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Home My WebLink About2017-01-03 Agenda and Supporting Documentation Town Council Afternoon Regular MeetingVAIL TOWN COUNCIL REGULAR MEETING Agenda Grand View Meeting Room (Lionshead) 11:30 AM, January 3, 2017 TOM Of UAJt 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. Presentations / Discussion 1.1. Introduction to Search Firm Interviews Presenter(s): Krista Miller, Human Resources Director 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. On December 20, Council selected five firms for interviews on January 3, 2017. Four firms have confirmed availability for interviews on January 3, 2017. 30 min. 1.2. Executive Search Firm Interviews 210 min. Action Requested of Council: Conduct interviews for Executive Search Services. Background: Town Council will be interviewing the following four firms: Colin Baeziger & Associates, Affion Public, Peckham & McKenney and Strategic Government Resources. 2. Executive Session 2.1. Executive Session, pursuant to: 1) C.R.S. §24-6-402(4)(e) - to determine positions, develop a strategy and instruct negotiators, regarding: Executive Search Firm Selection; 2) C.R.S. §24-6-402(4)(b) - to receive legal advice on specific legal questions; Regarding: Special Development District procedures and process. Presenter(s): Matt Mire, Town Attorney 3. Matters from Mayor, Council and Committee Reports 3.1. Vail Trailblazer Award Update Presenter(s): Dave Chapin, Mayor Action Requested of Council: Identify committee of council members to select recipient for Vail Trailblazer Award and determine date to review nominations. The Town received six nominations. Background: The Vail Trailblazer award was created to coincide with the town's 50th birthday celebration and will be presented annually by the Vail Town Council to recognize an individual, couple or team that exemplifies the spirit and fortitude in making Vail a great community through one or more actions that 15 min. 10 min. January 3, 2017 - Page 1 of 345 make a lasting impact. Nominated actions should demonstrate pioneering contributions of time, talent, courage, leadership, vision or other attributes that have made a significant impact to the overall betterment of the Vail community. Those contributions need not be limited to achievements within the past year, but may be cumulative over a period of years. Selection of the 2017 recipient will be announced by the Vail Town Council in which the recipient will be recognized by a mayoral proclamation as well as other honors. Nominations will be reviewed by a selection committee appointed by the Town Council. 4. Information Update 4.1. December Revenue Update 5 min. 4.2. November 2016 Sales Tax Report 4.3. October 2016 Vail Business Review 5. DRB / PEC Update 5.1. DRB/PEC Update 5 min. Presenter(s): Chris Neubecker, Planning Manager 6. Recess 6.1. Recess at 4:05 pm 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. January 3, 2017 - Page 2 of 345 TOWN Of9 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Introduction to Search Firm Interviews PRESENTER(S): Krista Miller, Human Resources Director 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. On December 20, Council selected five firms for interviews on January 3, 2017. Four firms have confirmed availability for interviews on January 3, 2017. ATTACHMENTS: Description Executive Search Services Memorandum January 3, 2017 - Page 3 of 345 TOWN OF VAIL Memorandum To: Vail Town Council From: Human Resources/Risk Management Department Date: December 28, 2016 Subject: Interviews for Executive Search Services — January 3, 2017 I. BACKGROUND AND SCHEDULE 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. On December 20, Council selected five firms for interviews on January 3, 2017. Four firms have confirmed participation in the interviews with a tentative schedule of: 12:00 PM 12:40 PM 1:20 PM 2:00 PM 2:15 PM 2:55 PM 12:40 PM Colin Baenziger & Associates 1:20 PM Affion Public 2:00 PM Peckham & McKenney 2:15 PM Break 2:55 PM Strategic Government Resources 3:30 PM Wrap Up / Next Steps This interview schedule allows 40 minutes per interview. It is suggested that 20 minutes is provided for a presentation by the firm followed by 20 minutes for questions from Council members. 11. ATTACHMENTS Attached is a chart comparison of the proposals from the five firms being interviewed. The comparison notes the fees, expense estimates, billing schedule, guarantee or warranty, and background check information as provided in the original proposals. A list of suggested questions for the interviews has also been attached. January 3, 2017 - Page 4 of 345 TOWN of VAIL' Memorandum Suggested interview questions for Executive Search Services • Who would be the point person or project manager for our search? • What other searches is the project manager currently involved in? OR What searches are you currently conducting? • What does a successful search and selection process look like? • How many on-site visits does your proposal include and at what stages of the process? • Tell us about a search where the guarantee/warranty was invoked or no successful candidate was selected (you had to redo the process). • How do you get to know the community and organization to best represent us to candidates? • What do you know about Vail? Follow up: How does this knowledge influence the search for Vail's Town Manager? • What do you see as challenges for Vail's recruitment? How do you propose to overcome these? • What can we expect in terms of communication or status updates during the process? • Do you recommend private sector candidates or other untraditional candidates in public sector recruitments? If so, where do you find them? • Describe a recent search you are proud of and why. • What type of reference and background checks do you conduct on candidates and when during the process is this done? • Do you recommend a formal "assessment" (IE: personality/skill test)? If so, please describe it. • If you are selected, what is your availability for starting the recruitment process? When would you suggest an initial planning meeting? • Other... January 3, 2017 - Page 5 of 345 Executive Search Firm Proposals Submittal Requirements / Criteria Affion Public Colin Baenziger & Assoc Peckham & McKenney Strategic Gov't Resources Contact information /Project Lead Scott Reilly Colin Baenziger Phil KcKenney Ron Holifield / Mike Tanner Letter of Interest V V V V Detailed qualifications Personnel (IE: resume/summary) Previous Executive Searches V V V V V V V V Approach & Plan for Scope of Work V V V V V V V V Identify needs /Proposed Strategies Proposed Timeline/Milestones V V V V List of recent searches Provided reference contacts V V V V V V V V Sample Promotional Material V V V V Professional Fees $30,000 $24,500 $27,000 $18,500 Detailed expenses All inclusive All inclusive ($150/hr for work beyond scope of proposal) All inclusive Expenses not to exceed $8,500 -Brochure $1,500 -Adverts incl (journals, web, professional) -Printing 23 cents per copy plus binding -online interviews ($200ea) -Psychometric Assessments (DISC) $150ea -Media report $350/ea -Background investigation $300ea -Travel for Exec Recruiter Staff estimate of total detailed expenses Included Included Included $8,500 as noted above Total Fees + Expenses $30,000 $24,500 $27,000 $27,000 Expenses not included/not estimated Candidate travel Candidate travel Candidate travel - Newspaper advertisements (not included in not - to -exceed) - Candidate travel - Supplemental services available Billing schedule 3 equal installments (upon contract, presentation of final candidates, and upon hiring) I: Needs/Info Gathering - $3,000 II: Recruiting - $10,000 III: Screening - $9000 IV: Interview process - $1,500 V: Negotiation/final - $1.000 One-third upon execution of agreement, remainder in two monthly invoices Professional fees in 3 equal installments, expenses billed with installments as incurred Guarantee If candidate leaves within 24 months, no professional fee to re -launch search Actual expenses for adverts, consultant travel will be billed. - Will not approach candidate during employment - If leaves employment for reasons other than act of God within 2 years, will repeat search for reimbursement of expenses only - Will continue search until town is satisfied with candidates If candidates leaves for any reason within first - Will repeat entire process at no additional professional fee until find a candidate. If resigned or released within 24 months, will repeat process at no additional professional fee -Will not directly solicit a candidate we bring to you for another job year, will provide a one-time replacement at no additional charge, except expenses. -Also do not recruit our placements ever (see additional "ethics" statements) Background checks on candidates Background investigation on all final candidates Legal, education & work checks on all final candidates -partial check (credit/criminal) on recommended candidates; full check on selected candidate -additional full background checks avail upon request Comprehensive background investigation on all finalists per expense estimates above January 3, 2017 - Page 6 of 345 TOWN Of9 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Executive Search Firm Interviews ACTION REQUESTED OF COUNCIL: Conduct interviews for Executive Search Services. BACKGROUND: Town Council will be interviewing the following four firms: Colin Baeziger & Associates, Affion Public, Peckham & McKenney and Strategic Government Resources. ATTACHMENTS: Description Colin Baenziger & Associates CBA sample Brochures CBA Vail Presentation Affion Public Peckham & McKenney Strategic Government Resources January 3, 2017 - Page 7 of 345 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... January 3, 2017 - Page 8 of 345 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 January 3, 2017 - Page 9 of 345 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 January 3, 2017 - Page 10 of 34 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 January 3, 2017 - Page 11 of 34 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 January 3, 2017 - Page 12 of 34 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 January 3, 2017 - Page 13 of 34 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- January 3, 2017 - Page 14 of 34 I. Qualifications and Experience of the Firm (continued) 4 January 3, 2017 - Page 15 of 345 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 January 3, 2017 - Page 15 of 345 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 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 January 3, 2017 - Page 16 of 345 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 January 3, 2017 - Page 17 of 345 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 January 3, 2017 - Page 17 of 345 I. Qualifications and Experience of the Firm (continued) January 3, 2017 - Page 18 of 345 Client 2015 (i{) ( Contact Name uullli\ \1:1II:u2er Sitrell s t 'wil Title lIi. tca { Cu11l111[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 January 3, 2017 - Page 18 of 345 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 January 3, 2017 - Page 19 of 345 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 January 3, 2017 - Page 19 of 345 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 January 3, 2017 - Page 20 of 345 1 Qualifications and Experience of the Firm (continued) - I{1 - January 3, 2017 - Page 21 of 345 Position 2013 (it) Count) .11anagcr Client Sea Population rclie.s Cmilpkcledl 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 - January 3, 2017 - Page 21 of 345 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 llanagur 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 damund s@co.okal oosa it .us fcatino@satellitebeach.org sklapp@scottsdaleaz.gov jrestucci@sunnyside-wa.gov January 3, 2017 - Page 22 of 345 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 - January 3, 2017 - Page 23 of 345 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 - January 3, 2017 - Page 23 of 345 I. Qualifications and Experience of the Firm (continued) -13• January 3, 2017 - Page 24 of 345 Client 21)12 ( its ( Contact Name mint) \I.rn.rvcr 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• January 3, 2017 - Page 24 of 345 I. Qualifications and Experience of the Firm (continued) - 14 - January 3, 2017 - Page 25 of 345 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 - January 3, 2017 - Page 25 of 345 L Qualifications and Experience of the Firm (continued) -15 January 3, 2017 - Page 26 of 345 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 January 3, 2017 - Page 26 of 345 Some of CB&A Clients... City of Ankeny, IA City Manager Ciry of Fayetteville, NC City Manager City of Ashland, KY City Manager City of Scottsdale, AZ City Manager January 3, 2017 - Page 27 of 34 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 - January 3, 2017 - Page 28 of 34 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 - January 3, 2017 - Page 29 of 34 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. January 3, 2017 - Page 30 of 34 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 January 3, 2017 - Page 31 of 34 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- January 3, 2017 - Page 32 of 34 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 January 3, 2017 - Page 33 of 34 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/ornrtrr 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 - January 3, 2017 - Page 34 of 34 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 - January 3, 2017 - Page 35 of 34 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- January 3, 2017 - Page 36 of 34 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 - January 3, 2017 - Page 37 of 34 III. Project Components (continued) Plru.cc II : C•nnrifinatc'the 1,:terric'ir 1'rurc.�.� 0118 1'01$'11 .111r11ftticT.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- January 3, 2017 - Page 38 of 34 III. Project Components (continued) I'Itu.%C [ : ,\e7otiution 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. January 3, 2017 - Page 39 of 34 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- January 3, 2017 - Page 40 of 34 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 January 3, 2017 - Page 41 of 34 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 - January 3, 2017 - Page 42 of 34 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 - January 3, 2017 - Page 43 of 34 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_ January 3, 2017 - Page 44 of 34 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- January 3, 2017 - Page 45 of 34 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. January 3, 2017 - Page 46 of 34 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... January 3, 2017 - Page 47 of 34 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 January 3, 2017 - Page 48 of 34 Appendix A Searches by Colin Baenziger & Associate' Staff January 3, 2017 - Page 49 of 34 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 January 3, 2017 - Page 50 of 34 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 January 3, 2017 - Page 51 of 34 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 January 3, 2017 - Page 52 of 34 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 January 3, 2017 - Page 53 of 34 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 January 3, 2017 - Page 54 of 34 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 January 3, 2017 - Page 55 of 34 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 January 3, 2017 - Page 56 of 34 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 January 3, 2017 - Page 57 of 34 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 January 3, 2017 - Page 58 of 34 Appendix B Sample Brochure: City Manager Search — Sequim, WA January 3, 2017 - Page 59 of 34 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 expected 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 January 3, 2017 - Page 60 of 34 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 January 3, 2017 - Page 61 of 34 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 January 3, 2017 - Page 62 of 34 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 4 January 3, 2017 - Page 63 of 34 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 January 3, 2017 - Page 64 of 34 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 January 3, 2017 - Page 65 of 34 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 January 3, 2017 - Page 66 of 34 Appendix C Sample Candidate Report January 3, 2017 - Page 67 of 34 { COLIN BAENZIGEEieASSOCIATES EXECUTIVE RECRUITING Sample Candidate Report [Note: The following materials are provided with the permission of the candidate.] January 3, 2017 - Page 68 of 34 TABLE OF CONTENTS PAGE RESUME 1 CB&A INTERVIEW 5 BACKGROUND CHECKS 11 REFERENCE NOTES 13 INTERNET SEARCH 28 January 3, 2017 - Page 69 of 34 Christopher Morrill Resume January 3, 2017 - Page 70 of 34 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. January 3, 2017 - Page 71 of 34 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- January 3, 2017 - Page 72 of 34 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- January 3, 2017 - Page 73 of 34 Christopher Morrill CB&A Interview January 3, 2017 - Page 74 of 34 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- January 3, 2017 - Page 75 of 34 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- January 3, 2017 - Page 76 of 34 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- January 3, 2017 - Page 77 of 34 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- January 3, 2017 - Page 78 of 34 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 -9- January 3, 2017 - Page 79 of 34 Christopher Morrill Background Checks January 3, 2017 - Page 80 of 34 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- January 3, 2017 - Page 81 of 34 Christopher Morrill Reference Notes January 3, 2017 - Page 82 of 34 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- January 3, 2017 - Page 83 of 34 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- January 3, 2017 - Page 84 of 34 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- January 3, 2017 - Page 85 of 34 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- January 3, 2017 - Page 86 of 34 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- January 3, 2017 - Page 87 of 34 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- January 3, 2017 - Page 88 of 34 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- January 3, 2017 - Page 89 of 34 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- January 3, 2017 - Page 90 of 34 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 - January 3, 2017 - Page 91 of 34 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 January 3, 2017 - Page 92 of 34 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- January 3, 2017 - Page 93 of 34 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- January 3, 2017 - Page 94 of 34 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- January 3, 2017 - Page 95 of 34 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- January 3, 2017 - Page 96 of 34 Christopher Morrill Internet Research January 3, 2017 - Page 97 of 34 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- January 3, 2017 - Page 98 of 34 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- January 3, 2017 - Page 99 of 34 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- January 3, 2017 - Page 100 of 3 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 - January 3, 2017 - Page 101 of 3 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- January 3, 2017 - Page 102 of 3 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- January 3, 2017 - Page 103 of 3 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- January 3, 2017 - Page 104 of 3 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." January 3, 2017 - Page 105 of 3 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- January 3, 2017 - Page 106 of 3 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 January 3, 2017 - Page 107 of 3 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- January 3, 2017 - Page 108 of 3 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- January 3, 2017 - Page 109 of 3 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- January 3, 2017 - Page 110 of 3 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- January 3, 2017 - Page 111 of 3 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 - January 3, 2017 - Page 112 of 3 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- January 3, 2017 - Page 113 of 3 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_ January 3, 2017 - Page 114 of 3 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." -45- January 3, 2017 - Page 115 of 3 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. January 3, 2017 - Page 116 of 3 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- January 3, 2017 - Page 117 of 3 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 - January 3, 2017 - Page 118 of 3 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- January 3, 2017 - Page 119 of 3 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- January 3, 2017 - Page 120 of 3 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- January 3, 2017 - Page 121 of 3 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- January 3, 2017 - Page 122 of 3 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 -53- January 3, 2017 - Page 123 of 3 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- January 3, 2017 - Page 124 of 3 Appendix D Sample Survey Savannah City Manager Quality Survey January 3, 2017 - Page 125 of 3 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 Liam pwn 12 Ansa, 04101* Horn 1-3 4-fi 7- 12 lam nun 12 1�u1 9% 10% 201E 30% 40% SD% 601E ?OIL BOIL DO% 1 ROIL yrs 2222% :r 1 Lf]% TG 1120% +3 24.72% 111 11f January 3, 2017 - Page 126 of 3 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) Arsasted: ISO Skipped. 0 ahprs Misses Ousted allskels timPoPer NYkeisuu or adios E e aq, srabsh i Sago or social media Television 1 Othercomms. -- spray) imw MOWN! peas maims= Elactadallidst, city :ha Nemspaper N. •rte maw oauuijr members Ol7 sedasite t3ojs at andel media Telerisen 00ter(peeps iPsery5 T Jt7.4: 410 0% 10% 20% 30% 40% 50% 00% 70% an 90% 1M% D-2 Naiveness 4OM% let 42.00% : a9 7L51% 341 41.017► 213 47.11% 212 S22TIl 21' maim BA" January 3, 2017 - Page 127 of 3 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) Trataa Eomardo dayslopmsnt Jobs 1fserd.hlt. farrdly Men.. Mamwd4city budget Psbtie safety criwo Pisa the Parks twarmalen— Culture f Gay Wod_ to pm.wy ,msnt Cuaberrrar sardine Cauwaunicatkuw .1Mr nada Pay kerma 1pa with CprYtpnU— Quality of 6!a Answered: 4413 Shipped 2 mWMI 0 1 2 ] 4 5 if 7 8 9 'a D-3 January 3, 2017 - Page 128 of 3 Sample City Manager Quality Survey (continued) Savannah City Managcr Quality Survcy SurvcyMot 1u -'y -rdfc 631% 1247% 28 53 Lialrftlniva > i. * 1d rdrer put9c a c154ca 236% 7.76% 10 32 3511% 149 2132% 101 2411% 102 17.71% 147 anvnumnd-1 6.19% W% 1171% 222511 27 26 60 97 Jobs 564% 7.71% 4 33 u6xaava lardy ole dly kissing 10.39% 1339% 45 56 dela. i9 dly budge! 113% 522% :e 23 Pudic tasty+ crimp 113% 21]% 17 9 Pteeervhlq tlsi t311t durader 566% 5.61% 25 25 Pada r reonssfon Fin 110% 7.57% 17 33 C, bine+ Cly sp rm: ed evenly 7.74% 129176 34 57 1-rawEredr, In porerrtra 1 ].61% 2.71% 14 12 anitoterdr Ionize 4.52% 6.79% 20 l� Camrarr4aEom vv5al rseidenti 431% 4.78% 19 2' PnArrrsldpa w1,11 ctrnmady+ adrmla + 11usIress 1.11% 1.41% 36 17 OunntyarIBe 4.51% 2.91% 20 13 16.62% 72 26.41% 123 11.43% 61 5.43% 25 17.51% 77 2141% Laa% 91 2 425 3.41 ]214% 161% 142 3 4.36 3.150 41.15% 2.51% 213 11 436 454 22.61% 4491% 2-34% 97 192 10 426 3.Q5 111.4111 27.411 0.92% 04 114 4 433 5.41 2711% 47.112% 1.61% 123 211. 4 4.41 4 x> 16.11% 7477% LX% 46 132 15 441 4.53 23.41% 46.31% 1.31% 103 204 6 440 4.113 2131% 5.9216 94 4 475 360 1451% 64111 d5 2 139 1.29 33.9416 1211% 148 140 32.1111 21.43% 158 123 u -a 14.14% 46 14171 1124% 2.13% 65 269 i3 443 4.38 42.31% %9672 157 4 142 395 2259% 2161% 91 110 1137% 21.9% 41 2236% 99 12.67% 53 4491% 1.11% 117 197 5 441 1D1 247211 - 75.1111 29111 107 157 4 4.40 31? 21911- 6 517211 2.7371. 92 249 12 439 4 aS January 3, 2017 - Page 129 of 3 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 January 3, 2017 - Page 130 of 3 Sample City Manager Quality Survey (continued) Swami.* City Managcr Quality Survcy SurvcyMankcy 1 2 3 4 5 1W1 Total 11k1914011 Jimmies Sinop i=derd ip 4.51% 1.13% 3.U% 1441% 7111% 135% 2G 5 15 47 350 6 413 4.61 Maeda! ame7ernerl 331% 3.15% 6.33% 26.72% 6310% 135% i5 14 37 92 260 6 444 4.39 ✓ i rossp:ngd idyls 113% 22516 13.06% 21344 54.73% 139% 17 14 53 91 261 7 444 4.30 U so doter and oneelNa 4.10% 2.711% 1441% 20.17% 51.84% 1141VIL sa 10 tib 69 254 3 434 4.76 ikereeurelmaian l pairritatlen ski 14216 3.39% 1112% 25.57% 5912% 0.16% 16 15 58 1.3 237 3 442 4.23 Visicaray 5.22% 2.1511. 1220% 29.:316 57.37% 1.13% 23 13 56 91 253 5 441 4.23 WC. kstri=Nrral menongaloawcaYea,kltetersix rosidsrte. 79511. 615% 15.11% 21.1611. 47.39% 1.15% ia.el=ves end denskpRa 13 26 Sr 119 209 5 441 4.11 rapelenca =Wag with dheasa eaeemuri!ss 6.07% 5.19% 14.16% 21.12% 52.3616 690% 27 24 63 94 233 4 445 409 rzeolNc devezpnw41 C4e44t0/40 oartwt d aaro+4fi W1ca1.i darty well rsildwas and awls their viewpoint Oz. -mama" 6u{tler Metzerter =mica arias Men Meg be ,atm risks Mandate ticlarocrd Maio k5 the uwpwr..avRa Reh6c se * espriew eeno■imlpdernizernen tiss,>sa 437% 525% 26 23 433% 541% 21 22 410% 431% 'r 19 431% 112% 14 27 5.24% 5.12% 23 26 525% 5.02% 23 22 34414 7.05% 16 31 451% T.01% 2C 3t 447% 131% 28 37 10711. 7.17% 36 32 1.00% 1.43% 34 37 D-6 11.16% 215416 45.1111. t.7% B 125 201 7 436 4.08 1731% 27.51% 44.611. /.6611. 76 121 196 3 4339 4.00 17.6% 31.75% 41.2% 77 140 164 OM% 3 443 4 S 2023% 2414% 4154% 1345 192 6 44+ 3.96 1400% 20.135. 41.005. 411% T9 127 180 4 439 335 2174% 211.111% 301116 6915. 104 115 170 4 436 379 72955. 27.05% 77175. 2055. 101 119 164 3 u= 369 21.715. 20325. 36115. 4695. 106 115 160 3 437 314 26975. 27.42% 71195. 1.11% 120 122 141 5 415 3 74 21,22% 21545. 1143% 1375. 106 105 153 7 445 172 252116 24.1356 31205. 1.14% 111 109 146 5 L 1 3.70 January 3, 2017 - Page 131 of 3 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 January 3, 2017 - Page 132 of 3 Appendix E St. Johns County, FL Resolution Thanking CB&A for Its Outstanding Service January 3, 2017 - Page 133 of 3 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 January 3, 2017 - Page 134 of 3 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: January 3, 2017 - Page 135 of 3 Appendix F Comments from Dale Martin on CB&A's Vetting Process January 3, 2017 - Page 136 of 3 *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 } January 3, 2017 - Page 137 of 3 City Manager Position Available — Apply by: January 24, 2014 Bellevue, Washington Budget: $1,294,000,000 FTE: 1229 Salary Range: $200,000-$250,000 Population: 132,000 Situated in the western part of Washington State, Bellevue has grown from a quiet suburban bedroom community over the last decade to an internationally dynamic and multi -cultural city. Now Bellevue is looking for a new City Manager to help lead the City into its next chapter of excellence. Nestled among the gently rolling hills that are a prelude to the Cascade Mountains, Bellevue lies in the heart of the Puget Sound region. To the west are the skyscrapers of Seattle and scenic Lake Washington and to the east lie Lake Sammamish and the gateway to the Cascades. The City is bisected by Interstate 405 running north -south, and crossed from east to west by Interstate 90 and State Route 520 which feature substantial bridges crossing Lake Washington to Seattle. 1 Bellevue is an economicpowerhouse. Some ofthe country's best known companies - Microsoft, T -Mobile, PACCAR, and Expedia, to name a few - have a large presence in the City. Coupled with the many small businesses, they are the source of the approximate 134,000 jobs found within city boundaries, with strong expectations of continued growth. By 2030, the City anticipates adding 30,000 more jobs. Quality of life matters to Bellevue's residents. Clean and safe are words used frequently to describe Bellevue. It is a place where the people and community pride themselves on a pristine appearance and environmental stewardship. Surrounding a vibrant, urban downtown are the many outstanding neighborhoods that define Bellevue. Available medical care is excellent, with two major hospitals (the January 3, 2017 - Page 138 of 3 Overlake and Group Health Medical Centers) and the Childrens Hospital Clinic and Surgery Center conveniently located adjacent to downtown. The City's population is cosmopolitan, diverse and growing. Between 2005 and 2010, the downtown (which is well- defined and covers 410 acres) added 4,000 residential units. The City anticipates adding 20,000 new residents, including 10,000 in the downtown area alone. Partly due to the attraction of high-tech firms, more than 40 percent of the population is composed of ethnic minorities and 32 percent are foreign born. This unique blend of cultures and people is what fuels the energy of the City. With regard to education, Bellevue's School District is technologically progressive and parents support their children. Two of the City's high schools ranked in the nation's top 100 in Newsweek's America's Best High Schools for 2013, and four of the five were ranked in the top 250. The U.S. News and World Report rankings are very similar. The schools' athletic programs are excellent as well. Bellevue High School, for example, won the Washington State 3A Football Championship ten times between 2001 and 2012. Residents value city services. Annual customer surveys conducted by the City reflect that 97 percent of those surveyed rank Bellevue as a good or excellent place to live, and 83 percent feel they are getting their money's worth for their tax dollars. That is no surprise given the commitment of the workforce and the fact that every City department that is eligible to be accredited by a national body has earned accreditation. Cultural activities are abundant. Bellevue's own Meydenbauer Center is home to artistic attractions such as the Bellevue Chamber Chorus, Bellevue Youth City Manager January 3, 2017 - Page 139 of 3 Symphony Orchestra, the International Ballet Theatre, and the Huayin Performing Arts Group. Bellevue also has a nationally respected, 20,000 square foot Bellevue Arts Museum with a wide variety of exhibits. A major community music school, Music Works Northwest, offers instruction to all ages by the area's top musicians. The City has made a major capital investment, in partnership with the Bellevue Youth Theater Foundation, to construct a new theater to serve the youth theater program. There are a plethora of additional opportunities in surrounding communities, including Seattle. Few places in the country can offer nature lovers more than Bellevue. Known as a "City in the Park," it is home to almost 100 parks and natural areas totaling 2,689 acres. Nearby Lakes Washington and Sammamish offer a full range of aquatic adventures for boaters, kayakers, and canoe enthusiasts, while more than 50 miles of maintained trails are available to hikers and bicyclists. The Bellevue Botanical Garden, a 53 -acre garden owned by the City that showcases cultivated display gardens and many of the beautiful families of foliage that thrive throughout the Pacific Northwest, is currently undergoing an $11 million renovation in partnership with the Bellevue Botanical Garden Society. Travel enthusiasts do not have to go far to connect to their next destination. Nearby SeaTac International Airport is a gateway virtually to anywhere in North America or Asia, and provides non-stop flights to several of Europe's capitals. The Port of Seattle is a hub for cruises with destinations along the coasts of western Canada and Alaska. The scenery is stunning and whales and other natural wildlife can often be seen. It is only one hour to skiing, two hours to the ocean or the Canadian border and three hours to Portland, Oregon. The Seattle area hosts several professional sports teams, including the Seahawks (professional football), Mariners (major league baseball), Sounders (major league soccer), and Storm (women's professional basketball) as well as the University of Washington's well-respected Huskies. 3 If you would rather participate, you can find practically any activity that you are interested in locally — both for youth and adults. The City offers traditional sports (football, baseball, soccer, track and field, and basketball) as well as other activities like martial arts, lacrosse, and cricket. Bellevue is a commercial paradise, home to world-class restaurants and shopping. Daniels's Broiler is an exclusive establishment offering exquisite steak house dining combined with striking views of the Olympic Mountains, Bellevue and the Seattle skylines while Bis on Main has a renowned and award winning wine list. The shops at the Bravern are home to many high-end stores such as Neiman Marcus, Louis Vuitton, Hermes, David Lawrence, and Salvatore Ferragamo, while "The Bellevue Collection" is composed of three interconnected malls which house an even greater variety of commercial establishments, including Nordstrom, Tiffany's, and Pottery Barn, that will meet all of one's retail wants and needs. Put all of the preceding together and the result is many awards. Money Magazine named Bellevue one of the 100 Best Places to Live in 2006, 2008, 2010 and 2012. America's Promise Alliance named Bellevue one of the 100 Best Communities for Young People in 2006, 2007, 2010, 2011 and 2012. City departments and staff have also won numerous awards for their activities. For example, in 2010 and 2011 the International City/County Management Association awarded the city a Certificate of Excellence for performance management. The City Hall itself has won many awards for design and functionality — even more amazing when one considers it is a remodeled, outdated telephone switching center. All in all, for the outstanding municipal professional, this kind of opportunity only comes along once in a lifetime. We invite you to apply! History The Seattle / Bellevue area was first inhabited by Native Americans as early as 10,000 years ago. In the mid -1850s treaties were signed under which the Native Americans gave up most of their land, and in 1869 wealthy adventurers staked the area's first large land claims. In the following years, Civil War veterans were awarded homesteads to promote the region's growth. These and other settlers cleared the area through logging and coal mining operations and, by the early 1900s, the area had become a prosperous farming community. Japanese immigrants, brought to Washington to clear and improve the City Manager January2017 - ge 140 of 3 land, made the most of small plots they leased and aided in further development. They established a collective warehouse and soon produced the bulk of the strawberries and vegetables harvested in Bellevue. The areas agrarian success was celebrated with the first Strawberry Festival in 1925, and by then Bellevue had become a regional agrarian center. Advances in infrastructure, such as the completion of the first bridge across Lake Washington in 1940, encouraged further growth. The outbreak of W WII and the subsequent internment of many Japanese Americans dealt a significant blow to the Bellevue community and its economy. With the end of the war, new residents began to arrive and, with them, further development. Bellevue Square, one of the first suburban shopping centers in the country, opened in 1946 and assisted in the development of commerce in the region. The City incorporated in 1953 and, through annexation, grew from 4.7 square miles by Meydenbauer Bay to its current 36 square miles. In the late 1970s, Council adopted a business plan for denser development downtown, utilizing a "wedding cake" scheme to step down densities from the downtown core to its fringes, together with formalizing "subarea plans" for residential neighborhoods. Over the past two decades, the city added office towers and shed its "suburban" status to become a thriving commercial powerhouse and a high- tech hub. Expedia, Microsoft, PACCAR, Puget Sound Energy and T -Mobile are among the many companies with a significant presence in the city. Further, the growth is continuing. A number of new projects have begun to break ground and Bellevue's gleaming downtown will continue to grow. D emographics Bellevue is Washington state's 5th largest city. With recent annexations, Bellevue's population is currently estimated at 132,100 and has a median age (38.5), a bit over the national median (37.2), with population spread relatively evenly across age groups. Bellevue's daytime population is estimated at approximately 190,000. City Manager January 3, 2017 - Page 141 of 3 Chart I: Growth in Bellevue's Asian Population 12,000 10,000 8,000 6,aoo 4,0GQ 2,000 0 1990 Census 2000 Census Chlnese 11.703 Aslan Ind+an 8,963 Korean 4,479 Japanese 2,6$7 2010 Census Bellevue's population is very diverse racially and ethnically. In fact, it's more diverse than its neighbor to the west, Seattle. Over 80 languages are spoken in the City's schools and the 2010 Census found that 62.6 percent of the population were Caucasian, 27.5 percent Asian, 2.3 percent African American, and the remainder were either of some other race of more than one race. Hispanics (of all races) comprised 7.0 percent of the population. Approximately 32 percent of the population is foreign born. The community reflects a wide variety of incomes and offers a wide diversity of living environments and housing opportunities, including some subsidized housing. The median household income in Bellevue is $84,503, and the mean is $112,290. By comparison, Washington State's median is $58,890 and the mean is $76,504. A little over 12 percent of the population earns $200,000 or more and 6.6 percent of the population was below the poverty line. Some schools have a significant number of students who are eligible for free lunches. Employment remains strong, with an unemployment rate of 4.5 percent in June 2013. Bellevue residents tend to be very well educated. Over 60 percent of the population has a Bachelor's degree or higher. Specifically, 37.5 percent have a Bachelor's degree, and 23.2 percent have completed graduate work. Another 11.8 percent have a high school degree only, 16.1 percent have attended some college (no degree), and 6.8 percent have an Associate's degree. Geography The City's name is derived from a French term for "beautiful view" Under favorable weather conditions, one may enjoy scenic vistas of the Olympic and Cascade Mountains and Mounts Baker and Rainier. 5 Bellevue has a total area of a little over 36 square miles (32 square miles of land and 4.5 square miles of water). It is characterized by gently rolling hills, with elevations as high as 1,300 feet, and on average is 100 feet above sea level. The City lies between Lake Washington to the west and the smaller Lake Sammamish to the east. Much of Bellevue is drained by the Kelsey Creek watershed, and the Mercer Slough Nature Park forms Lake Washington's largest remaining wetland, providing diverse habitat for over 170 species of wildlife. Climate Bellevue's climate is described as temperate marine, with mild wet winters and warm dry summers. The City has four distinct but relatively mild seasons. Average summer temperatures range from 52°F to 76°F and in the winter range from 35°F to 46°F. Despite a regional reputation for rain, Bellevue's annual average rainfall is only 36 inches, less rain than is received in New York (50 inches), Atlanta (50 inches), or Chicago (39 inches). Commerce In the last few decades, Bellevue has been transformed from a "bedroom" community with a small employment base into a major business and retail center. More people (133,800) work in Bellevue than live there, and it is the second largest employment center in King County and the second strongest economy in the state. See Table 1 on page 6. A diversified mix of industries exists in Bellevue, with nearly 60 percent of jobs being in the service sector. About a quarter of those service jobs provide information services (including high-tech software development firms), another quarter provide professional, scientific, and technical services (including engineering, accounting, and management firms), and roughly 16 percent provide health care and social services. Bellevue is also known for its large retail industry, which comprises City Manager January2017 - ge 142 of 3 Table I: Principal Employers Rank mpl • Type of Operation # of Employees % of All 1 Microsoft Corporation Technology 6,300 4.80 % 2 T -Mobile USA Cell Phones 3,500 2.49 % 3 Boeing Aviation 3,200 2.28 % 4 Bellevue School District Education, K-12 2,800 1.99 % 5 Overlake Hospital Medical Center Medical 2,600 1.85 % 6 Expedia Online Travel 2,300 1.64 % 7 Bellevue Community College Higher Education 2,300 1.64 % 8 City of Bellevue Government 1,570* 1.12 % 9 Safeway Grocery 1,100 0.78 % 10 Puget Sound Energy Utility Services 1,000 0.71 % *City staffing was subsequently reduced to its current level of 1,229 FTEs. just over 10 percent of total jobs. The Bellevue Collection and the Bravern draw people from all over the region. Department stores, car dealerships and electronic/ computer stores lead the retail sector. While a number of the largest public companies in Washington have a presence here, many newer companies in the City rank in the top 50 fastest-growing public companies in Washington. Bellevue is a major trading center, with two major interstate highways converging about three miles south of downtown and the Ports of Seattle and Tacoma and Seattle -Tacoma International Airport about half an hour away. The Government Bellevue operates under a Council/Manager form of government. An elected Council sets the general policies of the City, which the City Manager and staff implement. Seven residents serve part-time as members of the City Council. All are elected at -large and serve staggered four-year terms. Elections are held in November of odd - numbered years, with the next election coming this fall, at which voters will choose Council members for three seats. Based on primary election results, the Council will have City Manager Source: 2012 Bellevue CAFR at least one new member whose term will start January 1. In January, the members will select a Mayor and Deputy Mayor from among the Council to serve as the chair/vice chair for a two-year period. The City Manager serves as the city's chief executive officer, reporting to the Council and overseeing all City operations. Seven advisory boards and commissions, with volunteer members appointed by Council, provide detailed study and recommendations on significant policy matters. The City Manager is supported by a strong Leadership Team, composed of department directors and key staff. City staff have embraced the High Performance Organization (HPO) model and a "One City" philosophy of working collaboratively, using innovation, and maintaining a future focus to achieve a better future for the City and its residents. The City offers the full array of services including Police, Fire, Development Services (land use review, permitting/ inspections and code enforcement), Parks and Community Services (recreation and human services), Planning and Community Development (comprehensive planning, economic development, affordable housing, and arts programs), Transportation (transportation system, congestion management, streets maintenance, 6 January 3, 2017 - Page 143 of 3 OMNI ,i MRp1 ',111v 11 7 and regional transportation planning) and Utilities (water, wastewater, and storm drainage). Library services are provided through the King County Library System and a private firm, through a contract with the City, provides solid waste collection and disposal services. The City has 1,229 authorized FTEs, including nine bargaining units representing approximately 49 percent of the workforce. The City also provides, via contract, several services to neighboring communities. The City's total budget for 2013-2014 was $1.294 billion, of which $871 million was the operating budget. The remainder is divided between Special Purpose Funds (activities such as pensions and debt service) and $362.7 million in Capital Investment Funds. The General Capital Investment Plan for 2013 — 2019 totals $414.9 million. The City's infrastructure is high quality, and the City believes strongly in maintaining what it builds. The 2012 regular property tax rate was $1.19 per $1,000 of ad valorem (AV) value. The 2013 sales tax and business and occupancy tax rates are 0.85 percent and 0.1496 percent respectively. Bellevue has the second largest tax base in the state of Washington after Seattle. The total assessed property value was $19.9 billion in 2003, growing to $32.7 billion in 2012 and is expected to increase gradually over the next few years. The City's regular property tax rate is the lowest in the state for cities over 30,000, and has declined from a peak of $1.35 in 2003 to $0 .92 in 2008 before climbing back to $1.19 in 2013 (a Parks and Open Space levy lid lift was approved by the voters in November 2008, which increased the 2013 levy by an additional $0.13 per $1,000 AV). Interestingly, the City's maximum allowed rate is $3.10. The economic growth and development within its boundaries have allowed the City to remain well under its cap. City Manager January2017 - ge 144 of 3 Future Opportunities As one of the most dynamic cities in the Pacific Northwest, Bellevue's future is alive with opportunities. Financially the City is strong. The City's bond ratings (Aaa by Moody's and AAA by Standard & Poor) and strong financial reserves are the result of its prudent fiscal management. While affected by the economic downturn, the City weathered the recession better than many others in the region and across the country, maintaining a high level of customer service while planning for and constructing many major infrastructure projects. The employee count has been reduced by approximately 130 over the past five years, and some purchases have not been made that otherwise might have. Resources are available but limited, and the biggest fiscal challenge lies in adequately funding capital needs commensurate with the City's long-term vision. Bellevue is in an enviable position regarding growth and economic development. The City has been proactive in planning for growth, and its innovation economy and high quality of life have created a very successful economic engine. A significant issue will be continuing to manage coming growth in a manner that expands Bellevue's economy and role as a regional and global player, minimizes negative impacts on current business interests, and continues to protect and benefit vibrant residential neighborhoods. Future growth needs to be anticipated, planned for, and managed appropriately so that the best interests of the community are served. Another indicator of the city's future growth is expansion of the regional light rail system to Bellevue. Construction on the East Link line will commence in 2015, with revenue service starting in 2023. Work is progressing to minimize the inevitable disruption caused by construction of this magnitude through neighborhoods while realizing the transformational potential of this project for economic and community development. The rail system will stop in downtown before moving to the newly redefined Bel -Red area, recently rezoned to permit taller buildings and new transit -oriented development. The City is currently planning/designing, and will need to confirm funding for, infrastructure to support the anticipated growth in that area. City Manager As a key regional player, Bellevue has great potential to further enhance collaboration with its neighbors. The area prides itself on a very extensive and inclusive approach to regional governance, service delivery and decision making. A challenge for the new manager will be to increase Bellevue's influence and leadership position on a host of issues that are important to the City Council. The new manager will be supported by a well-established Leadership Team and staff. The general consensus is that the organization is functioning well utilizing the HPO model and it will be important that the new manager maintain and improve City performance levels. In many respects, the next Manager will need to assimilate into the existing culture rather than asking the organization to adapt to his/her style. Embracing the city's vision to be a collaborative and innovative organization that is future focused and committed to excellence is essential for any successful candidate. The growing diversity of Bellevue presents an additional opportunity. This rapid change in the demographic make-up of the City to where a third of the population is foreign born presents numerous cultural, language and assimilation issues. The City Council is committed to integrating the strengths and assets these new residents bring to the community. Like many cities, Bellevue has an aging workforce, with an average age of 49. A significant portion of the workforce is approaching or is in a position to retire. It will be important that the City be prepared for these retirements and have plans in place so as to not lose organizational knowledge and momentum. 'Therefore, the new Manager must place a high priority on succession planning. Finallythe Cityhas done extremelywell,bothinitsplanning for the future and its delivery of services. The key now is to maintain the momentum to continuously look for ways to improve. Complacency is not acceptable. Bellevue has been visionary in anticipating and addressing community concerns. This is reflected in the results of regular citizen and organizational surveys that demonstrate exceptional approval ratings. The next manager will need to recognize what has made Bellevue great and work with the Council to protect Bellevue's excellence and foster a continued sense of commitment. January 3, 2017 - Page 145 of 3 The Candidate The City Council is looking to partner with a new City Manager who will provide sound strategic leadership of the City's operations, offer innovative ideas to meet the changing needs of the community, and advance the vision of the City Council. The manager must be an outstanding communicator, responsive to the needs of the public, City Council, other officials, and employees. He/she must demonstrate a commitment to open, inclusive government, transparency, and public process. He/she must also recognize the responsibility of elected City Council members to establish policy and the City Manager's role to implement that policy and manage operations. The manager will see over the horizon and be capable of managing multiple complex problems in a fast -paced environment. He/she will anticipate issues before they occur and make appropriate course corrections. He/she will also recognize regional interdependencies and be willing to collaborate or partner with other agencies to achieve better/more cost effective services for the city and the broader community. The City Manager will need to interact with residents and honor the City's neighborhoods while recognizing the contribution that the everyday citizen makes to Bellevue's way of life. The ideal candidate should be able to build successful partnerships both internally and with the community. Experience and competency in interacting with diversity will also be critical to the next manager's success. Approachability is valued by all in the community, from individual residents to neighborhood associations and business and community leaders. The manager must establish his/her position as an objective facilitator, able to listen and incorporate a wide range of views into the decision-making process. A skilled negotiator who represents the City and its interests is also important. A drive for excellent customer service is critical to the success of the next manager. He/she will listen carefully and be helpful and friendly, as well as instilling these attributes in staff. Bellevue has a tradition of excellence and accomplishment, and it is expected the next city manager will continue that tradition. Managing the City is done in partnership with the City's Leadership Team. It is expected that the manager will prioritize and delegate, while remaining engaged with the organization. Performance management is at the heart of the city's operations, and the next manager will hold staff accountable for results. Continuous improvement, creativity and innovation are valued, with sensible risk taking encouraged and not penalized. He/she will care about people and their development and will mentor and motivate staff. Getting "into the field" and out from behind a desk is valued as a way to interact with both the residents and the staff — communicating and listening to their needs. His/her focus will be to grow the community, not the government. City Manager January2017 - ge 146 of 3 The ideal candidate will have at least 10 years of experience as a City Manager, Deputy City Manager or an Assistant City Manager with a proven track record in strategic leadership, community and intergovernmental relations, capital investment program planning, performance management, and commitment to service excellence. The individual is expected to have at least a Bachelor's degree in business administration, public administration, urban planning or a related field. An advanced degree or specific training relevant to this position is highly desirable. All in all, Bellevue is seeking a City Manager, an elite municipal management professional, to help the City maintain and surpass its current standards of excellence. Further it hopes the individual will make a commitment to Bellevue and plan to stay at least 10 years. Residency The selected candidate is expected to reside in the City. Compensation The salary range for the City Manager is $200,000 — $250,000. The Council will be flexible within the range if a candidate presents himself or herself with outstanding qualifications. Benefits are excellent and may likely include a housing allowance due to the high cost of living. How to Apply E-mail your resume to Recruit36@cb-asso.com January 24th. Faxed and mailed resumes will not be considered. Questions should be directed to Sean Baenziger of Colin Baenziger & Associates at (561) 351-9350 or Colin Baenziger at (561) 707-3537. The Process Applications will be screened between January 25th and the end of February. Interviews will be held in late March or early April. The schedule will be finalized in late January. Other Important Information The City of Bellevue thrives on diversity and encourages women and minorities to apply. Applications will be kept confidential until finalists are approved by the City Council. At that point, it is anticipated that finalists' names will be released to the public. COLIN BAENZIGERO ASSOCIATES EXECUTIVE RECRUITING Welcome to the City of COCOA BEACH, FL City Manager Position Open - Apply by April 15, 2016 Estimated 2015 Population: 11,231 Located on Florida's Central East Coast, Cocoa Beach lies on a beautiful but fragile barrier island nestled between the Atlantic Ocean and the Banana River Lagoon. It is a lively and progressive beachside community just a short drive from the Kennedy Space Center and three major universities. It is 60 miles west to Orlando and 70 miles to Disneyworld. Tampa is 135 miles west, Jacksonville 165 miles north and Miami and Fort Lauderdale 200 miles south. If you like to travel, Orlando International Airport is 50 miles west and the cruise ship terminal at Port Canaveral is seven miles north. The latter hosted 4.2 million passengers in 2014 and plans to become the largest cruise port in the world by late 2017 in terms of passenger volume. With its superb location and many outdoor activities, Cocoa Beach is a major tourist destination — over 2.4 million visit every year and non -permanent residents own 60% of the housing units. The City's six -mile long beach is one of Florida's finest and Cocoa Beach is widely January 3, 2017 - Page 148 of 3 known as a family friendly surfing village. Ron Jon's Surf Shop attracts some two million visitors every year and the City is the birth place and home of Kelly Slater who has been the Association of Surfing Professionals' World Champion a record of 11 times. Other activities include boating, fishing, paddling, kayaking, and wind surfing. Or just walk on the beach. If you are a naturalist, the adjacent Banana River Lagoon is the most diverse estuary in North America and home to sea turtles, fish, dolphin, horseshoe crabs, manatees, and much, much more. For golfers, the City owns and operates a 27 -hole course and it is a great place to play a round. The local restaurants are very good. And the City hosts over 30 special events annually including an Easter Surfing Festival, a Beach Fest and the Cocoa Beach Art Show. Not far away are the Brevard County Zoo and Space Coast Stadium, which is affiliated with the Washington Nationals. Professional sports fans can easily get to see the Orlando Magic, Tampa Bay Bucs, Jacksonville Jaguars and Tampa Bay Rays. A little further away are the Miami Dolphins and Florida Marlins. Culture is also within easy reach. The King Center in Melbourne attracts many national musical, theatrical and comedy acts and is a reasonable 20 minute drive from Cocoa Beach. More importantly Cocoa Beach is a family friendly, outgoing and safe community The schools are outstanding. Cocoa Beach Junior/Senior High School, for example, is nationally recognized, has been "A' rated since 2000-2001 and offers an excellent International Baccalaureate program. Many of the City's homes are along its 35 miles of canals and they sell from the $200,000s into the millions. But again, it is the people that make Cocoa Beach special. They are well educated and down to earth. They know neighbors and help each other. They are also honest and respectful. Many do not even lock their doors when they go out. They know that they and their homes are safe. History The first non-native inhabitants were a family of freed slaves who moved into the area following the Civil War. In 1888, a group of men from nearby Cocoa bought a large tract of land but nothing happened until 1923 when Gus Edwards, Cocoas city attorney gained control of approximately 600 City Manager City of Cocoa Beach, Florida 2 January 3, 2017 - Page 149 of 3 Table 1: Age Distribution Age Group Percent 0-15 yrs 10.2% 15-25 yrs 6.9% 25-35 yrs 8.0% 35-45 yrs 8.5% 45-55 yrs 17.2% 55-65 yrs 16.8% 65-75 yrs 14.1% 75-85 yrs 13.4% 85 years & Over 13.4% Source: U.S. Census acres and stopped practicing law to devote all his efforts to developing the area. The Town of Cocoa Beach was established on June 5, 1925, and Edwards was elected mayor. In 1935, Florida's Department of Transportation opened what is now State Road AlA and by 1939, the town had 49 residents. During World War II, a German submarine torpedoed the La Paz and Laertes off the shore of Cocoa Beach. In 1947 the City's first police officer was hired at a $1 /hour. The same year, the City constructed a potable water distribution system. In 1950, a volunteer fire department was created and in 1957, the town of Cocoa Beach incorporated into as a City. Cocoa Beach's real growth began during the 1960s as a result of the space program. NASAs John F. Kennedy Space Center (KSC) is located approximately 15 miles north of the town and many of those who worked there moved to Cocoa Beach. As you might expect, the City was impacted by the elimination of the space shuttle program. Now, facilities at the Kennedy Space Center are being reconfigured for private space endeavors. With 24 launches scheduled for 2015, KSC has reclaimed its status as the most active rocket launch facility in the world. Community Demographics The Census Bureau estimated the City's population to be 11,325 as of 2013. The most recently available data found 6,529 households, and 3,532 families. The racial makeup of the city was 96.5% White, 1.5% Asian, and 0.8% African American. Other races or those of two or more races composed the remainder. Hispanics of any race composed 3.2% of the population. 3 As can be seen from Table I (upper right), Cocoa Beach's population tends to be concentrated in the upper age brackets. That conclusion is also supported by the community's median age of 54.8, which is well above the national median of 37.4. 12% of the population under the age of 18, 4% from 18 to 24, 22% from 25 to 44, 28% from 45 to 64, and 34% who were 65 years of age or older. The City had approximately 2,200 children enrolled in school and the per capita income was estimated to be $36,217 as of 2013. The Census also estimated that 10.3% of the population was below the poverty level. Commerce As noted previously, the City is a major tourist destination. All of the principal taxpayers listed in the City's CAFR are residential, hospitality or retail in nature. See Table II on page 4 for details. Nearby Patrick Air Force Base tends to stabilize the area as its funding generally does not change a great deal even in recessionary times. Climate The climate is considered humid, subtropical with mild winters and warm, wet summers. See Table III on bottom of page 4 for details. Tropical storms affect the area from time to time but direct hits by hurricanes are quite rare in this part of Florida. In fact, a recent naval study concluded the likelihood of a tropical storm striking this area was lower than most of the United States East Coast. Government The City of Cocoa Beach has a Commission/Manager form of government. The five (5) member Commission consists of a Mayor and four (4) Commissioners who are elected at large and serve staggered four year terms. The Commission is charged with the responsibility of establishing policies and enacting ordinances and resolutions. In November 2016, the Mayor and two Commissioners seats will be up for election. Historically the Commission has been very stable. The elected officials get along well and are fiscally conservative. A City Manager is appointed by the Commission, and is charged with the responsibility of administering daily operations and implementing Commission directives. The staff is recognized for its quality and dedication. City Manager 1 City of Cocoa Beach, Florida January 3, 2017 - Page 150 of 3 Table 2: Principal Taxpayers In the past few years the City has been begun to take control of its destiny and to move itself forward. The elected officials and City Manager have worked together to develop a strategic plan that is both visionary and practical. It examines the big picture and puts forth goals and objectives. It goes beyond that, however, and establishes specific tasks with realistic target completion dates. Hence, with regular updates, it can and will serve as a blue print for attaining Cocoa Beach's future. Cocoa Beach provides many of the services normally associated with a municipality, including police, fire, emergency medical services, parks and recreational activities, streets and parks maintenance, traffic engineering and parking, sanitation, wastewater treatment, stormwater improvements, community redevelopment, code enforcement, planning and zoning, and general administration. Wastewater treatment services are also provided to the adjacent unincorporated areas and to Patrick Air Force Base and Port Canaveral. The City also operates a 27 -hole golf course. The City's total budget for FY 2016 is $44,237,333 and the general fund component is $27,005,884. Per the 2015 CAFR, the City had 249 full-time equivalent employees. 32 were in general government, 56 in police, 28 in fire, 31 in public works, 23 in parks and recreation, 41 at the golf course, 25 in utilities and the remainder in parking and stormwater. Between 2007 and 2010, the gross taxable value declined from $2.12 billion to $1.48 billion. The millage rate has fluctuated over the past ten City Manager City of Cocoa Beach, Florida Total $1,462,050,879 100% Source: Cocoa Beach 2015 CAFR years beginning at 4.7800 in 2005, declining to a low of 3.4642 in 2008 and then climbing to its current rate of 4.9798. Over the same period, the Final Taxable Value for the City grew from $1.246 billion in 2004 to $2.116 billion and then declined. Its current total is $1.375 billion. Inlate 2009 the Cityestablished the CommunityRedevelopment Agency (CRA). Now in its fifth year, the effort is beginning to bear fruit. In FY 2013 the CRA took approximately $25,000 and $25,000, $95,000 in FY2014 and $95,000 in 2015. The City also recently established a Mainstreet program. The Opportunities Cocoa Beach has many, many attributes to capitalize on and should be a prime location for redevelopment. Bringing those attributes to the attention of the right people will be critical. Further, not just any development will do. The environment is fragile. An element of the community is concerned with change. So marketing will be important in terms of both bringing new businesses to the City and in terms of convincing the public that the proposed development is right for the City. The City has begun to take steps to demonstrate to the business community that the City is ready, willing and able to facilitate the kind of development the community finds desirable. It recently revised its comprehensive plan and is beginning to revise its land development regulations. These efforts are already beginning to bear fruit as the City has begun to see new investment. 4 January 3, 2017 - Page 151 of 3 Rank Taxpayer Use Assessed Value % of Total 1 Cocoa Beach Development Cocoa Beach Resort $20,644,620 1.41% 2 1550 North Atlantic Hilton Hotel $12,000,000 0.82% 3 Northport, Inc. Ocean Landings Resort $11,498,870 0.79% 4 Discovery Resort, Inc. Discovery Beach Resort $10,858,920 0.74% 5 International Palms Hotel $8,424,000 0.58% 6 Branch Cornerstone Associates Inland Western Hotel $7,250,000 0.50% 7 Ocean Partners Hospitality Hampton/Marriott $7,217,420 0.49% 8 Ron Jon Surf Shop of Florida Surf Shop $6,730,620 0.46% 9 Publix Supermarkets Grocery Stores $5,750,000 0.39% 10 Pandey Hotel Cocoa Beach LLC Double Tree Hotel $5,130,000 0.35% In the past few years the City has been begun to take control of its destiny and to move itself forward. The elected officials and City Manager have worked together to develop a strategic plan that is both visionary and practical. It examines the big picture and puts forth goals and objectives. It goes beyond that, however, and establishes specific tasks with realistic target completion dates. Hence, with regular updates, it can and will serve as a blue print for attaining Cocoa Beach's future. Cocoa Beach provides many of the services normally associated with a municipality, including police, fire, emergency medical services, parks and recreational activities, streets and parks maintenance, traffic engineering and parking, sanitation, wastewater treatment, stormwater improvements, community redevelopment, code enforcement, planning and zoning, and general administration. Wastewater treatment services are also provided to the adjacent unincorporated areas and to Patrick Air Force Base and Port Canaveral. The City also operates a 27 -hole golf course. The City's total budget for FY 2016 is $44,237,333 and the general fund component is $27,005,884. Per the 2015 CAFR, the City had 249 full-time equivalent employees. 32 were in general government, 56 in police, 28 in fire, 31 in public works, 23 in parks and recreation, 41 at the golf course, 25 in utilities and the remainder in parking and stormwater. Between 2007 and 2010, the gross taxable value declined from $2.12 billion to $1.48 billion. The millage rate has fluctuated over the past ten City Manager City of Cocoa Beach, Florida Total $1,462,050,879 100% Source: Cocoa Beach 2015 CAFR years beginning at 4.7800 in 2005, declining to a low of 3.4642 in 2008 and then climbing to its current rate of 4.9798. Over the same period, the Final Taxable Value for the City grew from $1.246 billion in 2004 to $2.116 billion and then declined. Its current total is $1.375 billion. Inlate 2009 the Cityestablished the CommunityRedevelopment Agency (CRA). Now in its fifth year, the effort is beginning to bear fruit. In FY 2013 the CRA took approximately $25,000 and $25,000, $95,000 in FY2014 and $95,000 in 2015. The City also recently established a Mainstreet program. The Opportunities Cocoa Beach has many, many attributes to capitalize on and should be a prime location for redevelopment. Bringing those attributes to the attention of the right people will be critical. Further, not just any development will do. The environment is fragile. An element of the community is concerned with change. So marketing will be important in terms of both bringing new businesses to the City and in terms of convincing the public that the proposed development is right for the City. The City has begun to take steps to demonstrate to the business community that the City is ready, willing and able to facilitate the kind of development the community finds desirable. It recently revised its comprehensive plan and is beginning to revise its land development regulations. These efforts are already beginning to bear fruit as the City has begun to see new investment. 4 January 3, 2017 - Page 151 of 3 Table 3: Monthly Average Temperatures Source: Port St. Lucie 2015 CAFR The second challenge is financial. While the economy is growing, in the short term revenues will be limited. Further, many of those living in the City are on fixed incomes meaning they cannot afford nor take kindly to tax increases. Yet they are also unwilling to accept cuts in services. Hence, husbanding resources will be critical. Pension liabilities are dropping as the markets and the economy improve. The City took advantage of low construction costs and borrowing rates to construct a new fire station in 2014. The police station and city hall will need to be replaced in the relatively near future. Planning and construction of those facilities will set the stage for further redevelopment of the downtown district. Third, while tourism is a critical part of the economy, it presents challenges. Demands for some services are cyclical or even sporadic making them difficult to provide in a consistent, efficient manner. 5 IIIELCOME T°:*4 GCCCA 13601 Spring break, for example, presents many crowd management and trash control challenges. Finally, the City's beach must be protected and when necessary, renourished. Further, the wetlands and mangroves along the City's western boundary on the Banana River (i.e., the Intracoastal Waterway) must be protected. The Ideal Candidate The City is looking for an energetic, highly motivated manager with outstanding communications skills and a "can do" attitude. The individual will be someone who keeps the elected officials well informed and presents them with a recommendation as well as options. He/ she will earn their trust and be a valued advisor — not a "yes" man or woman. The ideal candidate will be visionary yet down to earth and practical — with a focus on solving problems and moving on to the next issue. The ideal candidate will be a promoter in the positive sense of the word. As noted, the City has many fine attributes but needs someone to tell its story. Part of that effort will be encouraging the right kind of development but it will also be keeping the public informed and earning its trust. The City has made significant strides in improving customer service and the elected officials and the community expect that progress to continue. Hence it will be important to lead by example, to understand how to work with people and to resolve problems in a timely manner. The customer is not always right but does deserve to have his/her concerns heard and for the City to make an effort to resolve them. The individual will relate well to and understand the needs of both the business and residential communities. He/she will also understand the relationship between municipal policy and its impacts on the local business climate. Maintaining the proper balance will be tricky City Manager City of Cocoa Beach, Florida January 3, 2017 - Page 152 of 3 Average High oF 72 73 77 81 85 89 91 92 90 88 78 73 73 Average Low of 50 51 55 60 66 71 72 72 72 67 60 53 53 Precipitation Inches 2.5 2.5 2.9 2.1 3.9 5.8 5.4 5.8 7.2 4.8 3.12 3.12 2.3 Source: Port St. Lucie 2015 CAFR The second challenge is financial. While the economy is growing, in the short term revenues will be limited. Further, many of those living in the City are on fixed incomes meaning they cannot afford nor take kindly to tax increases. Yet they are also unwilling to accept cuts in services. Hence, husbanding resources will be critical. Pension liabilities are dropping as the markets and the economy improve. The City took advantage of low construction costs and borrowing rates to construct a new fire station in 2014. The police station and city hall will need to be replaced in the relatively near future. Planning and construction of those facilities will set the stage for further redevelopment of the downtown district. Third, while tourism is a critical part of the economy, it presents challenges. Demands for some services are cyclical or even sporadic making them difficult to provide in a consistent, efficient manner. 5 IIIELCOME T°:*4 GCCCA 13601 Spring break, for example, presents many crowd management and trash control challenges. Finally, the City's beach must be protected and when necessary, renourished. Further, the wetlands and mangroves along the City's western boundary on the Banana River (i.e., the Intracoastal Waterway) must be protected. The Ideal Candidate The City is looking for an energetic, highly motivated manager with outstanding communications skills and a "can do" attitude. The individual will be someone who keeps the elected officials well informed and presents them with a recommendation as well as options. He/ she will earn their trust and be a valued advisor — not a "yes" man or woman. The ideal candidate will be visionary yet down to earth and practical — with a focus on solving problems and moving on to the next issue. The ideal candidate will be a promoter in the positive sense of the word. As noted, the City has many fine attributes but needs someone to tell its story. Part of that effort will be encouraging the right kind of development but it will also be keeping the public informed and earning its trust. The City has made significant strides in improving customer service and the elected officials and the community expect that progress to continue. Hence it will be important to lead by example, to understand how to work with people and to resolve problems in a timely manner. The customer is not always right but does deserve to have his/her concerns heard and for the City to make an effort to resolve them. The individual will relate well to and understand the needs of both the business and residential communities. He/she will also understand the relationship between municipal policy and its impacts on the local business climate. Maintaining the proper balance will be tricky City Manager City of Cocoa Beach, Florida January 3, 2017 - Page 152 of 3 but necessary. As the City is 97% built out, knowledge of and a demonstrated track record in successful redevelopment will be important. The individual will work collaboratively with staff and not by just providing direction and delegating but by empowering the staff. Micromanagement will not be a word in the manager's vocabulary. Instead he/she will be respectful, mentor, set priorities, provide resources, have high expectations and expect deadlines to be met. Accountability has been and will continue to be important. Strong analytical skills will be important and the next manager will be constantly seeking for ways to improve operations and efficiency. The individual will be savvy technologically and realize the importance of incorporating modern business practices and information systems into the daily workflow. The manager will also have a sense of urgency and not accept the typical glacial pace of government. The individual will be a strategic thinker and planner. The ideal candidate will be professional but also friendly and outgoing. He/she will be comfortable in the community and interact extremely well with the public. Outstanding people skills will be critical. The individual will not be someone who sits behind his/ her desk all day and directs traffic. Rather he/she will spend time in the community meeting with residents and businesses, listening to their concerns and actively work towards finding ways to make Cocoa Beach more attractive to everyone. The ideal candidate will have a proven track record in finance — particularly in budgeting and grants - and expense reduction. Contact management will also be an important skill as some city services are contracted out. The individual will understand and utilize current information systems to improve city operations. The manager will understand the importance of intergovernmental relations and be good at working with other governments. He/she will also realize that the environment is a key component of what makes Cocoa Beach the place it is and will work diligently to protect it. Experience in a coastal and/or resort community, disaster management, public/private partnerships and succession planning are all pluses. Florida experience is preferred but not mandatory City Manager I City of Cocoa Beach, Florida Required Qualifications The ideal candidate will have at least five years experience as a City Manager or an Assistant City Manager. The individual is expected to have at least a bachelor's degree in business administration, public administration, urban planning or a related field. Residency Residency in the community is preferred. Compensation The salary range for the City Manager is $105,000 to $145,000 and benefits are modest. Past City Managers The City has had three City Managers since 1998. How to Apply E-mail your resume and cover letter to Recruit37@cb-asso.com by April 15th. Faxed and mailed resumes will not be considered. Questions should be directed to Colin Baenziger of Colin Baenziger & Associates at (561) 707-3537. The Process Applicants will be screened between April 18th and May 19th. Finalist interviews are scheduled for June 9th and 10th with a selection shortly thereafter. Other Important Information Cocoa Beach is an Equal Opportunity Employer and encourages women and minorities to apply. Under the Florida Public Records Act, all applications are subject to disclosure upon receipt. Veteran's preference will be awarded under applicable Florida law. COLIN BAENZIGERO ASSOCIATES EXECUTIVE RECRUITING 6 January 3, 2017 - Page 153 of 3 Welcome to the city of Dickinson, North Dakota Deputy City Administrator Position Open - Apply by June 3, 2016 111111111111 4 S'i& THE WESTERN EDGE Approximate Population: 22,322 Dickinson, North Dakota, might not be a city that has been well known in the past; however, it is a city to know now and watch! It is one of the fastest growing micropolitan cities in the USA, ranked as the Best Small Town by Livability.com (2013). It is also known as the home of Dickinson State University. Centrally located in southwestern North Dakota, it is the midpoint between Fargo, North Dakota, and Billings, Montana. Dickinson is the gateway to Theodore Roosevelt National Park. The Badlands, which are part of the Park, start approximately 15 miles west of Dickinson, and it is only 30 minutes to the main entrance of the Park, presenting a myriad of exploring opportunities. If you want to see Mount Rushmore, travel south to Rapid City, arriving in just over 4 hours (via smaller highways). If you want to travel to Canada, the border is only 3.5 hours north. January 3, 2017 - Page 154 of 3 The City is less than an hour's drive from Lake Sakakawea, the largest of the mainstream reservoirs on the Missouri river, and which has many recreation resources and wonderful fishing in the area. Due to the strategic location of the City, and the resulting regional social and economic influence, it has been known for decades as "Queen City of the Prairies"! It now is also branded by its modern nickname, 'The Western Edge' due to its strategic location at the western edge of the state. The area has one of the nation's strongest economies due to the diverse resources of agriculture, energy (coal, ethanol, natural gas, oil, and uranium), national and international manufacturing, and tourism. Dickinson and was given the honorary position of #1 Strongest Micropolitan Economy by POLICOM Corporation in 2015. Dickinson is a destination community for entertainment and cultural events including: Roughrider Days, the Ukrainian Ethnic Festival, Dickinson State University Campus Activities, Alive at 5 (which pulls in thousands for their summer concerts), Rodeos, Museums, Specialty Vehicle Shows, Car Races, and Concert Series, to name just a few. For those who love the outdoors, one can enjoy world class bird and big -game hunting (mountain lion, deer, elk, and rams), fishing (salmon, pike, sturgeon, bass and blue gill), camping, winter and summer sporting activities, hiking, biking and equestrian trails. The newest jewel in the city that draws the community together, is the West River Community Center. This amazing full-service center of 132,000 square feet is filled with venues to enjoy: water recreation, gymnasiums, racquetball, a fitness center, a climbing wall, a community room, tennis courts, golf, a playground, and a track. Nearby is the West River Ice Center which has two arenas with Deputy City Administrator 1 Dickinson, North Dakota January 3, 2017 - Page 155 of 3 seating capacity up to 1,300. The arenas are used for indoor ice activities from October to March, also hosting the Dickinson Hockey Club. During the off-season, the arenas are used to host special events such as trade shows, sports shows, circuses, and more. For more recreational enjoyment, go to the Heart River Golf Course, an 18 -hole, par 72 layout that is nestled along the scenic Heart River, with numerous panoramic views of Patterson Lake. These beautiful surroundings provide golfers with just the right blend of atmosphere and relaxation. One will also enjoy the Patterson Lake Recreational Area, located three miles west and one mile south of Dickinson. The area is used for boating, fishing, swimming, water skiing, camping, picnic areas, playgrounds, disc golf, horseshoe pits, mountain biking, nature areas, and sand volleyball courts. Plenty of restaurants will whet the appetite including casual, upscale, organic, and more — something for everyone. Ethnic foods are a local favorite, and we suggest you try the flavor of Dickinson's first settlers, which might includes a dish from the Ukrainian culture, or the German borscht at several of the local establishments. Also around town, you'll enjoy the Dickinson Area Public Library, which was originally a Carnegie Library. It has been recently restored and expanded preserving the look and feel of the original structure. The library also offers Bookmobile services to Stark, Billings and Slope Counties. Another popular place to visit is The Dickinson Dinosaur Museum. Visitors will also find a complete Triceratops skull, discovered just west of Dickinson. Fourteen other full-scale dinosaurs will be a highlight of any day -trip or extended vacation to the area. This 13,400 sq. ft. showcase also has an outstanding collection of minerals from around the world. Many come to visit to Dickinson and recreate. The truest pleasure, however, is living here! Through all its growth, Dickinson has retained its small town feeling. The people are very friendly and welcoming. It recognizes the value of family and social life, with a large base of support for community projects that have resulted in development of facilities and events that keep life exciting and interesting. It's not only a fun place to live, it was awarded the 3rd Happiest Place in North Dakota according to Zippia.com (2016)! North Dakota continues to be consistently ranked as the happiest state in the U.S.! Crime is very low and the schools are wonderful. You can choose from excellent public, Catholic or non -denominational Christian schools. A nice home can be purchased between $250,000 -$285,000. So now you know what makes Dickinson so special: the people, incredible relationship between a healthy, thriving economy and its amazing quality of place and life! We invite you to join us in making Dickinson a world class city! Our ceiling is only as high as we want to make it. HISTORY In 1880, Pleasant Valley Siding was the small area where the Northern Pacific Railroad reached a wide valley on the Heart River, halfway between the Missouri River and the Montana Territory border. As construction crews for the railroad pushed westward, Pleasant Valley Siding was set up along the tracks to serve as a way station. Wells S. Dickinson was in charge of land grants for the North Pacific Railroad, and one of Pleasant Valley's first visitors in the fall of 1881. Later that fall, his cousin, H.L. Dickinson, also visited the prairie outpost. Both realized the great opportunities available, and after making their stakes, the town claimed their name. On October 6th, the first post office was established in Dickinson, North Dakota. Development and growth came quickly to the small town. By the end of 1882, there were almost 100 different buildings of all sizes, shapes and colors spread out along the railroad tracks. Buffalo hunters used the rail depot to ship out bales of hides, and merchants came with their provisions. On May 30, the area was formally organized into the Stark County of the Dakota Territory. Dickinson became an established city that year. The building that housed the newspaper was used as the first courthouse until a new one was built in 1886. Deputy City Administrator 1 Dickinson, North Dakota January 3, 2017 - Page 156 of 3 The Dickinson area experienced agricultural as well as business growth throughout the 1880's. Records show that about 1,219 carloads of beef were sent via rail to the Chicago market, which represented about 26,818 head of cattle. This beef was sold for $1,206,710, and raising stock became recognized as a viable and sound investment in southwest North Dakota. Dickinson became the main trade center for a 100 mile radius. The large cattle outfits came for all their supplies, and shipped all of their stock out of the City. At this same time, those in farming realized the potential for hard wheat, and more and more immigrants arrived to take on the challenge of raising grain for a living. Statehood was achieved for North and South Dakota in 1889. From this time onward immigrants arrived from every part of Europe. The new settlers gathered in communities of their own, providing a variety of cultural influences, with most coming to farm the land. By the end of 1910, Dickinson was the center of a golden circle of grain crops. Dairy farms, and raising of livestock also continued to grow. The Dickinson Horse Sales Company was one of the largest and best equipped in the country, selling thousands of horses a year, with buyers coming from every state. Dickinson had also become a center for the brick and pottery industry, as well as a shipping point for lignite coal. By the time Dickinson was 30 years old, it had changed from a shanty town along the railroad tracks to a strong, healthy, bustling City. It had two flour mills, bottling warehouses, hotels and business places. It was a growing metropolis of the plains, and well deserved its title as "Queen City of the Prairies". From that point forward, growth was steady until, in the early 2000's, when it became feasible to tap the shale oil in the Bakken Formation through oil fracking. Dickinson then found a new industry as it became a center for the oil industry. From 2010 to 2014 the U.S. Census estimates the City's population jumped from 17,787 to 22,322, a 25% increase. Available housing and public services were somewhat strained. The recent decline in oil prices has provided the area with the opportunity to regroup. It has 4 not dramatically impacted Dickinson, as the community also has a significant agricultural and manufacturing base. CLIMATE Dickinson has a humid continental climate, with large seasonal temperature differences. The area has warm to hot (and often humid) summers, and cold (sometimes extreme) days during the winter season. The daily average temperature for January, the coldest month, is 24°F for the high, and 6°F for the low. In July, the hottest month, the daily average is 84°F for the high, and 58°F for the low. On average, during the year temperatures reach 100°F for two days, 90°F for 22 days, and drop below 0°F for 32 days. The average window for freezing temperatures is September 22 thru May 16, and for measurable snow (less than 0.1 inches), October 26 thru April 19. Due to the area being semi -arid, 24-hour snowfall is more than 3 inches only two or three days a year. GEOGRAPHY Dickinson is the county seat of Stark County, and is the principal city of the Dickinson Micropolitan Statistical Area which covers Billings and Stark counties. According to the United States Census Bureau, the city has a total area of 10 square miles. Dickinson's municipal water supplies come from the nearby Lake Sacajawea to the southwest. Close destinations to Dickinson include the North Dakota/ Montana Border which is within an hour as you drive due west on I-94. As you continue traveling west, you will be in Billings, MT in 4.5 hours. Traveling east on I-94 for an hour and a half, you will reach Bismarck. Travel another 2.5 hours eastward and you'll be in Fargo, ND. The Dickinson Theodore Roosevelt Regional Airport is served by United Airlines, offering convenient connections and daily departures to Denver, which then offers worldwide destinations. You can also catch a flight at the Bismarck Municipal Airport, which has five commerical airlines and provides direct service to seven destinations. Deputy City Administrator 1 Dickinson, North Dakota January 3, 2017 - Page 157 of 3 Table 1: Dicksinson Demographics 2014 Estimated Population: 22,322 Distribution by Race Distribution by Age Caucasian 94.2% 0 to 15 19.2% African American 1.0% 15 to 25 15.6% Asian 1.5% 25 to 45 27.9% Some Other Race 2.1% 45 to 65 23.6% Total 100% 65 to 85 10.3% Hispanic (all races) 2.1% 85 and Older 3.3% Educational Achievement (over age 25) High School or Higher 90.1% Bachelor's Degree or Higher 25.2% Source: U.S. Census Bureau Delta, United, Frontier, American and Allegiant all fly from Bismarck to locations such as Minneapolis, Denver, Las Vegas, Phoenix/Mesa, and Orlando. The four major airlines also provide connections to both domestic and international destinations. DEMOGRAPHICS See Table 1 above for Dickinson Demographics. COMMERCE Very few places in the United States have experienced the up and down economics of western North Dakota over the past few years. The rapid flow of money into the region due to the Bakken Formation Shale Oil caused housing prices to jump and investors kept spending, well past the point at which many locals pulled in the reins. The collapse of the shale oil industry was serious but caused more anxiety elsewhere than in Dickinson/Stark County. Over the years the area has watched grain and cattle prices rise and fall. As a result, they have been better prepared than some others. Further, the abundance of inexpensive equipment has led some oil companies with resources and foresight to continue drilling wells and capping them so they will be ready for the expected mini -boom in 2017. Local wells are among the best in the nation once oil returns to $60/barrel. Fortunately, the local economy is fairly diversified. As the Stark Development Corporation puts it, "Given our natural surroundings and our mid-continent location, economists are surprised to find successful manufacturers here of wood products (no forests here), baked and par -baked foods (no flour or egg suppliers nearby), water treatment machines (this is one of the driest parts of the US), and steel fabrication (not a foundry in sight):' Other companies make everything from aerospace components to pre- school curriculum kits. Key local companies are TMI Cabinetry, Bakers Boys and Steffes. TMI started in 1969 to provide laminated casework products across the United States. Its campus now includes 150,000 square feet of production space and 30,000 of office space. Its sales topped $50,000,000 annually in 2008. It has dealers in all 50 states. Baker Boy started in 1979 in a 3,000 square foot facility producing 40 cases weekly of frozen dough products. It now operates a 135,000 square foot complex that produces over 70,000 cases of baked goods every week. Its output is high quality bakery items that go to restaurants, school and college meal programs, healthcare operations, in-store bakeries and retail bakeries. Steffes began in the 1940s as a small manufacturing operation. From 1965 to 1985, it grew into a steel fabrication business, manufacturing replacement snowmobile skis, hopper -bottom storage bins, furniture frames, and a variety of custom designed equipment. Its people were known for their creativity and in the mid -1980's, Steffes produced the first American made electric thermal storage (ETS) heating unit. In 2007, Steffes Corporation entered the oil and gas Deputy City Administrator 1 Dickinson, North Dakota s January 3, 2017 - Page 158 of 3 Other Statistics Median Age -Dickinson 34.7 Median Age -U.S. 37.4 Poverty Rate 12.0% Source: U.S. Census Bureau Delta, United, Frontier, American and Allegiant all fly from Bismarck to locations such as Minneapolis, Denver, Las Vegas, Phoenix/Mesa, and Orlando. The four major airlines also provide connections to both domestic and international destinations. DEMOGRAPHICS See Table 1 above for Dickinson Demographics. COMMERCE Very few places in the United States have experienced the up and down economics of western North Dakota over the past few years. The rapid flow of money into the region due to the Bakken Formation Shale Oil caused housing prices to jump and investors kept spending, well past the point at which many locals pulled in the reins. The collapse of the shale oil industry was serious but caused more anxiety elsewhere than in Dickinson/Stark County. Over the years the area has watched grain and cattle prices rise and fall. As a result, they have been better prepared than some others. Further, the abundance of inexpensive equipment has led some oil companies with resources and foresight to continue drilling wells and capping them so they will be ready for the expected mini -boom in 2017. Local wells are among the best in the nation once oil returns to $60/barrel. Fortunately, the local economy is fairly diversified. As the Stark Development Corporation puts it, "Given our natural surroundings and our mid-continent location, economists are surprised to find successful manufacturers here of wood products (no forests here), baked and par -baked foods (no flour or egg suppliers nearby), water treatment machines (this is one of the driest parts of the US), and steel fabrication (not a foundry in sight):' Other companies make everything from aerospace components to pre- school curriculum kits. Key local companies are TMI Cabinetry, Bakers Boys and Steffes. TMI started in 1969 to provide laminated casework products across the United States. Its campus now includes 150,000 square feet of production space and 30,000 of office space. Its sales topped $50,000,000 annually in 2008. It has dealers in all 50 states. Baker Boy started in 1979 in a 3,000 square foot facility producing 40 cases weekly of frozen dough products. It now operates a 135,000 square foot complex that produces over 70,000 cases of baked goods every week. Its output is high quality bakery items that go to restaurants, school and college meal programs, healthcare operations, in-store bakeries and retail bakeries. Steffes began in the 1940s as a small manufacturing operation. From 1965 to 1985, it grew into a steel fabrication business, manufacturing replacement snowmobile skis, hopper -bottom storage bins, furniture frames, and a variety of custom designed equipment. Its people were known for their creativity and in the mid -1980's, Steffes produced the first American made electric thermal storage (ETS) heating unit. In 2007, Steffes Corporation entered the oil and gas Deputy City Administrator 1 Dickinson, North Dakota s January 3, 2017 - Page 158 of 3 industry, and is now nationally recognized and provides manufactured products and technical services in areas such as: flare systems, automation and control systems, treater and separator systems, steel berms, walkways, stair cases, cattle guards, berm walkovers, and various other accessories. New additions to the economy include retail, wholesale and business services which have arrived with the growing population. Health care expansions have included a new $120 million hospital and a new super clinic. These have increased the diversity and have created a host of good paying jobs. St. Joseph's Health is the regional medical center for Southwest North Dakota, as it is a Critical Access Hospital with a Level IV Trauma Center. Sanford Health Dickinson Clinic is a comprehensive clinic, uniting several Dickinson clinics under one roof, offering care in a variety of different specialties including Family Practice, Internal Medicine, Podiatry, General Surgery and Pediatric Care. THE GOVERNMENT Dickinson follows the Commission / Manager form of government. The City Commission is nonpartisan and composed of five members. The Commission President and the four Commissioners are elected at -large and serve staggered, four year terms. Elections are held on the second Tuesday in June of even numbered years and members begin their terms on the fourth Tuesday. The Commission President and two Commissioners will run for office this June. All five Commission Members have one vote and the Commission President does not have veto power. All the Commission Members care about their community and have the best interests of the City at heart. They have a high regard for the 6 Illiiiiiiiiiiii Deputy City Administrator 1 Dickinson, North Dakota January 3, 2017 - Page 159 of 3 city staff. The other elected official is the Municipal Judge. The position is part-time and has jurisdiction over traffic fines, infractions, administrative/non-criminal offenses, parking violations, and Class B Misdemeanors written on City codes. The Commission appoints a City Administrator. He works for the City Commission to insure their plans and priorities are carried out by City staff. The City Administrator provides effective municipal services through the coordination and direction of all City finance and personnel activities. The City Administrator oversees the day to day functions of the city and coordinates the City departments including Police, Fire, Engineering, Finance, Assessing, Public Works (including streets, solid waste, stormwater, water and sewer), Library, and Museum. Other departments which have indirect involvement of the city administrator include: Airport, Public Transit and Municipal Court. The City's General Fund budget for FY 2015-16 is approximately $15 million and its total operating budget is $36 million. The Capital Improvement Budget has averaged over $100 million over the past four years. Overall, the City has about 200 employees. The largest single group is the Police Department with approximately 60 employees. The staff is very strong and works well together. The departments do not operate in silos as they do in so many cities. As a result of the community's growth, city services and facilities needed to be expanded. These include, among others, a new 90,000 square foot public works facility, a new 45,000 square foot public safety facility and a new wastewater treatment plant. No doubt about it. Dickinson is on the move! THE POSITION The Deputy City Administrator for Finance will oversee the Finance Department, Property Tax Assessment, Information Technology, the Library and the Museum. The individual will serve as its de factor finance director and be responsible for developing, implementing and maintaining a comprehensive financial management system for the City including centralized accounting, financial and budgetary reporting. He/she will oversee accounts payable, budgetary preparation and compliance, cash and debt management, grants and fixed asset administration, payroll processing, and utility billing. The City uses Great Plains software as its financial system and QUESTICA for budgeting. In all, the position oversees the activities of approximately 35 staff members. It should also be noted that the City Administrator spends approximately 50% of his time away from the office on lobbying and other city activities. During these times, the Deputy City Administrator will serve as Acting City Administrator. OPPORTUNITIES & CHALLENGES The City of Dickinson is in a good place and its challenges are manageable. First, is the impact of growth. Prior to the boom, the City had no debt. With the additional demand for services, increased and improved facilities became a necessity. Now it has approximately $100 million in debt. That debt is supportable but needs to be watched and managed carefully. Second, many staff members are new and energetic but need training and better role definition. The new Deputy City Administrator will need to make improvements in these areas. Third, the City has an amazing track record for finding grants and other sources of outside funding. For every dollar it spends on capital projects of its own money, it receives three dollars of other people's money. With that money, frequently come requirements that need to be tracked and satisfied. Overseeing grant management will be a large part of this job. Finally, the City wants to be certain every tax dollar is spent wisely and is accounted for. Consequently, the next Deputy will need to encourage the continuous analysis and improvement of city processes. THE IDEAL CANDIDATE The City is looking for a talented leader and manager with a track record of achievement. As a key member of the City's management team, the individual is expected to play a key role in taking the City to the next level. The next Deputy City Administrator will be action -oriented and progressive, someone who will partner with the City Administrator and staff to help Dickinson reach its goals. The individual will have a strong work ethic and be someone who can be Deputy City Administrator 1 Dickinson, North Dakota January 3, 2017 - Page 160 of 3 counted on to deliver. The individual will be honest and have great integrity, be energetic while being down to earth, a team player who is respectful and trustworthy. The City Administrator wants total transparency, expects complete information, and does not want any surprises. He tends to be a big picture thinker and depends on the Deputy to handle many of the details. The best candidate will be an excellent communicator - both orally and in writing - and have excellent people skills. The individual will be someone who is open-minded and does not have preconceived ideas concerning the outcome. Rather, he/she will listen carefully, evaluate the options and make recommendations and take action based on the facts. The ideal candidate will address all situations in a tactful manner, but get them resolved. Customer service both within and outside the organization will be a top priority for the ideal candidate. He/she will show utmost respect for everyone including the citizens, employees, and high-level officials. The best candidate will set realistic goals for his/her staff, provide the necessary resources and then allow them to see the project through. The individual will expect to be kept informed of targets to be achieved but not micromanage. Accountability will be important. The new Deputy City Administrator will be a mentor and someone who uses inspiration instead of intimidation. He/she will encourage employees to produce a first class work product. The individual will have a sense of humor and create an enjoyable work environment. He/she will encourage everyone around to find the joy in their work as well. Dickinson is a happy place! The City is looking for someone who has good analytical skills, someone who will look at processes and ask not just why but also why not. "We have always done it this way," will not be a satisfactory answer. Doing it that way may the best way but everyone will need to know and understand why. Being technologically savvy is important. The City wants to take use of all the current tools to maximize productivity and disseminate information to the public. As the individual will oversee finance, he/she will realize getting the numbers right every time is critical! That is what the public expects and nothing will undermine the City's credibility faster than inaccurate reports. The numbers also need to be understandable. When he/she produces reports, they must be explained - such as using explanatory text, tables, charts and footnotes, which would make sense to even those without financial background. Presentations must be clear and concise. The result should be that the public will realize tax money is being spent wisely. The ideal candidate will have a strong background and proven track record in finance. A Bachelor's Degree in accounting is preferred. Degrees in finance, business administration, or public administration will be considered. A Master's Degree is preferred. Certification as a CPA or Certified Government Financial Officer is a plus. The ideal candidate should have knowledge of municipal finance administration and accounting principles & practices; investment fund management; municipal debt administration; risk management and insurance administration; budgeting; Governmental Accounting Standards Board (GASB), Generally Accepted Auditing Standards (GAAS) and Generally Accepted Accounting Principles (GAAP); Experience producing budgets and certified annual financial reports is important. The ideal candidate will also have five to seven years of experience as a senior level finance official in government. The selected candidate should plan to spend at least five years with the City. This position should not be viewed as a stepping stone but as a gem in its own right. COMPENSATION The hiring salary range is $101,500 to $130,100 while the top of the range is actually $158,700. Salary will depend on qualifications and experience. Benefits are excellent. The City offers a combined contribution retirement program where the City and the employee both contribute 5% of the employees salary. THE MOST RECENT DEPUTY CITY ADMINISTRATOR The current Deputy City Administrator has accepted another position closer to family. Deputy City Administrator 1 Dickinson, North Dakota January 3, 2017 - Page 161 of 3 RESIDENCY The Deputy City Administrator does not need to live in the City but must reside within a 30 minute drive of City Hall. As a practical matter, Dickinson is where the majority of the housing is located. HOW TO APPLY E-mail your resume to Recruit22@cb-asso.com by June 3rd. Faxed and mailed resumes will not be considered. Questions should be directed to Colin Baenziger at (561) 707-3537 or Lynelle Klein at (425) 658-7025. THE PROCESS Applications will be screened between June 4th and 17th. Finalists will be selected on June 13th. Interviews will be held and a selection made shortly thereafter. OTHER IMPORTANT INFORMATION The City of Dickinson is an Equal Opportunity Employer and encourages women, minorities and veterans to apply. ADDITIONAL INFORMATION For additional information, see: http://www.dickinsongov.com/ http://www.starkdev.com/about-us/ http://www.dickinsonnd.com/ COLIN BAENZIGEROASSOCIATES EXECUTIVE RECRUITING 9 January 3, 2017 - Page 162 of 3 to -A- 4/711 Chief of Police Position Available Apply by November 15, 2013 Nestled in the northwest corner of New Mexico, Farmington is a bustling retail center known for its Southwestern hospitality. It is centrally located in the Four Corners region (where the states of Arizona, Colorado, New Mexico and Utah all meet) and the perfect jumping off point to numerous day trips to nationally and internationally recognized sites of natural beauty and historic significance. The City is looking for a high energy, elite level executive to be its next Police Chief and we invite you to apply! Farmington is located in a fertile river valley surrounded by high desert, rolling plateaus, mesas, and mountain ranges. The Animas, La Plata, and San Juan Rivers flow through Farmington, accounting for two-thirds of the surface water in New Mexico. The City covers 27.0 square miles and is the commercial and agricultural hub for the region. Highways 64 and 550 run through the City and form the basis for commercial and commuter travel. Farmington has a small town feel but as a regional center has many attractions. Area parks include Aztec Ruins National Monument, Chaco Culture National Historical Park, Angel Peak Scenic Area and Gateway Park. Hunting (deer, elk, and turkey) is popular and world class fly fishing can be found on the San Juan River just below the Navajo January 3, 2017 - Page 163 of 3 Dam. Nearly an hour and a half in separate directions are two world-class ski locations. Hot spots for house boating, four wheeling, and hiking are in the area as well. Mountain bike trails abound and the City is home to a municipal golf course that is routinely ranked as one of the top five in the country. Baseball of all sorts is a popular leisure activity. The City is home to the annual Connie Mack World Series and both of the local high school teams, Farmington High and Piedra Vista High, have claimed the State Championships from 2005- 2008 and 2010-2011 respectively. San Juan Plaza in Farmington is also home to the annual strongman competitions and the annual power weight lifting and body building competition. The City has a regional shopping mall and draws manyofthe 350,000 who live in the surrounding area. The City has over 100 restaurants that its citizens can explore and relish. Available options include Asian, Barbeque, Mexican, and the unique New Mexican style that blends Spanish, Native American, and Mexican cuisine into exquisite tastes. These restaurants add culture and variety to the halcyon life style that Farmington residents enjoy. For those who desire the world class dining, Durango, CO, with its internationally renowned ski -resorts and shopping, is a short 50 mile drive from the City. Many locals go and spend the evening or weekend in Durango enjoying the sights and culture of the resort community. On the practical side of life, Farmington is a great place to raise a family. In addition to the many activities already mentioned, the City has 77 parks covering nearly 1,800 acres. Housing prices are reasonable, the community is safe, and schools are solid. A typical 3-bed/2- bath home will cost between $175,000 and $225,000. More upscale living is available for those who would like to spend a bit more. Finally, any student willing to work hard and study is able to get a great education in the public schools. Police Chief History Thousands of years ago, Puebloan Indians farmed the land and built stone and adobe cities whose remnants can still be seen today. Other tribes that inhabited the region included the Utes, the Navajo, and the Apaches. The Navajo Nation was later founded in the western half of San Juan County, the County in which Farmington is located. In 1540, Francisco Coronado and his men searched the area for the fabled and allegedly fabulously wealthy Seven Cities of Cibola. In 1901, the City incorporated with a population of slightly over 500 people. A short four years later, the railroad connected Farmington with several other major western cities including Durango, Colorado. This avenue of transit created a significant boom in the economy. In the 1920s there was significant investment in natural gas and oil in January 3, 2017 - Page 164 of 3 Table I: Population by Age L ge Bracket Percent Under 10 16.40 % 10to20 14.30% 20to30 15.40% 30to40 13.00% 40to50 12.00% 50to60 13.10% 60to707 .90% 70+ 8.60% Source: U.S. Census the area, although actual production remained low until the 1950s. With construction of a developed road connecting Farmington to U.S. Route 66 and Albuquerque in the 1940s, and the construction of the San Juan Basin Natural Gas Pipeline in 1953, the population expanded significantly (from 3,637 in 1950 to 35,000 in 1953) and the growth continued after that. However, the significant connection to the energy industry has made the City vulnerable to international market fluctuations. Over time the economy diversified to some degree and the population steadily grew to its current level of approximately 45,000. Demographics While Farmington, statistically speaking, only has a population of roughly 45,000, due to its status as a commercial hub for a region with a population of 350,000, the number of people Table II: Climate Data for Farmington, NM in the City at any given time, especially weekends, can be much greater. Some estimates have Farmington's weekend population at over 100,000. Farmington's population's median age is slightly under the national average, 32.7 as opposed to 37.2. Table I to the left breaks down the population by age. In terms of race, the population is 66.2% Caucasian, 21.5% American Indian, 1% African American and the remainder of the population being made up of other races or more than one race. Hispanics (of all races) compose 22.4% of the population. Per the 2010 census, the median household income is $52,980, while the mean is $71,558. The unemployment rate was 5.8% in July 2013. 14.3% of the population has not graduated high school, 29.5% have a high school degree, 25.8% have finished some college, 10.3% have an associate's degree, 12.7% have a bachelor's degree, and 7.4% have completed graduate work. Climate The weather is gorgeous with warm temperatures and little humidity, few mosquitoes and a near absence of other bothersome insects. Farmington is classified as having a semi -arid climate with warm summers and mild winters. See Table II for climate information. An average of 273 sunny days per year means that year-round outdoor activities are not only possible but very enjoyable. Geography Farmington is in the high desert region of northwestern New Mexico. It lies at the confluence of the Animas, La Plata, and San Juan Rivers. The City lies in a fertile river valley surrounded by high desert (i.e., very dry ground), rolling plateaus, mesas, mountain ranges to the north, east, and west. It is approximately 5,400 feet above sea level. Overall the City covers 33.1 square miles. The Navajo Indian Reservation is west of Farmington, the Ute Mountain Indian 3 Source: National Oceanic and Atmospheric Administration Police Chief January 3, 2017 - Page 165 of 3 - - b ug Se • 1'' Month Average High °F 41 47 56 65 75 85 90 87 79 66 52 41 65.3 Average Low °F 20 25 30 36 46 55 61 60 52 40 29 21 39.6 Precipitation Inches 0.53 0.61 0.78 0.65 0.54 0.21 0.90 1.26 1.04 0.91 0.68 0.50 8.61 3 Source: National Oceanic and Atmospheric Administration Police Chief January 3, 2017 - Page 165 of 3 Table III: Principal Area Employers San Juan Regional Medical Center Central Consolidated Schools Farmington Public Schools 1,520 1,223 1,193 BHP Billiton/New Mexico Coal City of Farmington Conoco Phillips San Juan County San Juan College Arizona Public Service Bloomfield Municipal Schools 1,039 773 720 700 563 504 432 Source: Farmington Citizen's Financial Report 2010 Reservation is to the northwest, and the Southern Ute Indian Reservation is northeast of the city. Commerce Possibly the best measure of commercial activity is the gross receipts tax. 42% of the receipts result from the retail trade, 30% from services, 6% from mining, 5% from wholesale trade, 5% from construction and 13% from other activities. The area's major employers are displayed above in Table III. The Government Farmington operates under a Council/Manager form of government. The Council consists of a Mayor and four Council Members. The Mayor is elected at large directly by voters, and all the other Council Members are directly elected by district. All serve staggered four-year terms, with the elections falling in March of even numbered years. Farmington does not have term limits. Farmington is a full service city including a municipal golf course and electric, water and sewer utilities. The current City Manager assumed the position in 2007 and is well respected. His leadership style is to delegate, empower his employees to make decisions and to hold his staff accountable. He and his current Police Chief confer regularly and, while Police Chief he grants the Chief a great deal of freedom and autonomy, he expects to be kept well informed. The Police Department Due to Farmington's location and status as a regional center, the Police Department is similar in size to cities with populations of 100,000 rather than the 45,000 population the City currently has. The Department has 135 sworn officers and approximately 40 non -sworn personnel. It also has about 25 part-time employees (such as school crossing guards) for a total of roughly 200 employees. Personnel within the Department are divided into the following budgetary divisions: Administration, Operations, School Crossing Guards, Code Compliance, Detectives, Gangs, K-9, School Resource Officer, SWAT/Bombs, Traffic, Training, Crime Lab, Records and Evidence, and Police Grants. The Department also has a SWAT Team, a Bomb Squad, and K-9 units, which often respond outside of the city limits proper. Ten of the Department's officers are participating in the regional narcotics and gang task force. Each of these teams is a regional player, as Farmington is the largest City and serves much of San Juan County and the surrounding area. The Department uses the County jail which is located in Farmington. The Department's overall budget is $15,600,000. Operationally, the City receives approximately 70,000 calls for service a year and makes 7,000 arrests a year. The employees are not unionized, having overwhelmingly voted to decertify approximately four years ago. The Department is accredited by the Commission on Accreditation for Law Enforcement Agencies and has been since 1995. It is also very well equipped. The Challenges Farmington is not a sleepy little town so plan on being busy if you are selected to be the next Police Chief. From an operational side, the Police Department routinely confronts issues with alcohol. DWI's and street inebriates are common. Last year, 640 DWI arrests were made and 2,105 were placed in protective custody. Much of the January 3, 2017 - Page 166 of 3 surrounding region is "dry" — including the nearby reservation — and, as a result, people come to Farmington to purchase alcohol. Hence, drunk driving and public intoxication occur fairly regularly. Second, the isolation of the municipalities in and surrounding the Farmington area is both a challenge and an opportunity for the Department. On one hand, it allows Farmington to be a regional player and take the lead on many law enforcement enterprises in the area. It also allows Farmington a competitive advantage in seeking and receiving many grants from the Department of Homeland Security for top-notch equipment for the department's specialty teams. However, the isolation proves challenging as well. It is difficult for department personnel to receive additional assistance quickly in times of crisis, and Farmington officers have to be incredibly sound in their operations and tactical decisions. As a result, the Department is one of the best -trained departments in the entire state and it will need to maintain and enhance this emphasis on training under the administration. Third, administratively speaking, staffing at the upper levels of the Department is a significant issue. Due to recent changes by the legislature in the New Mexico retirement system, several officers, including five of the nine members of the Department's command staff will be retiring before the changes take effect next July 1st. While the department is well trained, and significant succession planning has occurred, this turnover will place the Department in a state of flux. On the other hand, it does provide the new Chief with an opportunity to select several key staff Finally, the Farmington community is very diverse. Ideally the composition of the Department would reflect the composition of the community. At the very least, bridges to the various communities (particularly Hispanics and Navajos) must be maintained and strengthened. Police Chief January 3, 2017 - Page 167 of 3 The Ideal Candidate The ideal candidate will have the following characteristics: Leadership Ability: The next Chief will need to be a natural leader. He or she will be highly ethical and will win the confidence of the troops as well as the public. The individual will think strategically, always looking over the horizon so as to solve problems before they become issues. In terms of public leadership, he or she will be equally comfortable speaking one-on- one with the everyday citizen as to a reporter in front of a TV camera. The individual will also be involved in the community. Managerial Ability: While the Chief will not need to be a working Chief, he or she will need to be a certified and commissioned officer. The department culture demands that the Chief spend time with his troops and practice "management by walking around": The next Chief will need to continue this pattern. He or she will both know how to manage their personnel, as well as manage their department. Politically Astute: Occupying a high level position in the city government, the Chief will understand local politics but not be politically involved. Experienced with Strong Tactical Skills: Due to Farmington's isolation, the Chief will need to be knowledgeable and experienced in a wide variety of areas in law enforcement. A Chief with a strong tactical background will be necessary to oversee the agency. Strong Decision Making: With the complexity of law enforcement in Farmington, the next Chief will need to make difficult decisions and to do so without outside assistance. At times, he or she will need to be comfortable making the right call based on experience, training, and in concert with law enforcement best practices. He or she will also need the courage to stand by and defend that decision. Police Chief Customer Service Oriented Attitude: The next Chief will need to have the velvet and steel approach that is critical to the success of any managerial position in Law Enforcement. He or she will need to be responsive to the needs of the everyday citizen, while also holding firm to legal and department standards. He or she will also need to remember that, as the City Manager put it, "the customer may not always be right, but they are still the customer!" Collaborative Attitude: The next Chief will need to maintain and build upon the regional partnerships that Farmington has already established with neighboring police departments. Teamwork is key and the next Chief will need to get to know neighboring leaders and build bridges of trust and cooperation with them. Practical Attributes: The next Chief will need to have at least a bachelor's degree in a field related to law enforcement. A Master's degree is highly desirable. He or she will also have at least 5 years of professionally progressive command experience as a Deputy Chief (or equivalent) or Chief in another department. While not required at the time of hire, the Chief must obtain certification as a law enforcement officer from the State of New Mexico. Graduation from the FBI National Academy is strongly preferred and may be considered in lieu of a Master's degree. Experience with tactical teams such as SWAT or others is a plus. January 3, 2017 - Page 168 of 3 Residency The Police Chief must live within or very close to the city limits. The Current Chief Due to legislative changes in the retirement system, the incumbent Chief is retiring after 25 years with the City and 3 years as Chief. Compensation The posted hiring range is between $99,100 (min) and $121,788 (mid). Benefits are excellent and the training that officers receive is second to none. Also, officers work four 10 hour days. A modified "regular" schedule is potentially available to the Chief. Confidentiality Under New Mexico law, applications for this position will be a public record and can be disclosed if requested. How To Apply E-mail your resume to Recruit32@cb-asso.com by November 15th. Faxed and mailed resumes will not be considered. Questions should be directed to Colin Baenziger of Colin Baenziger & Associates at (561) 707- 3537 or Sean Baenziger at (561) 351-9350. Schedule Candidates will be screened between November 18th and December 30th. Interviews will likely occur on January 9th and 10th with a selection made shortly thereafter. Other Important Information Farmington is an Equal Opportunity Employer and strongly encourages minorities and women to apply. It is also a drug-free workplace. COLIN BAENZIGEROASSOCIATES EXECUTIVE RECRUITING 'firm' C[11111.1i Ueirwagir Police Chief Farmington, NM Welcome to the city of Savannah, Georgia City Manager Position Open - Apply by May 27, 2016 Estimated 2014 Population: 144,352 Savannah is one of America's friendliest and most beautiful cities, and proud to be ranked No. 3 as "a top place to visit" in the World's Best Cities in the U.S. and Canada! (Travel + Leisure 2014). Having earned its nickname, "The Hostess City," for the way Savannahians love to share the charm of their hometown, hospitality is an art form and found at every turn! Savannah evokes a distinct image of southern charm, just by mentioning its name, and the city delivers on that image and more, often providing a surprise or two along the way - like that of being ranked the Most Romantic American City (Trivago.com, 2015). The deliberate attention to, and pride in the way Savannah presents herself, extends from its founding as the capital of the 13th colony of Georgia. Claiming the land for King George in 1733, Gen. James Oglethorpe carefully plotted out the city plan to include a series of 24 neighborhoods built around central, public squares. They continue to help make Savannah such a delightful place to tour on foot. It is noted for being one of America's greenest, most pedestrian -friendly cities. Each January 3, 2017 - Page 170 of 3 square and its surroundings create districts with distinctive characteristics and make the city the largest landmark historic district in the nation! Savannah is the fourth Best Historic City, (USA Today, 2014) and since its founding has been an axis of shipping, manufacturing, urban planning, arts and culture. Specialized tours of all varieties throughout the city are guided by local experts who delight in sharing the treasures of this jewel of the South. The distinguished ranks of antebellum mansions are the backbone of many of these tours, all showcasing fascinating stories and glimpses into the past. Savannah is a place steeped in history, legend and tradition but at the same time, very dynamic and forward - thinking. Tourism continues to break records each year as millions of visitors enjoy the city's stunning architecture and historic buildings. In 2014, Savannah welcomed more than 13.4 million visitors, including 7.6 million overnight guests and 5.8 million day-trippers, who together generated $2.5 billion in visitor spending. Hotel/motel tax collections for the city of Savannah, Chatham County and Tybee Island also hit new records at $18.2 million. Savannah's tourism and hospitality industry continues to be one of the largest economic drivers for the city, whose population is just under 150,000. A long-term management plan is being composed that will assure the tourism industry's continued vitality and growth while protecting the very charm and culture that most visitors come to Savannah to experience. Bolsteredbyits tourism industry and agrowing port, the city benefits from an economy that's greatly diversified in its industries, including small businesses, health care, large-scale City Manager 1 City of Savannah, Georgia January 3, 2017 - Page 171 of 3 manufacturing and military operations. Along with a storied military history from the Revolutionary War to the Mighty Eighth Air Force, the city is home to Hunter Army Airfield, a vital hub of the Fort Stewart complex, the largest military installation east of the Mississippi River. Learning opportunities abound in Savannah with an award-winning public school system, a multitude of private schools, several diverse universities and a technical college. More than 35,000 students reside within a 50 -mile radius, while pursuing a post -secondary education at more than 20 institutions of higher learning; from Armstrong State University and Savannah State University to the Savannah College of Art and Design, the Savannah Law School, South University, Savannah Technical College, Georgia Southern University. Both Mercer University and the Medical College of Georgia have medical schools here. Savannah is a place to live, and thrive! The city was ranked in the 10 best Southern Small Towns (USA Today, 2015) and the Top 10 of America's Happiest Seaside Towns (Coastal Living, 2015). With a cost of living below the national average (92.0 compared to 101.6 for Atlanta and 100 nationally), you can choose between surrounding yourself with history, stepping back into small-town America, enjoying the security and luxury of a gated community, or a laid-back bungalow overlooking the marsh. Reasonably nice homes can be purchased for $150,000 to $500,000. Savannah presents a variety of festivals accenting every month of the year. Celebrate film, literature, art, food, and heritage by stepping out for seasonal events like the world-class Savannah Music Festival, which takes place in venues all over town every spring. This legacy features nearly 600 artists in free and ticketed concerts, classes, lectures and workshops for just about every possible musical taste. Other significant festivals include the annual Savannah Jazz Festival and The Black Heritage Festival. The second largest St. Patrick's Day celebration in the country takes place here, tied to the mid -1800s when the city became a top destination for those fleeing City Manager 1 City of Savannah, Georgia the Irish potato famines. The St. Patrick's city-wide event is arguably the Southeast's biggest annual bash, with music, athletic contests, and its signature parade, 300 units strong. Culture thrives in Savannah, with twice as many art galleries per capita as New York City! The Telfair Museum of Art is the South's oldest art museum. Built in 1819, it was a private home to the Telfair family until 1875 when it was willed over to the Georgia Historical Society. The museum now houses an impressive collection of more than 4,500 works of fine art. City Market enjoys the ambiance of its unique history. In 1755, it was a needed gathering place where farmers, fishermen, tradesmen and vendors assembled for commerce. The area has evolved over time, to a dressing station during the Civil War Siege of Savannah and is now a vibrant shopping district with galleries, gifts, and other favorite finds in every quaint alleyway. Experience coastal cuisine and southern cooking at one of the many eating establishments throughout the city and then enjoy fashion forward Broughton Street, the decor houses of the Downtown Design District, and the antique and art boutiques that line the squares. Or, hop a trolley, enjoy a horse-drawn carriage or board a ferry at River Street in the city's historic waterfront area and enjoy the panoramic view from the Savannah River. Savannah offers many opportunities to enjoy the water, from fishing to sailing the Intracoastal Waterway. Tybee Island is only 20 minutes east of downtown Savannah and hosts one of the 10 Best Southern Beaches (USA Today, 2014). Once a quiet beach town, Tybee is now a popular vacation destination offering five miles of sandy beaches and historic attractions like Fort Pulaski and the Tybee Island Light Station. Enjoy locally caught seafood, year- round festivals and events in a laid-back atmosphere. The sand and surf activities include paddle boarding, bodysurfing, kayaking, dolphin tours, relaxation in the sand, or activities on "Savannah's beach," such as bocce, competitive volleyball and aerial kiteboarding. Enjoy the beach any time during the year. Tybee Island it is ranked No. 4 in the 16 Best (Affordable!) Winter Vacations January 3, 2017 - Page 172 of 3 in America (Budget Travel, 2014). Charter a boat and fish the Gulf Stream, or take an eco -tour of Georgia's beautiful barrier islands. The pristine coastline is known as the ocean's nursery, where miles of marshland serve as a breeding and feeding ground for thousands of species from land, air, and sea. The Savannah National Wildlife Refuge has 29,000 acres of tidal marshes, rivers, and streams. Or, enjoy getting an up -close and personal experience at Georgia's oldest saltwater aquarium, The Skidaway Marine Science Center. For travelers, the city has a spectacular airport, offering non-stop flights to Atlanta, Charlotte, Dallas, Detroit, Chicago, New York City, Philadelphia and Washington, DC on American, Delta and United Airlines. Sultry summers, oaks dripping with Spanish moss and grand antebellum manors are the quintessential elements that govern the South. The charm of Savannah, which has the intimacy of a small city but the experienced background of a much larger one, makes for a wonderful place to visit or live. Whether you want beauty, culture, eccentricity, friendliness , or just to slow down the pace— you can have it all in Savannah! HISTORY General James Oglethorpe and settlers from the ship Anne landed at Yamacraw Bluff, located about 12 miles upriver on the Savannah River, on February 12, 1733. They were greeted by Tomochichi, the head chief of a Yamacraw tribe, and Indian trader John Musgrove. The colony of Georgia and the city of Savannah were founded on that date. Savannah was named for the Savannah River, which most likely derived from various names for the Shawnee, the Native American people who migrated to the river in the 1680s. Another theory is that the name Savannah refers to the extensive marshlands surrounding the river for miles inland and is derived from the English term "savanna", a tropical grassland. 4 In 1751, Savannah and the rest of Georgia became a Royal Colony and the city was made the colonial capital of Georgia. By the time of the American Revolutionary War, it had become the southernmost commercial port of the Thirteen Colonies. British troops claimed possession in 1778, and the following year a combined force of American and French soldiers failed to defeat the British at the Siege of Savannah, which allowed the British to stay until July of 1782. Savannah continued as a prosperous seaport throughout the 19th Century, and was the Confederacy's sixth most populous city. The city was the prime objective of General William T. Sherman's "March to the Sea, the name given the Union Army's military Savannah Campaign in the Civil War. He and Union commander Lt. General Ulysses S. Grant believed the Civil War would end only if the Confederacy's strategic, economic, and psychological capacity for warfare was broken. The campaign began when Sherman's troops left the captured city of Atlanta, on Nov. 15, 1864, and ended with the capture of the port of Savannah on Dec. 21. On that morning, local authorities negotiated a peaceful surrender to save Savannah from destruction and Union troops marched into the city at dawn. Over the next 150 years, Savannah developed into the industrial center and Atlantic seaport it is today. It is Georgia's fourth-largest city and third-largest metropolitan area. GEOGRAPHY Savannah lies on the Savannah River, located in Chatham County, approximately 20 miles upriver from the Atlantic Ocean and 20 miles south of the border between South Carolina and Georgia. The city has a total of 108.7 square miles; 103.1 square miles of land and 5.6 square miles covered in water. Savannah is the primary port on the Savannah River and the largest port in the state of Georgia. The U.S. Intracoastal Waterway is located nearby. As Savannah City Manager 1 City of Savannah, Georgia January 3, 2017 - Page 173 of 3 is prone to flooding, five canals and several pumping CLIMATE stations have been built to help reduce the effects. The Savannah Metropolitan Statistical Area (MSA) comprises Chatham, Bryan, and Effingham counties. Liberty and Long counties complete the geographic boundary of the Savannah / Hinesville / Ft. Stewart combined MSA. Jacksonville, FL, is two hours south, Atlanta three and a half hours northwest, Orlando, FL, four hours south and Hilton Head is just under an hour northeast. DEMOGRAPHICS Table 1: Savannah Demographics Estimated 2014 Population: 144,352 Distribution by Race Caucasian 40.7% African American 54.3% Asian 2.2% Native American 0.3% Two or More Races 2.5% Total 100% Hispanic (all races) 4.9% Distribution by Age O to 15 15 to 25 25 to 45 45 to 65 65 to 85 85 and Older 18.4% 19.8% 27.7% 22.1% 9.9% 2.1% Educational Achievement (over age 25) High School or Higher Bachelor's Degree or Higher 85.5% 27.0% Source: U.S. Census Bureau City Manager City of Savannah, Georgia Savannah has a semi -tropical climate with usually warm, and frequently hot, humid weather throughout the year. The average temperatures are 49.2° F in January; 81.2° F in July; with an annual average of 66.4° F. During seven months of the year the average temperature is 70 degrees or higher, with July, the warmest month, reaching an average day time high temperature of 92° F. Summer afternoon showers often bring a little reprieve from the temperatures. The annual precipitation is 49 inches, with the driest month in November with 2.4 inches, and the wettest in August at 7.20. Savannah rarely receives snow. COMMERCE Savannah's economy is based on six key components. The first is manufacturing. Following recent years' announcements of $1 billion in facility expansion and the addition of more than 4,000 new jobs, the manufacturing sector is doing very well. Among others, Gulfstream Aerospace is headquartered here and is the area's largest single employer. The Port of Savannah is the second component. It is already the largest single container terminal in North America and growing. It offers 9,700 feet of contiguous birthing space and over three million square feet of warehouse space is available within 30 miles of the port. Two major railroads, the Norfolk Southern and CSX, as well as Interstates 16 and 95, serve the Port. More than 29 million tons, or 8 percent of all containerized cargo in the United States, traveled through the Port to and from more than 150 countries. In October 2014, the $700 million Savannah Harbor Expansion Project was given the green -light. It will deepen the Savannah River channel to 47 feet and enable the port to more efficiently serve the larger new Panamax vessels expected to call in greater numbers after the expansion of the Panama Canal is completed. The third component is tourism. In addition to what is already here, five new hotels are either planned or under January 3, 2017 - Page 174 of 3 Other Statistics Median Age -Savannah 31.4 Median Age -U.S. 37.4 Poverty Rate 17.0% Source: U.S. Census Bureau City Manager City of Savannah, Georgia Savannah has a semi -tropical climate with usually warm, and frequently hot, humid weather throughout the year. The average temperatures are 49.2° F in January; 81.2° F in July; with an annual average of 66.4° F. During seven months of the year the average temperature is 70 degrees or higher, with July, the warmest month, reaching an average day time high temperature of 92° F. Summer afternoon showers often bring a little reprieve from the temperatures. The annual precipitation is 49 inches, with the driest month in November with 2.4 inches, and the wettest in August at 7.20. Savannah rarely receives snow. COMMERCE Savannah's economy is based on six key components. The first is manufacturing. Following recent years' announcements of $1 billion in facility expansion and the addition of more than 4,000 new jobs, the manufacturing sector is doing very well. Among others, Gulfstream Aerospace is headquartered here and is the area's largest single employer. The Port of Savannah is the second component. It is already the largest single container terminal in North America and growing. It offers 9,700 feet of contiguous birthing space and over three million square feet of warehouse space is available within 30 miles of the port. Two major railroads, the Norfolk Southern and CSX, as well as Interstates 16 and 95, serve the Port. More than 29 million tons, or 8 percent of all containerized cargo in the United States, traveled through the Port to and from more than 150 countries. In October 2014, the $700 million Savannah Harbor Expansion Project was given the green -light. It will deepen the Savannah River channel to 47 feet and enable the port to more efficiently serve the larger new Panamax vessels expected to call in greater numbers after the expansion of the Panama Canal is completed. The third component is tourism. In addition to what is already here, five new hotels are either planned or under January 3, 2017 - Page 174 of 3 construction. The fourth component is the military. Hunter Army Airfield lies within the city limits. It is home to approximately 5,000 service men and women and units of the Army, Air National Guard and Coast Guard and compliments Fort Stewart in neighboring Hinesville, GA. Fifth is education. As noted previously, the Savannah College of Art and Design (SCAD) has a significant presence in the community and hosts 12,000 students. It does not have a traditional campus but since its being founded in 1978, has purchased over 60 buildings in the city's core and renovated them - making SCAD a major part of Savannah's redevelopment. Armstrong State University enjoys an enrollment of over 6,300 and Savannah State University, established in 1890, and the oldest public historically black college or university (HBCU) in Georgia, enrolls 4,900. In all, 35,000 students attend colleges and universities in Savannah or within a 50 -mile. Sixth is medical. Two nationally recognized medical centers deliver top-quality health care in the city: Memorial University Medical Center and the St. Joseph's/Candler Health System. These centers, and Table 2: Principal Employers, Savannah, GA the advanced medical specialties they offer, attract people from southeast Georgia and the southern coast of South Carolina. The medical facilities are also the leading private non -manufacturing employers in the metropolitan area. Each hosts medical schools with a branch of the Medical College of Georgia at Memorial and a branch of Mercer University at Candler. THE GOVERNMENT Savannah follows the Council / Manager form of government. The city council is nonpartisan and composed of nine members. The mayor and two aldermen (city council members) are elected at large. The remaining six aldermen are elected by district. Terms are four years and all are elected at the same time in November of the year preceding the U.S. presidential election. Each member of the council (including the mayor) has one vote, although the mayor can veto ordinances and resolutions. The last election was in 2015 in which four new members (including the mayor) were elected. Although they still are developing relationships among themselves, they care about their community and while they differ on approach and methods, all want the best for their city. They have a high regard for the city staff. Source: City of Savannah, 2014 CAFR 6 The council appoints a city manager, city attorney, and clerk of council. The city manager provides administrative leadership and manages the day-to-day functions of the city. Savannah provides all the typical city services as well as some others. Specifically, these services include: Community and Economic Development; Finance; Fire/EMS; Leisure Services (including recreation, City Manager 1 City of Savannah, Georgia January 3, 2017 - Page 175 of 3 Employer Industry Employees Gulfstream Aerospace Aerospace 10,126 Memorial Health University Medical Center Health Care 5,000 Savannah -Chatham Board of Education Education 4,808 Fort Stewart / Hunter Army Airfield Military 4,637 St. Joseph / Candler Health System Health Care 3,304 City of Savannah Government 2,795 Savannah College of Art and Design Education 1,590 Chatham County Government 1,578 Walmart Retail 1,360 Georgia Ports AuthorityG overnment 988 Source: City of Savannah, 2014 CAFR 6 The council appoints a city manager, city attorney, and clerk of council. The city manager provides administrative leadership and manages the day-to-day functions of the city. Savannah provides all the typical city services as well as some others. Specifically, these services include: Community and Economic Development; Finance; Fire/EMS; Leisure Services (including recreation, City Manager 1 City of Savannah, Georgia January 3, 2017 - Page 175 of 3 it .. i r b . Flllr 1;11;II,1I,! ,►&inky: 1 t ,r !'ti'.11''r fir rit my l l f'L II i.2 it- ice. 1 -•+-- �r'!11 Ski &i "1r !. r 3$ -11 i 1! 4 City Manager City of Savannah, Georgia facilities maintenance, cemeteries, therapeutic recreation, marina, civic center and golf course); Police (the city and county jointly fund the police department but management falls under the city manager); Public Works; Sanitation; and Utilities (water and wastewater). The city has 2,610 employees. The largest concentration of employees are in Police (29%), Fire/Rescue (13%), Utilities (12%), Sanitation (9%), Streets and Drainage (8%) and Leisure Services (7%). The city's General Fund budget for FY 2016 is $187,584,246 and its total budget is $363,930,031. The former has an unassigned fund balance of 18.2%. The city's budget year runs from January 1 until December 31. The property tax rate is 12.48 per thousand dollars (down from $12.90 in 2005). Note that in Georgia, property is only assessed at 40% of market value. The city's total assessed value in 2014 was $3,828,096,000 in an estimated true value of $9,570,239,000, up 3% from the prior year. By comparison, the total assessed value rose steadily from $3.539 billion in 2005 to $5.010 billion in 2009 before dropping back and bottoming out in 2013 at $4.751 billion. THE CHALLENGES & OPPORTUNITIES Savannah is a wonderful city but not without challenges. First, the roles and responsibilities in the city government's management need to be clearly defined and understood. Additionally a sense of comradery must be developed around a set of universal goals. Second is balancing the needs and desires of a very diverse community. Tourism has been a driving force and needs to be nurtured but not at the expense of Savannah's identity. Third, significant portions of the community reside in poverty and many have for January 3, 2017 - Page 176 of 3 generations. The city's leadership (both public and private) is and has been highly desirous of breaking the cycle. It is willing to test new solutions and work diligently to address the problem. There are clearly areas of the city that have suffered from systemic neglect and three census tracts have been mired in generational poverty for over 30 years. The fourth issue is crime, and in particular, gun violence, which is priority one for the new Mayor and Council. In 2015 there were a total of 53 homicides, an increase from 32 in 2014. In all of Violent Crime category there was an increase in 25.9% and an increase in 10.3% for Part 1 Crimes in 2015. Unfortunately right now, the trends are continuing to increase for 2016. The city is focusing on this issue and is providing the new police chief with the resources he needs to address serious crime, although it is understood more resources will be needed in the near future. Fifth is homelessness. Savannah has attracted many of the region's less fortunate and appropriate facilities and services need to be identified, coordinated and provided. Finally, the city council is committed to providing its businesses and residents with the most efficient and effective government possible. It wants the next manager to review the city government from top to bottom to insure the functions are right -sized and staff members are in the positions for which they are best suited. It expects changes will be needed and supports them. THE IDEAL CANDIDATE The city council is seeking an outstanding leader and manager with a demonstrated track record of achievement, preferably in a municipal or county environment. The elected officials want someone to work with them as a partner, a supporter and a trusted advisor. He/she will be a consensus and team builder - someone who knows how to balance competing points of view, to find common interests and to bring people to agreement. As noted, the elected officials all want what is best for the community. The task now is to assist them in becoming a cohesive team. The successful candidate will develop healthy working relationships with each member of Council and understand the need of balancing the complementary and sometimes competing interests of each member. The city expects the next city manager to have outstanding communication skills, and to be a highly visible and engaged public figure. The individual will be involved heavily in the community and equally comfortable conversing with citizens and stakeholders from all walks of life. To paraphrase Rudyard Kipling, the successful candidate will be able to mingle with crowds and keep his virtue, and walk with kings without losing the common touch. The ideal candidate will have vision, set goals, and rely on his/her subordinates to do their jobs. The individual will not be a micromanager but someone who expects to be informed and will hold the staff accountable. He/ she will encourage creativity and taking reasonable risks but also realize not every great idea will be successful. The manager will be a mentor and encourage staff development and decision making. The individual will recognize that no one has a monopoly on knowledge, that input is important and that the diversity of opinion will only make the projects and programs better. As such, he/she will be approachable, receptive, open, honest and transparent. Customer service will not be just a catchy phrase with the next manager but rather, along with integrity, be a core principle and a way of life. He/she will be someone who leads by example and encourages the staff to find ways to get to "yes!" While it is understood that the customer is not always right, but the customer does deserve a good explanation. The manager will be a critical thinker and while respectful of the past and of current processes, always asking if there is a better way to conduct business and to solve problems. Analytical skills, as well as knowledge City Manager 1 City of Savannah, Georgia January 3, 2017 - Page 177 of 3 City Manager City of Savannah, Georgia of how to utilize information technology to optimize process and inform the public, are paramount. Council expects the manager to review the operation from top to bottom to ensure the taxpayers are receiving the best possible service in return for what they pay. The individual will have demonstrated skills in management, finance, and redevelopment. Knowledge of and experience with intergovernmental relations will be important to the individual's success. The position requires a bachelor's degree in business administration, public administration, public policy or related field and seven to 10 years of increasingly responsible experience as a senior level government or private sector executive. A master's degree is preferred. Council plans to make a commitment to the candidate and hopes the selected individual will make a long-term commitment to the city. This position should not be viewed as a stepping stone but as a gem in its own right. COMPENSATION The city wants the very best manager in the country and are prepared to pay between $180,000 and $300,000 annually with a very attractive and competitive benefit package. CITY MANAGERS HISTORICALLY Between 1954 and 2010, the city had five city managers. The city's elected officials are committed to selecting the right person and returning to stability in the manager's office. The current City Manager will be retiring after 27 years of service to the city of Savannah, including six months as Acting City Manager 9 January 3, 2017 - Page 178 of 3 and three years as City Manager. While possible, we do not anticipate any serious internal candidates. RESIDENCY The City Manager will live in the city of Savannah. HOW TO APPLY E-mail your resume to Recruit26@cb-asso.com by May 27th. Faxed and mailed resumes will not be considered. Questions should be directed to Colin Baenziger at (561) 707-3537 or Lynelle Klein at (561) 578-2096. THE PROCESS Applications will be screened between May 28th and June 29th. Finalists will be selected on June 30th. A reception and interviews will be held on or about July 14th and 15th with a decision shortly thereafter. OTHER IMPORTANT INFORMATION The city of Savannah is an Equal Opportunity Employer and strongly encourages women, minorities and veterans to apply. ADDITIONAL INFORMATION For additional information about the city of Savannah, visit: http://www.savannahga.gov/ http://www.savannahchamber.com/ http://www.savannah.com/ http://www.seda.org COLIN BAENZIGER6ASSOCIATES EXECUTIVE RECRUITING Presentation to Vail, Colorado COLIN BAENZIGEROASSOCIATE EXECUTIVE RECRUITING January 3, 2017 - Page 180 of 345 Our Mission To provide our clients with services that will significantly improve the management and operation of their organizations. Our Goal To become recognized as the pre-eminent governmental executive search firm in the United States. Our Focus To provide the highest quality executive search and consulting services to our clients. Who We Are Colin Baenziger & Associates was established in 1997 and we initiated our executive search practice in 1998. We have performed over 300 searches and other assignments for local governments in 31 states ranging from Florida to Alaska, and Maine to California. What Sets Colin Baenziger & Associates Apart V. Y46.V ��LIt I. Experience - All our key people are former city and county managers and/or elected officials. Successful - Virtually every search has resulted in a placement and a satisfied client. Outreach - We find the best candidates. Flexible - Every search is custom designed for the client's unique needs and situation. Reliable - We say what we will do and do what we say. Thorough - We provide exhaustive background materials for each of the candidates we present. All Inclusive Fee - Our fee includes all our costs and we never ask for more than the quoted fee. On Schedule - We never miss a significant project milestone. Guaranteed Result - Our work is guaranteed for two years. Customer Service - We are there for you 24/7/365. January 3, 2017 - Page 181 of 345 2 January 3, 2017 - Page 182 of 345 Our Process Recruit Candidates Notice to Proceed Meet with Officials Draft & Place Advertisements Consult / Email to Database Develop List of Top Candidates Conduct Thourogh Background Checks andidates Respond to Advertisements Notify Those Not Selected Officials Select Finalists with Consultant Input Officials Interview Finalists Officials Select Candidate Officials Negotiate Contract with Selected Candidate Officials and Candidate Agree On Terms Notify Those Not Selected Notify Those Not Selected 3 4 Or 4 i 1 1 1 Task One: Develop a sense of the Town, its elected officials and the community so we can identify the best candidates. • Get to know the elected officials and their priorities. • Understand the issues the next Town Manager will face. • Develop the description of the ideal candidate. • Develop the target compensation package. • Finalize the recruitment schedule. Task Two: Develop the candidate recruitment brochure. ■ Task Three: Develop a field of strong candidates. • Conduct an aggressive search for the very best candidates via telephone and email. • Advertise in the trade press. • Review our database. Task Four: Evaluate candidates. • Identify the 10-12 best candidates. • Interview the candidates to assess their abilities. • Conduct thorough reference and background checks. Task Five: Present comprehensive candidate material for 6-10 candidates. Task Six: Select finalists. • Meet with the elected officials to discuss the leading candidates. • Elected officials select finalists. Task Seven: Notify all candidates of their status. January 3, 2017 - Page 183 of 345 4 Our Program Continued Task Eight: Assist in the interview and selection process. • Provide a list of possible questions that the elected officials may wish to ask during the interviews. • Coordinate and oversee the interview process. Task Nine: Debrief the elected officials and make the Manager selection. Task Ten: Assist the Town in negotiating the new Manager's agreement. Task Eleven: Continuing Assistance. Option for Public Participation Structure: • General: Surveys • Formal: Stakeholder Meetings, Forums, Interview Panels and/or Citizen's Advisory Committee • Informal: Meet and Greet/Reception Feedback Mechanisms: • Input to the Consultant • Direct Input to the Council Members • Interview Panel Comments • Questionnaire/Survey Responses Factors to Consider: 5 • Time • Resources • Impact January 3, 2017 - Page 18z Key Team Members Colin Baenziger, Principal, Colin Baenziger & Associates • Former City Manager in Wellington, Florida, with over ten years of municipal experience. • Fifteen years of private sector experience. • Elected Board Member of a Master Homeowners' Association with 22,000 Members. • Master's Degree with Distinction from Cornell University's Graduate School of Management. • Member, International City/County Management Association, and several state chapters. David Collier, Senior Vice President, Colin Baenziger & Associates • Involved in municipal management and consulting for more than 30 years. • Former County Manager in Kansas, Michigan and Florida. • Former City Manager in Stuart, Florida (14 years). • Bacholer of Arts in Economics and MPA from American University in Washington, DC. Rick Conner, Senior Vice President, Colin Baenziger & Associates • Former City Manager of Sunny Isles Beach, FL, Portland, TX, Marble Falls, TX. • Bacholer of Science in Business Administration and in Engineering from the Universtity of Missouri. Lynelle Klein, Vice President for Operations, Colin Baenziger & Associates • Oversees Colin Baenziger & Associates' back office operations and background checks in particular. January 3, 2017 - Page 18! Fe - Town Manager Search Fee: $24,500 Includes all costs except those associated with bringing the candidates and spouses to the Town for the interviews. Warranty 1. We will not approach the selected candidate for any other position as long as the individual is employed as your Town Manager. 2. If the selected individual leaves for any reason other than an act of God within the first two years, CB&A will repeat the search for its 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. January 3, 2017 - Page 186 of 345 Some of Our Recent Recruitments & Clients City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, City Manager, Albany, GA Ankeny, IA Ashland, KY Cocoa Beach, FL Cottonwood Heights, UT Destin, FL Fayetteville, NC Greensboro, NC Indianola, IA Melbourne, FL Mount Dora, FL Normandy Park, WA Palm Bay, FL Portland, ME Roanoke, VA Sarasota, FL Scottsdale, AZ Tacoma, WA Winchester, VA Borough Manager, Matanuska-Susitna Borough, AK City Attorney, Roanoke, VA County Administrator, Clackamas County, OR County Admimistrator, Brevard County, FL Chief Administrator, El Paso County, TX County Administrator, James City County, VA County Administrator, Polk County, IA County Administrator, St. Johns County, FL County Administrator, Union County, NC Assistant City Manager, Corpus Christi, TX Assistant City Manager, Durham, NC Economic Development Director, Loudoun County, VA Finance Director, Oregon City, OR Director of Finance & Administration, Roanoke Regional Airport, VA Police Chief, Farmington, NM Public Works Director, Chandler, AZ Executive Director, South Sound 911, Pierce County, WA General Manager, Tampa Bay Water, FL Executive Director, Sewerage and Water Board of New Orleans, LA COLIN BAENZIGEROASSOCIATES EXECUTIVE RECRUITING January 3, 2017 - Page 187 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. January 3, 2017 - Page 188 of 3 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. January 3, 2017 - Page 189 of 3 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 January 3, 2017 - Page 190 of 3 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 January 3, 2017 - Page 191 of 3 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 100, 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 January 3, 2017 - Page 192 of 3 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 January 3, 2017 - Page 193 of 3 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 January 3, 2017 - Page 194 of 3 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 January 3, 2017 - Page 195 of 3 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 January 3, 2017 - Page 196 of 3 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 January 3, 2017 - Page 197 of 3 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 January 3, 2017 - Page 198 of 3 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 January 3, 2017 - Page 199 of 3 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 January 3, 2017 - Page00 of 3 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. aiflon P U B L i C January 3, 2017 - Page01 of 3 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 January 3, 2017 - P13 age 202 of 3 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 January 3, 2017 - PageiO3 of 3 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 January 3, 2017 - Page 204 of 3 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 January 3, 2017 - Pal 65 of 3 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 January 3, 2017 - Pal 76 of 3 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 January 3, 2017 - Pal 87 of 3 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 January 3, 2017 - Pal 98 of 3 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 January 3, 2017 - Pa 09 of 3 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 January 3, 2017 - Pa 10 of 3 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 January 3, 2017 - Pa 21 of 3 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 January 3, 2017 - Pa 32 of 3 • 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 January 3, 2017 - Pa e 43 of 3 City of Dallas, TX CITY MANAGER 1500 Marilla St. Dallas, Texas 75201 January 3, 2017 - Page 214 of 3 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. January 3, 2017 - Page 215 of 3 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. January 3, 2017 - Page 216 of 3 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) January 3, 2017 - Page 217 of 3 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 _- 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,pedhll lPyldinAb'hiicyRotte 223 of 3 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.peikhatenpiaidelnleftsitee 224 of 3 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 January 3, 2017 - Page 225 of 3 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 January 3, 2017 - Page 226 of 3 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. January 3, 2017 - Page 227 of 3 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. January 3, 2017 - Page 228 of 3 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. January 3, 2017 - Page 229 of 3 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 January 3, 2017 - Page 230 of 3 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. January 3, 2017 - Page 231 of 3 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 January 3, 2017 - Page 232 of 3 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. January 3, 2017 - Page 233 of 3 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.ore 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 January 3, 2017 - Page 234 of 3 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 January 3, 2017 - Page 235 of 3 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 January 3, 2017 - Page 236 of 3 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 January 3, 2017 - Page 237 of 3 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 - January 3, 2017 - Page 238 of 3 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 - January 3, 2017 - Page 239 of 3 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- January 3, 2017 - Page 240 of 3 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 - January 3, 2017 - Page 241 of 3 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- January 3, 2017 - Page 242 of 3 PECKHAM-' MCKENNEY EXECUTIVE SEARCH General Manager CORDIT,LERA, COLORADO efts: • January 3, 2017 - Page 243 of 345 •SaAJ S J JO Sjanaj a;EpdoxddE tj;TM iCq;pEaq 'CITE tiEug X1;uarma are VOd0 a4; puE QL\T3 alp tpog -sap/Cold= OS aano st(ojdwa QIAI3 34; puE `uotgTTu L$ JOAO;snf jE;o; sat;T;ua Tog Jo. s;a.2pnq.2ut;E.Tado atjJ •s.ro;JaiQ Jo p.rroa WOd3 PuE skIND U1OJJ uoT;Ja.Ttp puE `sMET-Xq UOT;ETJOSSE 4SME4 ams Tj;TM a3UEpJOJJE Li! 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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 January 3, 2017 - Pa • 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 January 3, 2011 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 January 3, 2017 - Page 247 of 3 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 January 3, 2017 - Page 248 of 3 Respectfully submitted, 2 Ron Holifield Chief Executive Officer Strategic Government Resources Ron@GovernmentResource.com Cell: 214-676-1691 January 3, 2017 - Page 249 of 3 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 January 3, 2017 - Page 250 of 3 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 January 3, 2017 - Page 251 of 3 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 January 3, 2017 - Page 252 of 3 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 January 3, 2017 - Page 253 of 3 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. January 3, 2017 - Page 254 of 3 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. January 3, 2017 - Page 255 of 3 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. January 3, 2017 - Page 256 of 3 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. January 3, 2017 - Page 257 of 3 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, January 3, 2017 - Page 258 of 3 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) January 3, 2017 - Page 259 of 3 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. January 3, 2017 - Page 260 of 3 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. January 3, 2017 - Page 261 of 3 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 January 3, 2017 - Page 262 of 3 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 January 3, 2017 - Page 263 of 3 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 January 3, 2017 - Page 264 of 3 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. January 3, 2017 - Page 265 of 3 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 January 3, 2017 - Page 266 of 3 • 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; January 3, 2017 - Page 267 of 3 • "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. January 3, 2017 - Page 268 of 3 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 January 3, 2017 - Page 269 of 3 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. January 3, 2017 - Page 270 of 3 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. January 3, 2017 - Page 271 of 3 *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. January 3, 2017 - Page 272 of 3 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. January 3, 2017 - Page 273 of 3 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 January 3, 2017 - Page 274 of 3 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) January 3, 2017 - Page 275 of 3 • 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)* January 3, 2017 - Page 276 of 3 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)* January 3, 2017 - Page 277 of 3 • 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 January 3, 2017 - Page 278 of 3 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 January 3, 2017 - Page 279 of 3 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 January 3, 2017 - Page 280 of 3 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 January 3, 2017 - Page 281 of 3 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 January 3, 2017 - Page 282 of 3 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 January 3, 2017 - Page 283 of 3 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 January 3, 2017 - Page 284 of 3 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." January 3, 2017 - Page 285 of 3 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." January 3, 2017 - Page 286 of 3 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 I 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 • Janu age 287 of 3 of 3 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 II 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 solicitec from individuals. employees. al•'" and v' -''•r= Iani rani 3 91117 - Pana 9R Df3 • 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. January 3, 2017 - Page 28� of 3 4- 4.4. ., ri 4. a. a pMe:. +. s. 4: A 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. 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.punnisonschools. net 1I o i isqv :,111,PIM SeR January , ! 'f7 - Page 290 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 January43/dai5 Page 291 of 3 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 January 4/2M5 Page 292 of 3 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 Januaryz221,917 U15 Page 293 of 3 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 January/2326/5 Page 294 of 3 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 January/9715 Page 295 of 3 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 January 4/SVOT 5 Page 296 of 3 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 January2 ?'5 Page 297 of 3 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 Januarys/g26/5 Page 298 of 3 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 January42jj - Page 299 of 3 File # 70100 : TESTCASE, JANET Page 10 of 10 [None Found] 4, Bankruptcies: [None Found] Liens and Judgments: [None Found] ggp 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 January *2W 5 Page 300 of 3 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.! January 3, 2017 - Page 301 of 3 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 January 3, 2017 - Page 302 of 3 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 January 3, 2017 - Page 303 of 3 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 January 3, 2017 - Page 304 of 3 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 January 3, 2017 - Page 305 of 3 c 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 January 3, 2017 - Page 306 of 3 EVERYTHING MANAGEWN1 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. rCHALLENGES • 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 L Casey Tyler 7 January 3, 2017 - Page 307 of 3 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 January 3, 2017 - Page 308 of 3 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 January 3, 2017 - Page 309 of 3 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 January 3, 2017 - Page 310 of 3 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 January 3, 2017 - Page 311 of 3 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 January 3, 2017 - Page 312 of 3 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 January 3, 2017 - Page 313 of 3 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 January 3, 2017 - Page 314 of 3 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 1 C January 3, 2017 - Page 315 of 3 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 J How does conflict affect the motivation of i the C style? 0 • 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. 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 January 3, 2017 - Page 316 of 3 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 January 3, 2017 - Page 317 of 3 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 J, W z W J 0 EVERYTHING MANAGEMENT ACTION 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. } Action } 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 January 3, 2017 - Page 318 of 3 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 January 3, 2017 - Page 319 of 3 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 January 3, 2017 - Page 320 of 3 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 January 3, 2017 - Page 321 of 3 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 January 3, 2017 - Page 322 of 3 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 January 3, 2017 - Page 323 of 3 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 January 3, 2017 - Page 324 of 3 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 January 3, 2017 - Page 325 of 3 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 lu their concern for high-quality outcomes. J Q • Unlike you, they spend a lot of time on objective analysis to 0 ensure accuracy. • Unlike you, they tend to move cautiously in order to deliver a oe reliable outcome. ✓`coy• , • Unlike you, they tend to show open skepticism for ideas that -''y 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 January 3, 2017 - Page 326 of 3 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 January 3, 2017 - Page 327 of 3 TOWN Of UAJL VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Executive Session, pursuant to: 1) C.R.S. §24-6-402(4)(e) - to determine positions, develop a strategy and instruct negotiators, regarding: Executive Search Firm Selection; 2) C.R.S. §24-6-402(4)(b) - to receive legal advice on specific legal questions; Regarding: Special Development District procedures and process. PRESENTER(S): Matt Mire, Town Attorney January 3, 2017 - Page 328 of 3 TOWN IfO VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Vail Trailblazer Award Update PRESENTER(S): Dave Chapin, Mayor ACTION REQUESTED OF COUNCIL: Identify committee of council members to select recipient for Vail Trailblazer Award and determine date to review nominations. The Town received six nominations. BACKGROUND: The Vail Trailblazer award was created to coincide with the town's 50th birthday celebration and will be presented annually by the Vail Town Council to recognize an individual, couple or team that exemplifies the spirit and fortitude in making Vail a great community through one or more actions that make a lasting impact. Nominated actions should demonstrate pioneering contributions of time, talent, courage, leadership, vision or other attributes that have made a significant impact to the overall betterment of the Vail community. Those contributions need not be limited to achievements within the past year, but may be cumulative over a period of years. Selection of the 2017 recipient will be announced by the Vail Town Council in which the recipient will be recognized by a mayoral proclamation as well as other honors. Nominations will be reviewed by a selection committee appointed by the Town Council. January 3, 2017 - Page 329 of 3 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: December Revenue Update ATTACHMENTS: Description December Revenue Update TOWN Of 9 January 3, 2017 - Page 330 of 3 TOWN OF VAIL REVENUE UPDATE January 3, 2017 Sales Tax Upon receipt of all sales tax returns, November collections are estimated to be $941,527 down 5.6% from last year and down 10% compared to budget. Year to date collections of $21,817,589 are up 2.6% from prior year and up 1.1% from budget. Inflation as measured by the consumer price index was up 1.7% for November. The annual budget totals $25.6 million. Real Estate Transfer Tax (RETT) RETT collections through December 28 total $6,722,918 down 3.6% from 2015 and up 3.4% from budget. 2015 annual collections totaled $6,965,617, a record year since the peak in 2008. The annual 2016 RETT budget totals $6.5 million, a decrease of 6.7% from prior year collections. Construction Use Tax Use Tax collections through December 28 total $1,790,981 down 19.7% from 2015. The annual budget totals $1,545,000. Summary Across all funds, year-to-date total revenue of $55.9 million is up 3.0% from the amended budget and down 2.9% from prior year. While sales tax collections for 2016 are up 2.6% YTD from prior year, overall 2016 revenue appears down from 2015 due to the $1.9M in housing fee -in -lieu (majority of which was received from Vail Valley Medical Center) in 2015. January 3, 2017 - Page 331 of 3 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: November 2016 Sales Tax Report ATTACHMENTS: Description November 2016 STax Report TOWN Of 9 January 3, 2017 - Page 332 of 3 MEMORANDUM December 28, 2016 To: Vail Town Council Stan Zemler Kathleen Halloran From: Johannah Richards Re: November Sales Tax Vail will collect an estimated $42,100 in additional November sales tax to bring collections up to $941,527. November will be down 5.6% or $55,573 from November 2015 and down 10% or 105,039 from budget. Year to date will be up 2.6% or $561,506 from 2015 and up 1.1% or $228,208 from budget. January 3, 2017 - Page 333 of 3 Month 2005 2006 2007 2008 2009 2010 Town of Vail Sales Tax Worksheet 12/28/2016 2011 2012 2013 2014 2015 Budget 2016 Collections Budget Variance % Change from 2015 % Change from Budget I January 2,275,967 2,597,985 2,783,306 2,976,655 2,619,673 2,564,383 2,795,688 2,855,524 3,145,620 3,483,245 3,696,798 3,722,428 3,738,300 15,872 1.12% 0.43% February 2,429,377 2,527,130 2,718,643 3,071,615 2,588,889 2,577,360 2,803,136 2,994,580 3,267,351 3,477,419 3,593,947 3,727,134 3,745,530 18,396 4.22% 0.49% March 2,785,101 2,852,954 2,986,446 3,327,304 2,504,567 2,685,004 3,143,418 3,185,859 3,650,157 3,788,185 4,053,961 4,143,010 4,225,387 82,377 4.23% 1.99% April 915,554 1,280,324 1,330,740 1,098,918 1,235,941 1,156,934 1,191,690 1,183,087 1,069,186 1,280,641 1,370,929 1,341,310 1,089,201 (252,109) -20.55% -18.80% May 458,770 449,283 545,874 622,103 516,150 421,925 473,292 487,739 563,602 607,729 584,454 632,924 653,935 21,011 11.89% 3.32% June 834,913 805,362 953,017 918,061 717,233 873,765 895,951 963,143 1,023,801 1,153,247 1,242,400 1,232,687 1,317,568 84,881 6.05% 6.89% July 1,166,183 1,255,243 1,265,781 1,397,842 1,121,860 1,228,767 1,481,329 1,573,499 1,654,161 1,829,102 1,937,989 1,954,345 2,052,910 98,565 5.93% 5.04% August 993,985 1,055,614 1,162,746 1,349,795 1,068,391 1,147,352 1,310,471 1,380,710 1,507,048 1,674,813 1,702,579 1,760,820 1,848,066 87,246 8.55% 4.95% September 795,807 832,549 908,318 834,569 753,754 761,425 889,945 978,037 994,135 1,054,015 1,240,277 1,184,930 1,348,782 163,852 8.75% 13.83% October 566,173 614,396 688,519 662,767 581,033 594,362 623,420 644,577 755,133 752,295 835,649 843,227 856,383 13,156 2.48% 1.56% November 713,117 799,582 747,877 719,109 651,873 701,075 788,430 825,873 947,627 962,344 997,100 1,046,566 899,427 (147,139) -9.80% -14.06% Total 13,934,947 15,070,422 16,091,267 16,978,738 14,359,364 14,712,352 16,396,770 17,072,628 18,577,821 20,063,035 21,256,083 21,589,381 21,775,489 186,108 2.44% 0.86% December 2,549,032 2,771,258 2,821,871 2,652,628 2,553,974 2,963,763 3,184,645 2,973,826 3,422,178 3,818,096 3,885,849 3,998,619 Total 16,483,979 17,841,680 18,913,138 19,631,366 16,913,338 17,676,115 19,581,415 20,046,454 21,999,999 23,881,131 25,141,932 25,588,000 21,775,489 January 3, 2017 - Page 334 of 345 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: October 2016 Vail Business Review ATTACHMENTS: Description October VBR TOWN Of9 January 3, 2017 - Page 335 of 3 TOWN OFD 75 South Frontage Road West Vail, Colorado 81657 vailgov.corn Vail Business Review October 2016 December 28, 2016 Finance Department 970.479.2100 970.479.2248 fax The October Vail Business Review breaks down the four percent sales tax collected for October and the summer months of May - October. Overall October sales tax increased 2.2% with retail increasing 4.1%, lodging decreased 6.1%, food and beverage increased 6.8%, and utilities/other increased by .1%. Excluding the out of town category; sales tax for the month of October was up 6.7%. The summer months resulted in a 7% increase overall with retail increasing 11.3%, lodging increased 6.8%, food and beverage increased 1.3% and utilities/other increased 9.4%. Excluding the out of town category; summer sales tax was up 5.4%. Electronic filing and payment of Vail sales tax is now an option. Please visit www.vaildov.com/epaV Town of Vail sales tax forms, the Vail Business Review and sales tax worksheets are available on the internet at www.vailgov.com. You can subscribe to have the Vail Business Review and the sales tax worksheet e-mailed to you automatically from www.vailgov.com. Please remember when reading the Vail Business Review that it is produced from sales tax collections, as opposed to actual gross sales. If you have any questions or comments please feel free to call me at (970) 479-2125 or Kathleen Halloran at (970) 479-2116. Sincerely, Johannah Richards Sales Tax Administrator January 3, 2017 - Page 336 of 3 0/11October TOWN OF VAIL BUSINESS REVIEW TOWN of VAIL; Sales Tax Newsletter October 2016 Sales Tax October 2015 Collections October 2016 Collections October % Change VAIL VILLAGE Retail Lodging F&B Other Total LIONSHEAD Retail Lodging F&B Other 94,953 78,115 149,509 1,881 324,458 20,965 47,005 41,132 1,950 117,347 84,267 159,302 10,885 371,802 21,113 64,355 53,047 4,610 23.58 7.88 6.55 % 478.59 14.59 % 0.71 % 36.91 28.97 % 136.41 % Total 111,051 143,125 28.88 % CASCADE VILLAGE/EAST VAIL/SANDSTONE/WEST VAIL Retail 101,214 101,805 0.58 % Lodging 38,432 6,228 -83.80 % F & B 35,801 29,731 -16.95 % Other 4,902 4,958 1.16 % Total 180,349 142,723 -20.86 % OUT OF TOWN Retail 105,679 95,795 -9.35 % Lodging 9,609 7,699 -19.88 % F&B 304 0 -100.00% Utilities & Other 106,847 95,240 -10.86 % Total 222,440 198,733 -10.66 12/28/2016 9:35:25 AM RmGovPower Page 1 of 2 January 3, 2017 - Page 337 of 3 October TOWN OF VAIL BUSINESS REVIEW TOWN OF11AIL Sales Tax Newsletter October 2016 Sales Tax TOTAL October 2015 Collections October 2016 Collections October °/U Change Retail Lodging And Property Mgmt Food and Beverage Other Total 322,811 173,161 226,746 115,580 838,298 336,059 162,549 242,081 115,694 856,383 RETAIL SUMMARY 4.10 - 6.13 % 6.76 % 0.10 % 2.16 October 2015 Collections October 2016 Collections October °/U Change RETAIL -FOOD RETAIL -LIQUOR RETAI L -APPAREL RETAIL -SPORT RETAIL -JEWELRY RETAIL -GIFT RETAIL -GALLERY RETAIL -OTHER RETAIL -HOME OCCUPATION Total 78,603 24,079 47,280 40,220 8,176 1,962 1,757 120,667 67 322,811 81,150 23,727 55,704 46,373 10,318 2,861 3,227 112,699 0 336,059 3.2413/0 - 1.46 % 17.82 15.30 % 26.19 % 45.83 % 83.72 % - 6.60 % -100.00 4.10 % 12/28/2016 9:35:25 AM emGovPower Page 2 of 2 January 3, 2017 - Page 338 of 3 Summer TOWN OF VAIL BUSINESS REVIEW TOWN of VAIL Sales Tax Newsletter Summer 2016 Sales Tax Summer 2015 Collections Summer 2016 Collections Summer 0/U Change VAIL VILLAGE Retail Lodging F&B Other Total LIONSHEAD Retail Lodging F&B Other 1,002,844 1,119,426 11.63 % 948,594 1,103,702 16.35 % 1,509,959 1,636,229 8.36 % 32,847 75,011 128.36 % 3,494,244 3,934,368 12.60 % 276,637 274,303 -0.84 % 550,312 681,689 23.87 % 385,521 404,584 4.94 % 20,910 30,213 44.49 % Total 1,233,380 1,390,790 12.76 % CASCADE VILLAGE/EAST VAIL/SANDSTONE/WEST VAIL Retail 773,618 789,672 2.08 % Lodging 347,009 181,046 -47.83 % F & B 360,882 244,462 -32.26 % Other 36,020 40,227 11.68 % Total 1,517,530 1,255,407 -17.27 % OUT OF TOWN Retail 591,753 761,480 28.68 Lodging 52,365 60,123 14.82 % F & B 5,539 5,392 -2.66 % Utilities & Other 655,405 670,083 2.24 Total 1,305,061 1,497,078 14.71 % 12/28/2016 9:37:00 AM PmGovPower Page 1 of 2 January 3, 2017 - Page 339 of 3 Summer TOWN OF VAIL BUSINESS REVIEW TOWN OF IIAIL Sales Tax Newsletter Summer 2016 Sales Tax TOTAL Summer 2015 Collections Summer 2016 Collections Summer °/U Change Retail Lodging And Property Mgmt Food and Beverage Other Total 2,644,851 1,898,279 2,261,902 745,182 7,550,215 2,944,881 2,026,560 2,290,668 815,534 8,077,643 RETAIL SUMMARY 11.34 % 6.76 % 1.27 % 9.44 % 6.99 Summer 2015 Collections Summer 2016 Collections Summer °/U Change RETAIL -FOOD RETAIL -LIQUOR RETAI L -APPAREL RETAIL -SPORT RETAIL -JEWELRY RETAIL -GIFT RETAIL -GALLERY RETAIL -OTHER RETAIL -HOME OCCUPATION Total 617,595 192,563 521,209 409,071 109,006 22,435 18,653 754,067 251 2,644,851 656,457 206,191 584,977 424,171 108,227 28,279 19,037 917,378 163 2,944,881 6.29 % 7.08 % 12.23 3.69 % -0.71 % 26.05 2.06 21.66 % -35.01 % 11.34 % 12/28/2016 9:37:01 AM emGovPower Page 2 of 2 January 3, 2017 - Page 340 of 3 TOTAL Summer 2015 Collections Summer 2016 Collections Summer °/U Change Retail Lodging And Property Mgmt Food and Beverage Other Total 2,644,851 1,898,279 2,261,902 745,182 7,550,215 2,944,881 2,026,560 2,290,668 815,534 8,077,643 RETAIL SUMMARY 11.34 % 6.76 % 1.27 % 9.44 % 6.99 Summer 2015 Collections Summer 2016 Collections Summer °/U Change RETAIL -FOOD RETAIL -LIQUOR RETAI L -APPAREL RETAIL -SPORT RETAIL -JEWELRY RETAIL -GIFT RETAIL -GALLERY RETAIL -OTHER RETAIL -HOME OCCUPATION Total 617,595 192,563 521,209 409,071 109,006 22,435 18,653 754,067 251 2,644,851 656,457 206,191 584,977 424,171 108,227 28,279 19,037 917,378 163 2,944,881 6.29 % 7.08 % 12.23 3.69 % -0.71 % 26.05 2.06 21.66 % -35.01 % 11.34 % 12/28/2016 9:37:01 AM emGovPower Page 2 of 2 January 3, 2017 - Page 340 of 3 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: DRB/PEC Update PRESENTER(S): Chris Neubecker, Planning Manager ATTACHMENTS: Description December 21, 2016 DRB Meeting Results December 26, 2016 PEC Meeting Cancelled TOWN IfO January 3, 2017 - Page 341 of 3 TOWN OFD DESIGN REVIEW BOARD AGENDA PUBLIC MEETING December 21, 2016 Council Chambers 75 South Frontage Road West - Vail, Colorado, 81657 MEMBERS PRESENT MEMBERS ABSENT Doug Cahill Andy Forstl Rollie Kjesbo PROJECT ORIENTATION SITE VISITS 1. Bridge Road MAIN AGENDA Peter Cope Bill Pierce Vantage Point Condominium Association DRB16-0502 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 January 4, 2017 MOTION: Cahill SECOND: Forstl VOTE: 3-0-0 Bridge Road DRB16-0532 Final review of an exterior alteration (new bridge structure) Bridge Road Right-of-Way/Unplatted Applicant: Town of Vail, represented by Chad Salli ACTION: Approve, with conditions MOTION: Forstl SECOND: Cahill CONDITION(S): VOTE: 3-0-0 2:OOpm 3:OOpm Matt Matt 1. The four (4) concrete pilasters shall be reduced in size from six feet (6') tall by four feet (4') wide to four feet (4') tall by three feet (3') wide; and 2. The color of the concrete of the proposed bridge shall match the color of the concrete at the existing bridge over Gore Creek on Matterhorn Circle. STAFF APPROVALS Resnick Residence DRB16-0522 Final review of an exterior alteration (windows/deck) 1800 Lions Ridge Loop/Lot 16, Dauphinais-Moseley Filing 1 Applicant: Jeffrey Resnick, represented by Saundra Spaeh Architect Solaris Commercial Owner LLC DRB16-0530 Final review of an exterior alteration (sign) 141 East Meadow Drive Suite 203/Lot P, Block 5D, Vail Village Filing 1 Applicant: Solaris Commercial Owner LLC, represented by Austin Turner Page 1 Brian Brian January 3, 2017 - Page 342 of 3 SF & Jacaranda Inc. DRB16-0534 Final review of an exterior alteration (sign) 242 East Meadow Drive/Tract C, Block 5E, Vail Village Filing 1 Applicant: SF & Jacaranda Inc., represented by Sign Design & Graphics LLC DCT Trust B16-0488 Final review of an exterior alteration (windows/doors) 1868 West Gore Creek Drive/Lot 47, Vail Village West Filing 1 Applicant: DCT Trust, represented by Renewal by Andersen Burger Residence DRB16-0538 Final review of changes to approved plans (hot tub) 716A Forest Road/Lot 10, Block 1, Vail Village Filing 6 Applicant: Amy Burger, represented by Pierce Architects 716 Vailco LLC DRB16-0539 Final review of a change to approved plans (roof) 716B Forest Road/Lot 10, Block 1, Vail Village Filing 6 Applicant: 716 Vailco LLC, represented by Pierce Architects Brian JR 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 2 January 3, 2017 - Page 343 of 3 TOWN 0E9 PLANNING AND ENVIRONMENTAL COMMISSION December26, 2016 Meeting Cancelled Town Council Chambers 75 S. Frontage Road -Vail, Colorado, 81657 This regular meeting of the Planning and Environmental Commission is cancelled due to the Christmas holiday. The next regular meeting is scheduled for January 9, 2017. 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 Published in the Vail Daily December 23, 2016 January 3, 2017 - Page 344 of 3 VAIL TOWN COUNCIL AGENDA MEMO ITEM/TOPIC: Recess at 4:05 pm TOWN Of9 January 3, 2017 - Page 345 of 3