles, cars (speeding) and public transportation. Too many accidents, by any of these modes of transportation, are completely avoidable or at least able to be lessened by enforcement of existing laws or the development of prevention measures. Focus on the planning, development and maintenance of complete streets. Previous experience in a city with similar challenges would be ideal, along with a demonstrated ability to manage large public projects from start to finish. He or she must be someone the city staff will respect and find good to work for. I guess this is having the skills that most employees like to see in their employer. The new City Manager should also have skills in delegating responsibility and giving credit to others for their successes. *16 samples responses from the 230 received. D-7 December 20, 2016 - Page 307 Appendix E St. Johns County, FL Resolution Thanking CB&A for Its Outstanding Service December 20, 2016 - Page 308 RESOLUTION NO. 2007- 3/ A RESOLUTION OF THE COUNTY COMMISSION OF ST. JOHNS COUNTY, FLORIDA, THANKING COLIN BAENZIGER & ASSOCIATES FOR ITS OUTSTANDING EFFORTS IN CONDUCTING THE EXECUTIVE SEARCH FOR THE COUNTY'S NEW ADMINISTRATOR; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, SL Johns County retained Colin Baenziger & Associates (CB&A) to identify and recommend strong candidates to be the County Administrator, WHEREAS, CB&A's staff worked diligently to find and produce excellent candidates, and then provided the County Commission with comprehensive materials concerning the candidates' aptitude, experience, background, complete and thorough interviews, references, extensive checks of criminal, civil and financial history, verification of employment and education, and exhaustive reviews of Internet and newspaper archives of these candidates; and WHEREAS, CB&A's process was completely open, fair and unbiased and was extremely well received by the County Commission, county stag the press, and the public; and WHEREAS, the County Commission wishes to express its gratitude to Colin Baenziger & Associates for its efforts on behalf of the county; NOW BE IT THEREFORE RESOLVED BY THE COUNTY COMMISSION 01? ST. JOHNS COUNTY, FLORIDA AS FOLLOWS: Section I: Recitals. The preceding recitals are true and correct and are incorporated herein by this reference. E- 1 December 20, 2016 - Page 309 Section 2: Acknowledgement. The County Commission wishes to express its sincere appreciation and gratitude to Colin Baenziger & Associates for its outstanding work and effort in assisting the county in finding its County Administrator. Section 3: Effective Date. This resolution shall take effect immediately upon adoption. PASSED AND ADOPTED by the Board of County Commissioners of St. Johns County, Florida, this 'i P day of August, 2007. ATTEST: Cheryl Strickland, Clerk BOARD OF COUNTY COMMISSIONERS ST. JOHNS COUNTY, FLORIDA By: L-q,,,A5Q,ca.) Deputy Clerk Ben Rich, Chairman Rendition Date: 8'! = 3 ! ° 7 By: T.? December 20, 2016 - Page 310 Appendix F Comments from Dale Martin on CB&A's Vetting Process December 20, 2016 - Page 311 *rnanin.na bar ium JOURNAL OF NEWS AND OPINION Weekly comments from Dale Martin By Dale Martin, City Manager, City of Fernandina Beach March 18, 2016 1:00 a.m. The vetting process employed by Mr. Colin Baenziger following my application to the City of Fernandina Beach was the most thorough review of my career, credentials, and references that I have ever experienced. In the months leading to my appointment here, I was interviewed in several other communities for similar City Manager positions. Despite getting to the interview stage in those communities, none of my references ever indicated to me that they had been contacted. As part of the selection process here, I was required to provide an exhaustive list of references, some very specific, such as my current Town Attorney, auditor, Chamber of Commerce, etc. To the best of my knowledge, every single reference provided was contacted. The historic information provided to the City Commission for each candidate was extensive. Reading through the older newspaper articles rekindled so many memories- the personalities and issues from earlier days illustrate some peaks and valleys over the past twenty years. It has been a wonderful ride. Note: Mr. Martin reminisces about his career for the remainder of the article. The full article can be found at: http://femandinaobserver.com/2016/03/ 18/weekly-comm ents-from-dale-marti n-5/#more-65218 F-1 } December 20, 2016 - Page 312 CPS HR CONSULTING PROPOSAL Town of Vail Executive Recruitment Services for Town Manager Due Date: December 16, 2016 SUBMITTED BY: MELISSA ASHER Sr. Practice Leader, Products and Services CPS HR Consulting 241 Lathrop Way Sacramento, CA 95815 P: 916-471-3358 F: 916-561-8441 masher@cpshr.us Tax ID: 68-0067209 www.cpshr.us Your Path to Performance December 20, 2016 - Page 313 CPS HR N ULTIN December 16, 2016 Krista Miller, Director of Human Resources/Risk Management Town of Vail 75 South Frontage Road West Vail, CO 81657 Submitted via email to: kmiller@vailgov.com Subject: Executive Recruitment Services for Town Manager Dear Ms. Silva: CPS HR Consulting (CPS HR) is pleased to have the opportunity to submit a proposal to assist the Town of Vail (Town) with the recruitment of a new Town Manager. We are uniquely qualified to undertake this effort as we have vast experience in assisting public agencies with executive search, screening, and placement. We possess a number of important strengths to assist the Town in accomplishing the goals for this recruitment, including: ■ Broad recruitment experience for public sector executive and managerial positions. CPS HR has recruited executives and managers for a variety of positions with counties, cities, special districts, and nonprofit entities. We have extensive experience in the recruitment of all types of local government, executive, and professional staff, including council/board appointed executives, department directors, and key professional and management positions. We will apply this expertise to your recruitment. ■ A proven track record with more than 1,700 recruitments for 600+ clients. We understand and appreciate the intricacies of managing the executive recruitment for an organization, and we bring that expertise and knowledge to the recruitment process. For this recruiting engagement, we will custom -tailor a program to fit your needs to provide a strong, competitive pool of candidates. ■ An in-depth understanding of all state and local government operations, programs, and services. This understanding has been gained through consulting engagements with local government agencies throughout the United States. It is our commitment to work in partnership with your organization to a successful result. Thank you for the opportunity to be considered for this assignment. Should you have questions or comments about the information presented in this proposal, please contact me at masher@cpshr.us or (916) 471-3358. Sincerely, — 415'1‘5V— Melissa Melissa Asher, Senior Practice Leader, Products and Services 241 Lathrop Way Sacramento, CA 95815 t: 916.263.3600 f: 916.263.3613 www.cpshr.us Page I i December 20, 2016 - Page 314 CPS HR CONSULTING Table of Contents Methodology 1 Key Stakeholder Involvement 1 Town's Needs 1 Aggressive, Proactive, and Robust Recruitment 1 Selection 2 Three -Phase Project Approach for Success 2 Project Tasks 3 Phase I - Develop Candidate Profile and Recruitment Strategy 3 Phase II - Aggressive, Proactive, and Robust Recruitment 5 Phase III - Selection 7 Project Timeline 9 Executive Recruitment Team 10 Resumes 10 References 17 Professional Fees, Expenses, & Guarantee 18 Professional Services 18 Reimbursable Expenses 18 Two Year Guarantee 19 CPS HR CONSULTING Page 1 11 December 20, 2016 - Page 315 CPS HR CONSULTING Qualifications 20 About CPS HR Consulting 22 Appendix A: Sample Brochure 24 Appendix B: Partial Recruitment Listing 28 CPS HR CONSULTING Pagel iii December 20, 2016 - Page 316 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Methodology Key Stakeholder Involvement The Town Council must be intimately involved in the search for a new Town Manager. For this reason, our approach assumes their direct participation in key phases of the search process. Additionally, at the discretion of the Town Council, other key stakeholders may also be invited to participate in focus group sessions or round -table meetings to provide input for the development of the candidate profile. Town's Needs A critical first step in a successful executive search is for the Town Council to define the professional and personal qualities required of the Town Manager. To be certain this occurs, we have developed a very effective process that will permit the Town Council to clarify the preferred future direction for the Town of Vail (Town); the specific challenges the Town is likely to face in achieving this future direction; the working style and organizational climate the Town Council wishes to establish with the Town Manager; and ultimately, the professional and personal qualities that will be required of the Town Manager. Aggressive, Proactive, and Robust Recruitment We take an aggressive approach in identifying and recruiting the best available candidates. There are those candidates who would gladly rise to the professional challenge and apply for this position; however, some of the best candidates are often not actively seeking a new position and may only consider a change once we present them with your opportunity. Evoking the sense of vision and opportunity in qualified persons is among the responsibilities of CPS HR, and we pride ourselves in our efforts to reach the best available potential candidates. CPS HR CONSULTING Page l 1 December 20, 2016 - Page 317 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Selection The selection of the best available candidate requires the use of tools specifically designed to evaluate each candidate against the personal and professional qualities identified by the Town Council. For this reason, we tailor our selection techniques to the Town's specific requirements. In addition, we also assume responsibility for administering the selection process for the Town. Three -Phase Project Approach for Success Our proposed executive search process is designed to provide the Town with the full range of services required to ensure the ultimate selection of a new Town Manager who is uniquely suited to the Town's needs. Develop Candidate Profile and Recruitment Strategy Aggressive, Proactive, and Robust Recruitment Selection Phase 1: As desired by the Town, our consultant will meet with the Town Council and other Town representatives to ascertain the Town's needs and ideal candidate attributes, to target our search efforts, and maximize candidate fit with the Town. Phase 11: The recruitment process is tailored to fit the Town's specific wants and needs, with targeted advertising, combined with personal contacts with qualified individuals from our extensive database. Phase 111: The selection process is customized for the Town. CPS HR will work with the Town Council to determine the process best suited to the Town of Vail. CPS HR CONSULTING Page 1 2 December 20, 2016 - Page 318 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Project Tasks Phase I - Develop Candidate Profile and Recruitment Strategy Task 1 - Review and Finalize Executive Search Process and Schedule The first step in this engagement is a thorough review of the following with the Town Council: • Town's needs, culture, and goals • Executive search process • Schedule This will ensure that the Town's needs are met in the most complete manner possible. Task 2 - Key Stakeholder Meetings As desired by the Town, CPS HR is prepared to meet with any additional key stakeholders to obtain input in developing the ideal candidate profile and to assist CPS HR in understanding key issues and challenges that will face a new Town Manager. The specific nature of the involvement process would be developed in consultation with the Town. The results of the above activities will be summarized by CPS HR and provided to the Town as an additional source of information for developing the candidate profile and selection criteria. Task 3 - Candidate Profile and Recruitment Strategy Development This task will be accomplished during a workshop session involving the Town Council and CPS HR. It will result in the identification of the personal and professional attributes required for the position and will include the following activities: • The Town Council will identify key priorities for the new Town Manager. • CPS HR will assist them in identifying the conditions and challenges likely to be encountered in achieving the priorities identified above. • The Town Council will describe the type of working relationship they wish to establish with the Town Manager. • CPS HR will assist the Town in generating lists of specific competencies, experiences, and personal attributes needed by the new Town Manager in light of the analyses conducted above. • CPS HR will present several recruitment and selection strategies for the Town's consideration. The Town will choose the recruitment and selection process most likely to produce the intended results. CPS HR CONSULTING Page3 December 20, 2016 - Page 319 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Task 4 — Develop Recruitment Brochure Following the completion of the workshop session, CPS HR will work with a professional graphic artist to design a recruitment brochure and present it to the Town for review prior to printing. Please refer to Appendix A for a sample brochure. Additional brochure examples are available on our website at www.cpshr.us/search. Task 5 — Place Advertisements Advertisements (which will include a direct link to your brochure) will be prepared and placed for publication in appropriate magazines, journals, newsletters, job bulletins, social media, and websites to attract candidates on a nationwide, regional, local, or targeted basis, depending on the preference of the Town. CPS HR will present examples to the Town for review and approval. Examples may include: Advertising Sources • ICMA • Colorado City & County Management Association • American Society for Public Administration • GovtJobs.com • Linkedln • Colorado Municipal League • Colorado Counties, Inc. • Association of Colorado County Administrators • National League of Cities • National Association of Counties • National Forum for Black Public Administrators • National Hispanic Network CPS HR will prepare an email distribution list containing prospective candidates and referral sources. These individuals will receive a link to the Town Manager brochure along with a personal invitation to contact CPS HR should they have any questions about the position. CPS HR is focused on reaching a diverse candidate pool and would recommend publications/websites that are targeted to minority and female candidates. CPS HR will specifically research other jurisdictions in which the demographics mirror those of the Eagle County area and target outreach to those individuals. In addition to placing ads on websites aimed at minority candidates, we will contact leaders within appropriate associations to gain their insight and referrals of possible candidates. Within the past five years, we have successfully placed more than 170 minority and female candidates in executive level positions. CPS HR CONSULTING Page 14 December 20, 2016 - Page 320 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Phase 11- Aggressive, Proactive, and Robust Recruitment Task 1 - Identify and Contact Potential Candidates This very crucial task will include a variety of activities. CPS HR will: ■ Contact respected and experienced industry leaders to identify outstanding potential candidates on a referral basis. CPS HR maintains a comprehensive, up-to-date database of such professionals; however, we do not rely solely upon our current database. We also conduct specific research to target individuals relevant to your specific needs and expectations to ensure that we are thorough in our efforts to market this position to the appropriate audience and to garner a diverse and quality pool of candidates. These individuals, as well as other potential candidates, are typically contacted very soon after they have received a recruitment brochure in order to maximize the impact of the multiple contacts. ■ Select top quality candidates for consideration from past recruitments. ■ Provide each potential candidate with a copy of the recruitment brochure. ■ Contact potential candidates by telephone to explain the career opportunity, answer questions, and encourage them to submit a resume. Oftentimes this component necessitates multiple conversations with the same person to pique his/her interest and to answer his/her questions sufficiently. As a consulting firm that interacts with hundreds of public sector executives during engagements, we have a cadre of individuals who we inform of recruitments, both to increase the visibility of the opening and to attract appropriate individuals who fit the special needs of our client. Communication with these professionals ensures that an accurate picture of the requirements of the job is apparent and proliferated throughout their professional networks. The approach utilized by CPS HR employs the following techniques: ■ Communicating to candidates, through advertising materials and verbal conversations, a strong sense of the purpose and strategy of the Town. For many talented individuals, understanding these aspects is one of the key motivators to compete in such an environment. ■ Providing guidance and resources to candidates regarding the area's cost of living, mean and median housing prices, higher education opportunities, K-12 education information, and other aspects of interest to those who are considering relocating to the area. We have found that potential candidates sometimes make the decision not to apply based on CPS HR CONSULTING Page l 5 December 20, 2016 - Page 321 Proposal to the Town of Vail Executive Recruitment Services for Town Manager rumored information, rather than facts and research. It is our job to ensure the candidates we are in communication with have accurate and helpful information. ■ Actively seeking individuals who are highly visible in the field —widely published, frequent presenters and/or thought leaders — who are seemingly ready for the challenge. These highly qualified candidates may be attracted by the prospect of collaboration with other Town departments, providing exceptional leadership to the Town of Vail, or continuing to ensure the public confidence in the integrity of the Town. Task 2 — Resume Review and Screening Interviews All resumes will be submitted directly to CPS HR for initial screening. This screening process is specifically designed to assess the personal and professional attributes the Town is seeking and will include: ■ A thorough review of each candidate's resume, and if applicable, supplemental questionnaire responses and other supporting materials. ■ Interviews with the candidates who appear to best meet the Town's needs. CPS HR will spend extensive time ascertaining each candidate's long term career goals and reasons why the candidate is seeking this opportunity, as well as gaining a solid understanding of the candidate's technical competence and management philosophy. We will also gather data on any other unique aspects specific to this recruitment based upon the candidate profile. ■ Internet research on each candidate interviewed. Task 3 — Town Council Selects Finalists At the conclusion of the previous tasks, CPS HR will prepare a written report that summarizes the results of the recruitment processes and recommends candidates for further consideration by the Town. Typically the report will recommend five to eight highly qualified candidates, and will include resumes and a profile on each interviewee's background. CPS HR will meet with the Town Council to review this report and to assist the Town in selecting a group of finalists for further evaluation. CPS HR CONSULTING Page 16 December 20, 2016 - Page 322 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Phase 111- Selection Task 1 - Design Selection Process Based on the results of the meeting conducted in Phase I, CPS HR will design a draft selection process. CPS HR will meet with the Town to review this process and discuss the Town's preferred approach in assessing the final candidates. The selection process will typically include an in-depth interview with each candidate, but may also include other selection assessments such as an oral presentation, preparation of written materials, and/or problem -solving exercises. Task 2 - Administer Selection Process CPS HR will coordinate all aspects of the selection process for the Town. This includes preparing appropriate materials such as interview questions, evaluation manuals, and other assessment exercises; facilitating the interviews; assisting the Town with deliberation of the results; and contacting both the successful and unsuccessful candidates. ;IP 1 Task 3 - Final Preparation for Appointment Following the completion of the selection process, CPS HR will be available to complete the following components: ■ Arrange Follow-up Interviews/Final Assessment Process: Should the Town wish to arrange follow-up interviews and/or conduct a final assessment in order to make a selection, CPS HR will coordinate this effort. ■ Conduct In -Depth Reference Checks: The in-depth reference checks are a comprehensive 360 evaluation process whereby we speak with current and previous supervisors, peers, and direct reports. (It is our policy to not contact current supervisors until a job offer is made contingent upon that reference being successfully completed so as not to jeopardize the candidates' current employment situation.) The candidates are requested to provide a minimum of six references sources. CPS HR is able to ascertain significant, detailed information from reference sources due to our assurance and commitment to each individual that their comments will remain confidential, which leads to a willingness to have an open and candid discussion, resulting in the best appointment for the Town. A written (anonymous) summary of the reference checks is provided to the Town. ■ Conduct Background Checks: We will arrange for a background records check of a candidate's driving record, criminal and civil court, credit history, education, newspaper article publishings, and other sensitive items. Should any negative or questionable content appear during these checks, CPS HR will have a thorough discussion with the finalist(s) and will present a full picture of the situation to the Town for further review. CPS HR CONSULTING Page 17 December 20, 2016 - Page 323 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Commitment to Communication Throughout the recruitment process, we are strongly committed to keeping you fully informed of our progress. We will collaborate with you to provide updates on the status of the recruitment via your preferred method of communication (phone conference, email, etc.). In addition, during each phase in the process, we are corresponding with candidates and advising them of their status. We place the highest level of importance on customer service and responding in a timely manner to all client and candidate inquiries. Our previous clients and candidates have expressed a sincere appreciation for our level of service and responsiveness to the management of the recruitment process; as a result, we have many long-term relationships with clients that have resulted in the opportunity to assist them with multiple recruitments. CPS HR's communication extends once you have selected the new Town Manager. We will contact both the Town Council and the newly appointed Town Manager within six months of appointment to ensure an effective transition has occurred. CPS HR CONSULTING Page l 8 December 20, 2016 - Page 324 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Project Timeline The project team CPS HR has selected is prepared to begin work upon receipt of a fully -executed contractual agreement. All search activities up to and including the selection of a new Town Manager can be completed in 14 to 16 weeks. The precise schedule will depend on the placement of advertising in the appropriate professional journals, and the ability to schedule, as quickly as possible, the initial meeting. A proposed schedule of major milestones is presented below. Task Name Month 1 Month 2 Month 3 Month 4 Weeks 1 2 3 4 5 6 7 8 9 10 11 1 12 13 14 15 16 Initial Meeting/Candidate Profile Draft Brochure ➢ Brochure Approved/Printed Place Ads ➢ Aggressive Recruiting ➢ Final Filing Date ➢ Preliminary Screening ➢ Present Leading Candidates to Town Town Interviews i Reference/Background Checks Appointment Weeks 1 2 3 4 lill CPS HR CONSULTING Page I9 December 20, 2016 - Page 325 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Executive Recruitment Team Our executive recruitment team of Ms. Gloria Timmons, Ms. Pam Derby, and Mr. Stuart Satow possesses extensive public sector recruiting experience and will serve as resources throughout this recruitment effort. Ms. Timmons will serve as your dedicated project manager throughout this recruitment process. We do not utilize subcontractors and no staff members will be removed or replaced without the prior written concurrence of the Town. Their full resumes follow. Role/Project Assignment Name Phone Email Executive Recruiter/Project Manager Gloria Timmons 916-741-3461 gtimmons@cpshr.us Senior Executive Recruiter Pam Derby 916-471-3126 pderby@cpshr.us Senior Executive Recruiter Stuart Satow 916-471-3134 ssatow@cpshr.us Resumes Gloria M. Timmons, M.B.A. Profile Ms. Timmons is a thoughtful, strategic and highly dependable professional with over 20 years of experience in human resource administration and management. Her experience has encompassed a variety of human resources functions including recruiting and selection, organizational assessment and strategy, layoff administration and retention rights, personal services contract administration, compensation, training, employee relations, background check policy administration, employee engagement, and position management. With the benefit of her years of hiring experience, Ms. Timmons strives to identify the most technically qualified candidates while also placing an emphasis on finding the right cultural fit with the organization. During her time with the University of Colorado, Ms. Timmons managed recruitments for departments such as Transportation Services, Facilities Management, Environmental, Health and Safety, and Police Administration including positions such as campus architect, police chief, executive director, transportation manager, finance director, professional engineer and vice chancellor for administration. During her time with CPS HR, she has recruited for positions such as Manager of Human Resources Operations, Deputy Fire Chief and Deputy Directors for Parks, Recreation and Community Services. Most recently, Ms. Timmons completed the recruitment for the Executive Director of the Urban Drainage and Flood Control District (Colorado). CPS HR CONSULTING Page 110 December 20, 2016 - Page 326 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Employment History ■ Project Manager/Executive Recruiter, CPS HR Consulting (Colorado based) ■ Director of Employment Services, University of Colorado, Boulder ■ Manager of Recruitment and Selection, University of Colorado, Boulder ■ Communications and Outreach Coordinator, University of Colorado, Boulder ■ Human Resources Specialist, University of Colorado, Boulder Professional Experience CPS HR Consulting Executive Recruiter Lead executive recruitments for local government, special district, and non-profit organizations. Manage the recruitment process including meetings with clients to understand their recruitment needs and developing a project plan, developing marketing brochures for recruitments, placing advertisements, and researching and identifying potential candidates. Proactively contact potential candidates, conduct screening interviews and facilitate the entire interview process. Perform thorough reference checks and oversee extensive background checks on candidates. Assist clients with negotiation of employment agreements. University of Colorado Boulder Director of Employment Services ■ Directed human resource operations, initiatives, and strategic plan objectives including recruitment and selection, position management/classification, compensation, human resource policy development and interpretation, retention rights (layoff) administration, and background check policy development and administration. ■ Provided leadership and guidance to a staff of 20 with an annual operating budget of approximately $1.2M. Accomplishments included leading a team in the assessment of organizational units to identify efficiencies, re -purpose existing resources, and restructuring organizations to enhance performance. ■ Lead the review, modification, and implementation of a comprehensive campus background check policy. Strategically managed the transfer of the campus background check administration process from Public Safety to Human Resources. Successfully created new positions, hired staff, developed processes, and collaborated with the third party vendor to enhance and ensure continuity of services during the transition. Manager of Recruitment and Selection 2002-2006 ■ Managed selection -related services and program objectives including recruitment, exam development and administration, and referral of qualified applicants. Supervised 6.0 FTE including four professional human resource specialists. CPS HR CONSULTING Page 111 December 20, 2016 - Page 327 Proposal to the Town of Vail Executive Recruitment Services for Town Manager ■ Served as the campus authority in the administration of classified staff layoff and retention rights provisions. Contributed to the development of the Campus Separation Incentive Program. ■ Actively participated in and coordinated team representation in employee relations' issues including the reasonable employer accommodation process, selection -related performance issues, and responses to employee complaints in consultation with the Office of Labor Relations. Communications and Outreach Coordinator ■ Developed, wrote, and implemented strategic communications and outreach plans in response to emerging human resource initiatives. Provided interpretation and guidance regarding University personnel policies and procedures, state personnel rules, and overall human resource policy development and revision. Conducted research on a variety of human resource topics, prepared ad hoc reports as needed, and developed follow-up action plans as appropriate. Human Resources Specialist ■ Provided advising and consulting services to applicants, employees, supervisors, and hiring authorities regarding personnel matters. ■ Provided expertise in job analysis methods, exam development, and recruitment strategies. Initiated creative solutions and provided expertise in the interpretation and application of State personnel rules while meeting the business needs of customers. Served on sexual harassment committees to investigate complaints. Professional Certifications/Leadership ■ SPHR certification through the Society for Human Resource Management ■ Chair of the Staffing and Operations Committee, University of Colorado Boulder Flagship 2030 Strategic Plan ■ Provided leadership in the development and delivery of organizational assessment services designed to examine, evaluate, and redesign business functions and structures to enhance organizational efficiencies. ■ Served on implementation teams for a variety of technology platforms and systems including PeopleSoft, PeopleAdmin, HireRight, and SkillSurvey. Education ■ Master of Business Administration, University of Colorado, Denver ■ B.S., Business Economics, State University College Oneonta CPS HR CONSULTING Page 112 December 20, 2016 - Page 328 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Pamela H. Derby Profile Since joining CPS HR Consulting in 2003, Pam Derby has conducted a wide range of recruitments for county, city, special district and association executives including city attorney, executive director, general manager, city manager, assistant and deputy city manager, police chief, community and economic development director, human resource director, finance director, city administrator, registrar of voters, library director, and director of information technology in addition to specialized support positions. Prior to joining CPS HR, Ms. Derby served as the Aide to the Yuba County Board of Supervisors serving as the Board's liaison to County Department Heads, the community, and the media. This experience provided her with a unique perspective into the special circumstances that exist in a Board/Council-Manager relationship and a keen awareness of the inner workings of local government. She is sensitive to balance the wants of the community with the needs of the client so as to tailor a recruitment process that reaches out to the most appropriate candidates and ensures a diverse group of individuals from which to make a selection. She has successfully employed these techniques in jurisdictions ranging from under 10,000 to 10 million. Moreover, she employs a firmly -held personal philosophy that candidates must be treated with the same respect and careful consideration as her client. Prior to her local government service, Ms. Derby served in the private sector and with several non-profit lobbying associations. She was responsible for the management of several large consumer groups. Employment History ■ Senior Executive Recruiter, CPS HR Consulting ■ Professional Management Consultant, CPS HR Consulting ■ Administrative Technician, CPS HR Consulting ■ Aide to the Board of Supervisors, Yuba County, CA ■ Special Cases Manager, Consumer Relations, The Money Store, CA ■ Supervisor, Trailing Documents, The Money Store, CA ■ Executive Assistant, Randlett Associates, CA Professional Experience ■ Project manager for local government, special district, and non-profit executive recruitments. Responsible for all facets of process including proposal interviews, all client meetings, creating marketing and advertising materials, conducting candidate screening interviews and developing finalist candidate interview processes. ■ Assisted executive recruiting team in the recruitment of local government and public agency executives. CPS HR CONSULTING Page 113 December 20, 2016 - Page 329 Proposal to the Town of Vail Executive Recruitment Services for Town Manager ■ Managed staff responsible for addressing escalated customer complaints. Negotiated and mediated pre -litigation settlements with attorneys, state regulators, and other state agencies, involving home improvement loans. Served as department fraud coordinator. ■ Provided administrative support to SVP, including drafting correspondence, report writing, and special projects as assigned. Supervised department receptionist, responsible for interfacing with vendors and facilities management. ■ Provided administrative and research support for private professional lobbying firm. Researched legislative bills, corresponded with professional association members regarding legislative proposals. Education ■ California State University, Chico, major course emphasis — Physical Education/English CPS HR CONSULTING Page 114 December 20, 2016 - Page 330 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Stuart Satow Profile Since joining CPS HR Consulting in 2002, Stuart Satow has conducted over 250 successful recruitments covering all areas of public sector executive search including city, county, state, special district, and regional governments. Mr. Satow has extensive experience in conducting high-level recruitments for council/board appointed positions, as well as executive recruitments for mid -management and department head level positions in community development/planning, finance, human resources, information technology, legal, parks and recreation, public safety, and public works/utilities. Previously, as a sportscaster for ABC affiliate KXTV Channel 10, Mr. Satow interviewed hundreds of management -level executives, university officials, and professional and amateur athletes. He is a popular public speaker and emcee who has long been involved in community events in the Sacramento region. With a BA degree in Communication Studies from California State University, Sacramento and 27 years of experience in the communications industry, Mr. Satow is an experienced writer and interviewer who has excellent people skills and a positive track record in staff and project management. Employment History ■ Senior Executive Recruiter, CPS HR Consulting ■ Sports Director, KXTV-10, Sacramento, CA ■ Sports Reporter / Weekend Sports Anchor, KXTV-10, Sacramento, CA ■ Sports Reporter / Weekend Sports Anchor, KNTV Channel 11, San Jose, CA ■ Sports Reporter / News/Sports Photographer, KTXL, Channel 40, Sacramento, CA Professional Experience ■ Conducting public sector recruitments for executive level positions (includes upper- and mid -management, department directors, and council/board appointed positions). ■ Managing entire recruitment process: develop and submit responses to proposals, meet with clients to understand their recruitment needs and develop a project plan, develop marketing brochures for recruitments, place advertisements, and research and identify potential candidates. Proactively contact potential candidates; market the position to them. Conduct screening interviews. Facilitate the entire interview process. Perform thorough reference checks and oversee extensive background checks on candidates. Negotiate employment agreements. ■ Coordinating activities of the Sports Department for local television news station CPS HR CONSULTING Page 115 December 20, 2016 - Page 331 Proposal to the Town of Vail Executive Recruitment Services for Town Manager ■ Reporting on local sports events/teams of interest including high school, college and professional sports (and others) ■ Liaison to local and regional sports contacts (including local and bay area professional teams, universities/colleges, high school athletic directors/coaches, and other key sports contacts) ■ Experienced writer and interviewer with excellent people skills and a positive track record in staff and project management. Education ■ B.A., Communication Studies (with honors), California State University, Sacramento CPS HR CONSULTING Page 116 December 20, 2016 - Page 332 Proposal to the Town of Vail Executive Recruitment Services for Town Manager References Provided below is a partial list of clients we have recently worked with in providing executive recruitment services. We are confident that these public sector clients will tout our responsiveness and ability to successfully place candidates that were a good fit for their organization's needs. CLIENT/POSITIONS CONTACT(S) Avalon, City of PO Box 707 Avalon, CA 90704 City Manager (2016) Anni Marshall, Mayor (310) 510-0220 amarshall@cityofavalon.com Boulder, City of 1777 Broadway Boulder, CO 80302 Deputy City Manager (2016) Aimee Kane, HR Customer Service Manager (303) 441-4235 kanea@bouldercolorado.gov Paradise Valley, Town of 6401 East Lincoln Drive Paradise Valley, AZ 85283 Town Manager (2014) Michael Collins, Mayor (480) 348-3690 mcollins@paradizevalleyaz.gov CPS HR CONSULTING Page117 December 20, 2016 - Page 333 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Professional Fees, Expenses, & Guarantee Professional Services Our professional fixed fee covers all CPS HR services associated with Phases I, II, and III of the recruitment process, including the necessary field visits (up to three) to develop the candidate profile and recruitment strategy, assist the Town with finalist selection, and facilitate candidate interviews. Our typical professional fee for a Town Manager recruitment is $17,000; however, due to our heightened interest in working with the Town of Vail on this project, we have reduced our fee by more than %5. Reimbursable Expenses Actual out-of-pocket expenses for such items as consultant travel, advertising, marketing, printing/copying, and postage/delivery charges are reimbursable at cost. There is no mark-up on expenses and we will work proactively with the Town to ensure that the dollars being spent for expenses are in keeping with the Town's expectations. Travel expenses for candidates who are invited forward in the interview process are not included under our reimbursable range. The listed reimbursable expenses range includes a background check on the selected finalist candidate. Professional Fixed Fee & Reimbursable Expenses* Professional Services Full Recruitment (Fixed Flat Fee) $16,000 Reimbursable Expenses Approximate recruitment costs include: ■ Brochure Design and Printing ($1,100) ■ Advertising ($3,000) ■ Background check for one candidate ($450) ■ Other recruitment expenses such as supplies, travel, and shipping ($2,000) $6,500-$7,500 Not -to -Exceed Total $ 11111 *Professional fees and reimbursable expenses would be billed and paid monthly. CPS HR CONSULTING Page 118 December 20, 2016 - Page 334 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Two Year Guarantee If the employment of the candidate selected and appointed by the Town, as a result of a full executive recruitment (Phases 1, 11, and 111), comes to an end before the completion of the first two years of service, CPS HR will provide the Town with professional services to appoint a replacement. Professional consulting services will be provided at no cost. The Town would be responsible only for reimbursable expenses. This guarantee does not apply to situations in which the successful candidate is promoted or re -assigned within the organization during the two-year period. Additionally, should the initial recruitment efforts not result in a successful appointment, CPS HR will extend the aggressive recruiting efforts and screen qualified candidates until an offer is made and accepted. CPS HR does not provide a guarantee for candidates placed as a result of a partial recruitment effort. CPS HR CONSULTING Page 1 19 December 20, 2016 - Page 335 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Qualifications CPS HR specializes in the recruitment and selection of key professionals for cities, counties, special districts, and non -profits. Working in partnership with the governing body or selection team, we develop customized search strategies that focus on locating and recruiting qualified candidates who match the agency's unique needs. Our wealth of recruitment experience has been gained through more than 13 years of placing top and mid-level executives in public agencies throughout the United States. ■ Unmatched Recruitment Experience for Government Agencies CPS HR has extensive experience in recruiting executive -level professionals for public agencies across the United States. As a public agency ourselves, we understand how to work with and within government. Our understanding of public sector culture and policy uniquely sets us apart from our competitors. ■ Seasoned Executive Recruiters Our recruiters possess a high level of expertise in recruiting and placing executive -level professionals. Our staff of experts includes an exceptional group of full-time employees as well as a full complement of subject matter experts, intermittent employees, and part- time employees with a variety of public and private sector experience. ■ Detailed Needs Assessments We conduct a detailed needs assessment to identify 1) future organizational direction; 2) challenges facing the position; 3) the working style and organizational climate; and 4) required core and job specific competencies as well as personal and professional characteristics. ■ Vast Pool of Public Agency Contacts CPS HR maintains a database of candidates and an extensive network of external resources to leverage for executive -level positions. We utilize our vast pool of public and non-profit contacts to deliver a strong list of competitive candidates who will be well prepared to assist you in the accomplishment of your specific mission and goals. ■ Success Recruiting Non -Job Seeking Talent We recognize that the very best candidates for some types of positions may not be looking for a career change, therefore, our recruitment team takes a very aggressive approach to identify and recruit such candidates. ■ Diversity Sensitivity CPS HR encourages applicant diversity and incorporates a variety of activities to attract the best available candidates. We have successfully recruited and placed minority and female candidates for a variety of executive -level positions. CPS HR CONSULTING Page 1 20 December 20, 2016 - Page 336 Proposal to the Town of Vail Executive Recruitment Services for Town Manager ■ Cost Effective The combination of CPS HR's seasoned recruitment management and highly qualified staff enable us to reliably deliver successful results on time and on budget. ■ Satisfied Clients Our executive search client satisfaction rating averages 4.6 on a scale of 5. While many companies talk about client satisfaction, how many measure the impact of that through assessing client satisfaction by distributing written surveys and tying the results of these surveys to their performance management system? CPS HR Consulting does. A client satisfaction survey is sent at the end of every engagement requesting feedback on the quality of our staff, deliverables, and the overall consulting relationship. ■ Strong Base of Repeat Clients We make sure we understand our client's challenges and customize our process to fit their needs. As a result, we have a long and growing list of returning clients who seek our services for multiple engagements. ■ Proven Placement Success Please refer to Appendix B for a partial listing of successful placements within the past five years. CPS HR CONSULTING Page 1 21 December 20, 2016 - Page 337 Proposal to the Town of Vail Executive Recruitment Services for Town Manager About CPS HR Consulting CPS HR Consulting has been assisting organizations with their talent management needs for over 30 years. We have unique expertise in delivering HR management and consulting services, employment testing, and assessment services to government agencies throughout North America. CPS HR's core competency is its knowledge of and expertise in the public sector. As a public agency, we understand the challenges and issues facing our client base. As a self- supporting public entity, we also understand the need for innovative yet practical results. CPS HR can provide expertise that is unique because we share with our clients a common perspective. There is no competitor in the industry that can make this claim. • • • OUR VISION: Enabling people to realize the promise of public service • • • CPS HR offers clients a comprehensive range of competitively priced services, all of which can be customized to meet your organization's specific needs. We are committed to supporting and developing strategic organizational leadership and human resource management in the public sector. We offer expertise in the areas of organizational strategy, recruitment and selection, training and development, and organization and workforce management. CPS HR is a public agency governed by regulations and public sector concerns. We understand what it is to work with and within government. Unlike other public sector organizations, CPS HR is self-supporting. We employ the strategy, innovation, and flexibility found in the private sector to the client's advantage. CPS HR's unique position in the public arena attracts professionals from both public and private sectors who are driven to help the client reach its organization's vision and mission. We work collaboratively with the client to generate solutions that are creative yet practical, to meet the organization "where it is" while also moving it to the next level. CPS HR currently has a staff of 107+ full-time employees and more than 1,200 subject matter experts and contract employees who have a wide variety of government, public, and private sector human resources experience. CPS HR has worked with more than 1,200 government and public/non-profit clients throughout the United States and Canada. Our headquarters are located in Sacramento, California. We have regional offices in Rockville, Maryland and Austin, Texas. CPS HR CONSULTING Page 1 22 December 20, 2016 - Page 338 Proposal to the Town of Vail Executive Recruitment Services for Town Manager CPS HR Consulting offers a comprehensive range of products and services. Our systematic approach to human resource management ensures that the solutions, strategies, and methodologies we implement improve your organization. For more information on our services, please visit our website at www.cpshr.us. CPS HR CONSULTING SERVICES ORGANIZATIONAL STRATEGY TESTING, RECRUITMENT & SELECTION Workforce & Succession Planning - Job Analysis Organizational Assessment, Redesign and Re -Engineering Develop/Deliver Assessment Center Services Performance Management Executive Search Employee Engagement Test Development* - Change Management - Test Administration* Complaint Investigations & HR Outsourcing *(for employment and licensing certification) CLASSIFICATION AND COMPENSATION TRAINING AND DEVELOPMENT Classification Training • Compensation • Coaching Accelerated Leader 360° Assessment' Leadership Development CPS HR CONSULTING We thank you for your consideration of our proposal. We are committed to providing high quality and expert solutions and look forward to partnering with the Town of Vail in this important endeavor. CPS HR CONSULTING Pane 1 23 December 20, 2016 - Page 339 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Appendix A: Sample Brochure CPS HR CONSULTING Pane 1 24 December 20, 2016 - Page 340 Proposal to the Town of Vail Executive Recruitment Services for Town Manager TH E CITY OF AVALON - A UNIQUE ISLAND PARADISE Te City of Avalon isa picturesque and leisurely seaport illage with an estimated permanent population of 3,800 nd an annual visitor count of dose to one million. It is the only incorporated city on Santa Catalina Island, and enjoys a mild subtropical climate with warm temperatures year-round which allows for many opportunities to enjoy the Island's land and sea activities. Catalina has a unique and arresting natural environment, including dozens of plants and animals found only on the Island, and boasts more than 60 miles of unspoiled beaches and secluded coves—the longest publicly accessible stretch of undeveloped coastline left in Southern California. The town is clean and safe. As a resort, Avalon offers its visitors a unique, quiet, peaceful, high-quality vacation experience.The community continually strives for excellence in deanliness, customer service and product quality. Residents have access to housing options comparable in price to other Southern California cities, good school facilities, a variety of post high school educational opportunities, and abundant recreational, cultural, and social facilities and programs. The Island's primary industry istourisrn where every weekend is like a vacation. The City of Avalon is situated on the easterly portion of Catalina Island, 22 miles south/southwest of the Los Angeles Harbor breakwater. Avalon is a little over 2 2/3 square miles in size. The Island itself is 76 square miles in area, 88% of which is in a conservancy and is to be maintained in its natural state in perpetuity. Catalina Island is part of Los Angeles County and Avalon schools are part of the Long Beach Unified School District. Avalon is a full service city providing fire protection, harbor operations, ambulance, planning, building, sewer, trash, cemetery, public works, and many other city services. Law enforcement services are provided under contract by Los Angeles County. THE CITY GOVERNMENT Incorporated on June 26, 1913, Avalon is a general law city with a Council/Manager form of government including a Mayor and lour council members. The Mayor is elected to serve a two-year term while council members are elected to tour -year terms. Currently, Avalon has a Mayor, Mayor Pro Tem, and Three Councilmembers. The City Manager is The executive officer of Avalon and is appointed directly by the City Coundl. Avalon's annual operating budget is approximately $25 million. There are approximately 59 full-time employees with that number increasing to over 100 lull -lime and part-time employees during the summer season. The City has seven departments, including Administration, Finance, Fire, Harbor, Planning & Building, Public Works and Recreation. The City owns both a sewer treatment plant and a solid waste authority, but contracts out operation of both to private companies. THE POSITION The City Manager is the operational head of city government. He/she will provide exceptional leadership and a collaborative and engaging management style throughout Avalon's operations and in interactions with the City Council. Coordination of financial planning, budget preparation, public information, citizens' group support and pdicy development are key parts of the City Manager's mission. The City Manager's principal duties and responsibilities include enforcing all the laws and ordnances of Avalon, overseeing and managing the professional efforts of all departments under his or her jurisciction to ensure the effective operation of the City, and assisting the members of the City Council in formulating policies and responding to issues and concerns raised by both residents and visitors. To learn more about the City of Avalon, go to www.cityofavalon.com THE IDEAL CANDIDATE The ideal candidate will be an effective and collaborative leader; possessing confidence, patience, excellent communication and interpersonal skills, and strong technical and business acumen; who understands the need for public service through community engagement and participation, and protecting the 'brand' of the City of Avalon. An understanding of the City's service opportunities including mountains and the ocean, harbors, water issues, transportation, and an array of other priorities that make Avalon unique is invaluable. The successful candidate will have a demonstrated and solid track record of finance and public administration, leasing and managing municipal service initiatives, business and economic development, and public works. The successful candidate shall have expertise in enterprise and budget management, agency CPS HR CONSULTING Pane 12 December 20, 2016 - Page 341 Proposal to the Town of Vail Executive Recruitment Services for Town Manager 1 administration, and the ability to build and maintain collaborative relationships with dty council, regional and business partners, surrounding cities, governmental agencies, staff and the community, Through open and respectful dialogue, He or she will demonstrate open and transparent communication and will be known as someone who is responsive and approachable. A canddate that can demonstrate the ability to work positively and effectively with staff and promote positive morale and team building in the organization is highly valued, as is Their desire to live in and be a part of the City of Avalon. DUTIES AND RESPONSIBILITES • Plan, direct, and coordinate municipal programs and activities; analyze unusual situations and find solutions through application of management principles and practices, and creativity. • Develop comprehensive plans to meet future City needs and services. • Lead and participate in community meetings with the ability to demonstrate diplomacy and tact. • Constructively handle conflict and develop effective resolutions, • Develop new policies and processes that impact city-wide operations. • Supervise the work of officers and employees engaged in a variety of municipal services and occupational fields. • Meet schedules, timelines, and deadlines. • Attend all City Council meetings. KNOWLEDGE, SKILLS, AND EXPERIENCE • Organizational and operational management of municipal government. • Fiscal management; able 10 develop funding sources and obtain grants. • Pertinent laws, ordinances and regulations related to California city government and public administration and public contracting. • Techniques of maintaining effective council, staff, and community relations. • A professional who can lead the organization with a commitment to uphold the values of Avalon; develop positive business relationships and respect the richness of the City. • A competent manager of both issues and staff; someone who can mentor and develop employees; retain and attract top talent. • Able to effectively present and articulate ideas both verbally and in writing to various groups. • Knowledge of transportation; a background in vehicle sludes is a plus. • • • • • • • • • • MANAGEMENT STYLE AND CHARACTERISTICS A strong, seasoned leader with the highest integrity, character, and ethics. Honest, with the ability to build and maintain trust and actively listen. A friendly and approachable leader who is visible and actively engaged in the community and will ensure quality customer service; someone That understands the needs of the citizens, listens and allows the public to be heard and respected. Successful at building collaborative business and community - oriented working relationships. An enthusiastic, inspiring and engaged communicator. A forward thinker with the willingness to make difficult decisions based on what is right and enforce not only the letter of the law, but the spirit of the law. A strong leader who shares The vision of the council and community, and can advocate, articulate, and implement that vision. A Manager who is able 10 blend innovation and creativity, think outside the box, can creatively move the City in a positive direction, or next step, while acknowledging and responding toils challenges. Diplomatic; being known as a'people person', with a can -do style that is comfortable interacting with a wide spectrum of individuals and one who welcomes dialogue and discussion. Technologically astute; who recognizes the value of harnessing and integrating the benefits of cutting edge technology for city government and for residents. CPS HR CONSULTING Page 1 26 December 20, 2016 - Page 342 Proposal to the Town of Vail Executive Recruitment Services for Town Manager MINIMUM QUALIFICATIONS • A Bachelor's degree in finance, business, or public administration or a related field. • A Master's degree is highly desirable. • Eight - Ten years of experience in a municipal management capacity. • Fiscal management; able 10 develop funding sources and obtain grants. • Solid operational experience typical of municipal services. • Knowledge of and/or partidpation with California Coastal Commission, State of California Regional Water Quality Control Board, Public Agency Risk Sharing Authority of California, and other governmental and public policy agencies. • Techniques of maintaining effective relations with council, staff, and the general public. COMPENSATION AND BENEFITS The salary range for this position is $150,000 - $185,000 commensurate with the successful candidate's experience and qualifications. In addition, the City offers an attractive benefit package that includes: • Retirement — CaIPERS 2% W 55 retirement benefit formula with employee paying 7% if considered a "classic member" by CaIPERS. If considered a "new member" by CaIPERS, then the retirement benefit formula is 2% at 62 with 6.25% contribution amount. The 6.25% contribution amount for "new members° is subject to adjustment by CaIPERS. • Health Insurance —The City pays the premium for the City Manager and his or her dependents. • Dental Insurance —The City pays the premium for the City Manager and his or her dependents. • Paid Holidays —12 days annually, plus 2 floating holidays. • Sick Leave— 12 days of sick leave per year. • Vacation/Administration Leave —10 days of vacation and 7 days of administration leave. • Deferred Compensation — The aty offers a Section 457(b) deferred compensation plan to be funded by employee salary reductions only. APPLICATION PROCESS AND RECRUITMENT SCHEDULE The final filing date for this position is Monday, April, 11, 2016. To be considered for this exceptional career opportunity, please submit your cover letter, resume, current salary and 10 work-related references (who will not be contacted in the early stages of the recruitment). Resumes should reflect years and months of employment and positions held. Forward your resume to Frank Rojas: CPS HR CONSULTING CPS HR Consulting Sacramento, CA 95815 Tel: 916- 471-3111 Email: resumes©cpshr.us Website: www.cpshr.us/search Resumes will be screened on the criteria outlined in this brochure. Candidates with the most relevant qualifications will be given preliminary interviews by the consultant. The City of Avalon will then select finalists to be interviewed. Candidates deemed most qualified will be invited to partidpate in a final interview process that includes comprehensive reference and background checks. For additional information about this opportunity please contact Frank Rojas. 1 1 CPS HR CONSULTING Panel? December 20, 2016 - Page 343 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Appendix B: Partial Recruitment Listing Agency Title Year Completed Alameda, City of Chief Engineer 2016 Alpine, County of Assistant County Administrative Officer, Budget and Finance 2016 Aurora, City of Director of Neighborhood Services 2016 Aurora, City of HR Manager 2016 Austin, City of Compensation Manager 2016 Austin, City of Human Resources Assistant Director 2016 Avalon, City of City Manager 2016 Boulder, City of Deputy City Manager 2016 Boulder, City of Deputy Director for Housing 2016 Boulder, City of Deputy Director of Human Resources 2016 Boulder, City of Director of Transportation 2016 Boulder, City of Risk Manager 2016 CA Department of Toxic Substance Control Director, Office of Emergency Management 2016 CA Office of Emergency Services Assistant Director, Public Safety Communications 2016 California Department of Insurance Deputy Commissioner - Financial Surveillance Branch 2016 California Student Aid Commission Executive Director 2016 Casitas Municipal Water District Safety Officer 2016 Clark County Public Transportation (C-TRAN) Director of Information Technology 2016 Conejo recreation and Park District Recreation and Community Services Administrator 2016 CPS HR CONSULTING Page 1 28 December 20, 2016 - Page 344 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Agency Title Year Completed Cosumnes Community Services District EMS Division Performance and Development Coordinator 2016 Cosumnes Community Services District HR Manager 2016 Denver Water Director of Planning 2016 Dixon, City of Community Development Director 2016 Dixon, City of HR Director 2016 East Bay Regional Park District Chief of Park Operations 2016 East Bay Regional Park District Deputy General Manager 2016 Fairfield, City of Assistant Director of Public Works/City Engineer 2016 Fairfield, City of Dispatch Manager 2016 Florin Resources Conservation District/Elk Grove Water District Program Manager 2016 Garland, City of Senior Managing Director of Development Services 2016 Hayward Area Recreation and Park District General Manager 2016 Hayward, City of HR Manager 2016 Henderson, City of Director of Finance 2016 Henderson, City of Labor Relations Manager 2016 Hidden Valley Lake Community Services District General Manager 2016 Kern Community College District Chief Information Officer 2016 Las Vegas, City of Director of Information Technologies 2016 Long Beach, City of Director of Parks 2016 Marin Municipal Water District Communications and Outreach Manager 2016 CPS HR CONSULTING Page 1 29 December 20, 2016 - Page 345 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Agency Title Year Completed Missouri City, City of Fire Chief 2016 Mojave Desert Air Quality Management District Executive Director/APCO 2016 Monterey, County of Deputy Director 2016 Monterey, County of Deputy Director of Adult Services 2016 Monterey, County of Deputy Director of Social Services, Family and Children's Services 2016 Moreno Valley, City of Parks and Community Services Director 2016 Municipal Pooling Authority Chief Administrative Officer 2016 Nevada Irrigation District HR Manager 2016 Orange County Fire Authority HR Director 2016 Orange, County of Chief Deputy Probation Officer 2016 Pleasant Hill Recreation and Park District General Manager 2016 Provo, City of Director of Parks and Recreation 2016 Puget Sound Clean Air Agency Engineer II 2016 Reno, City of Community Development Director 2016 Sacramento Area Council of Governments CEO 2016 Sacramento Area Flood Control Agency Administrative Officer 2016 Sacramento Housing and Redevelopment Agency Program Manager 2016 Sacramento Transportation Authority Executive Director 2016 Sacramento Transportation Authority (STA) Executive Director 2016 Sacramento, City of Management Analyst 2016 CPS HR CONSULTING Page 1 30 December 20, 2016 - Page 346 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Agency Title Year Completed San Bernardino, County of Health Information Manager 2016 San Jose, City of Deputy Director of Finance -Treasury 2016 San Jose, City of Division Manager, HR Health and Safety 2016 San Jose, City of Division Manager, Medical Marijuana 2016 San Jose, City of Division Manager, Parks, Recreation and Neighborhood Services 2016 San Jose, City of Division Manager, Pavement 2016 San Jose, City of Vision Zero Project Manager 2016 Santa Barbara, County of Assistant Director of General Services 2016 Santa Barbara, County of Deputy Director of Planning and Development 2016 Santa Barbara, County of Director, Office of Emergency Management 2016 Santa Clara Valley Habitat Agency Habitat Conservation Plan Specialist/Principal Program Manager 2016 Santa Clara, County of Deputy County Executive 2016 Santa Clara, County of Deputy Director of Parks 2016 South San Luis Obispo County Sanitation District District Administrator 2016 Stockton, City of Assistant Director of HR 2016 Tacoma, City of Assistant Director of HR 2016 Tacoma, City of HR Manager -Utilities 2016 Tahoe Regional Planning Agency Director of Human Resources & Organizational Development 2016 Travis, County of Executive Manager 2016 Tualatin Valley Water District Chief Engineer 2016 CPS HR CONSULTING Page 1 31 December 20, 2016 - Page 347 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Agency Title Year Completed Tucson, City of Business Services Administrator 2016 Tucson, City of Director of Tucson Water 2016 Upland, City of Deputy Operations Manager 2016 Upland, City of Utility Operations Manager 2016 Urban Drainage and Flood Control District Executive Director 2016 Washington Department of Transportation Alaska Way Viaduct and Seawall Replacement Program Administrator 2016 Abilene, City of Director of Planning and Development Services 2015 Abilene, City of Water Utility Director 2015 Anaheim, City of City Manager 2015 Anaheim, City of Engineering Manager - Design Services 2015 Anaheim, City of Senior Buyer 2015 Austin, City of Corporate IT Security Officer 2015 Casitas Municipal Water District Safety Officer 2015 East Bay Municipal Utility District (EBMUD) Finance Director 2015 Fairfield, City of Director of Community Resources 2015 Fairfield, City of Transportation Manager 2015 Garden Grove, City of City Manager 2015 Housing Authority of Stanislaus County Executive Director 2015 Kings River Conservation District General Manager 2015 Marinwood Community Services District District Manager 2015 CPS HR CONSULTING Page 1 32 December 20, 2016 - Page 348 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Agency Title Year Completed Monterey Regional Water Pollution Control Agency Chief Financial Officer 2015 Puget Sound Clean Air Agency Human Resources Manager 2015 Sacramento, City of Human Resources Director 2015 32nd Agricultural District Association/Orange County Fair Chief Executive Officer 2014 Alameda County Bar Association Chief Executive Officer 2014 Alameda County Employees' Retirement Association Chief Counsel 2014 Apache Junction, City of Director of Development Services 2014 Bar Association of San Francisco Executive Director 2014 Brentwood, City of Director of Parks and Recreation 2014 California Department of Consumer Affairs -California Medical Board Executive Director of the California Medical Board 2014 Chandler, City of City Engineer 2014 Citrus Heights Water District Assistant General Manager 2014 Compton, City of Director of Community Development 2014 Concord, City of Director of Information Technology 2014 Davis, City of Finance Administrator 2014 East Bay Regional Park District Assistant District Counsel 2014 East Bay Regional Park District Chief Financial Officer/Controller 2014 East Bay Regional Park District Chief of Interpretive and Recreation Services 2014 East Bay Regional Park District Chief of Park Operations 2014 East Bay Regional Park District District Counsel 2014 East Bay Regional Park District Human Resources Manager 2014 CPS HR CONSULTING Page 1 33 December 20, 2016 - Page 349 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Agency Title Year Completed Fairfield, City of Assistant Public Works Director/City Engineer 2014 Five Cities Fire Authority Fire Chief 2014 Florin Resource Conservation District (Elk Grove Water) Finance Manager 2014 Goodyear, City of Engineering Director 2014 Greater Vallejo Recreation District Maintenance and Development Manager 2014 Las Vegas, City of Director of Parks and Recreation 2014 Marana, Town of Deputy Town Manager 2014 Maricopa, City of Chief Information Officer 2014 Maricopa, City of City Manager 2014 Maricopa, City of Director of Human Resources 2014 Maricopa, City of (Partial) Assistant to the City Manager 2014 Merced County Employees' Retirement Association (Partial) plan Administrator 2014 Monterey Regional Water Pollution Control Agency Director of Operations and Maintenance/Deputy General Manager 2014 Paradise Valley, Town of Town Manager 2014 Sacramento Metropolitan Air Quality Management District (Partial) Division Manager Administrative Services 2014 Sacramento, City of Fire Chief 2014 San Francisco Estuary Institute Executive Director 2014 San Francisco Municipal Transportation Agency Deputy Director of Rail Maintenance 2014 San Francisco Municipal Transportation Agency Deputy Director Program Delivery 2014 CPS HR CONSULTING Page 1 34 December 20, 2016 - Page 350 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Agency Title Year Completed San Francisco Municipal Transportation Agency Director of Sustainable Streets 2014 San Francisco Municipal Transportation Agency Director of Taxis 2014 San Francisco Municipal Transportation Agency Senior Operations Manager, Cable Car 2014 San Jose, City of Assistant Finance Director 2014 San Jose, City of Assistant Library Director 2014 San Jose, City of Deputy Director of Emergency Services (Fire) 2014 San Jose, City of Deputy Director of Treasury 2014 San Jose, City of Division Manager of Pavement Services 2014 San Jose, City of Division Manager, Sanitary Sewer Maintenance/Division Manager of Sewer and Storm Services 2014 Santa Clara Valley Habitat Agency Executive Officer 2014 Superior Court of California, County of Orange (Partial) Chief Technology Officer 2014 Surprise, City of Community Development Director 2014 Surprise, City of Fire Chief 2014 Tacoma Employees' Retirement System Retirement Director 2014 Welfare Client Data Systems Consortium Executive Director 2014 Anaheim, City of Chief of Police 2013 California Department of Developmental Services Executive Director of Sonoma Development Center 2013 California Earthquake Authority Chief Information Officer 2013 CPS HR CONSULTING Page 1 35 December 20, 2016 - Page 351 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Agency Title Year Completed Carmichael Recreation and Park District District Administrator 2013 Chandler, City of (Partial) Assistant City Manager 2013 Coconino, County of County Manager 2013 East Bay Regional Park District Chief of Stewardship 2013 Gilbert, Town of Fire Chief (Partial) 2013 Gilbert, Town of Public Works Director 2013 King, County of Section Manager in Public Health 2013 Las Vegas, City of Fire Chief 2013 Maricopa, City of Development Services Director 2013 Modesto Irrigation District Assistant General Manager, Finance 2013 Modesto Irrigation District General Counsel 2013 Monterey Peninsula Regional Park District General Manager 2013 Morgan Hill, CA, City of Community Development Director 2013 Morgan Hill, CA, City of Community Services Director 2013 Nevada Irrigation District General Manager 2013 Oakland, Port of Chief Technology Officer 2013 San Jose, City of Deputy Director of Transportation for Planning, Policy, and Program Delivery 2013 San Jose, City of Operations Division Manager -Regional Wastewater Facility 2013 San Jose, City of (Partial) IT Manager, Department of Transportation 2013 Santa Clara Valley Water District Deputy Operating Officer of the Water Utility Operations and Maintenance Division 2013 CPS HR CONSULTING Page 1 36 December 20, 2016 - Page 352 Proposal to the Town of Vail Executive Recruitment Services for Town Manager Agency Title Year Completed Southern Nevada Health District Chief Health Officer 2013 Southern Nevada Health District Director of Administration 2013 Surprise, City of Chief Financial Officer 2013 Vallejo, City of Chief Assistant City Attorney 2013 CPS HR CONSULTING Page 1 37 December 20, 2016 - Page 353 GovHR USA GovTempsUSA December 16, 2016 Ms. Krista Miller Director, Human Resources/Risk Management Town of Vail 75 South Frontage Road West Vail, CO 81657 Dear Ms. Miller: GovHR USA ("GovHR") is pleased to provide you with a Proposal for the Executive Recruitment Search for the Town of Vail's Town Manager. GovHR is a public management consulting firm serving municipal clients and other public sector entities on a national basis. Our headquarters offices are in Northbrook, Illinois. We are a certified Female Business Enterprise in the State of Illinois, and work exclusively in the public sector. GovHR offers customized executive recruitment services and completes other management studies and consulting projects for communities. GovHR has completed over 340 recruitments since its establishment in 2009. Our consultants are experienced executive recruiters who have conducted over 500 recruitments in their careers, working with cities, counties, special districts and other governmental entities of all sizes throughout the country. In addition, we've held leadership positions within local government, giving us an understanding of the complexities and challenges facing today's public sector leaders. In the past five years we have conducted 78 city manager/administrator recruitments. These recruitments have occurred in Arizona, Connecticut, Florida, Illinois, Iowa, Maryland, Massachusetts, Michigan, Missouri, New Jersey, Ohio, Pennsylvania, Rhode Island, Texas, and Wisconsin. I will serve as the primary contact person if GovHR is selected to conduct the Town Manager recruitment for Vail, and I will be assisted by GovHR Vice President and Colorado resident Cristi Musser. Our biographies are attached to the Proposal, and my contact information is: Heidi Voorhees Telephone: (847) 380-3240 Facsimile 866.401.3100 Hvoorhees@govhrusa.com We look forward to hearing from you and hope to have the opportunity to work with the Town of Vail on this important recruitment. Sincerely, (Lt- /V)-1 LAJ.C) Heidi Voorhees President, GovHR USA 630 Dundee Road, Suite 130, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING December 20, 2016 - Page 354 GovHR USA GovTempsUSA December 16, 2016 Ms. Krista Miller Director, Human Resources/Risk Management Town of Vail 75 South Frontage Road West Vail, CO 81657 Dear Ms. Miller: Thank you for the opportunity to provide you with a proposal for the Town of Vail's Town Manager recruitment and selection process. GovHR USA ("GovHR") prides itself on a tailored, personal approach to executive recruitment and selection, able to adapt to your specific requirements for the position. Qualifications and Experience GovHR is a public management consulting firm serving municipal clients and other public sector entities on a national basis. Our headquarters offices are in Northbrook, Illinois. We are a certified Female Business Enterprise in the State of Illinois, and work exclusively in the public sector. GovHR offers customized executive recruitment services and completes other management studies and consulting projects for communities. Please note the following key qualifications of our firm: ➢ Since our establishment in 2009, our consultants have conducted hundreds of recruitments in 24 states, with an increase in business of at least 30% each year. Twenty-eight (28%) of our clients are repeat clients, the best indicator of satisfaction with our services. ➢ Surveys of our clients show that 94% rate their overall experience with our firm as Outstanding, and indicate that they plan to use our services or highly recommend us in the future. ➢ Our state of the art processes, including extensive use of social media for candidate outreach and skype interviews with potential finalist candidates, ensure a successful recruitment for your organization. ➢ Our high quality, thorough Recruitment Brochure reflects the knowledge we will have about your community and your organization, and will provide important information to potential candidates. ➢ We provide a two-year guarantee for our recruitments. Less than 1% of our clients have had to invoke the guarantee. ➢ The firm has a total of twenty-two consultants, both generalists and specialists (public safety, public works, finance, parks, etc.), who are based in Arizona, Florida, Illinois, Indiana, Michigan, and Wisconsin, as well as five reference specialists and eight support staff. 630 Dundee Road, Suite 130, Northbrook, Illinois 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com EXECUTIVE RECRUITMENT • INTERIM STAFFING • MANAGEMENT AND HUMAN RESOURCE CONSULTING December 20, 2016 - Page 355 GovHR USA GoVTempsLSA page 2 Our consultants are experienced executive recruiters who have conducted over 600 recruitments, working with cities, counties, special districts and other governmental entities of all sizes throughout the country. In addition, we have held leadership positions within local government, giving us an understanding of the complexities and challenges facing today's public sector leaders. GovHR is led by Heidi Voorhees, President, and Joellen Earl, Chief Executive Officer. Ms. Voorhees previously spent 8 years with the nationally recognized public sector consulting firm, The PAR Group, and was President of The PAR Group from 2006 — 2009. Ms. Voorhees has conducted more than 240 recruitments in her management consulting career, with many of her clients repeat clients, attesting to the high quality of work performed for them. In addition to her 12 years of executive recruitment and management consulting experience, Ms. Voorhees has 19 years of local government leadership and management service, with ten years as the Village Manager for the Village of Wilmette. Ms. Earl is a seasoned manager, with expertise in public sector human resources management. She has held positions from Human Resources Director and Administrative Services Director to Assistant Town Manager and Assistant County Manager. Ms. Earl has worked in forms of government ranging from Open Town Meeting to Council -Manager and has supervised all municipal and county departments ranging from Public Safety and Public Works to Mental Health and Social Services. Consultants Assigned GovHR President Heidi Voorhees and Vice President Cristi Musser will be responsible for your recruitment and selection process. Ms. Voorhees will be the primary contact person and her contact information is: Heidi Voorhees President GovHR USA LLC 630 Dundee Road, Suite 130 Northbrook, IL 60062 Telephone: (847) 380-3240 Facsimile 866.401.3100 Hvoorhees@govhrusa.com Ms. Voorhees has led more than 240 recruitments for local government entities across the country and takes pride in facilitating a tailored, thorough process that gives elected and appointed officials the tools they need to make critical personnel decisions. Her clients have included Austin, Texas; Lake County Illinois; Evanston, Illinois; Ferguson, Missouri; Fayetteville, North Carolina; and clients in Arizona, Rhode Island, Pennsylvania and Wisconsin. GovHR is in the process of developing its practice and presence in Colorado. One of our staff members, Cristi Musser, is a year-round resident of Eagle and is intimately familiar with the issues facing mountain resort communities and Vail in particular. Ms.Musser is a former local government professional with management and HR consulting experience in California, Oregon and Illinois. She recently conducted GovHR's successful recruitment of the Road and Bridge Director for San Miguel County (Telluride). Finally, as further evidence of GovHR's commitment to our Colorado practice, we sponsored and attended the recent CCI conference in Colorado Springs and plan to sponsor the upcoming CCCMA and CML conferences. A complete list of GovHR's clients is available on our website at www.govhrusa.com. December 20, 2016 - Page 356 GovHR USA GoVTempsLSA page 3 Implementation Plan Successful Recruiting Strategies: Overall, we believe a successful recruitment strategy starts with a thorough understanding of the community and municipal organization. That understanding will assist us in identifying candidates who can best fit the position. In the Cambridge, MA City Manager recruitment and selection process, the City organized more than 25 stakeholder meetings and additional individual interviews with the Search Committee and City senior staff. This gave us an excellent perspective on the challenges and opportunities the community and organization face. With respect to the ICMA Executive Director recruitment process, we conducted several online surveys of stakeholder groups to more fully understand the perspectives of the membership. In addition, we conducted two full days of individual interviews and hosted a Listening Post at our ICMA conference booth for further comment from the members. The next step in a successful recruitment strategy is outreach. We utilize several forms of social media (Twitter, Facebook, lnstagram and Linkedln) along with more traditional website -based advertising. In addition, we develop a database of potential candidates that is typically between 500 and 1,000 members who also receive an e-mail blast from us. Finally, we personally contact candidates who we believe may be interested in the position. We regularly attend and often present at national and state conferences so we are always meeting new potential candidates. We believe strongly in presenting a diverse pool of candidates. In November, we attended the International Hispanic Network Conference in Texas where we exhibited and presented on a panel. We also sponsor and attend receptions and dinners for the National Forum for Black Public Administrators. We are founding members of the Illinois Legacy Project, an organization dedicated to the advancement of women in local government, and we are also members and sponsors of Women Leading Government, a national organization dedicated to advancing women in local government. Interviewing and Selection Processes: Each interviewing and selection process is tailored to the needs of the community and the preferences of the elected officials. Some of the approaches we have used with clients include oral presentations, on site writing exercises, leadership assessments (utilizing an outside vendor), public forums, stakeholder panels and video interviews. These are all in addition to a structured interview conducted by the elected officials and/or Search Committee. Many of our clients have incorporated oral presentations into the interview process. Typically, the candidates are given a topic in advance and also given the option to use technology. The presentation is no longer than 10 minutes and occurs at the start of the candidate's interview with the elected officials. The oral presentation measures the candidate's ability to speak before a group, to organize a presentation and to utilize technology. This was used very effectively in the recent Oberlin, OH City Manager recruitment process. We can also facilitate an on-site writing exercise and recommend a vendor for leadership assessments. We have coordinated public forums for a number of recruitments. A public forum was used effectively in the Ferguson, MO City Manager recruitment where there was a high level of public and media interest in the candidates for City Manager. We organized a very well received public forum for the final three candidates where the candidates answered questions and then informally met with the public. We have frequently used citizen and stakeholder panels for final interviewing processes. These have been done for numerous department head processes our firm has led for the City of Austin, Texas. Finally, we can offer video interviews for the elected officials. We have contracted with a firm that will provide YouTube style videos of candidates answering 2-3 questions. These links are sent by our firm to the elected officials several days prior to the meeting where candidates are chosen for an on-site interview. This was recently done for the Orland Park Village Manager recruitment and was useful in helping the elected officials decide which candidates to invite for an interview. December 20, 2016 - Page 357 GovHR USA GoVTempsLSA page 4 References The following references can speak to the quality of service provided by GovHR: Oberlin, OH City Manager recruitment Ron Rimbert, Council President City of Oberlin 85 South Main Street Oberlin, Ohio 44074 440-775-7222 Ferguson, MO City Manager recruitment James Knowles III, Mayor City of Ferguson 110 Church Street Ferguson, MO 63135 314-524-5152 www.fergusoncity.com Glencoe, IL Village Manager recruitment Larry Levin, Village President Village of Glencoe 675 Village Court Glencoe, IL 60022 847-835-41170 info@villageofglencoe.org Scope of Work A typical recruitment and selection process takes approximately 175 hours to conduct. At least 50 hours of this time is administrative, including advertisement placement, reference interviews, and due diligence on candidates. We believe our experience and ability to professionally administer your recruitment will provide you with a diverse pool of highly qualified candidates for your position. GovHR clients are informed of the progress of a recruitment throughout the entire process. We are always available by mobile phone or email should you have a question or need information about the recruitment. GovHR suggests the following approach to your recruitment, subject to your requests for modification: Phase I — Position Assessment, Position Announcement and Brochure Development Phase I will include the following steps: ➢ One-on-one interviews will be conducted with elected officials, staff and the public to develop our Recruitment Brochure. This important document outlines the expectations that the Town Council has for its next Town Manager, providing us with the information we need to target our recruitment. During this process, we will assist you with establishing the salary for the Town Manager by conducting a salary survey of comparable communities, if requested. ➢ Development of a Position Announcement. ➢ Development of a detailed Recruitment Brochure for your review and approval. December 20, 2016 - Page 358 Irk GovHR USA GoVTempsLSA page 5 ➢ Agreement on a detailed Recruitment Timetable — a typical recruitment takes 90 days from the time you sign the contract until you are ready to appoint the finalist candidate. Phase II — Advertising, Candidate Recruitment and Outreach We make extensive use of social media as well as traditional outreach methods to ensure a diverse and highly qualified pool of candidates. In addition, our website is well known in the local government industry — we typically have 5,000 visits to our website each month. Finally, we develop a database customized to your recruitment and can do an email blast to thousands of potential candidates. Phase II will include the following steps: ➢ Placement of the Position Announcement in appropriate professional online publications. In addition to public sector publications and websites, outreach will include Linkedln and other private sector resources. We can provide the Council with a list of where we intend to place the position announcement, if requested. ➢ The development of a database of potential candidates from across the country unique to the position and to Vail, focusing on the leadership and management skills identified in Phase I as well as size of organization, and experience in addressing challenges and opportunities also outlined in Phase I. This database can range from several hundred to thousands of names depending on the parameters established for the outreach. Outreach will be done in person, and through e-mail and telephone contacts. GovHR consultants have extensive knowledge of the municipal government industry and will personally identify and contact potential candidates. With more than 600 collective years of municipal and consulting experience among our consultants, we often have inside knowledge about candidates. Phase III — Candidate Evaluation and Screening Phase III will include the following steps: ➢ Review and evaluation of candidates' credentials considering the criteria outlined in the Recruitment Brochure. Candidates will be interviewed by skype or facetime to fully grasp their qualifications, experience and interpersonal skills. The interviews include asking specific questions about their experiences and skill sets as well as asking questions specific to the Town Manager. We will ask follow up questions and probe specific areas. By utilizing skype or facetime we will have an assessment of their verbal skills and their level of energy for and interest in the position. Optional: One-way video Interview where finalist candidates answer interview questions on their own time. It's convenient for them and incredibly insightful for you. A link to each candidate video can be emailed to you for your review. ➢ Formal and informal references and an internet/social media search of each candidate will be conducted to further verify candidates' abilities, work ethic, management and leadership skills, analytical skills, interpersonal skills, ability to interact with the media, and any areas identified for im provement. ➢ All resumes will be acknowledged and contacts and inquiries from candidates will be personally handled by GovHR, ensuring that the Town of Vail's process is professional and well regarded by all who participate. December 20, 2016 - Page 359 GovHR USA GoVTempsLSA page 6 Phase IV — Presentation of Recommended Candidates Phase IV will include the following steps: ➢ GovHR will prepare a Recruitment Report that presents the credentials of those candidates most qualified for the position. You will advise us of the number of reports you will need for the individuals involved in this phase of the recruitment and selection process. We provide a binder which contains the candidate's cover letter and resume. In addition, we prepare a "mini" resume for each candidate, so that each candidate's credentials are presented in a uniform way. GovHR will provide you with a log of all candidates who applied. You may also review all the resumes, if requested. ➢ GovHR will meet with you on-site to review the Recruitment Report and expand upon the information provided. The report will arrive two to three days in advance of the meeting, giving you the opportunity to fully review it. In addition to the written report, we will spend 2 to 3 hours discussing the candidates by reviewing their skype interviews and providing excerpts from the references we will have conducted on the individuals. Phase V —Interviewing Process Phase V will include the following steps: ➢ After the Recruitment Report is presented, the Interviewing Process will be finalized including the discussion of any specific components you deem appropriate, such as a writing sample or oral presentation. ➢ GovHR will develop the first and second round interview questions for your review and comment. GovHR will provide you with interview books that include the credentials each candidate submits, a set of questions with room for interviewers to make notes, and evaluation sheets to assist interviewers in assessing the candidate's skills and abilities. ➢ GovHR will work with you to develop an interview schedule for the candidates, coordinating travel and accommodations. In addition to a structured interview with the Town of Vail, the schedule will incorporate a tour of Vail's facilities and interviews with senior staff, if the Town so desires. ➢ Once candidates for interview are selected, additional references will be contacted, along with verification of educational credentials, criminal court, credit, and motor vehicle and records checks. ➢ GovHR recommends a two-step interviewing process with (typically) five or six candidates interviewed in the first round. Following this round, we strongly suggest that two or three candidates are selected for second round interviews. Again, we will prepare a second round of interview questions and an evaluation sheet. ➢ GovHR consultants will be present for all the interviews, serving as a resource and facilitator. Phase VI — Appointment of Candidate ➢ GovHR will assist you as much as you request with the salary and benefit negotiations and drafting of an employment agreement, if appropriate. ➢ GovHR will notify all applicants of the final appointment, providing professional background information on the successful candidate December 20, 2016 - Page 360 Ira GovHR USA GoTTempsLSA page 7 Optional 360° Evaluation As a service to the Town of Vail, we offer the option to provide you with a proposal for a 360° performance evaluation for the appointed Town Manager at about six months into his or her employment. This evaluation will include seeking feedback from both Elected Officials and Department Directors, along with any other constituent the Town feels would be relevant and beneficial. This input will be obtained on a confidential basis with comments known only to the consultant. If you are interested in this option, GovHR will prepare a proposal for this service. Recruitment Schedule A detailed recruitment schedule will be provided in Phase I. The recruitment and selection process typically takes 90 days from the time the contract is signed until the candidate is appointed. We can work with you on a shorter process, should you so desire. Our typical recruitment process includes the following milestones and deliverables: ➢ Weeks 1 - 2 ➢ Weeks 3 - 8 ➢ Week 9 ➢ Week 10 ➢ Weeks 11-12 On-site interviews of Town officials and staff, development and approval of recruitment brochure Deliverable: recruitment brochure Placement of professional announcements; candidate identification, screening, interview and evaluation by consultant Consultant recommendation to Council of qualified candidates Deliverable: recruitment report Selection of candidate finalists by Council; additional background and reference checks, report preparation and presentation Deliverable: interview reports including suggested questions and evaluation sheets Interviews of selected finalist candidates; Council recommendation of final candidate; negotiation, offer, acceptance and appointment Summary of Costs Recruitment Fee: Recruitment Expenses: (not to exceed) ➢ Expenses include consultant travel, postage/shipping, telephone, support services, candidate due diligence efforts. copying etc. Price $14,000 6,000 December 20, 2016 - Page 361 Advertising: *Advertising costs over $2,000 will be placed only with client approval. If less than $2,000, Client is billed only for actual cost. 2,000* Total: 22,000** GovHR USA GoTTempsLSA page 8 **This fee does not include travel and accommodations for candidates interviewed. Recruitment brochures are produced as electronic files. Printed brochures can be provided, if requested, for an additional cost of $900. The above cost proposal is predicated upon three consultant visits to Vail; the first for the recruitment brochure interview process; the second to present recommended candidates; and the third or the candidate interview process. Any additional consultant visits requested by the Council may result in an increase in the travel expenses and those expenses will be billed to the Client. Payment for Fees and Services Professional fees and expenses will be invoiced as follows: 1St Payment: 1/3 of the Recruitment Fee (invoice sent upon acceptance of our proposal). 2nd Payment: 1/3 of the Recruitment Fee and expenses incurred to date (invoice sent following the recommendation of candidates). Final Payment: 1/3 of the Recruitment Fee and all remaining expenses (invoice sent after recruitment is completed). Recruitment expenses and the costs for printing the Recruitment Brochure will be itemized in detail. Payment of invoices is due within thirty (30) days of receipt (unless the client advises that its normal payment procedures require 60 days.) GovHR Guarantee It is the policy of GovHR to assist our clients until an acceptable candidate is appointed to the position. Therefore, no additional professional fee would be incurred should the Client not make a selection from the initial group of recommended candidates and request additional candidates be developed for interview consideration. Additional reimbursable expenses may be incurred should the situation require consultant travel to Vail beyond the planned three visits. Upon appointment of a candidate, GovHR provides the following guarantee: should the selected and appointed candidate, at the request of the Town or the employee's own determination, leave the employ of the Town within the first 24 months of appointment, we will, if desired, conduct another search for the cost of expenses and announcements only, if requested to do so within six months of the employee's departure. In addition, in accordance with the policy of our firm as well as established ethics in the executive search industry, we will not actively recruit the placed employees for a period of five years. December 20, 2016 - Page 362 GOVHR USA GoVTempsLSA page 9 Why Choose GovHR? We ask you to consider the following as you deliberate: ➢ We are a leader in the field of local government recruitment and selection with experience in more than 24 states, in communities ranging in population from 1,000 to 1,000,000. More than 28% of our clients are repeat clients showing a high level of satisfaction with our work. We encourage you to call any of our previous clients. ➢ We are committed to bringing a diverse pool of candidates to your recruitment process. We network extensively with state, city and county management associations, attending more than 20 state and national conferences each year. In addition, we support and attend the meetings of Women Leading Government, the International Hispanic Network, the California Network of Asian Public Administrators, and the National Forum for Black Public Administrators. ➢ We conduct comprehensive due diligence on candidates. Before we recommend a candidate to you, we will have interviewed them via Skype, conducted reference calls, and media and social media searches. Our knowledge of local government ensures that we can ask probing questions that will verify their expertise. ➢ We are your partners in this important process. You are welcome to review all the resumes we receive and we will share our honest assessment of the candidates. ➢ Our goal is your complete satisfaction. We are committed to working with you until you find the candidate that is the best fit for your position. We believe we have provided you with a comprehensive proposal; however, if you would like a service that you do not see in our proposal, please let us know. We can most likely accommodate your request. This proposal will remain in effect for a period of six months from the date of the proposal. We look forward to working with you on this recruitment and selection process! Sincerely, gutq,L 1)/y)L,3 Heidi J. Voorhees President GovHR USA ACCEPTED BY THE TOWN OF VAIL, COLORADO BY: TITLE: DATE: December 20, 2016 - Page 363 GovHR USA GoVTempsLSA CONSULTANT BIOGRAPHY Heidi J. Voorhees President, GovHR USA page 10 Ms. Voorhees has extensive experience in both executive search and general management consulting assignments. She has led more than 240 recruitments for local government entities across the country and takes pride in facilitating a tailored, thorough process that gives elected and appointed officials the tools they need to make critical personnel decisions. Her clients have included Austin, Texas; Lake County Illinois; Evanston, Illinois; Ferguson, Missouri; Fayetteville, North Carolina; and clients in Arizona, Rhode Island, Pennsylvania and Wisconsin. In addition to her 15 years of executive recruitment and management consulting experience, she has 19 years of local government leadership and management service, with the Villages of Wilmette and Schaumburg, Illinois, and the City of Kansas City, Missouri. From 1990 to 2001, Ms. Voorhees served as the Village Manager for Wilmette, Illinois, one of Chicagoland's notable residential suburbs located on the shore of Lake Michigan. During her tenure, Ms. Voorhees focused on delivering high quality services and responsiveness to a recognized interactive community, streamlining administrative and management functions and team building throughout the organization that employed 200 individuals. Under her leadership, the organization developed a collaborative budget process, formalized its long-range capital improvement program, and developed budget and financial policies that led to the achievement of a AAA bond rating for the community. Since leaving the Village of Wilmette in 2001, Ms. Voorhees has been an Adjunct Instructor for the Center for Public Safety located on the campus of Northwestern University. She also instructs law enforcement executives in the Executive Management Program on management, community relations, and organizational culture. Ms. Voorhees has also been an Instructor for the Northwestern University Master's Degree Program in Public Policy and Administration. She is a frequent speaker on recruitment and selection issues and has conducted training programs for the Illinois City and County Management Association, the Ohio City and County Management Association, the American Public Works Association — Chicago Metro Chapter, the Illinois Association of Municipal Management Assistants, the Northern Illinois University Civic Leadership Program, and the Great Lakes Leadership Academy. Ms. Voorhees holds a Master's Degree in Public Affairs from the School of Public and Environmental Affairs at Indiana University where she was a fellow in the Eli Lilly State and Local Government Fellowship Program. Ms. Voorhees was recognized as the distinguished Alumnus for the School in 1998. She also has a Bachelor of Science degree in Political Science from Illinois State University. Ms. Voorhees has served on the Boards of Directors of numerous professional associations including the Chicago Metropolitan Managers' Association and the Illinois City and County Management Association. For two years, she was the Illinois representative to the ICMA University, the professional development arm of the International City and County Management Association. In 1999, she was selected to participate in the Leadership Greater Chicago Program and has been an active Rotarian for 26 years. Cristi Musser Vice President, GovHR USA Cristi Musser has nearly twenty years of experience in all facets of municipal and county government management in Illinois, Oregon, and California. She formerly served as the Director of Support Services for suburban Washington County; the second largest County in Oregon. As Department head, she was December 20, 2016 - Page 364 GovHR USA GoVTempsLSA page 11 responsible for Finance Operations and Audits; Human Resources, Purchasing, Risk Management, Buildings and Grounds, Fleet Maintenance, and Information Technology. Her position also provided overall management and general supervision of the County's 911 Center. At Washington County, Ms. Musser's accomplishments included: spearheading the creation of a countywide intergovernmental agency to provide 911 dispatch services; reorganizing and updating the Finance Division's organizational structure, processes, and technology; negotiating and managing a variety of outsourcing contracts; developing and implementing internal reorganizations and process improvements; and establishing a professional Risk Management division. Prior experience includes working as a Senior Analyst for Marin County, California where she had extensive experience in budget and financial analysis, human resources, and labor relations. During her tenure, Ms. Musser also acted as the County Executive's representative to all criminal justice related departments, the County Library, and the Parks and Open Space Department. Ms. Musser recently joined GovHR USA after working for nearly four years as a Senior Management Consultant and Project Manager for Sikich LLP. In her role with Sikich, Ms. Musser's consulting work included compensation studies, organizational assessments and process mapping studies, and development of strategic plans. Recent compensation clients include the Village of Addison, the City of DeKalb, the DeKalb Public Library, and the Village of Park Forest. Ms. Musser's organizational assessment clients include Elgin Community College, Peoria County Court Administrator, the City of Bloomington, and the Village of Wilmette. Her strategic planning clients include the City of Dixon, the Village of Tinley Park, Metro West Council of Governments, and the City of St. Charles. Ms. Musser holds an MPA from Northern Illinois University. She attended Harvard University's program for Senior Executives in State and Local government. December 20, 2016 - Page 365 GovHR USA City Management Recruitments 2011 to Present Client Name for Client List JOB YEAR Pop City of Alpena City Manager 2012 10,410 City of Battle Creek City Manager 2014 51,911 City of Beloit City Manager 2015 36,966 City of Burleson City Manager 2011 36,990 City of Burlington City Manager 2011 25,663 City of Burlington City Administrator 2014 10,511 City of Cambridge City Manager 2016 110,000 City of Carbondale City Manager 2011 25,092 City of Caro City Manager 2012 4,208 City of Crest Hill City Administrator 2015 20,837 City of Decatur City Manager 2014 76,178 City of DeKalb City Manager 2013 44,862 City of Dixon City Manager 2015 15,333 City of East Moline City Administrator 2011 21,300 City of East Moline City Administrator 2016 21,300 City of Ferguson City Manager 2015 21,111 City of Fon du Lac City Manager 2012 43,021 City of Fort Atkinson City Manager 2012 12,300 City of Glendale, WI City Administrator 2016 12,920 City of Greenbelt City Manager 2016 23,753 City of Hagerstown City Administrator 2015 40,612 City of Hartford City Administrator 2015 14,251 City of Highland Park City Manager 2011 31,365 City of Janesville City Manager 2013 63,480 City of Joliet City Manager 2013 147,500 City of Kalamazoo City Manager 2013 75,000 City of Lake Geneva City Administrator 2015 7,710 City of Lincoln City Administrator 2014 14,500 City of Marengo City Administrator 2011 7,614 City of Maryland Heights City Administrator 2015 27,436 City of Monmouth City Administrator 2014 9,444 City of Morgantown, WV City Manager 2016 31,000 City of Newton, IA City Administrator 2016 15,000 City of Oak Creek City Administrator 2016 34,626 City of Oberlin City Manager 2016 8,390 City of Pekin City Manager 2016 33,223 December 20, 2016 - Page 3E City of Princeton City Manager 2011 7,500 City of Racine, WI City Administrator 2016 78,200 City of Republic City Administrator 2016 15,590 City of Rochester City Manager 2015 13,000 City of Rock Island City Manager 2011 39,684 City of Washington City Administrator 2011 7,266 City of Washington City Administrator 2015 15,700 City of Waukesha City Administrator (2012) 2012 71,000 City of Waukesha City Administrator 2014 71,000 City of Webster City City Manager 2016 8,000 City of West Bend City Administrator 2016 31,000 City of West Liberty City Manager 2013 3,736 City of Whitewater City Manager 2012 14,300 City of Wildwood City Administrator 2014 35,517 Delta Charter Township Township Manager 2014 32,400 Municipality of Mt. Lebanon Municipal Manager 2015 33,000 Oakland Township, MI Township Administrator 2014 16,779 Town of Beloit Town Administrator 2016 36,966 Town of Cedarburg Town Administrator 2015 11,475 Town of Enfield Town Manager 2015 45,246 Town of Lisbon Town Adminstrator/Clerk 2014 2,521 Town of Munster Town Manager 2014 23,603 Town of North Kingston Town Manager 2015 26,326 Town of Provincetown Town Manager 2015 2,990 Town of Rome Town Administrator 2016 2,720 Town of Williamstown Town Manager 2015 8,400 Village of Algonquin Village Manager 2012 30,046 Village of Arlington Heights Village Manager 2014 75,100 Village of Bensenville Village Manager 2015 20,703 Village of Brown Deer Village Manager 2012 12,061 Village of Cary Village Administrator 2011 18,713 Village of Clarendon Hills Village Administrator 2014 8,572 Village of Fox Lake Village Administrator 2013 10,550 Village of Glencoe Village Manager 2013 8,723 Village of Hanover Park Village Manager 2012 37,973 Village of Hinsdale Village Manager 2013 16,816 Village of Hobart Village Administrator 2016 8,500 Village of Homer Glen Village Manager 2011 24,220 Village of Inverness Village Administrator 2013 7,400 Village of Kenilworth Village Manager 2012 2,500 Village of Lake Villa Village Administrator 2013 8,774 December 20, 2016 - Page 3E Village of Lake Zurich Village Manager 2015 19,631 Village of Libertyville Village Manager 2016 20,431 Village of Lincolnshire Village Manager 2012 7,500 Village of Lombard Village Manager 2013 43,165 Village of Mokena Village Administrator 2015 19,042 Village of Morton Grove Village Administrator 2011 23,270 Village of Mt. Prospect Village Manager 2015 54,771 Village of New Lenox Village Administrator 2011 25,000 Village of Oak Brook Village Manager 2014 7,883 Village of Orland Park Village Manager 2016 60,000 Village of Schiller Park Village Manager 2015 11,870 Village of Shorewood Village Administrator 2011 15,615 Village of Skokie Village Manager 2013 65,000 Village of Tinley Park Village Manager 2013 58,000 Village of Volo Village Administrator 2013 3,300 Village of Wauconda Village Administrator 2013 13,603 December 20, 2016 - Page 3E GovHR USA GovTem4s USA Announces a Recruitment For CITY MANAGER For THE CITY OF CAMBRIDGE, MASSACHUSETTS GovHR USA is pleased to announce the recruitment and selection process for a City Manager on behalf of the City of Cambridge, Massachusetts. This brochure provides background information on the City and its organiza- tion, as well as the requirements and expected qualifications for the position. Candidates should apply by Au- gust 1, 2016 with cover letter, resume, and contact information for five professional references. To apply on line visit www.govhrusa.com/current-positions/recruitment or to apply via mail send the required information to the attention of Joellen C. Earl, CEO, or Heidi Voorhees, President, GovHR USA, 630 Dun- dee Road, #130, Northbrook, IL 60062. Tel: 847-380-3240. The City of Cambridge is an Equal Opportunity Employer. Joellen C. Earl, CEO Heidi Voorhees, President GovHR USA/Voorhees Associates 630 Dundee Road, Suite 130 Northbrook, IL 60062 TEL: 847-380-3240 FAX: 866-401-3100 Formal applications should be submitted to: www.qovhrusa.com/current-positions/recruitment December 20, 2016 - Page 369 City of Cambridge, Massachusetts PROFESSIONAL ANNOUNCEMENT City Manager – Cambridge, MA (pop. 110,000). An historic city located adjacent to Boston across the Charles River, Cambridge is a unique urban community with a vibrant mix of cultural, social and economic diversity. Intel- lectual vitality and technological innovation thrive in Cambridge. Settled in 1630, the City has a rich history. Today, Cambridge honors its history while supporting contemporary life styles in a City that provides a range of services to a diverse group of residents, students and visitors. Proud of its historic sites as well as its solid and varied residential neighborhoods, Cambridge is also home to unparal- leled educational institutions—Harvard University, Massachusetts Institute of Technology, and Lesley University, whose research labs have helped to spawn a world-renowned innovation economy. The City seeks an experi- enced municipal executive to serve as its next City Manager. The City is looking for a progressive, collaborative professional with strong communication skills. An apprecia- tion for stakeholder inclusiveness and an active citizenry is essential, as is Town -Gown experience. A re- cord of visibility in the community, proven financial/analytical and hu- man resources skills is required. Ex- perience in economic development is a plus. The City has approximately 2,000 employees, an FY 17 operating budget of more than $575 million, and a capital budget of approxi- mately $84 million. The City holds a AAA bond rating, and a general fund balance of nearly 50% of general fund revenues. Candidates must have a bachelor's degree plus 10 years of increasingly responsible municipal or commercial executive level experience. Assistant administrator experience in a larger community will also be considered as will any combination of education and experience that will demonstrate the ability to perform the work. A Master's degree in public administration, business administration and other advanced executive -level training such as ICMA Credentialed Manager is highly preferred. Candidates must possess proven managerial and interpersonal skills to lead a dynamic, financially fit organiza- tion in an active, engaged, and highly -educated community. The current Manager is retiring after more than 45 years of service to the City, the last three of which were as City Manager. The City Manager is appointed by the City Council. Expected starting salary is $275,000 to $300,000+. A higher starting salary will be considered depending upon qualifications. Residency is highly encouraged; familiarity with Cambridge desirable. Candidates should apply by August 1, 2016 with resume, cover letter and contact information for five work-related references to www.govhrusa.com/current-positions/recruitment to the attention of Joellen C. Earl, CEO, or Heidi Voorhees, President, GovHR USA, 630 Dundee Road, #130, Northbrook, IL 60062. Tel: 847-380-3240. December 20, 2016 - Page 370 City Manager BRIEF HISTORY OF THE CITY Originally called "Newtowne," Cambridge was incorporated as a town by early colonial settlers in 1636 and be- came a city in 1846 by uniting the three villages of Old Cambridge, Cambridgeport and East Cambridge. The name "Cambridge" was selected because many of the men had attended Cambridge University in England and thought it would be an appropriate name for a college town in New England. Also in 1636, Cambridge took its first formative step toward becoming the forward -thinking city it is now with the founding of Harvard, America's first institution of higher learning. Cambridge has been the site of important political, religious and social events in America's history. On Cam- bridge Common, freedom of speech was declared in 1637, freedom of religion in 1740, and George Washington took command of the First Continen- tal Army at the site in 1775. By the time of the American Revolution, Cambridge was a quiet New England farming village clustered near the Common and the College. The ma- jority of residents were descendants of the original Puritans—farmers, artisans, and tradesmen. Cambridge has always welcomed immigrants and remains a sanctuary city today. The devastating potato blight that struck Ireland in 1845 caused many of that country's rural population to flee. Thousands landed in Boston and Cambridge, destitute and without resources. Many Irish immigrants worked in the clay pits and brickyards of North Cambridge, housed in crowded workers' cot- tages. The majority of the city's Irish lived in East Cambridge, laboring at unskilled jobs in the glass works and furniture factories. They developed a close-knit community, centered on and supported by the Catholic Church. By 1855, twenty-two percent of the adults in East Cambridge were Irish-born. Photo credit Mark Hornbuckle Around the turn of the twentieth century, immigrants from Italy, Poland, and Portugal began to arrive in the city, settling primarily in Cambridgeport and East Cambridge. French Canadians and Russian Jews came at this time as well, settling in North Cambridge and Cambridgeport, respectively. A small population of African Americans had lived in Cambridge from the earliest Colonial days, and in the early nineteenth century Cambridge's integrated schools attracted many families from Boston. Harriet Jacobs, born a slave in North Carolina, ran a boarding house in Cambridge in the 1870s. She had lived in hiding for seven years before escaping to the North and later wrote an account of her years in bondage, Incidents in the Life of a Slave Girl. Educator Maria Baldwin, a native Cantabrigian, held home study classes for Harvard's black stu- dents, including W.E.B. DuBois. (Sources: Cambridge Historical Commission, Cambridge Chamber of Commerce, City of Cambridge) December 20, 2016 - Page 371 City of Cambridge, Massachusetts COMMUNITY BACKGROUND - CAMBRIDGE TODAY Today, Cambridge is home to a culturally diverse population. Students from around the world study at Harvard, the Massachusetts Institute of Technology, and Lesley University. The heavy industries of the nineteenth and early twentieth centuries have been replaced by technology-based enterprises, including software and biotech- nology research. Located in Middlesex County, Cambridge occupies a land area of 6.25 square miles. It is situated north of the Charles River, and at the intersection of 1-90 and 1-93. The City has a U.S. Census estimated 2015 population of 110,402 and is part of the Boston metropolitan statistical area, home to more than 4.7 million people. Over 80% of the state's population lives in the Greater Boston metropolitan region. The City is proud of its unique and appealing mix of college -town and eclectic blend of urban lifestyles. Cam- bridge has been described by the New York Times as having "traded its Puritan past for a dynamic, cosmo- politan present. Spread out along the tree -lined shore of the Charles River, the city is a dense collection of grand Federal and Greek Revival mansions and modest century -old bungalows, modern office towers and brick dormitories." Cambridge's current place as a cultural and educational powerhouse in Massachusetts is linked to Harvard Uni- versity and the Massachusetts Institute of Technology (MIT). The schools' presence in the community contrib- utes significantly to making Cambridge a highly desirable place to live. Photo credit Bimal Nepal A private university of about 20,000 students, Harvard was founded in 1636. Harvard has 12 degree -granting schools in addition to the Radcliffe Institute for Advanced Study. In 1861 the Commonwealth's governor ap- proved a charter for the incorporation of a school dedicated to the sciences and technol- ogy, creating what would become the Massa- chusetts Institute of Technology (MIT). The campus was permanently located in Cam- bridge in 1916, and has a current student population of more than 11,000 students. Both institutions consistently rank among the top 10 of America's colleges according to a variety of sources including Forbes and U.S. News & World Report. The universities boast dozens of Nobel laureates. Collaboration between the universities and the City is significant. According to the City, over one-fourth of Cam- bridge's residents are students, and approximately one in five of all jobs are in these institutions. The higher edu- cation sector continues to drive the job market in the city, employing more than 19,000 people in Cambridge. Preeminent research institutions such as the Broad Institute, and the Whitehead Institute, along with Harvard and MIT, act as a magnet for commercial investment in the city and drive innovation. Cambridge maintains and strengthens its position as a national leader in life sciences and high tech. According to the Massachusetts Biotechnology Council, by 2014, Cambridge had become home to 130 biopharma com- panies, the highest number in the Commonwealth. Biotechnology and pharmaceutical employment exceeds 10,000 workers. December 20, 2016 - Page 372 City Manager In the high tech and biotechnology sectors, Google, Microsoft, Amazon, Facebook, Biogen, Novartis, and other major firms in the software, hardware, and internet spaces have research and development operations in the city, while Akamai and Pegasystems are headquartered there. In 2013, the Kaufman Foundation found that the Cambridge area has the fourth highest high tech startup density in the nation. (Source: Cambridge Annual Budget 2015-16) There are more than 44,032 households in Cambridge. A wide variety of housing sizes and styles are available throughout the area. According to a recent analysis by Moody's Investors Service, wealth levels in the city are above average, with median family income 142% of the U.S. median. The median household income is $77,909. The 2014 median market rate sales price of a single family home was $1,200,000; for a two family $937,000; and for a condominium $575,000. The 2016 median value of a con- • dominium was $486,000; for a sin- b gle family home, the median value was $919,000. The unemployment rate of 3.4 % is below the state and U.S. levels. In 2015, according to the City's Community Development Depart- ment data, Zillow.com's rent index indicated the monthly median ask- ing rent for market rate Cambridge apartment was $2,300 for a one bedroom unit, $2,800 for a two bedroom unit and $3,400 for a three bedroom unit. According to the 2010 - 2012 American Community Survey' me- dian family income totaled $94,100, in inflation adjusted dol- lars up from $81,885 in 1999 and $68,622 in 1989. This represents an increase of 14.9% from 1999 and 37.2% from 1989 in inflation adjusted dollars. This compares to what the 2010 - 2012 American Community Survey indicates, with the state median family income at $82,684 and a national median income of $63,105. Photo credit Gretchen Ertl 15.0% of all persons and 10.2% of all families in Cambridge had incomes below the poverty line, according to the 2010 - 2014 American Community Survey. Among families, 15.3% of those with children under 18 and 38.5% of female -headed families with children under 18 fell under the poverty line. Community residents have a choice of both public and private elementary and high schools with the Cambridge Rindge and Latin School, the City's highly regarded public high school that is home to 1,800 students. The 2014 statistics of the Massachusetts Department of Elementary and Secondary Education reflect that over 45% of the children in the Cambridge public schools receive free or reduced lunches. COMMUNITY DEMOGRAPHICS According to City sources, the demographics of Cambridge outline a diverse population. More than 66% of the population is White, 11.7% African American, 15.1% Asian, 6.6% other with 7.6% of residents with a His- panic background. December 20, 2016 - Page 373 City of Cambridge, Massachusetts Twenty-five percent of residents are foreign born. Of those, over 40% were born in Asia and 25% were born in Europe. For approximately 32% of the residents of Cambridge, the home language is a language other than English. Of these, 15% speak Spanish and 15% speak Chinese. The remainder use a wide variety of languages. Cambridge residents live closely together in a land area of 6.25 square miles. Only ten U.S. cities with a popu- lation over 50,000 are denser. Cambridge is a city of 13 neighborhoods, ranging in population from 832 (Cambridge Highlands) to 12,991 (Mid Cambridge). Most neighborhoods have their own political and commu- nity organizations. CITY INITIATIVES Cambridge is a city of renters. More than 65% of all households rent; 34.6% own. Approxi- mately 7.5% of homes are single family; 14.3% are two families; 12.6 % are three families; 15.8% are in 4-12 unit buildings; and 49.8% are buildings of 13 or more units. Of this hous- ing stock, 27% of units are condominiums; 5.6% are mixed use residential/commercial buildings; and 2.4% are rooming houses. 14.8% of all units are publicly controlled or sub- sidized for affordability. Cambridge residents are highly educated. Ninety-four percent of residents who are 25 years or older are high school graduates, while 74.3% of the same age group have completed four or more years of college. (Source: City of Cambridge Annual Budget 2015-16) The City Council's long standing goals and initiatives include the following: • Foster community and support neighborhood vitality. Support opportunities for citizens to participate and to know each other within their neighborhoods and across the city. • Evaluate City expenditures with a view of maintaining a strong fiscal position and awareness of the im- pact on taxpayers while providing a high quality array of City services. • Strengthen and support human services, public education, and out-of-school learning in Cambridge for the benefit of residents of all ages. • Value and support the racial, socio-economic, cultural, and religious diversity of our city. • Promote public safety and address the challenges and opportunities for multiple modes of transportation to safely share roads and sidewalks. • Promote a healthy community and environment to advance Cambridge as a leader in public health and environmental sustainability. • Preserve and create affordable housing across the City for low-, moderate-, and middle-income families and other residents. • Promote doing business in Cambridge and work to strengthen our mutually beneficial partnerships with businesses and universities. It is expected that the City Council will establish new goals in the upcoming months. December 20, 2016 - Page 374 City Manager The City of Cambridge has a strong commitment to maintaining the economic diversity that exists in the City, which includes supporting the development and preservation of affordable housing throughout the City. The Community Development Department's Housing Division works with non -profits, the Cambridge Housing Author- ity, and private owners to provide a wide range of housing options for residents including an inventory of 7,670 affordable housing units for low to moderate income Cambridge residents. According to the City's 2014 citizen survey, affordable housing/housing was reported as the "single most important issue facing the City of Cam- bridge today" by 18% of respondents. Complementing these goals, the City has recently undertaken a citywide visioning and planning initiative. Envi- sion Cambridge "is a community -wide process to develop a comprehensive plan for a more livable, sustainable, and equitable Cambridge. With input from those who live, work, study, and play in our community, Envision Cambridge will create a shared vision for the future of our city. The plan will result in recommendations on a broad range of topics such as housing, mobility, economic opportunity, climate and the environment, and urban form. These recommendations may include zoning or policy recommendations, infrastructure improvements, and other changes, and will help guide future decisions in working to realize our shared vision." (Source: CityofCam- bridge Proposed Annual Budget 2016-17) CITY GOVERNMENT The City of Cambridge is organized un- der the Plan E Charter of the Massachu- setts General Laws. Pursuant to the Plan E Charter, a nine- (9) member City Coun- cil, including a Mayor who is elected by the nine -member Council, hires the City Manager who serves at the pleasure of the City Council. The City Council is the legislative body for the City and holds appropriation authority over the use of City funds. In addition to the City Man- ager, the City Council hires the City Audi- tor and the City Clerk. Pursuant to the Plan E Charter (M.G.L.c.43, §104), the City Manager has broad authority "to act as chief conserva- tor of the peace within the city; to super- vise the administration of the affairs of the city; to see that within the city the laws of the commonwealth and the ordinances, resolutions and regulations of the city council are faithfully executed; and to make such recommendations to the city council concerning the affairs of the city as may to him seem desirable; to make reports to the city council from time to time upon the affairs of the city; and to keep the city council fully advised of the city's financial condition and its future needs." The City Manager serves as the Chief Executive Officer of the City, responsible for appointing, removing and overseeing virtually all City employees (with the most notable exception being School Department employees), and for appointing citizens to City boards and commissions. The City Manager works closely with the City Coun- cil, and prepares and presents the annual City budget to the City Council. The City Manager, as Chief Executive Officer of the City, is responsible for providing leadership to and admini- stration of all City departments and services. In addition to overseeing core municipal services delivered by de- partments, the City Manager oversees delivery of a wide range of innovative departmental programming, from a December 20, 2016 - Page 375 City of Cambridge, Massachusetts NetZero strategic plan and climate vulnerability and preparedness process to a nationally recognized Police De- partment and Class 1 Certified Fire Department. The City Manager oversees departments that operate within six broad functional areas including Finance, Com- munity Development, Human Services, General Services, Public Safety and Community Maintenance. The ele- mentary schools and high school are a department of the City. They are largely overseen by an elected School Committee and an appointed superintendent, yet the City Manager serves as a liaison and financial officer to the schools. The school budget of $173 million is about a third of the City's budget and the spending per student is one of the State's highest. The City's capital budget includes funds for the maintenance and renovation of exist- ing facilities, as well as for the construction of a new King Open and Cambridge Street Upper School and Com- munity Complex building. The department heads are ap- pointed by and report to the City Manager. A variety of other offi- cials—such as members of volun- teer committees, commissions and boards—are also appointed by the City Manager. According to the most recently pro- posed budget, the City Manager is responsible for a total budget of $574 million, and a capital budget of approximately $84 million. The City has approximately 1,463 full-time employees (not including school department). The City's assessed value for its top ten commercial properties alone was in excess of $6.3 billion. The total assessed value of Cambridge is $34,680,060,680 for FY16. The per- centage of the tax levy paid by com- mercial property owners is 65% of the total property taxes paid, with residential property owners paying the rest. Residential property taxes in Cambridge are among the lowest in the Commonwealth. As chief administrative officer, the City Manager oversees the day-to-day operations of City government, and is the City Council's key point of contact. The next City Manager will find a talented group of department heads that work collaboratively in the planning and delivery of City services. The City Manager is responsible for many criti- cal areas including, but not limited, to: • Supervising and managing the ongoing operations of the City's departments, programs and services, • Providing oversight in key personnel functions including labor relations and adherence to human re- source laws and regulations, • Providing professional consultation to assist the City Council in making informed decisions regarding City operations and policy matters, • Coordinating, submitting and administering the City's annual budget, • Overseeing the City's capital improvement plan and its long-range financial management plan. • Addressing the issues and concerns of citizens, businesses and institutions as they may relate to the City's planning and governance. December 20, 2016 - Page 376 City Manager CAMBRIDGE AT A GLANCE Population: Households: Assessed Value: Fund Balance as a % of Revenues: Land Area: Median Single-family Home Value: Average Rent Two Bedroom (2015): Median Condominium Value: Median Family Income: Percentage of low/moderate income households: Bond Rating: Cambridge Workforce: 110,000 44,032 $34,680,060,680 FY 2016 50% 6.25 square miles $919,000 $2,800 per month $485,900 $94,100 34% AAA 1,463 full-time employees, approximately 2,000 employees total not including School department. 66% of the full- time workforce is unionized. OPPORTUNITIES AND CHALLENGES The incoming City Manager will be faced with a number of opportunities and challenges that are not uncommon for a local unit of government in today's environment. They include but are not limited to the following: Like many organizations, key members of the City of Cambridge's senior staff and approximately one-third of the workforce are eligible for or nearing retirement. The next City Manager must be skilled in succession planning with the ability to identify and attract talent to the organization. Cambridge has been able to attract and retain many talented employ- ees. The next City Manager must be approachable and willing to engage with the employees at all levels of the organization and to leverage their skills and talents to help move the City forward. Cambridge has worked hard to im- prove its municipal technology and to integrate data into decision- making infrastructure. The next City Manager must be technologically astute and willing to move the City forward in this regard. There is op- portunity to gain efficiencies in sev- eral operational areas with greater use of technology. Communication and transparency with employees, residents, businesses, and all stakeholder organizations are critical skills for the next City Manager. Strong listening abilities and a genuine desire to engage the community December 20, 2016 - Page 377 City of Cambridge, Massachusetts in problem solving is expected from the City Manager. Attending community meetings and being present and visible in the City is essential. Many residents and some stakeholder groups expressed concern that Cambridge's success as a science and innovation hub is creating a less affordable City for longtime residents and newcomers. The next City Manager must continue to work collaboratively on housing policy and affordability issues with the ability to balance com- peting interests and assist in the creation of a clear housing policy. Cambridge has an engaged not-for-profit community as well as a strong human services department within the City. The next City Manager must lead the staff in problem -solving efforts that enhance the involvement of the not-for-profit community with the ability to discern how best to address the city's social service needs and the appropriate level of city engagement. The City has a positive relationship with the universities that reflects ongoing com- munication and responsiveness. The next City Manager must continue this high level of communication and collaboration, ensur- ing the Town/Gown issues are discussed in a thoughtful, respectful manner. The City's fiscal health is excellent and reflects fiscal prudence in spending. The next City Manager must continue this fiscal responsibility with the ability to take a stand on spending when appropriate. The City Manager must be able to balance the City's robust economic development agenda with the City's progressive human services agenda. It is important for the City Manager to be able to assess the long-range effects of the City's decisions, especially as it relates to the af- fordability of housing for Cambridge residents as well as the preservation of community character. Further, the City Manager must understand the long-range impact of the City's aggressive polices and guidelines on future development within the community. The City Manager must embrace and continue to promote the City's aggressive environmental agenda. The City prides itself on being first in the nation on adopting sustainable environmental practices. The next City Manager must work with all stakeholders to help the City achieve its goals while being aware of the impact these deci- sions have on residents and the business community. The use of multiple transportation modes to move people is a critical issue for the City. The ability to work re- gionally to achieve more sustainable and seamless access in and through Cambridge is of paramount interest to many residents. Cambridge will need to continue to work closely with the MBTA to improve and expand the pub- lic transit system. The City has committed to Vision Zero and Complete Streets programs to improve safety and reduce reliance on SOVs. Coordinating construction projects and schedules with neighboring communities may assist in transportation issues. Access to healthcare is available for all Cambridge residents. Maintaining this access for the most vulnerable residents is of utmost importance. The next City Manager will work with the health care community to continue to provide access to healthcare for Cambridge residents. Increasing intergovernmental cooperation with Cambridge's neighbors will be an opportunity for the next City Manager. December 20, 2016 - Page 378 City Manager CANDIDATE QUALIFICATION CRITERIA The City is seeking highly professional candidates who are passionate about local government. The following education, experience, management, and leadership criteria have been identified by the City Council, City staff and a broad variety of community stakeholders as important skills and abilities for the candidates to possess and demonstrate. Competitive salary depending on qualifications and experience. Education and Experience • Candidates must have a bachelor's degree plus 10 years of increasingly responsible municipal or commer- cial executive -level experience. Assistant administrator experience in a larger community will also be con- sidered as will any combination of education and experience that will demonstrate the ability to perform the work. A Master's degree in public administration, business administration and other advanced executive - level training such as ICMA Credentialed Manager is highly preferred. • Candidates must possess proven managerial and interpersonal skills to lead a dynamic, financially fit or- ganization in a community with high customer -service expectations, community activism and demand for government transparency. • Possess strong financial management abilities, including financial forecasting, revenue enhancement, capi- tal improvement programming, and budget development and control. • Possess real experience in an urban setting with strong constituencies that expect to be heard and to be involved in community problem solving. • Be skilled in working with elected offi- cials as a group, and in a system of committees, boards and commissions. An appreciation for an active citizenry that expects community -outreach efforts u from its government leaders. • Have a record of conducting thorough analysis and examination of issues, be- ing fully prepared to assess the topic at hand, the implications of various courses of action, and if necessary take an un- popular position. Have experience in leading a high- • performing workforce with a positive, cooperative, and team -oriented approach to addressing issues and solving problems. • Have an appreciation for working in a municipality where institutions of higher learning are a major part of the community's social, cultural and economic fabric. • Have an understanding of community visioning and strategic planning processes; possess the ability to help the City Council and staff develop a long-range vision for the community and then deliver on the plan's goals and objectives. December 20, 2016 - Page 379 City of Cambridge, Massachusetts • Have the experience and judgment to recognize the need for change when it arises, and the leadership skills, political savvy, technical competence, will and courage to effect such change. • Have experience in delivering a contemporary human resource program for City employees, developing and maintaining strong work relationships with union and non-union City staff that builds morale while also hold- ing employees professionally accountable. • Be adept at identifying professional development needs and addressing succession planning. Have an orien- tation toward continuing education and professional development for self, staff, and employees—keeping up to date and abreast of modern, innovative methods. • Have management experience in creating an environment of trust, integrity and mentorship where em- ployees respect one another and where the organization consistently functions at a high level of cus- tomer service. • Have experience in economic de- velopment, fostering business - community relationships with the City; be adept at how the City can craft meaningful and sustainable economic development initiatives. • Have experience in intergovern- mental relations, working with ap- propriate local, regional, state, and federal jurisdictions and agencies in a constructive and cooperative manner, presenting and representing City -approved policies in an effective and authoritative manner. • Have a successful record of working with community institutions, business leaders, and citizens' groups in a cooperative and friendly manner; open to input from all and with the grace to handle criticism constructively, particularly when the criticism is not diplomatic. • Have a record of keeping up to date and abreast of modern/innovative municipal technology, programs and procedures, understanding how technology can be used to enhance transparency in government, increase efficiencies and provide better customer service for residents. Management Style and Personal Traits • Have a background of professional and personal integrity, honesty and of leading/motivating personnel by example. • Have the maturity, self-confidence, and strength of professional convictions to provide administrative insights and administrative counsel to the City Council and Staff, being able to firmly and diplomatically present pro- fessional views and carry out administrative decisions in a timely, professional, and impartial manner. • Be politically astute, yet politically neutral. Be able to "read the Council," providing guidance, advice and counsel in a manner that is impeccably objective and based on facts. December 20, 2016 - Page 380 City Manager • Possess a track record of addressing race, ethnic and culturally based issues in a thoughtful and progres- sive manner. Be someone who can build bridges and bring people together. • Have a desire for living in a metropolitan area, characterized by a high level of sophistication, education and culture, yet also possess an appreciation that Cambridge is, at its heart, "a big, small town." • Be an articulate and an effective communicator, both orally and in writing; be someone who is comfortable listening to and talking with a wide spectrum of people; someone who can clearly and concisely present writ- ten and oral information to decision makers; willingly share information as appropriate. • Be a strong administrative leader and be able to help City Staff to identify, analyze, prioritize, and thoroughly deliberate and address administrative and management issues that are critical toward meeting both current and longer -range needs of the overall community. • Be comfortable in delegating responsibility and authority to professional staff as a team player while remaining informed and conversant on the status of all programs and projects. • Be a self-starter who has the vitality and energy to motivate and lead others; some- one who seeks and enjoys a challenge. • Possess well-developed organizational skills with the ability to balance numerous projects and issues. • Be a team leader who can coach and de- velop employees to meet organizational and employee goals; appreciate a work -life balance philosophy. Photo credit Bimal Nepal • Be a "people person," sincerely personable, patient, calm and accessible. Have a sense of humor. • Be one who can establish trust quickly with others and one who can relate to all elements of the community. Be one who genuinely embraces and promotes diversity. • Have a genuine passion for public service; be an energetic, "can -do" person with a genuine enthusiasm for City government, and be willing to have a long-term commitment to the organization. • Promote a strong, service-oriented, "customer relations" approach by all employees in dealing with citizenry. • Be proactive, anticipatory and innovative. Possess an open mind and an open heart in dealing with the City's complex and challenging issues that often compete with one another. December 20, 2016 - Page 381 City of Cambridge, Massachusetts Oily Covnei 1 Mayor Cifilen s 'Lhalers 1- 1=1 1 A4sisiant Gray Mann ger Fiscal Affairs City Manager Deputy+ City Maros er General Gdovtrarneat 40 tie-Ctren Corer i. . • ice* • GehairaCSrsrveLs 40. Law • ?ub6c Cete1rationr school Caalmiff o Mayor Asslsta al City !Manager t_ ommun ily Dearelopr nl 4 4. 4 8 4 Public Safely Ar ltr►7f COir erss- wori flea! Erne gEfritle Carr roan call rs. FFE trispgroliaroI.erviceF J jc•efise C4rnrrc74ign polkas Peg -10.401e wi,vw LAchJiecorytioort Traffic, Farling b traneparfefion W.eiati rIC Manures Fgvealian Amis./not City Manager Human Srrr'rces Caanmu ',lily mai oleo o ore L DeweIoprrrent Crible T vi*C,r. 40 C-affrrhehity iiaue.opmerrt b HirlaritnG{xirliMmiian a Peace Co4Tirrisuico # PuCrli 4Wnrki Water Morgan Resources 1 re[op men" • COrrimit r Fh.Srl the StlAgtP1 Wars+E+S • H1:17w0111 Rights Cowing/tem 4 Human Services ♦ Library • Vateharie Sarrcca GovIIR LISA rmhr}luY. December 20, 2016 - Page 382 KI?VVassociates Public Sector Executive Search and Organizational Consulting Executive Search and Organizational Consulting Web: KRW-Associates.com Lorne Kramer, MPA - Jerry Williams, DPA Proposal Town of Vail Executive Recruitment for Town Manager Request for Qualifications December 16, 2016 Submitted By: KRW Associates LLC PO Box 62550 Colorado Springs, CO 80962 719-310-8960 This proposal is submitted for consideration by the Town of Vail regarding the provision of professional services to provide executive search and recruitment services for the Town Manager. KRW Associates LLC is a Colorado company that has served and assisted a variety of cities, counties and other entities with successful executive searches for many years. Based on our professional experience and educational credentials, as well as our familiarity with municipalities across the nation, we believe we are extremely well suited to assist you with this executive search assignment in a highly effective and fiscally responsible manner. Direct Project Contact: Lorne Kramer, MPA KRW Managing Partner (719) 310-8960 ChiefCOS@aol.com 1 December 20, 2016 - +1e 38 Table of Contents Letter of Transmittal 3 Firm Profile 4 Project Components 6 Project Timeline 7 Project Cost 9 References 10 Appendix 1 - Team Biographies 11 Appendix 11 - Sample Promotional Materials 15 Appendix 111 — Sample List of Clients 21 2 December 20, 2016 - Page 384 l<FAti associates Public Sector Executive Search and Organizational Consulting Executive Search and Organizational Consulting Web: KRW-Associates.com Lorne Kramer, MPA -Jerry Williams, DPA December 16, 2016 Krista Miller Director, Human Resources/Risk Management Town of Vail 75 South Frontage Road West Vail, CO 81657 Dear Ms. Miller KRW Associates LLC (KRW) is pleased to provide information about our company as you consider a firm to assist you in your search and selection processes for a Town Manager. KRW has served governments at all levels with successful executive searches for many years. Based on our professional experience and educational credentials, we are extremely well suited to assist you with this executive search process in a highly effective and fiscally responsible manner. KRW's consultants are the principals of the firm with a long record of success working with government leaders in identifying, recruiting, and placing executives who possess outstanding credentials, proven histories of success, and the highest degree of professionalism and personal character. The principals of KRW have extensive experience in municipal government. Lorne Kramer is a former City Manager and former Chief of Police, and Dr. Williams is a former Chief of Police. Both Mr. Kramer and Dr. Williams have years of executive search experience and will be actively involved in your project. KRW believes we offer the very best service, and most often at a set fee much more reasonable and affordable than any other national firm. As former public sector executives, we understand the reality of the need to fund projects in cost effective ways. Thank you for your time and consideration regarding our firm and the services we provide. Additional information is available at our website: www.krw-associates.com Sincerely, 1Idlote g /i2Clsten Lorne C. Kramer, MPA KRW Associates LLC P.O. Box 62550 Colorado Springs, CO 80962 719-310-8960 E-mail: chiefcos@aol.com gwilliamsgroup@earthlink.net 3 December 20, 2016 - Page 385 Firm Profile KRW Associates LLC (KRW) is a Limited Liability Corporation headquartered in Colorado, with a national clientele. We have decades of public sector executive experience as practitioners and a background of successful executive placements around the country. This experience, combined with the highest level of graduate public administration education of any search firm in the country, makes for energetic, enlightened and reliable expertise that extends throughout the United States. We know how and who to recruit for an open position based upon the needs and desires of the hiring authority. KRW uses a tiered ranking process to present all candidates to the appointing authority. Unlike many firms who merely arrive with eight to ten names, we use a proven methodology that simplifies the task for Government Leadership while retaining quality and creditability. We understand the job and the needs of the hiring authority. Ninety percent of our placements are still in the job or have tenure of at least five years. The KRW team has been operating for ten years, with years of additional consulting experience and expertise with the G.L. Williams Group LLC in conducting governmental consulting work. KRW brings to every project the expertise of our partners as well as other experienced, professional consulting practitioners, as necessary. Recent executive searches conducted by KRW Associates attracted over 40 candidates each. We can also provide advice and support regarding important candidate information and the final negotiation process. Because of our extensive relationships and contacts, we are confident we will identify and bring to the selection process in Vail only quality candidates worthy of consideration for this tremendous opportunity to serve such a vibrant community. KRW's philosophy of customer service is founded on directly meeting the needs and desires of the client with a customized service package designed for the unique needs of each client. A partner, Lorne Kramer, MPA will be directing your project and be in direct contact with you at every step of the process. The candidate selection is made by City leadership with information and guidance about all applicants provided by KRW, unlike many firms who simply show up with a list of final candidates for your consideration. This provides you with the ability to select the candidate most appropriate for your community. We work thoroughly and quickly, and do not believe in unnecessarily prolonged executive searches. We will help you get this project successfully completed in a timely manner. 4 December 20, 2016 - Page 386 Personnel to be assigned to the Project: Mr. Lorne Kramer, MPA served as the City Manager of Colorado Springs from 2002 to 2007. Prior to this appointment he was the Deputy City Manager and the Chief of Police for 11 years. During his years as City Manager, Mr. Kramer was successful in reorganizing municipal operations, addressing fiscal shortfalls, orchestrating the successful passage and implementation of the Public Safety Sales Tax initiative focused on increased public safety projects throughout the city, gaining citizen support for the Rural Transportation Authority, implementing the Stormwater Enterprise and enhancing the Planning and Development Review process. His academic accomplishments include a Master's Degree in Public Administration from the University of Southern California, and a Bachelor's Degree from the University of Redlands, California, graduating with honors from both institutions. He is also a graduate of the University of Southern California's Management Policy Institute, the National Executive Institute, the Rocky Mountain Leadership Institute, and the Colorado Springs Leadership Institute. He has been recognized by the Colorado Springs City Council and numerous civic organizations for his leadership, collaboration and community partnership. He has over six years' experience recruiting and selecting executive level candidates as the City Manager of the second largest city in Colorado. For the past ten years he has successfully placed City and Town Managers, City and County Attorneys, Police and Fire Chiefs, and, of course, led a number of executive searches while serving as City Manager for a major Colorado City. Mr. Kramer will be the project manager. Dr. Gerald Williams spent over 20 years as a public sector executive, as well as program director for a key graduate leadership in police executive leadership at the Graduate School of Public Affairs University of Colorado Denver. He has served as Chief of Police for both Arvada and Aurora, Colorado. He holds a Doctorate in Public Administration (DPA) from the University of Colorado at Denver with an emphasis in organizational development. His Master's degree is in Criminal Justice Administration (MCJ) and his BA is in History and Sociology from Metropolitan State College. Jerry was a Principal Associate for the Institute for Law and Justice, a public sector criminal justice consulting firm in the Washington D.C. area. He is a graduate of the FBI National Academy, former President of the Police Executive Research Forum and past Chair of the National Commission on Law Enforcement Accreditation. Jerry has managed organizational assessments and municipal police staffing and deployment studies in Arizona, Texas, Oregon, and Colorado. Dr. Williams will assist Mr. Kramer with project management. The partners will be assisted in the project by Susan Eaton, MBA, SHRM-SCP, who has over 20 years of public sector human resources management experience, having served as the Human Resources Director for the City of Englewood and for Eagle County Government. Her responsibilities included: recruitment, labor relations, compensation/classification, benefits, wellness, risk management and organizational development. Sue holds an MBA from the University of Colorado, Denver and a BA in Sociology from Indiana University. As KRW's Human Resources subject matter expert, KRW Associates LLC 5 December 20, 2016 - Page 387 Ms. Eaton will assist the partners in the applicant screening process utilizing her extensive experience in public sector executive recruiting. The project team members' individual experience and relevant educational background is included in their biographies included in Appendix 1. Municipal Staff Support Anticipated: KRW anticipates that the Town of Vail will provide meeting rooms, food and/or refreshments for candidates and guests during the interviews and other potential meetings, lodging for candidates if required, and materials such as projectors and internet access for presentations. KRW asks that the Town of Vail appoint an appropriate staff member as primary contact with KRW Associates for this project. Project Components KRW Associates LLC has found the most successful methods to successful public sector executive recruitment are based on contact, communication and a thorough understanding of the needs and desires of the hiring authority. Conversely, successful searches are inhibited when the key fundamentals of contact, communication, and understanding are not thoroughly developed at the onset of the project and are not actively maintained throughout the entirety of the project. We undertake to thoroughly understand the needs of the Vail Town Council regarding the desired attributes and qualifications they seek in their Town Manager. Further, KRW maintains contact with government leadership throughout the process to make certain goals and expectations are being achieved. KRW prides itself on developing a thorough understanding of the needs of each client and aiding in the identification and placement of the most appropriate candidate. KRW's objectives for serving Vail are as follows: • Establish a scope of work and a realistic time line. • Keep Town Council (or their designee) apprised of key aspects of the process. • Work with the Town project manager to develop a detailed candidate profile and a clear, detailed set of criteria to attract the right caliber of applicants. • Design an appropriate marketing program to include; contacting professional associations, advertising in professional journals and publications, developing and mailing brochures to appropriate audiences, and identifying and aggressively marketing the position to potential candidates in the field. Additional methodologies may be including subsequent to the needs and desires of Leadership being more fully identified. • Design, recommend and implement an inclusive selection process. • Receive, evaluate and rank applicant resumes. • Develop a tiered ranking of all candidates. • Handle and address all e-mails, phone calls and questions from candidates KRW Associates LLC 6 December 20, 2016 - Page 388 • Screen candidates using the pre -established criteria to include personal interviews and reference checks. • Recommend a short list of candidates for Town Council consideration. • Work with Town Council to develop a list of finalist candidates. • Work with Town Council to design the evaluation process for finalist candidates. • Assist in the interview process by: designing the most beneficial interviewing process; coordinating schedules, teleconferencing, and/or travel arrangements; and developing interview questions that will facilitate meaningful discussions. • Facilitate the on-site interview process of finalist candidates. • Contact all finalists, both successful and non -successful. • Conduct background and reference checks for the top candidates, as required. • Depending on the needs of Vail, the process could be completed in 3 months after the awarding and signing of a contract for services. Project Timeline Regarding a process for the Town Manager executive search, we envision a schedule and timetable that would progress as quickly as possible once the process and a letter of agreement are approved. This schedule is adaptable to the needs of the Town of Vail. Early January, 2017 • Award of Contract. • Finalize Letter of Agreement (LOA) Mid -January, 2017 • With the assistance of the authorized Town representative, develop a detailed candidate profile and criteria that will be used to evaluate candidates through interviews with Town Council Members, Department Directors and if requested by the Council, focus groups with Citizen Representatives or other stakeholders selected by the Town Council. • Design an appropriate advertising/communication campaign for the position. Advertising would include: • Contacting professional associations • Advertising in professional and industry journals and publications • Posting on the KRW Associate website • Posting on the Town of Vail website • Developing and mailing brochures to appropriate audiences and using social media and online media, as appropriate • Identifying and aggressively marketing the position to potential candidates in the field, utilizing KRW's extensive database • KRW will present the proposed position profile and communication campaign to Town Council for approval. KRW Associates LLC 7 December 20, 2016 - Page 389 February, 2017 • Upon Council approval KRW will post the position for 30 days • All applications will be submitted to KRW electronically. Applications will consist of: 1) Cover letter, 2) Current Resume (with salary history), and 3) Six professional references. • KRW will receive and initially screen applications and resumes for minimum requirements, using the Town -approved pre -established criteria to include the KRW tiered ranking process, • KRW will provide the Town with a status of the specifics of the search on a weekly basis throughout the duration of the process, to include the posting period. • KRW will handle administrative details such as correspondence with candidates and inquiries about their candidacy on the Town's behalf, if the Town wishes. Early March, 2017 • KRW Associates will meet with the Town Council to conduct a second screen of candidates to develop a group of semi-finalists. This will essentially be a review of the minimally qualified applicants and narrowing the group down to a number manageable for the next step. KRW Associates will conduct the pre-screening (initial background checks, telephonic screening interviews, etc.) of selected semi-finalists and research applicable qualifications. Any supplemental questions important to the Town could be included at this stage. Produce a recommended list of finalists to the Town Council. Mid — Late March, 2017 Assessment process in Vail with candidates selected and approved by the Town Council. KRW will assist the Town in the interview process, including but not limited to: o Designing the most beneficial interviewing process; o Coordinating schedules, teleconferencing, and/or travel arrangements; o Developing interview questions that will facilitate meaningful discussions. o Conduct background and reference checks for the top candidates as required. • Final follow-up interviews or meetings with City Council and the finalists. Conduct reference checks and background investigation on top 1-2 finalists designated by the City Council. If requested, assist with contract negotiation KRW Associates LLC 8 December 20, 2016 - Page 390 PROJECT COST SHEET THE TOWN OF VAIL, COLORADO - 2016 TOWN MANAGER - RECRUITMENT AND SELECTION PROCESS Oversight and administration of executive search process $17,500.00 Includes overall project administration; preparation of the ideal candidate profile for advertising; potential candidate outreach; reviewing and screening resumes; telephone and e-mail follow up; due -diligence on semi- finalists; development of candidate finalist lists; and reference checks and recommendations to the Town Council regarding both semi-finalists and finalist candidates. Assessment System $3,500.00 Includes use of all custom written materials, research support materials, training, and process administration of exercises to Town Manager candidates/finalists. Exercises may include structured interviews with staff and community members as well as presentation exercises. 4. Assessor Training, included in set fee No charge 5. Final Candidate Orientation, included in set fee No charge 6. KRW Staff Travel, included in set fee No charge 7. Meals, included in set fee No charge 8. Copying/Printing of Assessment Material, included in set fee No charge * CONSULTANT COSTS FOR PROJECT $21,000.00 * Costs of advertisements in professional publications or newspapers, or other expenses related to candidates will be the responsibility of the Town of Vail. In addition, the Town of Vail would bear the cost of candidate travel and lodging if necessary. * All work to be performed by KRW Associates LLC principle partners, Mr. Lorne Kramer, and Dr. Jerry Williams, with possible assistance from other qualified professionals. WARRANTY: KRW Associates is confident of their capacity to produce a quality group of candidates and ultimately the selection of the right person for the position. In the event the person selected by the Town of Vail does not complete a full year in the position, KRW Associates will complete a follow up process charging only for travel and related expenses. KRW Associates LLC 9 December 20, 2016 - Page 391 References City of Amarillo, TX Terry Childers, Former City Manager Police Department Organizational Assessment Executive Search — Chief of Police 806-378-3000 terry.childers@amarillo.gov Town of Wellington, CO Executive Search: Assistant Town Administrator (2), Town Administrator Tim Singewald, Mayor 3735 Cleveland Ave. Wellington, CO 80549 970-568-3381 singewtr@wellingtoncolorado.gov Town of Windsor Executive Search, Chief of Police Kelly Arnold, Town Administrator (970) 674-2400 karnold@windsorgov.com City of Manitou Springs, CO Executive Search, City Administrator and Public Services Director Donna Kast, City Clerk 606 Manitou Avenue Manitou Springs, CO 80829 719-685-2554 dkast@comsgov.com City of Idaho Springs, CO Executive Searches: Chief of Police and City Administrator Mike Hillman, Mayor 1711 Miner St Idaho Springs, CO 80452 303-567-4421 mayor@idahosprings.com City of Durango, CO Police Department Organizational Assessment Executive Search, Chief of Police Ron LeBlanc, City Manager 949 E. 2nd Ave. 970-375-5005 ronleblanc@durangogov.org KRW Associates LLC 10 December 20, 2016 - Page 392 Appendix 1 C. zi 4 4t i ti4 E, .. 2 46tH 4 Lorne C. Kramer, MPA Police Chief/City Manager (Retired) Former President, Police Executive Research Forum (PERF) and Colorado Association of Chiefs of Police Managing Partner, KRW Associates, LLC Lorne Kramer served as the City Manager of Colorado Springs, Colorado from 2002 to 2007, a municipality of over 400,000 people. Prior to this appointment, he was the Deputy City Manager and the Police Chief for 11 years. During his years as City Manager, Mr. Kramer was successful in reorganizing municipal operations; addressing fiscal shortfalls; orchestrating the successful passage and implementation of the Public Safety Sales Tax initiative focused on increased public safety projects throughout the city; gaining citizen support for the Rural Transportation Authority; implementing the Storm -water Enterprise and enhancing the Development Review Process. While the Chief of Police, the Colorado Springs Police Department received national recognition for many progressive and innovative programs and accomplishments in the areas of crime reduction, gang violence and community partnerships. He was both President and Vice President of the national Police Executive Research Forum (PERF) and President of the Colorado Association of Chiefs of Police. He was appointed by the Governor of Colorado to the Peace Officer Standards and Training Board (POST) and the Drug Control Systems Board. Leadership Institute. Mr. His academic accomplishments include a Master's degree in Public Administration from the University of Southern California, and a Bachelor's degree from the University of Redlands, California graduating with honors from both institutions. He is also a graduate of the University of Southern California's Management Policy Institute, California's Law Enforcement Command College, the National Executive Institute and the Rocky Mountain Kramer is the former Executive Director of the Colorado Springs Leadership Institute. KRW Associates LLC 11 December 20, 2016 - Page 393 Jerry Williams, DPA Police Chief (Retired) Past Director, Executive Leadership Master's in Criminal Justice, University of Colorado Denver Managing Partner, KRW Associates, LLC Dr. Williams spent over 20 years as a public sector executive, as well as program director key policing leadership programs at three nationally recognized universities. Dr. Williams has over 30 years of experience in the criminal justice field and has served as police chief in Arvada and Aurora, Colorado. Dr. Williams is a Past President of the Police Executive Research Forum and former Chair of the National Commission on Law Enforcement Accreditation. Dr. Williams was a member of the National Institute of Justice series Perspectives on Policing held at the John F. Kennedy School of Government, Harvard University. Williams is a former Principal Associate for the Institute for Law and Justice, a public sector criminal justice consulting firm located in the Washington, D.C. area. Jerry has held Executive Director positions at three universities, the Blackwood Law Enforcement Management Institute of Texas at Sam Houston State University, the Administrative Officer Management Program at North Carolina State University, and the Executive Leadership Master's Program at the University of Colorado Denver. He has been involved in executive search consulting since 2001. He holds a DPA from the University of Colorado Denver, a Master's Degree in Criminal Justice from the University of Colorado Denver, and a BA in History and Sociology from Metropolitan State University of Denver. KRW Associates LLC 12 December 20, 2016 - Page 394 Susan Eaton, MBA KRW Senior Associate Sue has over 20 years of public sector human resources management experience having served as the Human Resources Director for the City of Englewood and for Eagle County Government. As a key member of the executive teams and reporting directly to the city and county managers, her responsibilities included: recruitment, labor relations, compensation and classification, benefits, wellness, risk management and organizational development. She was appointed by the governor and served on the board of the Colorado Fire and Police Pension Association as both board member and chairperson. She is an accredited Senior Professional in Human Resources, SHRM Senior Certified Professional and an International Personnel Management Association Certified Professional. Sue holds an MBA from the University of Colorado, Denver and a BA in Sociology from Indiana University. Ms. Eaton has acted as project manager for the recruitment and placement efforts for the City Manager, Fire Chief, Police Chief, Director of Library Services, Community Development Director and Information Technology Director for the City of Englewood. She has assisted KRW with executive recruitment projects for Chiefs of Police and Assistant Town Administrators. She serves as KRW's Human Resources subject matter expert. KRW Associates LLC 13 December 20, 2016 - Page 395 APPENDIX II SAMPLE PROMOTIONAL MATERIALS KRW Associates LLC 14 December 20, 2016 - Page 396 Chief of Police Amarillo, Texas The Position The City of Amarillo, Texas is pleased to announce an outstanding opportunity for an experienced, progressive and professional law enforcement executive to be the next Chief of Police. The Amarillo Police Department is a respected police agency and recognized by the Texas Police Chief's Association's Best Practices Program. The next Chief of Police will have an opportunity to lead this accredited department into a new era, following the recent retirement of the previous Chief. The Chief of Police will be hired by and report to the City Manager and will serve as a member of the City's management team with other department directors. The Police Department is the largest department within the City and is authorized for 371 sworn positions and 60 civilian positions for a total of 431 FTEs. Its 2015/2016 operating budget is $40,474,320.00 for sworn operations and $4,325,242.00 for civilian operations for a total of $44,799,562.00. The Department has four divisions: The Uniform Division, the Detective Division, the Service Division and the Training and Personnel Division. The Department also manages multiple special programs. The Community Amarillo is the regional center of the Texas Panhandle and is experiencing manageable growth as an urban center while maintaining a friendly and relaxed community atmosphere. The City is approximately 120 miles north of Lubbock, 360 miles northwest of Dallas/Fort Worth, 285 miles east of Albuquerque and 265 miles west of Oklahoma City. Amarillo has a diversified economy that includes businesses and industries ranging from energy research and development to beef processing, agriculture, copper refining, wholesale distribution, fiberglass production, defense contracting, aviation maintenance, metal machining and finishing and oil and gas production. The City has much to offer residents: the beauty of the Palo Duro Canyon, a quality educational system, fine restaurants and a variety of recreational and cultural activities The Organization The City of Amarillo employs approximately 2,500 staff members who provide quality services to the nearly 200,000 residents of Amarillo. The General Fund budget for 2015/16 is $175,596,280 with a total budget of $336,233,404. In 1913, following state -enabling legislation, Amarillo wrote its own charter and was one of the first cities in the United States to adopt the council-manager form of government. The City of Amarillo's governing body is made up of the Mayor and four City Council members elected through an at -large voting system. The Mayor and City Council members serve two-year terms and the body meets weekly. The Ideal Candidate Candidates must have a proven record of leadership and have an established track record of proactive, hands-on, participative management experience and possess excellent interpersonal, problem -solving, communication, and financial management skills. The successful candidate must have demonstrated success in community -policing and problem -solving policing strategies with a commitment to using data to reduce crime and traffic problems. The next Chief of Police will have a varied professional background KRW Associates LLC 15 December 20, 2016 - Page 397 that demonstrates success in working with diverse communities while providing leadership in a professional law enforcement agency engaged in collaborative community partnerships. Competencies and Personal Characteristics • Collaborator --be part of the executive team moving the city toward a new vision • Excellent communicator • Has a non -autocratic, participative leadership style • Political savvy—ability to maneuver complex political situations effectively • Honesty and Integrity • Approachable and Dependable • Implements programs with efficiency and diplomacy • Knowledgeable in best practices in law enforcement and how to implement them • Decisive—makes decisions based on analysis, experience and professional judgment • Consensus builder—both internally and with the community • Highly visible leader with confidence, bearing and respect Minimum Qualifications The position requires a four-year college degree. A graduate degree and successful completion of a nationally recognized police management/administration /leadership course is preferred A minimum 15 years of law enforcement experience with 5 years of progressively responsible command -level experience in a law enforcement agency composed of 100 or more sworn personnel and knowledge of best practices in policing. A current State of Texas Commission on Law Enforcement certification or the ability to acquire the proper certification within one year of appointment. Compensation The salary range is $112,337 to $172,847, depending on qualifications, with an excellent benefit package. How to Apply Applications will be accepted electronically from August 1, 2016 through August 31, 2016 by KRW Associates, LLC, Senior Associate Susan Eaton at seaton9675@msn.com and must include a cover letter, resume (with salary history) and 6 professional references. The City of Amarillo is an equal opportunity employer. Questions Questions should be directed to Lorne Kramer, KRW Associates Managing Partner at ChiefCOS@aol.com or (719) 310-8960 or Senior Associate Susan Eaton at seaton9675@msn.com or (303) 377-9675. KRW Associates LLC 16 December 20, 2016 - Page 398 Chief of Police Durango, Colorado The Position The City of Durango, Colorado is pleased to announce an opportunity for Chief of Police. The next Chief of Police will have an opportunity to lead the department into the future, following the recent retirement of the previous Chief. The Chief of Police will be hired by and report to the City Manager, and will serve as a member of the City's Executive Team with other department directors. Durango Police Department has been accredited by the Colorado Association of Chiefs of Police since 1989 and is one of only 42 such departments in the state. The department is comprised of 55 sworn positions and 10 civilian positions with a total budget of $7 million. The Community From superb arts and culture to award winning healthcare, Durango draws national attention as one of the best places to live. Durango sits in the Animas River Valley at the base of the La Plata and San Juan Mountain ranges and has a full-time resident population of almost 18,000 that doubles as visitors from around the world come to enjoy 0s1,4-1114a�G'peE all the region has to offer. Durango is the cultural heart, population �+center and economic hub for La Plata County and the Four Corners o. c; ���/� region of the American Southwest, boasting over 200 special events \`I�"'� each year, five micro -breweries a distillery,more restaurants per b v Of capita than San Francisco, a thriving historical downtown, an eclectic Po C E • ! music scene, and science and historical museums. The region also ,a•� a� offers year-round recreational opportunities with a nationally- recognized park system, hard surface trail that runs seven miles along A SERVICE OF THE CTTY DURAN�f GO the Animas River, a whitewater park, fly fishing in Gold Medal waters, kayaking, hiking, jeeping, mountain biking and skiing at the in -town ski hill or on the mountain. Durango is home to Fort Lewis College — a 4 -year public liberal arts college, as well as Mercy Regional Medical Center and an airport that offers daily non-stop flights to Denver, Phoenix and Dallas -Fort Worth. The Organization The City of Durango, incorporated in 1881, is a home -rule city organized under provisions of the Colorado Constitution. The City Charter was first adopted in 1912 and forms one of the first Council - Manager forms of government in the country. Policymaking and legislative authority is vested in a governing council consisting of five members elected at large on a non-partisan basis to staggered four- year terms. The City Manager is responsible for carrying out the policies and ordinances of the City Council, appointing department directors and other staff members, and overseeing the day-to-day operations. The Police Chief reports to the City Manager. Recently, all employees participated in a process to determine the organization's Core Values: Teamwork, Dependability, Service, Professionalism, Respect, Innovation, and Well-being. The Ideal Candidate The City is seeking a contemporary professional law enforcement leader. Candidates must have demonstrated a record of leadership and a commitment of proactive, hands-on, participative management experience and possess excellent interpersonal, problem solving, communication, and KRW Associates LLC 17 December 20, 2016 - Page 399 financial management skills. The successful candidate must have demonstrated success in community - policing and problem solving policing strategies with a commitment to partnering with the community and using data to reduce crime and traffic problems. The next Chief of Police will have a varied professional background that demonstrates success in working with diverse communities while providing leadership in a professional law enforcement agency engaged in collaborative community partnerships. Competencies and Personal Characteristics • Collaborator --be part of the Executive Team moving the city toward a new vision while embracing the Core Values of the City of Durango • Excellent communicator • Has a non -autocratic, participative leadership style • Political acumen—ability to maneuver complex political situations effectively • A reputation for honesty and being trustworthy, approachable and dependable • Ability to influence organizational change • Advocate for utilizing technology to improve efficiency and effectiveness • Knowledgeable in best practices in law enforcement and how to implement them • Decisive—makes decisions based on analysis, experience and professional judgment • Consensus builder—both internally and with the community • Highly visible leader with confidence, bearing and respect • A champion for the police department and its members Minimum Qualifications The position requires a four-year college degree from an accredited college or university. A graduate degree and successful completion of a nationally recognized police management/administration leadership course is strongly desired. A minimum of 15 years of law enforcement experience demonstrating progressively responsible command -level experience in a municipal or county law enforcement agency and knowledge of best practices in policing is required, as is a current State of Colorado POST certification or the ability to acquire the proper certification within one year of appointment. Compensation The salary range is $115,440 to $134,576, depending on qualifications, with an excellent benefit package. How to Apply Applications will be accepted electronically from November 1, 2016 through December 2, 2016 by KRW Associates, LLC, apply@krw-associates.com_and must include a cover letter, resume (with salary history) and six professional references. The City of Durango is an equal opportunity employer. Questions Questions should be directed to Lorne Kramer, KRW Associates Managing Partner at info@krw- associates.com_or (719) 310-8960 or Senior Associate Susan Eaton at info@krw-associates.com or (303) 377-9675 KRW Associates LLC 18 December 20, 2016 - Page 400 TOWN OF WELLINGTON Town Administrator The Town of Wellington is a Colorado town, regulated by state statutes, located in northeast Larimer County. The legislative body consists of a mayor and 6 trustees, all elected at large for 4 -year terms. Perched at an elevation of 5201 feet, the climate is semi -arid with 4 distinct seasons and a 145 -day growing season. The summers are warm and pleasant with cool nights and the year round humidity is 35%. Incorporated in 1905, Wellington has a current population of approximately 8,500 residents and prides itself on its small town community spirit. Wellington is centrally located 10 minutes from Fort Collins, 30 minutes from Cheyenne, Wyoming and 1 hour from Denver International Airport. The Town Administrator reports directly to the Town Board and is responsible for the planning, organizing, coordinating, maintaining and directing the overall operations and activities of the Town. He/she acts as a liaison with outside organizations and agencies. He/she will also be responsible for the coordination of external/internal services and intergovernmental affairs for the Town and will be instrumental in developing and articulating policy and strategic initiatives to key stakeholders. Representative specific duties of the Town Administrator include: • Provision of direct leadership to all departments, services and agencies of the Town, • Capital project management, • Negotiation and resolution of significant and controversial issues, Coordination of regional intergovernmental relationships, • Development of the Town budget, • Development of the Town's strategic plan in support of Town goals, • Attendance at all Board meetings to communicate program/project status and make recommendations to the Board The successful candidate will possess demonstrated management and leadership skills, excellent communication skills, high integrity, and the ability to promote and lead excellence in Town services. A bachelor's degree in public administration or related field is required. A master's degree will be given special consideration. Additionally, a minimum of 10 years of progressively responsible experience at a senior level in policy development, planning, municipal administration or related area, including supervision in the public or private sector. The approved maximum of the hiring range for the position is $105,000 and is negotiable depending on qualifications (DOQ), with an excellent benefit package. KRW Associates LLC 19 December 20, 2016 - Page 401 For more information about Wellington visit the Town of Wellington web site at www.townofwellington.com. The Town of Wellington is an Equal Opportunity Employer and is being supported in this executive search by KRW Associates, LLC. Web: www.krw-associates.com To apply please submit by email: a cover letter, resume and a list of six professional references no later than 5:00 PM MST, January 15, 2017 to: apply@krw-associates.com Questions regarding this position should be directed to info@krw-associates.com KRW Associates LLC 20 December 20, 2016 - Page 402 APPENDIX III SAMPLE LIST OF CLIENTS EXECUTIVE SEARCH, ASSESSMENT CENTERS, AND TRAINING LOCATIONS CITY OF ALTAMONTE SPRINGS (FL) CITY OF AMARILLO (TX) CITY OF ARVADA CITY OF ASPEN TOWN OF AVON CITY OF BOULDER TOWN OF BRECKENRIDGE CITY AND COUNTY OF BROOMFIELD (CO) TOWN OF CEDAREDGE CITY OF CODY, WYOMING CITY OF COLORADO SPRINGS CITY OF COMMERCE CITY CITY OF CRAIG CITY OF DELTA TOWN OF DILLON TOWN OF EDGEWATER CITY OF ENGLEWOOD TOWN OF ESTES PARK CITY OF EVANS CITY OF FORT COLLINS CITY OF FORT LUPTON TOWN OF FRISCO CITY OF FRUITA TOWN OF GEORGETOWN (CO) CITY OF GOLDEN JOINT POWERS WATER BOARD, WYOMING CITY OF GRAND JUNCTION CITY OF GREENWOOD VILLAGE THE CITY OF GUNNISON CITY OF LA JARA TOWN OF JACKSON (WY) JEFFERSON COUNTY (CO) CITY OF LAKEWOOD CITY OF LARAMIE (WY) TOWN OF VAIL CITY OF LONE TREE (CO) CITY OF MANASSAS (VA) CITY OF MANITOU SPRINGS TOWN OF MILLIKEN CITY OF MONTE VISTA TOWN OF MOUNT CRESTED BUTTE CITY OF MOUNTAIN VIEW (CA) MESA COUNTY (CO) MONTGOMERY COUNTY (MD) NE TELLER COUNTY FIRE DEPARTMENT (CO) PITKIN COUNTY (CO) CITY OF PUEBLO KRW Associates LLC 21 December 20, 2016 - Page 403 PUEBLO COUNTY (CO) CITY OF SAN JACINTO (CA) TOWN OF SILVERTHORNE CITY OF SPRINGFIELD (MO) SOUTH METRO FIRE DISTRICT CITY OF STERLING TOWN OF TELLURIDE TOWN OF TRINIDAD TOWN OF WELLINGTON TOWN OF WINDSOR CITY OF WHEAT RIDGE TOWN OF WINTER PARK TOWN OF VAIL STATE OF COLORADO, OFFICE OF EMERGENCY MANAGEMENT STATE OF COLORADO, DEPARTMENT OF LOCAL AFFAIRS WEST METRO FIRE DISTRICT COLORADO STATE PATROL COLORADO MUNICIPAL LEAGUE PROFESSIONAL SECRETARIES INTERNATIONAL INTERNATIONAL ASSOCIATION OF CHIEFS OF POLICE COLORADO ASSOCIATION OF CHIEFS OF POLICE WESTERN INSTITUTE FOR POLICE ADMINISTRATION WYOMING ASSOCIATION OF CHIEFS OF POLICE KRW Associates LLC 22 December 20, 2016 - Page 404 Town of Vail Executive Search Services - Town Manager December 16, 2016 sf J m°'``4••. els s • TheNovak ... .• Consulting Group w42!:::.. • w December 20, 2016 - Page 405 The Novak ��. Consulting Group December 16, 2016 Krista Miller Director, Human Resources/Risk Management Town of Vail 75 South Frontage Road West Vail, CO 81657 Dear Ms. Miller: The mission of The Novak Consulting Group is to strengthen organizations, for those they serve and those who work in them. We are dedicated to providing management consulting services to local governments and nonprofit organizations across the country. The firm was originally established as Public Management Partners in 2001, a firm specializing in local government consulting and executive search services in the Midwest. Since then, we have been providing our clients across the country with the best thinking and execution in executive search and management consulting. We are pleased to submit this proposal for executive recruitment services for Town Manager to the Town of Vail. Our project team for the Town comprises skilled professionals, seasoned in local government management with search experience in Colorado and across the country. Our team has had significant success working with similar organizations to identify and retain ideal candidates who meet each organization's unique set of needs and expectations. We are confident our approach will result in a successful leader for the organization. Our firm has the necessary staff, expertise, resources, and abilities to conduct this recruitment and provide exceptional service to the Town. We are a national, women -owned firm, with employees who have served as leaders in some of the best local governments across the country. Our clients receive personal service from our consultants. Our mission is to strengthen communities, and we do this by helping them find the best leaders to help move their organizations forward. Catherine Tuck Parrish, our executive search practice leader, will serve as project manager for the duration of the recruitment process. Please contact her at (240) 832-1778 or ctuckparrish@thenovakconsultinggroup.com should you have any questions. 1776 Mentor Ave. 1 Cincinnati, Ohia 45212 1 513-221-0500 Sincerely, Julia D. Novak President thenovakconsu Iti ngg rou p.com December 20, 2016 - Page 406 Letter of Interest Qualifications of The Proposed Personnel Project Methodology Work Plan Recruitment Schedule Recent Contracts Table of Contents Novak Consulting Group 1 2 and Approach 5 6 7 8 Fee Proposal 9 Service Guarantee 9 Attachment A — Recruitment Schedule 10 The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 407 Town of Vail Page 1 Executive Search Services Qualifications of The Novak Consulting Group For nearly a decade, a highly respected management consulting firm named Public Management Partners helped a variety of organizations function more effectively. Through the years, the firm's founding partners built a sizeable client base of predominantly local governments and nonprofit organizations in the Midwest. In 2009, Julia D. Novak acquired Public Management Partners and founded The Novak Consulting Group, staffed by consultants with decades of collective experience. With The Novak Consulting Group, Julia built upon Public Management Partners' reputation for innovation and results while expanding the company's services nationwide. Her company meets a wider range of needs, consulting with governments in the areas of public works, public safety, human resources, finance, planning, IT, and more. We provide our clients with the best thinking and execution in organizational design, development, and improvement. Our services include: • Strategic Planning • Organizational Assessment and Optimization • Executive Search The Novak Consulting Group provides unparalleled service to our clients. Leaders in local governments and nonprofit communities have come to rely on The Novak Consulting Group for high caliber advice with the personal attention you expect. • Niche expertise. Our expertise lies in strengthening two kinds of organizations: local governments and nonprofits. We're consulting specialists rather than generalists, focusing our strengths to do a highly effective job for a very specific group of clients. • Flexibility to serve you better. We employ a small core staff of senior -level consultants, and draw from our pool of subject matter experts when their expertise can help us serve you better. The result? A highly nimble, more efficient approach to giving you the services you need, when you need them. • Decades of collective experience. Our associates and subject matter experts have decades of experience in strengthening local municipalities and nonprofit organizations. They've served in a wide range of positions, from city manager to public works director to director of management information systems. • Personal service from senior -level consultants. You appreciate it when deadlines are met, phone calls are returned, and your challenges are given in-depth, out-of-the-box thinking. While a large firm may assign your business to junior -level people, we're small enough to offer very personal service from senior -level consultants. The Novak Consulting Group is staffed with local government professionals, including eight full- time associates and subject matter specialists. The firm is headquartered in Cincinnati, Ohio, with staff also in Washington, D.C., North Carolina, New Hampshire, and Wisconsin. We are a women - owned firm led by President Julia Novak. The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 408 Town of Vail Page 2 Executive Search Services Proposed Personnel Executive Search Practice Leader Catherine Tuck Parrish has more than 25 years of experience serving local governments, in direct service or as a consultant. Catherine's most recent local government experience was as deputy city manager in Rockville, Maryland where she oversaw parks and recreation, human resources, information technology, finance, neighborhood resources (citizen engagement), communications, customer service, and intergovernmental functions. She is also familiar with Targe organizations, having worked in the County Executive's Office in Fairfax County, Virginia on a variety of projects, including county -wide human resources projects. Catherine leads our search practice and has conducted searches for city manager/administrator, police chief, public works, finance, human resources, and many other key positions in local governments across the country. Catherine will be assisted by Recruitment Specialist Chelsey Gordon. Chelsey has four years of local government experience that inform her work as a recruitment specialist. Prior to joining The Novak Consulting Group, Chelsey served as management analyst for the Town of Belleair. She worked to develop and execute the Town's first communications strategic plan. She also worked to improve organizational health by facilitating leadership retreats, organizational change discussions, and developing a town -wide employee training program. Their complete resumes follow. The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 409 Town of Vail Executive Search Services Catherine Tuck Parrish, Executive Search Practice Leader Catherine has over 25 years of management experience working for local governments of all sizes, nonprofit organizations, and associations. She currently leads The Novak Consulting Group's executive search practice. Her work as a consultant includes executive recruitment, project management, and contributions to numerous local government projects including process improvement studies, departmental assessments, development review, and policy development. She has conducted successful executive searches for the positions of city/town/village/township manager, assistant manager, multiple department director positions, and other key staff. She has also conducted recruitments for CEO and director positions in nonprofit organizations. In addition, she has facilitated numerous governing body workshops, staff retreats, and strategic planning sessions. Page 3 Education Master of Public Administration, University of Kansas Bachelor of Arts, University of Kansas Industry Tenure 26 years Consulting, 7 years Local Government, 19 years Catherine's most recent local government experience was as deputy city manager in Rockville, Maryland where she oversaw parks and recreation, human resources, information technology, finance, neighborhood resources (citizen engagement), communications, customer service, and intergovernmental functions. She also served as acting city manager in Rockville for nearly a year. Prior to joining the City of Rockville, Catherine served as assistant to the county executive in Fairfax County, Virginia working on change management issues including a new pay system, employee surveys, implementation plans, and internal communication improvements. Catherine also served as ethics advisor at the International City/County Management Association (ICMA), counseling elected officials and citizen groups regarding employment agreements, form of government issues, and recruitment. Additionally, she worked for the cities of Denton and University Park, Texas. She chaired the ICMA's Acting Manager Task Force, which produced a handbook for interim managers. She also led the Maryland City/County Management Association (MCCMA) as president and vice president. She served as president, vice president, and secretary of the Metropolitan Association of Local Government Assistants in the Washington, D.C. metro area. Catherine has spoken at national and state conferences on a variety of topics, including civility, effective councils, ethics, forms of government, human resource topics, long-term financial planning, budget strategies, developing high performing organizations, and leadership. She has also spoken at the National League of Cities' Leadership Training Institute on recruiting and evaluating the CEO. She is a certified instructor of the Myers -Briggs Type Indicator instrument. She has a bachelor's degree in personnel administration and communication studies from the University of Kansas and a master's degree in public administration from the University of Kansas. She is an active member of ICMA and the MCCMA. The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 410 Town of Vail Executive Search Services Chelsey Gordon, Recruitment Specialist Chelsey has four years of local government experience that inform her work as a recruitment specialist. Prior to joining The Novak Consulting Group, Chelsey served as management analyst for the Town of Belleair. She worked to develop and execute the Town's first communications strategic plan. She also worked to improve organizational health by facilitating leadership retreats, organizational change discussions, and developing a town -wide employee training program. Chelsey started her career in local government as a transportation planning intern with the City of Lawrence. During her tenure, she assisted with various public meetings and data analysis. Chelsey also served as the management intern and assistant to the city manager for the City of Overland Park. She worked closely with the assistant city manager and communications manager on a variety of special projects which included leading the development of the City's social media strategic plan, managing the biennial citizen satisfaction survey, and providing analysis on the program. Chelsey also developed and managed the City's first Page 4 Education Master of Public Administration, University o Kansas Bachelor of Arts, University of Kansas Industry Tenure Local Government, 4years bi-annual performance measure teen council program. Chelsey earned a bachelor's degree in political science and a master's degree in public administration, both from the University of Kansas. She is a member of the International City/County Management Association. The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 411 Town of Vail Page 5 Executive Search Services Project Methodology and Approach When organizations need to fill key positions, they turn to The Novak Consulting Group and benefit from this guiding principle: meaningful hiring involves finding the right employee and preparing them for ongoing success. The Novak Consulting Group's approach to our executive search services comprises three key phases. 1. Inquiring, Understanding, and Defining Each of our clients has a unique culture and set of objectives. Because selecting the right individual is critical to success, we begin our relationship by conducting a needs assessment to identify the specific benchmarks the search must accomplish. We will identify qualifications and requirements, as well as map out the new hire's first-year goals, so both our client and the employee remain on the same track for success. We will build an accurate position profile, thus ensuring we attract the right people for the position. 2. Candidate Search and Evaluation To reach the right candidates, The Novak Consulting Group customizes each search process to fit the client's needs. Often, the professionals who best fit an open position are already employed and not searching for a traditional job posting. So, we leverage our extensive, diverse professional network to attract the best talent nationwide. We have been successful in identifying a candidate pool that is racially, ethnically, and gender diverse. We advertise in national publications that target minorities and women, including the National Forum of Black Public Administrators (NFBPA) and the International Hispanic Network (IHN). We also work to identify qualified veterans and qualified candidates with disabilities. In 40% of searches, females were hired. In 22%, minorities were hired. Once the right candidates are found, we help manage the hiring process from interviews to background checks. Our in-depth service empowers clients to achieve their goals at every step. 3. Supporting Success We support the top candidate's long-term success by creating a goals -driven work plan actionable from day one. Many firms focus solely on finding qualified applicants, leaving the client on their own once the position is filled. Our team, however, uses the objectives gathered during the inquiry stage to prepare new hires for their first year. We follow up to ensure continued progress, productivity, and satisfaction for the employee and our client. We take a tailored, goals -based approach to each recruitment. By looking beyond the hiring process, our holistic view ensures that each candidate will fit the role, as well as the organization. In the end, we are not just looking for a successful professional; we are finding the right employee to be successful in their new position long after they are hired. Our executive recruitment and management consulting experiences have afforded us the opportunity to work with public and nonprofit organizations across the country and provided us with a wide national network. Through our connections, we are able to identify a broad diversity of qualified candidates in terms of race and ethnicity, gender, jurisdiction size, complexity of organization, and region of the country. The following details our work plan for this recruitment. The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 412 Town of Vail Page 6 Executive Search Services Work Plan Activity 1— Develop Candidate Profile The Novak Consulting Group will begin this engagement by developing a clear picture of the ideal candidate for Town Manager by speaking with each member of the Town Council. It is important to recognize the individual expectations of each elected official, in addition to learning the shared goals for a new Town Manager. As we have with other communities, we will solicit meaningful feedback from key stakeholders and staff through a combination of focus groups and an online survey. We will discuss not just the technical skills needed for the position, but what makes for the right organizational fit, in terms of traits and experiences. Based on the information learned from our meetings, we will develop a recruitment plan that includes Colorado, the region, and the nation. We will prepare a position profile that is unique to Vail. The profile will identify the organization's needs, the strategic challenges of the position, and the personal and professional characteristics of the ideal candidate. This document drives the recruitment. It focuses our efforts on the most capable candidates, and it helps us to persuade candidates to pursue the position. We will also develop first-year organizational goals for the successful candidate. These goals will ensure that: the applicants know what will be expected of them should they be hired; the Town has thought about what they want the person to accomplish in the first year; and the successful candidate can hit the ground running with a work plan as soon as he/she starts. Once drafted, we will review the recruitment plan, position profile, and first-year goals with the Town Council. Modifications will be made as necessary before recruitment begins. Activity 2 — Conduct Active Recruitment and Screening As part of the recruitment plan, we will identify individuals and jurisdictions to target directly through phone and email contacts. We have found that a combination of phone and email contacts is an effective way to reach top applicants, especially those who are not currently in the job market, but may be willing to consider a move to an excellent organization like the Town of Vail. The Novak Consulting Group will prepare and place advertisements. These will be placed in state and national publications and online sites to attract candidates from throughout the United States. While this will be a national search, we will target our efforts to those key areas identified in the recruitment plan. As soon as the profile and advertisements are completed, we will begin the process of actively and aggressively marketing the position and identifying qualified candidates for assessment. The process will identify networks and organizations, such as the International City/County Management Association (ICMA), the Colorado City and County Management Association, the Colorado Municipal League, managers of other similar communities, and other targeted areas and organizations as identified in the recruitment plan. We will also ask the Town for names of individuals who might make outstanding candidates for the position. As applications are received, we will acknowledge each application and keep prospective applicants aware of the status of the process. The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 413 Town of Vail Page 7 Executive Search Services Task 3 — Support Town Manager Interviews and Selection The Novak Consulting Group will screen each applicant against the position profile and first-year goals. We will conduct interviews via phone or Skype with those who most closely meet the profile to learn more about their interest, qualifications, and experience for this position. A written summary of these candidates will be prepared and shared with the Council. We will then meet to review the entire list as well as the top seven to 10 candidates who have the requisite skills and qualities needed for success in the position. Based on our conversation, we will finalize a list of about five candidates to invite for in-person interviews. Each person you wish to interview will then be contacted again by The Novak Consulting Group. We will facilitate a customized interview process specific to the Town Manager position. The process could include writing and role play exercises and/or a community reception. A book that contains information about each of the candidates invited to interview will be provided to those involved in the interview process. We will work with the Town to arrange travel logistics for each candidate and plan the interview process. Expenses for the candidates will be borne by the Town. The selection of the top candidate is for the Town Council, and The Novak Consulting Group can help make a well-informed choice by framing what we have learned about the candidates in the context of the position and its requirements. We will speak with candidates' references to confirm the strength of their credentials. We will also review published information found in search engines, online publications, and social media. Reference and background checks will be performed on the top candidates including, but not limited to, education, criminal, financial, media, and civil litigation checks. The Novak Consulting Group can also assist in negotiating the employment offer. We will provide information about best practices in compensation, and we will have obtained information on the candidate's salary history. At the close of the search, all applicants will be notified of the results. Those who helped you in the process will be thanked for their contribution to a successful effort. Additionally, The Novak Consulting Group will contact the successful candidate during his/her first year on the job to discuss their progress toward implementation of the goals that were established for this position at the beginning of the process. Recruitment Schedule A preliminary schedule is included as Attachment A. We anticipate reviewing this schedule with the Town during the initial project meeting. The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 414 Town of Vail Page 8 Executive Search Services Recent Contracts Included with this proposal is a complete listing of our clients and examples of brochures and first year goals for similar recruitments, including communities with seasonal growth in population and significant tourism. The following table includes recent recruitments we have conducted and references for each of them. We encourage the Town to contact any of our past clients to learn about our commitment to timely and responsive service. Jurisdiction Contact Information Rehoboth Beach, Delaware • City Manager Loudoun County, Virginia • Assistant County Administrator • County Attorney • Director of Animal Services • Director of Economic Development • Director of Parks, Recreation and Community Services • Director of Planning and Zoning • Finance Director Shoreline, Washington • Administrative Services Director • City Manager Greenwich, Connecticut • Town Administrator Rockville, Maryland • City Manager Louisville, Colorado • Planning and Building Safety Director Patrick Gossett, Commissioner, Personnel Committee Chair (302) 227-6181 pgossett@cityofrehoboth.com Tim Hemstreet, County Administrator (703) 777-0200 Tim.hemstreet@loudoun.gov Julie Grandfield, Assistant County Administrator (703) 777-0502 Julie.grandfield@loudoun.gov Keith McGlashan, Mayor (206) 801-2203 kmcglashan@shorelinewa.gov Peter Tesei, First Selectman (203) 622-7710 Peter.Tesei@greenwichct.orq Bridget Donnell Newton, Mayor (240) 314-8291 bnewton@rockvillemd.gov Kathleen Hix, Human Resources Director (303) 335-4720 KathleenH@Louisvilleco.gov The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 415 1. Develop Candidate Profile 2. Conduct Aggressive Recruitment 3. Support Selection Town of Vail Page 9 Executive Search Services Fee Proposal The total, not -to -exceed fee to complete recruitments as outlined in this proposal $23,800. Of this amount, $19,525 is for professional fees and $4,275 is for expenses for The Novak Consulting Group. Below is the detailed fee structure. TOTAL $7,557 $9,965 $6,278 $23,800 We estimate the following additional costs to the Town which would be direct billed at cost. • Approximately $1,000-$1,500 for advertising • Background checks for the top finalists estimated at $175-$300/finalist • Travel for finalists' interviews will also be borne by the Town. Service Guarantee The duration of the service guarantee is two years. Should the selected candidate leave the position for any reason within two years of being hired, The Novak Consulting Group will conduct a new search for no professional fee. The Town would only be billed direct expenses. The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 416 Town of Vail Page 10 Executive Search Services Attachment A - Recruitment Schedule The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 417 Town of Vail Town Manager Schedule Activity 1 - Develop Candidate Profile 1.1 Meet with Town Council to discuss timeline and process Facilitate focus groups and other outreach to gather input from City 1.2 staff and community members Develop recruitment materials and recruitment strategy based on 1.3 community, staff, and Council input Identify first year goals for the position, job description, and salary 1.4 data for the position 1.5 Present recruitment plan, position profile, and first year goals Activity 2 - Conduct Active Recruitment and Screening 2.1 Develop and place ads 2.2 Direct outreach to develop and cultivate candidates 2.3 Receive application materials 2.4 Communicate with candidates 2.5 Conduct pre-screening and develop report of top applicants 2.6 Review applicant pool and most qualified with Town Council Assist Council in selecting top 4-6 to interview; provide answers to 2.7 Council questions Activity 3 - Support Interviews and Selection 3.1 Conduct reference and background checks 3.2 Facilitate interview process 3.3 Assist with negotiations, as desired 3.4 Inform all applicants of final outcome start 2 3 4 5 6 7 8 9 10 11 12 13 1/9 1/16 1/23 1/30 2/6 2/13 2/20 2/27 3/6 3/13 3/20 3/27 4/3 1/9 1/16 1/23 1/30 2/6 2/13 2/20 2/27 3/6 3/13 3/20 3/27 4/3 1/9 1/16 1/23 1/30 2/6 2/13 2/20 2/27 3/6 3/13 3/20 3/27 4/3 The Novak Consulting Group Strengthening organizations from the inside out. December 20, 2016 - Page 418 of 624 The Novak Consulting Group :• strengthening organizations from the inside out Our mission is to strengthen organizations, for those they serve and those who work in them. We are local government professionals, and we provide services tailored to local governments: • Facilitation & Strategic Planning • Executive Search • Organizational Assessment & Optimization See how we can help you solve your organization's challenges. Visit TheNovakConsultingGroup.com or ca11513-221-0500 toda 0, 2016 - Page 419 leadership expertise. exceptional service. Consulting Group We offer our clients innovative thinking that strengthens organizations from the inside out. Our management consulting services combine the personal attention and flexibility of a small firm with the sophistication and senior -level expertise of a large firm. Facilitation & Strategic Planning Leading planning sessions for successful outcomes. Managing group processes is equal parts art and skill. We've facilitated countless group exercises including staff retreats and goal setting conversations with governing bodies. We excel at navigating complex interpersonal dynamics within an organization to ensure its employees are aligned to carry out its vision. Executive Search Finding and developing strong leaders. The quality of an organization's leaders is critical to its health and long-term success. Executive search can be an invaluable service for both elected bodies hiring executive staff and CEOs filling high-level positions. Executive coaching develops leaders within an organization, not only enhancing their performance, but helping it retain talent throughout its ranks Organizational Assessment & Optimization Maximizing efficiency and productivity. Facilitation & Strategic Planning Organizational Assessment & Optimization Executive Search Assessing and optimizing organizational performance is one of our core services. We evaluate operations at every level, from a single department to the organization as a whole. 513-221-0500 1776 Mentor Ave Cincinnati, Ohio 45212 thenova kconsu Iti ngg rou p.com December 20, 2016 - Page 420 executive search solutions When you peel away the processes, products and services, what makes an institution last? Meaningful goals built off strong ideals — supported by the right people. But goals and ideals are easily derailed if new employees aren't properly prepared for success. Because in the end, finding great employees is one thing, but making the most of their abilities is another entirely. At The Novak Consulting Group, we apply a holistic approach to Executive Search that focuses on long-term performance rather than short-term placement. Not only will we support your organization by finding the right people when you need them most — our diligent work and ongoing guidance will ensure their contributions are significant from day one. Learn how your organization can benefit from a focused, forward -thinking Executive Search. Visit TheNovakConsultingGroup.com or call 513-221-0500 today. The Novak Consulting Group December 20, 2016 - Page 421 a better executive search process The Novak Consulting Group 1 ASSESS NEEDS gather information from key players to identify specific performance goals for the position 2 FIND THE RIGHT CANDIDATES identify, assess and recruit the best person to accomplish goals DEVELOP PLAN FOR SUCCESS create work model for goals to be met in the first six to twelve months FILLING KEY POSITIONS, SUCH AS: • City and County Manager • General Manager • Chief Executive Officer • Chief Administrative Officer • Executive Director • Assistant/Deputy Manager • Department Head • Key Staff Members • Technical Staff IN AREAS THAT INCLUDE: • Executive Leadership • Finance and Administration • Information Technology • Human Resources • Communication and Public Relations • Human and Social Services • Public Works • Police, Fire and Public Safety • Planning and Community Development • Program Managers • and others When governing bodies and nonprofit organizations need to fill key positions, they turn to The Novak Consulting Group and benefit from this guiding principle: meaningful hiring involves finding the right employee and preparing them for ongoing success. Selection and Retention Process 1 INQUIRING, UNDERSTANDING & DEFINING Each of our clients has a unique culture and set of objectives. Because selecting the right individual is critical to success, we begin our relationship by conducting a needs assessment to identify the specific benchmarks the search must accomplish. We'll identify qualifications and requirements, as well as map out the new hire's six to twelve month goals, so both our client and the employee remain on the same track for success. We'll build an accurate position profile, thus ensuring we attract the right people to the position. 2 CANDIDATE SEARCH & EVALUATION To reach the right candidates, The Novak Consulting Group customizes each search process to fit the client's needs. Often, the professionals who best fit an open position are already employed and not searching for a traditional job posting. So, we leverage our extensive, diverse professional network to attract the best talent nationwide. Once the right candidates are found, we help manage the hiring process from interviews to background checks. Our in-depth service empowers clients to achieve their goals at every step. 3 SUPPORTING SUCCESS We support the top candidate's long-term success by creating a goals -driven work plan actionable from day one. Many firms focus solely on finding qualified applicants, leaving the client on their own once the position is filled. Our team, however, uses the objectives gathered during the inquiry stage to prepare new hires for their first year. Six to eight weeks after their placement, we follow up and conduct a job review to ensure continued progress, productivity and satisfaction for the employee and our client. The Novak Consulting Group Difference Our consultants not only have experience in Executive Search, they've also had prior careers in many of the fields where we search for candidates. This combined expertise allows our team to deliver the best and brightest prospects through a goals -based approach. By looking beyond the hiring process, we take a holistic view that ensures each candidate will fit the role, as well as the organization. In the end, we aren't just looking for a successful professional, we are finding the right employee to be successful in their new position long after they're hired. TheNovakConsuli'ingG oup.ccn: 'l The Novak Consulting Group Executive Search Process develop candidate profile R Discuss needed skills Develop recruitment and organizational plan and position culture profile Develop 12 -month goals conduct aggressive recruitment Identify target individuals and jurisdictions Prepare and place advertisements Leverage networks support selection Screen each applicant Prepare candidate summaries Develop interview process Identify qualified candidates for assessment 0 Finalize Facilitate candidate interview and list selection successful candidate December 20, 2016 - Page 423 who we work for executive search The Novak Consulting Group • State Jurisdiction Position Arizona Colorado Peoria Louisville Loveland Connecticut Greenwich Meriden Windsor Delaware Kent County Lewes Milford Milton Rehoboth Beach Illinois Peoria County Kansas Baldwin City Edgerton Maryland Michigan Tonganoxie Aberdeen Berwyn Heights Cambridge Charles County Gaithersburg Garrett Park La Plata Mount Rainier New Carrollton Riverdale Park Rockville Sykesville Novi Human Resources Director Director of Planning and Building Safety Budget Manager* Economic Development Director* Town Administrator City Manager Police Chief County Engineer/Public Works Director City Planner City Manager Town Manager City Manager Director, Animal Protection Services City Administrative Officer Building Inspector CIP Project Manager Community Devexlopment Director City Manager Director of APG Privatization Public Works Director Police Chief Code Supervisor Town Administrator City Manager City Manager Director of Community Services* Finance Director Public Works Director Town Manager Planning Director Police Chief City Manager City Administrative Officer Town Manager City Manager Town Manager Assistant City Manager * candidate sourcing/screening State Jurisdiction Position Michigan Missouri Ohio Ohio Oregon Pennsylvania Texas Virginia Novi Rochester Hills Chesterfield Cleveland Heights Dublin Granville Hudson Miami Township Oberlin Portsmouth Sandusky Upper Arlington Washington Township Westerville Worthington Lane County Carlisle Borough University Park Lancaster Alexandria Ashland Loudoun County Washington Shoreline Wisconsin Mequon Finance Director Chief Financial Officer City Administrator City Manager City Manager Director of Public Service Village Manager City Manager Township Administrator Fire Chief Police Chief City Manager City Manager Assistant City Manager* Township Administrator Deputy Director of Planning and Development Finance Director Assistant Fire Chief Public Works Director Police Chief Human Resources Director Assistant City Manager Finance Director Controller Town Manager Animal Services Director Assistant County Administrator County Attorney Economic Development Director Finance Director Mental Health, Substance Abuse, and Developmental Services Director Parks, Recreation, and Community Services Director Planning and Zoning Director Administrative Services Director City Manager CityAdministrator December 20, 2016 - Page 424 who we work for executive search The Novak �t. Consulting Group Organizations &Associations Position Orleans Parish School Board Chief Operations Officer United Methodist Church Discipleship Ministries Florida United Methodist Children's Home Florida United Methodist Foundation General Board of Higher Education and Ministry Global Ministries Impact Church United Methodist Committee on Relief United Methodist Frontier Foundation Western Pennsylvania Annual Conference General Secretary President and CEO President Associate General Secretary/ Division of Ordained Ministry General Secretary Deputy General Secretary Mission and Evangelism Director of Communications Executive Administrative Officer Deputy General Secretary President and Executive Director Treasurer December 20, 2016 - Page 425 who we work for The Novak Consulting Group Project Type: Organizational Assessment and Optimization (OA) Executive Search (ES) State Jurisdiction Project type Arizona Peoria Sierra Vista California Gilroy Hayward Long Beach Transit Authority Manhattan Beach Palo Alto San Luis Obispo Colorado Adams County Aurora Boulder Fort Collins Greeley La Plata County Louisville Loveland Routt County Westminster Windsor Connecticut Greenwich Groton Manchester Mansfield Meriden Windsor Delaware Kent County Lewes Milford Milton Rehoboth Beach Florida Palmetto Bay Georgia Decatur Illinois Carbondale DuPage County Evanston Geneva Gurnee Peoria County Schaumburg Warrenville Woodridge Indiana Munster OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA ES ES ES ES ES ES ES ES ES ES ES ES SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF T T Strategic Planning and Facilitation (SPF) Training (T) State Jurisdiction Project type Kansas Baldwin City Bonner Springs Edgerton Edwardsville Eudora Garden City Gardner Olathe Roeland Park Shawnee Tonganoxie Unified Gov't of KCK Kentucky Lexington -Fayette Urban County Gov't Louisiana New Orleans Maryland Aberdeen Berwyn Heights Cambridge Charles County College Park Gaithersburg Garrett Park La Plata Maryland State Judiciary Mount Rainier New Carrollton Riverdale Park Rockville Sykesville University Park Massachusetts Franklin County Pioneer Valley Planning Commission Michigan Ann Arbor Ferndale Midland Novi Rochester Hills Minnesota Edina Missouri Chesterfield Clayton Maryville North Kansas City OA OA OA OA OA OA OA OA OA OA OA OA ES ES ES ES ES ES ES ES ES ES ES ES ES ES ES ES ES ES SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF T December 20, 2016 - Page 426 who we work for The Novak Consulting Group Project Type: Organizational Assessment and Optimization (OA) Executive Search (ES) State Jurisdiction Missouri Parkville Platte City Sikeston St. Louis County University City Nebraska Hastings Nevada Reno New York Ithaca Rochester New Jersey New Jersey Health Initiative North Carolina Albemarle Asheville Brevard Cary Greensboro Raleigh Swansboro Wake County Wilmington Ohio Beavercreek Township Blendon Township Blue Ash Cincinnati Clearcreek Township Cleveland Heights Delaware Delaware County Delaware County EMS Dublin Gahanna Granville Hudson Miami Township Oberlin Portsmouth Powell Sandusky Sharonville Toledo Troy Upper Arlington Washington Township Project type OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA ES ES ES ES ES ES ES ES ES ES SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF Strategic Planning and Facilitation (SPF) Training (T) State Jurisdiction Project type Ohio Westerville Worthington Oklahoma Norman Oregon Gresham Hillsboro Lane County Salem Wilsonville Pennsylvania Carlisle Borough Duquesne East Buffalo Exeter Township Farrell Ford City Borough Harrisburg Hazleton Lancaster County Lewisburg Nanticoke Reading St. Marys Texas Allen Cedar Hill Dallas Lancaster Pearland University Park The Woodlands Utah Murray South Jordan Virginia Alexandria Ashland Charlottesville Fredericksburg Hampton Loudoun County Vienna Washington Sequim Shoreline Wisconsin Mequon Oak Creek Washington County OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA OA ES ES ES ES ES ES ES ES ES ES ES SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF SPF T T December 20, 2016 - Page 427 who we work for The Novak Consulting Group Project Type: Organizational Assessment and Optimization (OA) Organizations &Associations Project Type Executive Search (ES) Ann Arbor Transportation Authority, Michigan Connecticut Town and City Management Assoc. International City/County Management Assoc. Maryland Municipal League Miami University of Ohio Miami Valley Risk Management Authority, Ohio Midland Community Foundation, Michigan Minnesota Municipal League Missouri Municipal League National Association of State and Local Equity National League of Cities Ohio City/County Management Association Orleans Parish School Board Owens-Corning, Ohio USAID -Moldova SPF SPF T T T T SPF SPF T SPF SPF SPF T T ES SPF T Strategic Planning and Facilitation (SPF) Training (T) United Methodist Church Baltimore Washington Annual Conference California -Nevada Annual Conference Connectional Table Dakotas Annual Conference Discipleship Ministries Florida Annual Conference Florida United Methodist Children's Home Florida United Methodist Foundation General Board Of Higher Education And Ministry Global Ministries Impact Church Justice For Our Neighbors Louisiana Annual Conference - Wesley Center St. John's Church, Louisiana United Methodist Committee On Relief United Methodist Frontier Foundation Western Pennsylvania Annual Conference OA OA OA OA OA OA OA OA OA OA ES ES ES ES ES ES ES ES ES SPF SPF SPF SPF SPF SPF SPF T December 20, 2016 - Page 428 Citvor Louisville The Novak Consulting Group recruitment announcement Director of Planning and Building Safety - Louisville, Colorado The Position The Planning and Building Safety Director provides leadership to the department responsible for the physical development and historic preservation of the City. The department is responsible for the development and implementation of the City's Comprehensive Plan, Small Area and Neighborhood Plans, the Historic Preservation Master Plan, and the Louisville Municipal Code, as well as reviewing and inspecting building construction throughout the City. The department supports the Louisville City Council, the Planning Commission, the Board of Adjustment, the Historic Preservation Commission, and the Building Code Board of Appeals. The Director supervises the staff of 10.5 FTE, oversees the FY 2015 budget of $1,261,260, and reports to the City Manager. The Organization The Louisville City Council established six goals to guide the 2015 budget: • Maintain small-town character; • Improve basic City services; • Promote economic sustainability; • Maintain fiscal stability; • Protect and preserve Louisville's history; and, • Improve efficiency and effectiveness in City operations. The department's program area—one of ten overarching programs in the City—is focused on Community Design, which the City defines as "Sustaining an inclusive, family -friendly community with a small-town atmosphere; effective and efficient building services and effective preservation of the City's historic structures through a voluntary system." The Planning and Building Safety Department plays a key role in achieving these goals by providing efficient service delivery through two divisions: planning and building safety. The Planning Division provides current and long-range planning services. Current planning processes 30 to 50 land and development applications each year and leads community design initiatives and preservation planning. Long-range planning manages the City's transportation planning initiatives, leads updates of the Comprehensive Plan, guides planning and community City,/L Louisville design for the City's small area/neighborhood plans, and spearheads legislative modifications to the Municipal Code. The division also performs construction permit review, development forecasts, and demographic data assembly. The Building Safety Division conducts permit processing, plan review, and building/construction inspections for 1,500 to 1,800 building permits annually. The Division also provides technical support to the Board of Appeals and coordinates constructions permits with the Public Works Department. The department also serves as the first contact for developers and landowners who are considering new development or changes to existing development. Current departmental initiatives include developing and implementing EnerGov, a new community development software, finalizing the South Boulder Road and McCaslin Boulevard Small Area Plans and initiating the Fireside Neighborhood Plan, the first of nine Neighborhood Plans. In early 2016, the department will present the South Boulder Road Plan to the Planning Commission and City Council, as well as conduct a second community workshop to review design alternatives and develop a preferred plan for the McCaslin Boulevard corridor. The Planning and Building Safety Department has a strong commitment to superior customer service. The department recently implemented over-the-counter permits with guaranteed review times. The City recently surveyed building permit and land development applicants to assess the quality of and satisfaction with department services. The survey indicates satisfaction with the application process, knowledge/clarity of staff, and fairness of the Planning Commission and City Council hearing process, but suggested some areas need improvement, including timeliness of plan review as well as the pre -construction aspects of the land development review process. For 2016 the department will be implementing an ongoing system to enable all permit applicants to rate the department's performance to assess changes in these areas and help ensure high levels of satisfaction. Apply online at www.thenovakconsultinggroup.com/jobs Applications will be accepted electronically by The Novak Consulting Group. Apply online at thenovakconsultinggroup.com/jobs and include a single document with cover letter, resume, salary history, and list of three to five professional references. (Submit one Word or PDF document please.) Applicant information will be kept confidential until finalists have been selected for interviews at which times their names will be released. Open until filled with first review of applications February 15, 2016. The Novak Requirements and Preferred Qualifications Applicants must have a master's degree in urban planning, architecture, public administration, or a related field and five years of responsible management and/or supervisory experience in state or local government, or an equivalent combination of education, training, and experience. AICP required. Experience with planning and permitting software, public engagement, GIS, historic preservation, code interpretation, and work in communities experiencing redevelopment is highly desired. The Ideal Candidate The next Planning and Building Safety Director will be a strong, experienced leader with knowledge of all aspects of planning, community design, new urbanist principles, development review, building safety, code interpretation, and historic preservation. She/he will have experience working in communities with a clear and distinct identity, and be able to apply planning and design principles to reflect the community's values of livability, economic prosperity, and sustainability. The ideal candidate will be an effective listener, creative problem solver, skilled in public engagement, and a strong collaborator with community members, permit applicants, and staff. The Director will have political savvy and be a strong and effective communicator, providing clear information on complex issues for citizens and decision makers. The Director will be able to balance the community's desire to retain its unique character and small-town appeal while helping guide its future managed growth to ensure the highest quality development and redevelopment. The Director will be able to manage a high volume of work and produce exceptional materials for the public and decision makers. The ideal candidate will earn staff respect, be able to develop and retain a talented workforce, and work effectively with all departments on Citywide issues. The Community The City has about 20,000 residents and is located in Boulder County, about six miles east of the City of Boulder and 25 miles northwest of Denver. Louisville The expected hiring range is $91,728-121,326. Residency is encouraged but not required. Questions should be directed to Catherine Tuck Parrish at 240-832-1778 or the email address at the bottom of the page. APPLY ONLINE: QUESTIONS? thenovakconsultinggroup.com/jobs apply@thenovakconsultill'ygroup.com bringing solutions into focus • The Novak Consulting Group Core Community Values: • A sense of community • Our livable small-town feel • A healthy, vibrant, and sustainable economy • A connection to the City's heritage • Sustainable practices for the economy, community, and environment • Unique commercial areas and distinctive neighborhoods • A balanced transportation system • Families and individuals • Integrated open space and trail networks • Safe neighborhoods • Ecological diversity • Excellence in education and lifelong learning • Civic participation and volunteerism • Open, efficient, and fiscally responsible government is situated in the Denver -metro area but only minutes from the Rocky Mountains. Citing Louisville's recreational opportunities, small- town ambiance, highly -educated population, great schools, numerous employment opportunities, and moderate tax rates, Money Magazine ranked Louisville the #1 Best Place to Live in the U.S in 2009 and again 2011, #2 in 2013 and #4 in 2015. Louisville was also selected by Frommer's as the #1 place in the Country to raise children in Best Places to Raise Your Family: The Top 100 Affordable Communities in the U.S. Louisville residents have access to arts and culture, sports, great restaurants, excellent school systems and diverse housing options. The residents of Louisville rate its services as exceptional. In the most recent 2012 citizen survey, 98% of survey respondents rated Louisville as an excellent or good place to live and 97% rated its quality of life as excellent or good. Historic Downtown Louisville is five square blocks and features 100 -year-old wooden buildings lining Main, Front, and Pine Streets. It surrounds an area with over 100 businesses and a thriving art scene with galleries, studios, and live music. Residents and visitors can find The Museum, City Hall, and the Public Library in Downtown Louisville. There are also a host of events, from the Street Faire in the summer to the First Friday Art Walk and a Parade of Lights in the winter. The City owns, either alone or in conjunction with other governmental entities, approximately 1,700 acres of designated open space, providing ample opportunities for recreation. There are 25 colleges, universities, and professional schools and 18 junior college or technical institutes within 30 miles of Louisville. More than 37% of Louisville's residents have a bachelor's degree; about 22% have a master's degree or higher. Louisville and Boulder County offer open enrollment to area students. The median household income is $69,945. According to the 2010 Census, the age of Louisville's population and race and ethnicity are as follows: Age Percentage Age under 18 29% Age 18-24 6% Age 25-44 36% Age 45-64 23% Age 65 or older 6% Race/Ethnicity Percentage White 91.17% African American .93% Native American .54% Asian 3.55% Pacific Islander 6% Other races .08% Two or more races 1.9% Hispanic or Latino 5.02% Comprehensive Plan Vision Statement Established in 1878, the City of Louisville is an inclusive, family -friendly community that manages its continued growth by blending a forward -thinking outlook with a small-town atmosphere that engages its citizenry and provides a walkable community that enables social interaction. The City strives to preserve and enhance the high quality of life it offers to those who live, work, and spend time in the community. Louisville retains connections to the City's modest mining and agricultural beginnings while continuing to transform into one of the most livable, innovative, and economically diverse communities in the United States. The structure and operations of the City will ensure an open and responsive government which integrates regional cooperation and citizen volunteerism with a broad range of high-quality and cost-effective services. 1776 Mentor Ave Cincinnati, Ohio 452121513-221-0500 The Novak Consulting Group City of Louisville, Colorado First Year Goals for Director of Planning and Building Safety 1. Meet with City Manager regularly to provide updates on current goals as well as new items that surface during the year; meet with the Louisville City Council to build trust and learn about issues of importance; meet and develop a relationship with Planning Commission, Board of Adjustment, Historic Preservation Commission, and the Building Code Board of Appeals. 2. Meet with Planning and Building Safety Department staff members individually and as a group to build a strong, working team and learn about current policies and procedures; meet with department heads and Development Review Team members to learn about the land development process. 3. Introduce yourself to the community; foster a productive relationship with the Downtown Business Association and the Citizens' Action Council; become familiar with the City's and the department's role working with Boulder County, the Denver Regional Council of Governments, and the US 36 Community Solutions Group. 4. Complete and secure adoption of the South Boulder Road and McCaslin Boulevard Small Area Plans, including public infrastructure plans, proposed rezoning, and design guidelines. 5. Fully Implement the EnerGov development review and permitting software of the Tyler/MUNIS Enterprise Resource Planning system. 6. Initiate and implement the City's first neighborhood plan. 7. Update CMRS administrative policy for public buildings. 8. Implement ongoing customer satisfaction monitoring systems soliciting evaluations from all plan and permit applicants to ensure quality control and continuous improvement. 9. Implement historic preservation surveys identified in the recently adopted Historic Preservation Master Plan. 10. Lead the five-year update of the City's Development Impact Fees. 11. Effectively manage the high volume of commercial and residential development/redevelopment applications. 12. Maintain high levels of employee satisfaction and effectiveness in the department. 1776 Mentor Ave. j Cincinnati3Ohio45212 j 513-221-0500 thenuvakconsultinggruup.com December 20, 2016 - Page 433 The Novak Consulting Group recruitment announcement position description: Town Administrator - Greenwich, Connecticut The Position The Greenwich Town Administrator serves under the direction of the First Selectman, is responsible for all administration relative to the daily operation of the general government functions under the supervision of the First Selectman, and supports all aspects of Town government. They are: community development, fire, fleet, human resources, information technology, labor relations, parking services, parks and recreation, police, public works, purchasing and administration, and law. The Town Administrator is appointed by the First Selectman. The Town Administrator's responsibilities include: • Serving as an advisor and chief administrative officer to the First Selectman and assisting the First Selectman in all aspects of Town government operations; • Assisting the First Selectman and departments with development, submission, and administration of the Town Budget; • Reviewing each department's annual budget, operations plan and capital improvement program; • Representing the First Selectman in collective bargaining negotiations, confidential personnel issues and financial management; • Assisting the First Selectman in identifying and prioritizing Town needs and participating in the development and implementation of long-range plans, goals, objectives, and policies; and • Working with Town staff on multi -departmental projects and with issues that come before the Representative Town Meeting (RTM) or Board of Estimate and Taxation (BET). The mission of Greenwich Town Government is "to provide an effective network of public services in a responsible and efficient manner supporting the common good of our community." The organization has 983 full-time employees. The recommended 2014- 15 General Fund Budget for the Town, education and capital expenditures is $397,492,173. The Town has a history of long - tenured, professional Town Administrators. The Form of Government There are four elected boards in the Town of Greenwich, responsible for various aspects of its operation: The Board of Selectmen, Representative Town Meeting (RTM), Board of Estimate and Taxation (BET), and the Board of Education. The Board of Selectmen comprises the First Selectman and two other Selectmen. The First Selectman is the full-time chief executive officer and is responsible for the administration of the departments noted previously. All other departments are under the supervision of independent boards and commissions. The Board of Estimate and Taxation administers the financial affairs of the Town, including review of the First Selectman's recommended budget and submission to the RTM for final action. The BET also sets the mill rate. The Board of Education operates separately from the Town but its budget is approved through the RTM. The RTM is the legislative body of the Town, with its powers vested by the Town Charter. It has the authority to: • Approve all Town expenditures over $5,000; • Approve, reduce, and eliminate appropriations; • Approve or reject nominations to Town bodies as made by the Selectmen; • Decide whether the Town shall accept federal or state funds for projects; • Create special committees to deal with particular APPLY ONLINE: QUESTIONS? thenovakconsultinggroup.com/jobs apply@thenovakconndtirggroup.com Confidential applications accepted online only at thenovakconsultinggroup.com/jobs with a cover letter, resume, and 3 - 5 professional references. Deadline: Open until filled with first review of applications February 16, 2015. The Novak Consulting Group 9.4r iriN 1111111:.: • subjects such as labor contracts, claims, and redistricting; • Pass "sense of the meeting" resolutions, urging that other branches of government initiate desired legislation or expressing disapproval of actions that have been taken; • Act as the final planning authority on municipal improvements; and • Initiate and pass ordinances. Requirements Requirements for the position of Town Administrator include a Bachelor's degree in public administration or related field and 10 years of managerial experience, including department head, Assistant Manager, or City/ County Manager experience in a comparable local government with labor relations experience. Preferred qualifications include a Master's degree in public or business administration and demonstrated experience working within a complex local government structure, managing projects across departmental lines, and long-term financial planning. Experience working with multiple boards and elected bodies and ICMA-CM are also preferred but not required. The Ideal Candidate The ideal candidate for Town Administrator will be a seasoned professional, whose ethics and commitment to good government are unwavering. He/she will have demonstrated excellence in managing municipal operations, providing leadership across departmental lines and sound recommendations to the First Selectman and other elected bodies. The Town Administrator will be adept at navigating a complex government structure, respecting the form of government, employing a prudent fiscal approach, and ensuring a continued commitment to sound professional management. He/she will have experience working with a sophisticated citizenry that has high expectations and working with The expected hiring range is $175,000- $190,000, depending on qualifications, with an excellent benefit package. There is no residency requirement. Open until filled with first review of applications February 16, 2015. Questions should be directed to Catherine Tuck Parrish at 240- 832-1778 or the email address at the bottom of the page. APPLY ONLINE: QUESTIONS? thenovakconsultinggroup.com/jobs apply@thenovakconpsltirrggroup. ,corn bringing solutions into focus The Novak Consulting Group department heads to ensure excellent, efficient services. He/she will be a skilled negotiator, exceptional problem - solver, and an adept communicator. The ideal candidate will be flexible and patient but also firm and confident, earning the respect of citizens, businesses, staff, and elected officials. The Community Greenwich, Connecticut was settled in 1640 and named for a borough of London famous for its observatory. Greenwich, referred to as the gateway to New England, has a population of 61,171. Located in Fairfield County west of Stamford, Connecticut and east of Westchester County, New York, it is just 28 miles from and the closest Connecticut town to New York City. Greenwich is easily accessible as it is located on the Merritt Parkway (Route 15) and the New England Turnpike (1-95) and also is on the main line of the Metro North Railroad. Greenwich is a beautiful residential community with vibrant retail areas and some commercial office space as well. The Town's strong economic condition draws strength and stability from its high per capita income and housing values and prudent long-term financial planning. The Town's Grand List, which contains the values of all taxable real and personal property, is the highest in the state at close to $31 billion. It also has a strong fund balance. At the end of fiscal year 2013, the fund balance of the General Fund was $35.3 million and the fund balance for 2014 was $47.3 million. The community is 50.6 square miles stretching from the backcountry to Long Island Sound. It has seven villages, or hamlets, each with its own distinct identity and geography, many with roots that predate the Revolutionary War. An estimated two-thirds of the community is considered the mid -country and back country. In the mid -country to the south, there is predominantly one- and two -acre zoning, while there is mostly four -acre zoning in the backcountry area, defined as north of the Merritt Parkway. The backcountry is characterized by a diversity of rivers, lakes and ponds, winding country roads, woods and meadows, and glacial carved gorges. It is in the backcountry in which most of Greenwich's golf courses and parklands are found. Greenwich residents are active, engaged, and well educated. They have high expectations of their local government services, and the Town's workforce prides itself in providing exceptional service. Greenwich has an outstanding public education system. It has a high school, three middle and 11 elementary schools. There also are two private schools which offer first -to -twelfth grade education. Confidential applications accepted online only at thenovakconsultinggroup.com/jobs with a cover letter, resume, and 3 - 5 professional references. Deadline: Open until filled with first review of applications February 16, 2015. 1776 Mentor Ave 1 Cincinnati, Ohio 45212 1 513-221-0500 Town Clerk Registrars of Voters Greenwich Voters Probate Court Judge — J [stabIes Representative Town Meeting II Moderator 1 Board of Selectmen These boards are independent. Most are appointed by the RTM upon nomination by the Board of Selectmen. Health Planning & Zoning Inland Wetlands & Watercourses Social Services P&Z Board of Appeals Commission on Aging Nathaniel Witherell First Selectman Law Department Board of Education Public Works Police Fleet Maintenance Human Resources Information Technology Administrative Services & Purchasing Fire Parks Recreation Labor Relations 1 Community Development Parking Services Conservation Commission 1 Superintendent Board of Estimate & Taxation Comptroller Assessor Tax Collector Board of 1 1 Assessment Appeals LEGEND Shaded box indicates a policy-making body. Solid line indicates line of authority. Dotted line indicates independent body. This chart is not all-inclusive. December 20, 2016 - Page 438 of 624 The Novak Consulting Group First Year Goals for Town Administrator Town of Greenwich, CT 1. Develop strong relationships with the First Selectman, department directors, and Town staff set up communication systems and meeting schedules as appropriate. 2. Meet with members of the Board of Selectmen, Board of Estimates and Taxation, and Representative Town Meeting (and its committee chairpersons) to establish effective working relationships with these elected bodies and to learn the Greenwich governance structure. 3. Develop relationships in the community; be available to residents, neighborhood groups, and business leaders as required. 4. Maintain outstanding quality city services that are sustainable and contribute to a high quality of life for Greenwich residents and businesses. 5. Work with senior management analyst and IT department to implement CRM software (Public Stuff); determine how to connect departments system. 6. Collaborate with Public Works to remediate contaminated soils at high school to ensure compliance with state laws. 7. Oversee capital projects plan; work with department directors on funding and to ensure projects stay on time and within budget; communicate changes in funding required or changes in implementation schedules, as appropriate. 8. Oversee the implementation of the First Selectman's budget; learn budget process in order to effectively develop and oversee future budget and capital planning for the Town in collaboration with the First Selectman and department directors. 1776 Mentor Ave. I Cincinnati3Ohio45212 I 513-221-0500 thenovakconsultinggroup.com December 20, 2016 - Page 439 PECKHAM MCKENNEY ENNEY EXECUTIVE SEARCH Executive Search Services Town Manager Town of Vail December 2016 "All About Fit" 300 Harding Boulevard, Suite 106-E 1-866-912-1919 Roseville, CA 95678 www,peEki n afkralfecn gage 440 PECKHAM MCKENNEY EXECUTIVE SEARCH December 13, 2016 Mayor Dave Chapin and members of the Town Council Town of Vail 75 South Frontage Road West Vail, CO 81657 Dear Mayor Chapin and Town Council Members: Thank you for the opportunity to express our interest in assisting the Town of Vail in the recruitment of its next Town Manager. Stan Zemler was one of our very first placements as Peckham & McKenney back in 2003 and I would be honored to work with the Town of Vail again in selecting his replacement. With multiple decades of combined experience in executive search, management and local government, Peckham & McKenney brings a high level of service to the public sector. We offer our services to you with the understanding that the selection of the next Town Manager is a crucial decision for the Town Council, and we will do everything within our power to make this recruitment process a positive experience for everyone involved. Both Bobbi Peckham and 1 have earned an excellent reputation in the industry for being personally involved and providing customized processes that result in successful, long-term placements, i.e. Stan Zemler. This approach has resulted in a phenomenal success rate and allows us to offer a comprehensive placement guarantee that is one of the strongest in the industry. And it's not necessarily what we do that differentiates us from our competition, it's how we do it. One example of this is the time we devote to each process. Interviewing Town Council members both individually and collectively, members of the management team, and key stakeholders in the organization and community as well as taking a tour of the Town's facilities allows us to learn about and become familiar with the organizations' culture. Taking this time to become familiar with the Town and the community it serves helps us to screen accordingly. This approach also applies to the entire recruitment process, i.e. we take the time to do it right. Having personally conducted hundreds of searches for executive level positions in local government throughout Colorado and the western United States, 1 am prepared to partner with the Town of Vail and take the lead on this important recruitment process. My experience throughout Colorado is significant including placements in the following Towns, Cities, Special Districts, and Counties: Vail, Silverthorne, Aurora, Louisville, Durango, Greeley, Grand Junction, Boulder, Fort Lupton, Mountain Village, Snowmass Village, Steamboat Springs, Arvada, Lakewood, Windsor, Manitou Springs, Winter Park, Lone Tree, South Suburban Parks and Recreation District, Foothills Parks and "All About Fit" 300 Harding Boulevard, Suite 106-E 1-866-912-1919 Roseville, CA 95678 www.pe n dm2Qer24 terRage 441 Town of Vail Page Two Recreation District, Cordillera Metropolitan District, Archuleta County, Douglas County, Eagle County, Jefferson County, Garfield County, and La Plata County — and many of these clients counted on us to complete more than one process for them. Also, I believe part of my success in Colorado is based on the fact that 1 lived in Summit County for nearly 15 years, my three daughters were all born at Vail Hospital, and I served on the Club 20 Board of Directors. Lastly, I have skied Vail in the best of storms and have many wonderful memories of the valley. Given my unique combination of personal knowledge and professional experience, I believe I am the most qualified recruiter to assist the Town of Vail with this very important search process. I encourage you to contact the references 1 have listed on page eight in this proposal and also to visit our Testimonial section on our website at www.peckhamandmckennev.com. Often times hearing about the process and service that Peckham & McKenney provides from other clients will give you the confidence to move us forward in your selection process. The following proposal includes more detailed information regarding our firm, the search process and timeline, professional fee and expenses, our guarantee, and client references. Of particular note, I will be the recruiter on this process and we always work with our clients until a placement is made. You get Peckham & McKenney until your new Town Manager begins working with you. All said, I would be honored to work with the Town of Vail on this important recruitment process. Please feel free to call me toll-free at (866) 912-1919 if you have any questions. Sincerely, /Q1/40,hu Phil McKenney Chief Operating Officer Peckham & McKenney, Inc. (916) 616-9173 direct www.peckhamandmckenney.com Attachment December 20, 2016 - Page 442 TABLE OF CONTENTS INTRODUCTION 1 Peckham & McKenney, Inc. Executive Recruitment Team THE SEARCH PROCESS 4 SEARCH SCHEDULE 6 PROFESSIONAL FEE AND EXPENSES 7 CLIENT REFERENCES 8 PLACEMENT GUARANTEE AND ETHICS 9 EXECUTIVE SEARCHES CONDUCTED (2004 to Present) 10 December 20, 2016 - Page 443 INTRODUCTION Peckham & McKenney, Inc. provides executive search services to local government agencies throughout the Western United States and is headquartered in Roseville, California. The firm was established as a partnership in June 2004 and incorporated in 2014 by Bobbi Peckham and Phil McKenney, who serve as the firm's lead Recruiters and bring over 50 years' combined experience in local government and executive search. We also offer the services of two former City Managers who serve as Recruiters on assignment. We are supported by an Office Manager, research specialists, a marketing and design professional, web technician, and distribution staff. Ms. Peckham serves as the firm's President, and Phil McKenney serves as the Chief Operating Officer and Secretary/Treasurer. Either of the firm's principals may be reached toll free at (866) 912-1919. Peckham & McKenney was established on the premise that an executive search and consulting firm must be dedicated to providing its clients and candidates with professional service, as well as a personal, hands-on approach. Our business philosophy centers upon the understanding that this is a "people" related industry and that attention to others' needs is the key to providing effective customer service. Not only are we committed to providing our clients with well-qualified candidates, but we also take pride in treating both our clients and candidates with utmost respect. This commitment has lead to multi-year retainer agreements with a number of agencies, as well as numerous client and candidate testimonials to their experiences with us. We invite you to visit our web site at www.PeckhamAndMcKennev.com. At Peckham & McKenney, we are committed to local government and sensitive to the challenges and issues faced by our clients and candidates. As such, we serve as the Administrator for the Credentialed Government Leader program for the Municipal Management Associations of Northern & Southern California. We also actively support Women Leading Government as well as assist in the annual Women's Leadership Summit. In addition, we have provided numerous workshops and training sessions in California and Colorado to up-and-comers on resume and interview preparation and general career guidance. Individual profiles ofeach of the Peckham & McKenney team follow. Bobbi C. Peckham, President Bobbi Peckham brings over 28 years' experience as an Executive Recruiter as well as 6 prior years of local government experience. Ms. Peckham is sought out and retained due to her high ethics, integrity, hands-on customer service, and unique ability to identify candidates that "fit" her client agencies and communities. Ms. Peckham began her career in local government in the City Manager's office of the City of Naperville, Illinois, where she became familiar with all aspects of local government in the nation's fastest growing community. Ms. Peckham was then recruited to join the Executive Search practice of a leading California recruitment firm. Later, she played an integral role in creating a national search business for what became the largest recruitment practice serving local government in the country. Here, she became Regional Director overseeing Northern California and a nine - state region. In 2004, Ms. Peckham formed Peckham & McKenney, Inc. in partnership with Phil McKenney. Ms. Peckham received a Bachelor of Science degree in Organizational Behavior from the University of San Francisco. She is a contributing member of the International City.•County Management Association, Cal-ICMA, Women Leading Government, and Municipal Management Associations of Northern & Southern California. Ms. Peckham serves on the Planning Committee for the annual Women's Leadership Summit, at which she coordinates and leads the highly regarded Executive Roundtable Discussions with over 30 female local government leaders. In addition, Ms. Peckham was instrumental in writing the ICMA's Job Hunting Handbook. Over the years, Ms. Peckham has actively supported her community, and she currently volunteers her time to the Sacramento Affiliate of Dress for Success, which works to empower women to achieve economic independence by providing a network of support, professional attire, and the development tools to help women thrive in work and in life. December 20, 2016 - Page 444 Phil McKenney, Chief Operating Officer Phil McKenney has over 35 years' management experience and is very familiar with local government agencies, having led a county organization and having worked with numerous city governments and special districts. Mr. McKenney began his career in the resort and hospitality industry and served as General Manager for Mattakesett Properties on the island of Martha's Vineyard. He then relocated to Keystone Resort in Colorado, which is now acknowledged as a premiere all -season resort with special recognition for its level of guest services. Mr. McKenney later took over the helm of the Summit County Chamber of Commerce as their Executive Director. This hybrid - Chamber was the only countywide organization responsible for marketing all of Summit County, Colorado, home to Breckenridge, Keystone, and Copper Mountain resorts. Through his leadership and collaborative style, and working with the cities and county within Summit County, he led the Chamber to being a readily recognized and well- respected organization within Colorado and the Western United States. Mr. McKenney was then selected by Placer County, California to lead the merger of the North Lake Tahoe Chamber of Commerce and the North Tahoe Visitors and Convention Bureau into the North Lake Tahoe Resort Association. As Executive Director of this new county organization, he represented the Tourism industry for all of North Lake Tahoe. The Resort Association is now a proactive, nationally recognized organization whose model of governance is being replicated in numerous resort communities across the Western United States. Mr. McKenney began his career in executive recruitment in January 2003 and has since conducted hundreds of national recruitments throughout the Western states, including Colorado, Arizona, Idaho, Wyoming, Oregon, and California. Mr. McKenney has an undergraduate degree in Recreation from Slippery Rock State College as well as a Master of Business Administration from the University of Denver. Clay Phillips, Executive Recruiter Mr. Phillips brings extensive experience leading a city of over 150.000 and selecting and assembling an executive team that is highly revered in the San Diego region. He recently completed 30 years of service with the City of Escondido, 12 years of which he served as City Manager. Mr. Phillips served in several capacities with the City of Escondido including Finance Director, Administrative Services Director, and Deputy City Manager prior to his appointment as City Manager. He began his career with the City of Santa Ana and soon became Deputy Finance Officer for the City of Irvine. Mr. Phillips has served as the Chairman of the San Diego City Managers Association, and he has been a speaker and expert panelist for the League of California Cities as well as POST and California State University San Marcos. Mr. Phillips has significant experience in leadership development, financial management, economic development, and labor relations. In his capacity as City Manager, he has been involved with the recruitment and hiring of department heads in all areas of local government. Mr. Phillips received his undergraduate degree from Loma Linda University with majors in Business Management and Accounting and was recognized as the Alumnus of the Year by the School of Business in 2008. He also received his Master of Business Administration from Pepperdine University. Ellen Volmert, Executive Recruiter Ms. Volmert recently began her encore career after 35 years of local government management experience in California and Oregon. She has served as City Manager with the City of La Palma; and 18 years as Acting City Manager, Assistant City Manager, Assistant to the City Manager, and Management Analyst with the City of Corvallis, Oregon. Ms. Volmert brings extensive experience in executive recruitment, labor relations, human resources, risk management, communications, diversity, budgeting, and intergovernmental relations. Ms. Volmert focuses on all recruitment assignments in the state of Oregon as well as team support on all other executive recruitments. She is a graduate of UCLA and has a Master's degree in Public Administration from Cal State Fullerton. December 20, 2016 - Page 445 Joyce Johnson, Office Manager Ms. Johnson joined Peckham & McKenney in 2005 and serves as the firm's Office Manager. Ms. Johnson is complimented regularly an her strong customer orientation working with both clients and candidates alike. She oversees internal administration of the firm as well as directing contract administrative support in the areas of advertising and design, web posting, and duplication and mailing services. Prior to joining Peckham & McKenney, Ms. Johnson oversaw internal administration in the Western Region headquarters of two separate national management consulting and executive recruitment firms. She has over 30 years' experience in the field of administrative and executive support for all aspects of the executive recruitment process. Ms. Johnson holds an Associate of Arts degree from American River College. Cathy West -Packard, Marketing & Design Ms. West -Packard has provided her design and marketing skills to Peckham & McKenney Recruiters for over 25 years. She is the firm's "go -to" professional for all advertising and brochure design and creation. Kevin Johnson, Research Assistant Mr. Johnson has been a member of the team since 2009 and currently serves as a Research Assistant. He supports the firm's Recruiters through his research of local government agencies and networks, potential candidates, and current candidates prior to recommendation to our clients. Mr. Johnson mastered his researching abilities while obtaining a Bachelor of Arts in Economics from Willamette University. Bradley Frank, Technology Guru The newest member of the Peckham & McKenney team, Mr. Frank holds the official title of Technology Guru as he expertly oversees the firm's web site as well as responding to all technology questions from the firm's principals. He is currently studying Material Sciences & Engineering at the University of California, Merced, and is a NASA Fellow. December 20, 2016 - Page 446 THE SEARCH PROCESS While it is my intent to customize the search and project schedule to fit the Town of Vail's specific needs, the search process typically includes the following key actions: Project Oreanization — Prior to beginning the recruitment process, I will be available to discuss the recruitment process, listen to specific desires and expectations, and respond to any questions or concerns. I will discuss expected parameters of the search including community ourtreach, the search timeline, and schedule future meeting dates. At this time, the Town of Vail will determine the extent of involvement of other individuals in the search process. Development of Candidate Profile (on-site #I) — This phase provides for the development of a detailed Candidate Profile. I will meet individually and in groups with those individuals identified in the Project Organization phase, to discuss the current and future issues and challenges facing the town and the organization. The desired background and experience, leadership style and personality traits, skills and abilities of the ideal candidate will be discussed. I will also discuss expectations, goals, and objectives that will lead to the success of the new Town Manager. Recruitment Advertisements will be placed in the appropriate industry publications and websites, and our firm will assume responsibility for presenting your opportunity in an accurate and professional manner. Full information on the position will be posted on our firm's web site as well as the Town's site. In addition, an attractive brochure will be prepared to market the organization and position to potential candidates. This brochure will be mailed to 300-400 industry professionals nationally, and it will also be available on our firm's web site. Copies of the brochure will also be made available to the Town of Vail. The main focus of our outreach, however, will be direct phone contact with quality potential candidates. With close to 30 years of collective executive search experience, we have developed an extensive candidate database that is continuously utilized and updated. Our recruiting efforts will focus on direct and aggressive recruiting of individuals within the search parameters established during the Candidate Profile Development phase. We believe direct recruiting produces the most qualified candidates. Throughout this active search process, I will regularly notify you of the status and share questions, concerns, and comments received from potential candidates as they consider the opportunity. By doing so, 1 will "team" with the Town of Vail to ensure that all issues and concerns of potential candidates are discussed and understood thereby eliminating "surprises" once the resume filing deadline has occurred. As resumes are received, they will be promptly acknowledged, and we will personally respond to all inquiries. Once the resume filing deadline has passed, you will be once again updated on the status of the recruitment, the number of resumes received, and our intent for preliminary interviews. Preliminary Interviews — As resumes are received, supplemental questionnaires will be sent to candidates who appear to meet the Candidate Profile. Following the resume filing deadline and a thorough review of the resumes and questionnaires received, 1 will conduct preliminary interviews with those individuals most closely matching the Candidate Profile. An Internet search will be conducted as well as preliminary background (credit and criminal) checks. Recommendation of Finalists (on-site #2) — A written recommendation of finalists will be personally presented to the Town Council in a one- to two-hour meeting. Prior to this meeting, the Town Council will receive a full listing of ail candidates who applied for the position, as well as the cover letters, resumes, and supplemental questionnaires of the recommended group of candidates for further consideration. Once a group of finalists has been selected by the Town Council, all candidates will be notified of their status. I will prepare a finalist interview schedule and notify finalist candidates accordingly. If necessary, finalists will make their December 20, 2016 - Page 447 own travel plans and reservations. It is customary that the Town reimburse finalists for round-trip airfare, car rental, and lodging necessary to attend the interviews with the Town. 1 will confirm this with you at our meeting to recommend finalists. Final Interviews/Selection (on-site #3) — During this phase, finalists will be interviewed by the Town. I will provide on-site advice and facilitation assistance during the final interview process. Interview materials, including suggested interview questions, evaluation and ranking sheets will be provided for the Town Council's convenience. An orientation session will be held with those involved prior to the finalist interviews, and 1 will work with the panel through a ranking process and discussion of the finalists at the end of the day. I will assist the Town Council in coming to consensus on the leading two to three finalists for further consideration, and I will provide recommendations on next steps, including additional meetings with each finalist to learn more of the "fit" they may bring. Qualification -- Once the final candidate has been selected by the Town Council, a thorough background check will be conducted that is compliant with the Fair Credit Reporting Act and Investigative Consumer Reporting Agencies Act. Peckham & McKenney utilizes the services of Sterling Talent Solutions, the world's largest company focused entirely on conducting background checks. This investigation will verify professional work experience; degree verification; certifications; and criminal, civil, credit, and motor vehicle records. We encourage our clients to consider further vetting the candidate through a Department of Justice LiveScan in order to ensure that all known criminal history records (beyond seven years) are investigated. Professional references will also be contacted, and a full report will be provided. This comprehensive process ensures that only the most thoroughly screened candidate is hired. In addition, negotiation assistance will be provided as requested by the Town Council. My ultimate goal is to exceed your expectations and successfully place a candidate who "fits" your organization's and community's needs now and well into the future. December 20, 2016 - Page 448 SEARCH SCHEDULE This sample schedule anticipates a I4 -week process. In today's competitive recruiting environment, our goal is to make the process as efficient and effective as possible. We ask that our clients work with us to identify future meeting dates, which will be published within the Candidate Profile. This will ensure that the momentum of the search process is consistent and that all parties are available in order to lead to a successful result. ACTIVITY TIME FRAME I. Project Organization • Conference call discussion of recruitment process Formalize project schedule Pre -Recruitment 11, Development of Candidate Profile Two Weeks • On-site meeting with Town of Vail representatives to discuss Candidate Profile • Develop Candidate Profile/Marketing Brochure and obtain approval from Town • Develop advertising and recruiting plan III. Recruitment Six Weeks • Advertise, network, and electronically post in appropriate venues • Send Candidate Profile to 300-400 industry professionals • Post opportunity on firm's web site as well as the Town of Vail's site • Search for/identify/recruit individuals within the parameters of the Candidate Profile • Respond to all inquiries and acknowledge all resumes received in a timely manner IV. Preliminary Interviews/Recommendation • Review resumes and supplemental questionnaires • Conduct preliminary interviews with leading candidates • Conduct Internet research and credit/criminal checks • Personally present written recommendation of finalists to'I own Council • Notify all candidates of search status Three Weeks V. Final Interviews/Selection Two Weeks • Schedule finalist interviews • Design process and facilitate finalist interviews %ith the Town • Assist Town Council throughout process and provide suggestions • Town Council selects candidate or leading 2-3 candidates for further consideration • Town Council conducts second interview process. VI. Qualification • Conduct thorough background and reference checks on leading candidate • Negotiation assistance • Exceed expectations and successfully place candidate who "fits." One Week December 20, 2016 - Page 449 PROFESSIONAL FEE AND EXPENSES Fee Our all-inclusive fee to conduct the search process for the Town of Vail's next Town Manager is $27,000. One-third of this fee is due as a retainer upon execution of the agreement. The remainder of the fee will be divided and billed in two separate, monthly invoices. If an additional candidate from this recruitment process is selected for another position within your organization within one year of the close of the recruitment, a fee of 30% of the all-inclusive fee will be due to Peckham & McKenney. Expenses The all-inclusive fee includes professional fees and expenses. Expenses include out-of-pocket costs associated with consultant travel, advertising, telephone/technology, administrative support/printing/copying/postage/materials, and background checks (partial checks on recommended candidates; full background check on selected candidate). Additional expenses incurred due to excessive additional meetings as well as full background checks on more than one candidate will be billed accordingly. Insurance Peckham & McKenney carries Professional Liability Insurance ($1,000,000 limit), Commercial General Liability Insurance ($2,000,000 General Liability, and $4,000,000 Products) and Automobile Liability Insurance ($1,000,000). Our Insurance Broker is Wells Fargo insurance, Inc., Charlotte, NC, and our coverage is provided by Sentinel Insurance Company and The Hartford. December 20, 2016 - Page 450 CLIENT REFERENCES Please feel free to contact any of the following current and recent clients to inquire about their experience with Bobbi Peckham and Phil McKenney. In addition, we would be pleased to furnish the client contact and phone numbers for any past clients listed in the Attachment. Town of Vail, CO—Town Manager, Community Development Director, and Fire Chief Ms. Krista Miller, Human Resources Manager (970) 477-3512, kmiller@vailnov.com Town of Silverthorne, CO — Finance Director, Police Chief, and Human Resources Manager Mr. Ryan Hyland, Town Manager (970) 262-7319, ryan.hyland resilverthorne.org Cordillera Metropolitan District, CO — General Manager Current Board member, then President Judith McBride and/or Ms. Rachel Oys, General Manager (970) 926-1923, roes car cordillerametro.ora Town of Snowmass Villatte, CO — Town Manager Mr. John Dresser, Town Attorney (970) 972-2274, jdresserakosv.com City of Durango, CO — City Manager and Finance Director Mr. Ron LeBlanc, City Manager (970) 375-5059, leblancroOci.durano.co.us Eagle County, CO — County Manager, Human Resources Director, and Human Services Director Mr. Brent McFall, County Manager, any of the three Commissioners, and/or Ms. Jackie McKenna, Human Resources Director (970) 328-8796, jacci.mckenna@enlecountv.us eaglecountv.us December 20, 2016 - Page 451 PLACEMENT GUARANTEE AND ETHICS Our placement record allows us to offer one of the strongest guarantees in the industry. In the unlikely event that a candidate recruited and recommended by our tine leaves your employment for anv reason within she first year (except in the event of budgetary cutbacks, promotion, or position elimination), we agree to provide a one-time replacement at no additional charge, except expenses. Time and again, we receive unsolicited comments from clients and candidates relating to our integrity and high ethics. • First, we believe in honesty. No client should ever appoint an individual without being fully knowledgeable of the candidate's complete background and history. Conversely, no candidate should ever enter into a new career opportunity without full disclosure of any organizational "issues." • We strive to keep everyone involved in a recruitment process informed of the status. Not only do we provide regular updates to our clients, but we also have a reputation for keeping our candidates posted, even to the extent of informing them as to who was eventually selected. ■ As recruitment professionals, we do not recruit our placements -- ever. Should a placement of ours have an interest in a position for which we are recruiting, they may choose to apply. However, if they become a finalist, we ask that they speak to their supervisor (Council member or Manager) to alert them of their intent. ■ We do not recruit staff from our client agencies for another recruitment during an active engagement. Nor do we "parallel process" a candidate, thereby pitting one client against another for the same candidate. We do not misrepresent our client list. Only those searches that we personally conducted appear on our list. We are retained only by client agencies and not by our candidates. While we have a reputation for being actively involved in the profession and providing training, workshops, and general advice to candidates, we represent only our clients. In addition, we always represent and speak of our client in a positive manner; during the recruitment engagement as well as years after. -9- December 20, 2016 - Page 452 EXECUTIVE SEARCHES CONDUCTED (2004 to PRESENT*) i* 100's of additional searches were conducted from 1987-2004) CitvlCounty Manager, Executive Director, and Related Alameda County Waste Management Authority, CA American Canyon, City of Anderson, City of Antioch, City of Arroyo Grande, City of' Ashland, OR, City of Auburn, City of Bell, City of Belmont, City of Belvedere, City of Benicia, City of Big Bear Lake, City of Brentwood, City of Brookings Economic Development Agency, SD Buellton, City of Burbank, City of Burlingame, City of Calistoga, City of Campbell, City of Carmel -by -the -Sea, City of Cordillera Metropolitan District, CO Corvallis, OR, City of Cupertino, City of Del Mar, City of Douglas County, NV Durango, CO, City of Eagle County, CO El Dorado 1 -tills Community Services District, CA Encinitas, City of Eureka, City of Exeter, City of Foothills Park & Rec. District, CO Fort Lupton, CO, City of Galt, City of Garfield County, CO Gilroy, City of Glendora, City of Grand Junction, CO, City of Greeley, CO, City of Hayward. City of 1-lughson, City of Indian Wells, City of Incline Village Genera! Improvement District, NV Ketchum, City of, ID La Plata County, CO La Quinta, CA La Palma, CA Lone Tree, CO, City of Manitou Springs Chamber of Commerce, CO Martinez, City of Midpeninsula Regional Open Space District, Los Altos, CA Executive Director City Manager City Manager City Manager City Manager City Administrator City Manager City Manager City Manager City Manager City Manager City Manager City Manager Executive Director City Manager City Manager City Manager City Manager City Manager City Administrator General Manager City Manager City Manager City Manager County Manager City Manager County Manager General Manager City Manager City Manager City Administrator Executive Director City Administrator City Manager County Manager City Administrator (2007 & 2016) City Manager City Manager City Manager City Manager City Manager City Manager General Manager City Administrator County Manager City Manager City Manager City Manager Chief Operating Officer City Manager General Manager December 20, 2016 - Page 453 Mill Valley, City of Milpitas, City of Moraga, Town of Mountain House Community Svcs. District, CA Mountain Village, CO, Town of North Lake Tahoe Public Utility District, CA Novato, City of Palmdale, City of Palos Verdes Estates, City of Park City Municipal Corporation, UT Piedmont, City of Pleasant Hill, City of Point Arena, City of Portola Valley, Town of Public Agency Risk Sharing Authority of CA Rancho Muriela Community Services District, CA Redlands, City of Redwood City, City or Rohnert Park, City of San Clemente, City of San Mateo, County of Santa Clara, City of Santa Clara County Open Space Authority, San Jose, CA Sea Ranch Association, CA Sedona, AZ, City of Snowmass Village, CO, Town of Solana Beach, City of South Suburban Parks & Recreation District, CO St. Helena, City of Steamboat Springs, CO, City of Teton County, WY Tracy, City of Tulare, City of Waterford, City of West Sacramento, City or Windsor, CO, Town of Winter Park, CO, Town of Woodside, Town of Yakima Regional Clean Air Authority, WA Yolo, County of Assistant City/County Manager and Deputy Manager Arvada, CO, City of Atherton, City of Carlsbad, City of Contra Costa County, CA Daly City, City of Douglas County, CO Douglas County, NV Escondido, City of Foster City, City of Fremont, City of Gilroy, City of Hayward, City of Midpeninsula Regional Open Space District, Los Altos, CA Oceanside, City of City Manager City Manager Town Manager General Manager Town Manager General Manager (2004 & 2007) City Manager City Manager (2011 & 2015) City Manager (2007 & 2013) City Manager City Administrator City Manager City Manager Town Manager General Manager General Manager City Manager City Manager City Manager City Manager County Manager City Manager General Manager Community Manager City Manager (2008 & 2014) Town Manager (2006 & 2013) City Manager Executive Director City Manager City Manager (2005 & 2008) County Administrator City Manager (2007 & 2014) City Manager (2005 & 201 1) City Administrator City Manager Town Manager Town Manager Town Manager Executive Director;Air Pollution Conti Officer County Administrator Deputy City Manager Assistant City Manager Assistant City Manager Chief Assistant County Administrator (2 Positions) Assistant City Manager Deputy County Manager Assistant County Manager Assistant City Manager Assistant City Manager Assistant City Manager Assistant City Administrator Assistant City Manager (2006 & 2010) Assistant General Manager (2 Positions) Assistant City Manager, Development Services December 20, 2016 - Page 454 Pacifica, City of Palo Alto, City of Porterville, City of San Clemente, City of San Pablo, City of San Rafael, City of Tracy, City of Citv Attorney/Le!al Counsel Antioch, City of Archuleta County, CO Ashland, OR, City of Brisbane, City of Burlingame, City of Eureka, City of Garfield County, CO Hayward, City of Mesa County, CO Midpeninsula Regional Open Space District, Los Altos, CA Milpitas, City of Mountain Village, CO, Town of Pleasanton, City of Redwood City, City of Richmond, City of San Bruno, City of San Pablo. City of Simi Valley, City of South Lake Tahoe, City of Yolo County, CA Community DevelopmentiPlannini/Economic Development Alameda, City of Alhambra, City of Ashland, OR, City of Bell, City of Beverly Hills, City of Burbank, City of Concord, City of Dana Point, City of Delano, City of Elk Grove, City of Fremont, City of Fremont, City of Hayward, City of Hayward, City of Jefferson County, CO Laguna Niguel, City or Livermore, City of Long Beach, City of Long Reach, City of Martinez, City of Milpitas, City of Mountain Village, CO, Town of North Tahoe Public Utility District, CA Novato, City of Assistant City Manager Assistant City Manager Deputy City Manager Assistant City Manager Assistant to the City Manager Assistant City Manager (2006 & 2015) Assistant City Manager (2007 & 2015) City Attorney (2005 & 2015) County Attorney City Attorney City Attorney (contract services) City Attorney (2008 & 2012) City Attorney County Attorney City Attorney County Attorney General Counsel Assistant City Attorney Town Attorney City Attorney City Attorney City Attorney City Attorney City Attorney City Attorney City Attorney County Counsel Economic Development Manager Director of Development Services Community Development Director Community Development Director Community Development Director Community Development Director Principal Planner Community Development Director Economic Development Manager Economic Development Director Deputy Director of Community Development Deputy Redevelopment Agency Director, Housing Community Development Director Economic Development Manager Planning & Development Director Director of Community Development Economic Development Director Deputy Director, Development Services Planning Bureau Manager, Development Services Community Development Director Director of Planning & Neighborhood Services Director of Community Development & Housing Planning & Engineering Manager Community Development Director - 12 - December 20, 2016 - Page 455 Pacifica, City of Pacific Grove, City of Palo Alto, City of Pittsburg, City of Rancho Santa Margarita, City of Reno, NV, City of San Bruno, City of San Clemente, City of San Clemente, City of San Mateo, City of San Pablo, City of San Rafael, City of County of Santa Clara, San Jose, CA Santa Rosa, City of Seaside, City of Seaside, City of South Lake Tahoe, City of St. Helena, City of Stockton, City of Teton County, CO Vail, CO, Town of Walnut Creek, City of Walnut Creek, City of Windsor, City of Winters, City of Yuba City, City of Public Works/Engineering and Related Ashland, OR, City of Aurora Water, CO Benicia, City of Benicia, City of Big Bear Lake, City of Carlsbad, City of Concord, City of Fremont, City of Galt, City of Gilroy, City of Greeley, CO, City of Greeley, CO, City of Greenfield, City of I-Iayward, City of Jefferson County, Golden, CO Louisville, CO, City of Mariposa County, CA Milpitas, City of Port San Luis Harbor District, CA Sacramento County, CA San Jose, City of San Leandro, City of San Pablo, City of San Rafael, City of Santa Clara, City of South Lake Tahoe, City of Steamboat Springs, CO, City of Planning Director Community.:Economic Development Director Development Services Director Community Development Director/City Engineer Development Services Director Redevelopment Administrator Community Development Director Community Development Director Economic Development & Housing Director Economic Development Manager Assistant to the City Manager, Economic Development Community Development Director Director, Planning & Development Planning & Economic Development Director Planning Services Manager Redevelopment Services Manager Derclopment Services Director Planning & Community Improvement Director Community Development Director Planning & Development Director Director of Community Development Economic Development Manager Planning Manager Community Development Director Community Development Director Development Services Director Public Works Director Director of Water Land Use & Engineering Manager Public Works Director Assistant General Manager, Dept. of Water & Power Deputy Public Works Director Infrastructure Maintenance Manager Manager of Maintenance Operations Public Works Director Building Field Services Manager Public Works Director Water & Sewer Director Public Works Director Director of Public Works Airport Manager Public Works Director Public Works Director Public Works Director/City Engineer Facilities Manager Associate Civil Engineer Genera Services Director Engineering & Transportation Director City Engineer Public Works Director Assistant Director of Water/Sewer Utilities Public Works Director Public Works Director - 13 - December 20, 2016 - Page 456 Finnnce Director/Controller/Treasurer Alhambra, City of American Canyon, City of Arvada, CO, City of Atherton, City of Aurora, CO, City of Azusa, City of 13e11, City of Brentwood, City of Daly City, City of Durango, CO, City of Encinitas, City of Fairfield, City of Fairfield, City of Greeley, City of CO Hayward, City of La Quinta, City of Marin County, CA Milpitas, City of Modesto, City of Oceanside, City of Orange County Fire Authority, CA Orange County Fire Authority, CA Pacific Grove, City of Pasadena, City of Pittsburg, City of Rancho Cordova, City of Reno, NV, City of San Mateo, City of San Matco, City of Santa Clara, City of Santa Clarita, City of Seaside, City of Silverthornc, CO, City of Sonoma, City of South Lake Tahoe, City of Steamboat Springs, CO, City of Superior Court of Calif./Co. of San Mateo Winter Park, CO, City of Public Safety/Law Enforcement Alhambra, City of Alhambra, City of Antioch, City of Atherton, Town of Bell, City of Beverly Hills, City of Eureka, City of Galt, City of Gilroy, City of Hayward, City of Lone Tree, CO, City of Lone Tree, CO, City of Los Altos, City of Menlo Park, City of Finance Director Administrative Services Director Director of Finance Finance Director Finance Director Director of Finance Finance Director City Treasurer/Administrative Services Director Director of Finance Finance Director Finance Director Director of Finance Assistant Director of Finance Finance Director Finance Director Finance Director Assistant Director of Finance Finance Director Director of Finance Director of Finance Assistant Chief, Business Services Treasurer Finance Director Accounting Manager Finance Director Assistant Finance Director Finance Director Finance Director Deputy Director of Finance Accounting Division Manager Finance Manager Financial Services Manager Director of Finance/Administrative Services Finance Director Administrative Services Director Finance Director Finance Director Finance Director Chief of Police Fire Chief Police Chief Police Chief Police Chief Police Chief Police Chief Police Chief Fire Chief Fire Chief Patrol Operations Commander Police Chief Police Captain Police Chief -]4- December 20, 2016 - Page 457 Milpitas, City or Portervilte, City of San Pablo, City of San Pablo, City of San Rafael, City of Santa Monica, City of Silverthorne, CO, City of Springfield, City of, OR Vail, CO, Town of Human Resources/Personnel Anaheim, City of Belmont, City of Benicia, City of Brookings, SD, City of Concord, City of Eagle County, CO Encinitas, City of Folsom, City of Hayward, City of Jefferson County, CO Lakewood, CO Mariposa County, CA Midpeninsula Regional Open Space District, Los Altos, CA Pacific Grove, City of Palo Alto, City of Porterville, City of' Rancho Cucamonga, City of Rancho Santa Margarita, City of Redwood City, City of San Bruno, City of San Clemente, City of San Rafael, City of Seaside, City of Parks & Recreation Anaheim, City of Bell, City of Oxnard, City of Pacifica, City of Palo Alto, City of Piedmont, City of Pleasanton, City of Roseville, City of San Clemente, City of Tracy, City of City/County Clerk Hayward, City of Long Beach, City of Midpeninsula Regional Open Space District, Los Altos, CA Midpeninsula Regional Open Space District, Los Altos. CA Mountain View, City of Palo Alto, City of Rancho Santa Margarita, City of Police Chief Chief of Police Police Chief Police Commander Chief of Police Police Chief Police Chief Police Chief Fire Chief Human Resources Director luman Resources Director Human Resources Manager Director of Human Resources Human Resources Director Director of 1-luman Resources Human Resources Manager Human Resources Director Human Resources Director Human Resources Director Employee Relations Director Iluman Resources Director/Risk Manager Manager of Administration/Human Resources Iluman Resources Manager Chief People Officer Administrative Services Manager Director of Human Resources Human Resources/Risk Management Administrator Human Resources Director Human Resources Director Iluman Resources Manager Human Resources Director Personnel Services Manager Director of Community Services Community Services Director Cultural & Community Services Director Director of Parks, Beaches & Recreation Community Services Director Recreation Director Director of Parks & Community Services Parks, Recreation & Libraries Director Director of Beaches, Parks & Recreation Parks & Community Services Director City Clerk City Clerk Clerk of the Board Public Affairs Manager City Clerk City Clerk City Clerk - 15 - December 20, 2016 - Page 458 San Mateo, City of Walnut Creek, City of Library Director Boulder, CO, City of Hayward, City of Huntington Beach, City of Palo Alto, City of Information Technology Fremont, City of Jefferson County, Golden, CO Superior Court of California, County of San Mateo Superior Court of California, County of San Mateo Human Services Douglas County, CO Eagle County, CO Mariposa County, CA Washington County, OR City Clerk City Clerk Library Director Library Director Library Director Library Director Information Services Technology Director Information Technology Director Information Technology Director Court Information Technology Manager Human Services Director Director of I-luman Services Public I Iealth Officer Director of Health & I-luman Services -16- December 20, 2016 - Page 459 PECKHAM-' MCKENNEY EXECUTIVE SEARCH General Manager CORDIT,LERA, COLORADO efts: • December 20, 2016 - Page 460 of 624 •Sanrasar 3O Sjanaj 04ETrdorddE tj4TM AulIEaq 'CITeptreuJ Xj3uarrnJ are VOd0 aT; pre GIN° ago ipog -sap/Cold= OS rano st(ojdwa (TAD 344 puE `uotjJTw L$ JOAO 4snf Imo; saT;T4ua Tog rod s;a.2pnq.2u!4Erado atjl •sro4Ja.TTQ}o prrog WOd3 PuE SkQJ,% 3 atl4 wort uoT;Jartp puE `sMEj-Xq UOT3ETJOSSE `SME! 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0p .TaAO roj S T;TTJEJ pUE SEUa1E utu;sanba roop;no pUE JoopuT `spuod pay ao3s jEranas put .&UTtjsy rang ajpEa apnTJuT saT3TuaWE ratj40 •TOOZ uT `aJatdra;sEw SnBI)TJTN E `asr1100 41.1.1.1UMS aLII puE `.L66T uT asrno0;Jogs paU Tsap-zjad aABG a44 puE asrno0 /CaTPA spIzEd WOy `t66T uT asrno0 uTE;unoW pau2Tsap-uTMrJ aTEH 344 :sasrnoJJjo rnoJ3o uoT3Jnpor3uT a44 4;TM panuT4uoa put `trajitprop ;E EdS as, apo 3144 4Dru4suoJ o4 paJTanun wank surjd ua4M L86T UT UB$aq uoT3EuT;sap;rosar put J(4nmwwoJ31o2 4uauruuaard S JCaTTEA !TEA °T4 SE aJuauttuord 04 asp JUoa3aur S,aAETDUO ajtw-arrnbs ZT atjJ •au0Jir3na r0J 2uTT4awos Lj4TM saT3Tuaw1 put Sa!;TAT3JE punor-rrai( JO X4a-prn pajajJErrdun UE S'uyIAord 44U3waUtJa1 J0 4STM; E 4 TM 2uTA4 uTE4unow `jrns1J3o awo3jda g43 ST Erajjtpro0 -arrow T;TM a.E noX `Erajjrpro3;E are noX ua4M •puoXaq s}lrad uTE4unow X)jDoJ jrr3uaa PILE iCaIJEA PTEA alp JO SMajn ssajpua puE Sa14TuauIE ssIJJ-pIIOM `sadraspur! 2u1UUn4S `sau.Totj do; a2p!r tj4TM 4rosar un3unow jnJT4nraq V •saj,C4sa}T3o X4aTrrn r paw o4 suol3do 2u!ATT Jo apn4T;jnw E srajjo EraITTproD 'sagJUE= jjng pull 9011104 4jtnq wo;sna o4 sampua anT3JUT4sTp word L.LINMAITSIO3 aHJ December 20, 2016 - Page 461 of 624 =NMI purs°R'tts'dlat Ufferrera iftirritatcliteltywhtit in the Rocky Mountains. There are currently 834 property owners and 514 homes within Cordillera, approximately 70% of build out. Unique properties in the Territories, Summit, Ranch, and Divide make Cordillera a one -of -a - kind community. For those seeking an authentic Colorado Ranch lifestyle, the Territories are the ultimate fit, with a minimum lot size of 35 acres so you can spread out, and still be inside the gates of this luxury mountain community. For more information on this incredibly beautiful community please visit www.cordilleraliving.com. THE METRO DISTRICT AND THE PROPERTY OWNERS ASSOCIATION Cordillera is managed by two entities, the Cordillera Metropolitan District (CMD) and the Cordillera Property Owners Association (CPOA). Both of these organizations are governed by 5 member Boards of Directors; the CMD Board elected to four-year terms on a staggered basis and the CPOA Board elected to three-year terms on a staggered basis. The current President of the CMD is Judy McBride and the current President of the CPOA is David Bentley. Owners in matters affecting the community. The CPOA manages all of the community recreation programs and contracts for trash removal and recycling, The CPOA also appoints the Design Review Board, which oversees construction and covenant compliance. The CPOA's activities, roles and responsibilities are established and controlled by two documents: the Declaration of Protective Covenants, Conditions and Restrictions (CC&Rs) and the Bylaws, which directs the conduct of the CPOA. As the primary source of revenue, The CPOA levies an annual assessment as well as the levying of a Real Estate Transfer Assessment (RETA), currently 2% of the purchase price of sold properties. The Declaration provides the authority for the CPOA to contract and cooperate with the Cordillera Metropolitan District (CMD) in order to ensure that their respective responsibilities are discharged. CPOA functions include contracting for community services through the CMD and/or other entities, providing fiscal and/or professional support to the CMD, maintains control of the Design Review Board (DRB) process, including appeals, plans and execute all wildfire and healthy forest initiatives, administers wildlife regulations as well as bear resistant trash and recycling programs, purchases open space to maintain community integrity, manages and oversees community assets such as the Vail Gondola Club, Athletic Facility, Community Center and Pool, the Dave Pelz-designed Short Course, Cafe/ Market/Post Office, and river parcel, and develops and executes the community's marketing plan. J1 1 V1('- 9V VV f.'. .i LsJ14c o Management of the budget • Human and capital management • Capital projects management o Communication with the CMD and CPOA Board members • Strategic planning • Organizational management • Technology development THE IDEAL CANDIDATE Discussions with both Board Presidents and a vast majority of Board members, the management team, the interim GM, and community representatives and residents elicited the following information regarding the ideal candidate for Cordillera' next General Manager. • INSPIRATIONAL - Passionate about and dedicated to the missions of both the CMD and the CPOA. Charismatic. Sets the tone for both entities and serves as an example. Leads rather than simply manages. • VISIONARY - Helps to create a vision for Cordillera's future and assists in the re -branding of the image. Willing to think big; looks out over the horizon and positions Cordillera to manage future trends and expectations. • SUPPORTIVE - Recognizes and appreciates, mentors, and motivates staff. An advocate for continuous learning and enrichment. Uses staff as a resource, and encourages creative problem solving, interaction, ideas and input. Actively visible throughout the community, approachable and accessible to residents and staff. lir December 20, 2016 - • STRONG - Firm, but fair. Decisive. Manages by objective, setting clear measurements of attainment. Strong interpersonal skills, a sense of humor, a people person. Some described the position as an Ambassadorship. • High integrity and ethical standards. Open, honest and respectful. • Creative thinker and proactive problem solver who exhibits and promotes effective teamwork, communication, and decision-making. Embraces measured risk. • An articulate communicator and an effective listener. The GM will partner in a collegial fashion with both Boards of Directors, treating all equally, and providing sound recommendations and alternatives for consideration in policy setting. The new GM will also understand his/her role in carrying out policy once Board decisions are made. This is an incredible opportunity to work in an exciting and challenging environment. The ability to inspire trust and build relationships will be the ultimate test for the new GM, and her/ his success in these areas will be crucial. Candidates must possess a Bachelor's degree plus significant work experience in directing Districts, Local Government, Community Management, or small business operations. An advanced degree in management, finance or public administration is preferred. COMPENSATION AND BENEFITS The salary range for this exciting opportunity is from $110,000 to $150,000 DOQIn addition, excellent benefits will be offered including but not limited to: personal time off, paid holidays, defined contribution, medical, dental, vision, disability plans, life insurance, retirement plan, and voluntary deferred compensation plans. The District also offers flexible spending accounts and, provides a 401(a) in lieu of Social Security. Appointment will be based on best fit, education, training, competency, and experience as it relates to the position of General Manager, successful completion of a thorough background investigation and reference checks, and possible site visit to the top candidates' communities by CMD and/or CPOA representatives. Colorado law provides that a finalist's resume and related material submitted for consideration by the CMD and CPOA is subject to public disclosure. SEARCH SCHEDULE Resume filing deadline December 15, 2014 Preliminary interviews December 17, 2014 through J;inuary 2, 2015 Recommendation of Candidates Itnuary 6, 2015 Finalist Interviews January 19, 2015. These dates have been confirmed, and it is recommended that you plan your calendar accordingly. THE RECRUITMENT PROCESS To apply for this outstanding career opportunity, please send your resume and cover letter electronically to: Peckham & McKenny apply@peckhamandmckenney.com Resumes are acknowledged within two business days. Call Phil McKenney toll-free at (866) 912-1919 for more information. 'The selected candidate will be subject to a comprehensive background check, including reference checks. PECKHAM € _1 MCKENNEY EXECUTIVE SEARCH www.peckhamandmckenney.com December 20, Proposal to provide recruitment services for the Town of Va i l's next Town Manager TOWN OF VP(III! Presented by December 20, 2016 - Page 464 TOWN OFVA I . : ') STATEMENT OF QUALIFICATIONS ABOUT PROTHMAN Prothman Company is a Northwest based consulting firm that specializes in providing national and regional executive recruitment services to cities, counties, and other governmental agencies throughout the western United States. Founded and incorporated in Seattle in 2001, Prothman has quickly become an industry leader known and respected for outstanding customer service, quality candidate pools, and knowledge of local government. OUR EXPERTISE Recruitment Knowledge and Experience: The Prothman team has conducted over 450 recruitments and interim placements. We have read and screened over 15,000 resumes, and we have personally interviewed over 5,000 semifinalist candidates. We know how to read between the lines, filter the fluff, and drill down to the qualities and experiences required to be a good manager. Firsthand Knowledge of Local Government: Every Prothman team member has worked in local government. Our talented consultants have a cumulative 150 years in local government service, with expertise ranging from organization management, police and fire management, human resources, finance, public works and elected official public service. OUR PROVEN PROCESS Clients and candidates continually tell us that we have the best process and client service in the industry. The tenure of our placements is among the best in the industry because we understand that "fit" is the most important part of the process; not just fit within the organization, but fit within the community, as well. OUR GUARANTEE We are confident in our ability to recruit an experienced and qualified candidate who will be the perfect "fit" for your organization. Should the selected finalist leave the position or be terminated for cause within two years from the employment date, we will conduct a replacement search with no additional professional fee. CONTACT Sonja Prothman: sonja@prothman.com, 206.368.0050 371 NE Gilman Blvd., Suite 310, Issaquah, WA 98027 Submittal Date: December 16, 2016 -PIanan4,aw 2 December 20, 2Ulb - Nage 465 STATEMENT OF QUALIFICATIONS Current Recruitments City of Gunnison, CO — Public Works Director City of Lincoln, NE — Finance Director lnyo County, CA — IT Director City of Monroe, WA — City Administrator Sitka, AK — Deputy Finance Director City of Drain, OR — City Administrator City of Troutdale, OR — City Manager City of McMinnville, OR — City Manager City of Woodburn, OR — Cmty. Dev. Director City of Woodburn, OR — Pub. Wks. Director City of Fife, WA — Dep. Public Works Director TOWN OF VAILA City of Port Angeles, WA — City Engineer Mason County PUD, WA — Engineering Mgr. City of Bremerton, WA — Finance Director Maple Valley Fire & Safety, WA — Fire Chief Vashon Fire & Rescue, WA — Fire Chief City of Ferndale, WA — Police Chief City of College Place, WA — Police Chief City of Federal Way, WA — Cmty. Dev. Director Jefferson County, WA — Dep. Prosecuting Atty. City of Federal Way, WA — City Attorney City of Bremerton, WA — Fire Chief Completed Resort Town Recruitments Gunnison County, CO - County Manager, Dir. of Health & Human Services, Dir. of Community & Economic Development, Airport Mgr., HR Director, Deputy County Attorney, IT Director City of Gunnison, CO - Public Works Director (in progress) Town of West Yellowstone, MT - Town Manager City of Red Lodge, MT - Community Development Director, Police Chief Summit County, UT - County Manager Park City, UT - Community Development Director Hood River County, OR - County Administrator Blaine County, ID - County Administrator City of Whitefish, MT - City Manager San Juan County, WA - County Manager City of Hood River, OR - City Manager City of Chelan, WA - City Administrator City of Ketchum, ID - City Administrator City of Sun Valley, ID - City Administrator References Gunnison County, CO - County Manager, Director of Health & Human Services, Director of Community & Economic Development, Airport Manager, HR Director, Deputy County Attorney, IT Director Contact - County Manager, Matthew Birnie - 970.641.0248 City of Gunnison, CO - Public Works Director - in progress Contact - City Manager, Russ Forrest - 970.641.8171 Summit County, UT - County Manager Contact - HR Director, Brian Bellamy - 435.336.3247 City of Snoqualmie, WA - Chief Financial Officer, Police Chief, Fire Chief, Cmty. Dev. Director Reference: City Administrator, Bob Larson - 425.888.1555 3 December 20, 2016 - Page 466 2016-2010 Completed Manager/Administrator Recruitments Hood River County, OR - County Administrator City of Gladstone, OR - City Administrator City of Lake Stevens, WA - City Administrator City of Chelan, WA - City Administrator City of College Place, WA - City Administrator City of Shelton, WA - City Administrator City of Sheridan, WY - City Administrator City of West Linn, OR - City Manager City of Yachats, OR - City Administrator City of Chehalis, WA - City Manager Town of W. Yellowstone, MT - Town Manager City of Bandon, OR - City Manager City of Canby, OR - City Administrator City of McMinnville, OR - City Manager City of Hood River, OR - City Manager City of Hermiston, OR - City Manager City of Woodinville, WA - City Manager Lane County, OR - County Administrator San Juan County, WA - County Manager City of Stevenson, WA - City Administrator City of Othello, WA - City Administrator City of Lynden, WA - City Administrator City of Lincoln City, OR - City Manager City of Minot, ND - City Manager City of Puyallup, WA - City Manager City of Covington, WA - City Manager WACO, WA - Executive Director City of Pasco, WA - City Manager City of Stanwood, WA - City Administrator City of Issaquah, WA - Deputy City Admin. City of Scappoose, OR - City Manager -P1207r7-1M.ani TOWN Oft City of Duvall, WA - City Administrator City of Kenmore, WA - City Manager City of Lake Forest Park, WA - City Admin. Snohomish County, WA - Executive Director City of Fife, WA - City Manager City of Bothell, WA - Asst. City Manager City of Lakewood, WA - City Manager City of Waldport, OR - City Manager City of Lake Oswego, OR - City Manager Deschutes County, OR - County Administrator SW Clean Air Agency, WA - Executive Director eCityGov Alliance, WA - Executive Director Paine Field, WA - Airport Director Summit County, UT - County Manager City Belgrade, MT - City Manager City of Lebanon, OR - City Manager City of Polson, MT - City Manager Clatsop County, OR - County Manager City of Port Angeles, WA - City Manager City of Ridgefield, WA - City Manager MRSC, WA - Executive Director City of White Salmon, WA - City Administrator City of Lewiston, ID - City Manager City of Milwaukie, OR - City Manager City of Lacey, WA - City Manager City of Riverton, WY - City Administrator City of Shoreline, WA - City Manager City of Gillette, WY - City Administrator City of Issaquah, WA - City Administrator City of Newcastle, WA - City Manager 4 December 20, 2016 - Page 467 TOWN OF VAIL_ Availability, Communication & Schedule One of our first tasks will be to coordinate and commit a schedule. Then, we protect your dates on a master schedule to assure we never miss a commitment. We provide you our cell phone numbers so you have direct access to your lead consultant and support staff and we will communicate and update you as often as you desire. Our recruitments take approximately 10- 14 weeks to complete, depending on the scope and direction from the client. You can expect approximately: 2-3 weeks for stakeholder interviews and profile development and approval, 5-6 weeks for recruitment, 2-3 weeks for screening and interviewing, and 2-3 weeks for coordinating final interviews. Sample Schedule - Blue highlighted events represent meetings with the client Date Weeks of January 16 & 23, 2017 Work contract, hold stakeholder interviews, send profile for review January 30, 2017 Post profile and start advertising February 13, 2017 Send direct mail job announcements March 12, 2017 Application Close Date Weeks of March 13 & 20, 2017 Prothman screens applications & interviews top 8 - 15 candidates Week of March 27 - 31, 2017 Work Session to review semifinalists and pick finalists Week of April 10 - 14, 2017 Final Interview Process PixC171-11V4,anr 5 uecemper Lu, zu ib - rage 468 TOWN OF VAIL' STATEMENT OF QUALIFICATIONS - PROJECT TEAM GREG PROTHMAN - PROJECT LEAD As President of the Prothman Company, Greg offers a unique combination of 20+ years of experience in various functions of government and 15 years of experience in public sector recruitment. Prior to forming the Prothman Company, Greg served as a police officer for the University of Washington and the City of Renton. He left police work after completing his Master of Public Administration degree and spent nine years as the City Manager for the City of Des Moines, WA. A Seattle native, Greg completed his BA at Western Washington University and his Master of Public Administration degree from the University of Washington. Greg is a volunteer EMT/Firefighter for the City of Snoqualmie, a volunteer ski patroller for Snoqualmie Summit, and a member of Seattle Mountain Rescue. STEVE WORTHINGTON - PROJECT SUPPORT Steve is a senior consultant for Prothman and brings over 25 years of successful leadership in local government and is currently serving a 4 -year term as a Council Member for the City of University Place, WA. Prior to retirement after 6 years as the City Manager for the City of Fife, WA, Steve served as Community Development Director for six years in Fife and for nine years for the City of Cheney, WA. Steve was also an economic development specialist for the Spokane WA Economic Development Council, a member of the Association of Washington Cities Legislative Task Force, and an Economic Development Board Tacoma/Pierce County Trustee. Steve has a Bachelor of Arts degree in Speech Communications from the University of Washington, and a Master of Public Administration degree from Eastern Washington University. SONJA PROTHMAN - PROJECT SUPPORT As Vice -President of the Prothman Company, Sonja assists with recruitments and organizational assessments, and she manages the support staff and the "business" side of Prothman. Sonja is a former councilmember for the City of Normandy Park and brings to Prothman the "elected official" side of city government—an invaluable perspective for understanding our clients' needs. Sonja also brings private sector expertise having worked with the Boeing Company where she was on the start-up team as lead negotiator for schedules and deliverables for the first 777 composite empennage. A Seattle native, Sonja earned a bachelor's degree in Communications from the University of Washington. BARRY GASKINS - PROJECT SUPPORT Barry Gaskins is responsible for candidate management. His attention to detail and understanding of timeliness to the customer and candidates is remarkable. Barry works with the lead consultant in following through with scheduling interviews, arranging candidate travel, managing candidate application packets, and assembly of candidate information to give to the client. Barry came to us from the Bill & Melinda Gates Foundation where he served as a Program Assistant for four years in the US Library Program. Barry earned his bachelor's degree from California State University in Los Angeles. PitomHntiaiv 6 uecember 2U, 2U1b - rage 469 i TOWN of VAIL: Recruitment Strategy Every recruitment we conduct is a national search. We have an aggressive national advertising campaign and we have the ability to mail the job announcement to every city, county, district, etc., in the US. Screening for "fit" is one of the most important elements in a recruitment and the length of tenure of our placed candidates is the highest in the industry because our process emphasizes "fit" and we learn and understand the qualities required for candidates to fit within our clients' unique communities, cultures and weather! We have conducted hundreds of successful executive searches and refined our process along the way. We provide the process, but you call the shots... whether you want weekly updates or monthly updates, more meetings or less meetings... we will partner with you and find you a highly qualified candidate who is the perfect "fit" for your organization, guaranteed! Recruitment Process Project Review The first step will be to review the following topics: • Review the scope of work and project schedule • Identify the geographic scope of the search (local, regional or national) • Review the compensation package and decide if a salary survey is needed • Identify key stakeholders Information Gathering and Research (Soliciting Input) We will spend as much time as it takes to learn everything we can about your organization. Our goal is to thoroughly understand the values and culture of the Town of Vail, as well as the preferred qualifications you desire in your next Town Manager. We will travel to Vail and: • Meet with the Town Council • Meet with current Town Manager • Meet with Department Directors • Meet with Community and Business Stakeholders as directed • Review all documents related to the position Position Profile Development (Identifying the Ideal Candidate) We will develop a profile of your ideal candidate. Once the Position Profile is written and approved, it will serve as the foundation for our determination of a candidate's "fit" within the organization and community. Profiles include the following: • A description of the ideal candidate's qualifications • Years of related experience and education required • Ideal personality traits and work habits • Organization -specific information • Description of the organization, position and key responsibilities • Priorities and challenges facing the organization • Community -specific information • Overview of the region • Description of the environment and quality of life details • Compensation package details • Information on how to apply 7 December 20, 2016 - Page 470 i TOWN OFva' �i1 Recruitment and Advertising Strategy (Locating Qualified Candidates) We recognize that often the best candidates are not actively looking for a new position --this is the person we want to reach and recruit. We have an aggressive recruitment strategy which involves the following: • Print and Internet -based Ads placed nationally in professional publications, journals and on related websites. • Direct Mail Recruitment Brochures sent directly to hundreds of highly qualified city/county managers who are not actively searching for a new position. • Direct Contact Calls and emails placed directly to potential candidates who we know would be a good fit. • Posting the Position Profile on the Prothman Website, which receives thousands of hits per month. Candidate Screening (Narrowing the Field) Once the application deadline has passed, we will conduct an extensive candidate review designed to gather detailed information on the leading candidates. The screening process has 4 key steps: 1) Application Review: Using the Position Profile as our guide, we will screen the candidates for qualifications based on the resumes, applications, and supplemental questions (to determine a candidate's writing skills, analytical abilities and communication style). After the initial screening, we take the yes's and maybe's and complete a second screening where we take a much deeper look into the training, work history and qualifications of each candidate. 2) Personal Interviews: We will conduct in-depth videoconference or in-person interviews with the top 8 to 15 candidates. During the interviews, we ask the technical questions to gauge their competency, and just as importantly, we design our interviews to measure the candidate's fit within your organization. 3) Internet Publication Background Search: We conduct an Internet publication search on all semifinalist candidates prior to their interviews. If we find anything out of the ordinary, we discuss this during the initial interview and bring this information to you. 4) Work Session with Council: We will prepare and send to you a detailed summary report and binders which include each candidate's application materials and the results of the personal interviews and publication search. We will travel to Vail and advise you of the candidates meeting the qualifications, our knowledge of them, and their strengths and weaknesses relative to fit within your organization. We will give you our recommendations and then work with you to identify the top 4 to 6 candidates to invite to the final interviews. We will discuss the planning and design of the final interview process during this meeting. Final Interview Process (Selecting the Right Candidate) The design of the final interviews is an integral component towards making sure that all stakeholders have the opportunity to learn as much as possible about each candidate. • Elements of the design process include: • Deciding on the Structure of the Interviews We will tailor the interview process to fit your needs. It may involve using various interview panels or just interviews with the decision makers. • Deciding on Candidate Travel Expenses We will help you identify which expenses your organization wishes to cover. • Identifying Interview Panel Participants & Panel Facilitators We will work with you to identify the participants of different interview panels to ensure that all stakeholders identified have been represented. 8 December 20, 2016 - Page 471 1 IL)TOWN OF VA • Background Checks In addition to the internet background search, prior to the final interviews, we will conduct a background check on each of the finalist candidates. Background checks include the following: • References We conduct 6-8 reference checks on each candidate. We ask each candidate to provide names of their supervisors, subordinates and peers for the last several years. • Education Verification, Criminal History, Driving Record and Sex Offender Check We contract with Sterling and conduct a criminal history, driving record and sex offender check on each candidate in the states in which they have worked. • Candidate Travel Coordination For those candidates who will be traveling to the final interviews, we work with the candidates to organize the most cost effective travel arrangements. • Final Interview Binders We will provide Final Interview Binders. They are the tool that keeps the final interview process organized and ensures that all interviewers are "on the same page" when it comes to evaluating each candidate. • Final Interviews with Candidates We will travel to Vail and facilitate the interviews. The interview process usually begins with a morning briefing where schedule and process will be discussed with all those involved in the interviews. Each candidate will then go through a series of one-hour interview sessions, with an hour break for lunch. • Panelists & Decision Makers Debrief: After the interviews are complete, we will facilitate a debrief with all panel participants where the panel facilitators will report their panel's view of the strengths and weaknesses of each candidate interviewed. The decision makers will also have an opportunity to ask panelists questions. • Candidate Evaluation Session: After the debrief we will facilitate the evaluation process, help the decision makers come to consensus, discuss next steps, and organize any additional candidate referencing or research if needed. • Facilitate Employment Agreement: Once the top candidate has been selected, we will offer any assistance needed in developing a letter of offer and negotiating terms of the employment agreement. Warranty • Repeat the Recruitment: If you follow our process and a top candidate is not chosen, we will repeat the recruitment with no additional professional fee, the only cost would be the expenses. -PROnan4.anr 9 uecemoer zu, zu io - rage 472 TOWN OF VAIL'' FEE, EXPENSES & GUARANTEE Professional Fee The fee for conducting a Town Manager recruitment with a two-year guarantee is $21,500, plus expenses. The professional fee covers all Prothman consultant and staff time required to conduct the recruitment. This includes all correspondence and on-site meetings with the client, writing and placing the recruitment ads, development of the candidate profile, creating and sending invitation letters, reviewing resumes, coordinating and conducting semifinalist interviews, coordinating and attending finalist interviews, coordinating candidate travel, professional reference checks on the finalist candidates and all other search related tasks required to successfully complete the recruitment. Expenses Expenses vary depending on the design and geographical scope of the recruitment. We work diligently to keep expenses at a minimum and keep records of all expenditures. The Town of Vail will be responsible for reimbursing expenses Prothman incurs on your behalf. Expense items include but are not limited to: • Newspaper, trade journal, websites and other advertising (approx. $1,400 - 1,600) • Direct mail announcements (approx. $1,800 — 2,400) • Interview Binders & printing of materials (approx. $400 - 600) • Delivery expenses for Interview Binders (approx. $100 - 250) • Consultant travel: Airfare, rental car, lodging, travel time at $50 per hour (approx. $1,000 — 1,600 per trip) • Background checks performed by Sterling (approx. $250 per candidate) • Any client -required licenses, fees or taxes • Candidate travel: We cannot approximate candidate travel expenses because they vary depending on the number of candidates, how far the candidates travel, length of stay, if spouses are included, etc. If you wish, we will coordinate and forward to your organization the candidates' travel receipts for direct reimbursement to the candidates. A 3% charge will be added to all expenses which reflects City of Issaquah and Washington State B&O tax obligations that we pay for every dollar we invoice, including expenses. Professional fees are billed in three equal installments throughout the recruitment. Expenses are billed monthly. Guarantee Our record of success in placing highly qualified candidates provides that Prothman will guarantee with a full recruitment that if the selected finalist is terminated or resigns within two years from the employment date, we will conduct a replacement search with no additional professional fee, the only cost to you would be the expenses; on the condition that the position has been recruited at market rate salary. Cancellation You have the right to cancel the search at any time. Your only obligation would be the fees and expenses incurred prior to cancellation. 10 Deuerriber 20, 2016 - Pay t 473 1 CLIENT LIST City of Aberdeen, WA Public Works Director Association of Washington Cities (AWC) Chief Executive Officer City of Arlington, WA Community Development Director (2) City Administrator Fire Chief (2) Finance Director (2) Utilities Manager Public Works Director Building Official Police Chief City of Auburn, WA Planning, Building & Community Dir. City of Bainbridge Island, WA City Administrator (2) Finance Director Community Development Dir. City Attorney Deputy Finance Director Project Manager Engineer City of Bandon, OR City Manager Basin Disposal, Inc. (WA) Chief Financial Officer City of Battle Ground, WA Deputy City Manager Public Works Director Finance Director Police Chief City of Beaverton, OR Human Resources Director City of Belgrade, MT City Manager City of Bellevue, WA Utilities Deputy Director Senior Planners City of Bellingham, WA City Engineer Ben Franklin Transit (WA) General Manager Chief Operations Manager Administrative Services Manager Human Resources Manager PRoTFIManr City of Bend, OR Police Chief Benton County Emergency Svcs., WA Director of Emergency Services Emergency Management Manager Communications Manager Benton County Fire District #4, WA Fire Chief (2) City of Billings, MT City Engineer Engineering Division Manager City of Blaine, WA Public Works Director Finance Director Blaine County, ID County Administrator (2) City of Boardman, OR Police Chief Bonner County, ID Director of Planning & Zoning City of Bonney Lake, WA Public Works Director City of Bothell, WA Public Works Director (2) Fire Chief (2) Human Resources Director (2) Deputy City Manager City Attorney Police Chief Assistant City Manager Parks & Recreation Director Community Development Director City of Bozeman, MT Chief Building Official Human Resources Director Parks & Recreation Director Public Works Director Community Development Director City of Bremerton, WA Public Works Director Police Chief Brigham City, UT Police Chief City of Burlington, WA Fire Chief TOWN OF VAIL' Camano Island Fire & Rescue, WA Fire Chief Campbell County Fire Department, WY Fire Chief CAM-PLEX Multi -Event Facilities 04119 General Manager City of Canby, OR Police Chief City Administrator Canby Fire District 62, OR Fire Chief City of Carnation, WA City Manager (2) Public Works Director City of Casper, WY City Manager Central Valley Fire District, MT Fire Chief Fire Marshal Central Whidbey Island Fire & Rescue, WA Fire Chief City of Centralia, WA Community Development Director Economic Development Director City of Chehalis, WA City Manager (2) Police Chief Finance Manager City of Chelan, WA City Administrator (3) Chelan County, WA Community Development Dir. Regional Justice Center Director RJC Deputy Director Chelan County Public Utility District (WA) Managing Director - HR, Labor & Safety Clackamas Community College, OR Director of Campus Safety Clackamas County, OR County Administrator 11 uecember zu, zu Ib - rage 474 i Clackamas Fire District #1, OR Finance Director Clackamas River Water Dist., OR General Manager Clatsop County, OR County Manager (2) Community Corrections Director Building Official Development Services Manager Clatsop County Sheriff's Office, OR Jail Commander City of College Place, WA Environmental Services Director City Administrator City of Colorado Springs, CO Assistant City Manager City of Connell, WA City Administrator City of Covington, WA City Manager Covington Water District, WA Utilities Director District Engineer Water Resources Manager Assistant Water Resources Manager Project Engineer Business Manager Controller Cowlitz County, WA Building & Planning Director Engineer 3 Cowlitz Sewer Operating Board, WA Superintendent Cowlitz-Wahkiakum Council of Govemments, WA Executive Director City of Damascus, OR Community Development Dir. City Manager Deschutes County, OR County Administrator City of DuPont, WA City Administrator Planning Director Finance Director Public Works Director -PraoI-rrMAv City of Duvall, WA Planning Director Accountant City Administrator Finance Director East Jefferson Fire Rescue, WA Fire Chief East Multnomah Soil & Water Conservation District (OR) Executive Director East Olympia Fire District #6, WA Fire Chief East Pierce Fire & Rescue (WA) Fire Chief Eastside Baby Comer (WA) Executive Director eCityGov Alliance (WA) Executive Director City of Edgewood, WA City Manager (2) Public Works Director Engineer Senior Planner City of Enumclaw, WA Finance Director Fire Chief City of Ephrata, WA Police Chief City of Federal Way, WA Finance Director Community Development Director City of Ferndale, WA Police Chief Public Works Director (2) Finance Director City of Fife, WA City Clerk Community Development Director City Manager Finance Director City of Fircrest, WA City Manager Finance Director Franklin County, WA County Administrator City of Gillette, WY Public Works Director Community Development Director City Administrator TOWN OF VAIL* City of Gladstone, OR City Administrator Fire Chief Grays Harbor Transit (WA) General Manager City of Great Falls, MT City Attorney City of Green River, WY Community Development Director Gunnison County, CO County Manager Community Development Director Airport Manager Human Resources Director Health & Human Services Director IT Director Deputy County Attorney Dir. of Community & Economic Dev. City of Hailey, ID City Administrator City of Hermiston, OR City Manager City of Hood River, OR City Manager Hood River County, OR County Administrator Intercity Transit, WA General Manager Island Transit (WA) Executive Director Issaquah Food & Clothing Bank, WA Executive Director City of Issaquah, WA Police Chief City Administrator Deputy City Administrator (2) Deputy Finance Director Parks & Recreation Director Human Resources Director Finance Director Jackson County, OR HR/Risk Management Director JEFFCOM 9-1-1, WA Director Jefferson County, OR Health Director 12 uecemper 1u, zuib - rage 475 Jefferson County, WA County Administrator Community Development Director Jefferson County PUD #1(WA) Controller Electrical Engineer Josephine County, OR Community Development Director City of Kalama, WA Police Chief City of Kelso, WA Public Works Director Community Development Dir. City Manager City of Kemmerer, WY Public Works Director City of Kenmore, WA City Manager (2) Finance Director City Engineer (2) Community Development Director City of Kennewick, WA Planning Director City of Kent, WA Professional Land Surveyor Finance Director Information Tech. Director City Clerk City of Ketchum, ID City Administrator Ketchum Community Development Corporation, ID Executive Director King County Housing Authority, WA Finance Director King County Sheriff's Office, WA Chief Financial Officer City of Kirkland, WA Water Division Manager Public Works Director Director of Fire & Building Services Kootenai County Fire & Rescue, ID Fire Chief City of La Center, WA Police Chief City of Lacey, WA City Manager MAN Lacey Fire District 3, WA Fire Chief City of Lake Forest Park, WA City Administrator (3) City of Lake Oswego, OR City Manager Water Treatment Plant Manager City of Lake Stevens, WA Community Development Director Police Chief City Administrator Lake Stevens Fire (WA) Fire Chief City of Lakewood, WA City Manager Assistant City Manager Lane County, OR County Administrator City of Leavenworth, WA City Administrator (2) Public Works Director Finance Director/City Clerk City of Lebanon, OR City Manager Lewis County, WA Public Works Director/ County Engineer Director of Public Health & Social Services Community Development Director Fair & Events Manager City of Lewiston, ID City Manager City of Lincoln, NE Fire Chief City of Lincoln City, OR Finance Director City Manager Human Resources Director Lincoln County, OR Personnel Director City of Littleton, CO Finance Director Local Govemment Personnel Institute (OR) Executive Director City of Long Beach, WA Community Development Director TOWN OF VAIL A City of Longview, WA City Manager Los Alamos County, NM County Administrator LOTT Clean Water Alliance, WA Finance Manager City of Louisville, CO City Manager City of Lynden, WA Public Works Director (2) City Administrator City of Lynnwood, WA Public Works Director Assistant Fire Chief Finance Director Human Resources Director Manchester Water District, WA General Manager Maple Valley Fire & Life Safety (WA) Fire Chief City of Marysville, WA Police Chief Public Works Director Engineering Services Manager Streets/Surface Water Manager Community Development Director Marysville Fire District, WA Fire Chief Mason County, WA Public Works Director City of McMinnville, OR City Manager City of Medford, OR Planning Director City of Medina, WA Public Works Director Metro Parks Tacoma, WA Director of Planning & Development City of Mill Creek, WA City Manager City of Milwaukie, OR City Manager City of Minot, ND City Manager (2) Planning Director 13 Deuei nhei 20, 2016 - Pay 2 476 i City of Moscow, ID Asst. Community Development Dir. City of Moses Lake, WA City Manager City of Mountlake Terrace, WA City Manager Police Chief City of Mukilteo, WA City Administrator Finance Director Management Services Director Multnomah County, OR Human Resources Manager (2) Municipal Research & Services Center of Washington - MRSC Executive Director MuniFinancial, WA Senior Financial Analyst Financial Analyst 1 City of Nampa, ID City Engineer City of Newcastle, WA City Manager Public Works Director (2) City of Normandy Park, WA Deputy City Manager/Finance Dir. Planning Director City Manager North Beach Public Development Authority, WA General Manager City of Oak Harbor, WA City Attorney Human Resources Director City of Olympia, WA Public Works Finance Manager City of Ontario, OR City Manager (2) City of Othello, WA City Administrator Police Chief Community Development Director Park City, UT Community Development Director City of Pasco, WA City Manager Finance Director -P►toI-wntianr Pend Oreille County, WA Public Works Director City of Polson, MT City Manager City of Port Angeles, WA Police Chief City Manager Finance Director Public Works Director Planning Manager City of Port Townsend, WA Development Services Director Finance Director City of Post Falls, ID City Administrator Community Development Director City of Poulsbo, WA Chief of Police (2) City of Prosser, WA City Administrator (2) Finance Director (2) City Clerk City of Puyallup, WA Assistant City Manager Human Resources Director City Manager (2) City of Red Lodge, MT Police Chief Community Development Director City of Renton, WA HR & Risk Mgmt. Administrator Administrative Svcs. Administrator City of Richland, WA Transportation Engineer Public Works Director Parks Superintendent Richmond (VA) Redevelopment & Housing Authority - RRHA Sr. VP - Property Management & Assisted Housing City of Ridgefield, WA City Manager City of Riverton, WY City Administrator City of Salem, OR Human Resources Director TOWN OF VAI0L' City of Sammamish, WA Transportation Program Engineer Senior Project Engineers (3) Project Engineer Parks Project Manager San Juan County, WA Public Works Director County Manager City of Sandy, OR Police Chief City of Scappoose, OR City Manager City of Seattle, WA Fire Chief Labor Standards Division Dir. Dir. of Administration - HR Port of Seattle, WA Fire Chief City of Sequim, WA Public Works Director Human Resources Director City of Shelton, WA City Administrator (2) Community Development Director Management Assistant Public Works Director (2) Police Chief Finance Director City of Sheridan, WY Finance & Administrative Svcs. Dir. City Administrator City of Shoreline, WA Deputy City Manager City Engineer (2) Planning Director Public Works Director (2) City Manager City Attorney Parks, Rec. & Cultural Svcs. Dir. Administrative Services Director City & Borough of Sitka, AK Deputy Finance Director Skagit County, WA Public Works Director Assistant County Engineer Youth & Family Services Admin. City of Snohomish, WA City Engineer Public Works Utilities Manager Finance Director Planning Director 14 uecemoer z0, 2016 - age 477 Snohomish County, WA Executive Director Human Services Director Surface Water Management Utility Director Finance Director Paine Field - Snohomish County Airport (WA) Airport Director Snohomish County Emergency Radio System, WA Radio System Manager (2) Snohomish County PUD (WA) Assistant General Manager Snohomish Health District, WA Deputy Director SNOPAC 9-1-1, WA Executive Director City of Snoqualmie, WA Fire Chief Community Development Director Chief Financial Officer Police Chief Snoqualmie Pass Utility District (WA) General Manager Snyderville Basin Special Recreation District (UT) District Director Southwest Clean Air Agency, WA Executive Director SW WA Regional Transportation Council Executive Director City of Spokane Valley, WA City Manager Deputy City Manager (2) Finance Director (2) Public Works Director (2) Community Development Dir. (2) Building Official (2) Parks & Recreation Director (2) City Clerk Assistant City Clerk City Attorney (2) Spokane Valley Fire Dept., WA Fire Chief City of Stanwood, WA Finance Director (2) City Administrator -PRC1rrrnwiv City of Stevenson, WA City Administrator City of Sultan, WA City Administrator (2) Summit County, UT County Manager City of Sun Valley, ID City Administrator City of Sunnyside, WA Finance/Admin. Svcs. Director City Manager City of Tacoma, WA Public Works Director Finance Director Labor Negotiator City of Thome Bay, AK City Administrator Thurston County, WA Human Resources Director Assistant CAO City of Tukwila, WA Fire Chief Tulalip Tribes, WA Police Chief Twin Transit, WA General Manager City of Vancouver, WA Budget & Planning Manager Human Resources Director Parks & Recreation Director City Attorney Assistant City Manager Vashon Island Fire & Rescue, WA Fire Chief Assistant Fire Chief City of Waldport, OR City Manager City of Walla Walla, WA City Manager Public Works Director Finance Manager Port of Walla Walla, WA Executive Director City of Warrenton, OR Public Works Director WA Assoc. of County Officials Executive Director TOWN OF VAIL.t Washington Counties Risk Pool Executive Director Washington School Information Processing Cooperative (WSIPC) Executive Director City of West Linn, OR City Manager Community Development Director Town of West Yellowstone, MT Operations Manager Whatcom Transportation Authority, WA General Manager Finance Director City of Whitefish, MT City Manager City of White Salmon, WA City Administrator/ Public Works Director Public Works Operations Manager City of Wood Village, OR City Administrator City of Woodburn, OR City Administrator Community Development Director Human Resources Director Finance Director Police Chief Economic Development Director City of Woodinville, WA City Manager (2) Development Services Director City of Woodland, WA Fire Chief City Administrator Public Works Director City & Borough of Wrangell, AK Borough Manager City of Yachats, OR City Administrator City of Yakima, WA City Manager Town of Yarrow Point, WA Town Clerk City of Ye/m, WA City Administrator 15 December 2U, 2Ulb - Nage 478 i -PRammAnt EXAMPLE OF POSITION PROFILE December ZU, LW b - rage 479 Gunnison County DIRECTOR OF COMMUNITY & ECONOMIC DEVELOPMENT $82,941 - $116,208 Plus Excellent Benefits Apply by August 21, 2016 (First Review, Open Until Filled) -�t�anrn�iv December 20, 2016 - Page 480 GUNNISON COUNTY, COLORADO • DIRECTOR OF COMMUNITY & ECONOMIC DEVELOPMENT WHY APPLY? Located in the heart of the Rocky Moun- tains in central west- ern Colorado, Gun- nison County is known for its stun- ningly beautiful land- scapes and some of the most amazing outdoor recreational opportunities you can find. Gunnison boasts that the sun shines almost every day and that the Tay- lor and Gunnison Rivers have some of the best trout fishing waters in the Rockies. Gunnison County is a stable organization with dedicated employees. The County Manager is looking for a department director who can focus on results and accountability while providing oversight and supervision to the Community Development Department. If you possess strong interpersonal and leadership skills and enjoy challenges, this is the right position for you! oi • • AVIA THE REGION Surrounded by the 1.6 million acre Gunnison Na- tional Forest, Gunnison County is considered the "unspoiled heart of Colorado." The area encom- passes some of the wildest and most beautiful ter- rain in the world, including Colorado's largest body of water, Blue Mesa Reservoir, as well as Black Canyon National Park, Curecanti National Recrea- tion Area, and 2,000 miles of trout streams. Over 85% of Gunnison County is under public owner- ship, which provides year round outdoor recreation opportunities, including kayaking, boating, rafting, fishing, hunting, hiking, mountain biking, rock- climbing, camping and skiing. -PRo„intav Gunnison County has a population of about 15,000 residents and covers 3,259 square miles. Over 60% of the dwelling units in the County are second homes and vacation rentals, so the per- manent population number is a bit misleading as the services and complexities are more akin to a larger jurisdiction. Located in the Rocky Moun- tains at 7,700 feet above sea level, Gunnison en- joys warm summers and cold winters with moder- ate snowfall. The economic base is primarily tourism, followed by education, ranching, and natural resource e traction. Gunnison County is rich with mineral de 0 posits and grazing lands, and ranching still plays a prominent role in the economy, lifestyle and char- acter of Gunnison County. The Elk Mountains dominate the county, topping out in the northeast at 14,000 feet with the peaks that form the Conti- nental Divide. Crested Butte Ski Area opened in 1963, making Gunnison a destination for snow - boarders and downhill skiers looking for a world- class ski experience and challenging slopes. The area offers some of the best cross country skiing, dog sledding, snowshoeing and snowmobiling in the winter, and epic mountain biking, horseback riding, boating, fishing, hunting, rafting, kayaking, hiking and camping the rest of the year. Gunnison is home to Western State Colorado Uni- versity, one of the state's top four-year fully - accredited undergraduate institutions. Gunnison - Crested Butte Regional Airport serves the valley with both commercial airline and general aviation flights. Gunnison Valley Rural Transportation Au- thority operates bus service between Gunnison and Crested Butte serving Western State Colora- do University and Crested Butte Mountain Resort Bus service to Denver from the Gunnison Valley is also available. 21Page December 20, 2016 - Page 481 GUNNISON COUNTY, COLORADO • DIRECTOR OF COMMUNITY & ECONOMIC DEVELOPMENT THE COUNTY Gunnison County is governed by a three-member Board of County Commissioners serving four-year overlapping terms. The 2016 adopted budget for the County is $84,408,762 and there are approxi- mately 190 FTEs. County departments include: Administration, Airport, Assessor, Clerk & Record- er, Community Development, Coroner, County Attorney, Emergency Management, Facilities & Grounds, Geographic Information Services, Health & Human Services, Juvenile Services, IT, Public Works, Sheriff, and Treasurer. The County Manager is appointed by and reports to the County Commissioners. Matthew Birnie has been County Manager since 2007 and enjoys a reputation as a progressive leader who focuses on re- sults and accountability through the County's Man- aging for Results (MFR) system. In late 2011, the Association of Colorado County Administrators rec- ognized the work of Gun- nison County by giving Matthew the "Colorado County Administrator of the Year Award" at the winter gathering of the Colorado counties. Mat- thew is the immediate past President of the Colo- rado City & County Management Association. THE POSITION Working under the general direction of the County Manager, the Director of Community & Economic Development is a full member of the executive team and performs a variety of supervisory and administrative work for the Community Develop- ment Department, as well as oversight of special projects and other functions of the County related to community and economic development. In ad- dition, this position also provides supervision and management oversight of the contractual relation- ship with the Gunnison Crested Butte Tourism As- sociation. Responsibilities include: D Provide management and supervision of the Community Development, and Wildlife Coordinator Departments/offices. D Motivate, align, and inspire employees to achieve and exceed expectations articulated in MFR business plans. D Provide a high level of customer service in the delivery of development review services for the County. D Develops and executes economic strategies and tactics to improve the economic resiliency and sustainability of Gunnison County. D Leads staff support and facilitates meetings, with the respective chairs of the Planning Commission, Environmental Health and Board of Adjustment boards. D Provide senior level policy development. D Will facilitate complex conflict resolution on behalf of the County with developers, other governmental jurisdictions, and private stake- holders D Review, analyze, and improve County pro- cesses for the development review process and achieving economic goals. D Attends and presents at Board of County Commissioner meetings. D Develop indicators/metric for measuring eco- nomic and other socio economic parameters which can be used as a component of measur- ing progress in the implementation of the County's Strategic Plan. D Implement strategies to improve the redun- dancy, reliability, and cost effectiveness of high-speed internet connectivity in Gunnison County. 3IPage December 20, 2016 - Page 482 -.01010111 :*d GUNNISON COUNTY, COLORADO • DIRECTOR OF COMMUNITY & ECONOMIC DEVELOPMENT At the direction of the County Manager: D Inspires, motivates, and guides others toward achievement of results identified in the County's strategic plan and Departmental MFR business plans. D Assists in the development and execution of the County's strategic plan. D Lead, manage, and execute complex, multi - jurisdictional projects. D Lead and facilitate internal and external County committees. D Act as a liaison with other public and private sector stakeholders to enhance the County's working relationship with key stakeholders (municipalities, Western, CBRMR, Region 10, Community Foundation etc.) .LOIN A HIGH PERFORMANCE ORGANIZATION • Managing For Results: The County Manager has created an efficient business model ap- proach to managing the County. The new di- rector will need to learn, understand, adopt and promote this philosophy. • Supporting a Culture of Performance: The new Director of Community & Economic Develop- ment will play an integral role in continuing to shape a culture of performance within the or- ganization. • The County recently two national awards for excellence in two distinct program areas at the International City/County Management Asso- ciation Conference in Charlotte, North Caroli- na. • The Government Finance Officers Association awarded the County its Distinguished Budget Presentation Award in 2011, 2012, 2013, 2014 and 2015. • Many operating departments have won awards for excellence in their service areas. IDEAL CANDIDATE Education and Experience: • Bachelors and Masters in Planning, Public Administration, or related fields. • 10 plus years of public sector leadership and management experience. • 10 plus years of experience in managing complex development review systems. • Significant experience leading, managing and PRonimAN executing complex planning projects. • Proven experience obtaining grants and stakeholder support to fund projects. • Proven experience in negotiating complex development agreements. Necessary Knowledge, Skills and Abilities: • Proven senior leadership and management knowledge and skills. • Ability to quickly align resources and processes to achieve desired results. • Maintain and enhance complex relationship, both within and outside the organization. • Outstanding written and verbal communication skills. • Ability to successfully negotiate, facilitate, and mediate complex issues and resolve conflicts. • Ability to review, synthesize, and develop recommendations for complex development applications. • Ability to analyze, change, and enhance complex public processes to improve efficiency and customer service. • Ability to complete complex research projects and synthesize results to provide effective recommendations for policy makers. • Ability to plan and execute complex public engagement and communication plans. • Strong computer, web, and social media skills. • Ability to manage complex budgets. • Background and experience with GIS systems. • Understanding of Federal processes such as the National Environmental Policy Action, Endangered Species Act, flood plain management, Section 404 of the Clean Wate Act. 4IPage December 20, 2016 - Page 483 GUNNISON COUNTY, COLORADO • DIRECTOR OF COMMUNITY & ECONOMIC DEVELOPMENT Candidates may possess any combination of rele- vant education and experience that demonstrates their ability to perform the essential duties and re- sponsibilities. The ideal candidate will be commit- ted to excellent customer service. www.gunnisoncounty.org County COLORADO COMPENSATION & BENEFITS D $82,941 - $116,208 DOQ D Contract with 3 months of severance D Medical and dental coverage D Vacation is accrued based on length of ser- vice, and annual accumulation ranges from 80- 168 hours D Sick Leave: 8 hours for each month of service D 11 paid holidays D Dependent Care FSA D Medical, dental, and vision FSA D Life insurance D Supplemental Life and AD&D Insurance, in- cluding spouse and children D County 401(a) Retirement Program D 457 Deferred Comp Plan Match Program D Employee Assistance Program Gunnison County is an Equal Opportunity Employer. All qualified candidates are strongly encouraged to apply by August 21, 2016 (first review, open until filled). Applications, supplemental questions, resumes and cover letters will only be accepted electronically. To apply online, go to www.prothman.com and click on "submit your application" and follow the directions provided. Resumes, cover letters and supple- mental questions can be uploaded once you have logged in. PROTHMAN www.prothman.com 371 NE Gilman Blvd., Suite 310 Issaquah, WA 98027 206.368.0050 © 2016 Prothman. All Rights Reserved. 5IPage December 20, 2016 - Page 484 EXAMPLE OF INVITE LETTER -Prtonim,aw December 20, 2016 - Page 485 THE TOWN OF WES'T YELLowrroNE OPERATIONS MANAGER (TOWN MANAGER) $80,000 - $100,000 First Review: October 4, 2015 (Open Until Filled) Apply at www.prothman.com Dear Colleague, Prothman is currently recruiting for the Operations Manager position for the Town of West Yellowstone, Montana. We invite you to review the position details on the back page, and if you find that this position isn't right for you, could you please pass this on to other public sec- tor management professionals who may be ready for this next step in their career. Thank you for your consideration and help! The Prothman Company PROTNM.4N December 20, 2016 - Page 486 TOWN OF WEST YELLOWSTONE • OPERATIONS MANAGER WHY APPLY? West Yellowstone, Mon- tana, is the gateway to Yellowstone and Grand GA Fans Teton National Parks. ' Bordered on three sides by the Gallatin National Forest, West Yellow West Ye-Iliiwstonstone offers nearly limit- 1less recreational oppor- tunities with camping, hiking and fly-fishing in the warmer months and snowmobiling and Nordic skiing when the snow flies. This is an incredible opportuni- ty for a municipal management professional to work with a cohesive town council and lead a dedicated staff in a community surrounded by natural wonders and beauty! B HIngs THE COMMUNITY Located in the southwestem portion of Montana near the convergence of the states of Montana, Wyoming and Idaho, West Yellowstone is a small, close-knit town with a population of about 1,200 residents. As the west entrance to Yellowstone National Park, the town has over 3.5 million tourists visiting annually. Hotels, restaurants, and tourist -oriented recreation businesses provide the town's economic base. aar___�_ 1111;;;;er-i;m! .74444 'PM 74- 14111 4111110. West Yellowstone is famous for its outdoor recrea- tion. Often referred to as both the fly-fishing and snowmobile capital of the world, West Yellowstone also offers world-class Nordic ski trails, endless mo- torized and non -motorized forest service trails, camping opportunities, nearby lakes for boating, hunting access, and incredible opportunities to ob- serve wildlife. Other local attractions include the Grizzly Discovery Center, IMAX Theatre and Muse- um of the Yellowstone. Nearby attractions include Hebgen Lake, Henry's Lake State Park, and Hard- man State Park. THE TOWN The Town of West Yellowstone was incorporated in 1966. Departments include: Administration & Fi- nance, Court, Police, Parks & Recreation, and Public Works, which includes water and sewer service. The town contracts for Fire Services, IT, Attorney and Engineering/Planning services. In addition, the town has a number of mutual aid and service agreements with multiple county, state and federal agencies in the area. West Yellowstone has a current budget of $9.3 million and a General Fund budget of $3.9 mil- lion, and there are 27 FTE's. West Yellowstone utilizes a Charter Form of Govemment modeled after a Town Manager/Councr form of govemment. The Town Council is made up c five members serving staggered terms. The mayor is selected from within the five council members. Each of the current town council members has lived in West Yellowstone for more than 30 years. One of the members has served on the council for more than 15 years, another started his first term in January 2010, and the other three started their first term in January 2014. THE POSITION Under the direction and authority of the Town Council, the Operations Manager is responsible for the day-to- day professional administration of the town and di- rects, administers and coordinates the activities of various town offices, departments and boards in im- plementing the requirements of town ordinances and the policies adopted by the Town Council. The Oper- ations Manager acts as the Human Services Manag- er and is the town liaison with the various county, state and federal agencies in the area. Please visit www.prothman.com to review the detailed position profile and compensation pack- age. Also visit the Prothman Job Board at prothman-jobboard.com for this and other great opportunities! © 2015 Prothman. All Rights Reserved. PRorrrnMw December 20, 2016 - Page 487 Andersen & Associates A Tradition o1 Excellence Since 1972 December 12, 2016 Mayor Dave Chapin and Members of the Town Council Town of Vail 75 South Frontage Road West Vail, Colorado 81657 Via Email: kmiller@vailgov.com Dear Mayor Chapin and Members of the Town Council: 5800 Stanford Ranch Road Suite 410 Rocklin, California 95765 916.630.4900 Ralph Andersen & Associates is pleased to submit our proposal to provide executive search services to the Town of Vail, and we would look forward to working with the Town to recruit for the position of Town Manager. Since 1972, Ralph Andersen & Associates has served local governments and other clients. We have earned our reputation for excellence by providing services of exceptional quality, commitment to client objectives, and for producing results on time, on budget, as promised. Our mission and commitment to the Town of Vail is to provide the highest quality of search services in the industry as measured by the comprehensive nature of our search process, the caliber of candidates we present, and the success of those candidates in our client's organizations. We have all the advantages of a large firm — extensive resources, collective knowledge in our markets, and are an extremely capable, high performance 18 -member search team — with a long- term proven and verifiable track record of exceeding our clients' expectations. The combination of experience and diverse backgrounds gives the consultants at Ralph Andersen & Associates a comprehensive understanding of what it takes to build an effective organization; leadership, integrity, vision, fiscal acumen, transparency, superior interpersonal skills, and a strong commitment to service. The executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 44 years. With the reputation of Ralph Andersen & Associates you will have the opportunity to consider candidates located throughout the State of Colorado, the Western Region, as well as from across the United States. We are proud of how we market and represent our clients; all of the design, graphics, and printing of our marketing material is done in-house so we can control the quality and production timing. Sample recruitment brochures for the City of Flagstaff, Arizona City Manager recruitment; the City of Beverly Hills, California City Manager recruitment; and the City of Auburn, California City Manager recruitment are attached for your reference. To see additional samples of our recruitment brochures please visit the Career Opportunities page of our website at www.ralphandersen.com. www.ralphandersen.com December 20, 2016 - Page 488 I will be the Project Director for the recruitment of the Town's new Town Manager. We are prepared to put forth a dedicated and considerable effort using all of our resources to ensure that the position of Town Manager will represent the highest standards in the profession and continue to contribute to the Town of Vail's reputation as a high-performance organization which is focused on excellence. Thank you very much for your consideration of this proposal. We are ready to proceed upon notification of approval. You may reach me at (916) 630-4900 should you have any questions or need further clarification. Sincerely, Robert Burg Executive Vice President December 20, 2016 - Page 489 Andersen & Associates A Tradition o1 Excellence Since 1972 5800 Stanford Ranch Road Suite 410 Rocklin, California 95765 916.630.4900 Detailed Qualifications Attracting top talent has never been more complex and Ralph Andersen & Associates is highly qualified to assist the Town of Vail with recruiting its new Town Manager. We have conducted more successful executive recruitments than any other firm since 1972. From helping you to create a competency -based interviewing framework for your new Town Manager to assessing candidates and attracting top human capital, our search professionals offer an unparalleled depth of experience, national reach, and industry knowledge. The Town has requested our proposal to assist in the identification and recruitment of a highly qualified group of candidates for the new Town Manager. In particular, the Town is seeking a firm with the national reach and professional experience to clearly assess your organizational needs and formulate a strategy to deliver results. At Ralph Andersen & Associates, we believe that gaining a complete understanding of our client's specific objectives and priorities is essential prior to launching any search assignment. This process includes the identification and incorporation of a variety of important details such as the candidate's desired skills and experience as well as the critical "soft skills" related to temperament, personality, management philosophy, and other factors that will ultimately determine the candidate's "fit" with the organization. We therefore begin each search by working closely with your leadership, stakeholders, staff, and, when appropriate, your community to ensure a complete picture of the desired candidate pool is developed. Our team -oriented approach matched with this 360 -degree perspective means we ensure that a complete understanding of the organization's mission and culture translates into those specific traits and characteristics necessary to ensure the selected candidate is successful in the position. We understand that the Town expects aggressive, personalized outreach to identify a diverse and highly qualified applicant pool and a selection process that includes comprehensive candidate reports based on thorough reference and background checks. We will begin with fully detailed profiles of the desired candidate's characteristics and build a recruitment strategy that is tailored to meet your specific needs. The resulting outreach and advertising campaign will incorporate the extensive use of personal outreach to recruit a diverse and highly qualified group of candidates. Ralph Andersen & Associates has been providing practical, responsive executive search and management consulting services to the local public sector and related industries since 1972. With each new assignment, we earn our reputation as the nation's premier local government consulting organization. www . r a l p h a n d e r s e n. c o m December 20, 2016 - Page 490 Why Choose Ralph Andersen & Associates? Ralph Andersen & Associates is a California Corporation providing executive search and management consulting services since 1972. As such, the executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 44 years. Our substantial background and understanding of cities makes us ideally suited to represent the interests of the Town of Vail. We take a multi -disciplinary approach to executive search and the entire process. This is where Ralph Andersen & Associates sets itself apart: • There's always an entire team behind every assignment; • We take a multi -disciplinary approach to meeting our client's needs; and • We keep commitments, performing at a level that exceeds our client's expectations. Ralph Andersen & Associates serves a nationwide clientele through its Corporate Office in Sacramento (Rocklin), California. Our national staff of professionals and support staff include acknowledged leaders in their respective fields. Supplementing their extensive consulting backgrounds, our senior staff all have personal, hands-on executive experience in the operation of public agencies and private businesses. Range of Services Offered Ralph Andersen & Associates specializes in the following primary service areas: management consulting, human resources consulting, and executive search. • Management Consulting — Ralph Andersen & Associates helps organizations improve their performance potential with a range of management consulting services. The types of services provided by the firm include management and performance audits, organizational analyses, productivity improvement analyses, agency and service consolidation assessments, specialized financial management including debt restructuring and organizational problem solving. In addition to providing these services to entire organizations, the firm often conducts management consulting engagements that are focused in a specific service area such as public safety, city management, finance, public works, community development and other major service areas. Ralph Andersen & Associates treats every management consulting engagement as unique. This approach means we will assemble a consulting team comprised of consultants with the specific talents and experiences needed to successfully achieve the client's objectives. Our team of experienced consultants perform complex analyses and recommend solutions that are practical and most importantly, are capable of being implemented by our clients. • Human Resources Consulting — The firm provides a full range of contemporary human resources consulting including classification studies, compensation studies, benefits analysis, pay plan development, executive pay, and pay for performance. Key staff have proven success in working with labor groups and elected officials in identifying solutions and solving challenging problems. Services also include expert witness services for mediation and arbitration hearings. Our approach to consulting services is characterized by proven methods, extensive data collection, accurate analysis, and effective communication and messaging. • Executive Search—At Ralph Andersen & Associates, there's always an entire team behind every recruitment assignment that we undertake. Our multi -disciplinary approach takes the best ideas in executive recruiting and creates innovative ways to get the right candidates for clients. When you retain Ralph Andersen & Associates, you actually get an entire team's December 20, 2016 - Page 491 worth of support and expertise working together to achieve your organization's objectives. The firm has conducted executive searches for large and small organizations throughout the nation. In addition to conducting searches for city manager and other chief executive officer positions, Ralph Andersen & Associates has successfully completed searches in every area of municipal service. Ralph Andersen & Associates believes the most important element of a successful executive search is to listen carefully to what our clients are looking for in terms of candidate experience and qualifications. Using these client -focused guidelines, candidate identification is undertaken through marketing and personal outreach. Project Staffing The reputation of the search firm and personal commitment of the recruiters define the difference between the success and failure of any given recruitment. Ralph Andersen & Associates' search professionals are acknowledged leaders in the field and possess a broad range of skills and experience in the areas of local government management, executive search, and related disciplines. Only senior members of Ralph Andersen & Associates are assigned to lead search assignments, ensuring that their broad experience and knowledge of the industry is brought to bear on our clients' behalf. The Town of Vail will have Mr. Robert Burg, Executive Vice President of Ralph Andersen & Associates, as the Project Director. Mr. Robert Burg, Project Director Mr. Burg is the Executive Vice President of Ralph Andersen & Associates and is based in Northern California. As a senior executive, his area of concentration is on executive search and management consulting. His client base, as a retained consultant and high-level advisor, is focused on all facets of government, non-profit, and private enterprise. Mr. Burg has a total of 37 years of experience in the area of government. Mr. Burg has successfully completed some of the most challenging, complex recruitments in the United States. Mr. Burg has extensive leadership and consulting experience in both the public and private sectors. He has held senior administrative positions in organizations ranging in size from less than 100 employees to over 1,000. Mr. Burg has a Bachelor of Arts degree in Economics and a Masters of Business Administration with a specialty in Healthcare both from the University of Miami, Coral Gables, Florida. He has taught business management courses and lectured at several prestigious organizations. Assisting Mr. Burg (if needed) will be the following key members of our Search Team: Ms. Heather Renschler, President/CEO Ms. Renschler is the President/CEO of Ralph Andersen & Associates. Ms. Renschler has been with Ralph Andersen & Associates for more than 31 years. Ms. Renschler has overseen the recruitment practice of Ralph Andersen & Associates for the last 19 years and as a result, is often involved with recruitments on a national scale and those of a highly sensitive and critical nature. She is experienced at working in the field of city management and a wide range of other executive -level positions in the public sector. She is well versed in working with elected officials including city councils, county commissioners, and special districts in the recruitment and selection process. Her network of contacts and potential candidates is extensive and on a national scale. Prior to joining Ralph Andersen & Associates, Ms. Renschler had extensive private sector experience in the areas of construction management, health care, and public gwrf December 20, 2016 - Page 492 accounting. Ms. Renschler attended the University of Toledo and majored in Accounting and Journalism. After working as a consultant to the public sector, Ms. Renschler later obtained a Bachelor's degree in Public Administration from the University of San Francisco. Doug Johnson, Vice President Mr. Johnson is a Vice President with Ralph Andersen & Associates and has over 28 years of local government consulting experience. Mr. Johnson has over 15 years of experience with Ralph Andersen & Associates in addition to 13 years as President of Johnson & Associates, a human resources consulting firm. Mr. Johnson participates in all facets of the firm's recruitments and has extensive experience working with elected officials, public executives, staff members, labor organizations, and ad- hoc committees. He is the firm's expert in executive compensation and related matters and has served as an expert witness in arbitration/mediation proceedings. Mr. Johnson has a Bachelor's degree in Psychology from California State University, Sacramento. Mr. David M. Morgan, Senior Consultant Mr. Morgan, Senior Consultant with Ralph Andersen & Associates, brings more than 35 years of public sector leadership and experience to the firm. With a distinguished career as City Manager for the City of Anaheim, Mr. Morgan oversaw California's 10th largest city (population 336,265) for eight years (2001 — 2009). In his role as City Manager, Mr. Morgan was responsible for a full service city including implementing the policies established by the Anaheim City Council, overseeing the City's $1.3 billion budget, staff of 2,200 full-time and 1,000 part-time employees and shepherding the City's five-year $678 million Capital Improvement Budget. He had a lead role in working with professional sports teams and facilities as well as overseeing the City's Enterprise operations including the Convention Center and Electric and Water Departments. During his career with the City of Anaheim beginning in December 1974, Mr. Morgan worked in many City Departments. From 1993 through 2001, as the Assistant City Manager, Mr. Morgan directly oversaw the City's Finance, Human Resources, Information Systems, Audit, Intergovernmental Relations, Convention Center, Stadium, Arena, Parks, Recreation, Library, and Community Services operations. Since retiring from Anaheim he has taught at the Graduate level in Local Government Leadership and served as a consultant for local Government Agencies. Mr. Morgan holds both a Bachelor's and Master's degree in public administration from California State University, Fullerton. Mr. Morgan is a member of the International City/County Management Association, and served as a Board Member for the California City Management Foundation. He also has been an adjunct faculty member for the Graduate Center for Public Policy and Administration at California State University, Long Beach. Mr. James Armstrong, Senior Consultant Mr. James Armstrong is a Senior Consultant with Ralph Andersen & Associates. Mr. Armstrong brings more than 37 years of public sector experience to Ralph Andersen & Associates. Mr. Armstrong served as City Administrator, City of Santa Barbara (2001 to 2014) and retired just recently from public service in September 2014. During his tenure as City Administrator, he led the City through a number of significant events including the 2008-10 recession; the General Plan update; two major emergencies, the Tea Fire in 2008 and the Jesusita Fire in 2009; and the dissolution of the City's Redevelopment Agency in 2012. He was instrumental in the creation of the December 20, 2016 - Page 493 City's Neighborhood Improvement Task Force and the South Coast Task Force on Youth Gangs. The City also implemented a comprehensive performance measurement and tracking system under Mr. Armstrong's direction. Prior to his service in Santa Barbara, Mr. Armstrong served as City Manager in the California cities of Fullerton and Hanford. He also served as Assistant City Manager in Anaheim. He has a Bachelor's degree from UCLA and a Master's degree in public administration from California State University, Long Beach. Mr. Greg Nelson, Senior Consultant Mr. Greg Nelson, Senior Consultant, joined Ralph Andersen & Associates following a career of over 20 years in the public sector. Prior to joining Ralph Andersen & Associates, Chief Nelson served as Chief of Police for a Midwestern police department for a city of 34,000 residents where he was known for his progressive and principled leadership. Under his tenure, the city enjoyed double-digit reductions in crime, while increasing employee engagement, citizen satisfaction (amongst the highest in a national survey), and made drastic improvements in the labor- management climate. He created public-private partnerships that allowed for superior levels of service during budget shortfalls, while enhancing relationships with stakeholders in the community. Chief Nelson served in the United States Air Force/Air National Guard, where he held a Top Secret security clearance. He is a graduate of both the FBI National Academy and Northwestern University's prestigious School of Police Staff and Command. Chief Nelson has served on numerous executive boards covering all facets of law enforcement, especially those of a multi -jurisdictional nature. He has worked extensively with human rights and diversity groups and community organizations. Additionally, he has provided expert testimony for state and local legislative bodies. Chief Nelson holds a Master's degree in Public Administration from the University of Illinois - Springfield with graduate certificates in both Public Sector Labor Relations and Criminal Justice Education. He is a member of the FBI National Academy Associates, the International Association of Chiefs of Police, the National Public Employers Labor Relations Association, and the Society for Human Resource Management, and served on the executive board of the Illinois Association of Chiefs of Police. Chief Nelson is an adjunct faculty member for Nova Southeastern University in Ft. Lauderdale, Florida. Mr. Gary Peterson, Senior Consultant Mr. Gary Peterson, Senior Consultant, joined Ralph Andersen & Associates following a 26 -year career in the public sector. Prior to joining Ralph Andersen & Associates, Mr. Peterson served as a department head for a Bay Area city of 36,000 residents, where is known for his strong leadership and commitment to community engagement and collaboration. Under his leadership, his department implemented neighborhood engagement strategies and enjoyed a significant increase in citizen satisfaction. He improved relationships with other city departments that allowed for a whole -city approach to addressing community and customer service issues. Mr. Peterson holds a Juris Doctor from John F. Kennedy University, School of Law in Orinda, California. He also earned a Master's degree from California State University, Sacramento and a December 20, 2016 - Page 494 Bachelors of Arts in Sociology from the University of California, Riverside. He has been on several regional and state boards. Mr. Thomas Miller, Senior Consultant Mr. Thomas Miller is a Senior Consultant with Ralph Andersen & Associates. His client base as a retained consultant and high-level advisor is focused on local government. He has thirteen years of experience in the area of government, personnel management, and executive administration and has direct, hands-on hiring experience in public service leadership. Miller has held senior administrative and leadership positions in the City of Portland, Oregon providing financial, operational, administrative, and executive management in organizations ranging in size from less than 100 employees to more than 700. He routinely advised an elected board through significant legal, policy, and programmatic updates including senior personnel decisions. Mr. Miller has a Bachelor of Arts degree in Environmental Studies, Geography, and International Affairs from the University of Colorado, is an award-winning graduate of Lewis & Clark Law School in Portland, Oregon, and a member of the Oregon State Bar. He frequently lectures and advises law students and graduates on career choices in the public service arena. Paraprofessional and Support Staff Paraprofessional, graphics and support staff will provide administrative support to the consultant team on recruitment assignments. These may include Ms. Hannah Jones, Mr. Jeff McMurdo, Ms. Brianna Ham, Ms. Rachel Adams, Ms. Diana Haussmann, Ms. Christen Sanchez, Ms. Teresa Heple, Ms. Julie Wall, and Ms. Hillari Bynum. Experience Ralph Andersen & Associates has been providing executive search services to public sector clients for more than 44 years. Ralph Andersen & Associates has conducted the following recent Town/City Manager recruitments (2005 to Present): • Alexandria, VA — City Manager (2011) • Auburn, CA — City Manager (Current Search) • Beverly Hills, CA — City Manager (2010 and 2015) • Belvedere, CA — City Manager (Current Search) • Carlsbad, CA — City Manager (2014) • Carmel -by -the -Sea, CA — City Administrator (Backgrounds) (2016) • Carson City, NV — City Manager (2014) • Ceres, CA — City Manager (2005) • Charlotte, NC — City Manager (2016) December 20, 2016 - Page 495 • Chico, CA — City Manager (2007) • Cincinnati, OH — City Manager (2014) • Colma, CA — City Manager (2013) • Corte Madera, CA — Town Manager (2006) • Davis, CA — City Manager (2014) • Dublin, OH — City Manager (2014) • El Campo, TX — City Manager (2010) • Flagstaff, AZ — City Manager (2007) • Folsom, CA — City Manager (2006) • Fountain Valley, CA — City Manager (2013) • Grass Valley, CA — City Administrator (2007) • Greensboro, NC — City Manager (2012) • Healdsburg, CA — Assistant City Manager (2006) • Henderson, NV — City Manager (2015) • Huntington Beach, CA — Assistant City Manager (2013) • Indio, CA — City Manager (2010) • Irvine, CA — Assistant City Manager (2016) • Kingsburg, CA — City Manager (2013) • Lake Forest, CA — City Manager (Current Search) • Lathrop, CA — City Manager (2012) • Lawrence, KS — City Manager (2016) • Lincoln, CA — City Manager (2014) • Los Angeles, CA — City Administrative Officer (2008) • Los Banos, CA — City Manager (2016) • Manhattan Beach, CA — City Manager (2010) • Maricopa, AZ — City Manager (2007) December 20, 2016 - Page 496 • McKinney, TX Assistant City Manager (Current Search) • City Manager (2016) • Morgan Hill, CA — City Manager (2013) • Murrieta, CA — City Manager (2007) • New Braunfels, TX — City Manager (2005) • Oakland, CA — City Administrator (2011) • Pacific Grove, CA City Manager (2016) City Manager (Background) (2008) • Palm Desert, CA — City Manager (2016) • Petaluma, CA — City Manager (2007) • Port Hueneme, CA — City Manager (2006) • Portola Valley, CA — Town Manager (2012) • Reno, NV — City Manager (Current Search) • Riverside, CA — City Manager (2015) • Rocklin, CA — City Manager (2010) • Ross, CA — Town Manager (2012) • Rossmoor, CA (Golden Rain Foundation) — Chief Executive Officer (2007) • Sacramento, CA Assistant City Manager (Backgrounds) (2016) City Manager (On "hold" awaiting Mayor Elect in December 2016) • San Bernardino, CA — Interim City Manager (Backgrounds) (2008) • San Juan Capistrano, CA — City Manager (2015) • Sanger, CA — City Manager (2015) December 20, 2016 - Page 497 • Santa Barbara, CA City Administrator (2015) • Assistant City Administrator (2015) • Santa Rosa, CA • City Manager (2014) • Deputy City Manager (2015) • Sausalito, CA — City Manager (2007) • Shenandoah, TX — City Administrator (2005) • Simi Valley, CA — City Manager (2013) • Solana Beach, CA — City Manager (2015) • South Lake Tahoe, CA — City Manager (Background) (2012) • South Jordan, UT — Assistant City Manager (Current Search) • South Padre Island, TX — City Manager (2016) • Tehachapi, CA — City Manager (2008) • Tiburon, CA — Town Manager (2006 & 2015) • Ukiah, CA City Manager (2007) Technical Assistance on City Manager Recruitment (2015) • Upper Arlington, OH — City Manager (2011) • Watsonville, CA — City Manager (2015) • Waxhaw, NC — Town Manager (2015) • Windsor, CA — Town Manager (2012) • Yorba Linda, CA — City Manager (2013) December 20, 2016 - Page 498 Approach and Work Plan Work Plan We approach every search with a sense of excitement and urgency and we always "hit the ground running." That means that when the Town gives us notice to proceed, we kickoff the process immediately — working closely with the Mayor and Town Council, the leadership team of the Town, and others as requested, to identify the key characteristics and professional experience desired in the candidate pool. We believe strongly in providing timely client communications and while we will deliver regular status reports at each stage of the search, our consultants pride themselves in being highly accessible and responsive to all client requests and inquiries. Task 1 — Review Project Management Approach Mr. Robert Burg will be the Project Director on this search assignment. Mr. Burg will meet in person with the Mayor and Town Council and the Town's leadership team to discuss the project management for the search. The discussion will include a review of the work plan, confirmation of timing, and communication methods. Task 2 — Develop Position Profile The position profile for the Town Manager is the guide for the entire search process. The development of the profile includes the collection of technical information and recruitment criteria. Technical Information Mr. Burg will meet with the Town Council, Human Resources Director, and other appropriate individuals as may be necessary. The purpose of these meetings is to gain an understanding of the experience and professional background requirements desired in the Town Manager. These discussions will also help the search consultant gain an understanding of the work environment and the opportunities and challenges facing the Town. Recruitment Criteria The recruitment criteria are those personal and professional characteristics and experiences desired in the Town Manager. The criteria should reflect the goals and priorities of the Town. The Project Director will meet with the Mayor and Town Council, members of the Town's leadership team, and others as appropriate, to facilitate the identification and articulation of that criteria. Optional Services — The Town Council may desire obtaining input from the Community on the qualities they would like to see in the new Town Manager. To facilitate Community input, the Project Director will conduct one public meeting as well as offering the ability to submit comments through an on-line survey instrument. Additionally, our process will allow for email comments to Ralph Andersen & Associates relative to the desired qualities in the next Town Manager. December 20, 2 Pa.e 11 Subsequent to the development and adoption of the candidate profile, the technical information and recruitment criteria will be documented in an information brochure prepared by the search consultant. The brochure will be reviewed by the Town in draft format, revised as appropriate, and published for use throughout the search. Task 3 — Outreach and Recruiting This task is among the most important of the entire search. It is the focus of the activities of the search consultant and includes specific outreach and recruiting activities briefly described below. Outreach An outreach process including personal contact with potential candidates will be developed. An accelerated outreach and advertising campaign will be developed and will include the placement of ads in publications such as the Colorado Municipal League, the International City/County Management Association (ICMA), the National League of Cities, and other professional publications. Specific Internet sites related to government will be used as a method of extending the specific outreach in a short period of time. Additionally, the advertisement and the full text of the position profile (the recruitment brochure) will be placed on Ralph Andersen & Associates' website, which is accessed by a large number of qualified candidates. This method of outreach to potential applicants provides a confidential source that is monitored by many key level executives on an on- going basis. Candidate Identification Ralph Andersen & Associates will use their extensive contacts to focus the recruiting effort. In making these contacts, the search consultant will target those individuals who meet the criteria established. Each of the candidates identified through the recruiting efforts will be sent an information brochure. Candidates will also be contacted directly to discuss the position and to solicit their interest in being considered. Both the outreach and recruiting activities will result in applications and resumes from interested candidates. As they are received, resumes will be acknowledged and candidates will be advised of the general timing of the search process. The following tasks involve the actual selection process, once all resumes have been received. Task 4 — Candidate Evaluation This task will be conducted following the application closing date. It includes the following specific activities: Screening All of the applications will be carefully reviewed. Those that meet the recruitment criteria and minimum qualifications will be identified and subject to a more detailed evaluation. This evaluation will include consideration of such factors as professional experience, and size and complexity of the candidate's current organization as compared to the candidate profile. Preliminary Research and Internet Review The research staff of Ralph Andersen & Associates, under the direction of the Project Director, will conduct preliminary research and internet review for those candidates identified as the most qualified as a result of the screening process. This level of research December 20, 2016 - Page 500 will be done on a limited number of candidates to learn more about each candidate's public profile and related information that is available on the internet. Preliminary Interviews The Project Director will conduct preliminary interviews with the top group of candidates identified through the screening and preliminary research review processes. The interviews are extensive and designed to gain additional information about the candidates' experience, management style, and "fit" with the recruitment criteria. Interviews will be done using Skype or via telephone. No consultant travel for preliminary in-person interviews has been included in this proposal. The screening portion of the candidate evaluation process typically reduces a field of applicants to approximately five (5) to six (6) individuals. Those individuals will be reviewed with the Mayor and Town Council prior to proceeding with the individual interviews. Task 5 — Search Report After completing Task 4, the search consultant will meet with the Town Council and/or the Human Resources Director to review the search report on the top candidates. The report divides all of the candidates into four groups including 1) the top group of candidates recommended to be interviewed; and 2) a backup group to the first group. The search report will include candidate resumes. The results of the preliminary research and interviews will be provided in writing to the Town. This meeting will result in a confirmed group of top candidates for the Town Council to further consider. Task 6 — Selection The final selection process and the timing of the final selection will vary depending upon the desires of the Mayor and Town Council. The typical services provided by Ralph Andersen & Associates in the selection process are described briefly below. Mr. Burg will coordinate the selection process for the finalist group of candidates. This includes handling the logistical matters with candidates and with the Town. Mr. Burg will prepare an interview booklet that includes the resumes and candidate report (with interview comments, preliminary research, and other relevant information about the candidates). In addition, the booklet will contain suggested questions and areas for discussion based upon the recruitment criteria. Copies of the interview booklet will be provided in advance of the candidate interviews. The Project Director, Mr. Burg, will attend the interviews to assist the Mayor and Town Council through the selection process. This assistance will include an initial orientation, candidate introductions, and facilitation of discussion of candidates after all interviews have been completed. Additionally, verifications will be made on the top two (2) candidates and will include education verifications, Department of Motor Vehicle check, wants and warrants, civil and criminal litigation search, and credit check. The results of these verifications will be discussed with the Mayor and Town Council at the appropriate time. Reference checks will be conducted on the top candidate. The results of these reference checks will be discussed with the Mayor and Town Council at the appropriate time during a closed session. Mr. Burg is available to provide assistance to the Town in the final selection as may be desired. This assistance may include providing or obtaining any additional information desired to assist in making the final selection decision. December 20, 2016 - Page 501 a. 13 Task 7 — Negotiation Mr. Burg is available to assist the Town in negotiating an employment agreement with the selected candidate. This may include recommendations on setting compensation levels. Task 8 — Close Out After the Town has reached agreement with the individual selected for the position, the search consultant will close out the search. These activities will include advising all of the finalist candidates of the status of the search by telephone. Proposed Timeline Ralph Andersen & Associates will complete the search within 75 to 90 days from the execution of the agreement to the presentation of candidates. Negotiation with the top candidate will take an additional week or two after finalist interviews. We are prepared to begin this search upon verbal notification to proceed. A sample timeline is provided below. Month 1 Month 2 Month 3 Month 4 Search firm selected Consultant evaluates organization; position criteria established Candidates identified and screened Consultant interviews and conducts preliminary research Consultant recommends candidates; client selects finalists for interview Client -candidate interviews Preferred candidate selected; negotiations Town Manager hired Town Manager begins References At Ralph Andersen & Associates, we feel strongly that our past client relationships will attest to the professionalism of our services. We would be pleased to provide references upon the Town's request once Ralph Andersen & Associates is determined to be either the selected vendor or short-listed. December 20, 2016 - Page 502 r Sample Materials Sample Brochures The following recruitment brochures are provided for your review and reference. • City of Flagstaff, Arizona — City Manager • City of Beverly Hills, California — City Manager • City of Auburn, California — City Manager To see additional samples of our recruitment brochures please visit the Career Opportunities page of our website at www.ralphandersen.com. Sample Ad As requested, a sample recruitment advertisement is provided below. City of Charlotte City Manager CHARLOTTE The award winning City of Charlotte, North Carolina (population approximately 800,000) is recruiting nationally for a City Manager with a verifiable and highly successful track record of inclusive and transparent leadership in guiding an organization. Serving at the pleasure of the Mayor and an eleven -member City Council, the City Manager will work with an impressive leadership team and together oversee a capable staff of approximately 7,561 full time employees with a 2016/17 operating budget of approximately $2.54 billion. This position requires a Bachelor's degree and significant and relevant experience managing a city or county government with similar scope and complexities. A Master's degree is highly desirable. The selected individual must be a resident within the City of Charlotte within six months of the date of appointment. The successful candidate will receive a highly competitive salary with an excellent benefits package. Apply prior to July 29, 2016 by submitting a cover letter, resume, and 6 professional references to apply@ralphandersen.com. For confidential inquiries contact Robert Burg at (916) 630-4900. Detailed brochure available at www.ralphandersen.com. Ralph Andersen & Associates December 20, 2016 - Page 503 Sample Candidate Presentation Packet The candidate assessment tools prepared by Ralph Andersen & Associates are customized for each recruitment. However, the Town would expect to receive the following: • Review of Resumes Binder Listing of All Applicants showing name and current position Matrix of Experience for those candidates that are in the Highly Qualified group for an "at a glance" comparison of the top candidate's experience and qualifications Listing of applicants in the Highly Qualified group along with their cover letter and resume Listing of applicants in the Meets Minimum Qualifications group along with their cover letter and resume. Listing of applicants in the Lacks Minimum Qualifications group — no cover letters or resumes are provided • Interview Binder Interview Schedule Suggested Interview Questions Matrix of Experience For each finalist candidate: ✓ Cover Letter ✓ Resume ✓ Responses to Supplemental Questions/Writing Sample December 20, 2016 - Page 504 'a. • 16 Proposed Techniques to Identify Candidate Suitability Ralph Andersen & Associates has various methods to include an assessment or "right fit" with the Town of Vail. These assessment tools are tailored specifically to the position and are internet based. Cost for doing these assessments and the contractual agreement will be handled supplemental to this project. Depending on the choice of assessment tools used, Ralph Andersen & Associates may perform the services in-house (provided by members of our team) or outsource to another professional organization that has more depth in this field. December 20, 2016 - Page 505 Cost Total cost to the Town of Vail for professional services and expenses for a national search for the position of Town Manager will be a fixed fee of $38,850. Reimbursable expenses included in this fixed fee include such items as advertising, consultant travel (up to three (3) trips to the Town), clerical, graphics, research, printing and binding, postage and delivery, verifications and Internet and Lexis/Nexis searches on the top two (2) candidates, and long-distance telephone charges. Expenses will be billed based on actual incurred costs. Included in the fixed fee are up to two (2) days of stakeholder meetings, coordinated with the Project Director's first visit to the Town. If additional days of stakeholder meetings are needed, they will be billed supplemental to the contract at the rate of $2,500 per day plus travel expenses. Optional Services (Community Meeting / Survey) — Should the Town choose to conduct the Optional Community Meeting, the cost would be an additional $2,500 per day plus expenses. Public announcements or advertisements to promote the Community Meeting would be handled and paid for by the Town. An internet survey and summarized results would be conducted at no additional charge. Brochure — A full color brochure will be developed for the Town of Vail similar to the attached samples (City of Flagstaff, Arizona; City of Beverly Hills, California; and City of Auburn, California). All pictures will be the responsibility of the Town. Invoicing— The Town will be invoiced in 4 (four) equal payments. Progress payment for professional services and expense reimbursement will be due upon receipt. Exceptions — The Town will be responsible for all candidate expenses related to on-site interviews and consultant travel for in-person screening interviews (if desired) for selected finalist candidates. Ralph Andersen & Associates' Guarantee Ralph Andersen & Associates offers the industry -standard guarantee on our full search services. If within a one-year period after appointment the Town Manager resigns or is dismissed for cause, we will conduct another search free of all charges for professional services. The Town of Vail would be expected to pay for the reimbursement of all incurred costs. December 20, 2016 - Page 506 CITY MANAGER PAY MW Recruitment Services Provided by Ralph Andersen Er Associates 'he Opportunity Renowned for its natural beauty and outstanding quality of life, the City of Auburn is seeking a dynamic and accomplished City Manager to take the reins of one of the friendliest small cities in the State of California. Majestic views of the American River Canyon, vistas of the Sierra Nevada Mountains, wooded hills and ravines, and streams winding through small valleys characterize the gorgeous location of this community. Auburn's 7.5 square miles are home to a progressive, diverse, and civic -minded population of approximately 14,070 people. The ideal candidate will be a highly -skilled public administrator with a "can -do attitude," eager to contribute his/her creative and insightful leadership to help shape the future of this unique and charming community. ThP C1tV anal PPnir Located at the crossroads of Interstate 80 and Highway 49 (also known as the Golden Chain Highway), Auburn is the County Seat of Placer County as well as the home of the California Welcome Center. The City is located in the western foothills of the Sierra Nevada Mountain Range at elevations between 1,000 and 1,500 feet above sea level. Auburn's location provides the advantage of being above the valley fog and below the Sierra snow line. Emerging from the Gold Rush Era as a community with a strong historic character, Auburn serves as a growing economic center as well as a hub for a vast array of adventure and tourism opportunities. Auburn is situated 800 vertical feet above the confluence of the North Fork and Middle Fork of the American River. Home to the Auburn State Recreation Area, the site of more sporting endurance events than any place in the world, Auburn has proclaimed itself the Endurance Capital of the World. Residents share a love for the outdoors and enjoy an array of recreation activities in Auburn and Placer County that are abundant all year long and range from hiking and biking, horseback riding, rafting on rivers, to snowshoeing and skiing. The Auburn Municipal Airport serves approximately 188 aircraft daily bringing many visitors and business leaders to the area. The Auburn Airport Business Park has attracted and fostered impressive business success. World leading entrepreneurs in avionics, electronics manufacturing, and bioscience research, as well as regional distributors, solar energy developers, and motion picture producers have been attracted to this convenient and professional business hub. The City of Auburn with its scenic location and numerous economic, cultural, tourism, entertainment, and active lifestyle offerings is truly a great place to raise a family, live, work, and play. To learn more about the City, please visit www.auburn.ca.gov as well as the many links to additional community information. J-1 JLal CJkJ verrLmCL The City of Auburn is a general law city that operates under a City Council/City Manager form of municipal government. Five Councilmembers are elected at -large on a nonpartisan basis to staggered, four-year terms and the City Council selects a Mayor each year. The City Treasurer and City Clerk are elected positions with a 4 -year term of service. The next General Municipal Election for the City of Auburn will be held on Tuesday, November 8, 2016, to fill two seats on the Auburn City Council, as well as the elected seats for City Clerk and City Treasurer. 1 1 LC r VJit1O1 L Appointed by and working under the direction of the Mayor and the City Council, the City Manager serves as the City's Chief Executive Officer. The City Manager implements all City Council policy decisions; oversees the City budget ($11 million) and finances; and oversees delivery of City services including providing leadership and direction to department heads and other staff (total 66 City staff) providing a full range of services including business development, airport, building inspection, facility maintenance, community development, finance, human resources, fire, police, and public works, functions, programs, and activities. In addition, the City Manager engages the community, builds consensus, and facilitates partnerships with a wide variety of public and private sector stakeholders. Please refer to the Auburn organizational chart posted the Ralph Andersen & Associates website www.ralphandersen.com. As the liaison between City departments and the Council, the City Manager offers, insight, and expert analysis to assist the City Council in formulating and implementing short- and long-range goals for City growth and management. The City Manager interacts actively with the community, the Mayor, the Council, and other stakeholders in local government to ensure that the ongoing business of planning for the City of Auburn's future remains a highly inclusive and collaborative process. With a broad scope of professional expertise, the City Manager provides visionary Photo courtesy of Folsom Auburn Trail Riders Action Coalition leadership to support the development and management of multiple projects and partnerships designed to enhance economic growth, protect the environment, and strengthen neighborhoods. In general, the City Manager will work to improve City services and the quality of life for the people that live and work in Auburn. Challenges and V jJpIJ1 l Ul L1l1CJ Auburn is a dynamic, unique, and diverse community. The City Manager will play a key role in the continuously evolving and changing role of city government. In addition to day-to-day operations, other major issues and challenges include: • Improve City facilities and services Leverage City resources through grants and partnerships; Align City organization with the City's mission and core beliefs; Increase resident's understanding of City vision, goals, plans services, and programs as well as finance; and Have adequate financial resources to support defined services and service levels. Upgrade City infrastructure with capacity for growth Develop master plans for growth including the airport, wastewater, police, and fire. • Improve on interagency relations The iaeat L,anaiaa} The ideal candidate will be a decisive leader with a strong grasp of municipal finance, budgeting, labor, and operations. With broad experience negotiating the politics of local governance, the successful candidate will be a champion of inclusive, transparent, and customer service-oriented government. Possessing a genuine sense of humor and a friendly, open-door management style, the ideal candidate will lead by example and rapidly establish credibility and respect within and outside the organization. Passionate about public service, the ideal candidate will instill within the organization a spirit of continuous improvement, accountability, and uncompromising integrity. Quick to recognize and reward professional excellence, the successful candidate will engage and mentor staff, encourage calculated risk-taking and individual initiative, and provide opportunities for entrepreneurial thinking and collaborative problem solving. Able to connect and communicate with all levels of the organization and the community, the ideal candidate will be a confident and accomplished negotiator able to quickly assess options and offer "win-win" solutions. Acting as a consensus builder and creative problem solver, the ideal candidate will maintain active involvement in a wide variety of community and professional groups where he/she will identify and share up-to- date best practices and lessons learned. The successful candidate must have a proven track record and reputation for maintaining a constructive relationship between labor and management, and have California labor and negotiations experience. Business oriented and results driven, the successful candidate will identify, research, and recommend creative public-private partnerships, economic development opportunities, and operational improvement strategies. Ultimately, the successful candidate will bring a visionary, "big picture" perspective to City government — embracing the progressive and diverse fabric of the community and local environment to leverage the City's unique characteristics and enhance this widely -celebrated region's outstanding quality of life. www.auburn.ca.gov Qualifications Experience—Requires a minimum of seven years of progressively responsible administrative experience with at least five years as a department director. Extensive administrative and management experience (preferably as a City Manager or as an Assistant/Deputy City Manager) that clearly demonstrates the ability to lead the activities of a municipal government. Education — Possession of a four-year college or university undergraduate degree with major course work in public administration, business administration, management, or a closely related field. A Master's degree in public administration, business administration, or a related field is desired, but not required. Residency Requirement—Appointment to this position does not require residency within the City of Auburn. Compensation and Benefits The City of Auburn provides a highly competitive compensation package dependent upon experience and qualifications. Other benefits include paid leave, comprehensive insurance and retirement benefits, auto allowance, and negotiable relocation costs. The Selection Proce::_ This is a highly confidential process throughout the recruitment and evaluation stage. References will not be contacted until mutual interest has been established, and confidentiality will be maintained until the final candidate is selected. To be considered, candidates must submit a compelling cover letter, comprehensive resume, salary history, and six professional references via email to apply@ralphandersen.com. Apply by Friday, December 9, 2016. Only a select few — the most highly qualified candidates — will be invited to interview with the City Council. Should you have any questions regarding this position or the recruitment process, please call Mr. Robert Burg at (916) 630-4900. Confidential inquiries are welcomed. The City of Auburn is an equal employment opportunity employer and encourages all qualified individuals to submit an application for this exceptional career opportunit,is , 2016 - Page 510 CITY OF BEVERLY HILLS BEVERLY HILLS invites applications for the Position of CITY MANAGER f.4,77)-07eet Kecru itment Services Provided by KaIPh Andersen & Associates of 624 THE COMMUNITY OF BEVERLY HILLS The community of Beverly Hills is comprised of tree -lined neighborhoods and a vibrant commercial center that invite residents, shoppers and visitors with an array of opportunities to enjoy its charm and beauty. From outdoor and recreational activities in beautiful parks, to taking a leisurely stroll or shopping in an elite boutique, Beverly Hills is like no other city in America. Residents in upscale neighborhoods enjoy a small town atmosphere with easy access to shopping, businesses and restaurants. Sunday mornings awaken residents to a widely popular Farmer's Market with seasonal pro- duce, fresh cut flowers and other treasures. Local arts, music and theater complement the exceptionally high quality of life enjoyed by residents, local visitors and international tourists, alike. The Beverly Hills Library is located in the Civic Center Complex and is a focal point of the community. More than 50,000 individuals have library cards and public support for literary endeavors, charity events and the arts are strongly supported by residents. Spanning only 5.7 square miles, this exclusive community is bordered by the cities of Los Angeles and West Hollywood. Nighttime population is ap- proximately 36,000 yet swells to an estimated 250,000 — 290,000 during the daytime. Incorporated in 1914, Beverly Hills was known first as a residential enclave for Hollywood celebrities. Beverly Hills is renowned for its distinct environment, in part due to its master plan created in 1906 by one of the nation's most respected urban planners and landscape architects, Wilbur Cook. The sophisticated design of the City and its impressive neighborhoods, handsome shopping districts and tree -lined streets remain a model of successful urban planning. Today, the City continues to contribute regionally with important retail, entertainment, financial, and professional centers serving the growing greater Los Angeles and Southern California markets. The City has a rich history with the entertainment industry. Beverly Hills is home to agents, producers, and film libraries, as well as talent agencies, entertainment technology firms, and advertising companies. The Academy of Motion Picture Arts & Sci- ences is headquartered in Beverly Hills, and the west coast branch of the Paley Center for Media (formerly the Museum of Television & Radio) is also located in the City. The exclusive Rodeo Drive and its trendy shops and restaurants continue to draw customers and invite frequent celebrity sightings. The City benefits from high-end car sales, luxury hotels, financial services, and medical businesses. Additionally, the community is well served by the renowned Cedars -Sinai Medical Center, located in the adjacent City of Los Angeles. 4 COMMITMENT TO EDUCATION The Beverly Hills School District is among the top public school systems in the nation. The community embraces its school district with remark- able support, including a joint powers agreement through which the City contributes significant funds to the School District in exchange for the use of School District property. The School District is representative of the community's diversity. More than 50 languages are spoken by students as first languages. The five most prevalent languages are English, Farsi, Hebrew, Spanish and Korean. THE GOVERNING STRUCTURE As a General Law City, Beverly Hills is governed by five City Council - members elected for overlapping four-year terms. Every odd -numbered year either two or three members are elected at -large to serve four-year terms. Each March the Council chooses one of its members as Mayor and one as Vice Mayor. The Mayor is the presiding officer of the Council and serves in this capacity for one year. The community also elects a City Treasurer, who serves a four-year term. The City Council appoints the City Manager, City Attorney and City Clerk. The City Council employs the City Manager to carry out policies and to serve as executive officer for the City. THE CITY ORGANIZATION The City of Beverly Hills has a longstanding reputation for providing superior customer service to residents, businesses and visitors. This characteristic, combined with outstanding staff in all departments, has been a hallmark of success for this high performance organization. The municipal government provides the highest quality safety services, recreational facilities, municipal services and physical environment. With approximately 1,050 employees, the City is one of the two largest em- ployers within the incorporated city limits (the Beverly Hills Unified School December 20, 2016 - Page 512 PICTURES PROVIDED BY THE BEVERLY HILLS CONFERENCE AND VISITORS BUREAU District being the other). The employees work within nine departments in addition to the City Manager's Office. The Beverly Hills Police and Fire Departments are among the finest public safety agencies in the nation — and both are held in high regard and are a strong source of pride for the community. Response time is an enviable three minutes (or less) including emergency medical response. Currently, the Fire Department has three stations and is rated as a "Class 1" fire department by the Insurance Services Office. Additionally, the Building and Safety Division also holds a "Class 1" rating, making Beverly Hills one of two cities nationwide to achieve the top ranking in both categories. The proposed 2015-16 Budget is approximately $453 million for all funds, including a $198 million General Fund and a $55 million dollar budget allocated for capital projects. The City's total net positon (total assets less liabilities) was $827 million as of June 30, 2014, the majority of which is related to City facilities and infrastructure. The City carries a coveted AAA bond rating from all three rating agencies, which makes the City one of only a handful of cities nationwide to hold this rating. General Fund tax revenues are split relatively equally among Business, Property, Sales, and Transient Occupancy Taxes and represent 75% of all revenue in that fund. Total General Fund revenues for 2015-16 are projected to be $213 million. Assessed property values within the 3,646 acre incorporated area exceeded $24 billion in 2014. The City also operates five enter- prise operations: Water, Wastewater, Storm Drain, Parking and Refuse Enterprise Funds. The City of Beverly Hills actively participates in the Westside Council of Governments. Other local participants include the cities of Culver City, Los Angeles, Santa Monica, and West Hollywood, and the County of Los Angeles. OPPORTUNITIES AND CHALLENGES As a community, although largely built -out, Beverly Hills experiences ongoing development activity, expansive residential remodels and various degrees of business expansion. These topics continue to be of importance to residents especially in light of the potential of increased traffic and the impact on quality of life. There are significant transportation projects that will need to be carefully managed in the next few years. The quality of future development and the cost -benefits will need to be thoughtfully and strategically examined. The new State mandated water reduction goals are an emerging challenge. With an aging workforce and increasing number of pending retirees, succession planning within City Hall is another area of focus for the new City Manager. Also, labor relations are an important aspect of the City Manager's responsibilities, with the formidable task of dealing with nine different labor organizations represented throughout the city-wide organization. Managing escalating pension costs is also a priority. THE RESPONSIBILITIES OF THE CITY MANAGER The City Manager of Beverly Hills will oversee a universally acclaimed and prestigious world-class organization. The City Council invites experienced public sector managers and other accomplished executives qualified to provide executive leadership to a highly sophisticated, affluent and involved community to submit interest. Candidates should passionately believe in making a difference through public service and be sensitive to constituents that are extremely protective of guarding their outstanding quality of life. A key responsibility of the City Manager will be to continually enhance and improve communication through encouraging open dialogue and debate on all topics. This is an at -will executive position appointed by the City Council, serving at their pleasure. This recruitment has been initiated as a result of the retirement of Jeff Kolin, City Manager, following five years of service to the City of Beverly Hills. The City Manager is accountable for leading a dynamic and robust organization. Through a highly skilled executive team, the City Manager oversees a value -based organization that implements the City Council's prioritized short- and long-term strategies to accomplish the City's mission and vision. The City Manager carries out executive responsibilities in a highly visible, sometimes controversial and political environment. Operat- ing within broad general policy guidelines, the City Manager exercises substantial latitude and discretion, under the guidance of the City Council, to achieve effective and efficient utilization of City resources in serving the residents of Beverly Hills and other constituents. THE IDEAL CANDIDATE The ideal candidate will have a verifiable and highly successful career with a record of demonstrated leadership in guiding an organization. Priorities should include embracing best practices while providing a constructive culture to effectively and efficiently deliver its mission. With organization - wide support, candidates considered for this City Manager position will be expected to exemplify the best -of the -best principles with staff, elected and appointed officials, residents and other key stakeholders. The ideal candidate for the next City Manager of Beverly Hills will be an experienced executive that excels in the following areas and has the ability to: • Provide executive leadership that exceeds expectations; • Support the City Council in a respectful manner but one that is assertive when appropriate to assist in the development of policy; • Lead with integrity and unquestionable ethics; • Be intellectually smart, strategic and a forward thinker; • Inspire others to achieve and contribute at the highest levels of public service; of 624 W W W. B E V E R L Y H I L L S. O R G • Blend innovation and creativity with an entrepreneurial style; • Effectively incorporate a strong business sense and financial acumen to public service; • Be solution -oriented when addressing city-wide needs and pro- vide advice and counsel to the City Council regarding policy issues in a fair and unbiased fashion. In summary, the top candidate will excel in providing leadership to this dynamic, complex municipal organization. QUALIFYING EDUCATION AND EXPERIENCE Education — Candidates must have a bachelor's degree from an ac- credited college or university. A master's degree in public administration or business administration is preferred but not required. Experience — Experience as a City Manager or Assistant City Manager in an engaged, high quality of life, diverse, cosmopolitan city and knowl- edge of California local government is highly desirable. Desirable skills and experience include managing a dynamic city of high expectations for performance and responsiveness to the citizens, budgeting and financial management, economic development, sustainability, labor relations and negotiation, intergovernmental relations and community relations. The City Council reserves the right to select any combination of experi- ence, education and career history that will uphold the ideals and values of this organization and continue to provide the highest level of service to the City Council and the organization. The City Council will conduct interviews with the top tier of candidates. COMPENSATION The successful candidate will receive a highly competitive salary with an excellent executive benefit package that considers the candidate's salary history and track record of career success. The City Council will negotiate a mutually agreeable employment agreement with the selected candidate including assistance with moving and relocation, if appropriate. Further details on compensation may be obtained through Ralph Andersen & Associates. RESIDENCY Residency in the City of Beverly Hills is not required. TO BE CONSIDERED This is a confidential recruitment and will be handled accordingly throughout the various stages of the process. Candidates should be aware that references will not be contacted until mutual interest has been estab- lished. Candidates are encouraged to apply im- mediately, with the first review of resumes to begin on July 20, 2015. This recruitment is considered open until filled. Electronic submittals are strongly preferred via email to Ralph Andersen & Associates at apply@ralphandersen.com, and should include the following: • Compelling cover letter; • Comprehensive resume; • Salary history; and • Five (5) professional references. Ralph Andersen & Associates will work in concert with the City to con- duct the initial evaluation of submitted materials to determine the best overall match with the established criteria as outlined in this recruitment profile. Confidential inquiries welcomed to Dave Morgan or Heather Renschler, Ralph Andersen &Associates, at (916) 630-4900. Candidates are encouraged to further research the City of Beverly Hills' website at www.beverlyhills.org. Candidates are encouraged to further research the City of Beverly Hills' website at www.beverlyhills.org. The City of Beverly Hills celebrates and embraces diversity in the workplace. December 20, 2016 - Page 514 CITY of B[V[RLY HILLS 11 fe_c_ri— Cf;i- --e‘G Few communities in the world rival the City of Beverly Hills for the quality of life experienced by its 36,000 residents. Supported by superlative city services, excep- tional public safety, beautiful parks and its trend -setting commercial town center, Beverly Hills is universally acclaimed as one of the most prestigious municipalities in the world. The City Manager oversees a talented and dedicated workforce of approximately 1,050 (674 full-time and 370 part-time) in a full-service city that sets an enviable standard in local government. Beverly Hills delivers nationally recognized programs and services to residents, businesses and visitors. From top-rated public safety to stunning parkland and an impressive library system, the City fosters and nurtures a high quality of life that is uniquely Beverly Hills. The full range of city services and support are provided through the City Manager's Office (Policy and Management) and the following nine departments: • Administrative Services • Capital Assets • City Clerk • Community Services • Community Development • Fire • Information Technology • Police • Public Works Services December 20, 2016 - Page 515 CIVIC ENGAGEMENT Beverly Hills is a community that has a long history of encouraging civic responsibility and engagement. Actively involved citizens debate an array of initiatives with both passion and vigor. Residents are very protective of preserving "their unique community of Beverly Hills" and its small town atmosphere. This well-educated, vocal, and involved citizenry has extremely high expectations for access, transparency and responsiveness from both elected officials and the City Manager. This impressive amount of community involvement translates to a higher level of daily activity at City Hall and often focuses on quality of life issues. Key areas of interest to residents involve the broad spectrum of community development and land use projects, public infrastructure, parks and park improvements, code enforcement, traffic and transportation. Many public-spirited citizens of Beverly Hills freely give their time to assist and advise the City Council in the handling of the many difficult problems confronting the legislative body, and as a result, the City is supported by an impressive volunteer/civic infrastructure. The City Council appoints members of the commissions, and there is a wide array of other volunteer opportunities. Currently, the eleven Commissions include: Architectural Human Relations Charitable Solicitations Planning Cultural Heritage Public Works Design Review Recreation & Parks Fine Art Traffic & Parking Health & Safety December 20, 2016 - Page 516 Service at a Higher Elevation Announcing the Recruitment for the Position of City Manager ecrul men entices rovi e ly •ap n ersen ssocia es December 20, 2016 - Page 517 The Opportunity Renowned for its natural beauty and outstanding quality of life, the City of Flagstaff is seeking a dynamic and accomplished City Manager to take the reins of one of the most vibrant and attractive communities in the western United States. Nestled at the base of the San Francisco Peaks and surrounded by one of the largest pine forests on earth, Flagstaff's 64 square miles are home to a progressive, diverse, and civic -minded population of just over 57,000. Reporting to the Mayor and a six -member City Council, the City Manager oversees a staff of 809 and a combined budget of $227 million. The ideal candidate will be a highly -skilled public administrator eager to contribute his/her cre- ative and insightful leadership to help shape the future of this growing community. The City Surrounded by tall pines at the base of the spectacular San Francisco Peaks, the City of Flagstaff, Ari- zona, is the regional center and county seat for Coconino County. With a great variety in housing, employment, recreation, entertainment, education, and City ser- vices, Flagstaff is also home to Northern Arizona Uni- versity and hosts a number of scientific and high tech research and development industries. Local Government The City is operated under the Council/Manager form of government with an elected Mayor and six Council Members. The City Manager serves as the Chief Executive and is appointed by the Mayor and City Council. The City Manager is responsible for implementing the Coun- cil's policies and managing the City's day-to-day operations. Flagstaff has an overall 2007 budget of about $227 million including a current capital budget of approximately $108 million and an allocated staff of approximately 809. Residents of Flagstaff are civic -minded and are engaged in their community and their local government. The Position Appointed by and working under the direction of the Mayor and the City Council, the City Manager serves as the City's Chief Executive Officer. The City Manager implements all City Council policy decisions; oversees the City budget, finances, and delivery of City services; and provides leadership and direction to department heads and other staff, including Police, Fire, Public Works, Community Development, Utili- ties, and Management Services. In addition, the City Manager engages the community, builds consensus, and facilitates partner- ships with a wide variety of public and pri- vate sector stakeholders. Flagstaff is 146 miles north of Phoenix at an altitude of nearly 7,000 feet. With its proximity to Phoenix, Las Vegas, and other growing western cities, Flagstaff is a popular tourist destination and seasonal retreat. Serving as a gateway to Monument Valley, the Painted Des- ert, the Grand Canyon, and other attractions, the City welcomes over 5 million visitors a year. Throughout the year, there are art shows, festivals, live theater performances, and Native American arts and cultural exhibits. The City boasts its own orchestra, the Flagstaff Sym- phony Orchestra, as well as the world famous Lowell Observatory and Museum of Northern Arizona. Residents share a love for the outdoors and enjoy an array of outdoor sports including unlimited hiking and camping opportunities, hunting, fishing, as well as downhill and Nordic skiing. Likewise, residents share a common respect for and dedication to protect the environment. To- wards this end, the City has allocated considerable resources to a variety of environmental issues and local conservation efforts includ- ing a commitment to the Kyoto Accord and the U.S. Mayors Climate Protection Agreement, as well as an innovative initiative to establish the City's own Environmental Department. As the liaison between City departments and the Council, the City Manager offers institutional knowledge, insight, and expert analysis to assist the City Council in formu- lating and implementing short- and long- range goals for City growth and management. The City Manager in- teracts actively with the community, the Mayor, the Council, and other stakeholders in local government to ensure that the ongoing business of planning for the City of Flagstaff's future remains a highly inclusive and collaborative process. With a broad scope of professional exper- tise, the City Manager provides visionary leadership to support the development and management of multiple projects and partnerships designed to enhance economic growth, protect the environment, strengthen neighborhoods, and in general, improve City services and the quality of life for the people that live and work in Flagstaff. Challenges and Opportunities Major issues and challenges for the City Manager and City of Flagstaff include: » Economic Development — Creating high paying jobs through retention and expansion of existing businesses and attraction of new employers is the City Council's top priority. The City will be opening a business incubator in 2008 and a private developer is December 20, 2016 - Page 518 constructing a Science Park that includes 200,000 square feet of facility space. Both of these new facilities will be located on Mc- Millan Mesa next to the US Geological Survey's Flagstaff Center and will constitute a major high-tech center for northern Arizona. Affordable Housing — The City has implemented and is expand- ing its efforts to provide affordable workforce housing. The City Council considers this program to be essential to the commu- nity's success in economic development. Expanding the City's partnerships with the private sector, land trust, down payment loan program, and other tools for workforce housing are seen as one of the City Council's top priorities. Crime Reduction — Flagstaff has experienced a high incidence of property and other non-violent related crimes, following a trend seen throughout the State. Considerable progress has been made in reducing these crimes, but more needs to be done. Sustainability — The City is implementing a major effort to become a "Sustainable Community." The City Council has approved the Kyoto Protocol and will be working on a number of sustainable community programs that help address and maintain a high quality of life in the Flagstaff community. Maintenance and Expansion of Public Facilities — Pro- viding adequate funds to properly rehabilitate and maintain City office buildings, parks, community centers, pools, and other facilities is a critical need. The City is at its maximum capacity for office space and has leased private offices to meet current needs. Aquaplex — The City will be opening a 50,000 square feet recreation center in 2008. Consider- able planning is underway for the construction and operation of this center. The City Council wants to provide quality programs with adequate staffing at this facility. City, strengthening community and business partnerships, address- ing homelessness, developing future water resources, constructing the Rio de Flag drainage project, ensuring appropriate recreational activities for children as well as seniors of all abilities, and working re- gionally to build strong collaborative and cooperative northern Arizona community partnerships. The City is also committed to the challenge of filling positions available in the community now, making a more concerted effort to integrate immigrant and Native American popula- tions into the workforce meaningfully (there are five different Indian Nations in the area). The Ideal Candidate The ideal candidate will be a decisive leader with a strong grasp of municipal finance, budgeting, and operations. With broad experience negotiating the politics of local gover- nance, the successful candidate will be a champion of inclusive, transparent, and customer service oriented govern- ment. Possessing a genuine sense of humor and a friendly, open-door man- agement style, the ideal candidate will lead by example and rapidly establish credibility and respect within and out- side the organization. Passionate about public service, the ideal candidate will instill within the organization a spirit of continuous improvement, accountability, and uncompromising integrity. Quick to recognize and reward professional ex- cellence, the successful candidate will engage and mentor staff, encourage cal- culated risk-taking and individual initiative, and provide opportunities for entrepreneurial thinking and collaborative problem solving. Fire Protection — The City is implementing a major bond sup- ported program to construct four fire stations. These stations are being located to provide the best possible response times to serve the community's business and residential areas. Keeping this program on schedule is a major priority of the City Council. Other important issues and challenges include: smart growth, airport expansion, support of tourism and other business and community de- velopment while maintaining the character and livability of the City, continued upgrading of the City-wide IS systems, expanding access to broadband, updating of the area regional and general plans of the Able to connect and communicate with all levels of the organization and the community, the ideal candidate will be a confident and ac- complished negotiator able to quickly assess options and offer "win- win" solutions. A consensus builder and creative problem solver, the ideal candidate will maintain active involvement in a wide variety of community and professional groups where he/she will identify and share up-to-date best practices and lessons learned. Business oriented and results driven, the successful candidate will identify, research, and recommend creative public-private partner- ships, economic development opportunities, and operational im- provement strategies. Ultimately, the successful candidate will bring a visionary, "big picture" perspective to City government — embracing the progressive and diverse fabric of the community and local environ- ment to leverage the City's unique characteristics and enhance this widely -celebrated region's outstanding quality of life. December 20, 2016 - Page 519 Qualifications Experience — Extensive administrative and management experience (preferably as a City Manager or as an Assistant/Deputy City Manager) that clearly demonstrates the ability to lead the activities of a municipal government. Education — Possession of a four-year college or university undergraduate degree with major course work in public administration, business administration, management, or a closely related field. A Master's degree in public administration, business administration, or a related field is desired, but not required. Compensation and Benefits The City of Flagstaff provides a highly competitive compensation package and salary up to $182,846, dependent upon experience and quali- fications. Other benefits include paid leave, comprehensive insurance and retirement benefits, auto allowance, expense account, relocation costs, and temporary housing. The Selection Process Ralph Andersen & Associates will work with the City Council to screen and evaluate resumes to determine the appropriate match of education, professional experience, and credentials. Candidates will be required to present their own career history and credentials to highlight their ac- complishments and ability to lead this organization. Only the most highly qualified candidates will be invited for an on-site interview. Interested candidates can apply on-line at www.ralphandersen.com or send to apply@ralphandersen.com. Electronic submittals are preferred. Or submit via regular mail or fax to: Ralph Andersen & Associates 5800 Stanford Ranch Road, Suite 410 Rocklin, California 95765 Fax: (916) 630-4911 Apply Immediately. First review of resumes will take place on August 17, 2007. To be considered, candidates must submit a: Compelling cover letter and resume; Salary History; and Six (6) professional references. These should include two (2) supervisors, two (2) peers, and two (2) direct reports. The recruitment process will also involve on-site interviews with the City Council and may involve a professional panel to further evaluate the technical capabilities of candidates. Candidates may also be required to respond to supplemental questions to assess writing skills and demonstrate presentation skills through a mock oral presentation. References will not be contacted until mutual interest has been established. Confidential inquires are welcome to Robert Burg at (916) 630- 4900. The City of Flagstaff is an equal employment opportunity employer and encourages all qualified individuals to submit an application for this exceptional career opportunity. December 20, 2016 - Page 520 Proposal for Executive Recruitment Services Town Manager Town of Vail, Colorado December 2016 Strategic Government Resources Ron Holifield, CEO P.O. Box 1642 Keller, Texas 76244 214-676-1691 Ron@GovernmentResource.com December 20, 2016 - Page 521 SR December 13, 2016 Ms. Krista Miller Director, Human Resources/Risk Management Town of Vail, Colorado Dear Ms. Miller: Thank you for the opportunity to submit this proposal to assist the Town of Vail in your search for a new Town Manager. SGR is one of the top three local government executive recruitment firms in the nation and has the unique ability to provide a personalized and comprehensive recruitment to meet your needs. I would like to draw your attention to a few key items that distinguish SGR from other recruitment firms: • SGR has over 75,000 email subscribers to my weekly "10 in 10 Update on Leadership and Innovation" e -newsletter. • SGR will also send targeted emails to our database of over 4,000 city management officials. • SGR's website, where this position would be posted, receives over 23,000 local government official visitors each month, with over 210,000 page hits per month — more than any other local government search firm website in the nation. • SGR's job board (a separate website), where this position would also be posted, is the 2nd largest local government job board in the nation, with over 16,000 local government job seeker visitors each month, and over 1,200 jobs listed at any given time. • SGR is the only search firm with social media experts on staff, which provides a comprehensive social media marketing campaign that includes email, Facebook, Twitter, and Linkedln. The simple fact is that no other firm can touch our reputation for being trusted by both clients and candidates, and for successful long term placements. We are truly excited about the prospect of doing this recruitment for the Town of Vail. I look forward to discussing in more detail how we can help you select an exceptional Town Manager and am available to visit in person with you at your convenience. P.O. Box 1642 Keller, Texas 76244 817-337-8581 www.GovernmentResource.com December 20, 2016 - Page 522 Respectfully submitted, 2 Ron Holifield Chief Executive Officer Strategic Government Resources Ron@GovernmentResource.com Cell: 214-676-1691 December 20, 2016 - Page 523 Table of Contents Tab 1 Company Contact Information Tab 2 Company Profile Tab 3 Unique Qualifications Tab 4 Key Personnel for this Project Tab 5 Project Methodology and Timeline Tab 6 Project Cost Tab 7 Provision of Service Guarantee Tab 8 References Tab 9 Recent Executive Search Clients and Positions Recruited Tab 10 Unsolicited Feedback Tab 11 Sample Position Profile Brochure Tab 12 Sample Comprehensive Background Screening Report Tab 13 Sample DiSC Management Profile Report December 20, 2016 - Page 524 1 F 1 i Company Contact Information Contact Information for Binding Official / Primary Contact Cyndy Brown, Managing Director of Operations Strategic Government Resources Address: P.O. Box 1642, Keller, TX 76244 Office: 817-337-8581 Fax: 817-796-1228 Email: CyndyBrown@GovernmentResource.com Website: www.governmentresource.com Alternate Contact Ron Holifield, Chief Executive Officer Strategic Government Resources Address: P.O. Box 1642, Keller, TX 76244 Cell: 214-676-1691 Office: 817-337-8581 Fax: 817-796-1228 Email: Ron@GovernmentResource.com Website: www.governmentresource.com December 20, 2016 - Page 525 Company Profile Background Strategic Government Resources (SGR) was founded in 1999 and is fully owned by former City Manager Ron Holifield. Ron spent two high profile decades in city management, which included service as City Manager in several cities. He founded SGR for the express purpose of helping local governments be more successful by recruiting, assessing, and developing innovative, collaborative, authentic leaders. We specialize in executive recruitment, live training, online training, leadership development, assessments, consulting, and various other services geared to promote innovation in local governments. Mission & Core Values SGR's mission is to facilitate innovative leadership in local government. The simple fact is that in today's world of limited resources, local governments must innovate to survive. SGR has and continues to be a leader in spurring innovation in local government. SGR's core values are: Customer Service; Integrity; Philanthropy; Continuous Improvement; Flexibility; The Golden Rule; Collaboration; and, Protecting Relationships. Office Locations SGR's corporate headquarters is in Keller, Texas, in the Dallas/Fort Worth Metroplex. SGR also has virtual offices in: Arizona Colorado Florida Missouri Oklahoma Pennsylvania Texas Mesa Denver Kissimmee Gladstone Stillwater Philadelphia Abilene Lakeland Coppell Niceville Dallas Sarasota Granbury Greenville Lubbock Murchison Seabrook Sugar Land Executive Recruitment Team • Ron Holifield, Chief Executive Officer • Cindy Hanna, Managing Director of Recruitment • Melissa Valentine, Managing Director of Recruitment and Human Resources • Katherine Lindley, Recruitment Manager • Kristin Navarro, Recruitment Manager • Becky Welch, Recruitment Coordinator • Delena Franklin, Recruitment Coordinator • Sherry Green, Recruitment Coordinator December 20, 2016 - Page 526 Executive Recruitment Team (continued) • Tanya Loftis, Recruitment Coordinator • Muriel CaII, Research Manager • Andra Henson, Research Specialist • Doug Thomas, Senior Vice President • Bill Peterson, Senior Vice President - • Gary Holland, Senior Vice President - • Katie Corder, Senior Vice President - Executive Recruitment Executive Recruitment Executive Recruitment • Kirk Davis, Senior Vice President — Executive Recruitment • Larry Gilley, Senior Vice President — Executive Recruitment • Mark Boynton, Senior Vice President - Executive Recruitment • Marlin Price, Senior Vice President - Executive Recruitment • Mike Tanner, Senior Vice President - Executive Recruitment • Molly Deckert, Senior Vice President - Executive Recruitment • Ron Robinson, Senior Vice President - Executive Recruitment • Tommy Ingram, Senior Vice President - Executive Recruitment December 20, 2016 - Page 527 Unique Qualifications Marketing and Networking • SGR's 10 in 10 Update on Leadership and Innovation e -newsletter, where all recruitments conducted by SGR are announced, reaches over 75,000 subscribers. • SGR has a database of over 4,000 city management professionals. • SGR has formal collaborative partnerships with Maryland Municipal League, Ohio City/County Management Association, Missouri Municipal League, Oklahoma Municipal League, National Public Employers Labor Relations Association, Engaging Local Government Leaders, City Management Association of Oklahoma, and Texas Fire Chiefs Association. • SGR trains approximately 800 local government employees each month in live training classes. • SGR has almost 300 local government clients in over 40 states for our recruitment, training, and leadership development business lines combined. • SGR will be hosting its 2017 Annual Conference in January, 2017. This conference is designed specifically for local government professionals and features sessions that have been carefully chosen to enhance leadership development and encourage networking, all while focusing specifically on local government. For more information visit: https://www.governmentresource.com/SGR2017. Each executive recruiter has many years of experience in local government and a national network of relationships. The entire executive recruitment group works as a team to leverage their networks to assist with each recruitment. SGR team members are active on a national basis, in both local government organizations and professional associations. Many SGR team members frequently speak and write on issues of interest to local government executives. Only SGR can work all of the relevant networks as a peer and insider, resulting in better recruitment, better investigation, better intelligence, better information, and better final decisions. Comprehensive Needs Assessment SGR's executive recruiting services are unequaled. Our role is to find the candidate who is the best match for your organization. SGR devotes a tremendous amount of energy to understanding your organization's unique culture, environment, and local issues to ensure a great "fit" from values, philosophy, and management style perspectives. Finding qualified candidates is not difficult; the hard part is finding qualified candidates who are the right fit for your organization. A leading edge candidate and a safe harbor candidate often look the same on paper, but will have profoundly different impacts on your organization. Accessibility Your executive recruiter is accessible at all times throughout the recruitment process and can be reached by candidates or clients, even at night and on weekends, by cell phone or email. December 20, 2016 - Page 528 Responsive to You If a problem arises, or you have questions, you can count on SGR staff to be available, prepared, and prompt. Trust of Candidates SGR has a track record of remarkable confidentiality and providing wise counsel to candidates and next generation leaders; we have earned their trust. As a result, SGR is typically able to get exceptional prospects to become candidates, even if they have declined to become involved in other recruitment processes, because candidates trust SGR to assess the situation well, communicate honestly and bluntly, and maintain their confidentiality. Listening to Your Unique Needs SGR is more interested in listening than in talking. Some firms depend on their tried and true stable of reliable candidates. These firms do not really need to listen to the client because the recruitment will result in the same list of finalists, no matter the type of information they receive from the client. SGR devotes tremendous energy to actively listening to your organization and helping you define and articulate your needs. SGR does not just go through the motions and then provide you with a list of qualified names from a stable of regulars. We work hard to conduct a comprehensive recruitment that is unique to you. Recorded Online Interviews with Candidates SGR's unique online recorded interview process allows the search committee to see candidates in an interview setting prior to the finalist stage of the recruitment process, and without having to pay travel expenses. Comprehensive Media Reports One of the worst things that can happen for your organization is to be surprised by undisclosed information about a finalist, especially if the surprise comes in the form of a newspaper article that is found by your critics. SGR has never had a client embarrassed by surprises about a candidate. SGR produces a comprehensive media search report on each finalist candidate. Each Media Report is compiled from information gathered using our proprietary online search process. This is not an automated process, and produces far superior results than a standard Google search which is typically utilized by other recruitment firms. The report length may be as long as 350 pages per candidate and may include news articles, links to video interviews, blog posts by residents, etc. No other firm provides such comprehensive media reports. Comprehensive Background Investigation Reports SGR provides the most comprehensive background investigations in the industry, and we are the only recruitment firm to use a licensed private investigation firm for these services. Psychometric Assessments SGR uses the DiSC Management Profile psychometric assessment to provide a detailed understanding of how candidates will lead and manage an organization. The DiSC assessment report also provides valuable information regarding candidates' strengths and weaknesses. December 20, 2016 - Page 529 1 Recruitment Videos SGR offers the option of developing a custom video recruitment ad for posting on YouTube and linking to the video in other media sources. A sample SGR recruitment video for the City of Owasso, Oklahoma, can be viewed at http://bit.ly/OwassoOKCM. Equal Opportunity Commitment SGR strongly believes in equal opportunity. SGR does not discriminate and is careful to follow both the letter and the spirit of laws regarding equal employment opportunities and non- discrimination. More importantly, however, SGR believes that equal opportunity is an ethical issue. SGR quite simply will not enter into an engagement with an entity or organization that directs, or expects, that bias should, or will be, demonstrated on any basis other than those factors that have a bearing on the ability of the candidate to do the job. You can anticipate that SGR will make a serious and sincere effort to include qualified women and minority candidates in the finalist pool. Although SGR obviously cannot, and would not, guarantee the makeup of the finalist group, SGR does have relationships and contacts nationwide to encourage the meaningful participation of women and minority candidates. Value For a variety of reasons that are detailed in this proposal, SGR will provide the most cost- effective executive recruitment for your organization. Some firms low ball their price, and make up for it by reducing the amount of time they commit, or charging extra for additional time required. SGR gives you a fixed price, and we are with you until the end of the process regardless of how many hours are required. Emerging Leaders SGR has a unique and unparalleled reputation of engaging and mentoring emerging leaders and young professionals. We will utilize our frequent personal interaction with emerging leaders, as well as our entire team's social media networks, to market this position and to identify potential applicants. Five Way Guarantee SGR provides the strongest guarantee in the industry. 1. Our price is our price. You will never be charged an additional fee because we need to come to another meeting or spend extra time. 2. You always have 24/7 cell phone and email access to the executive recruiter and SGR's CEO. 3. If you do not find the right candidate, we will start the process over with no additional professional fees. 4. If we place a candidate, that we have fully vetted through the SGR recruitment process, who stays less than two years, we will conduct the recruitment again with no additional professional fees. If the Organization circumvents SGR's recruitment process and selects a candidate that did not participate in the full recruitment process, this guarantee is null and void. 5. If we place a candidate with you, we will not directly solicit them for another job. December 20, 2016 - Page 530 e } Key Personnel for this Recruitment Mike Tanner, Senior Vice President - Executive Recruitment Mike Tanner became part of the SGR team in October 2013. He has 35 years of Texas municipal government experience. During 31 of those years, Mike served as the city manager of Portland, West University Place, Flower Mound, Universal City and Ingleside. He is recognized for the practice of governance, strategic planning, growth management, organizational development and customer service. Mike received his BA from the University of Texas in 1976 and his MPA from Southwest Texas State University in 1978. Ron Holifield, CEO Ron Holifield is the Founder and CEO of SGR. He previously served as Assistant City Manager in Plano, Texas as well as City Manager in Garland, DeSoto, Farmersville and Sundown, and on the City Manager's staff in Lubbock. In 1996, he left city management and purchased Government Relations Specialists which he grew into the 49th largest lobby firm in Texas, before selling it to an employee. In 1999, Ron founded Strategic Government Resources to specialize in facilitating collaboration among local governments, with a particular emphasis in employee training and development of next generation leaders. He has grown SGR into the largest private sector training company that specializes in leadership, management and customer service for local governments in the nation. He is a frequent speaker at state and national conferences and remains high profile in the city management profession. Ron holds a Bachelor of Arts in Government from Abilene Christian University and a Master's in Public Administration from Texas Tech University. December 20, 2016 - Page 531 Mike Tanner Resume — December 2016 Strategic Government Resources, P.O. Box 1642, Keller, Texas 76248 Cell: 361-813-3707, MikeTanner@GovernmentResource.com PROFESSIONAL HISTORY Strategic Government Resources — Senior Vice President, Executive Recruitment 2013 to Present • Manage executive level recruiting and selection processes for national executive search firm. Work directly with local government elected councils, professional staff, and prospective executives to match the right candidate with the right opportunity. City of Portland, Texas — City Manager 1996 2013 Directed 155 employees (F/P/S) with $20,341,203.00 annual operating budget and $15,610,750.00 capital budget during final fiscal year. Major achievements follow: • Transformed under -performing municipality into model for small city government in South Texas (committed city council to "modified" Carver Policy Governance Model, choreographed meetings/workshops, reorganized advisory bodies, implemented continuous strategic planning process, utilized performance based budgeting, implemented comprehensive customer service program, adopted regulatory - compliant comprehensive plan, adopted economic development incentive guide, enacted unified development ordinance, implemented capital facilities plan, etc.). • Reorganized city government to increase efficiency and improve overall effectiveness (privatized sanitation services, privatized emergency medical services, privatized new construction plan review/inspections, privatized economic development services, replaced a volunteer fire department with a professional fire department, expanded police department, created full-service park and recreation department, etc.) • Employed 54 fewer full-time employees "on average" than comparable size Texas cities despite an expanded and high-quality service menu (direct and indirect savings during final fiscal year were estimated to be $4,072,525.00). • Improved overall financial position (the city that wasn't sure it could afford to install basketball goals in the new Community Center gym in 1996, had reserves that totaled $9,365,961.00 during final fiscal year), gained GFOA recognition (budget and CAFR) and secured 5 separate bond rating upgrades. • Directed or coordinated approximately $100,000,000,00 in capital improvements (City Hall, Police Station, Community Center, Fire Station No. 2, Public Works Center, Senior Services Center, Wastewater Treatment Plant, 4 water storage tanks, 2 water pump stations, 18 sanitary sewer lift stations, multiple sports complexes, December 20, 2016 - Page 532 Mike Tanner Page 2 of 4 4 additional major parks, Aquatics Center, Festival Site, Skate Park, thoroughfare improvements, major drainage improvements, water line replacement, and sanitary sewer line replacement, etc.). • Successfully recruited major businesses (Super Wal-Mart, Academy Sports, Movie Theater, etc.) and played significant role in recruitment of nearby industry ($700,000,000.00 Voestalpine steel processing plant, $1,400,000,000.00 Tianjin Pipe Corporation -America steel pipe plant and $10,000,000,000.00 Chenier liquefaction plant). • Effectively mitigated 1,500 to 2,000 population decrease when Naval Station Ingleside closed (Redeployment began in 2009 and was completed in 2010). City of West University Place, Texas — City Manager 1990 to 2013 Directed 150 employees (F/P/S) with $12,704,180.00 annual operating budget. Major achievements follow: • Reorganized city government to increase efficiency and improve overall effectiveness (closed sanitary landfill, modified sanitation services, privatized park/grounds maintenance, privatized facility maintenance, etc.) • Improved overall financial position and secured 2 bond rating upgrades • Developed and implemented Comprehensive Municipal Facility Improvement Plan as well as Comprehensive Park Development Plan • Developed and implemented $86,000,000.00 "High Impact" Infrastructure Replacement Program (every street, water line and sewer line in "West U" has since been replaced) • Directed $20,000,000.00 in miscellaneous capital improvements (street, drainage, sanitary sewer, water, public works center, park and recreation facility projects) • Directed city charter review and amendment • Converted sanitary landfill to "pay to play" golf course Town of Flower Mound, Texas — Town Manager 1987 to 1990 Directed 111 employees (F/P) with $9,200,000.00 annual operating budget. Major achievements follow: • Reorganized town government to accommodate unprecedented growth (20 to 25% annual), increase efficiency and improve overall effectiveness • Increased General Fund Reserve from $256,799.00 to $1,400,000 in one year and secured a bond rating upgrade following Wall Street/rating agency presentations. Secured one additional bond rating upgrade later. • Successfully negotiated major developments and mediated disputes in transition areas. • Expedited Farm to Market Roads 1171 and 2499 (financed TxDOT engineering costs, secured additional rights-of-way and negotiated necessary zoning changes) December 20, 2016 - Page 533 Mike Tanner Page 3 of 4 • Directed $10,000,000.00 in capital improvements (Wastewater Treatment Plant expansion and street improvements) City of Universal City, Texas — City Manager 1983 to 1987 Directed 95 employees (F) with $4,800,000 annual operating budget. Major achievements follow: • Reorganized city government to increase efficiency, improve effectiveness and overall financial position • Directed construction of new Municipal Building, Central Fire Station, Public Works Center improvements and Animal Shelter without raising ad valorem tax rate, utility rates or fees • Enacted comprehensive zoning ordinance that promoted negotiated land use and development • Promoted Universal City industrial sites in Los Angeles Metro Area and San Francisco Bay Area City of Kingsville, Texas — Director of Planning and Community Development 1980 to 1983 Directed multiple departments (Planning, Building and Community Development), activities and special projects. Major achievements follow: • Improved image and customer service of departments • Developed, implemented and administered new Subdivision Ordinance • Wrote or administered Coastal Environmental Impact Program, Main Street U.S.A. and Urban Development Action grants • Coordinated Hurricane Allen debris removal • Coordinated downtown holiday decoration City of Ingleside, Texas — City Manager 1978 to 1980 Directed 60 employees (F/P) with $2,041,000.00 annual operating budget. Major achievements follow: • Directed home -rule process that established council-manager form of government (first city administrator and city manager) • Reorganized city government to increase efficiency, improve effectiveness and overall financial position • Developed as well as implemented new subdivision ordinance, zoning ordinance and building codes • Promoted industrial development of Intercoastal Waterway sites via the construction of water lines and storage • Constructed first city swimming pool. December 20, 2016 - Page 534 Mike Tanner Page 4 of 4 EDUCATION • Southwest Texas State University — Masters, Planning Administration • University of Texas — Bachelor, Government Major AFFILIATION AND MEMBERSHIP • Texas City Management Association : Full Member (former member of Board of Directors, former Chairman of Member/Public Relations Committee, former Vice -Chairman of Ethics Committee, former Regional President, statewide mentor of new city managers and former statewide speaker: strategic planning and performance measurement. December 20, 2016 - Page 535 Project Methodology SGR provides a comprehensive scope of executive recruitment services, and each executive recruitment service contract is tailored to meet the client's specific needs. However, a full service recruitment typically entails the following: 1. Organizational Inquiry and Analysis • Outline Project Plan and Timeline • Individual Interviews with Search Committee/ Key Personnel/ Community Leaders (if desired) • Development of Position Profile and Professional Production of Brochure 2. Advertising and Recruitment • Ad Placement • Recruitment Video (optional) • Social Media and Marketing of Position • Ongoing Communication with Applicants and Prospects 3. Initial Screening and Review • Management of Applications • Evaluation and Triage of Resumes • Search Committee Briefing to Facilitate Selection of Semifinalists 4. Evaluation of Semifinalist Candidates • Personal Interaction with Semifinalist Candidates • Written Questionnaire • Recorded Online Interviews • Media Search Stage 1 • Semifinalist Briefing Books • Search Committee Briefing to Select Finalists 5. Evaluation of Finalist Candidates • Comprehensive Media Search Stage 2 • Comprehensive Background Investigation Report • DiSC Management Assessment • Finalist Briefing Books • Press Release (if desired) • Stakeholder Engagement (if desired) 6. Interview Process • First Year Game Plan (if desired) • Conduct Interviews • Deliberations • Reference Checks 7. Negotiations and Hiring Process • Determine the Terms of an Offer • Negotiate Terms and Conditions of Employment • Transition Strategy 8. Post -Hire Team Building Workshop (supplemental service, if desired) . I -OPT Team Building Workshop December 20, 2016 - Page 536 Step 1: Organizational Inquiry and Analysis In the Organizational Inquiry and Analysis Stage, SGR devotes tremendous energy to understanding your organization's unique culture, environment, and goals to ensure you get the right match for your particular needs. Outline Project Plan and Timeline SGR will meet with the client at the outset of the project to finalize the recruitment plans and timeline. At this time, SGR will also request that the client provide additional information about the community, organization, and position. Information requested will include general information and available resources about the community, school district, economic vitality, political leadership, organization, strategic plan, governing body goals and objectives, budget information, major projects, job description, salary range, benefits package, etc. Individual Interviews with Search Committee and Key Personnel (if desired) Fully understanding your organizational needs is the most critical part of conducting a successful executive recruitment. SGR conducts individual interviews with the Search Committee, key staff, and/or direct reports to find out more about the position, special considerations, and the political environment. These interviews last approximately 30 minutes to one hour each and identify individual issues that may affect the dynamics of the recruitment, as well as develop a composite understanding of the organization's preferences. This process helps with organizational buy -in and will assist us in developing the Position Profile as we look for any significant staff issues or major disconnects that may not otherwise be apparent. Development of Position Profile Brochure Following the individual interviews and internal analysis, SGR will develop a draft Position Profile Brochure that is reviewed and revised in partnership with your organization until everyone agrees it accurately reflects the sought-after leadership and management characteristics. A sample brochure is included with this proposal document. Step 2: Advertising and Recruitment The Advertising and Recruitment stage includes ad placement, email distribution of the Position Profile, responding to inquiries about the position, and ongoing communication with applicants and prospects. Ad Placement/ Social Media and Marketing of Position The Executive Recruiter and client work together, to determine the best ways to advertise and recruit for the position. Ads are typically placed in various state and national publications, targeting the most effective venues for reaching qualified candidates for that particular position. SGR's preferred strategy is to rely on email distribution of the Position Profile brochure to key opinion leaders and potential prospects across the country. The position will be announced in our "10 in 10" e -newsletter, which reaches over 75,000 local government professionals, in December 20, 2016 - Page 537 addition to a targeted email announcement to specific professional categories and/or areas of the country. By utilizing an email distribution strategy, these brochures tend to "get legs" of their own, resulting in a very high penetration rate at minimal cost. SGR will utilize Facebook, Twitter, personal phone calls, personal emails, Linkedln, Instagram, and Pinterest to promote the position. This communication is both to solicit high potential candidates and to encourage key local government professionals to share information within their professional circles. Recruitment Video SGR offers the option of developing a custom video recruitment ad, which can be posted on YouTube and linked to other media sources. It is estimated that job postings with video icons are viewed 12 percent more than traditional job postings, and that the job application rate increases by an average of 34 percent when video is added. A sample SGR recruitment video for the City of Owasso, Oklahoma, can be viewed at: http://bit.ly/OwassoOKCM. Ongoing Communication with Applicants and Prospects SGR communicates with all applicants on a frequent and ongoing basis to ensure applicants stay enthusiastic about the opportunity. Outstanding prospects often will not submit a resume until they have done considerable homework on the available position. A significant number of inquiries will be made, and it is essential that the executive search firm be prepared to answer those questions with fast, accurate, and complete information, and in a warm and personal manner. This is one of the first places a prospective candidate will develop an impression about organization, and it is an area in which SGR excels. SGR also utilizes Google Alerts for each client organization and provide updates to our Executive Recruiters and applicants of any references made regarding the client organization in various media outlets. Step 3: Initial Screening and Review This stage of the executive recruitment involves managing the flow of resumes, and screening and evaluating resumes. Management of Applications Handling the flow of resumes is an ongoing and significant process. On the front end, it involves tracking resumes and promptly acknowledging their receipt. It also involves timely and personal responses to any questions or inquiries. Evaluation and Triage of Resumes SGR uses a triage process to identify high probability, medium probability, and low probability candidates. The triage ranking is focused on overall assessment based on interaction with the applicant, qualifications, any known issues regarding previous work experience, and evaluation of cultural fit with the organization. In contrast with the triage process described above, which focuses on subjective assessment of the resumes and how the candidates present themselves, we also evaluate each candidate to December 20, 2016 - Page 538 make sure that the minimum requirements of the position are met, and which of the preferred requirements are met. This sifting process assesses how well candidates' applications fulfill the recruitment criteria outlined in the Position Profile. Search Committee Briefing / Selection of Semifinalist Candidates At this briefing, SGR will provide a comprehensive progress report via PowerPoint presentation and will facilitate the selection of approximately 8-12 semifinalists. The presentation will include summary information on the process so far, the candidate pool overall, and any trends or issues that have arisen, as well as a briefing on each candidate and their credentials. No other firm offers this level of reporting detail and transparency. Step 4: Evaluation of Semifinalist Candidates Reviewing resumes is an important and valuable step in the executive recruitment process. However, the simple fact is that resumes can be misleading. They tell you nothing about the individual's personal qualities or his/her ability to get along with other people. Resumes can also exaggerate or inflate accomplishments or experience. SGR's responsibility is to go more in- depth than the resume to ensure that those candidates who continue in the process are truly outstanding. Personal Interaction with Semifinalist Candidates SGR's goal is to have a clear understanding of the person behind the resume and what makes him/her an outstanding prospect for you. The evaluation of semifinalist candidates includes follow-up by phone when appropriate to ask any questions about underlying issues. Written Questionnaire SGR will ask semifinalist candidates to complete a comprehensive written exercise designed to provide greater insight into candidate thought processes and communication styles. SGR's written instrument is custom-designed around the priorities identified by the Search Committee and usually includes about 20 questions focusing on 5-6 key areas of particular interest to the client. This written instrument will be included with the semifinalist briefing book with the cover letters and resumes. Recorded Online Interviews SGR offers recorded online videos of candidates answering pre-recorded questions. This provides a very insightful, efficient and cost effective way to gain additional insights to utilize in selecting finalists you want to come in for live interviews. The online interviews allow the Search Committee to evaluate technological competence, demeanor, verbal communication skills, and on -camera presence. Online interviews also convey to candidates that the organization is using leading edge technology in its business processes and provide an opportunity for the Search Committee to ask candidates questions on specific topics of special interest. Online interviews are emailed to the Search Committee for viewing prior to selection of finalist candidates. December 20, 2016 - Page 539 Media Search Stage 1 Stage 1 of our media search involves a comprehensive review of all newspaper articles on the candidate in major news outlets within the previous two years. These media reports at the semifinalist stage have proven helpful by uncovering issues that were not previously disclosed by prospective candidates. The Executive Recruiter will communicate any "red flags" to the Search Committee immediately upon discovery. Search Committee Briefing / Selection of Finalist Candidates Prior to this briefing, SGR will provide each member of the Search Committee with a briefing book on the semifinalist candidates. The briefing book will include written questionnaires, online interviews, and any additional information obtained about the candidate. The purpose of this briefing is to facilitate narrowing the list to 4-6 finalists who will be invited for personal interviews. Step 5: Evaluation of Finalist Candidates Once the finalists have been selected, SGR will coordinate with you to schedule interviews. Comprehensive Media Search Stage 2 These Stage 2 Media Reports are compiled by utilizing our proprietary media search process including variations of the candidates' names and states/cities in which they have lived or worked, and searches of local papers where the candidates have lived or worked. We also search social media sites. The Media Reports typically range from 20-300 pages per candidate and may include news articles, links to video interviews, blog posts by residents, etc. The Media Reports are put into an easy -to -read format and recorded onto flash drives for the Search Committee. The candidate's name is highlighted each time it appears. These media reports have proven helpful to Search Committees by uncovering issues that were not previously disclosed by candidates and that would likely not have been discovered through an automated search or Google search, typically used by other recruitment firms. The Media Reports also give the Search Committee an overview of the type and extent of press coverage that a candidate has experienced over the course of his/her career. Comprehensive Background Investigation Reports Through SGR's partnership with FirstCheck, a licensed private investigations company, we are able to provide our clients with comprehensive background screening reports that include detailed information such as: • Social Security number trace • Address history • Driving history/motor vehicle records • Credit report • Federal criminal search • National criminal search • County wants and warrants December 20, 2016 - Page 540 • Global homeland security search • Sex offender registry search • State criminal search (for current and previous states of residence) • County criminal search (for every county in which candidate has lived or worked) • County civil search (for every county in which the candidate has lived or worked) • Education verification A sample Background Investigation Report is included with this proposal document. Assessments (DISC Management Profile) It is critical for you to know as much as you can about your new executive before hiring him/her. Historically, employers have depended upon resumes, references, and interviews as sources of information for making hiring decisions. In practice, these sources have often proved inadequate for consistently selecting successful employees. The use of assessments has become essential for employers who want to place the right people in the right positions. SGR uses a DiSC Management assessment tool, which is among the most validated and reliable personal assessment tools available. The DiSC Management Profile analyzes and reports comprehensively on the candidate's preferences in five vital areas: management style, directing and delegating, motivation, development of others, and working with his/her own manager. Press Release (if desired) Until you have "sealed the deal," you need to be cautious in order to avoid the embarrassment of a premature announcement that does not work out. You also want to try to notify all senior staff and unsuccessful candidates before they read about it in the newspaper. SGR will assist with this coordination and with drafting any announcements or press releases. Stakeholder Engagement (if desired) At the discretion of the Search Committee, we will work closely with your organization to engage stakeholders in the recruitment process. Our recommendation is that we design a specific stakeholder engagement process after we learn more about the organization and the community. Different approaches work best in different communities. Below is an array of options we have used in the past, but we will collaborate with your organization to determine which option, or combination of options, will be the most effective for the unique needs of the organization. • Interviewing community leaders at the outset of the recruitment; • Holding a public forum for citizen engagement at the outset of the recruitment; • Facilitating a Q&A series in the local newspaper with finalist candidates. This would run a week or two prior to the interviews; • Utilize a citizen committee to conduct the early stage candidate screening and then turn over a semifinalist list to the City Council (if applicable); • Community leader reception; • Meet and greet; • Search Committee and key community leader dinner meeting; December 20, 2016 - Page 541 • "Round Robin" forum meetings with various community groups during a multi -day interview process; and, • Site visits by citizen committee members to the finalist candidates' communities to report back. Step 6: Interview Process Once the finalists have been selected, SGR will coordinate with you to schedule interviews. First Year Game Plan (if desired) "First Year Game Plan" process where finalist candidates are provided with elected official, key staff, and community leader contact information, and the candidates are given free rein to make contact with all of them in advance and use those insights to develop a "first year game plan" based on what they know so far. Feedback is received from the key contacts on their impressions of the finalist candidates from the interactions with the candidates prior to the interviews. This exercise provides the opportunity to evaluate candidates' written and interpersonal communication skills, as well as critical analysis skills. Conduct Interviews SGR will schedule interviews at a date/time convenient to your organization. This process can be as simple, or as complex, as your organization desires. SGR will help you determine the specifics you need. SGR will prepare sample interview questions and will participate throughout the process to make it smooth and efficient. Deliberations At this meeting, SGR will facilitate a discussion about the finalist interviews and assist the Search Committee in making a decision on whether to bring back one or more candidates for a second interview. Reference Checks Our reference checks are the most comprehensive in the industry. We place very little confidence on the references provided by the candidates since those can be expected to be biased. Instead, we will typically talk to as many as 20 professional contacts for a given candidate including elected officials, direct supervisors, direct reports, internal organizational peers, professional peers in other organizations, civic leaders, and media representatives. We always seek out the candidate's greatest critics and greatest fans to ensure a complete, yet balanced, perspective and overview of each candidate. Step 7: Negotiations and Hiring Process Once the organization is ready to make an offer, SGR can provide additional assistance to the client in the following areas. December 20, 2016 - Page 542 Determine the Terms of an Offer Upon request, SGR will provide comparative data for selected organizations, appropriate employment agreement language, and other similar information to assist you in determining an appropriate offer to extend to your candidate of choice. Negotiate Terms and Conditions of Employment SGR will assist to whatever degree you deem appropriate in conducting negotiations with the chosen candidate. SGR will determine and define any special needs or concerns of the chosen candidate, including anything that could be a complicating factor. SGR is experienced and prepared to help craft win -win -solutions to negotiation "log -jams." Transition Strategy There are a variety of transition issues when hiring a new executive. SGR will brief the client on transition issues that need to be addressed and will provide a recommendation on what actions to take. Together, we will create a transition strategy that builds the foundation for a successful Tong -term relationship. Step 8: Post -Hire Team Building Analysis (supplemental service) SGR can provide a customized team building workshop after you hire for the position. SGR utilizes I -OPT, which is a validated measurement tool that shows how a person perceives and processes information. Because people "see" different things when they assess a situation, they are motivated to take various courses of action, so understanding you and your colleagues' I - OPT Profiles will enable you to work much more effectively as a team. Price is $4,000 for a half- day onsite workshop, plus travel expenses, and $150 per person for I -OPT reports (if not previously completed as part of the recruitment process), which include Individual Analysis Report, Emotional Impact Management Report, Change Management Report, and Team Management Report. Two -Person Reports can be ordered for an additional fee of $50 per report. f k December 20, 2016 - Page 543 Timeline (Standard Recruitment) Task Weeks • Contract Executed Week 1 • Outline Project Plan, Timeline • Individual Interviews with Search Committee/ Key Personnel/ Community Leaders (if desired) • Development of Position Profile Brochure Weeks 2-3 • Search Committee Reviews and Approves Brochure • Ad Placements Weeks 4-7 • Accept Applications • Email Distribution and Marketing of Position Profile • Triage and Scoring of Resumes Week 8 • Search Committee Briefing (Slide Presentation)/Select Semifinalists Week 9 • Candidates Complete Questionnaire and Online Interviews • Stage 1 Media Searches • Deliverable: Semifinalist Briefing Books Week 10 • Search Committee Briefing/Select Finalist Candidates Week 11 • Comprehensive Media Search Stage 2 Weeks 12-13 • Comprehensive Background Screening Report • Candidates Complete DiSC Management Assessment • Deliverable: Finalist Briefing Books • Stakeholder Engagement (if desired) • Conduct Interviews • Deliberations • Reference Checks • Negotiations • Announcement/Press Release Week 14 Week 15 *Each recruitment timeline is different based on the particular needs of the organization. SGR has completed searches in as little as 45 days, although this is not the recommended approach. We have also extended recruitment well beyond 15 weeks, based on the preference of the client. December 20, 2016 - Page 544 Project Cost All -Inclusive Maximum Price Professional Services Fee: Expenses Not -to -Exceed: All -Inclusive, Not -to -Exceed Maximum Price: $ 18,500 $ 8,500 $ 27,000* Expense Items (Included in Not -to -Exceed Price Above) SGR considers incidentals to be covered by the professional services fee, and we do not bill the client for any expenses except for those explicitly detailed herein. Expense items include: • Professional production of a high quality brochure. This brochure (typically 4 pages) is produced by SGR's graphic designer for a flat fee of $1,500. • Ad placement in appropriate professional publications, including trade journals and websites, and related advertising to announce the position. This is billed at actual cost, with no markup for overhead. (However, the costs of ad placements in newspapers are not part of the not -to -exceed ad placement costs.) • Printing of documents and materials. Reproduction costs for reports and briefing books presented to the client at 23 cents per copy, plus the cost of binders/binding. Flash drives are billed at $10 each. • Online interviews. There is a cost of $200 for each recorded online interview. SGR recommends conducting online interviews at the semifinalist stage (up to 12 semifinalists). • Psychometric Assessments. There is a cost of $150 per candidate for the DiSC Management Profile (up to 6 finalists). • Comprehensive Media Reports — Stage 2. There is a cost of $350 per candidate. SGR recommends conducting Stage 2 media searches on the finalist candidates (up to 6 finalists). • Comprehensive Background Investigation Reports. There is a cost of $300 per candidate for comprehensive background screening reports prepared by our licensed private investigations provider. SGR recommends conducting comprehensive background investigations on the finalist candidates (up to 6 finalists). • Travel for the Executive Recruiter (incurred for the benefit of the client). Meals are billed back at a per diem rate of $10 for breakfast, $15 for lunch, and $25 for dinner. Mileage will be reimbursed at the current IRS rate. All other travel -related expenses are billed back at actual cost, with no markup for overhead. December 20, 2016 - Page 545 *Supplemental Services The supplemental services listed below are not included in the maximum price above. These include: • Candidate Travel. Candidates are typically reimbursed directly by the client for travel expenses. If the client prefers a different arrangement for candidate travel, SGR will be glad to accommodate the client's wishes. • Recruitment video. SGR offers the option of a customized recruitment video for a cost of $5,000. • Post -Hire Team Building Analysis. A half-day onsite workshop is $4,000, plus travel expenses, and $150 per person for I -OPT reports (if reports were not previously completed as part of the recruitment process), which include Individual Analysis Report, Emotional Impact Management Report, Change Management Report, and Team Management Report. Two -Person Reports can be ordered for an additional fee of $50 per report. • Site Visits to Communities of Finalist Candidates. If desired, the Executive Recruiter will travel to the communities of the finalist candidates to conduct onsite visits. Site visits will be charged at a day rate of $1,000 per day, plus travel expenses. • In the unexpected event the client shall request that unusual out of pocket expenses be incurred, said expenses will be reimbursed at the actual cost with no mark up for overhead. • If the client desires any supplemental services not mentioned in this section, an estimate of the cost and hours to be committed will be provided at that time, and no work shall be done without approval. Supplemental services will be billed out at $250 per hour. Billing Professional fees for the recruitment are billed in three equal installments during the course of the recruitment. The initial installment is billed after the Organizational Inquiry and Analysis is completed and the position profile has been created. The second installment is billed when semifinalists are selected. The final installment is billed at the conclusion of the recruitment. Expense (reimbursable) items and supplemental services will be billed with each of the three installments, as appropriate. December 20, 2016 - Page 546 Provision of Service Guarantee SGR guarantees that you will be satisfied with the results of the recruitment process, or we will repeat the entire process at no additional professional fee until you find a candidate that you desire. Additionally, if you select a candidate (that SGR has fully vetted) who resigns or is released within 24 months of their hire date, SGR will repeat the process at no additional professional fee to the client. If the Organization circumvents SGR's recruitment process and selects a candidate that did not participate in the full recruitment process, the service guarantee is null and void. We also guarantee that we will not directly solicit a candidate we bring to you for another job. December 20, 2016 - Page 547 References Jon Amundson, Assistant City Manager City of Richland, Washington (pop. 47,000) Email: iamundson@ci.richland.wa.us Phone: 509-942-7380 Lynn Barboza, Human Resources Manager City of Las Vegas, Nevada (pop. 567,000) Email: lbarboza@lasvegasnevada.gov Phone: 702-229-4879 Matt Mueller, Town Manager Town of Little Elm, Texas (pop. 5,100) Email: mmueller@littleelm.org Phone: 214-975-0405 Tom Hayden, Mayor Town of Flower Mound, Texas (pop. 67,000) Email: mayor@flower-mound.com Phone: 214-384-1105 Randy Rhoads, Mayor City of Lee's Summit, Missouri (pop. 92,000) Email: randy.rhoads@cityofls.net Phone: 816-969-1030 Alan Guard, City Manager City of Chickasha, Oklahoma (pop. 17,000) Email: aguard@chickasha.org Phone: 405-222-6045 Tim Pogue, Mayor Haley Morrison, HR Director City of Ballwin, Missouri (pop. 30,000) Email: tpogue@ballwin.mo.us Email: hmorrison@ballwin.mo.us Phone: 636-207-2332 December 20, 2016 - Page 548 Recent City Management Executive Searches 2016 City/Town Manager or Administrator • Amarillo, Texas (pop. 189,000) - in process • Angleton, Texas (pop. 19,000) - in process • Bastrop, Texas (pop. 8,400) - in process • Beavercreek, Ohio (pop. 45,000) • Bedford, Texas (pop. 49,000) - in process • Bethany, Oklahoma (pop. 19,500) • Canadian, Texas (pop. 2,900) • Carrollton, Texas (pop. 128,000) • Choctaw, Oklahoma (pop. 11,500) - in process • Clarksville, Indiana (pop. 22,000) • Craig, Colorado (pop. 9,300) - in process • Davenport, Iowa (pop. 101,000) • Des Moines, Washington (pop. 29,000) • Elgin, Texas (pop. 10,000) • Gunnison, Colorado (pop. 5,500) • Killeen, Texas (pop. 119,000) - in process • Lake Dallas, Texas (pop. 8,000) • Lake Worth, Texas (pop. 4,000) • Palestine, Texas (pop. 18,000) • Palm Beach Shores, Florida (pop. 1,500)* • Parkville, Missouri (pop. 5,400) - in process • Piney Point Village, Texas (pop. 3,500) • Raytown, Missouri (pop. 28,000)* • Spokane Valley, Washington (pop. 90,600) • Stephenville, Texas (pop. 17,400) - in process • Sweetwater, Texas (pop. 10,000) • Valley Center, Kansas (pop. 5,000) • Williston, North Dakota (pop. 13,000) Deputy/Assistant City or Town Manager • Addison, Texas, DCM (pop. 15,700) - in process • Chandler, Arizona ACM (pop. (255,000) - in process 2015 City/Town Manager or Administrator • Abilene, Texas (pop. 118,000) • Altus, Oklahoma (pop. 19,000) • Alvin, Texas (pop. 23,000) • Arcadia, Florida (pop. 7,500)* • Azle, Texas (pop. 11,500) • Baytown, Texas (pop. 70,000) • Ballwin, Missouri (pop. 30,000) • Bedford, Texas (pop. 49,000) • Bridgeport, Texas (pop. 6,000) December 20, 2016 - Page 549 • Casper, Wyoming (pop. 53,500) • Forney, Texas (pop. 16,000) • Georgetown, Texas (pop. 50,000) • Granbury, Texas (pop. 6,800) • Guthrie, Oklahoma (pop. 10,000) • Hot Springs, Arkansas (39,000) • Kaufman, Texas (pop. 8,900) • Lamesa, Texas (pop. 9,300) • Missouri City, Texas (pop. 74,500) • Montgomery, Texas (pop. 600) • Mount Pleasant, Tennessee (pop. 4,500)* • Muskegon Heights, Michigan (pop. 11,500) • Northglenn, Colorado (pop. 34,000) • Port Lavaca, Texas (pop. 11,000) • Sealy, Texas (pop. 6,000) • St. Charles, Missouri (pop. 65,000) • Stillwater, Oklahoma (pop. 46,000) Deputy/Assistant City or Town Manager • Bellevue, Washington, DCM (126,600) • Fort Worth, Texas, ACM (pop. 790,000) • Georgetown, Texas, ACM (50,000) • Waco, Texas, ACM (pop. 129,000) 2014 City/Town Manager or Administrator • Chapel Hill, Tennessee (pop. 1,500)* • Converse, Texas (pop. 19,500)* • Duncanville, Texas (pop. 36,400) • Fate, Texas (pop. 7,000) • Galveston, Texas (pop. 56,000)* • Joshua, Texas (pop. 6,000) • Kilgore, Texas (pop. 13,000) • Kyle, Texas (pop. 30,500) • Lindale, Texas (pop. 5,000) • Miami, Oklahoma (pop. 13,500) • Nolensville, Tennessee (pop. 3,100)* • Port Arthur, Texas (pop. 56,700) • Port Lavaca, Texas (pop. 11,000)* • Stephenville, Texas (pop. 17,400) • Tyler, Texas (pop. 98,800) Deputy/Assistant City or Town Manager • Addison, Texas, DCM (pop. 15,700) • Denison, Texas, ACM (pop. 24,000) • El Paso, Texas, DCM-Transportation and Public Works (672,000)* • Manhattan, Kansas, ACM (pop. 56,000)* • Plainview, Texas, ACM (pop. 3,200)* December 20, 2016 - Page 550 2013 City/Town Manager or Administrator • Bellaire, Texas (pop. 17,000) • Big Spring, Texas (pop. 27,500)* • Burien, Washington (pop. 49,000) • Burkburnett, Texas (pop. 10,500) • College Station, Texas (pop. 98,000) • Delray Beach, Florida (pop. 62,000)* • Fate, Texas (pop. 800) • Ferris, Texas (pop. 2,500) • Henderson, Texas (pop. 14,000) • League City, Texas (pop. 88,000) • Manhattan, Kansas (pop. 56,000)* • Owasso, Oklahoma (pop. 31, 500) • Pearland, Texas (pop. 96,000) • San Marcos, Texas (pop. 50,000) • Sikeston, Missouri (pop. 16,000) • South Padre Island, Texas (pop. 3,000) • Wills Point, Texas (pop. 3,500) Deputy/Assistant City or Town Manager • Amarillo, Texas, ACM- Development Services (pop. 195,000) • Cape Girardeau, Missouri, ACM -Development Services (pop. 38,500)* • Cape Girardeau, Missouri, ACM -Administrative Services (pop. 38,500)* • McKinney, Texas, DCM (pop. 143,000)* • Orange County, North Carolina, ACM (pop. 138,000)* 2012 City/Town Manager or Administrator • Argyle, Texas (pop. 3,500) • Bainbridge Island, Washington (pop. 23,000) • Breckenridge, Texas (pop. 5,500) • Burkburnett, Texas (pop. 11,000) • Canton, Texas (pop. 3,500) • Cleveland, Texas (pop. 7,600) • Duncanville, Texas (pop. 39,000) • Elk City, Oklahoma (pop. 12,000) • Fate, Texas (pop. 7,500) • Flower Mound, Texas (pop. 67,500) • Guthrie, Oklahoma (pop. 10,500)* • Hot Springs, Arkansas (pop. 35,000) • Huntsville, Texas (pop. 39,500) • Jacksboro, Texas (pop. 4,000) • La Porte, Texas (pop. 34,500) • Little Elm, Texas (pop. 28,500) • Miami, Oklahoma (pop. 13,500) • Paris, Texas (pop. 25,000) • Piney Point Village, Texas (pop. 3,200)* December 20, 2016 - Page 551 • Rockwall, Texas (pop. 39,000) • San Angelo, Texas (pop. 95,500) • Texarkana, Texas (pop. 37,000) • Van Alstyne, Texas (pop. 3,000) • Willow Park, Texas (pop. 4,000) Deputy/Assistant City or Town Manager • Brentwood, Tennessee, ACM (pop. 39,000)* • Cedar Park, Texas, ACM (pop. 58,000) • Corpus Christi, Texas, ACM (pop. 312,000) • Victoria, Texas, ACM (pop. 64,000)* 2011 City Manager • Breckenridge, Texas (pop. 5,500) • College Station, Texas (pop. 98,000)* • Gonzales, Texas (pop. 7,000) • Kilgore, Texas (pop. 13,500) • Van Alstyne, Texas (pop. 3,000) • Yoakum, Texas (pop. 5,500) [ 2010 City Manager L • Amarillo, Texas (pop. 195,000) • Burkburnett, Texas (pop. 10,500) l • Denison, Texas (pop. 23,000) { Deputy/Assistant City Manager • Midland, Texas, ACM (pop. 119,000)* *Component based services include, but are not limited to, social media and marketing, application management, psychometric assessments, background investigation reports, media search reports, reference checks, and resume evaluations. Population numbers are approximate. Resource: www.City-Data.com 1 December 20, 2016 - Page 552 i F 1 1 f c Executive Recruitment Positions Administration • Assistant City Manager • Assistant County Manager • City Administrator/City Manager • City Secretary • Deputy City Manager • Director of Administration • Executive Director (Regional Mobility Authority) • Town Manager Administrative Services/Internal Services • Administrative Services Director • Arts Director • Assistant Police Director • Chief Medical Examiner • Event/Marketing Specialist • Intergovernmental Services Manager • Management Assistant • Manager of Town Services Animal Services/Environmental Health • Animal Services Manager • Animal Shelter Manager • Animal Welfare Director • Animal Welfare Manager • Assistant Director of Code Compliance/Animal Welfare • Director of Animal Care and Control • Director of Regional Animal Services • Environmental Health Director • Executive Director of Animal Services Development Services • Assistant Property Management Director • Building Official • Chief Building Official • City Inspector • Community Development Director/Manager • Deputy Director of Development Services • Development Services Director • Municipal Services Director • Neighborhood Services Director • New Urbanist • Planning & Community Development Director • Property Management Director • Senior Building Inspector/Building Inspector • Tourism and Community Development Director Economic Development/CVB • Assistant Economic Development Director • CVB Executive Director • Director of the Office of ED (County) • Downtown Development Director • Economic Development Corporation President/CEO • Economic Development Director/Executive Director • Economic Development Manager • Executive Director of Port & Harbor Commission • Vice President/Chief Econ Development Officer Finance • Accounting Services Supervisor • Assistant Director of Finance • Budget Manager • Budget Officer • Capital Projects Budget Manager • Chief Financial Officer • Deputy Director of Finance • Finance Controller/Auditor/Comptroller • Finance Director/Finance Officer • Finance Manager • Senior Accountant • Senior Budget Analyst • Treasury Supervisor Human Resources/Civil Services • Assistant Human Resources Director • Chief Performance Officer • Director of Human Resources & Risk Management • Human Resources/Civil Services Director Information Technology • Chief Information Officer • Chief Technology Officer • GIS Manager • IT Assistant Director • IT Developer • IT Director December 20, 2016 - Page 553 Executive Recruitment Positions • IT Manager • IT Manager (Police Department) • Senior Software Developer Innovation, Process Improvement & Sustainability • Chief Knowledge Officer Legal • Assistant City Attorney • City Attorney (Individual and Firm) • Court Administrator • Director of Municipal Court Services • First Assistant City Attorney Library • Librarian • Library Director • Senior Librarian Marketing and Community Engagement • Community Relations Manager • Community Services Administrator • Community Services Director • Director of Marketing and Community Engagement • Public Information Officer • Public Relations Coordinator Metropolitan Planning Organization • Director of Metropolitan Planning Organization Museum • Museum Director Parks and Recreation • Parks and Recreation Director • Park Superintendent • Program Area Manager (Parks) • Recreation Superintendent Public Safety/EMS/Emergency Management • Assistant Fire Chief • Assistant Police Chief • Chief of Public Safety • Emergency Dispatch Director • Emergency Management Coordinator • EMS Executive Director • Executive Director • Fire Chief • Lieutenant • Police Chief Public Works/Utilities/Engineering • Assistant City Engineer • Assistant General Manager for Water District • Assistant Utilities Director • Chief Plant Operator • City Engineer • City Planner • City Services Director • Deputy Director of Public Works/City Engineer • Deputy Director of Utilities • Director of Engineering & Environmental Services • Director of Projects & Engineering • Director of Public Services • Director of Utilities • Electric Utility Director • Engineering Project Manager • Engineering Services Manager for Water District • Planning & Engineering Director • Planning Manager • Public Works Assistant Director • Public Works Director • Water District Executive Director • Water District General Manager Transportation/Fleet Services • Assistant Municipal Garage Superintendent • Director of Operations and Maintenance • Equipment Services Manager • Facilities Services Manager • Fixed -Base Operator Services • Fleet Equipment Services Manager • Senior Transportation Planner December 20, 2016 - Page 554 Executive Recruitment Clients Arkansas • Lenexa, KS • Fort Smith, AR • Manhattan, KS • Hot Springs, AR • Overland Park, KS • Valley Center, KS Colorado • Wyandotte County / Kansas City, KS • Commerce City, CO • Durango, CO Louisiana • Englewood, CO • Shreveport, LA • Gunnison, CO • Northglenn, CO Michigan • Pitkin County, CO • Kalamazoo County Consolidated • Trinidad, CO Dispatch Authority (KCCDA), MI • Wheat Ridge, CO • Muskegon Heights, MI Florida Mississippi • Arcadia, FL • Hancock County Port & Harbor • De Land, FL Commission, MS • Delray Beach, FL • Hallandale Beach, FL Missouri • Lakeland, FL • Ballwin, MO • Lee County, FL • Cape Girardeau, MO • Palm Beach Shores, FL • Raytown, MO • Plant City, FL • Sikeston, MO • Sunny Isles Beach, FL • St. Charles, MO • Tamarac, FL Georgia • Albany, FA Indiana • Clarksville, IN Iowa • Davenport, IA Kansas • Hutchinson, KS Nevada • Las Vegas, NV • Washoe County, NV New Mexico • Farmington, NM • Four Corners Economic Development, NM • Los Lunas, NM North Carolina • Orange County, NC December 20, 2016 - Page 555 Executive Recruitment Clients North Dakota • Arlington, TX • Williston, ND • Atlanta, TX • Azle, TX Ohio • Bay City, TX • Beavercreek, OH • Baytown, TX • Franklin County, OH • Bedford, TX • Bellaire, TX Oklahoma • Big Spring, TX • Altus, OK • Breckenridge, TX • Bethany, OK • Bridgeport, TX • Chickasha, OK • Burkburnett, TX • Edmond, OK • Burleson, TX • Elk City, OK • Burnet, TX • Guthrie, OK • Canton, TX • Lawton, OK • Cedar Hill, TX • Miami, OK • Cedar Park, TX • Mustang, OK • Cleveland, TX • Owasso, OK • College Station, TX • Stillwater, OK • Colleyville, TX • Colorado River Municipal Water District, Tennessee TX • Brentwood, TN • Commerce, TX • Chapel Hill, TN • Converse, TX • Mount Pleasant, TN • Copper Canyon, TX • Nolensville, TN • Corpus Christi, TX • Thompson's Station, TN • Dalhart, TX • Dalworthington Gardens, TX Texas • Denison, TX • Abilene, TX • Denton County Fresh Water Supply • Addison, TX District 1-A, TX • Alamo Heights, TX • Denton, TX • Alice, TX • Duncanville, TX • Allen, TX • El Paso MPO, TX • Alvin, TX • El Paso, TX • Amarillo, TX • Elgin, TX • Anna, TX • Fairview, TX • Argyle, TX • Farmers Branch, TX December 20, 2016 - Page 556 Executive Recruitment Clients • Farmersville, TX • Lamesa, TX • Fate, TX • Lancaster, TX • Ferris, TX • League City, TX • Flower Mound, TX • Leander, TX • Forney, TX • Levelland, TX • Fort Worth, TX • Lewisville, TX • Freeport, TX • Lindale, TX • Friendswood, TX • Little Elm, TX • Gainesville, TX • Longview, TX • Galveston, TX • Lorena, TX • Garland, TX • Lufkin, TX • Georgetown, TX • McKinney EDC, TX • Gonzales, TX • McKinney, TX • Granbury, TX • Memorial Villages PD, TX • Grand Prairie, TX • Midland, TX • Grapevine, TX • Midlothian, TX EDC • Greenville, TX • Missouri City, TX • Harris County ESD No. 48, TX • Montgomery, TX • Henderson, TX • Mount Pleasant, TX • Hewitt, TX • North East Texas Regional Mobility • Highland Park, TX Authority • Hudson Oaks, TX (NET RMA), TX • Huntsville, TX • North Richland Hills, TX • Hutto EDC, TX • North Texas Emergency • Irving, TX Communications Center (NTECC), TX • Jacksboro, TX • Odessa, TX • Jacksonville Development Corporation • Palestine, TX (JEDCO), TX • Paris, TX • Joshua, TX • Pearland, TX • Kaufman, TX • Pflugerville, TX • Keller, TX • Piney Point Village, TX • Kilgore, TX • Plainview, TX • Kyle, TX • Plano, TX • La Porte, TX • Port Arthur, TX • Lake Dallas, TX • Port Lavaca, TX • Lakeway, TX • Port Neches, TX • Lake Worth, TX • Prosper, TX December 20, 2016 - Page 557 Executive Recruitment Clients • Red Oak, TX • Wills Point, TX • Richardson, TX • Yoakum, TX • Richland Hills, TX # • Riverbend Water District, TX I • Rockwall, TX Washington • Round Rock, TX • Bainbridge Island, WA 1 • Rowlett, TX • Bellevue, WA • Royse City, TX • Burien, WA • Sachse, TX • Des Moines, WA • San Angelo, TX • Richland, WA • San Marcos, TX • Shoreline, WA • San Marcos/Hays County EMS, TX • Spokane, WA • Seabrook, TX • Spokane Valley, WA • Seagoville, TX • Sealy, TX Wyoming • Socorro, TX • Casper, WY • South Padre Island, TX • Southlake, TX Other Organizations • Stephenville, TX • Institute for Building Technology and • Sugar Land, TX Safety (IBTS) • Sweetwater, TX • Temple, TX • Terrell, TX • TexAmericas Center, TX • Texarkana, TX • Tomball, TX • Trophy Club, TX • Tyler, TX • Van Alstyne, TX • Victoria, TX • Waco, TX • Waxahachie, TX • Weatherford, TX • West Lake Hills, TX • Westlake, TX • Westworth Village, TX • Willow Park, TX December 20, 2016 - Page 558 Unsolicited Feedback Regarding SGR's Performance Following are a few unsolicited quotes from emails we have received. This unsolicited feedback demonstrates that our practice of using the Golden Rule to determine how we treat everyone leaves no doubt in the minds of both clients and candidates that we are truly superior to the competition. We do not include names to avoid the suggestion of an endorsement, which is prohibited under the ICMA Code of Ethics. July 2016: "I would like to take this opportunity to thank you and your associates for the opportunity to participate in video recorded interview. Not only was this a new process for me, it was great refresher for interviews period. It has been almost 25 years since I have participated on this side of the interview process. It was rather 'enlightening'." July 2016: "I just want to let you know how appreciative I am working with you even though I was not selected for the position. I truly appreciate your and your team's professionalism and the friendship we have created." July 2016: "I also appreciate your engagement with me as a candidate during this process. It has been one of the most professional experiences with a recruiter I have had. You should be commended for your efforts to lead such an effort. In the future, if I ever need assistance to fill a position, I will surely keep you in mind." July 2016: "The more I deal with you, Ron, and the rest of your team, the more impressed I am with your level of professionalism and care. You are awesome." June 2016: "I have been very impressed with your selection process. This has been a very time consuming process for candidates like me but I see a great value for the employers. You have developed a great selection process. Honestly, when I compare it to what my colleagues and I have done at Big 4 firms, your process is more comprehensive and much better." May 2016: "I just wanted to take a moment of your time to thank you for your very professional demeanor while conducting the job search for the [city]. SGR is very thorough. I am impressed by the diligence of SGR. All interviews are a continuing learning process; I have learned from this experience, especially the video interview. You all are very kind; and, I wanted you to know that I appreciate having this experience and appreciated the interaction with everyone at SGR."" April 2016: "I must say, this has been one of the most professional and well organized recruiting processes I have seen in a very long time. You and your team have kept the candidates abreast of the process completely along the way. Thank you kindly for going the extra mile to make this a very pleasant experience. You and your team represent the HR profession amazingly. Simply impressive." December 20, 2016 - Page 559 March 2016: "Thank you for the update. I wanted to let you know that I truly enjoyed your recruitment style. You are timely and informative. The information sent by yourself and [SGR staff] is relevant and a wonderful way to keep potential candidates 'warm' while you evaluate resumes." February 2016: "I just wanted to say how nice it is to get updates on the status of the search. I'm in the process of looking at several positions and it can be very frustrating to sometimes go months without knowing if the organization has chosen anyone. (Many places will not return calls or emails inquiring about status, either.) No matter the outcome, this is definitely one of the best run searches I have been a part of. Thanks again for keeping us all in the loop." January 2016: "I would like to say that I really appreciate the level of communication from you and SGR regarding the status of the process in [city] and what the expected next steps were. I have dealt with a number of search firms over the last year and SGR has done an excellent job in communicating with applicants. Far too often I have heard nothing from the firm conducting a search and found out through other sources that the position had been filled. Again I really appreciate the level of communication." December 2015: "SGR really is a class act and I appreciate the personal nature of your communications - you must have an excellent staff. I have been through more than a few applications while transitioning from the military, and I will tell you that your company stands at the top." November 2015: "I sincerely believe your personal courtesy and agency is the most professional of any I have ever experienced." October 2015: "One of the reasons I enjoy working with your firm is you still have the old fashion courtesy of keeping candidates updated. It is really appreciate, whether we are the successful one(s) or not." July 2015: "You have been 'top notch' in your communication and willingness to share resources." June 2015: "Please allow me to tell you how very much I appreciate your kind and thoughtful e-mail. Civility and class never go out of style." April 2015: "I'm very impressed with how well SGR works on recruitment. I really appreciated all of the follow-up emails and how much communication you provide. Should any city I work for in the future seek an executive recruitment, I would not hesitate to recommend SGR." April 2015: "This is the most informative and personable search communication that I've ever received from an executive search firm. Kudos to you! I've been receiving the notification updates." December 20, 2016 - Page 560 1 71. • ..0 •■ -n 1 epe 1"I x%y Cit of Gunnison, Colorado City Manager Position Profile The Community Gunnison is located deep in the heart of Colorado's Rocky Mountains at 7,700 feet, covers 4.75 square miles and is known for its natural beauty and amazing year-round outdoor recreational opportunities. It is an independent city serving a population of 5,900 and surrounded by the 1.6 million acre Gunnison National Forest. The nearest larger cities are almost 70 miles away over high mountain passes. It is served by the Gunnison -Crested Butte Regional Airport, offering commercial airline and general aviation flights. Gunnison averages almost 50 inches of snow annually but is blessed with sunshine, on average more than 300 days a year. The clear night skies are perfect for observing the heavens at the Gunnison Valley Observatory. Local ranching families have been grazing cattle in the region for generations. Founded in 1880 and retaining that ranching heritage, Gunnison is home to Cattlemen's Days, Colorado's oldest and longest running rodeo. This event includes PRCA rodeos, parade, county fair, camival rides, cowboy poetry, dances and concerts. Westem culture is also on display at the 1 Bar Ranch, a music venue that hosts country and bluegrass concerts. The Gunnison Arts Center eams its name with theater, literary productions, visual and craft art exhibits as well as extensive art classes. Classic car and truck fans as well as history buffs will appreciate the Pioneer Museum's collection of classic vehicles. Many come from miles away to the annual Gunnison Car Show. Other community events include the 4th of July Balloon Rally and Fireworks, Original Growler Mountain bike races, Gunnison River Festival, the Night of Lights Christmas tree lighting, downtown Farmers Market on Saturdays and Sunday concerts at Legion Park. The Gunnison River is home to the country's largest Kokanee salmon run and the biggest concentration of trout in Colorado. Record Rainbow, Brown, and Mackinaw have been caught at nearby Blue Mesa Reservoir and Roaring Judy Fish Hatchery. Blue Mesa Reservoir is the state's largest body of water and is ideal for boating, waterskiing, sailing, windsurfing, paddle boarding, camping and ice fishing. At the edge of town the Gunnison Whitewater Park offers canoeing, whitewater kayaking and rafting. The spectacular Black Canyon of the Gunnison National Park is 45 minutes away. Hiking opportunities abound at the nearby Curecanti National Recreation Area, Tomichi Creek State Wildlife Area, Sapinero State Wildlife Area and McIntosh State Wildlife Area. Skiing, ice skating, fat biking and snowshoeing are popular winter activities. Gunnison serves as an affordable base for enjoying the world-class downhill sports at nearby Crested Butte Mountain Resort. In town the City maintains ten parks, featuring gazebos, picnic pavilions, playgrounds, ball fields, basketball and tennis courts. Jorgensen Park is the City's largest in -town park with its NHL -sized indoor ice rink and Olympic -sized outdoor, covered rink. Together these host over 600 hockey matches a year ranging from mini mites to adult men and women teams and the University club team. An old-fashioned skating and fishing pond compliment the official rinks. Jorgensen also sports a world class skateboard park. NOW • If • Dece 6 - Page 561 e5 62 The Community, continued The City's 45,000 square foot Community Center features a commercial kitchen, an aquatics center with lap, recreational and zero -entry kiddie pools, indoor climbing wall, basketball courts, a gymnastics room and senior wing. The City operates its own 40 acre, single -lift ski hill. Only 10 minutes from downtown, the Hartman Rocks Recreation Area is 160 acres of City and County land providing access to another 8,000 acres of federal lands. Hartman provides a wide range of outdoor activities, fat and mountain biking, hiking, Nordic skiing, rock climbing, horseback riding, camping and motocross. Thirty miles away is Gunnison's Mountain Park, 160 acres of wilderness in Taylor Canyon. The League of American Bicyclists has awarded Gunnison the silver level in bicycle friendliness. Ranked among the Top 100 Critical Access Hospitals in America, Gunnison Valley Hospital is a Level IV Trauma Center with a 24-hour staffed emergency room. GVH is a 24 -bed, short- term, acute care hospital owned by Gunnison County. General surgery and emergency helicopter service is available to the Grand Junction Level 11 Trauma hospital. Gunnison Watershed School District provides quality education to almost 2,000 Pre -K-12 students on six campuses. Community support for education is strong with a bond issue for building new schools recently passed along with a mill levy increase. Western State Colorado University is a four-year, liberal arts institution with outstanding undergraduate, pre -professional and graduate programs. Its many distinctions include Forbes Top 100 Colleges in the West, Top 100 Most Affordable Colleges in America and Top 5 Environmental Science Schools in the U.S. The university, public schools and hospital are major employers in Gunnison along with the Bureau of Land Management and U.S. Forest Service. The median household income is $39,462, and the median home value is $234,900. Governance & Organization The City of Gunnison is a home rule charter city with a Council -Manager form of govemment. The City Council is comprised of a Mayor and four Council Members, elected at -large with staggered two- and four-year terms and a two term limit. The City Council appoints the City Manager responsible for all operations. The Council also appoints the City Attorney and Municipal Court Judge. The City employs 84 full-time and 76 temporary employees. The City's FY2016 budget is $19.8 million. Sales tax revenue, projected at $5.8 million, is the largest revenue source. Gunnison provides police, fire, public works, planning, parks and recreation, administration, water, wastewater, solid waste collection and electricity. Leadership & Innovation The City Manager is expected to create a culture of excellence, employing best practices, and promoting continuous improvement throughout the organization. Ensuring the highest degree of professionalism and customer service will be an ongoing priority. 1 1 1 1 a 1 ANIL M 1 Statement The people of Gunnison ave a special responsibility to the uniqueness of the Gunnison Valley. We the City, as representatives of the people. will strive to onduct our affairs and plan ur growth in a manner that respects our environment and preserves our community as our home. Through the ethical, effective, and efficient stewardship of our human. natural, and fiscal resources, the City of unnison will provide public services and facilities that will enhance the quality of life for our residents, neighbors, and visitors. The City's elected officials and staff shall create a positive climate in which all people flourish. Freedom of thought. expression, and :participation shall be solicited from individuals. employees. ' f!�,- -. al •1 ^n:-1 �,;� !-tire December 20. 2016 - Pea 63 1 1 Leadership & Innovation, continued The City Manager is actively involved in developing and implementing the Council's adopted plans and in building community consensus for these. The Manager develops the annual budget, provides leadership of city operations, supervises and participates in Council agenda preparations, acts as the City's personnel director, and represents the City with other governmental entities, leaders and community groups. The Manager will assist the Council in addressing the outcomes of a year-long regional dialogue, the One Valley Prosperity Project, to guide economic growth in the Gunnison Valley in cooperation with other Valley jurisdictions. Key priorities for the next City Manager include: • Encourage downtown redevelopment, gateway and streetscape enhancements to create a vibrant pedestrian and bicycle -friendly community • Redevelop I.O.O.F. Park into a City Center, which will involve extensive and enthusiastic community engagement • Improve the downtown appearance and experience for businesses, residents, and visitors through updated design standards, business grants, public art and other initiatives • Develop transportation corridors and trails to safely address multi -modal use, enhance aesthetics, and create a sense of place • Prioritize street, sidewalk, and trail development; identify key goals and develop funding strategies • Increase engagement and communications efforts, strengthen local regional partnerships, promote volunteerism using new tools to involve and inform the community • Develop a joint City/County economic strategy, participate in regional partnerships to promote development Ideal Candidate The new City Manager should be a visionary but grounded leader with a bias for action who respects Gunnison's heritage and small town charm while simultaneously positioning the City for future growth. The person selected will facilitate Gunnison's evolution into a uniquely livable and sustainable community by artfully blending its rich past with a bright future. The City Council seeks a fiscally responsible City Manager with a "Lean" orientation whose advanced finance and budget skills will ensure the City always meet its fiduciary responsibilities. The ideal candidate will employ cost benefit analysis as a component of decision making. The annual budget should be a performance guide as well as a sound financial plan. The next City Manager will expertly guide the City Council and staff in cost management, financial policy options and creative financing strategies. The City Manager must be a good listener and exceptional communicator with the ability to skillfully guide the City Council through decision making. Gaining an understanding of the City Council's preferred method of receiving information and fully informing its members on emerging issues will be crucial. The successful candidate will be politically savvy, while remaining politically neutral. The City Council seeks someone who will communicate with it directly and frankly. The successful candidate will be able to do so positively and respectfully. Creating a close, positive, trusting, and productive relationship with the City Council will be paramount. December 20, 2016 - Page op_.` Resources City of Gunnison, Colorado www.cityorqunnison•-co gay Gunnison County www.gunnwsoncounty.org Gunnison Chamber of Commerce www.flunnisonchamher corn Gunnison Crested Butte unnlson Watershed School District www.punnisonschoaIs. net 1I o i isqv :,111,PIM SeR December 20,016 - Page 564 •SNA • • k - -` }v Ideal Candidate, continued The City Manager should be a strong, innovative, and collaborative leader with an entrepreneurial spirit who is not afraid to challenge the status quo or take risks to advance the City's interests. The City Council seeks a mature, thoughtful, highly ethical, transparent and inclusive leader with a charismatic personality and exceptional interpersonal skills. The ideal candidate will have the ability to unite the organization with a shared sense of purpose, promote teamwork, fully articulate expectations, delegate responsibility with clarity, and create a culture of accountability. The new City Manager should also be a tough negotiator and mediator who is able to build consensus and forge strategic partnerships, internally and externally. The new City Manager will aggressively promote business development and job creation. The chosen candidate will build a close working relationship with the Gunnison business community, ensuring both City policies and personnel are "business friendly." It will be important for the new City Manager to be highly visible and active in the community. Gunnison has an unusually strong sense of community, which extends well beyond its city limits and official population census. An outgoing "people person" who passionately embraces Gunnison's culture and genuinely supports its traditions will be successful. Education & Experience A bachelor's degree from an accredited college in public or business administration or a related field is required. A master's degree in public administration is strongly preferred. The selected candidate must have 10 years of progressively responsible municipal operations experience, including five years as a city/county manager or assistant manager. Preference will be given to experience in free standing, full service communities similar to Gunnison. Compensation & Benefits The City of Gunnison offers a highly competitive salary commensurate with qualifications and experience, as well as competitive health, leave, retirement packages, paid professional development and memberships. Application Process Please apply online at: htto://bit•ly/SGRCurrentSearches For more information on this position contact: MikeTanner, Senior Vice President Strategic Government Resources MikeTanner@GovernmentResource.com 361-813-3707 The position is open until filled. To view the status of this position, please visit: http://bit.ly/SG RCurrentSearches The City of Gunnison is an Equal Opportunity Employer and values diversity in its workforce. Applicants selected as finalists for this position will be subject to a comprehensive background check. File # 70100: TESTCASE, JANET Page 1 of 10 FIRSTCHECK/ FILE NUMBER REPORT TO 70100 STRATEGIC GOVERNMENT RESOURCES (20002) 1117 Bourland Rd Keller, TX 76248 Phone: 214-676-1691 Fax: - REPORT DATE ORDER DATE TYPE Background Screening Report First Check PO BOX 92033 Southiake, TX 76092 Phone: 888-588-2525/888-588-2525 Fax: 888-213-9341 04-02-2015 04-02-2015 MELISSA VALENTINE EXECUTIVE SEARCH - BACKGROUND CHECK Application Information APPLICANT ADDRESSES) TESTCASE,JANET 19 FOREST DR SSN X0X-XX-6789 DOB 10-05-1962 cm i STATE i nP BEDROCK, TX 75214 Identity Development Person Search - SSN TRACE! ADDRESS VERIF RESULTS SSN SEARCHED XXX -XX -6789 SEARCH DATE 04-02-2015 1:48 PM MDT Applicant Information FULL NAME /SSN DOB ADDRESS PHONE REPORTED DATE(Si JANET TESTCASE 19 FOREST HILL First: 2015-01-16 Records Found BEDROCK, TX Last: 2015-04-02 County: HIDALGO JANET LYNN TESTCASE 1962-10-05 19 FOREST HILL (954)547-3984 First: 1995-02-13 BEDROCK, TX Last: 2015-04-02 County: HIDALGO JANET TESTCASE 1962-10-05 19 FOREST HILL BEDROCK, TX County: HIDALGO First: 1995-02-13 Last: 2015-04-02 JANET L TESTCASE SSN 7863 SLEEPING LILY (702)812-1460 DR LAS VEGAS, MO 89178 County: JACKSON First: 1991-12-31 Last: 1996-05-23 SSN Information ISSUED LOCATION ISSUED DATE RANGE XXX -XX -6789 1975-1976 WARNING: This search may not be used as the basis for an adverse action on an applicant. It should only be used to verify or correct an applicant's information, or as a tool to further research of public records or other verifications. Credit Credit Summary TOTAL TRADELINES CURRENTLY SATISFACTORY CURRENTLY DELINQUENT PREVIOUSLY DELINQUENT COLLECTION/CHR OFFS PUBLIC RECORDS 0 0 0 0 0/0 0 30 DAYS LATE 60 DAYS LATE 90 DAYS LATE NEWEST TRADE OLDEST TRADE INQUIRIES 0 0 0 0 Financial Summary MORTGAGE 0 INSTALLMENT 0 OPEN 0 REVOLVING 0 OTHER 0 PAYMENT TTL BALANCE PAST DUE UTILIZATION $0 $0 $0 $0 s0 $0 s0 50 50 50 $0 $0 $0 $0 $0 0 50 $0 50 Warning; Use careful Judgment the past due column of this flnandal summary may possibly combine amounts of an original creditor with amounts from a collection agency collecting for the original creditor. A single debt could be included as a trade amount and with the collection agency. In a few cases, this single debt can appear as a Judgment In the public records section, as well. Variations Personal Information Comparison https://firstcheck. instascreen.net/editor/printReport.taz?file=70100 Page 59 of 69 Decemb 23903916 - Page 565 File # 70100 : TESTCASE, JANET Page 2 of 10 NAME SOC SEC DOB AKA APPLICANT TESTCASE, JANET X0X-XX-6789 10/05/1962 TU TESTCASE, JANET MISMATCH Address Comparison ADDRESS REPORTED APPLICANT TJ 19 FOREST DR , BEDROCK, TX 75214 04-02-2015 Employment Comparison COMPANY NO EMPLOYERS DEVELOPED POSITION REPORTED Credit Bureau Report Credit History REPORTED CREDITOR OPENING DATE DATE CHREDIT AMOBALANCE H PASTUNT MONTHS REVIEWED DLA HISTORICAL TIMES TYPE C PAST DUE PRESENT STATUS o 30 60 90+ TERMS A NO TRADEUNES DEVELOPED ECOA KEY: B = BORROWER, C = CO.BORROWER; S: SHARED; J = JOINT; U • UNDESIGNATED; A =AUTHORIZED USER Public Records NO PUBLIC RECORDS DEVELOPED Prior Inquiries CREDITOR WOUIRY TYPE DATE SRC KIND OF BUSINESS ECOA NO PRIOR INQUIRIES DEVELOPED Repository Remarks TU High Risk Fraud AIert;Available and Clear (H01) TU A SUMMARY OF YOUR RIGHTS UNDER THE FAIR CREDIT REPORTING ACT PARA INFORMACION EN ESPANOL, VISITE WWW.CONSUMERFINANCE.GOV/LEARNMORE 0 ESCRIBE A LA CONSUMER FINANCIAL PROTECTION BUREAU, 1700 G STREET N.W., WASHINGTON,DC 20006. THE FEDERAL FAIR CREDIT REPORTING ACT (FCRA) PROMOTES THE ACCURACY, FAIRNESS, AND PRIVACY OF INFORMATION IN THE FILES OF CONSUMER REPORTING AGENCIES. THERE ARE MANY TYPES OF CONSUMER REPORTING AGENCIES, INCLUDING CREDIT BUREAUS AND SPECIALTY AGENCIES (SUCH AS AGENCIES THAT SELL INFORMATION ABOUT CHECK WRITING HISTORIES, MEDICAL RECORDS, AND RENTAL HISTORY RECORDS). HERE I5 A SUMMARY OF YOUR MAJOR RIGHTS UNDER THE FCRA. FOR MORE INFORMATION, INCLUDING INFORMATION ABOUT ADDITIONAL RIGHTS, GO TO WWW.CONSUMERFINANCE.GOV/LEARNMORE, OR WRITE TO: CONSUMER FINANCIAL PROTECTION BUREAU, 1700 G STREET N.W., WASHINGTON, DC 20006. - YOU MUST BE TOLD IF INFORMATION IN YOUR FILE HAS BEEN USED AGAINST YOU. ANYONE WHO USES A CREDIT REPORT OR ANOTHER TYPE OF CONSUMER REPORT TO DENY YOUR APPLICATION FOR CREDIT, INSURANCE, OR EMPLOYMENT - OR TO TAKE ANOTHER ADVERSE ACTION AGAINST YOU - MUST TELL YOU, AND MUST GIVE YOU THE NAME, ADDRESS, AND PHONE NUMBER OF THE AGENCY THAT PROVIDED THE INFORMATION. - YOU HAVE THE RIGHT TO KNOW WHAT IS IN YOUR FILE. YOU MAY REQUEST AND OBTAIN ALL THE INFORMATION ABOUT YOU IN THE FILES OF A CONSUMER REPORTING AGENCY (YOUR "FILE DISCLOSURE"). YOU WILL BE REQUIRED TO PROVIDE PROPER IDENTIFICATION, WHICH MAY INCLUDE YOUR SOCIAL SECURITY NUMBER. IN MANY CASES, THE DISCLOSURE WILL BE FREE. YOU ARE ENTITLED TO A FREE FILE DISCLOSURE IF: - A PERSON HAS TAKEN ADVERSE ACTION AGAINST YOU BECAUSE OF INFORMATION IN YOUR CREDIT REPORT; - YOU ARE THE VICTIM OF IDENTITY THEFT AND PLACE A FRAUD ALERT IN YOUR FILE; - YOUR FILE CONTAINS INACCURATE INFORMATION AS A RESULT OF FRAUD; - YOU ARE ON PUBLIC ASSISTANCE; - YOU ARE UNEMPLOYED BUT EXPECT TO APPLY FOR EMPLOYMENT WITHIN 60 DAYS. IN ADDITION, AU. CONSUMERS ARE ENTITLED TO ONE FREE DISCLOSURE EVERY 12 MONTHS UPON REQUEST FROM EACH NATIONWIDE CREDIT BUREAU AND FROM NATIONWIDE SPECIALTY CONSUMER REPORTING AGENCIES. SEE WWW.CONSUMERFINANCE.GOV/LEARNMORE FOR MORE INFORMATION. - YOU HAVE THE RIGHT TO ASK FOR A CREDIT SCORE. CREDIT SCORES ARE NUMERICAL SUMMARIES OF YOUR CREDIT -WORTHINESS BASED ON INFORMATION FROM CREDIT BUREAUS. YOU MAY REQUEST A CREDIT SCORE FROM CONSUMER REPORTING AGENCIES THAT CREATE SCORES OR DISTRIBUTE SCORES USED IN RESIDENTIAL REAL PROPERTY LOANS, BUT YOU WILL HAVE TO PAY FOR IT. IN SOME MORTGAGE TRANSACTIONS, YOU WILL RECEIVE CREDIT SCORE INFORMATION FOR FREE FROM THE MORTGAGE LENDER. - YOU HAVE THE RIGHT TO DISPUTE INCOMPLETE OR INACCURATE INFORMATION. IF YOU IDENTIFY INFORMATION IN YOUR FILE THAT IS INCOMPLETE OR INACCURATE, AND REPORT IT TO THE CONSUMER REPORTING AGENCY, THE AGENCY MUST INVESTIGATE UNLESS YOUR DISPUTE IS FRIVOLOUS. SEE WWW.CONSUMERFINANCE.GOV/LEARNMORE FOR AN EXPLANATION OF DISPUTE PROCEDURES. - CONSUMER REPORTING AGENCIES MUST CORRECT OR DELETE INACCURATE, INCOMPLETE, OR UNVERIFIABLE INFORMATION. INACCURATE, INCOMPLETE, OR UNVERIFIABLE INFORMATION MUST BE REMOVED OR CORRECTED, USUALLY WITHIN 30 DAYS. HOWEVER A CONSUMER REPORTING AGENCY MAY CONTINUE TO REPORT INFORMATION IT HAS VERIFIED AS ACCURATE. https://firstcheck. instascreen.net/editor/printReport.taz?file=70100 Page 60 of 69 Decembeg 04(516 - Page 566 1 File # 70100 : TESTCASE, JANET Page 3 of 10 - CONSUMER REPORTING AGENCIES MAY NOT REPORT OUTDATED NEGATIVE INFORMATION. IN MOST CASES, A CONSUMER REPORTING AGENCY MAY NOT REPORT NEGATIVE INFORMATION THAT LS MORE THAN SEVEN YEARS OLD, OR BANKRUPTCIES THAT ARE MORE THAN 10 YEARS OLD. - ACCESS TO YOUR FILE IS LIMITED. A CONSUMER REPORTING AGENCY MAY PROVIDE INFORMATION ABOUT YOU ONLY TO PEOPLE WITH A VALID NEED - USUALLY TO CONSIDER AN APPLICATION WITH A CREDITOR, INSURER, EMPLOYER, LANDLORD, OR OTHER BUSINESS. THE FCRA SPECIFIES THOSE WITH A VALID NEED FOR ACCESS. - YOU MUST GIVE YOUR CONSENT FOR REPORTS TO BE PROVIDED TO EMPLOYERS. A CONSUMER REPORTING AGENCY MAY NOT GIVE OUT INFORMATION ABOUT YOU TO YOUR EMPLOYER, OR A POTENTIAL EMPLOYER, WITHOUT YOUR WRITTEN CONSENT GIVEN TO THE EMPLOYER. WRITTEN CONSENT GENERALLY IS NOT REQUIRED IN THE TRUCKING INDUSTRY. FOR MORE INFORMATION, GO TO WWW.CONSUMERFINANCE.GOV/LEARNMORE. - YOU MAY LIMIT "PRESCREENED" OFFERS OF CREDIT AND INSURANCE YOU GET BASED ON INFORMATION IN YOUR CREDIT REPORT. UNSOLICITED "PRESCREENED" OFFERS FOR CREDIT AND INSURANCE MUST INCLUDE A TOLL-FREE PHONE NUMBER YOU CAN CALL IF YOU CHOOSE TO REMOVE YOUR NAME AND ADDRESS FROM THE LISTS THESE OFFERS ARE BASED ON. YOU MAY OPT -OUT WITH THE NATIONWIDE CREDIT BUREAUS AT 1-888-567-8688 (888-50PTOUT). - YOU MAY SEEK DAMAGES FROM VIOLATORS. IF A CONSUMER REPORTING AGENCY, OR, IN SOME CASES, A USER OF CONSUMER REPORTS OR A FURNISHER OF INFORMATION TO A CONSUMER REPORTING AGENCY VIOLATES THE FCRA, YOU MAY BE ABLE TO SUE IN STATE OR FEDERAL COURT. - IDENTITY THEFT VICTIMS AND ACTIVE DUTY MILITARY PERSONNEL HAVE ADDITIONAL RIGHTS. FOR MORE INFORMATION, VISIT WWW.CONSUMERFINANCE.GOV/LEARNMORE. STATES MAY ENFORCE THE FCRA, AND MANY STATES HAVE THEIR OWN CONSUMER REPORTING LAWS. IN SOME CASES, YOU MAY HAVE MORE RIGHTS UNDER STATE LAW. FOR MORE INFORMATION, CONTACT YOUR STATE OR LOCAL CONSUMER PROTECTION AGENCY OR YOUR STATE ATTORNEY GENERAL. FOR INFORMATION ABOUT YOUR FEDERAL RIGHTS, CONTACT: TYPE OF BUSINESS: CONTACT: 1.a. BANKS, SAVINGS ASSOCIATIONS, AND CREDIT UNIONS WITH TOTAL ASSETS OF OVER 910 BILLION AND THEIR AFFILIATES b. SUCH AFFILIATES THAT ARE NOT HANKS, SAVINGS ASSOCIATIONS, OR CREDIT UNIONS ALSO SHOULD LIST, IN ADDITION TO THE BUREAU: 2. TO THE EXTENT NOT INCLUDED IN ITEM 1 ABOVE: a. NATIONAL BANKS, FEDERAL SAVINGS ASSOCIATIONS, AND FEDERAL BRANCHES AND FEDERAL AGENCIES OF FOREIGN BANKS b. STATE MEMBER BANKS, BRANCHES AND AGENCIES OF FOREIGN BANKS (OTHER THAN FEDERAL BRANCHES, FEDERAL AGENCIES AND INSURED STATE BRANCHES OF FOREIGN BANKS), COMMERCIAL LENDING COMPANIES OWNED OR CONTROLLED BY FOREIGN BANKS, AND ORGANIZATIONS OPERATING UNDER SECTION 25 OR 25A OF THE FEDERAL RESERVE ACT BUREAU OF CONSUMER FINANCIAL PROTECTION 1700 G STREET NW WASHINGTON, DC 20006 FEDERAL TRADE COMMISSION CONSUMER RESPONSE CENTER -FCRA WASHINGTON, DC 20580 1-877-382-4357 OFFICE OF THE COMPTROLLER OF THE CURRENCY CUSTOMER ASSISTANCE GROUP 1301 McKINNEY STREET, SUITE 3450 HOUSTON, TX 77010-9050 1-800-613-6743 FEDERAL RESERVE CONSUMER HELP (FRCH) PO BOX 1200 MINNEAPOLIS, MN 55480 1-888-851-1920 WEBSITE ADDRESS: WWW. FEDERALRESERVECONSUMERHELP. GOV EMAIL ADDRESS: CONSUMERHELP@FEDERALRESERVE.GOV c. NONMEMBER INSURED BANKS, INSURED FDIC CONSUMER RESPONSE CENTER STATE BRANCHES OF FOREIGN BANKS, AND 1100 WALNUT STREET BOX 811 INSURED STATE SAVINGS ASSOCIATIONS KANSAS CITY, MO 64106 d. FEDERAL CREDIT UNIONS 3. AIR CARRIERS NATIONAL CREDIT UNION ADMINISTRATION OFFICE OF CONSUMER PROTECTION (OCP1 DIVISION OF CONSUMER COMPLIANCE AND OUTREACH (DCCO) 1775 DUKE STREET ALEXANDRIA, VA 22314 1-703-519-4600 ASST. GENERAL COUNSEL FOR AVIATION ENFORCEMENT 6 PROCEEDINGS DEPARTMENT OF TRANSPORTATION 400 SEVENTH STREET SW WASHINGTON, DC 20590 1-202-366-1306 https://firstcheck. instascreen.net/editor/printReport.taz?file=70100 Page 61 of 69 Decemb J 90?1916 - Page 567 File # 70100: TESTCASE, JANET Page 4 of 10 4. CREDITORS SUBJECT TO SURFACE TRANSPORTATION BOARD 5. CREDITORS SUBJECT TO PACKERS AND STOCKYARDS ACT 6. SMALL BUSINESS INVESTMENT COMPANIES 7. BROKERS AND DEALERS 8. FEDERAL LAND BANKS, FEDERAL LAND BANK ASSOCIATIONS, FEDERAL INTERMEDIATE CREDIT BANKS, AND PRODUCTION CREDIT ASSOCIATIONS 9. RETAILERS, FINANCE COMPANIES, AND ALL OTHER CREDITORS NOT LISTED ABOVE OFFICE OF PROCEEDINGS, SURFACE TRANSPORTATION BOARD DEPARTMENT OF TRANSPORTATION 1925 K STREET NW WASHINGTON, DC 20423 NEAREST PACKERS AND STOCKYARDS ADMINISTRATION AREA SUPERVISOR ASSOCIATE DEPUTY ADMINISTRATOR FOR CAPITAL ACCESS UNITED STATES SMALL BUSINESS ADMINISTRATION 406 THIRD STREET, SW, 8TH FLOOR WASHINGTON, DC 20416 SECURITIES AND EXCHANGE COMMISSION 100 F ST NE WASHINGTON, DC 20549 FARM CREDIT ADMINISTRATION 1501 FARM CREDIT DRIVE McLEAN, VA 22102-5090 FTC REGIONAL OFFICE FOR REGION IN WHICH THE CREDITOR OPERATES OR FEDERAL TRADE COMMISSION: CONSUMER RESPONSE CENTER- FCRA WASHINGTON, DC 20580 1-877-382-4357 Source Information Creditors CREDITOR SUB CODE ADORESS NO CREDITORS DEVELOPED PHONE Submission Results APPLICANT APPLICANT BUREAU TRANSUNION DATE RESULT 04-02-2015 02:39:39 PM NO RECORD FOUND Repository Referral TransUnion Consumer Relations www.transunion.com/myoptions 2 Baldwin Place P.O. Box 1000 Chester, PA 19022 800-888-4213 Comments End of Credit Report Investigative County Criminal Records Search RESULTS NAME SEARCHED DOS SEARCHED JURISDICTION Records Found TESTCASE,JANET 10-05-1962 TX -HIDALGO NAME ON RECORD JANET L TESTCASE DOB ON RECORD 10/05/1962 OTHER IDENTIFIERS OTHER INFO TYPE DISPOSITION DISPOSITION DATE SENTENCE OTHER INFO COMMENT SEARCH DATE SEARCH SCOPE *** Abstract *** CASE NUMBER COURT FILE DATE MISD CLASS B CONVICTED 10/01/2010 18 MOS PROBATION/ $1000.00 FINE PROBATION EXPIRED: 04/06/2012 Count -1 OFFENSE OFFENSE DATE 04-02-2015 1:50 PM MDT 10 years CR -1234565656 DISTRICT 03/04/2010 DRIVING WHILE INTOXICATED 03/04/2010 WARNING: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. Records Found' means that our researchers found a record(s) in that jurisdiction that matched the personal identifiers (Le., Name, SSN, Date of Birth, Address) listed for the subject in the above abstract. First Check does not guarantee the accuracy or truthfulness of https://firstcheck. instascreen.net/editor/printReport.taz?file=70100 Page 62 of 69 Decemby22/903916 - Page 568 File # 70100 : TESTCASE, JANET Page 5 of 10 the information as to the subject of the investigation, but only that it is accurately copied from public records. Information generated as a result of Identity theft, including evidence of criminal activity, may be inaccurately associated with the consumer who is the subject of this report. Further investigation Into additional jurisdictions, or utilization of additional Identifying information, may be warranted. Please call for assistance. COUNTY WANTS AND WARRANT NO REPORTABLE RECORDS FOUND - DALLAS COUNTY JANET TESTCASE State Criminal Records Search RESULTS NAVE SEARCHED DOB SEARCHED JURISDICTION No Reportable Records Found TESTCASE, JANET 10-05-1962 TEXAS SEARCH DATE SEARCH SCOPE 04-02-2015 1:46 PM MDT 10 years CAUTION: Based on the information provided first Check searched for public records in the sources referenced herein for criminal history Information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal Identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation Into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. Federal Criminal Records Search RESULTS NAME SEARCHED DOB SEARCHED JURISDICTION No Reportable Records Found TESTCASE, JANET 10-05-1962 TEXAS NORTHERN SEARCH DATE SEARCH SCOPE 04-02-2015 1:47 PM MDT 10 years CAUTION: Based on the infomnation provided first Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (Le., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further Investigation into additional jurisdictions, or utilization of additional identifying Information, may be warranted. Please call for assistance. InstaCriminal National Search RESULTS No Reportable Records Found NAVE SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:30 PM MDT DOB SEARCHED 10-05-1962 SEARCH SCOPE JURISDICTION NATIONWIDE JURISDICTION(S) SEARCHED The search you have selected is a search of our criminal database(s) and may not represent 100% coverage of all criminal records In all jurisdictions and/or sources. Coverage details available upon request. CAUTION: Based on the Information provided first Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at (east two personal Identifiers (I.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further Investigation Into additional jurisdictions, or utilization of additional Identifying Information, may be warranted. Please call for assistance. Global Homeland Security Search RESULTS NAVE SEARCHED SOURCES No Reportable Records Found TESTCASE, JANET SEARCH DATE 04-02-2015 1:30 PM MDT Alabama Medicaid - Suspended Providers, America's Most Wanted Fugitive List, Australia Sex Offender Registry, Australian Dept of Foreign Affairs and Trade - Sanctions Ust, Australian Reserve Bank Sanctions List, Bank of England Sanctions Ust, California Medi -Cal - Suspended and Ineligible Providers, Connecticut Dept of Social Services - Admin Actions Ust, DEA Diversion Control Program - Admin Actions against Doctors, DEA Diversion Control Program - Cases against Doctors, Delaware Adult Abuse Registry, Directorate of Defense Trade Controls - Debarred Parties List, European Union Terrorism Sanctions Ust, FDA Office of Regulatory Affairs - Debarment Ust, FDA Office of Regulatory Affairs - Warning Letters, Federal Deposit Insurance Corporation (FDIC) - Failed Bank List, Federal Deposit Insurance Corporation (FDIC) - Enforcement Decisions and Orders, Federal Reserve Board - Enforcement Actions, FlnCEN - Enforcement Actions, FINRA - DIsdplinary Actions, Florida Medicaid - SancUoned Providers, Fugitive List, Health Resources and Services Administration - Health Education Assistance Loan - Defaulted Borrowers, HM Treasury - Consolidated List of financial Sanctions, HM Treasury - Investment Ban Ust, Hong Kong Securities and Futures Commission (SFC) - Enforcement Actions, HUD - Limited Denials of Participation Ust, Idaho Medicaid Provider - Exclusion Ust, Illinois Casino Exclusion Ust, Illinois Office of Inspector General - Sanctioned Providers, Immigration and Customs Enforcement (ICE) - Most Wanted, Interpol Most Wanted, Japan Ministry of Economy, Trade, and Industry (METH) - End User Ust, Kansas Dept of Health and Environment - Abuse Registry, Kentucky Medicaid - Excluded Providers, Maryland Medicaid - Exclusion Ust, MIPT Terrorism Knowledge Base, Mississippi Medicaid - Exduded Providers, Missouri Casino Exclusion Ust, Monetary Authority of Singapore - Enforcement Actions, National Credit Union Administration (NCUA) - Administrative Orders, Naval Criminal Investigative Service (NCiS) - Most Wanted Fugitives, Nevada Gaming Control Board - Excluded Person List, New Jersey Casino Exclusion List, New Jersey Dept of Treasury - Debarment List, New York Office of the Medicaid Inspector General - Exclusion List, New York Stock Exchange Regulation - Disciplinary Actions, Office of Foreign Assets Control (OFAC) - Specially Designated Nationals List, Office of Inspector General (OIG) - Health and Human Services Exclusion List, Office of Inspector General (OIG) - Most Wanted Health Care Fugitives, Office of Regulatory Affairs - Disqualified, Restricted and Assurances Ust for Clinical Investigators, Office of Research Integrity - Public Health Service - Administrative Actions Ust, Office of the Comptroller of Currency (OCC) - Enforcement Actions Ust, Office of the Superintendent of Financial Institutions (OSFI) - Canadian Sanctions List, Office of Thrift Supervision (OTS) - Enforcement Actions List, Ohio https://firstcheck. instascreen.net/editor/printReport.taz?file=70100 Page 63 of 69 DecembaS96%16 - Page 569 File # 70100 : TESTCASE, JANET Page 6 of 10 Medicaid - Sanctioned Providers, Ohio Medicaid - Suspended Providers, Palestinian Legislative Council Ust, Pennsylvania Medichedc - Precluded Providers List, Politically Exposed Persons List, SEC - Enforcement Actions, South Carolina Medicaid - Excluded Providers, Tennessee Dept of Health - Abuse Registry, Texas Employee Misconduct Registry, Texas Health and Human Services Commission Medicaid and Title XX Provider Exclusion List, TRICARE Sanctions List, UK Disqualified Directors List, United Nations Consolidated Sanctions List, US Commodity Futures Trading Commission (CFTC) - Disdplinary Actions, US Dept of Commerce - Denied Persons, Unverified, and Entity List, US Dept of Labor - Forced and Child Labor Ust, US Dept of State - Foreign Terrorist Organizations Ust, US Dept of State - Nonproliferation Sanctions, US Dept of State - Terrorist Exclusion List, US Dept of Treasury - Primary Money Laundering Concern Ust, US General Services Administration (GSA) - Exduded Parties List, World Bank Listing of Ineligible Individuals CAUTION: Based on the information provkled First Check searched for public records in the sources referenced herein for criminal history information as permitted by applicable laws. 'No Reportable Records Found' means that our researchers could not locate a record that matched. Further Investigation Into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. Sex Offender Records Search RESULTS NAME SEARCHED DOB SEARCHED JURISDICTION No Reportable Records Found TESTCASE, JANET 10-05-1962 TEXAS SEARCH DATE SEARCH SCOPE 04-02-2015 1:47 PM MDT CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by applicable laws. No Reportable Records Found' means that our researchers could not locate a record that matched. Further Investigation Into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. County Civil Records Search RESULTS NAME SEARCHED DOB SEARCHED JURISDICTION PLAINTIFF DEFENDANT FRE DATE PLAINTIFF ATTORNEY DISPOSITION DATE COMMENT Records Found TESTCASE, JANET 10-05-1962 MO-OSAGE JANET TESTCASE CITY OF ROCKY ROAD 07/15/2011 MARK A FISHER 06/12/2012 SEARCH DATE SEARCH SCOPE *** Abstract *** CASE NUMBER COURT NAME JURISDICTION CASE TYPE DISPOSITION 04-02-2015 1:42 PM MDT 7 years CV556566 COUNTY CT 456 CML - HARASSMENT JUDGMENT WARNING: Based on the information provided First Check searched for public records In the sources referenced herein for civil history information as permitted by federal and state law. Records Found' means that our researchers found a record(s) In that jurisdiction that matched the personal Identifiers (Le., Name, SSN, Date of Birth, Address) listed for the subject in the above abstract. First Check does not guarantee the accuracy or truthfulness of the information as to the subject of the investigation, but only that it is accurately copied from public records. Information generated as a result of kdentlty theft, Including evidence of civil activity, may be inaccurately associated with the consumer who Is the subject of this report. Further investigation Into additional jurisdictions, or utilization of additional Identifying information, may be warranted. Please call for assistance. Credentials Education Verification RESPONSE RECEIVED Yes INSTITUTION NAME UNIVERSITY OF SYRACUSE CITY, STATE SYRACUSE, NY INSTITUTION PHONE N/A INSTITUTION FAX INSTITUTION EMM. SOCIAL SECURITY DATES CLAWED DEGREE(S) CLAIMED MAJOR(S) CLAIMED GPA CLAIMED HONORS CLAMED ATTENDING NAME COMMENTS SUBJECT -PROVIDED INFORMATION MAY 2013 MASTERS OF PUBLIC ADMIN PUBLIC ADMINISTRATION SEARCH DATE CONTACT SUBJECT 04-02-2015 1:51 PM MDT WRITTEN/ SC JANET TESTCASE INSTITUTION -PROVIDED INFORMATION 123-45-6789 DATE AWARDED: 05/15/2013 MASTERS PUBLIC ADMIN PUBLIC ADMINISTRATION Instant Driving Records RESULTS License Found https://firstcheck. instascreen. net/editor/printReport.taz?f i 1e=70100 Page 64 of 69 Decemb4yg0A16 - Page 570 File # 70100 : TESTCASE, JANET Page 7 of 10 STATE OF ISSUE Texas SEARCH DATE 04-02-2015 1:37 PM MDT LICENSE NUMBER 09555186 License Number: 01234567 License State: TX Full Name: TESTCASE, JANET DOB: 1962-10-05 Address: 19 FOREST DRIVE BEDROCK, TX 79501 License Info Status: CLEAR Class: C Class Description: Non -Comm. C - Single or comb veh , not In class A or B Expiration Date: 2018-10-05 Original Issue Date: 1978-03-16 Other License Info Report Message: NO ENTRIES FOUND FOR THIS PERSON MVR Status: MVR found MVR History Length: 3 MVR Score: A valid driver license (active, clear, eligible, valid, etc) with at least 3 years of history and a clear MVR. (0) Messages Alert: Requested last name(TESTCASE) did not match. Commercial Driver License (CDL) Indicator: N THIS TYPE OF RECORD WILL NOT REFLECT COMPLETION OF A DRIVING SAFETY COURSE. THIS RECORD REFLECTS CONVICTIONS AND CRASH INVOLVEMENTS THAT ARE ALLOWED TO BE DISPLAYED BY LAW. WARNING: Confidential Information - To Be Used As Per State And Federal Laws. Misuse May Result In A Criminal Prosecution. https://firstcheck. instascreen.net/editor/printReport.taz?file=70100 Page 62 of 66 Decembh20 R16 - Page 571 File # 70100 : TESTCASE, JANET Page 8 of 10 COMPREHENSIVE REPORT Subject Information: (Best Information for Subject) Name: JANET L TESTCASE DOB:10/05/1962 SSN: 123-45-xxxx Issued in TEXAS between 01/01/1975 and 12/31/1976 Age: 31 Names Associated With Subject: L-' JANET LTESTCASE LexID: 8071868866 DOB: 1962 JANET TESTCASE LexID: 8071868866 DOB: 10/05/1962 123 -45 -mor Issued In TX Others Associated With Subjects SSN: (DOES NOT usually Indicate any type of fraud or deception) [None Found] Comprehensive Report Summary: Names Associated With Subject: 2 Found Others Associated With Subjects SSN: None Found Address Summary: 2 Found Active Address(es): 1 Found Previous & Non-Verlfed Addr. 1 Found fer Possible Criminal Records: None Found Sexual Offenses: None Found en Driver's License: 1 Found a Motor Vehicles Registered: 1 Found 'S Concealed Weapons Permit: None Found DEA Controlled Substances: None Found e4 Professional Licenses: None Found Watercraft: None Found tBankruptcies: None Found Uens and Judgments: None Found UCC Filings: None Found el Possible Properties Owned. np 1 Found &a Possible Associates: None Found Gl Address Summary: 19 FOREST DR , BEDROCK, TX 77469-1826, HIDALGO COUNTY ( 1995- Jan 2015) 12924 PECOS RD, KNOXVILLE TX 37934-0885, KNOX COUNTY (Feb 2002 - Jan 2015) 7404 TOWN CENTER BLVD APT 808, ROSENBERG TX 77471-6232, FORT BEND COUNTY (Apr 2011 - May 2014) Utility Locator - Connect Date: 4/28/2011 ./21027 JAMES LONG CT, RICHMOND TX 77406-6453, FORT BEND COUNTY (Jun 2007 - Oct 2013) 1611 LAUREL AVE APT 303, KNOXVILLE TN 37916-2078, KNOX COUNTY (Oct 2005) 135 WHITE DR APT -2, TALLAHASSEE FL 32304-3090, LEON COUNTY (May 2004 - Jun 2004) 1505 W THARPE ST APT 3632, TALLAHASSEE FL 32303-4575, LEON COUNTY (Sep 2002 - Jan 2004) Active Address(es): s� x/19 FOREST HILL DR, BEDROCK, TX 77406-6453, HIDALGO COUNTY Name Associated with Address: JANET TESTCASE Current Residents at Address: DAVID TESTCASE Property Ownership Information for this Address Property: Parcel Number - 5121-06-001-0320-901 Owner Name: DAVID WTESTCASE LexID: 2561089892 Owner Name 2: JANET TESTCASE LexID: 2561096692 Property Address: - 19 FOREST HILL, BEDROCK TX 77406-6453, HILDAGO COUNTY Owner Address: 21027 JAMES LONG CT, RICHMOND TX 77406-6453, FORT BEND COUNTY Sale Date - 05/29/1995 Sale Price -;325,850 Subdivision Name - LONG MEADOW Total Market Value -$467,230 Assessed Value -$443,810 Land Value - ;89,250 Improvement Value -$377,980 https://firstcheck. instascreen.net/editor/printReport.taz?file=70100 Page 63 of 66 Decembiy04g16 - Page 572 File # 70100 : TESTCASE, JANET Page 9 of 10 Land Size - 13,299 Square Feet Year Built - 2006 Seller Name: HOUSTON VILLAGE BUILDERS INC Legal Description - LONG MEADOW FARMS SEC 6, BLOCK 1, LOT 32 Loan Amount -;245,000 Lender Name - CITIMORTGAGE Data Source - A Previous And Non -Verified Address(es): 1118 MESSINA LN, RICHMOND TX 77469-1826, FORT BEND COUNTY ( 2014 - Jan 2015) Name Associated with Address: DAVID TESTCASE Current Residents at Address: STEVEN FRYER Property Ownership Information for this Address Property: Parcel Number - 6469-03-002-0010-901 Owner Name: STEVEN FRYER LexID: 8071868866 Property Address - 1118 MESSINA LN, RICHMOND TX 77469-1826, FORT BEND COUNTY Owner Address: 1118 MESSINA LN, RICHMOND TX 77469-1826, FORT BEND COUNTY Sale Date - 04/15/2014 Seller Name: PULTE HOME OF TEXAS LP Loan Amount -;149,168 Loan Type - NEW CONVENTIONAL Data Source - B 1 Possible Criminal Records: [None Found] la Sexual Offenses: [None Found] n Driver's License Information:' -- Name: JANET L TESTCASE LexID: 80718688 DL Number. xxxxxxxx State: Texas License Address. 19 FOREST DR, BEDROCK TX 77469-1826, FORT BEND COUNTY DOB: 10/05/1962 Potential SSN : 123.45-xxxx Issue Date: 05/09/2014 Data Source: Govemmental ® Motor Vehicles Registered To Subject: Vehicle: Description: Gray Silver 2006 Toyota Camry - Sedan 4 Door VIN: 4T1BE30K26U67 State Of Origin' TEXAS Engine: 4 Cylinder 144 Cubic Inch Anb Lock Brakes: 4 wheel standard Air Conditioning: Standard Daytime Running Lights: Standard Power Steering: Standard Power Brakes: Standard Power Windows: Standard Security System: Immobilizer and Alarm Roof: None / not available Price: 20375 Radio: AM/FM CD Front Wheel Drive: Yes Four Wheel Drive: No Tilt Wheel: Unknown Data Source: Governmental Registrants) Record Type: CURRENT Name: JANET L TESTCASE LexID: 8071868866 Potential SSNB: 123-45-xxxx Address: 19 FOREST HILL, BEDROCK TX 77469-1826, FORT BEND COUNTY DOB: 10/05/1962 Sex: FEMALE Tag Number: BD9B1 License State: TX Earliest Registration Date: 10/1/2014 Latest Registration Date: 10/1/2014 Expiration Date: 9/30/2015 License Plate Type: Private Concealed Weapons Permit: [None Found] 141 DEA Controlled Substances: [None Found] GI Professional License(s): [None Found] aWatercraft: https://firstcheck. instascreen. net/editor/printReport.taz?file=70100 Page 64 of 66 Decemb,-210?916 - Page 573 File # 70100 : TESTCASE, JANET Page 10 of 10 [None Found] 4, Bankruptcies: [None Found] Liens and Judgments: [None Found] UCC Filings: [None Found] d Possible Properties Owned by Subject: ill le Property: Parcel Number- 6469-03-002-0010-901 Owner Name: JANET L TESTCASE LexID: 8071868866 Property Address - 19 FOREST DR, BEDROCK TX 77469-1826, HIDALGO COUNTY Sale Date- 04/15/2014 Seller Name: PULTE HOME OF TEXAS LP Loan Amount - $149,168 Loan Type - NEW CONVENTIONAL Data Source - B Possible Associates: i•—• NONE FOUND Disclaimer This report is furnished to you pursuant to the Agreement for Service between the parties and in compliance with the Fair Credit Reporting Act. This report Is furnished based upon your certification that you have a permissible purpose to obtain the report. The information contained herein was obtained in good faith from sources deemed reliable, but the completeness or accuracy is not guaranteed. ••• End Of Report ••' https://firstcheck. instascreen.net/editor/printReport.taz?file=70100 Page 63 of 64 Decembly0412316 - Page 574 EVERYTH I N G MANAGEMENT ASSESSMENT TO ACTION. WI LEY MANAGEMENT PROFILE Casey Tyler Thursday, June 12, 2014 This report is provided by: Strategic Govemment Resources, Inc. Ron Holifield PO Box 1642 Keller, TX 76244 817-337-8581 www.GovernmentResource.com S• GR i.! December 20, 2016 - Page 575 INTRODUCTION TO DiSC® Welcome to Everything DISC® Casey, have you ever wondered why connecting with some people is easier for you than with others? Maybe you've noticed that you have an easier time managing people who focus on creating lively environments and relationships. Or, maybe you're more comfortable working with those who take an optimistic, fast -paced approach than those who work at a steadier pace. Or, perhaps you relate best to people who are more enthusiastic than analytical. Everything DiSC® is a simple tool that offers information to help you understand yourself and others better—and this can be of tremendous use as a manager. This report uses your individual assessment data to provide a wealth of information about your management priorities and preferences. In addition, you'll learn how to connect better with people whose priorities and preferences differ from yours. EVERYTHING MANAGEMEN' Cornerstone Principles ► All DiSC style are equally valuable, and people with all styles can be effective managers. ► Your management style is also influenced by other factors such as life experiences, education, and maturity. ► Understanding yourself better is the first step to becoming more effective with your employees and your manager. ► Learning about other people's DiSC styles can help you understand their priorities and how they may differ from your own. ► You can improve the quality of your management experience by using DISC to build more effective relationships. DOMINANCE • Direct • Results -oriented • Firm • Strong-willed • Forceful • Analytical • Reserved • Precise • Private • Systematic i CONSCIENTIOUSNESS INFLUENCE • Outgoing • Enthusiastic • Optimistic • High-spirited • Lively • Even-tempered • Accommodating • Patient • Humble • Tactful STEADINESS ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 2 December 20, 2016 - Page 576 YOUR DISC® OVERVIEW EVERYTHING MANAGEMENT How is this report personalized to you, Casey? In order to get the most out of your Everything DISC Management® Profile, you'll need to understand your personal map. Your Dot As you saw on the previous page, the Everything DiSC® model is made up of four basic styles: D, i, S, and C. Each style is divided into three regions. The picture to the right illustrates the 12 different regions where a person's dot might be located. Your DiSC® Style: i Your dot location indicates your DiSC style. Because your dot is located in the middle of the i region, you have an i style. Keep in mind that everyone is a blend of all four styles, but most people tend strongly toward one or two styles. Whether your dot is in the center of one style or in a region that borders two, no dot location is better than another. All DISC® styles are equal and valuable in their own ways. Close to the Edge or Close to the Center? A dot's distance from the edge of the circle shows how naturally inclined a person is to encompass the characteristics of his or her DISC style. A dot positioned toward the edge of the circle indicates a strong inclination toward the characteristics of the style. A dot located between the edge and the center of the circle indicates a moderate inclination. And a dot positioned close to the center of the circle indicates a slight inclination. A dot in the center of the circle is no better than one on the edge, and vice versa. Your dot location is near the edge of the circle, so you are strongly inclined and probably relate well to the characteristics associated with the i style. Now that you know more about the personalization of your Everything DISC Management Map, you'll read about the management priorities and preferences associated with the i style. Using this knowledge, you'll learn how to use Everything DiSC principles to improve your ability to direct, delegate, motivate, and develop others more successfully. Finally, you'll explore ways to work more effectively with your own manager. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 3 December 20, 2016 - Page 577 YOUR DISC® STYLE & DOT EVERYTHING MANAGEMEN1 Your Dot Tells a Story Your DISC Style Is: i D c i• Like other managers with the i style, Casey, you probably enjoy relating to other people. You tend to have a fairly extensive network of friends and colleagues, and you may view a roomful of strangers as a fun opportunity to connect. Similarly, you're likely to get personal satisfaction out of introducing people who would not otherwise meet. Because you're optimistic and enthusiastic, you may find it easy to get the people you manage excited about your goals and ideas. When you speak, you're likely to promote your opinions with passion. Many people probably find your enthusiasm contagious. However, those who are more skeptical may feel that you are overly optimistic at times. When communicating, you tend to be expressive, and you may dial up your volume and gestures to get people's attention. Compared to most managers, you have a stronger urge to process your feelings by verbalizing them. At times, your somewhat talkative nature may cause you to monopolize conversations, particularly with those who are more soft-spoken. In terms of time management, you like to have a variety of tasks on your plate and probably grow bored with routine. Most likely, you maintain your enthusiasm and drive under time pressure. Although you're often excited to start a new project, you may sometimes dive in without adequate planning or resources. Because you're probably confident in your ability to improvise, you may prefer a more free-flowing approach. You probably enjoy making gut -instinct decisions, but you also tend to be accepting of other people's ideas. In fact, when people offer opinions or weigh in, you sometimes may be reluctant to give negative feedback for fear of being seen as the "bad guy." At times, your optimism may also cause you to overestimate your own abilities or misjudge the difficulty of a task. You genuinely enjoy being around other people, so you probably encourage people to work collaboratively. Most likely, you see team brainstorming sessions as leading to endless possibilities, and you tend to actively solicit ideas from other people. However, because you naturally want to connect and collaborate with others, you may not always realize that some people require more personal space. Like others with the i style, you may tie your self-worth closely to your social circle. You strive to make favorable impressions whenever possible, and you're most likely comfortable being the center of attention. In fact, you probably enjoy telling stories and entertaining others in a colorful, engaging way. In conflict, you may be inclined to brush any unpleasantness under the rug for as long as possible. However, if your anger, frustration, or hurt reaches a breaking point, you may say things you later regret. For you, venting may feel like a therapeutic process, but it may make the people you manage highly uncomfortable. Casey, like others with the i style, your most valuable contributions as a manager may include your ability to generate excitement, your high energy, and your desire to bring people together. In fact, these are probably some of the qualities that others admire most about you. 0 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 4 December 20, 2016 - Page 578 YOUR DISC® PRIORITIES & SHADING Your Shading Expands the Story Casey, while your dot location and your DISC® style can say a great deal about you, your map shading is also important. The eight words around the Everything DISC map are what we call priorities, or the primary areas where people focus their energy. The closer your shading comes to a priority, the more likely you are to focus your energy on that area. Everyone has at least three priorities, and sometimes people have four or five. Having five priorities is no better than having three, and vice versa. Typically, people with the i style have shading that touches Encouragement, Action, and Collaboration. Your shading stretches to include Support, which isn't characteristic of your style. EVERYTHING MANAGEMENT What Priorities Shape Your Management Experience? ► Providing Encouragement Casey, like other managers with the i style, you tend to value people's emotional needs and want members of your team to feel good about their contributions. Therefore, you probably take time to give people recognition and celebrate group victories. You focus on providing encouragement so people feel energized and optimistic about their work. ► Valuing Collaboration You tend to recognize the importance of group effort, making it a key component of how you work. Most likely, you include others in important activities and decisions, and you may pride yourself on your ability to build team spirit by getting everyone involved. You value collaboration because you think it not only leads to better outcomes, but it makes the job more fun. ► Taking Action Managers with the i style usually like excitement and fast movement. Most likely, you're energized by innovative, groundbreaking solutions, and you're eager to hit the ground running. In fact, your pace might be a bit fast for some of the people you manage, but rather than slow down, you may encourage them to catch up with you. Because you emphasize action, you may inspire your team to push forward quickly. ► Giving Support Moreover, you place a high priority on supporting others, although this is not typical of the i style. You may prefer to have harmony in your relationships, and people probably know you're ready to help or listen patiently when needed. Because an orderly, peaceful environment is important to you, you're willing to put your own needs aside to give support to others. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler December 20, 2016 - Page 579 YOUR MANAGEMENT PREFERENCES What Do You Enjoy About Managing? Different people find different aspects of their work motivating. Like other people with the i style, you may enjoy working with others toward a common goal, and you may strive to create a high- energy environment where people can express themselves. In addition, you likely appreciate that management allows you to help others succeed in their professional development. Furthermore, you may appreciate the ability to foster a supportive environment where people listen to one another's needs, and this is less typical of the i style. You probably enjoy many of the following aspects of your work: MOTIVATORS • Developing warm relationships with team members • Keeping things moving • Inspiring others to do their best • Promoting creativity • Building an optimistic mindset in others • Getting people involved • Increasing enthusiasm • Supporting people when they express their concerns and frustrations • Considering the needs and opinions of others EVERYTHING MANAGEMENT ACTION 0 CONSCIENTIOUSNESS What do your priorities say about what motivates you and what you find stressful? What Drains Your Energy as a Manager? Then there are those management responsibilities that are stressful for you. Because you want to maintain friendly relationships and be well -liked, you may have problems pushing people to get results, especially if doing so requires you to confront them. Furthermore, you may dislike an atmosphere that feels dull or hinders your energetic pace. At the same time, unlike others with the i style, you may find it difficult to manage people who are too aggressive or combative. Many of the following aspects of your work may be stressful for you: STRESSORS • Giving people unpleasant feedback • Being forceful or insistent with others • Making tough decisions independently • Working steadily toward long-term goals • Managing challenging or skeptical people • Being unable to use your intuition • Having to slow your pace • Having to reprimand people • Dealing with angry or argumentative people © 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. 11 i Casey Tyler December 20, 2016 - Page 580 EVERYTHING MANA( M N YOUR DIRECTING & DELEGATING STYLE As a manager, you may find that effectively directing and delegating to your employees is more complex than simply handing off an assignment with a "please" and "thank you." Perhaps you've noticed that individual employees respond positively to different types of instruction and feedback. Some want specific directions and welcome objective feedback, while others want just the opposite. Based on your DISC® style and priorities, you have a natural approach to directing and delegating. However, to maximize satisfaction and productivity, it's important to consider how effective your approach may be with employees of different styles. Casey, because you place a strong emphasis on encouragement, you tend to be optimistic about people and their abilities. Therefore, you usually give individuals the benefit of the doubt and may assign tasks to team members without making sure they have the skills to get the job done. You also prefer to collaborate, and the people you manage may be empowered by your trust in their abilities. However, when situations require a more direct approach, you may have trouble being tough and holding people accountable. Because you focus on action, you tend to be fast -paced when directing a team. You probably try to get others excited about their tasks, but you may occasionally be vague about the specifics in your eagerness to get people moving. Furthermore, you tend to be supportive, which isn't typical for someone with the i style. As such, you usually make sure people know you're there to help when needed. w z w J U How Do You Approach Directing & Delegating? STRENGTHS • Giving direction in a friendly and positive manner • Making people feel that they are important contributors • Encouraging creativity in the execution of tasks • Listening to people's concerns about assignments • Getting people moving • Making yourself available to help ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. CHALLENGES • Pushing people to complete their tasks • Judging people's abilities or competencies, without overestimating them • Giving clear, detailed explanations • Analyzing options before assigning a task • Highlighting the importance of routine tasks • Creating a reliable setting Casey Tyler December 20, 2016 - Page 581 DIRECTING & DELEGATING TO THE D STYLE How Does the D Style Like to Work? People with the D style prioritize the bottom line and are driven to get results. Furthermore, they are willing to take risks in pursuit of success, probably even more so than you. They strive for ambitious goals and want the freedom to make their own decisions without having to ask for input from other people. And because they value their independence, they may not share your preference to collaborate and work closely as a team. Their autonomy also makes them less likely to require the encouragement you frequently offer. OP EVERYTHING MANAGEMENT ACTION 4 • 0 z w J J U Potential Problems When Working Together People with the D style are often questioning and skeptical, and they may challenge your authority if they disagree with your decisions. They don't share your focus on other people's feelings and may be blunt or assertive when expressing their opinions. And because you tend to assume the best in people, you may mistake their self- assured attitude as competence, even if they don't have the necessary skills or experience. In these cases, you may be surprised when they fail to deliver what you expected. How to Be Effective with the D Style Like you, people with the D style are fast -paced and want to work on exciting projects that will make a big impact. Therefore, encourage them to tackle more adventurous tasks. Give them freedom to decide on methods and tactics, but make sure they don't try to make decisions that exceed their qualifications. If they have exhibited sound judgment in the past, show respect for their bold ideas and decision-making ability. Given your i style, you may need to focus more closely on their skill level and make sure to check in more frequently if they lack experience. If they're Tess experienced: • Don't confuse confidence with competence. • Review their plans before they move ahead. • Check in often enough to make sure they're on track. • Have them check with you before any risky decisions are made. • Let them know that they will be given more autonomy as they gain experience. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. If they're more experienced: • Show them the most practical way to be productive. • Be direct about the results you expect. • Set a deadline and let them figure out how to proceed. • Make sure they understand the consequences of their shortcuts. • Specify the limits of their authority while still allowing for some autonomy. Casey Tyler December 20, 2016 - Page 582 DIRECTING & DELEGATING TO THE i STYLE How Does the i Style Like to Work? People who share your i style are generally upbeat and optimistic. You're both usually sociable and openly expressive, and they probably appreciate your tendency to provide them with encouragement. They typically share your enthusiasm for exciting tasks and your eagerness to interact with others. Furthermore, they're outgoing when it comes to expressing their thoughts and feelings. Just as you tend to be at ease when ideas and conversation flow freely, they may be most relaxed when they can be upfront about their needs. Potential Problems When Working Together EVERYTHING MANAGEMEN- ACTION People who share your i style like to work in a fun environment, and you both probably appreciate the social aspects of the job. Like you, they enjoy spending time with other people, channeling their high energy into collaborative efforts. However, at times, your "i" employees may allow social needs to take precedence over the bottom line, and you may neglect to push them for practical results. And because you may find it easy to develop friendly relationships with them, it may be difficult for you to give them negative feedback. How to Be Effective with the i Style - Like you, these individuals tend to move quickly. Because they seek new or exciting projects, they may become restless if they are forced to work for long periods of time on routine tasks. They share your tendency to improvise and make spontaneous decisions. As a result, you may need to check in frequently with those who lack experience to make sure they are on track and meeting deadlines. For those who are more experienced, encourage creativity and experimentation, but make sure vital details or tasks don't slip through the cracks. If they're Tess experienced: • Make sure they don't lose track of details. • Give them plenty of encouragement. • Limit their socializing. • Check their understanding since their enthusiasm might hide a lack of clarity. • Hold them accountable for missed deadlines or skipped steps. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. If they're more experienced: • Allow them to take the lead in group settings. • Make time to go over the details with them. • Encourage them to keep moving forward. • Acknowledge their contributions publicly. • Keep them on track and on schedule. Casey Tyler December 20, 2016 - Page 583 DIRECTING & DELEGATING TO THE S STYLE How Does the S Style Like to Work? People with the S style tend to be accommodating and flexible, and you share their supportive nature even though it's less typical for someone with the i style. Therefore, they'll respond positively to your friendly manner and genuine interest in their needs. However, because they want to be sure they know exactly what is required, they want to be given clear guidance, yet may be too soft-spoken to ask for it. Consequently, you may need to make an extra effort to supply the step-by-step instruction that they like. Potential Problems When Working Together These individuals tend to make steady progress toward predictable goals, while you're more likely to rely on the power of enthusiasm and big ideas. Therefore, they may become uncomfortable if you delegate high-pressure tasks to them or urge them to take risks. They dislike dealing with abrupt changes, so your tendency to improvise and make quick adjustments may leave them disoriented. As a result, they may look for more stability from you, while you may become frustrated with their hesitancy to take chances. 1 EVERYTHING MANAGEMENT How to Be Effective with the S Style Like you, people with the S style may be most comfortable in friendly, cooperative environments. While they share your preference to collaborate with others, they will seldom push for more authority within the group because they are much more comfortable working behind the scenes. Give them step-by-step instructions and make sure they're comfortable with a task before setting them loose. If they have more experience, give them as much responsibility as you can, but make it clear that you're available to advise them when needed. If they're less experienced: • Give clear, step-by-step directions. • Ask questions to confirm their understanding. • Check in with them frequently. • Refrain from giving them too much responsibility too quickly. • Avoid pushing them to move ahead before they are ready. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. If they're more experienced: • Ask enough questions to elicit their concerns. • Give them additional responsibilities when they seem ready for more challenges. • Encourage them to take initiative. • Make yourself available as an advisor. • Ask them directly what kind of support they need. l i 1 Casey Tyler 10 December 20, 2016 - Page 584 DIRECTING & DELEGATING TO THE C STYLE How Does the C Style Like to Work? People with the C style relate best to clear objectives and fact -based ideas. They take time to analyze concepts and closely examine solutions. Because they rely on logic and objectivity, your tendency to make decisions based on gut instinct may frustrate them. Furthermore, they're comfortable working alone, and they may even avoid the collaboration that you prefer. In fact, they require only very minimal face time and appreciate environments that foster independence. Potential Problems When Working Together z w J a 0 EVERYTHING MANAGEMENT RELIABILITY • These individuals want to produce dependable outcomes, so they tend to thoroughly consider all the consequences before choosing a plan. They prefer to go over options and proposals carefully, which is in contrast to your tendency to move quickly. Therefore, they may become annoyed if you pressure them to multi -task or rush their efforts, and they may see your push for exciting options as careless or sloppy. In turn, you may think their tendency to go over solutions repeatedly stands in the way of progress. How to Be Effective with the C Style People with the C style want to work in an environment where they feel free to point out flaws and question inefficiencies. You may believe that their objections stifle creativity, but remember that they are more concerned with high quality and getting things right. Those with less experience may spend too much time analyzing and perfecting their work, so be sure to check in often enough to keep them on track. For those with more experience, allow more autonomy but set clear deadlines that keep them moving forward. If they're less experienced: • Avoid forcing them to collaborate unless it's necessary. • Help them achieve quality without putting deadlines at risk. • Communicate with clarity rather than enthusiasm. • Make sure they have the resources they need. • Check in to make sure they aren't getting bogged down. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. If they're more experienced: • Check in when necessary to ensure forward progress. • Encourage them to ask for more direction if they need it. • Listen to their concerns about quality. • Allow them to work independently when possible. • Give them opportunities to help solve complex issues. Casey Tyler 11 December 20, 2016 - Page 585 MOTIVATION AND THE ENVIRONMENT YOU CREATE EVERYTHING MANAGFM-N1 You can't motivate people. They have to motivate themselves. As a manager, however, you can create an environment where it's easy for people to find their own natural motivation. This means building an atmosphere that addresses employees' basic needs and preferences so they can do their best work, and you may naturally create a certain type of environment for those around you. It's important to understand the nature of this environment because it has a major impact on the motivation of the people you manage. Casey, because you are enthusiastic and encourage others, the environment you likely create is one where people feel recognized and accepted. You probably help them see that work can be fun, and as a result, they may be more upbeat and optimistic about their tasks and contributions. Most likely, your tendency to take action might help establish a high-energy setting where people want to get going and keep moving. The people you manage may be inspired by your fast pace, and your emphasis on forward momentum can help instill confidence that they are going to help make things happen quickly. i? Similarly, your strong preference for collaboration may Q strengthen the bond among team members, which is often essential for reaching goals. People who feel that group efforts are appreciated are more likely to seek opportunities to brainstorm together and make improvements, without concern for who should receive the most credit. ACTION Furthermore, unlike others with the i style, you have an extra priority that may influence motivation and the environment you create. Since you tend to offer support, the people you manage probably feel that someone cares about them, which can be extremely motivating for some. The Environment You Create • Because you deliver positive feedback, people feel good about their contributions. • Your optimism and enthusiasm can make work more fun. • Your passion and high energy may inspire people to move quickly. • Because you build teams, people feel a sense of camaraderie. • When you put confidence in others, they may feel empowered to use creative approaches. • Because you are understanding and patient, workers are less frustrated when attempting new things. © 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. r r. t Casey Tyler 12 December 20, 2016 - Page 586 MOTIVATION AND THE D STYLE EVERYTHING MANAGEMENT What Are the Motivational Needs of the D Style? Employees with the D style are motivated to win, so they probably care more about the bottom line than how they get there. They're driven to achieve, probably more so than you, so they often thrive in competitive environments and can sometimes turn the most collaborative task into a contest. Furthermore, they share your desire to move quickly and want to make a big impact with innovative or daring ideas. In fact, they may be so focused on individual career growth that they disregard the needs of others, and you may have trouble understanding their challenging approach. What demotivates the D style? • Routine • Foot dragging • Being under tight supervision • Having their authority questioned or overruled • Feeling like their time is being wasted • Having to wade through a lot of details How does conflict affect the motivation of the D style? • Employees with this style may embrace conflict as a way to create win -lose situations. • They may be energized by the competitive aspects of conflict. • They may waste energy dwelling on who is at fault. How can you help create a motivating environment for the D style? • Let them know the value they bring to the organization. • Don't overlook opportunities to allow them to work independently. • Let them control their work environment as much as possible. • Orchestrate healthy competitions that will contribute to team success. • Challenge them with concrete goals meant to stretch their abilities. • Explain the big -picture, bottom-line purpose of new projects. What's the best way for you to recognize and reward the D style? • Reward their top performances with more responsibility and autonomy. • Compliment them directly when their initiative and drive help the organization. • Give them credit for their work and ideas that lead to team success. • Offer them opportunities for advancement when they seek new challenges. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. ACTION • Casey Tyler 13 December 20, 2016 - Page 587 MOTIVATION AND THE i STYLE EVERYTHING MANAGEMENT What Are the Motivational Needs of the i Style? Employees with the i style look for high-energy environments where adventurous or groundbreaking ideas are valued. They're eager to collaborate, as you probably are, so they're likely to put a lot of energy into socializing and maintaining relationships. Because they like fun, vibrant settings, they often move quickly and indulge in a variety of tasks, and you probably don't have much trouble keeping up with their fast pace. Those with the i style are also motivated by public recognition, and like you, they appreciate a warm and encouraging environment. What demotivates the i style? ACTION • Being isolated from others FA,coce • Working in a reserved, slow-paced setting 90 • Having their contributions go unrecognized (<•17 • Performing routine or repetitive tasks Z� • Wading through a lot of details • • Working with pessimistic or critical people o C How does conflict affect the motivation of o the i style? J • Conflict may make them emotional or angry, and as a result may negatively affect their performance. • They may take conflict personally, which could de - energize them. • They may dwell on the conflict rather than focus on their tasks. 1 1 How can you help create a motivating environment for the i style? • Let them collaborate with you and others. • Encourage their positive energy and give them opportunities to express themselves. • Limit the predictability and routine of their tasks when possible. • Reinforce their optimism with your natural enthusiasm and energy. • Give them opportunities to be in the limelight. • Provide some time to socialize without compromising results. What's the best way for you to recognize and reward the i style? • Praise them publicly, making sure the whole team knows when they've accomplished something great. • Let them know that others appreciate the energy and enthusiasm they consistently bring to the table. • Reward them by giving them opportunities to shine. • Recognize their contributions by recommending them for awards or advancement opportunities. e 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 14 December 20, 2016 - Page 588 MOTIVATION AND THE S STYLE EVERYTHING MANAGEMENT What Are the Motivational Needs of the S Style? People with the S style prefer a calm, structured atmosphere where tension and conflict are rare. Like you, they tend to be supportive, and may even withhold their own opinions to accommodate or please other people. In addition, they like to connect with colleagues on a personal level by working in a collaborative setting, and you may appreciate their affinity for teamwork. Furthermore, they want to be seen as reliable and to have enough time to perform their duties without being rushed or stressed, which probably isn't as important to you. What demotivates the S style? • Competitive environments • Having to change direction abruptly • Being rushed into quick decisions • Dealing with cold or argumentative people • Being forced to improvise • Being in chaotic situations How does conflict affect the motivation of the S style? • They may compromise on things they care about but remain frustrated beneath the surface. • They may waste energy worrying that people are mad at them. • They may become fearful about making mistakes, limiting their effectiveness or ability to take chances. • How can you help create a motivating environment for the S style? • Avoid rushing them for results, which may require you to slow your pace at times. • Let them collaborate with others, but don't push them to be more social than they want to be. • Be clear about their tasks and responsibilities, and don't skip the specifics. • Plan ahead to be able to give plenty of warning when changes are coming. • Give them the structure and security they need to feel comfortable. • Ask for their ideas, which they might not share without encouragement. What's the best way for you to recognize and reward the S style? • Reward their steady contributions to team success by making them feel like a vital part of the team. • Give them more responsibility, and let them know that you trust them to deliver reliable results. • Offer sincere praise, but avoid putting them in the limelight. • Encourage them to consider advancement opportunities when you feel that they're ready, since they're unlikely to ask. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler December 20, 2016 - Page 589 MOTIVATION AND THE C STYLE EVERYTHING MANAGEMENT What Are the Motivational Needs of the C Style? Employees with the C style look for an environment where they will have time to analyze ideas and ensure flawless outcomes. They want to produce work that's reliable, so they prefer to maintain a moderate pace and exercise a sense of caution, which isn't one of your top priorities. Because they tend to be even more objective than you are, they like to weigh all the options and gather all the facts before making decisions. Also, they want to master their responsibilities, so they often challenge ideas to ensure accuracy, an approach you probably don't share. What demotivates the C style? • Being required to work collaboratively • Receiving vague or ambiguous directions • Having to deal with strong displays of emotion • Being forced to let errors slide • Having to make quick decisions • Being wrong How does conflict affect the motivation of the C style? • They may become resentful and unyielding, limiting their productivity. • They may withdraw from the situation to avoid having to deal with emotional reactions. • Their unexpressive manner may conceal a tendency to worry excessively. w 0 w -J J a U RELIABILIT`f • How can you help create a motivating environment for the C style? • Explain the purpose of tasks logically rather than enthusiastically. • Encourage them to help define quality standards. • Listen to their insights about projects or tasks, and avoid dominating conversations. • Provide opportunities for independent work rather than focusing on collaboration. • Convey your expectations clearly and specifically. • Give them plenty of time to process information. What's the best way for you to recognize and reward the C style? • Compliment them privately by highlighting specific aspects of their performance that stand out. • Thank them for the unique contributions they make by ensuring high-quality outcomes. • Reward them by providing new opportunities to complete challenging projects independently. • Encourage their growth by offering to help them build expertise in new areas of interest. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 16 December 20, 2016 - Page 590 YOUR APPROACH TO DEVELOPING OTHERS EVERYTHING MANAGEMENT One of the most important but often overlooked areas of management is employee development. By development, we don't mean day-to-day direction on current job duties. Instead, we're talking about supporting employee's long- term professional growth by providing resources, environments, and opportunities that capitalize on their potential. Certainly, your employees will need to work through those limitations that are significant obstacles to their growth. Research shows, however, that you'll be most effective as a manager if you can help your employees identify and build on their strengths, rather than trying to fix all of their weaknesses. Each manager has a natural approach to this development task, and your approach is described below. Casey, you usually want the best for the people you manage, and this interest in their well-being often helps you address their development needs. Most likely, you're optimistic about people's abilities and encourage them to reach for their loftiest goals. When it comes to career growth, you may motivate people to take quick action and be creative as they find ways to use their strengths. And because you usually let people know that you're eager to help them develop, they probably feel comfortable approaching you with their questions and concerns. Overall, you find ways to give people confidence as they identify their talents and provide opportunities for them to showcase these talents. Furthermore, unlike others with the i style, you also have an extra priority that might influence your approach to developing others. To you, developing others encompasses giving support and being there to assist people when they need it. Your Development Approach ADVANTAGES • Encouraging creative or daring ideas for people's development • Making yourself available for mentoring • Boosting others' self-confidence with your belief in their abilities • Pushing people to move quickly in their development • Inspiring people to think big • Taking the time to listen to people's real concerns ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. W CO Z w J J Q S 0 ACTION RELIABILITY ---0.....111.11111011111111111r— DISADVANTAGES • Pushing people at a pace that doesn't allow them time to develop necessary skills • Being unrealistically optimistic about some people's development options • Failing to take a long-range view of people's development needs • Putting too much emphasis on positive behaviors at the expense of addressing problems • Failing to consider whether development plans are well-suited to the person • Being too accepting when people fail to meet your expectations Casey Tyler 1 7 December 20, 2016 - Page 591 DEVELOPING YOUR "D" EMPLOYEES Areas Where They Have Strong Potential Consider ways that these employees and the organization can take full advantage of the following strengths: • Willingness to take risks and challenge the status quo • Comfort being in charge • Confidence about their opinions • Persistence through failure or tough feedback • Competitive spirit and drive for results • Ability to create a sense of urgency in others • Comfort being direct or even blunt • Restless motivation to take on new challenges • Ability to find effective shortcuts • Willingness to speak up about problems EVERYTHING MANAGEMENT Obstacles and Strategies in the Development Process Drive People with the D style are usually quite driven, so it may be important to ensure that their energy is channeled in the right direction. Otherwise, they may strive for their own goals and give less attention to the organization's needs. At times, you may need to rein them in and make sure their priorities align with those of the organization, which may require you to be more direct than is natural for you. • Consider development opportunities that have the potential for impressive results. • Be sure that they know the difference between individual and organizational goals. • Encourage their ambition and autonomy, but be prepared to redirect their focus. I Action I Like you, people with the D style tend to move fast, so they may not believe they require any structure or long-term development plan. In your mutual zeal for rapid progress, the two of you may fail to plot out the details of their long- term growth. This is especially true if they are inexperienced or prone to make important decisions with very little information. • Remember that they may insist on moving forward even without the necessary skill set. • Help them slow down to think through their development path. • Review the big picture and encourage them to come up with appropriate long-term goals. rChallenge These individuals are more independent than you, and they may be strong-willed in pursuing their goals. As a result, they may challenge your leadership, especially if you are focused on collaborative efforts. Give them as much autonomy as you can without undermining your own authority, but don't allow them to avoid their responsibilities related to the group effort. • Allow them to work independently to the degree that they don't damage team unity. • Reassert your authority if necessary. • Set up a system so they know when you are suggesting and when you are telling. C 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 18 December 20, 2016 - Page 592 DEVELOPING YOUR "i" EMPLOYEES Areas Where They Have Strong Potential Consider ways that these employees and the organization can take full advantage of the following strengths: • Ability to build a network of contacts • Willingness to accept new ideas • Interest in working with others • Comfort taking the lead • Persistence through optimism • Tendency to create enthusiasm • Ability to empathize with others • Willingness to experiment with different methods • Tendency to give praise and encouragement to others • Ability to rally people around an idea Obstacles and Strategies in the Development Process EVERYTHING MANAG}`.MEN T ACTION • Qto 0 Encouragement People who share your i style want to know that they are doing a good job and are on the right development path, so they may appreciate your preference to focus on the positive while offering feedback. However, because you both tend to be optimistic, you may gloss over negative issues and ignore potential problems. Therefore, you may need to make sure that they understand which areas require improvement. • Continue to be optimistic when assessing their development, but don't ignore problems. • You may need to offer tougher feedback at times. • Check to make sure they understand your feedback. Action Like you, these individuals are interested in fast -paced innovation, and they may avoid development opportunities that require in-depth analysis. Because you are equally likely to push for action, the two of you may come up with development plans that are vague or overly optimistic. Instead, it may be helpful to look at promising opportunities that might require more attention to detail. • Encourage their spontaneity when appropriate. • Point out the negative consequences of not taking the time to develop skills with deliberate effort. • Avoid letting your mutual enthusiasm obscure important details or potential issues. Collaboration - Like you, these individuals love working with other people, and this can be a great source of strength in their development. However, because you both value collaboration above individual accomplishment, the two of you may focus exclusively on collective efforts at the expense of personal goals. Remember that sometimes independent efforts are as important as teamwork when it comes to personal growth. • Encourage them to pursue opportunities that involve working with others. • Allow them to lead small groups. • Remind them that their growth will also depend on independent work. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 19 December 20, 2016 - Page 593 DEVELOPING YOUR "S" EMPLOYEES Areas Where They Have Strong Potential Consider ways that these employees and the organization can take full advantage of the following strengths: • Ability to work with different types of people • Interest in maintaining steady progress • Tendency to be diplomatic • Willingness to support team goals • Ability to empathize with others • Persistence to work on routine or highly detailed projects • Tendency to follow through on commitments • Ability to calm upset people • Understanding of others' perspectives • Willingness to be flexible to others' needs EVERYTHING MANAGEMENT • RELIABILIT1 Obstacles and Strategies in the Development Process 1 Support While it's not typical for the i style, you tend to be supportive and offer the reassurance that people with the S style need. As a result, they probably appreciate the level of patience and consideration you extend to their development. Still, because you focus on people's emotional needs, you may not push them to reach beyond their comfort zones. • Help them see the depth of their skills and abilities. • Remind them that they have to focus on their own needs at times. • Push them gently to grow and develop. Reliability They are dependable and stable. For this reason, they may feel that your development plans are too risky or adventurous. In addition, they may want more structure from you when it comes to laying out their professional future. • Encourage them to look beyond the risk in bold development plans to see the opportunities. • Give them time to warm up to ideas that involve a lot of change. • Work with them to create specific development plans. Collaboration Like you, people with the S style are comfortable working with others, but their focus on collaboration may be at the expense of individual opportunities for growth. And since you both want harmonious relationships, you may have trouble providing tough feedback. Trying to avoid hurting their feelings may deprive them of constructive criticism that could help them down the line. • Encourage them to pursue collaborative opportunities while furthering their own development. • Show them that they have the strength to work autonomously. • Offer constructive feedback when necessary. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 20 December 20, 2016 - Page 594 DEVELOPING YOUR "C" EMPLOYEES Areas Where They Have Strong Potential Consider ways that these employees and the organization can take full advantage of the following strengths: • Insistence on quality • Ability to look at ideas logically Lu • Comfort with studying the specifics J • Interest in maintaining error -free work a • Ability to pinpoint potential problems o • Persistence in analyzing solutions • Willingness to work alone oco • Tendency to avoid letting personal feelings interfere with work VFo • Ability to exercise caution and manage risks T'1i,), • Interest in developing a systematic approach Obstacles and Strategies in the Development Process Objectivity EVERYTHING MANAGEMENT RELIABILIri • These individuals use logic to guide their actions, so they may believe that your more intuitive approach to development is misguided or sloppy. Because of their interest in progressing rationally, they may prefer to work in a "cave" when planning their development, and they may discount team unity and other people's feelings. • Steer them toward analytical development opportunities. • Respect their independence, but remind them to fill you in on their progress. • Avoid forcing them to socialize, but reinforce the importance of teamwork. Reliability People with the C style want development opportunities that are clear and well planned, so they may reject your tendency to keep moving forward, leaving the specifics for later. Further, they may be less interested in your daring or innovative ideas for development, even though playing it safe isn't likely to lead to growth. • Put development opportunities into a clear, well -organized framework. • Encourage them to look beyond safe and predictable development plans. • Ensure that they see the drawbacks of playing it safe. rChallenge These individuals are often skeptical, so they may probe ideas for flaws even after others have accepted them. They frequently question solutions, which may be frustrating as you work with them to create a development path. And their tendency to say "no" may come across as dismissive or resistant. • Expect that you'll have to back up your ideas with evidence if you want buy -in. • Hold them accountable if they question your ideas in a disrespectful way. • Give them time to think over your suggestions before making final decisions together. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 21 December 20, 2016 - Page 595 HOW YOUR MANAGER SEES YOU One of the most important but often overlooked aspects of management is sometimes called "managing up." This refers to effectively working with and influencing your own manager. Understanding how your manager sees you is important, but sometimes difficult. This page provides insight into how your manager might see you. ► Encouraging Casey, since you have an i style, you probably come across as enthusiastic and people -oriented. Your manager may appreciate your tendency to inspire people to keep a positive outlook. On the other hand, because you're sometimes overly optimistic, some managers may be concerned that you let your emotions cloud your judgment, while others may not identify with your emphasis on a lively work environment. • Some managers may see you as unrealistically optimistic. • Your manager may prioritize facts over passion. EVERYTHING MANAGEMENT ► Active Many managers will appreciate that you get going quickly on tasks and projects. Furthermore, they may like how your energetic push toward new opportunities gives the organization momentum. On the other hand, some managers may see your speed as sloppy or reckless, while others may worry that your excitement could cause you to overlook other important factors. • Your manager may see shortcuts as evidence of sloppy work. • Some managers may find your more adventurous ideas to be impractical or unrealistic. ► Collaborative Because of your emphasis on teamwork, your manager probably feels comfortable that you'll gather a lot of input to create stronger solutions. Many managers may also appreciate your openness to ideas even if they didn't originate with you. However, your consistently collaborative approach may lead some managers to think that you're more interested in the group process than in getting things done. • Your manager may think that you have trouble staying on task. • Managers who stress independent work may want you to act decisively without involving others. ► Supportive In addition, you tend to be supportive, which isn't typical of the i style, and many managers may see your willingness to help as a great asset in making their jobs less stressful. However, some managers may think you have trouble holding people accountable for subpar performances. • Your manager may see you as overly lenient with people who are underperforming. • Some managers may see you as too willing to compromise on goals rather than pressure others. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. 1 Casey Tyler 22 December 20, 2016 - Page 596 WORKING WITH "D" MANAGERS EVERYTHING MANAGEMENT Most of us would like to understand our own manager a bit better. If your manager tends toward D, here are some insights for working more effectively together. Their Priorities & Preferences Managers with the D style put a strong emphasis on drive and are active in pursuing bottom-line results. They can be demanding and blunt and won't hesitate to voice their skepticism. Overall, they respond best to people who can quickly help them achieve success. • Unlike you, their drive for results may cause them to overlook people's feelings or make compromises to quality. • Like you, they prioritize action and want to keep progressing at a rapid pace. • Unlike you, they tend to openly challenge the status quo and pressure others to meet their high standards. ACTION Advocating & Getting Buy -In Managers with the D style want to see concrete results as fast as possible, so you may get buy -in by showing how your plan will quickly affect the bottom line. And because they respect confidence, your natural self-assurance might help your proposals get serious consideration. However, if you present your ideas enthusiastically without illustrating the substance, these managers may dismiss them as frivolous. Like you, they want to keep things moving quickly and may become frustrated when something or someone slows progress. Avoid unnecessary details, but be ready with facts in case they challenge your assumptions. Furthermore, they want to feel in control, so show respect for their leadership by offering them an ownership stake in the solution. • Keep the focus on the bottom line. • Project confidence in your ideas, but only when it's genuine. • Avoid coming across as overly enthusiastic or passionate. Dealing with Conflict Managers with the D style can become competitive in conflict, creating win -lose scenarios in which compromise is seen as a sign of weakness. They aren't inclined to gloss over differences or avoid confrontation. This is probably quite a bit different than how you handle conflict, since you prioritize friendly relationships. When working with these managers, be careful not to brush past the issues. They're probably more frank than is comfortable for you, but remember not to take it personally. State your points objectively without getting defensive. • Avoid viewing their directness as a personal attack. • Don't gloss over disagreements just to keep things friendly. • Keep the discussion focused on the issue at hand. C 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 23 December 20, 2016 - Page 597 WORKING WITH "i" MANAGERS EVERYTHING MANAGEMENT Most of us would like to understand our own manager a bit better. If your manager tends toward i, here are some insights for working more effectively together. Their Priorities & Preferences Managers with the i style tend to be energetic and encourage others to do their best. Overall, they want to lead a fast -paced but friendly team, and they will likely respond best to people who like to create an optimistic team spirit. • Like you, they give people recognition and celebrate group victories. • Like you, they prefer to work with others and prioritize teamwork. • Like you, they focus on action and move quickly while striving for forward progress. ACTION FN 'Ze��F • 0 i Advocating & Getting Buy -In Managers who share your i style look for cooperation and want to know how your plans will affect other people. Like you, they're interested in finding ways to interact, and they believe collaboration leads to better outcomes. To gain their buy -in, show them how team members can work together to reach your goals. Use your energetic approach to show them that your solution has the power to invigorate people, but avoid exaggerated claims that might mask legitimate flaws. Furthermore, they share your desire for fast movement and groundbreaking solutions, so lay out the big picture, and assure them that things will happen quickly once you have their buy -in. • Emphasize how your ideas can quickly energize people. • Discuss the effect of your ideas on other people. • Refrain from overestimating an idea's true potential. Dealing with Conflict Managers who share your i style want to maintain friendly relationships. However, self-expression is very important to them, so they may demand to be heard in a conflict situation. Because you have a similar approach, you and an "i" manager may say harsh things to one another that are difficult to take back. Furthermore, you both may have trouble letting things go later. Therefore, when things get tense, express your concern for their feelings and a desire to work through the conflict quickly but thoroughly, and avoid personal attacks. Let them know that a disagreement now doesn't mean a poor relationship down the road. • Avoid engaging in any personal attacks • Acknowledge the importance of everyone's feelings. • Make it clear that your relationship is still strong. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. �l Casey Tyler 24 December 20, 2016 - Page 598 WORKING WITH "S" MANAGERS EVERYTHING MANAG- M - N Most of us would like to understand our own manager a bit better. If your manager tends toward S, here are some insights for working more effectively together. Their Priorities & Preferences Managers with the S style tend to be accommodating and dependable. Overall, they want to lead a team in a calm setting where tension is rare, and they will likely respond best to people who are friendly team players. • Like you, they emphasize supporting others and have empathy for people's needs. • Like you, they prioritize collaboration and want people to work together harmoniously. • Unlike you, they often dodge change in order to maintain a dependable setting. RELIABILIN • Advocating & Getting Buy -In Managers with the S style want to see how your ideas can contribute to steady progress and reliable results. They are less spontaneous than you tend to be and would need time to prepare for any major changes that you might suggest. While they'll probably let you lead the discussion, remember that excessive enthusiasm is unlikely to help you gain their buy -in. Because they often weigh both sides of a decision, they may want more time to consider your proposal. Furthermore, like you, they're interested in collaboration and team unity. Capitalize on this mutual interest by specifying how your solution can create opportunities to bring the group together. And remember that if the plan feels disorganized, you may not earn their needed support. Present your ideas as clearly as you can, and be ready with details to address their concerns. • Refrain from overwhelming them with your enthusiasm. • Lay out your plan in a step-by-step manner. • Emphasize how your idea helps people. Dealing with Conflict Managers with the S style want to avoid conflict whenever possible, so they may gloss over differences or even deny that there is a problem. Unlike others with the i style, you share their priority on support and also dislike addressing issues head-on. You may need to take a more direct approach to clear up disagreements. Don't assume their silence means the matter is resolved. Express your concern for their feelings and a desire to work through the conflict quickly but thoroughly. If you allow them to bury their feelings, resentment may build. • Address the situation directly rather than masking your differences. • Don't assume that their silence means they agree with you. • Follow up to make sure the issue is resolved. © 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 25 December 20, 2016 - Page 599 WORKING WITH "0" MANAGERS EVERYTHING MANAGEMEN' Most of us would like to understand our own manager a bit better. If your manager tends toward C, here are some insights for working more effectively together. Their Priorities & Preferences Managers with the C style put a strong emphasis on logic and maintaining a stable environment. Overall, they want to lead by setting high standards, and they will likely respond best to people who share their concern for high-quality outcomes. • Unlike you, they spend a lot of time on objective analysis to ensure accuracy. • Unlike you, they tend to move cautiously in order to deliver a reliable outcome. • Unlike you, they tend to show open skepticism for ideas that aren't backed up by facts. Advocating & Getting Buy -In Managers with the C style want to see how your ideas can lead to a high-quality solution. Because they want to anticipate potential issues or complications, they're likely to ask a lot of questions. For this reason, your big -picture focus may fail to get their buy -in. If you want them to act, prove your competence by utilizing facts and logic. Furthermore, they're more interested in reliability than speed, so you may need to slow down and show them that you've thought through all of the consequences of your plan. They're unlikely to respond well to overly enthusiastic presentations. In fact, if you come across as too passionate, they're more likely to view your efforts as chaotic and unsafe. By giving them the information they want and the time to process it, you will be much more likely to get them on your side. • Lay out your plan clearly and avoid glossing over the specifics. • Be ready to provide all the information they need to reach a decision. • Refrain from overwhelming them with your enthusiasm. Dealing with Conflict Because managers with the C style view conflict as a disagreement over who is correct, they may avoid direct aggression and remain objective instead. If emotions begin to run high, however, they may withdraw or refuse to discuss the matter further. You tend to gloss over differences, but if forced to confront the situation, you may become emotional. In such cases, they may not understand your need to express yourself. Therefore, you may need to focus more on facts to make sure you hear their side of the story. Don't insist on immediate resolution since they may need time to process. State your position factually and give them time to present their side. • Support your opinions with logic and facts. • Refrain from making emotional appeals. • Give them space to process before confronting the issues. ® 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Casey Tyler 26 December 20, 2016 - Page 600 APPENDIX: OVERVIEW OF THE DISC® STYLES The graphic below provides a snapshot of the four basic DiSC® styles. DOMINANCE Priorities: displaying drive, taking action, challenging self and others Motivated by: power and authority, competition, winning, success Fears: loss of control, being taken advantage of, vulnerability You will notice: self-confidence, directness, forcefulness, risk-taking Limitations: lack of concern for others, impatience, insensitivity Questioning Logic -focused Objective Skeptical Challenging Active Fast -paced Assertive Dynamic Bold I EVERYTHING MANAGEMF N INFLUENCE Priorities: providing encouragement, taking action, fostering collaboration Motivated by: social recognition, group activities, friendly relationships Fears: social rejection, disapproval, loss of influence, being ignored You will notice: charm, enthusiasm, sociability, optimism, talkativeness Limitations: impulsiveness, disorganization, lack of follow-through Priorities: ensuring objectivity, achieving reliability, challenging assumptions Motivated by: opportunities to use expertise or gain knowledge, attention to quality Fears: criticism, slipshod methods, being wrong You will notice: precision, analysis, skepticism, reserve, quiet Limitations: overly critical, tendency to overanalyze, isolates self CONSCIENTIOUSNESS 0 2013 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Thoughtful Moderate -paced Calm Methodical Careful Accepting People -focused Empathizing Receptive Agreeable Priorities: giving support, achieving reliability, enjoying collaboration Motivated by: stable environments, sincere appreciation, cooperation, opportunities to help Fears: loss of stability, change, loss of harmony, offending others You will notice: patience, team player, calm approach, good listener, humility Limitations: overly accommodating, tendency to avoid change, indecisiveness STEADINESS Casey Tyler 27 December 20, 2016 - Page 601 I NTH -AAT IOVAL GF�OUP Explore the Possibilities Response to RFP: Executive Recruitment Search for Town Manager Krista Miller Director, Human Resources/ Risk Management Town of Vail 75 South Frontage Road West Vail, CO 81657 Phone: 970-477-3512 Fax: 970-479-2470 Email:kmiller@vailgov.com Due date: December 16, 2016 @ 9:OOam MST Submitted by Milena Zilo, Managing Partner Zilo International Group LLC Page 2 of 19 Zilo International Group, LLC December 16, 2016 Krista Miller Director, Human Resources/ Risk Management Town of Vail 75 South Frontage Road West Vail, CO 81657 Dear Ms. Miller, Zilo International Group, LLC is pleased to respond to your request for a "Executive Recruitment Search for Town Manager" for the Town of Vail. Please accept this letter and accompanying proposal as our formal response to your RFP for this opportunity. I am the lead partner for this engagement and will serve as the main point of contact for this bid. If Zilo International Group, LLC is selected, the lead consultants will be Derek DeNero. Mr. DeNero has direct experience in executive recruiting and a more complete Biographies are included on page 4, resumes can be found in the Appendix on page 9. We have read the RFP, understand and can deliver the scope of services associated with this effort. The enclosed proposal is predicated upon the terms and conditions of the RFP and any supplements or revisions thereof. It would be our privilege to assist the Town of Vail on this opportunity. It is our hope to build a long-term relationship and assist you in other areas as well. We look forward to partnering with you. If you have any questions please do not hesitate to contact me. I can be reached directly at (917) 225-1851, or via email at milena@zilointernational.com Sincerely, Milena lb Milena Zilo Managing Partner Zilo International Group, LLC (917) 225-1851 milena@zilointernational.com Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 3 of 19 Zilo International Group, LLC Table of Contents Zilo International Team ..4 Your Objectives/ Scope of Work 7 Our Proposed Approach/Cost 8 Appendix .9 Thank You 19 December 20, 2016 - Page Page 4 of 19 Zilo International Group, LLC Zilo International Team Zilo International Group LLC is a management consulting firm founded in 2012 and is privately held. We work with organizations across the private, public and social sectors to solve business problems in the areas of finance, technology and operations. We are invested in our client's success and work diligently in developing actionable strategic plans with a focus on directing limited resources to achieve measurable results and building for the future. We offer the following to our clients: • Innovation and Execution: We support our clients with a lifecycle approach, from ideation to technical and operational execution • Small, Expert Teams: Our client teams comprise of industry experts, consultants who have helped generate industry-leading innovations • Client Ownership Culture: We work closely with clients' executives and staff to complement existing resources in a culture of collaboration and shared success • Objectivity: We objectively execute strategy Below please find biographies and relevant experience for the team members that will be working on this project. Our team has the mix of skills, including breadth, depth, creativity and practicality, as well as the values required to be your partner. We are very excited about this project and believe we can provide you with the resources needed. • Ms. Zilo is the Founder and Managing Partner as Zilo International Group. She has over 10 years of experience in Wall Street, Corporate Finance and Consulting. She started her career in New York and has worked at Merrill Lynch, Bloomberg and BlackRock in different capacities including investment management, equity research and private equity. She co-founded Zilo International in 2012 and has worked with companies of different sizes in multiple industries, both domestically and internationally. She has met and has presented in front of government officials, business professionals and financial agencies to discuss opportunities and business developments in the country and region. Her experience includes organizational development, leadership management, staff development and training. She has developed a powerful understanding of the connections between operational activities and financials through driving change and working across different business units. Ms. Zilo graduated in 2005 from the University of Denver with a Bachelor degree in Finance and double minored in Economics and Legal Studies. At Denver, she held numerous leadership positions and currently serves on the Advisory Board for Daniels College of Business. In addition, she has served on other boards in the nonprofit sector and is actively involved in the community. Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 5 of 19 Zilo International Group, LLC • Mr. DeNero is a senior consultant with Zilo International Group. He is an innovative leader with over 10 years of product marketing, strategic planning and operations management. Diverse career portfolio includes Fortune 500 companies in the health-care, food management and cable/media industries, giving him a unique perspective on various aspects of business. He is known for progressive thinking, driving results and personal accountability. Mr. DeNero holds certificates in FEMA Crisis Management from the Department of Homeland Security. He is currently finishing his MBA at University of Notre Dame and received his Bachelor's degree from Bluffton University in Marketing and Management. In previous projects, Mr. DeNero has worked directly with Colorado Human Services Department, Colorado Department of Transportation (CDOT), City of Denver & Denver Water and their contractors on Project Launch & Marketing campaigns for over 50 publicly funded projects, and coordinated with 5,000+ businesses and community stakeholders impacted by construction projects. Below are a few highlights of his experience: ► Lead Consultant on staffing evaluation across three Colorado Department of Health Healthcare facilities ► Lead Corporate Communications Consultant on communications strategy for 20+ projects for the Colorado Department of Transportation o Worked in conjunction with CDOT to develop communications strategies for public consumption ► Led an operations team on a two-year construction project to build a new surgery center for the University of Chicago Medicine and Mayo Clinic: Oversaw and developed strategy to hire 300 new employees (125+ new FTEs) for new hospital o Positions across all levels of organization, included Department managers, Dieticians, Nutrition Assistants, Managers, Supervisors and Front Line Employees o Led team responsible for creating and implementing new position descriptions/job flows for new positions o Analyzed and adjusted job flows and labor models for 2 other hospitals no hospital campus o Developed 1, 3 and 5 -year strategic plans for health care organization for marketing and labor departments o Developed new HR policy and procedures manual in conjunction with labor department for new hospital o Responsible for daily, weekly and monthly labor reporting metrics to hospital administration for both union/non-union positions to align with budget ► Provena St. Joseph Hospital: Responsible for daily labor monitoring and adjusting of labor model per the hospital census data, Responsible for hiring, evaluation and training of Food and Nutrition Department ► Worked with local councilman and City of Chicago representatives on hiring initiatives, construction impacts to community and benefits of new facility ► Time Warner Cable: Established & scheduled labor model for retail locations of 30+ employees. Responsible for showing cost value that additional/reduced labor brought to each retail location Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 6 of 19 Zilo International Group, LLC Your Objectives / Scope of Work The Town of Vail seeks proposals from executive search consultants experienced in recruiting municipal executives to assist the Town in recruiting highly qualified candidates for Vail's next Town Manager. The Consultant shall work with the Town Council and leadership team of the Town to actively source, recruit, evaluate suitability of, interview and refer qualified candidates for the position of Town Manager. The scope of work will include, but not limited to, a process which includes the following: • Facilitate, in partnership with the Town Council and leadership team, the solicitation of valuable community input and feedback regarding a new Town Manager. • Assist the Town Council in establishing selection criteria for evaluating Town Manager candidates. • Work with the Town Council and HR Director to develop descriptive documents for prospective candidates (position profile, background information, marketing materials, etc.) using the community feedback. • Conduct networking and other search activities to generate a diverse pool of highly qualified prospective candidates who meet the Town Council's selection criteria. These activities shall include, at a minimum, publishing the vacancy using regional and national means. Consultant shall focus on identifying potential candidates; screening them for suitability with the Town of Vail, and motivating them to interview for the position of Town Manager. • Work with Town Council and HR Director to review qualified applicants, recommended finalists and scheduling interviews. Consultant shall provide best practices and legal requirements and instructions applicable through the process. • Facilitation of on-site interview process. • Conduct reference and background checks on finalists, review benefits and generally assist in the hiring process in ways and at the times requested by the Town Council or the Town's HR Director. • Provide sufficient notification to all candidates who applied but were not selected for initial interviews and to those interviewed but not offered the position. • Work with the Town Council to coordinate/negotiate an offer of employment and related details with the final candidate, if requested. • Consultant shall act at all times in an attentive, ethical, and responsible manner to represent the Town of Vail with the utmost concern for its interests, goals and image with candidates, other communities, and members of the general public. Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 7 of 19 Zilo International Group, LLC Our Proposed Approach / Cost In accordance with the scope of work outlined, Zilo proposes the following approach: "Best" or smart practices will be identified for consideration. The work plan for the components of the study as presented below is organized around the purposes for the study addressed in the request for proposal. We will foster and maintain an open communication throughout this project, ensuring that goals and objectives are met. 1— Discovery: Meet with the Town of Vail and the key stakeholders to determine job requirements and learn about what they believe makes a strong candidate. Get the future strategic direction of the Town of Vail to see what professional skills a possible candidate would need to be successful with the position. Develop position description for the job posting if necessary. 2 — Recruitment: This stage will include an analysis of the current market for Town Manager positions and benchmarking across the nation. Use of recruiting resources not limited to online networks, social networks and industry job placement networking resources. Once possible candidates are initially identified, moving forward with the interview process will include initial phone interviews, background reference screening, in-person interviews and the final selection of the candidate. After short list of potential candidates are identified, specific methods of client qualifications will be established with the Town of Vail. 3 — Proposed Timeline: Week 1 - 3 o Initial Client Discover o Deep Dive Town of Vail Analysis o Market Analysis and Create the Candidate Specification o Update/Build New Town Manager Job Description with Town of Vail - Week4-7 o Search Strategy Identified o Candidate Identification o Qualify and Interview Candidates ■ Interviews include initial phone screenings and candidate reference checklist - Week 8 —10 o Present Short List to Client o Narrow potential candidates down to 3 -5 o Follow up with any outstanding needs for the Town of Vail for the position - Week 10-12 o Face to Face interviews with the Town of Vail officials o Begin offer to top candidate and negotiation if necessary o Build integration and onboarding plan for the new candidate to transition Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 8 of 19 Zilo International Group, LLC 4 — Candidate Suitability - Competition File — Is the official record of the candidates and all documents required by policy and guidelines - List of pre -established questions for all candidates will be established and documented for all interviewees. Questions will then be ranked based on order of relevance to create a scoring system. - A personality or organization test can be utilized to aide in determining management/leadership style of the candidate. - Other possible testing to include could include reasoning testing, critical and analytical thinking. We will be open and flexible to changes in the strategies to improve effectiveness. Our proposed budget for this project is a flat fee of $35,000. We estimate this search will take 2-3 months to fill for a total of 320-480 hours. In addition, we are estimating at a total cost of $10,000 for travel and lodging which will include the expenses for both Zilo International Group consultants as well as the final candidates in the interview process. We understand, that at times there may be budgetary constraints within a department and have done our best to estimate the need for this project based on the information provided in the RFP. We hope to foster a long term professional relationship with the Town of Vail and are excited about this opportunity. Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 9 of 19 Zilo International Group, LLC Appendix A. Resumes MILENA ZILO Over 10 years of professional experience in Wall Street, Corporate Finance and Consulting. My competencies include a broad and deep knowledge of the global financial markets, the ability to identify, analyze and articulate successful investment events and opportunities. Visible level of leadership interaction and collaboration with all key areas of the organization and executive team. Experience with domestic and international partners, including government officials and business professionals, have lived abroad and visited over 20 countries. • Budgeting and Forecasting • Financial Reporting • Business/Corporate Development • Strategic Planning Professional Experience • Risk Management • Cross -Functional Team Leadership • Corporate/Investment Finance • Growth and Expansion Strategies Zilo International Group LLC, US, Europe, Asia International Consulting • Profitability and Cost Analysis • International Business/ Asia/Europe • Project Management • Product Management and Marketing 2012 — Present • Spent 2 years in Europe and Asia assisting organizations and entrepreneurs in underlying business tribulations and suggesting solutions to improve efficiency, financial decisions, cut costs and accelerate growth and optimize performance • Met with government officials, business professionals and financial agencies to discuss opportunities and business developments in the country and region • Lead teams in business planning and development, marketing activities, demand assessment and customer retention as well as strategic planning in entering new markets/launching new products, merger and acquisitions, raising capital and private funding • Worked closely with senior executives and leadership as well as Corporate Development and Strategy group with market research, due diligence and valuation analysis on proposed plans to identify opportunities/threats, maximize efficiency, reduce cost structure and to align financial expectations, impact and overall company strategy • Created and worked on complex financial models such as Net Present Value (NPV), Return on Investment (ROI), Payback Period, Discount Cash Flows (DCF), Value at Risk (VAR) and prepared presentations for senior management and leadership team • Managed the financial planning and analysis for budgeting, forecasting, benchmarking and long range strategic planning on several projects • Coordinated the preparation of financial reports and analyses on a monthly, quarterly and annual basis; Ensured maintenance of appropriate internal controls and financial procedures • Experience with evaluating enterprise risk, through mitigation planning, implementation and progress monitoring, as well as managing the company's commercial insurance policy, accountable for obtaining all necessary insurance (commercial, umbrella, property, loss and control, worker's comp and cyber) and coordinating renewal process BlackRock, Princeton, NJ Private Equity Partners Fund Response to RFP Executive Recruitment Search for Town Manager 2011— 2011 December 20, 2016 - Page E Page 10 of 19 Zilo International Group, LLC • Prepared quarterly and annual financial reports as well as partner capital statements for distribution to limited partners and ensured compliance with appropriate GAAP standards and regulatory requirements • Performed in-depth due diligence on new disclosure distribution calculations including waterfall calculations and cash positions Bloomberg, New York, NY/ Princeton, NJ Fundamentals and Earnings Equity Research 2007 — 2010 • Responsible for Oil and Gas sector, covered over 30 companies primarily large and mid -cap • Analyzed financial statements such as balance sheets, income statements, cash flows, 10K/10Q, in addition to company/industry reports to make accurate decisions in projecting a company's current and future financial performance • Prepared valuation materials based on comparable, precedent transaction analysis, industry key drivers and market trends • Performed ratio analysis, financial modeling and wrote research reports based on the findings • Member of the Accounting Committee; discussed and examined current market practices and developments arising from accounting standards in accordance with GAAP, FASB, IASB, and SEC • Extensive interaction with cross -divisional teams at Bloomberg, including news, company guidance as well as investor relations, management of companies under coverage and buy/sell side analysts Merrill Lynch, New York, NY Investment Management 2004 — 2007 • Member of a team that worked primarily with institutions and high net worth individuals • Analyzed investment strategies, prepared investment proposals based on client's needs and risk profile and held ongoing reviews to ensure effectiveness of portfolio and to identify necessary updates • Utilized financial modeling techniques and Monte Carlo simulation to ensure that the asset allocation of client portfolios was diversified across the sectors of the Standard & Poor's 500 • Coordinator of managed account activities with responsibilities such as scheduling seminars, generating client -specific reports, and maintenance of marketing materials Citi, New York, NY Summer Internship 2004 — 2004 • Participated in structured training program at Smith Barney; gained insight into sale practices, market trends and product/ service knowledge • Prepared pitch books and managed multiple tasks among a variety of teams. Education University of Denver, Denver, CO Bachelor of Science in Business Administration Field of Study: Major in Finance; Double Minor in Economics and Legal Studies Response to RFP Executive Recruitment Search for Town Manager 2001— 2005 December 20, 2016 - Page E Page 11 of 19 Zilo International Group, LLC Activities and Societies: Elected by Undergraduate Student Body to Represent in Student Government (Senate)- Daniels College of Business Senator, University Programs Council Governing Board - Homecoming Committee Chair, Council of Undergraduate Business Students - CO Chair, St. Jude Hospital Foundation- Finance Chair, Alpha Gamma Delta Sorority - Risk Manager, Greek Judicial Board, Peak Leadership Program, Peer Mentor Additional Information • Professional Affiliations/ Boards: Daniels College of Business - Advisory Board and Committee Member (2014 - Present), American Cancer Society — Associate Board of Ambassadors and Gala Executive Planning Committee (2016 - Present), Colorado Symphony — Annual Ball Volunteer (2016), Denver World Affairs Council - Member (2014 - 2015), APEN - Co -Founder, Board Member and Advisory Board Chair (2006 - 2011), University of Denver NYC Alumni Chapter - Board Member (2006-2011), Street Wise Partners - Junior Board Member and Adult Program Mentor (2008 - 2010) • Professional Certifications: Financial Industry Regulatory Authority: Series 7- General Securities Representative Exam, Series 66 — Uniform Combined State Law Exam (New York) • Computer Skills: MS Office: Excel, PowerPoint, Word, Bloomberg Terminal, Capital IQ, Crystal Ball, Oracle, SAP, Serengeti Law • Honors and Awards: Chutzpah Award - Oprah Winfrey, Mentor-Mentee Partnership Award - Street Wise Partners, Outstanding Student Leader Award by University of Denver Appeared on: ABC News, Fox News, Good Morning America, Oprah Magazine, Washington Post, Denver Post, Detroit News, Boston Globe, Milwaukee Journal Sentinel, Houston Chronicle, Clarion Newspaper, University Business, College Confidential, and several International Print and TV Media DEREK DENERO SUMMARY Experienced business professional supporting clients with launching and managing their products with strategy and creativity. Professional Experience Senior Consultant Nov 2016 — current Zilo International Group LLC, US, Europe, Asia • Project lead within Healthcare division on staffing, efficiency and LEAN workflow processes • Develop & execute strategic plans to improve efficiency, financial decisions, cut cost and accelerate growth and optimize performance • Work in conjunction with senior executives and leadership on identifying and evaluating work processes and develops plans for operational improvements • Provide support within the organization on strategic marketing and business development objectives Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 12 of 19 Zilo International Group, LLC Corporate Communications Consultant Jan 2016 — Dec 2016 ZoZo Group • Develop communications strategies with Colorado Department of Transportation (CDOT), City of Denver and Denver Water and their contractors on PR & Marketing campaigns for major projects • Develop & execute marketing campaigns for publicly funded construction and city projects ranging from $500k to $50+ million • Provide transparency of tax funds to general public via media outlets • Create copy for newspapers, websites and other media outlets • Coordinate with businesses and community stakeholders impacted by construction projects General Manager — University of Chicago Medicine: Chicago, IL July 2012 — July 2014 Sodexo • Largest single service account for Sodexo in North America • Developed 1, 3 & 5 -year strategic marketing plans for hospital • Led operations of 8 Retail Food venues on hospital campus — Largest single service account in U.S. • Responsible for 9 Managers and 10 Supervisor and 300+ hourly frontline staff • Managed PnL budget including sales, forecasting, labor, scheduling, operating budget, marketing & promotions • Performed HR duties including new hire info, background check initiation & new employee screening with hospital • Monitored staffing levels and labor budget to maintain hospital labor unit competitiveness • Developed emergency & disaster menu and rations for Joint Commission compliance • Major project of opening $750 million food & nutrition departments in Center for Care & Discovery o Worked with corporate brand teams on launching the licensed stores o Organized 3 local job fairs with community partners and local church to hire 120 new hourly positions. o Liaison with construction project manager and hospital administration • Responsible for daily, weekly and period closing financial reporting for units. Operations Manager — Mayo Clinic: Rochester, MN July 2011- July 2012 Sodexo • Supported Mayo Clinic & Sodexo with business operations project and contract work • Revamped emergency patient menus for Joint Commission compliance • Monitor daily productivity numbers of department using hospital census, meals provided & daily needs • Assist in staffing planning & implementing a union re -bid of job positions — Previous one done in 2007 • Completed Audits for Mayo Clinics 14 Dietetic Locations on campus • Marketing research for new products to be offered by Nutrition Department (ex: Expanding Gluten Free Menu across Mayo Clinic campus) • Completed Successful Joint Commission survey for 2 Mayo Hospitals • Assisted in Planning Mayo Events: Heritage Day Social for 30,000 employees, Admin Luncheons & Fundraising Events Operations Manager — Provena Saint Joseph Hospital: Elgin, IL Sodexo • Managed the daily business operations of the Food & Nutrition Department • Responsible for hiring, training and on -boarding new employees Response to RFP Executive Recruitment Search for Town Manager Dec 2009 — July 2011 December 20, 2016 - Page E Page 13 of 19 Zilo International Group, LLC • Oversaw Retail Cafe, Catering and Coffee Shop • Set-up and roll out of Food Management System for ordering and inventory • Worked as a part of a team that manages a department of 45+ employees • Analyzed labor & restructured job descriptions to minimize department overtime • Oversaw over $600,000 in retail sales and over 550 catering & events at the hospital in 2010 • FEMA Certified: Crisis Management • Cash Controller for Account Sr. Retail Marketing Coordinator — Sales & Marketing: Cleveland, OH 2006 — 2009 Time Warner Cable • Developed relationships and training seminars with national retailers such as Best Buy and Wal-Mart to grow Time Warner Cable (TWC) business • Developed training materials for sessions ranging from 5 — 100 employees • Marketing & Logistics for new product launches: example, New Channels & DVR Launch • Contact for TWC customer service in regards to retail and online marketing • Managed launch of 60 new retailers with TWC: example, Walmart (April 2008) • Initiated new marketing tactics to use at Time Warner sponsored events to develop business, exp: trip to a taping of a Food Network program when you sign up for a Time Warner Cable product • Responsible for marketing & logistics of TWC sponsored events: example, Cleveland Home & Garden Sales & Entertainment Manager — Sales & Marketing: Cleveland, OH 2005 — 2006 Cleveland Barons, American Hockey League • Oversaw in -game production of 40 home games played at The Quicken Loans Arena every season • Managed schedule of pre -game, in -game and post -game activities including but not limited to the national anthem and intermission activities • Managed logistics of promotional item giveaways • Planned staffing levels for game days based on ticket sales, sponsorships and promotions • Part of arena event committee that covered topics such as emergency preparedness and emergency procedures • Generate ticket sales, group sales and season ticket sales throughout the year • Approved and oversaw all concourse activities and tables during games • Generated new clients through building relationships for 400 season ticket holders, group outings and corporate sponsorships • Managed the fulfillment of all corporate agreements Education: Bluffton University, Bluffton OH Bachelor of Business Administration, Concentration: Marketing and Management 1999 — 2003 Notre Dame, Mendoza School of Business, South Bend IN May 2017 Candidate: Masters of Business Administration — Corporate Strategy Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 14 of 19 Zilo International Group, LLC B. References Derek DeNero Recent Hiring Initiatives University of Chicago Medicine o Hiring initiative of 150 new FTE's for the new surgical hospital o Process included all levels of Healthcare Business — Directors, Managers and Front Line Employees o Process included all stages of hiring process ■ Job Fairs ■ Building Job Descriptions and Flows ■ Candidate Background and Reference Checks ■ Candidate Onboarding Planning 1. Jerry Dohr District Manager Sodexo/University of Chicago Medicine Phone: (414) 788-9619 Email: jerry.dohr@sodexo.com 2. Janet Clark Kendall Patient Services GM University of Chicago Medicine Phone: (733) 391-7782 Email: janet.clarke-kindle@gmail.com 3. Larry Dry Ambulatory Services VP Provena St. Joseph Hospital (Chicago) Phone: (630) 886-5279 Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 15 of 19 Zilo International Group, LLC C. Brochure ZILO 1 IT T I NAL GLOUF EXPLORE THE POSSIBILITIES Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 16 of 19 Zilo International Group, LLC A B 0 U T U c 0 1V 3 U L T I G "Our mission is to help our clients achieve their potential, through collaboration and a dedication to excellence. Er Zilo International is a management consulting firm based in Denver.. Colorado offering an array of business services to clients in Americas, Europe andAsia. We work with organizations across the private, public and social sectors. We facilitate solutions during all phases of a companys life cycle. These phases include start-up, expansion, reorganizations, business succession planning and implementation. Our consultants have worked in different industries, and have experience in strategic planning working across different business units, reducing operating costs, and delivering growth we are invested in your success, and will work diligently to develop actionable plans to help solve your business challenges while creating significant value and ensuring you are primed for the future. Integrity Empowerment Dependability DETAILYAAAEclualitY Respect Meritocracy Innovation and Execution we aim to support our clients with a lifecycle approach, from ideation to technical and operational execution ziar Small Expert Teams Our client teams are comprised of industry everts, who have helped generate industry-leading innovations Client Ownership Culture We work closely with clients' executives and staff to complement existing resources ina culture of collaboration and shared success Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E s E V 1 c E 1, Page 17 of 19 Zilo International Group, LLC BUSINESS ADVISORY Qualified consultants will help you discover and resolve any challenges your business is facing PROCESS IMPROVEMENT 673) Delivering a wide range of services from supply chain and inventory management to solution development and implementation HUMAN RESOURCES HR consulting services include executive search, talent management, reorganisation and succession planning FINANCE & ACCOUNTING AsA Partnering with our clients to provide the financial and accounting services they need. ;:°: CONSUMER PRODUCTS "'{,`' TECHNOLOGY HEALTH CARE TELECOMMUNICATION *MEDIA & ENTERTAINMENT TRAVEL & TOURISM I'UBL1C SECTOR SOCIAL SECTOR %%41 .ipmm#wi--P- ' ali if, 'IP'. 'We believe the key to success is to Foster an environment where high achieving, purpose driven and self -motivated individuals can work together." I D tJ s T R I E S Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E Page 18 of 19 Zilo International Group, LLC ZILO l 1.1 __ r IONAL GEOUF Einfo zilointernatiaaal.corn 11Z.www.zilointemational.com Response to RFP Executive Recruitment Search for Town Manager December 20, 2016 - Page E THANK YOU! December 20, 2016 - Page TOWN OF VAIL Memorandum To: Vail Town Council From: Human Resources/Risk Management Department Date: December 16, 2016 Subject: Proposals received in response to Request for Proposals (RFP) for Executive Search Services I. BACKGROUND On December 6, 2016, Council approved an RFP for Executive Search Services to assist the Town in recruiting candidates for Vail's next Town Manager. A copy of the RFP as published is attached to this memo. II. RESPONSES TO THE REQUEST FOR PROPOSALS Twelve proposals were received by 9:00 AM on Friday, December 16, 2016 in response to the RFP. The RFPs are provided in alphabetical order with corresponding tabs: 1. Affion Public 2. Booth Research Group 3. Colin Baenziger & Associates 4. CPS HR Consulting 5. GovHR USA 6. KRW Associates 7. Novak Consulting Group 8. Peckham & McKenney 9. Prothman Company 10. Ralph Anderson & Associates 11. Strategic Government Resources 12. Zilo International Group III. SELECTION CRITERIA AND EVALUATION OF PROPOSALS To assist in evaluating the proposals, the Human Resources Department has provided a Selection Criteria/Evaluation Chart that may be used as the proposals are reviewed. The chart, included in the packet, was built from the criteria outlined in the RFP including: experience, networking strategies, implementation plan (recruitment, interview, and selection process), schedule, sample materials, and fees/expenses. It is suggested that references will be contacted on the proposers the Council selects for further consideration and/or interviews. December 20, 2016 - Page 621 TOWN IfO VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Parking and Transportation Task Force Update PRESENTER(S): Dave Chapin, Mayor BACKGROUND: The Vail Parking Task Force is being reinstated by the Vail Town Council to provide advisory input and recommendations on parking, transit and traffic operations. Applications are being taken for the following seats: --2 representatives from the restaurant community - -2 representatives from the retail community - -1 representative from the lodging community - -1 representative from the community at -large December 20, 2016 - Page 622 TOWN Of UAJL VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Executive Session, pursuant to: 1) C.R.S. §24-6-402(4)(a)(b)(e) - to discuss the purchase, acquisition, lease, transfer, or sale of property interests; to receive legal advice on specific legal questions; and to determine positions, develop a strategy and instruct negotiators, Regarding: Chamonix housing development; and 2) C.R.S. §24-6-402(4)(e) - to determine positions, develop a strategy and instruct negotiators, Regarding: Contract with Executive Search Firm for Town Manager; 3) C.R.S. §24-6-402(4)(a)(e) - to discuss the purchase, acquisition, lease, transfer, or sale of property interests; and to determine positions, develop a strategy and instruct negotiators, Regarding: Potential Real Property Acquisition. PRESENTER(S): Matt Mire, Town Attorney December 20, 2016 - Page 623 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Recess at 4:15 pm TOWN Of9 December 20, 2016 - Page 624