Loading...
HomeMy WebLinkAboutContract #: 017319 - From: To: - Exception - ExceptionAGREEMENT BETWEEN MMA CONSULTING GROUP, INC., AND THE TOWN OF NORTH ANDOVER The following Agreement is made and entered into between MMA CONSULTING GROUP, INC. (hereinafter referred to as MMACG) and the TOWN OF NORTH ANDOVER (hereinafter referred to as the TOWN). I. SCOPE OF SERVICES AND PRODUCT MMACG will conduct an Assessment Center for the position of Police Chief in accordance with MMACG's proposal of May 4, 2011. In accordance with the Town's request we will conduct an Assessment Center and an oral panel. The Assessment Center will be conducted in accordance with acceptable professional standards. II. PERIOD OF PERFORMANCE Performance hereunder will commence within five days of the last date at the end of this Agreement and will be completed within 60 days of commencement. Completion of the services within this period depends on information being made available to MMACG as provided below, upon prompt responses of employees of the Town to inquiries by MMACG, and timely review by the Town of materials submitted to the Town by MMACG. Any delays in providing such information, responses or reviews will correspondingly extend the period of performance. III. AVAILABILITY OF INFORMATION The Town agrees to make available promptly upon the MMACG's request any and all reasonable information which MMACG may deem necessary to the progress and successful conclusion of this engagement. IV. PERSONNEL TO BE ASSIGNED The contact person for MMACG will be Mark E. Morse. MMACG reserves the right to substitute personnel to perform the services under this Agreement. In the event of a substitution, MMACG will notify the Town in writing and, if such substituted personnel are unsatisfactory to the Town, MMACG will agree to terminate the Agreement upon payment for services rendered prior to termination. The contact person for the Town will be a designee of the Town Manager. The contact person for the Town will be responsible for reviewing the work performed under the Scope of Services and relaying to the contact person of MMACG any questions or concerns relative to the same. V. FEES MMACG will provide the Scope of Services and Product under this Agreement based on the following fee schedule. The fee does notinclude the cost of facilities or other amenities. NUMBER OF CANDIDATES FEE Up to four candidates $7,500 Five or six candidates $8,500 Seven or eight candidates $9,400 Fifty (50) percent of the total fee will be billed upon completion of exercise development, and is due and payable prior to the administration of the Assessment Center. Fifty (50) percent of the fee will be billed upon the completion of the Assessment Center and is due and payable within 1 thirty (30) days of completion of the Assessment Center. AEVA CG may suspend theperformance of services until overdue payments are received. VI. STANDARD OF PERFORMANCE MMACG will perform the Services in a professional and responsible manner. However, such performance and the Product to be delivered involve matters of judgment and opinion. Therefore, MMACG's responsibility and any liability under this Agreement are limited to providing the Scope of Services and Product in a professional and responsible manner. To the extent that the Scope of Services and Product involve recommendations as to a particular company, person, system or product to be chosen by the Town, the Town shall be responsible for the ultimate selection of the company, person, system or product and MMACG shall have no responsibility or liability for the performance of the same, provided that MMACG has acted in a professional and responsible manner. VII. RETENTION OF RECORDS MMACG will have no responsibility to retain a copy of materials furnished to MMACG by the Town or its employees and may dispose of the same, as well as all notes and documents prepared by MMACG's employees or independent contractors. VIII. AMENDMENT OR TERMINATION This Agreement, including any document incorporated by reference, contains all of the terms and provisions of the agreement between the parties and can be amended only by a written document signed on behalf of both parties. In the event either party believes the other party is not fulfilling its obligations hereunder, it shall notify the contact person of the other party in writing specifying such failure. If the other party does not resolve such failure to the reasonable satisfaction of the notifying party within 30 days, the notifying party may terminate this Agreement by written notice to the other party. Nothing contained in this Agreement shall prevent MMACG from suspending the performance of services when its invoices have not been paid as provided above. Upon termination of this Agreement, the Town shall pay MMACG for all services performed prior to such termination. IX. AUTHORIZATION The individuals signing this Agreement warrant that each of them is authorized to sign it on behalf of the party he or she has signed for, and the individual signing on behalf of the Town warrants that funds are available for MMACG's fees. SIGNED MMA CONSULTING GROUP, INC. TOWN NORTH ANDOVER DN: cn=Mark Morse, o=MMA Consulting Group, Inc., ou, email=mmacg@aol.com, c=US Date: 2011.06.0814:50:42 -04'00' BY: �%lrrE S. J�fprAe Mark E. Morse, President DATE: .Tune 8. 2011 Pa BY: DATE: Santilli, Ray From: Santilli, Ray Sent: Tuesday, June 07, 2011 12:05 PM To: 'Tracy Watson'; Gordon, William; 'Donald Stewart (natownie@gmail. com)' Cc: Rees, Mark; Darby, Cathy Subject: Police Chief Assessment Center Timeline for Police Chief Assessment Center: June 7 meeting with MMA Consulting to review requirements, details, etc of assessment center process June 7-10 MMA Consulting to review position description, posting, and meet with Police Department command staff June 13-24 MMA Consulting to develop exercises as well as writing assignment for candidates June 13 posting issued (will include direct transmission to all eligible candidates in Police Department June 22 application deadline June 27 writing assignment given to candidates to complete as part of assessment center July 12-13 assessment center conducted; results finalized July 18 Board of Selectmen to discuss results/decision at their regularly scheduled meeting J SlZ/dtf Assistant Town Manager Town of North Andover Examination Announcement NORTH ANDOVER POLICE DEPARTMENT PROMOTION TO POLICE CHIEF EXAMINATION DATES: July 12-13, 2011 EXAMINATION LOCATION: Town Hall (Conference Room 1 and 2) ESSENTIAL FUNCTIONS: The Police Chief is responsible for planning, organizing and directing the staff and operations of the North Andover Police Department to ensure the prevention and suppression of crime and the effective protection of life and property. The position is accountable for the effective and efficient delivery of police services to the community. The Police Chief ensures the enforcement of all state laws and Town bylaws. The Police Chief conducts long-range planning to establish policies and program priorities. The Police Chief manages resources and assesses local service needs. The Police Chief represents the Department at meetings, hearings and at other public forums. The Police Chief develops, administers and monitors operating plans and budgets. The Police Chief monitors progress in achieving objectives and provides guidance, direction and motivation to personnel to achieve objectives. The Police Chief establishes policies, procedures, and regulations and ensures compliance with such policies, procedures and regulations. The Police Chief oversees the collective bargaining agreement, meets with union officials, responds to grievances, and oversees the disciplinary process. The Police Chief serves as a member of the Town's management team, and coordinates work with Town officials and outside vendors. ELIGIBILITY QUALIFICATIONS: This examination is open to members of the North Andover Police Department with a minimum of ten (10) years of police experience, including at least three (3) years in the capacity of a superior officer (Police Sergeant or Police Lieutenant). Bachelor's degree in a related police field is required; Master's degree preferred. EXAMINATION ORGANIZATION: The examination process will be an Assessment Center. The Assessment Center will require candidates to be available for two full days. The examination will consist of five Assessment Center exercises in which each candidate will participate. Each element of the examination process will be weighted equally. All candidates must be available for the entire time period of the examination. Candidates will be provided with exercise instructions for the Program Planning Exercise approximately two to three workdays before the Assessment Center. Candidates will be required to prepare a program planning memorandum and submit that memorandum at the commencement of the Assessment Center. APPLY BY: June 22, 2011 APPLY BY SENDING COVER LETTER AND RESUME TO: Cathy Darby Human Resources Director North Andover Town Hall 120 Main Street North Andover, MA 01845 TOWN OF NORTH ANDOVER MASSACHUSETTS Position Description Professional Position Title: Position Code: Previous Rev Date: Police Chief Reports To: Division: Current Rev Date: Town Manager Public Safety Position Summary: (Purpose of Job) Plans, organizes and directs the staff and operations of the North Andover Police department to ensure the prevention and suppression of crime and the effective protection of life and property. Ensures the enforcement of state laws, Town bylaws and departmental rules and regulations. Accountable for the effective and efficient delivery of police services to the Community. Principal Responsibilities: 1. Plans and manages the staff and activities of the Police department; develops and monitors departmental operating budget and expenditures; establishes shift schedules and work assignments; oversees recruitment and selection of qualified candidates; oversees the preparation of performance evaluations (non-union personnel only); administers and implements disciplinary action, as necessary. 2. Institutes an adequate and progressive program of training for members of the Police department; ensures that all training activities are consistent with departmental goals and objectives. 3. Establishes departmental goals, objectives, policies, regulations, and procedures based on the needs of the Town and the Police department; continually evaluates the effectiveness and responsiveness of the department. 4. Supervises the operation of the Police department in the observation and enforcement of all laws and regulations, the requisition or purchase of equipment and supplies, the issuance of licenses and collection and disposition of fees, etc. 5. Plans and executes a variety of police programs designed to prevent and suppress criminal activity, to apprehend and prosecute offenders and to recover stolen property; modifies these programs to reflect the latest trends in law enforcement. 6. Develops or adopts new techniques and approaches for improving the Police department's overall effectiveness and efficiency. 7. Provides for the investigation into all cases of alleged or apparent misconduct by departmental personnel. 8. Promulgates general and special orders of the department; issues verbal and written orders. APPROVALS Department Head Date Personnel Administrator Date Note: The purpose of this job description is to provide an outline of the more significant work elements of the position and to organize and present the information in a standard manner. It is not intended to describe all the elements of the work that may be performed by every individual in this classification, nor should it serve as the sole basis for Human Resource decisions and actions. Page 1 TOWN OF NORTH ANDOVER MASSACHUSETTS Position Description Professional Position Title: Police Chief Position Code: Principal Responsibilities (continued): 9. Coordinates departmental activities with law enforcement officials other jurisdictions and other law enforcement agencies; enters into joint cooperative measures for crime prevention and law enforcement. 10. Attends meetings and conferences for the purposes of public relations, regional discussions, and information gathering and exchange. 11. Oversees the maintenance of a personnel record system to safeguard pertinent information on all departmental members; oversees the maintenance of Police records and accounts. 12. Acts as the primary representative of the department with civic organizations, public interest groups, elected representatives, schools, etc. by attending meetings related to public safety and enforcement. 13. Submits reports as required including annual report of department activities. 14. Assumes additional responsibilities, as necessary. Page 2 TOWN OF NORTH ANDOVER MASSACHUSETTS Position Description Professional Position Title: Police Chief Position Code: Education: Master's degree in Criminal Justice, Management or Public Administration. Special License / Certification: None. Experience: Ten to twelve years of police experience including at least (5) years of supervisory/management experience. Required Skills, Knowledge and Abilities: Thorough knowledge of the principles and practices of police administration, and of approved police methods and procedures. Working knowledge of Town, state, and federal laws and regulations. Ability to provide effective supervision of the department and to delegate authority. Ability to prepare and effectively present verbal and written material related to the department activities. Excellent verbal and written communication skills necessary. Contacts: Ability to establish and maintain effective working relationships with Town officials, members of the department, the general public, and other law enforcement officials. Supervisory Responsibility (Also Positions Supervised): Responsible for overseeing and managing all employees of the Police Department. Responsibility for Operating Budget: Responsible for overseeing the development and monitoring of a total operating budget of approximately $2,000,000. Special Environmental Conditions: Some exposure to varying weather conditions and situations endangering personal safety during emergencies or when conducting investigations. Page 3 Police Chief — Minimum Qualifications Scope of Search Internal External Years of Police Experience 7+ years�yea12+ years 15+ years 20+ years Police Rank Patrol Police Police Police Other Officer Sergeant Lieutenant Captain Supervisory/Management Experience 3+ years 5+ years 7+ years 10+ years 12+ years Education High Associate's Bachelor's Master's School Degree Degree Degree NORTH ANDOVER, MASSACHUSETTS PROPOSAL TO CONDUCT A POLICE CHIEF ASSESSMENT CENTER MAY 4, 2011 MMA CONSULTING GROUP, INC. 1330 BEACON STREET, SUITE 349 BROOKLINE, MASSACHUSETTS 02446 mma consulting group inc 1330 beacon street brookline, ma55achu5ett5 02196 617-232-2190 617-232-2192 (fax) mmacg@aol.com May 2, 2011 Town Manager's Office Town of North Andover Town Hall 120 Main Street North Andover, Massachusetts 01845 RE- Proposal to Conduct a Police Chief Assessment Center Process Dear Sir: MMA Consulting Group, Inc., is pleased to submit this proposal to assist the Town of North Andover with the selection of a Police Chief. We have been conducting and administering Assessment Centers for more than 25 years. We recently completed Massachusetts Police Chief Assessment Centers for North Attleborough, Lynn, Malden, Salem, and Taunton. We will be completing two Police Chief Assessment Centers in May 2011. MMA Consulting Group, Inc., offers: 1. EXPERIENCE WITH POLICE CHIEF SELECTION PROCESSES MMA Consulting Group, Inc., has conducted numerous Assessment Centers for public safety executives. We have assisted with the selection of Police Chiefs and other police positions for a number of Massachusetts communities. Some of our police department Assessment Centers have been in Auburn, Billerica, Chelmsford, Eastham, Falmouth, Gloucester, Lexington, Lynn, Malden, Needham, Norton, North Attleborough, North Reading, Oxford, Plymouth, Salem, Salisbury, Sandwich, Shrewsbury, Springfield, Taunton, Watertown, Wellesley, Westford, Weymouth, Wrentham, Winchester, and others. 2. EXPERIENCE WITH ASSESSMENT CENTERS MMA Consulting Group, Inc., has conducted Assessment Centers for more than 20 years. In the development of Assessment Centers, we follow the Guidelines and Ethical Considerations for Assessment Center Operations, endorsed by the 34th International Congress on Assessment Center Methods (2008), to ensure a valid and reliable examination process. MMACG has conducted Assessment Centers for Police Chief, Deputy Police Chief, Police Captain, Police Lieutenant, Police Sergeant, and other public safety positions. 3. CREATIVE, CUSTOMIZED AND UNIQUE SELECTION PROCESSES Our Assessment Centers are creatively developed and professionally administered. MMACG develops customized processes to meet the needs of our clients. 4. PUBLIC SAFETY EXPERIENCE MMA Consulting Group, Inc., has conducted public safety management consulting projects in more than 20 states. We conduct police, fire, and emergency medical service studies, and other public safety related studies. We are currently completing public safety assignments in Maine, Massachusetts, New York, and North Carolina. S. HUMAN RESOURCES EXPERIENCE MMA Consulting Group, Inc., has extensive experience in human resources. We have conducted several hundred personnel projects, including classification and compensation studies, recruitment and selection assignments, examination projects, development of policies, and numerous specialized assignments. We would welcome the opportunity to assist the Town of North Andover. FA NORTH ANDOVER, MASSACHUSETTS CONTENTS I. QUALIFICATIONS AND EXPERIENCE OF MMA CONSULTING GROUP, INC. 1 General Qualifications 1 Assessment Center Qualifications 1 Client References 2 Project Consultants 4 Assessment Center Assessors and Role Players 7 H. ASSESSMENT CENTER PROCESS 11 Preliminary Project Activities 11 Assessment Center Development and Administration 12 Timetable for Completion of the Assessment Center Process 13 Candidate Evaluation 13 APPENDIX 15 Assessment Center Description PROPOSAL FORMS RFQ Appendix A - Certificate of Non -Collusion RFQ Appendix B - Certificate of Tax Compliance RFQ Appendix C - Certificate of Vote RFQ Appendix D - Price Proposal (and attachment) 0 MMA CONSULTING GROUP, AC. NORTH ANDOVER, MASSACHUSETTS I. QUALIFICATIONS AND EXPERIENCE OF MMA CONSULTING GROUP, INC. GENERAL QUALIFICATIONS MMA Consulting Group, Inc. (MMACG), specializes in providing consulting services to the nation's cities, counties, towns and villages. We have completed more than 1,000 engagements. MMA Consulting Group, Inc., provides professional services to approximately 80 governmental clients annually. Some of our public safety clients have been Queen Anne's County, Maryland; Sioux City, Iowa; Perth Amboy, Ventnor and Margate, New Jersey; Evansville, Indiana; North Platte, Nebraska; Charlotte, North Carolina; Decatur, Illinois; Jefferson Parish, Louisiana; Buffalo, Corning, Rochester, Watertown, and Colonie, New York; Sapulpa, Oklahoma; Taunton, Arlington, Ashland, Boston, Lexington, Lynn, Natick, Needham, Plymouth, Somerville, Falmouth, Harwich, and Sandwich, Massachusetts; Providence, Warwick, and Cumberland, Rhode Island; Joplin and Des Peres, Missouri; Derry, Exeter, and Keene, New Hampshire; Burlington, Vermont; Honolulu, Hawaii; Houlton and South Portland, Maine; West Hartford and Waterbury, Connecticut; and others. MMACG has several specific areas of practice: AREA OF PRACTICE GENERAL SUBJECTS Recruitment & Selection Executive recruitment (administrators, managers, police and fire chiefs, etc.), non-traditional examination processes (Assessment Centers), oral panels Public Safety & Fire and rescue studies, EMS studies, police studies, Emergency Management special assignments General Management Organization studies, finance related studies and related services Human Resources Classification & compensation, policy development, Management executive compensation, system design ASSESSMENT CENTER QUALIFICATIONS MMA Consulting Group, Inc., performs a variety of recruitment and selection related assignments annually. We assist communities in the selection of town managers and administrators, police chiefs, fire chiefs, personnel directors, public works directors, and other municipal executive positions. We have conducted approximately 60 Police Chief Assessment Centers in Massachusetts during the last 25 years. The following is a list of Massachusetts Police Chief Assessment Centers 0 MMA CONSULTING GROUP, INC. I NORTH ANDOVER, MASSACHUSETTS completed in the last five years. MMACG has also conducted other police department and fire department Assessment Centers. Malden Police Chief (2010) North Attleborough Police Chief (2010) Taunton Police Chief (2010) Lynn Police Chief (2009) Eastham Police Chief (2009) Salem Police Chief (2009) Lexington Police Chief (2009) Plymouth Police Chief (2008) North Reading Police Chief (2008) Bourne Police Chief (2008) Wrentham Police Chief (2008) Norton Police Chief (2007) Falmouth Police Chief (2007) Oxford Police Chief (2007) Westford Police Chief (2007) Groton Police Chief (2007) Belmont Police Chief (2006) Winchester Police Chief (2006) Salisbury Police Chief (2006) Dalton Police Chief 2005 Essex Police Chief (2005) In addition to our Assessment Centers, oral panels, and recruitment and selection work, MMA Consulting Group, Inc., has, in recent years, conducted more that 100 public safety studies in approximately 20 states. MMA Consulting Group, Inc., has worked with more than 75 cities and towns in Massachusetts during the selection of police and fire chiefs, in addition to other public safety ranks. CLIENT REFERENCES Police Department Assessment Center references are listed below. REFERENCE PHONE ASSESSMENT CENTER Eleanor Cushing 781-397-7187 Police Chief Assessment Center (2010) Human Resources Director Malden, Massachusetts Joseph Driscoll 781-586-6878 Police Chief Assessment Center (2010) Personnel Director Fire Chief Assessment Center (2010) Lynn, Massachusetts Elizabeth Rennard 978-619-5631 Police Chief Assessment Center (2009) City Attorney Salem, Massachusetts * MMA CONSULTING GROUP, INC. 2 NORTH ANDOVER. MASSACHUSETTS REFERENCE PHONE ASSESSMENT CENTER Sheila Vanderhoef 508-349-5900 Police Chief Assessment Center (2009) Town Administrator Eastham, Massachusetts Melissa Arrighi 508-747-1620 Police Chief Assessment Center (2008) Assistant Town Manager x100 Police Captain Assessment Center (2008, 2005) Plymouth, Massachusetts Greg Balukonis 978-664-6010 Police Chief Assessment Center (2008) Town Administrator Fire Chief Assessment Center (2008) North Reading, Massachusetts Thomas Robbins 617-353-2127 Police Lieutenant Assessment Center (2010) Police Chief Police Sergeant Assessment Center (2009) Boston University Boston, Massachusetts Gail Walls 413-787-6055 Deputy Police Chief Assessment Center (2009) Asst. Director of Personnel Springfield, Massachusetts Joe Zeneski 508-987-6030 Police Chief Assessment Center (2007) Town Manager Police Sergeant Assessment Center (2011) Oxford, Massachusetts Mel Kleckner 617-730-2210 Police Chief Assessment Center (2006) Town Administrator Brookline, Massachusetts Former Town Manager Winchester, Massachusetts Tom Younger 617-489-8213 Police Chief recruitment services and Assessment Town Administrator Center (2006) Belmont, Massachusetts Steven Ledoux 978-264-9612 Police Chief Assessment Center (2007) Former Town Manager Westford, Massachusetts Current Town Manager Acton, Massachusetts Ken Walto 413-684-6111 Police Chief Assessment Center (2005) Town Manager x12 Dalton, Massachusetts Michael Driscoll 617-972-6443 Police Chief Assessment Centers (2001, 1995) Town Manager Fire Chief Assessment Center (2003) Watertown, Massachusetts Paul Tucker 978-744-2204 Participated in Police Chief and Captain Assessment Police Chief Centers (2009) Salem, Massachusetts Jean Kitchen 508-485-0710 Police Chief Selection Services (2003) Town Administrator Southborough, Massachusetts Terrence Cunningham 781-235-0062 Police Sergeant Assessment Center (2006) Police Chief Police Lieutenant Assessment Center (2009) Wellesley, Massachusetts MMA CONSULTING GROUP, ,NC. 3 REFERENCE James Murphy Police Chief Chelmsford, Massachusetts Anthony Riello Police Chief Falmouth, Massachusetts Maribel Fournier Director of Administration Department of Fire Services Comm. of Massachusetts Former Human Resources Director Leominster, Massachusetts PROJECT CONSULTANTS NORTH ANDOVER, ]MASSACHUSETTS PHONE ASSESSMENT CENTER 978-256-2521 Police Lieutenant Assessment Center (2006) 508-457-2527 Police Captain Assessment Center (2008) 978-567-3139 Police Sergeant Assessment Centers (2006 and 2007) Fire Chief Assessment Center (2004) Deputy Fire Chief, Fire Lieutenant Assessment Centers (2005, 2007) Our project team includes consultants with a combination of expertise, including Mark Morse, William Soda, John Folino, and James McDonagh. CONSULTANT RESPONSIBILITY M. Morse Exercise development & Assessment Center administration W. Soda Subject matter expert, Assessment Center exercise development & Assessment Center administration J. Folino Subject matter expert, Assessment Center exercise development & Assessment Center administration J. McDonagh Assessment Center exercise development MARK E. MORSE PRESIDENT, MMA CbNSULTING GkOUP, INC. Mark E. Morse will serve as project director. He has more than 30 years of professional experience providing technical assistance to cities and towns. Mr. Morse has been responsible for providing advice to 400 local governments on management, organizational and personnel issues. He has worked for many charter commissions and local government study committees. He has extensive experience designing personnel systems, writing personnel policies, working with Civil Service, recruiting municipal executives, organizing Assessment Centers, preparing affirmative action plans, and conducting classification and compensation studies. Mr. Morse has also assisted cities and towns in the recruitment and selection of police chiefs, fire chiefs, town managers, personnel directors, and public works directors. * MMA CONSULTING GkOUP, INC. 4 NORTH ANDOVER, MASSACHUSETTS Mr. Morse has supervised and participated in 100 public safety studies. He has worked extensively with the development and administration of Assessment Centers. Some of his police assignments have been in Auburn, Billerica, Burlington, Bolton, Carver, Dalton, Dennis, Essex, Everett, Falmouth, Gloucester, Groton, Malden, Mashpee, Needham, North Attleborough, Norton, Provincetown, Revere (police chief structured oral panel), Sandwich, Shrewsbury, Southborough, Springfield, Tyngsborough, Watertown, Wakefield, Weymouth, Weston, Westford, Westwood, and Winchester. Mr. Morse has worked with police and fire chief selection committees in several communities in Massachusetts. He has been involved with the recruitment and selection of more than 60 police and fire chiefs. He is also frequently called upon by local officials to address Civil Service related issues. Mr. Morse holds a Master's Degree in Public Administration, a Juris Doctor Degree, and is a member of the Massachusetts Bar. WILLIAM SODA LICE CONSULTANT William Soda has 30 years of experience as a police officer, including ten years as Chief of Police in Burlington, Massachusetts. He held every rank in the police department and commanded a department of approximately 80 personnel. Mr. Soda has conducted a number of police management, organization and staffing consulting assignments in departments ranging in size from ten officers to more than 500 officers. He has also coached other police chiefs to become more effective managers. He has worked on a range of police promotional processes and police chief selection processes. Mr. Soda has also been an assessor for a large number of police chief, police lieutenant, police sergeant, and police captain Assessment Centers. He has assisted in the development of a full range of Assessment Center exercises, including in - basket evaluations, group meeting evaluations, and one-on-one exercise development processes. Mr. Soda has completed study assignments in Maine, New York, Massachusetts, Maryland, and New Hampshire. He has recently completed work on a Police Chief Assessment Center and a Police Captain Assessment Center. He has worked on Assessment Center assignments in Auburn, Carver, Falmouth, Salem, Chelmsford, Essex, Falmouth, Malden, North Attleborough, Oxford, Plymouth, Groton, Hull, Shrewsbury, Spencer, Watertown, Wrentham, Southborough, Weymouth, 0 MMA CONSULTING GROUP, INC. NORTH ANDOVER, MASSACHUSETTS Pittsfield, Salem, Salisbury, Springfield, Provincetown, and others. Mr. Soda was one of the first Police Chiefs selected by means of an Assessment Center. He holds a Bachelor's Degree and has extensive knowledge of staffing methodologies and the use of civilian and support personnel within police departments. JoHN FoLINo POLICE CONSULTANT Mr. Folino has more than 30 years of law enforcement experience. He served six years as Police Chief of the Oneida Indian Nation, directing a police department of 46 members. Prior to becoming a police chief, Mr. Folino was a member of the New York State Police. He held the rank of Deputy Superintendent (Colonel) upon his retirement from the State Police. Mr. Folino started his career as a Trooper, and served in various positions, including Sergeant, Lieutenant, Captain, and Major. He served as a Staff Inspector in the Internal Affairs Division of the Police Department. He also served as an Assistant Deputy Superintendent (Lieutenant Colonel) responsible for all uniformed personnel. He was responsible for the coordination of 3,000 uniformed personnel and various support units. Mr. Folino's final assignment in the NYSP was that of Deputy Superintendent with broad responsibility for employee relations, addressing employee grievances, human relations, and training. Mr. Folino has extensive experience with organizing special operations, assessing staffing and program needs, solving command problems, and coordinating the work of multiple police agencies. Mr. Folino has broad strategic planning and emergency management experience. He holds an Associate's Degree, a Bachelor's Degree, and a Master's Degree in Public Administration. Mr. Folino works with MMA Consulting Group, Inc., on the development and administration of Assessment Centers and conducting police studies and related assignments. His recent Massachusetts assignments have included Springfield (Deputy Chief Assessment Center), Lynn (Police Chief Assessment Center), and the Eastham, Orleans, and Wellfleet Police Department Merger Study. * AIMA CONSULTING GROUP, INC. 6 NORTH ANDOVER, MASSACHUSETTS JAMES MCDONAGH BOMAN RESOURCES CONSULTANT Mr. McDonagh has more than 20 years of experience working in the field of human resources and law. He served as the Deputy Personnel Administrator, Assistant Personnel Administrator, and General Counsel for the Commonwealth of Massachusetts, Human Resources Division (HRD). As Deputy Personnel Administrator, he was responsible for the supervision of all legal, employment relations, and Civil Service matters relating to human resources on behalf of the Commonwealth. He has extensive experience with the application of Civil Service law to cities and towns, employee benefits, labor law, and the negotiation of collective bargaining contracts. In addition to his work for the Commonwealth, Mr. McDonagh has served as legal counsel for processing grievances, unfair labor practice charges, Civil Service complaints, and MCAD petitions. He has also worked on classification and compensation studies, recruitment and selection assignments, and Assessment Centers. Some of his recruitment and Assessment Center assignments have been in Adams, Billerica, Carver, Leominster, Lexington, Dartmouth, Hull, Plymouth, Amherst, Franklin, Orleans, Needham, Provincetown, Watertown, Salem, Southborough, and Plymouth. He holds a Bachelor's Degree, a Juris Doctor Degree, and is a member of the Massachusetts Bar. ASSESSMENT CENTER ASSESSORS AND ROLE PLAYERS MMA Consulting Group, Inc., maintains a group of trained public safety executives who are employed to serve as assessors. We use two panels of assessors for most Police Chief Assessment Centers. For the North Andover Assessment Center we would use five or six assessors. Examination security procedures require that the assessors are selected after the candidate pool is identified to avoid any conflict of interest. We assume that the assessors selected for North Andover would include individuals who have been a Police Chief, or a top level police executive in a large police agency, as well as one or two management executives. Some examples of the qualifications of our assessors are shown below. * MMA CONSULTING GROUP, INC. 7 1 bRTH ANDOVER, MASSACHUSETTS `Assessor A" - Assessor A has served as a police officer (officer, sergeant, captain, and chief) for more than 30 years, with 12 years as police chief in a police department of 60 uniformed and 10 civilian employees. This assessor was selected to the police chief position by means of an Assessment Center. Assessor A used Assessment Centers for promotion of personnel within the police department. Assessor A has served as assessor more than 20 times for police executive positions and holds Bachelor's and Master's Degrees. "Assessor B"- Assessor B has served as police officer ( police officer, sergeant, lieutenant, and chief) for more than 30 years, nine years as police chief. Assessor B managed a department of 80 personnel. Assessor B has special expertise in information technology. Assessor B also participated as a candidate in an Assessment Center on several occasions and has served as an assessor on more than 10 occasions. Assessor B holds Bachelor's and Master's Degrees. `Assessor C"- Assessor C has served as a police officer (police officer, corporal, sergeant, lieutenant, captain, major, superintendent, police chief) for more than 35 years. He served as the director of operations for a police department with 3,000 sworn personnel. Assessor C also served as a police chief for a police department with approximately 40 officers for five years. Assessor C has extensive management and investigative experience. Assessor C has served as a member of promotional boards in a number of jurisdictions and has been an assessor on a number of occasions, including Assessment Centers for police chief and deputy police chief in Massachusetts. Assessor C has also served as a member of a consulting team which conducted police staffing and organization studies. He holds Bachelor's and Master's Degrees. `AssessorD"- Assessor D has served as a police officer (police officer, sergeant, lieutenant captain, and chief) for more that 30 years. He served as chief in two police departments (approximately 100 personnel and 60 personnel), for more than 15 years. Assessor D was selected to the police chief position by means of an Assessment Center. Assessor D used Assessment Centers for promotion of personnel within the police departments he managed. Assessor D has served as an assessor on a number of occasions, including police chief and deputy police chief Assessment Centers. Assessor D holds Bachelor's and Master's Degrees. 0 MMA CONSULTING GROUP,,NC. 8 NORTH ANDOVER, MASSACHUSETTS `Assessor E" - Assessor E served as a municipal assistant, assistant town administrator, town administrator, and human resources director for 30 years. Assessor E has been employed in a city and two towns. Assessor E has served as an assessor on dozens of occasions, starting in the late 1980s for positions such as police chief, deputy police chief, police captain, police lieutenant and police sergeant. Assessor E has also been a human resources and management consultant, conducting executive recruitment assignments and management studies. Assessor E holds Bachelor's and Master's Degrees. "Assessor P - Assessor F has more than 30 years experience as a human resources manager for a multinational company with thousands of employees. Assessor F has also served on a number of town boards for more than 15 years, including police chief search committees. Assessor F has been an assessor for police chief and deputy police chief positions. Assessor F has also been a human resources and management consultant, conducting performance appraisal projects and training projects in cities and towns. Assessor F holds Bachelor's and Master's Degrees. "Assessor G"- Assessor G served as a police officer for 35 years. For 20 years, Assessor G was a police chief overseeing a department of approximately 100 sworn personnel. Assessor G pioneered the use of Assessment Centers in police departments, using Assessment Centers as part of the promotion process for all ranks (sergeant, lieutenant and captain) for more than 15 years. Assessor G served as an Assessment Center assessor in the early 1990s and has been an assessor for police chief positions on numerous occasions. Assessor G has also served on a city charter commission. Assessor G holds Bachelor's and Master's Degrees. MMA Consulting Group, Inc., employs other assessors whom we have trained. Assessors are required to meet several standards, including: ► Knowledge of the organization and job/job family being assessed to provide an effective context for assessor judgments where appropriate. ► Knowledge and understanding of the assessment dimensions, their definitions, and their relationship to job performance. MMA CONSULTING GROUP, INC. 9 NORTH ANDOVER, MASSACHUSETTS ► Knowledge and understanding of the assessment techniques, exercise content, and relevant dimensions to be observed in each portion of the Assessment Center. ► Ability to observe, record, and classify behavior. ► Knowledge and understanding of evaluation and rating procedures, including the integration of data. ► Ability to provide accurate oral and written feedback to evaluate candidates. MMA Consulting Group, Inc., employs role players to participate in Assessment Centers. These role players are trained to play a specific role and have a defined agenda. Role players are provided with a script and background information. Typically, role players are used for interactive exercises (one-on-one simulations or fact -gathering exercises). The role players must understand nature of the position being tested. In addition, role players must have the ability to objectively and consistently play the defined role. * MMA CONSULTING GROUP, INC. 10 NORTH ANDOVER, MASSACHUSETTS II. ASSESSMENT CENTER PROCESS MMA Consulting Group, Inc. (MMACG), proposes to develop and administer a Police Chief Assessment Center. We have assumed that you are planning a thorough process in order to evaluate the candidates completely. Our Police Chief Assessment Centers typically consist of five or six exercises. The actual content of the Assessment Center typically depends on position analysis and review of materials related to the Town. The Town's RFQ contains several suggested exercises based on by-law requirements. We will meet these requirements, but we may adjust exercises to provide an Assessment Center which is consistent examination guidelines. ► In -basket Exercise - An In -basket is a complex problem -analysis and decision-making exercise which will consist of 10 to IS items. ► Program Planning Exercise - This is a written problem -solving exercise requiring preparation of a memorandum and a meeting with a committee. This exercise can be linked with a budget preparation exercise. ► Tactical Exercise - This exercise may take the form of one event, or a series of events, to which a police chief would respond. The tactical role of a chief, including post incident analysis, would be explored. This exercise may be presented in the form of a situation response exercise or situation judgment test. ► One -on -One Meeting Exercise -This exercise requires a candidate to interact with a role player (e.g., labor -relations meeting). Oral Interview or Simulation Exercise - This exercise will be designed to reflect the Town's requirements. The Appendix to this the proposal provides more information on exercises. PRELIMINARY PROJECT ACTIVITIES The following preliminary tasks must be completed to ensure the development of an effective Assessment Center process. * MMA CONSULTING GROUP, INC. 11 NORTH ANDOVER, MASSACHUSETTS 1. Review Background Information (Job Analysis) - We will review background information on the Police Department and the Town. We will examine information, such as organization charts, union contracts, schedules, job descriptions, staff rosters, annual reports, demographics, and other data. We also review basic information regarding community characteristics. It will be necessary to meet with the Town Manager and the Police Chief. The result of this effort is an analysis identifying the characteristics desirable for the position of Police Chief. 2. Schedule the Assessment Center- MMACG is prepared to begin the project immediately after the contract award and complete the Assessment Center to meet the needs of the Town. ASSESSMENT CENTER DEVELOPMENT AND ADMINISTRATION 1. Develop Assessment CenterExercises- The Assessment Center is developed based on the job analysis, and discussions with Town officials. Based on the information gathered, exercises will be developed which reflect the desired competencies. The actual content of exercises and the evaluation criteria (competencies) will be designed to meet the needs of the Town. Assessment Center exercises must be designed to test administrative, leadership, and management competencies. 2. Select Assessors - The selection of assessors is subject to the approval of Town. MMACG would select two panels of assessors. Assessors must possess professional credentials and fully understand the Assessment Center process. We would select assessors with whom we have worked previously, to ensure that assessors are appropriately trained. Assessors must have strong observation skills and meet specific professional standards. Our assessors include management personnel and police executives (police chiefs) from similar or larger size municipalities who must nothave any knowledge of the candidates for Police Chief in North Andover. Two management professionals from local government or private industry would also serve as panel members. We do not use employees of MMA Consulting Group, Inc., as assessors to avoid anypotential conflict. For example, the exercise coordinators know the 0 MMA CONSULTING GROUP, INC. 12 NORTH ANDOVER, MASSACHUSETTS names and backgrounds of candidates, but this information must not be shared with assessors, to avoid bias in the assessor evaluation process. 3. Assessment Center Guide - We develop an Assessment Center Guide and distribute it to the assessors. This guide contains the exercises, detailed schedule of activities, evaluation framework, role players' instructions, and candidate instructions. The evaluation process is described. The guide also contains the In -basket Exercise evaluation framework. 4. Assessment Center Administration - Administration of the Assessment Center requires careful preparation. The exercise coordinators, role players, and assessors must be thoroughly prepared: ► Prior to the commencement of the Assessment Center, a candidate orientation session is conducted. The exercise coordinator describes the process in detail. Questions are answered and exercises are discussed. ► Assessors (who are prepared before the Assessment Center) participate in an assessor orientation to ensure that they understand their roles and responsibilities. ► The on-site administration requires the management of time and the assessor evaluation process. ► The Assessment Center is video-taped/recorded. S. Report of Results - Results are reported to the Town. TIMETABLE FOR COMPLETION OF THE ASSESSMENT CENTER PROCESS MMACG is available to meet the Town's deadline for completion of the project. Typically, six weeks are required to organize, prepare examination materials, and complete the Assessment Center. CANDIDATE EVALUATION MMA Consulting Group, Inc., follows the Guidelines and Ethical Considerations forAssessment Center Operations, endorsed by the 34th International Congress on Assessment Center Methods (2008), when developing its candidate evaluation * MMA CONSULTING GROUP, INC. 13 NORTH ANDOVER, MASSACHUSETTS process. The candidate evaluation process must include a number of standard practices. ► A systematic process for recording candidate behavior made at the time of the exercise is required under Assessment Center guidelines. MMA Consulting Group's process includes the use of observation scales, behavioral (action taken) check lists, and handwritten notes. Guidelines and examples of appropriate actions are also provided. Exercises are video-taped/recorded. ► An integration process in which assessor observations are merged is required. This is accomplished either by a discussion to arrive at a consensus, a statistical integration technique, or a combination of these methods. ► An evaluation framework, or rating scale, is required in a process such as North Andover's. MMA Consulting Group, Inc., has three proprietary evaluation (rating) systems. We have a five -point system, a ten -point system, and an eight -point system. Each system is designed to identify the superior candidate, the well-qualified candidate, the qualified (average) candidate, the minimally qualified candidate, and the unqualified candidate. The evaluation of candidate performance is the responsibility of the panel of assessors, guided by an evaluation framework. The exercise coordinator is responsible for ensuring that the panel of assessors applies the predetermined evaluation criteria (competencies) in a fair and consistent manner. Each exercise typically includes between four and six competencies to be evaluated. Generally, the competencies (behavioral dimensions) tested in a Police Chief Assessment Center include: decision-making, leadership, communication (oral and written communication), human relations and interpersonal skills, reasoning, problem -solving, planning and administration, flexibility, persuasion/negotiation, conflict management, response to pressure, stress tolerance, administration and management, financial management, human resources management, understanding the use/application of technology, technical competence, organizational awareness, strategic thinking, and teamwork. * MMA CONSULTING GROUP, INc. 14 NORTH ANDOVER, MASSACHUSETTS APPENDIX ASSESSMENT CENTER DESCRIPTION © 2011. All rights reserved. The following materials maynot be reproduced, m whole or m part, by anyprocess, without the written permission of MMA Consulting Group, Inc. An Assessment Center is a process to test and evaluate the leadership, administrative, and management skills of executives and managers, such as a police chief or a fire chief. In an Assessment Center, candidates participate in a series of exercises and are then evaluated on their performance in each exercise, using a series of predetermined criteria, often called competencies. There are several parties present at an Assessment Center: ► Exercise coordinators- Members of MMA Consulting Group, Inc., will develop and administer the exercises and ensure fair treatment of all candidates. Candidates - The selected number of candidates will participate in the exercises and are subject to the evaluation process. ► Assessors- Assessors are those persons selected to evaluate the performance of the candidates. Each panel of assessors typically consists of two or three persons with specific professional qualifications. Town observers- Town officials maybe present to observe the Assessment Center process. The Assessment Center process and method have a long history of research and documentation to support the underlying framework. Thus, to conduct a valid Assessment Center, it is important that the consultant follow the Guidelines and Ethical Considerations for Assessment Center Operations, endorsed by the 34`h International Congress on Assessment Center Methods (2008). These guidelines define the standards which must be followed in the development of an Assessment Center. * MMA ONSULTING GROUP, INC. 15 AbRTH ANDOVER, MASSACHUSETTS EXAMPLES OF ASSESSMENT CENTER EXERCISES There are a number of possible Assessment Center exercises. The type of exercise and its complexity are a function of the position for which the Assessment Center is undertaken. The actual design of exercises depends on the competencies that are tested. An Assessment Center is likely to include some of the following exercises: ► In -basket Exercise (often a two-part exercise) ► Program Planning Exercise (two-part exercise) ► Employee Interview Exercise ► Citizen Meeting Exercise ► News Media Exercise ► Labor -Management Meeting Exercise ► Department Personnel Meeting Exercise ► Structured Oral Panel Exercise ► Situational Response Exercise ► Disciplinary Meeting Exercise ► Grievance Hearing Exercise ► Leaderless Group Exercise (assigned or unassigned roles) ► Long -Term Planning Exercise EVALUATION/RATING FRAMEWORK An evaluation framework for an Assessment Center is carefully designed. MMA Consulting Group's basic evaluation framework is designed to allow assessors to evaluate four to six competencies (skills, abilities or behavioral dimensions) for each exercise. The criteria for each exercise differ, but with some criteria overlapping from exercise to exercise. Generally, each evaluation criteria is evaluated on two or more occasions. MMA CONSULTING GkOUP, INC. 16 APPENDIX A TOWN OF NORTH ANDOVER CERTIFICATE OF NON -COLLUSION The undersigned certifies, under penalty of perjury, that this bid or proposal has been made and submitted in good faith and without collusion or fraud with any other person. As used in this certification, the word "person" shall mean natural person, business, partnership, corporation, union, committee, club or other organization, entity, or group of individuals. Authorized Signature May 2, 2011 Date APPENDIX B TOWN OF NORTH ANDOVER CERTIFICATE OF TAX COMPLIANCE Pursuant to Massachusetts General Laws, Chapter 62C, Section 49A (b), I, Mark E. Morse , authorized signatory for MMA CONSULTING GROUP, INC. (Name of Business) do hereby certify under the pains and penalties of perjury that said business has complied with all laws of the Commonwealth of Massachusetts and the Town of North Andover relative to taxes, permit or other fees, reporting of employees and contractors, and withholding and remitting child support. Signature of Author' ignatory President Title May 2, 2011 Date APPENDIX C TOWN OF NORTH ANDOVER CERTIFICATE OF VOTE At a duly authorized meeting the Board of Directors of the MMA CONSULTING GROUP, INC. held on January 18, 1995 it was VOTED, THAT Mark E. Morse President (Name) (Officer) of MMA CONSULTING GROUP, INC. be and hereby is authorized to execute contracts and bonds in the name and on behalf of said MMA Consulting Group, Inc., and affix its corporate seal hereto; and such execution of any contract or obligation in the name of behalf by MMA Consulting Group, Inc. on its such officer under seal of MMA Consulting Group, Inc. , shall be valid and binding upon MMA Consulting Group, Inc. I hereby certify that I am the clerk of the above named MMA Consulting Group, Inc. and that Mark E. Morse is the duly elected officer as above of said MMA Consulting Group, Inc. , and that the above vote has not been amended or re cinded-and remains in full force and effect as the date of this co ctI f May 2, 2011 Mark E. Morse (Date) (Clerk) APPENDIX D TOWN OF NORTH ANDOVER PRICE PROPOSAL MMA CONSULTING GROUP, INC. , doing business at: Name of Firm or individual 1330 Beacon Street Suite #349 Street Address Brookline MA 02446 617-232-2190 City or Town State Zip Code Telephone Mark E.Morse Designated Contact Person hereby proposes to develop, coordinate and conduct the Assessment Center for the position of Police Chief for the Town of North Andover as described in the Request for Quotes for the following lump sum of: $ 7,500 - $9,400* (not including a standardized written aptitude test) * Depends on number of candidates. See attachment for detail. $ To be dete.rm-ined-** (including a standardized written aptitude test) * * See a tachment fordetail. ;Signayre May 2, 2011 Date Important: Vendors must sign and include, along with the Price Proposal form, the Certificate of Non -Collusion, Certificate of Tax Compliance, and Certificate of Vote forms. EV APPENDIX D TOWN OF NORTH ANDOVER PRICE PROPOSAL (ATTACHMENT) The fixed fee for conducting the Police Chief Assessment Center, including review of the position description, review of resumes, preparation of a posting, an oral panel, and written recommendations to the Town Manager and Board of Selectmen, is as follows: NUMBER OF CANDIDATES FEE Up to four candidates $7,500 Five or six candidates $8,500 Seven or eight candidates $9,400 As an alternative, the fee for conducting an Assessment Center only (including written recommendations) is as follows: NUMBER OF CANDIDATES FEE Up to four candidates $6,700 Five or six candidates $7,100 Seven or eight candidates $7,800 The fees quoted above do not include the cost of facilities or other amenities associated with the Assessment Center. The fees include: ► Meet with the Town Manager. • Conduct field work. ► Review information relating to the department. ► Review resumes. ► Develop the Assessment Center exercises and oral interview process. ► Select assessors. (The number of panels organized will depending on the number of candidates. We typically use two panels when there are four or more candidates.) ► Administer the Assessment Center and report results. Prepare recommendations. Note: The fees do not include a written aptitude test. Tests are available commercially. It should be noted during the last 20 years we have not seen the use of a written aptitude test for a _ .ali�ef,�Ir�-e 'ef, or other command officer. Our experience includes the selection of re than 100 poli e chiefs, police superior officers, fire chiefs, and fire chief officers. May 2, 2011 "gna u Date Mark E. Morse, President/Clerk, MMA Consulting Group, Inc. Municipal Resources NON -PRICE PROPOSAL Response to RFQ for Assessment Center for Police Chief Town of No. Andover, MA May 2011 Prepared by: Municipal Resources, Inc. 120 Daniel Webster Highway Meredith, NH 03253 603-279-0352 866-501-0352 Toll Free 603-279-2548 Fax all(c�municipalresources.com www.municipairesources.com Municipal Resources TABLE OF CONTENTS Mu nicipa Resources Inc, TABLE OF CONTENTS NON -PRICE PROPOSAL Background.......................................................................... Objectives............................................................................ Required Documentation..................................................... Scopeof Services................................................................ Recruitment Assistance .......................................... Assessment Center ................................................. Optional — Standardized Written Aptitude Test ...... Timeline................................................................................ Deliverables......................................................................... QUALIFICATIONS AboutMRI............................................................. The Project Team ................................................. References............................................................ Certificate of Insurance ......................................... APPENDICES Certificate of Non -Collusion .............................................. Certificate of Tax Compliance ........................................... Certificateof Vote............................................................. Project Team Resumes ..............................:..................... References........................................................................ Certificate of Insurance (Generic) ..................................... 2 2 2 3 4 5 5 I' Municipal Resources PROPOSAL Municipa Resources Inc, 120 Daniel Webster Highway Meredith, NH 03253 Municipal Resources www.municipalresources.com NON -PRICE PROPOSAL RESPONSE TO REQUEST FOR QUOTES FOR ASSESSMENT CENTER FOR POLICE CHIEF TOWN OF NORTH ANDOVER, MA BACKGROUND tel: 603.279.0352 . fax: 603.279.2548 toll free: 866.501.0352. The Town of North Andover, MA, is inviting quotes from qualified personnel consultants to work with the Town to perform an Assessment Center for the position of Police Chief, using trained assessors, that results in a written recommendation to the Board of Selectmen and Town Manager. This position has been exempted from civil service. OBJECTIVES A. To review and update the position description and minimum qualifications for the position of Police Chief. B. To draft an internal posting for the position. C. To review and screen, along with the Town Manager or designee, all resumes/applications received. D. To conduct an Assessment Center for qualified candidates that includes five (5) exercises: i. An in -basket exercise; ii. A tactical operations exercise (incident simulation); iii. An exercise to evaluate written problem solving; iv. Labor relations/negotiations exercise; and V. Program development/budget preparation exercise. E. To conduct a structured oral interview. F. To develop a written recommendation to the Board of Selectmen and the Town Manager. REQUIRED DOCUMENTATION See Appendix A for Certificate of Non -Collusion. See Appendix B for Certificate of Tax Compliance. See Appendix C for Certificate of Vote. SCOPE OF SERVICES RECRUITMENT ASSISTANCE MRI will undertake the following activities in assisting the Board of Selectmen and the Town Manager with the recruitment process: 1. MRI will meet with the Town Manager, Board of Selectmen and other senior staff, to review the recruitment process, receive input toward developing an "Ideal Candidate Profile" against which all candidates will be screened, and discuss the desired Assessment Center exercises. At this meeting, we will also ask for help to: ➢ Identify critical organizational issues; ➢ Clarify roles, responsibilities, and expectations for the position; and ➢ Establish job success standards. 2. Establish a professional panel of MRI's public safety consultants who will review and rank candidates against the Ideal Candidate Profile. Response to RFQ: Police Chief Assessment Center Page 2 Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. May 2011 I' I Municipal Resources At the Town's option, MRI will develop, and after approval by the Town Manager, distribute a written essay questionnaire, focused on specific issues of importance to the client, to the top qualified candidates (generally 15 to 20 candidates). Candidates will have 14 days to respond. The professional panel will review and rank essay responses as they are received back. 4. After essay responses have been returned, reviewed, and ranked, at the Town's option, 2 members of the professional panel will conduct telephone interviews with the top candidates (generally 10-12 candidates), with focus on current position and reasons for leaving; career history of successes and failures; future personal and professional goals; and their understanding of best practices and contemporary professional thinking in the field. ASSESSMENT CENTER 1. MRI will design an Assessment Center to test and evaluate the leadership, administrative, interpersonal and management skills of the remaining candidates. A typical assessment center consists of several exercises, each exercise designed to measure the skills, knowledge and abilities of each candidate within the most critical dimensions required of the position. The primary consideration in developing exercises is to determine those which best identify the potential of a candidate if appointed to the position of Police Chief. The Assessment Center Examination when used as part of the selection process previously outlined in this proposal is viewed as a much better process than oral interviews and/or written examinations for determining a candidate's suitability for a position because it combines elements of both with an assessment of written communication skills, performance under pressure, and critical thinking in a real time, relative real world setting. Each job-related exercise will measure several critical skill dimensions, such as communication, planning, problem solving, administrative skills, leadership, and negotiation skills. Pursuant to the Request for Quotes, the Assessment Center will consist of the following five (5) exercises: 1. In -basket exercise 2. Tactical operations exercise (incident simulation) 3. An exercise to evaluate written problem -solving 4. A labor relations/negotiation exercise 5. A program development/budget preparation exercise Response to RFQ: Police Chief Assessment Center Page 3 Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. May 2011 (11111) Municipal Resources The exercises will be developed in consultation with the Town Manager to ensure that the candidates will be facing issues relevant to the Police Chief's position in North Andover. 2. A facilitated assessment center for up to seven (7) candidates will require two days to complete and will provide a minimum of 5 exercises and an overnight assignment for the participants. An abbreviated one -day assessment center is also a possibility. 3. The MRI project team assigned to this project would include four police management specialists with assessment center experience and an experienced facilitator. Team members are subject to final approval of the Town Manager. The team will assist with development of the exercises, administer exercises, role play in some of the exercises, participate in structured interviews, and evaluate each of the candidates. 4. Upon completion of the Assessment Center, the Town Manager will be briefed on the results and provided with recommendations of the MRI team regarding candidates advancing to the structured oral interview or interview with the Town Manager or Board of Selectmen. 5. The use, make-up and timing of a structured oral interview should be developed with specific input from the Town Manager. This interview panel can consist entirely of MRI consultants or can be comprised of community members or Town staff in combination with MRI consultants and facilitated by an MRI consultant. 6. At the conclusion of the Assessment Center and oral interview, MRI will provide the Board of Selectmen and the Town Manager with written recommendations. 7. MRI will provide an opportunity for brief follow-up interviews, if requested, with Assessment Center candidates to discuss their individual performance in the various exercises that had been measured against the performance, responses, and/or behavior deemed appropriate, satisfactory, and desirable, and to explain the rationale for assignment of their particular ranking for the exercises. OPTIONAL - STANDARDIZED WRITTEN APTITUDE TEST In addition to the Assessment Center described above, MRI will, if requested by the Town, include a standardized written aptitude test as part of the process. Response to RFQ: Police Chief Assessment Center Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. May 2011 Page 4 I' Municipal Resources TIMELINE MRI is prepared to begin work on the project upon execution of a contract and will complete the work contained in this proposal within forty-five (45) days of the project commencement date. DELIVERABLES MRI will deliver two (2) copies of the results of the Assessment Center, together with our written recommendation, to the Board of Selectmen and the Town Manager. Response to RFQ: Police Chief Assessment Center Page 5 Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. May 2011 f � I Municipal Resources QUALIFICATIONS Municipal Resources Inc. QUALIFICATIONS ABOUT MRI Municipal Resources Inc. provides quality service at an affordable price. We have the technical knowledge and practical experience that others cannot offer because we hire the best in the municipal consulting industry. This is evidenced by a high level of implementation of MRI's recommendations by its clients. Municipal Resources is capable of performing multiple projects at the same time because of the depth that we have acquired through the number of employees and affiliates we maintain. We also have the ability to draw upon a wide array of talent because of our unique business approach. Municipal Resources experiences very low turnover because of our commitment to our employees and affiliates. Our clients have come to expect Municipal Resources to provide for whatever they need and we fulfill their expectations. We strive to always meet or exceed our clients' initial expectations for quality of work and reports. Municipal Resources, Inc. was founded in 1989 by six former municipal and state government managers, with both public and private professional experience. Municipal Resources is dedicated to providing professional, technical, and management support services to municipalities and schools throughout New England. Municipal Resources operates offices in two locations in New Hampshire, one in Maine, one in Massachusetts, and one in Pennsylvania. We are registered to do business in Maine, New Hampshire, Vermont, Massachusetts, Connecticut, Rhode Island, New Jersey, New York, and Pennsylvania. Among the areas of expertise available are department assessments, organizational studies, personnel recruitment, personnel administration, collective bargaining, public safety, community and economic development, budget and finance, and general management. MRI has a particularly strong public safety group with nationally recognized expertise in police, fire, and emergency services. For this project, our consultants have years of experience leading and managing law enforcement agencies along with the challenges that confront those organizations. They have New England -wide, and in some cases, national reputations. Our market, focus and expertise, is New England based. We are intimately familiar with New England local government forms, culture, and issues and pride ourselves on our ability to deliver services appropriate to our New England clients. Response to RFQ: Police Chief Assessment Center Page 6 Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. May 2011 I' Municipal Resources THE PROJECT TEAM Our recruitment team consists of seasoned management and law enforcement professionals who have conducted and participated in numerous assessment center processes. We carefully screen and deliver only the best candidates to our clients. PRINCIPAL -IN -CHARGE Donald R. Jutton, founder and President of Municipal Resources, Inc., is a graduate of Bradford College with a BA in Urban Planning and Management and an MS in Community Economic Development from New Hampshire College. He has also done graduate work in management and administration at Harvard University. Mr. Jutton has a broad government management and operations background, having served as Manager in Meredith, Littleton, Salem, and Wakefield, New Hampshire. While maintaining a strong working knowledge of local government process and organizational planning, the primary emphasis of his work has been in the area of creative community development and pursuit of systemic change in management and delivery of core community services. Mr. Jutton's success in establishing collaborative efforts and managing very complex initiatives between public and private entities has effectively bridged frequently competing interests and has led to successful economic development activity valued at millions of dollars in many communities. He is noted for continually challenging client communities to rethink traditional approaches and explore innovative alternatives to community development and service delivery problems, emphasizing collaborations and partnerships that expand conventional thinking and extend to all corners of the community. His involvement and advocacy has lead to many unique and noteworthy operational changes including a combined Town/School budgeting and annual meeting process in Littleton, NH; shared police services between Greenville and Temple, NH; a three community economic development initiative between Lisbon, Littleton and Bethlehem, NH; a municipal/public/private Mill redevelopment partnership in Troy, NH; and a first of its kind partnership agreement between NASA's Stennis Space Center, Plymouth State University, SAU 35 and the Town of Littleton, NH. The results of his creative activities with communities have been reported in USA TODAY, Heart of NH Magazine, the Boston Globe, and numerous regional and local newspapers and journals. It is expected that Mr. Jutton will commit a minimum of 24 hours to this project. PROJECT MANAGER and PRIMARY CONTACT PERSON Alan S. Gould, Vice President and Chief Operating Officer, is a graduate of Saint Anselm College with a BS degree in Criminal Justice. He is certified as a Public Manager by the American Academy of Certified Public Managers and has completed numerous management Response to RFQ: Police Chief Assessment Center Page 7 Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. May 2011 Munil al Resources and leadership programs including the Babson Command Training Institute and the FBI's LEEDS program. He is recognized for his creativity in community policing and his leadership in promoting ethics in the law enforcement community. Mr. Gould began his public sector career with the Salem, NH, Police Department where, during 21 years, he served at all ranks of the Department. He served as Chief of Police in Rye, NH, where, upon retirement from law enforcement, he was appointed and served as Town Administrator until joining MRI in 2008. In addition to his responsibilities as MRI's Chief Operating Officer, Mr. Gould manages many of the company's projects and occasionally serves in interim municipal management roles. Mr. Gould served as the Ethics Instructor at the New Hampshire Police Academy for 15 years and has been an instructor of college courses in Criminal Code, Criminal Investigation, Report Writing, Constitutional Law, and Juvenile Delinquency. Among his many community involvements, Alan served as an initial incorporator of the Greater Salem Council Against Family Violence; a founder of New Hampshire's second "visitation center" designed to protect children from abusive parents; an initiator of Rye Senior SERVE, a non-profit organization established to help seniors remain in their homes as they age; and he continues as the Emergency Management Director in the coastal community of Rye, NH, located within the Seabrook Nuclear Power Plant's Emergency Planning Zone. It is expected that Mr. Gould will commit a minimum of 80 hours to this project. Bruce A. MacDougall obtained his Master of Science in Criminal Justice Administration from Northeastern University in Boston in 1978, and his Bachelor of Arts in American Government from Boston University in 1972. He has also attended professional training through the Federal Bureau of Investigation's Law Enforcement Executive Development Seminar Program and through the Police Executive Research Forum's Senior Management Institute for Police. He retired in 2002, after 30 years of active police service, as Chief of the Methuen, Massachusetts, Police Department, where he spent most of his law enforcement career. In Methuen, he rose through the ranks from Dispatcher to Chief. As Chief for 9 years, he was responsible for the planning, organizing, staffing, directing, and administering a department of 84 sworn officers and 16 civilian staff members, in a diverse community of 44,000 citizens, with a total department budget of seven million dollars. He has been an Instructor of Criminal Justice at Northern Essex Community College and an Instructor of Constitutional Law for the Massachusetts Criminal Justice Training Council. In addition to teaching, Chief MacDougall has been involved in a number of police and corrections consulting assignments, including being assigned as Interim Chief, conducting internal affairs investigations and management studies, completing evidence audits, accreditation reviews and preparation, as well as participation in assessment centers and executive selection teams. From 2006 through 2008, Chief MacDougall served as the Director of the Massachusetts Police Leadership Institute in Lowell, Massachusetts. He is Past President of the Essex County Chiefs of Police Association and past Vice -President of the North Eastern Massachusetts Law Enforcement Council. Response to RFQ: Police Chief Assessment Center Page 8 Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. I' I May 2011 Municipal Resources It is expected that Mr. MacDougall will commit a minimum of 32 hours to this project. Michael R. Healy recently retired after a 36 -year career in law enforcement. During the last 25 years, he has held the position of Chief or Deputy Chief in 4 different Massachusetts Police Departments. Those agencies ranged in size from as few as 20 employees to up to 135 employees. In addition to heading those police departments, he was selected by the Secretary of Public Safety to join the Executive Office of Public Safety from 1994 to 1997 to improve services within the Firearms and Inspectional Services Units. His last position was Chief of Police for the Westport, MA, Police Department where he was chosen from outside the Department in 1997 to revitalize a troubled organization. During his tenure with the Town of Westport, he initiated significant changes, which included personnel accountability and an evaluation procedure, record and case management computerization, a CAD system integrated with fleet operations and the drafting and initiating of policies and procedures. As a result of Chief Healy's grant writing skills, the Westport Police Department received over $1,000,000 in State and Federal grants. While he was Chief in Westport, the Fall River Lodge of Elks chose him Outstanding Chief of Police for the Greater Fall River and New Bedford area for 1997. Southeastern Massachusetts Mothers Against Drunk Driving selected Chief Healy as Police Chief of the Year for 2001. In addition to his duties as a police administrator, Chief Healy was a Selectman in the Town of Northborough, MA, for 9 years and Chairman for 5 of those years. He was President of the Central Massachusetts Chiefs of Police Association and a member of The Massachusetts Chiefs of Police Association Executive Board representing Bristol County. Chief Healy graduated from Northeastern University with a baccalaureate degree in 1975 and received his Master of Arts in Criminal Justice from Anna Maria College in 1996. He also completed Harvard University's Kennedy School of Government Executive Management Program, the New England Police Command Institute at Babson College, and the Federal Bureau of Investigation's Law Enforcement Executive Development Program. Chief Healy has served as a subject advisor to MRI since 2004. It is expected that Mr. Healy will commit a minimum of 32 hours to this project. Gregory C. Hanscom holds a BS in Education and an MPA, both from the University of Maine. He currently chairs the Public Safety Division & Criminal Justice Department at Southern Maine Community College. Mr. Hanscom enjoys a long and distinguished record of public service in the State of Maine. Mr. Hanscom began his professional career in law enforcement with the Portland Police department where he advanced to the position of Administrative Assistant to the Police Chief; from there he went on to become the Police Chief in Windham; and thereafter the Chief of Police in Lewiston, Maine. Following his career in law enforcement, he was appointed and served for 10 years as Maine's Assistant Secretary of Response to RFQ: Police Chief Assessment Center Page 9 Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. May 2011 (11111) Municipal Resources State/Director of the DMV where he re -engineered core services to gain efficiency, provided oversight of design and construction of a new motor vehicle building, and initiated a complete organizational realignment to improve customer service delivery. In his current role at SMCC, he is responsible to provide direction and management cooperatively with college administrators and department faculty for criminal justice programs, provide instruction in program courses, and coordinate efforts with Fire Science, Fire Training and Education, and Paramedicine Programs to plan for and deliver interdisciplinary undertakings. It is expected that Mr. Hanscom will commit a minimum of 32 hours to this project. Donald P. Bliss is the President and Chief Operating Officer of the National Infrastructure Institute Foundation (N12). He oversees the activities of the N12 Center for Infrastructure Expertise, a not-for-profit applied research group dedicated to strengthening the security and resiliency of the nation's built critical infrastructure and key resources. The Center is responsible for projects such as the Canada -U.S. Cargo Security Project, the CARVER2® Critical Infrastructure Analysis Tool, the SMART School Too ITM for multi -hazard risk assessment, and on- going work related to cargo supply chain security, maritime domain security, and U.S.-Canada cross-border emergency preparedness. The Center is a co-sponsor of the International Symposium on Tunnel Safety & Security. Bliss served as the New Hampshire State Fire Marshal from August 1992 until November 2003. As state fire marshal, Bliss oversaw fire investigations and the enforcement of the state's fire and building codes. In addition, he administered the state's modular building program, the statewide fire incident reporting system and coordinated the state's response to hazardous materials incidents. In the wake of the tragic events of September 11, 2001, Bliss took over responsibility for New Hampshire's emergency management and homeland security efforts. He chaired the Governor's Commission on Preparedness and Security, and transitioned the Governor's Office of Emergency Management to the newly formed Division of Fire Safety & Emergency Management within the NH Department of Safety. He also served as homeland security advisor to both Governor Jeanne Shaheen and Governor Craig Benson. From 1983 to 1992, Bliss served as the fire chief in Salem, New Hampshire. From 1989 to 1992, he served as both fire chief and the town's emergency management director. In 1990, Bliss served as interim town manager for nine months. From 1980 to 1983, Bliss served as the director of the University of Connecticut Fire Department and as fire marshal for the University of Connecticut system. He began his career with the Durham - UNH Fire Department in 1970, rising from call firefighter to fire marshal/deputy chief. Bliss has served in leadership roles in numerous professional organizations, including National Association of State Fire Marshals, the National Fire Protection Association, and the New Hampshire Association of Fire Chiefs. He is a past president of the New Hampshire Association of Fire Chiefs and a former chair of the New Hampshire Emergency Medical Services Coordinating Board. He served as President of the National Association of State Fire Marshals and chair of the association's Consumer Product Safety Task Force. Bliss chaired the National Response to RFQ: Police Chief Assessment Center Page 10 Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. May 2011 I' Municipal Resources Fire Protection Association's (NFPA) Uniform Fire Prevention Code Technical Committee and served two terms on the NFPA board of directors. He chaired the National Electrical Code (NEC) panel on homeland security and mission critical facilities and currently chairs NEC Code Making Panel 13 (emergency systems). He also serves on the NFPA Technical Committee on Emergency Management and Business Continuity. He is an adjunct professor in the Master of Public Administration program at the University of New Hampshire and currently serves as the chair of the New Hampshire Building Code Review Board and as a governor's appointee to the New Hampshire School Building Authority. Bliss is a subject matter expert on critical infrastructure protection with the Mobile Education Team of the U.S. Naval Postgraduate School. Bliss received a Bachelor of Arts in political science from the University of New Hampshire in 1973 and he received a Master of Public Administration degree, also from the University of New Hampshire, in 1979. He has completed numerous courses at the National Fire Academy in Emmitsburg, Maryland. It is expected that as the on-site assessment center facilitator, Mr. Bliss will commit a minimum of 20 hours to this project. Resumes for all Team Members can be found at Appendix D. REFERENCES MRI has conducted recruitments and assessment centers for the position of police chief in several Massachusetts communities, including East Longmeadow, Millville, Manchester -by -the - Sea, and Hubbardston. Our most recent police chief recruitment and assessment center was for the Town of Dartmouth. MRI has provided trained assessors and completed at least nineteen (19) comprehensive assessment centers for police chief and fire chief positions in Massachusetts. See Appendix E for a list of similar projects. CERTIFICATE OF INSURANCE Municipal Resources has in force and effect general commercial liability and errors and omissions insurance coverage to protect the Client from accidents which MRI or its authorized representatives may cause to persons or property or from professional errors or omissions when performing under this agreement. If awarded a contract, and if requested by the Client, Municipal Resources will provide the Client with a Certificate of Liability Insurance. See Appendix F for a generic Certificate of Liability Insurance. Response to RFQ: Police Chief Assessment Center Page 11 Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. May 2011 I � I Municipal Resources Respectfully submitted, MUNICIPAL RESOURCES, INC. B a Y• Y - Alan S. Gould, Vice President 120 Daniel Webster Highway Meredith, NH 03253 (603) 279-0352, x-304 (866) 501-0352, x-304 TOLL FREE (603) 279-2548 FAX (603) 765-5998 CELL agould municipalresources.com Date: T Response to RFQ: Police Chief Assessment Center Page 12 Town of North Andover, Massachusetts Prepared by Municipal Resources, Inc. May 2011 I � I Municipal Resources APPENDIXA Mu nicip Resources APPENDIX A TOWN OF NORTH ANDOVER CERTIFICATE OF NON -COLLUSION The undersigned certifies, under penalty of perjury, that this bid or proposal has been made and submitted in good faith and without collusion or fraud with any other person. As used in this certification, the word 'person" shall mean natural person, business, partnership, corporation, union, committee, club or other organization, entity, or group of individuals. C_. Name of Business Authorized Signat Date 5 APPENDIXB Mu111cipa. Resources 111c, APPENDIX B TOWN OF NORTH ANDOVER CERTIFICATE OF TAX COMPLIANCE Pursuant to Massachusetts General Laws, Chapter 62C, Section 49A (b), I,� &-) 6, C0ass d , V I cs� Prtt�_, authorized signatory for ( )n i Gi Qc:—Di j�3��� tom_ ��1 L (Name of Business) do hereby certify under the pains and penalties of perjury that said business has complied with all laws of the Commonwealth of Massachusetts and the Town of North Andover relative to taxes, permit or other fees, reporting of employees and contractors, and withholding and remitting child support. In Signature of Authorized Signatory �cx�1Cl Title Date no APPENDIX C Municip1 Resources 111c, 120 Daniel Webster Highway Meredith, NH 03253 Municipal Resources www.municipalresources.com CERTIFICATE OF VOTE (Corporation Only) tel: 603.279.0352 . fax: 603.279.2548 At a duly authorized meeting of the Board of Directors of MUNICIPAL toll free: 866.501.0352 RESOURCES, INC. held on September 10, 2009, it was VOTED THAT Alan S. Gould, Vice President of the Company, be and hereby is authorized to execute contracts and proposals in the name of and on behalf of said company, and affix its corporate seal hereto; and such execution of any contract or proposal in this company's name on its behalf by such Vice President under seal of the company, shall be valid and binding upon this company. I hereby certify that I am the secretary of the above named corporation and that Alan S. Gould is the duly elected officer as above of said company, and that the above vote has not been amended or rescinded and remains in full force and effect as of the date of this contract. Dat CORPORATE SEAL oseph A Lessard, Jr., ecretary APPENDIXD Municipa Resources 111c, Resume Donald R. Jutton Municipal Resources Inc. 120 Daniel Webster Highway Meredith, New Hampshire 03253 (603) 279-0352, x-305 (603) 279-2548 FAX Summary Over twenty - five years in responsible public and private sector organizational and management positions. Twofold focus has been on local government management and operations and on planning and economic development activity. Demonstrated capacity in structuring and managing highly complex and complicated projects and organizations. Extensive experience and recognized expertise in privatization and alternative service delivery approaches for local governments. Strong skills in public participation and consensus building. Broad and diverse experience working and coordinating activities with boards and committees, government agencies, attorneys, consultants, regulatory agencies, financial institutions, neighborhood groups, media, and legislative bodies. Professional Experience Municipal Resources, Inc. Meredith, NH President 1989 - present President of a general services government consulting group consisting of twenty four full and part time consultants engaged in providing professional, technical and management support services to units of government, school districts and community based non-profit organizations throughout New England. Typical project activities include departmental operational performance audits; development of reorganization plans; preparation of economic development strategies; special project initiation and management; and provision of long term contracted management & planning services. Regularly serve as principal -in -charge or project manager for consulting engagements where significant experience with public participation and group facilitation is required. Direct project activity is generally in areas with emphasis on management, planning, economic development, privatization and related alternative service delivery approaches for government. Extensive experience and recognized expertise in privatization and alternative service delivery approaches for local governments. Municipal Resources DRJ/Kimball Chase Company Inc. Vice-president/General Manager 1984-1989 Principal and chief operations officer - primary responsibilities included management, business development and project support for Portsmouth NH based civil engineering / development services company. DRJ/Kimball Chase was a full service company, providing survey, planning and site development engineering to private sector clients and environmental engineering services to municipal clients throughout northern New England. By 1988, the company had opened branch offices in Maine & Massachusetts. Company was purchased by a New York investment group in 1989 which resulted in ownership buyout. Town of Salem, NH Town Manager 1978-1984 As Town Manager, was involved in a broad range of administrative managerial and supervisory activities on behalf of the Town. Salem, a community of approximately 30,000, had experienced tremendous growth over the preceding 15 years, placing tremendous burdens on its infrastructure and service delivery network. Accomplishments included a complete departmental reorganization; a department of Public Works was created; comprehensive regional contracts were initiated and finalized which resolved both solid waste and wastewater disposal crises for the long term; the Town acquired ownership to all surface waters within its boundaries; labor relations were significantly improved; and staffing levels were actually reduced more than 15% through the introduction of improved technology and departmental restructuring. Town of Meredith, NH Town Manager 1975-1978 Meredith is a relatively small tourist based community located in the NH Lakes Region. Town Manager, responsibilities included personnel supervision, budget preparation and management, departmental oversight and Town office administration, plus frequent hands on involvement in the day to day activities of the major operating departments. Accomplishment included close-out of a hazardous waste disposal site ( asbestos); introduction of compute based financial and tax record systems; construction of a refuse to energy incineration facility; finalized negotiations to include the community in a regional wastewater collection and treatment facility. IIIII Municipal Resources Town of Salem, NH Assistant Town Manager 1971-1975 Responsibilities included: personnel administration, budget preparation and compliance monitoring grantsmanship, policy development, and provision of staff support to the Town Manager, Board of Selectmen and other boards and committees. Education MS - Community & Economic Development New Hampshire College Manchester, New Hampshire BA - Urban Management and Planning Bradford College Bradford, Massachusetts Supplemental Education & Training in: • Strategic Planning • Dispute Resolution • Project Management • Organizational Theory I' Municipal Resources ALAN S. GOULD SUMMARY OF QUALIFICATIONS: • Extensive municipal management and law enforcement experience • Strong background in positions of leadership and management • Proven community/civic team builder • Certified Public Manager CAREER HIGHLIGHTS: Municipal Resources, Inc.- Vice President, Chief Operating Officer Town Administrator Rye, NH Emergency Management Director Rye, NH Police Chief Rye, NH Salem, NH Police Department- All Department ranks Adjunct Instructor- NH Police Standards and Training Council Adjunct Instructor- Hesser College COMMUNITY INVOLVEMENT: Past President Rye NH Lions Club Founding Member/Incorporator- Rye Senior SERVE [501(c) (3)] Founding Member/Incorporator- Gr. Salem Council Against Family Violence [501 (c) (3)] EDUCATIONAL HIGHLIGHTS: Bachelor of Science- Criminal Justice St. Anselm College, Goffstown, NH Certified Public Manager Program New Hampshire Department of Education and Training Law Enforcement Executive Development Program (LEEDS) Department of Justice- Federal Bureau of Investigation Command Training Institute Babson College, Wellesley, MA New Hampshire Police Academy New Hampshire Police Standards & Training Council ASSOCIATIONS/AFFILIATIONS: NH Municipal Managers Association International Association of Chiefs of Police (IACP) FBI Law Enforcement Executive Development Association (LEEDA) I' I Municipal Resources BRUCE A. MACDOUGALL Profile A highly successful law enforcement professional with proven management and organizational skills. Thirty-year career in large municipal public safety organizations. Experienced chief executive officer and chief operations officer skilled in the resolution of complex problems, and developing effective teams to accomplish community -wide safety and order maintenance goals. Experience Public Safety Consultant, 2002 to Present Municipal Resources, Inc., Meredith, NH MacDougall Management, Methuen, MA Providing a full range of public safety consulting services including: interim police department management, administrative, internal affairs, and background investigations, assessment center participation, department assessments, chief recruitment assistance, evidence audits, as well as police and correctional accreditation preparation. Director, Massachusetts Police Leadership Institute, 2006 to 2008 Responsible for recruitment of police manager attendees and nationally recognized instructors, as well as the coordination of the vendors needed to deliver this highly respected training program in Lowell, Massachusetts. Chief of Police, 1995 to 2002, Police Department, Methuen, MA Chief Executive Officer of a municipal police department with responsibility to deliver an expanding number of high-quality police services to a diverse community of 44,000 citizens with a land mass of 23 square miles. Included the command of 84 sworn officers and a civilian staff of 16. Annual Budget, including grants, approached $7,000,000. Commander of Field Operations, (Captain)1985 to 1995 Methuen Police Chief Operating Officer for police department with day-to-day and major incident operational responsibilities for patrol, investigatory, and administrative elements as well as a number of adjunct specialists and functions. Significant experience in planning and coordinating department wide initiatives and policy development. Heavy involvement with budget creation and administration. Assumed duties of Chief of Police in the Chiefs absence including a 15 -month appointment as Temporary Chief of Police. (11) Municipal Resources Patrol Supervisor, (Sergeant)1982 to 1985 Methuen Police First line supervisor for a platoon of uniformed patrol officers. Responsible for maximizing the effectiveness of officers through monitoring, coordination, training, and evaluation. Implemented department Rules and Regulations as well as Policies and Procedures. Introduced progressive police practices and supervised large numbers of officers at emergencies and major incidents. Police Officer, 1978 to 1982 Methuen Police Prevented and detected unlawful activity. Arbitrated human conflict. Utilized crises intervention techniques. Conducted criminal and accident investigations and acted as a liaison with various social and governmental agencies. Initiated Police Explorer Post. Acted as department stress officer and field training officer. Police Dispatcher, 1976 to 1978, Methuen Police Received and transmitted communications from various sources. Routed requests for services and messages to proper destination. Maintained accurate documentation of crimes, accidents, and incidents. Provided radio and administrative assistance to field units. Acted as central communications hub in the service delivery process. Reserve Police Officer, 1975 to 1978, Methuen Police Delivered municipal police services on an as needed basis. Provisional Police Officer, 1972 to 1975, Wakefield, MA Police Full time police officer in a suburban setting North of Boston. Employed various patrol techniques to prevent and identify criminal and antisocial behavior, maintain the peace, and investigate various crimes and incidents. Special Police Officer, Summer 1971, Barnstable, MA Police Summer Special assigned on a full time basis to a walking route to provide police presence and services in a resort community. Education NORTHEASTERN UNIVERSITY, BOSTON, MASSACHUSETTS Master of Science in Criminal Justice Administration, 1978 BOSTON UNIVERSITY, BOSTON, MASSACHUSETTS Bachelor of Arts in American Government, 1972 Municipal Resources Professional Training FEDERAL BUREAU OF INVESTIGATION WALTHAM, MASSACHUSETTS Law Enforcement Executive Development Program, 1998 POLICE EXECUTIVE RESEARCH FORUM ANDOVER, MASSACHUSETTS Senior Management Institute for Police, 1993 Memberships, Teaching, Community Service, Awards • Essex County Chiefs of Police Association, Past President • North East Massachusetts Law Enforcement Council, Past Vice -President • Massachusetts Chiefs of Police Association • International Chiefs of Police Association • American Society of Industrial Security • Boy Scouts of America, Yankee Clipper Council, Past District Chairman • Trauma Intervention Program, Founding Board of Directors • Greater Lawrence Mental Health Center, Past President • Lawrence Boys and Girls Clubs, Inc. Board of Directors • Northern Essex Community College, Criminal Justice Program Advisory Committee • Person of the Year Award, 1991, Methuen Board of Trade Methuen, MA • Town Wide Capital Improvement and Construction Committee, Methuen, MA • Instructor of Criminal Justice, Northern Essex Community College • Instructor of Constitutional Law, Massachusetts Criminal Justice Training Council • Holy Family Hospital Men's Guild • Saint Monica Parish School Committee • Appreciation Award, United American Muslim Association, 2002 • Creative Living, Inc., President • Lutheran Community Services -Creative Living, Inc, Chairman I' I Municipal Resources MICHAEL R. HEALY EDUCATION Anna Maria College Masters Degree - Criminal Justice 5/95 Northeastern University Baccalaureate Degree - Criminal Justice 5/75 Harvard University Kennedy School of Government Executive Management Program — 05/95 Anna Maria College Masters Business Administration - Enrolled EMPLOYMENT 1997— 2002 CHIEF OF POLICE - Westport, MA Westport is a community with a police department comprised of 40 full-time and 30 part-time employees. My appointment in 1997 was the first time the town hired a police chief from outside the community. I was chosen by the Board of Selectmen and given the responsibility to improve the standards of a dysfunctional department. Some of my duties were to investigate improper and illegal activity by members of the department, improve the poor community image the department had, develop department Policy & Procedure and Rules & Regulations, foster a community/police relationship, establish employee accountability and bring the department up to professional standards that it lacked. 1994-1997 DIRECTOR, FIREARMS RECORD BUREAU Department of Public Safety Commonwealth of Massachusetts Responsible for supervising and enforcing firearms regulations throughout the Commonwealth of Massachusetts on behalf of the Criminal History Systems Board and the Colonel of the State Police. My supervisory responsibility with the Commonwealth varied from 20 to 60 employees. 1987-1994 CHIEF OF POLICE - Hubbardston, MA Hubbardston is a community with a police department comprised of 20 employees. It is the responsibility of the Chief of Police to coordinate the police department to work with other town departments to address community concerns and public safety issues. Set professional standards and work ethics for all police personnel, which re-established integrity in the department and brought back community trust in their police officers. Instituted a positive community policing program which involved community/police interaction through education, exposure, police advisory participation and shared responsibility. • Formulated and coordinated a successful nine community Regional Drug Task Force. Authored the grant that allowed partial funding for the program. Initiated and implemented a strong ongoing working relationship with regional school administration and students. Established standardized measurable employee evaluation procedures that improved emplo(1111) productivity while soliciting staff input in goal and objective planning and attainment. Municipal Resources Michael R. Healy Page Two 1984-1987 DIRECTOR OF SECURITY Berklee College of Music, Boston, MA Coordinated all security within the college community with a staff of 40 while maintaining close interaction and involvement with faculty, staff and students. • Established standards for hiring and training security personnel. • Authored a security personnel rules and regulations manual still utilized today. • Initiated and prepared a student safety handbook. • Developed a security incident response plan. 1982-1984 DEPUTY CHIEF OF POLICE Boston Housing Authority, Boston, MA Responsible for the day-to-day operation of a department consisting of 130 sworn and non -sworn personnel in a diverse multi -cultural community. • Budget planning, preparation and implementation ($4 million plus). • Supervised and reviewed all internal affairs investigations. Disciplinary hearings officer. • Coordinated the preparation of an operations policy and procedures manual and rules and regulations guideline. • Implemented a community service committee through public safety/elder services division. 1978-1982 CHIEF OF POLICE Worcester Housing Authority, Worcester, MA Responsible for the day-to-day operation of all police activity in a diverse multi -cultural environment. Supervised a department of 25 sworn and non -sworn employees with an annual budget in excess of $650,000. 1966-1978 POLICE OFFICER - Miami Beach, Florida and Northborough, Ashland, and Hopkinton, MA. Duties included uniform patrol, Detective, Narcotics, etc. Municipal Resources Michael R. Healy AFFILIATIONS 1978 - Present Massachusetts Chiefs of Police Association 1987-2002 Training and Education Committee (Chairman 1993) 1988 — Present Jimmy Fund Committee 1991-1994 Liaison to Massachusetts DARE Association 1999,2000,2002 Executive Board 1996 — Present Firearms Committee 1997 — Present Technology Committee 1979 - Present Central Massachusetts Chiefs of Police Association 1993-1994 President 1990-1994 District Attorney Liaison 1990-1995 Training and Education Committee Page Three 1997 - Present Southeastern Massachusetts Chiefs of Police Association 1999, 2000, 2002, 2003 Bristol County Representative to Massachusetts Chiefs of Police Executive Board 2000 —2001 Attorney Generals Police Chiefs Advisory Board 1999- present Technology Committee 1978 - Present International Association of Chiefs of Police 1978 - Present New England Association of Chiefs of Police 1997 Awarded Outstanding Police Chief of the Year for the South Coast by the Fall River Elks 2000 Community leadership award as Chief of the Year for Bristol, Norfolk and Plymouth Counties. Presented by MADD. 2001 Recognized by the Superintendent of Schools and Westport School Committee for community leadership and team management cooperation. 2000, 2001 and 2002 Nominated Westport Man of the Year to the Standard Times newspaper in New Bedford I' Municipal Resources GREGORY C. HANSCOM PROFESSONIAL SUMMARY Extensive leadership experience developing the potential of organizations through vision and goal setting, team and cooperative relationships development, strong management practices, and fiscal responsibility. PROFESSIONAL EXPERIENCE SOUTHERN MAINE COMMUNITY COLLEGE Chair, Public Safety Division and Criminal Justice Department, August 2004 - present Provide direction and management cooperatively with college administrators and department faculty for criminal justice programs. Provide instruction in program courses. Collaborate with Fire Science, Fire Training and Education, and Paramedicine Programs to plan for and deliver interdisciplinary undertakings. JUSTICE PLANNING AND MANAGEMENT ASSOCIATES, INC. Vice President, Customer Relations, February 2003 — July 2004 Responsible for the overall development of positive relationships with public safety leaders. Service delivery includes Internet -based training and consultation services to organizations to enhance their effectiveness and efficiency. Direction to product managers for initial sales, service implementation, and ongoing customer service and satisfaction is provided. CORPORATE INTELLIGENCE, INC. Co -principle, February 2001— February 2003 Shared responsibilities for business development, case management, and information recovery activities for a variety of clients who receive a broad level of investigative and problem resolution services. GLOBAL SECURITY SERVICES, INC. Director, Customer Services, October 1998 — February 2001 Responsible for business development activities for a rapidly growing five-year-old security services company. Activities include: Initial customer contact Proposal development Defining service requirements for new accounts • Work cooperatively with Operations Division responding to customer service needs Manage contract re -negotiations Municipal Resources GREGORY C. HANSCOM page two MAINE DEPARTMENT OF THE SECRETARY OF STATE Deputy Secretary of State, March 1989 - October 1998 Director of the Maine Bureau of Motor Vehicles, with a yearly budget of $100 million and 400 employees, a broad range of services and regulatory activities are provided to Maine citizens and roadway users. Responsibilities and accomplishments include: Re-engineer core services to gain efficiency Effective relationships with legislators, public and private sector groups and businesses Provided oversight of design and construction of new motor vehicle building • Organizational realignment to improve customer service delivery LEWISTON, MAINE POLICE DEPARTMENT Chief of Police, August 1984 - March 1989 Directed all aspects of Maine's second largest municipal police department with 96 employees and a $2.3 million yearly budget. Accomplishments include: • Complete departmental reorganization and modernization • Revitalization of supervisory staff, human resource management and program development • Strengthened ties and improved relationships with the community • Member of building committee responsible for design and construction of new police facility WINDHAM, MAINE POLICE DEPARTMENT Chief of Police, September 1976 - August 1984 Planned, implemented and developed the first full-time police department and public safety dispatch in a rapidly growing community of 11,000 people MAINE CRIMINAL JUSTICE PLANNING AND ASSISTANCE AGENCY Police Coordinator, November 1975 - September 1976 Responsible for annual statewide planning and grant administration activities funded through federal block grants PORTLAND, MAINE POLICE DEPARTMENT Administrative Assistant to the Chief of Police, September 1972 - November 1975 Responsible for staff support to Chief of Police for a department with 170 employees and a $4 million yearly budget Provided significant support during construction of Portland's new police facility Municipal Resources GREGORY C. HANSCOM EDUCATION University of Maine Master of Public Administration, 1972 University of Maine Bachelor of Science in Education, 1970 TEACHING EXPERIENCE Southern Maine Technical College, Adjunct Instructor Maine Criminal Justice Academy, provide instruction on organizational development Background Investigation Seminars PROFESSIONAL AFFILIATIONS Maine Chiefs of Police Association, Life Member American Association of Motor Vehicle Administrators, Arlington, VA, 1989 -1998 Member of Board of Directors and Treasurer Past President, North Atlantic Region, 1995 International Registration Plan, Inc., 1993 -1998 Member of Board of Directors and Chair, 1997 Dispute Resolution Committee, Chair Lewiston Mill Redevelopment Corporation, Board of Directors Rotary International page three I' I Municipal Resources Donald P. Bliss is the President and Chief Operating Officer of the National Infrastructure Institute Foundation (N12). He oversees the activities of the N12 Center for Infrastructure Expertise, a not-for-profit applied research group dedicated to strengthening the security and resiliency of the nation's built critical infrastructure and key resources. The Center is responsible for projects such as the Canada -U.S. Cargo Security Project, the CARVER2® Critical Infrastructure Analysis Tool, the SMART School ToolTM for multi -hazard risk assessment, and on- going work related to cargo supply chain security, maritime domain security, and U.S.-Canada cross-border emergency preparedness. The Center is a co-sponsor of the International Symposium on Tunnel Safety & Security. Bliss served as the New Hampshire State Fire Marshal from August 1992 until November 2003. As state fire marshal, Bliss oversaw fire investigations and the enforcement of the state's fire and building codes. In addition, he administered the state's modular building program, the statewide fire incident reporting system and coordinated the state's response to hazardous materials incidents. In the wake of the tragic events of September 11, 2001, Bliss took over responsibility for New Hampshire's emergency management and homeland security efforts. He chaired the Governor's Commission on Preparedness and Security, and transitioned the Governor's Office of Emergency Management to the newly formed Division of Fire Safety & Emergency Management within the NH Department of Safety. He also served as homeland security advisor to both Governor Jeanne Shaheen and Governor Craig Benson. From 1983 to 1992, Bliss served as the fire chief in Salem, New Hampshire. From 1989 to 1992, he served as both fire chief and the town's emergency management director. In 1990, Bliss served as interim town manager for nine months. From 1980 to 1983, Bliss served as the director of the University of Connecticut Fire Department and as fire marshal for the University of Connecticut system. He began his career with the Durham - UNH Fire Department in 1970, rising from call firefighter to fire marshal/deputy chief. Bliss has served in leadership roles in numerous professional organizations, including National Association of State Fire Marshals, the National Fire Protection Association, and the New Hampshire Association of Fire Chiefs. He is a past president of the New Hampshire Association of Fire Chiefs and a former chair of the New Hampshire Emergency Medical Services Coordinating Board. He served as President of the National Association of State Fire Marshals and chair of the association's Consumer Product Safety Task Force. Bliss chaired the National Fire Protection Association's (NFPA) Uniform Fire Prevention Code Technical Committee and served two terms on the NFPA board of directors. He chaired the National Electrical Code (NEC) panel on homeland security and mission critical facilities and currently chairs NEC Code Making Panel 13 (emergency systems). He also serves on the NFPA Technical Committee on Emergency Management and Business Continuity. He is an adjunct professor in the Master of Public Administration program at the University of New Hampshire and currently serves as the chair of the New Hampshire Building Code Review Board and as a governor's appointee to the New Hampshire School Building Authority. Bliss is a subject matter expert on critical infrastructure protection with the Mobile Education Team of the U.S. Naval Postgraduate School. Bliss received a Bachelor of Arts in political science from the University of New Hampshire in 1973 and he received a Master of Public Administration degree, also from the University of New Hampshire, in 1979. He has completed numerous courses at the National Fire Academy in Emmitsburg, Maryland. (11111) Municipal Resources APPENDIXE APPENDIX E MASSACHUSETTS PUBLIC SAFETY RECRUITMENTS AND ASSESSMENT CENTERS Dartmouth, MA Executive Administrator Police Chief David Cressman, Executive Adm. 400 Slocum Road Dartmouth, MA 02747 (508)910-1820 Hubbardston, MA Police Chief Trudy O'Connell, Town Administrator PO Box 206 Hubbardston, MA 01452-0206 Telephone: (978) 928-1403 Manchester -by -the -Sea, MA Police Chief Wayne Melville, Town Administrator 10 Central Street Manchester -by -the -Sea, MA 01944 (978)526-2000 Millville, MA Police Chief Assessment Center Helen M. Coffin, Executive Secretary Town of Millville PO Box 703 Millville, MA 01529 (508)883-1186 Andover, MA Fire Chief Reginald "Buzz" Stapczynski Town Manager 36 Bartlet Street Andover, MA 01810 (978) 623-8225 Avon, MA Organizational Assessment & Interim Fire Chief Fire Chief Recruitment Board of Selectmen 65 East Main Street Avon, MA 02322 (508) 588-0414 Barnstable, MA Deputy Fire Chief Recruitment Fire Lt. Assessment Center Fire Chief Robert Crosby Barnstable Fire Department 367 Main Street Hyannis, MA 02601 (508) 862-4000 Cotuit, MA Fire Lt. Assessment Center Fire Chief Christopher Olsen Cotuit Fire Rescue P.O. Box 1632 Cotuit, MA 02635 (508) 428-2210 Easthampton, MA Deputy Fire Chief Assessment Center Kevin Croake, Fire Chief Easthampton Fire Department 32 Payson Avenue Easthampton, MA 01027 (413) 527-4200 East Longmeadow, MA East Longmeadow, MA Fire Chief Assessment Center Nick Breault, Executive Secretary 60 Center Square East Longmeadow, MA 01028 (413) 525-5400 I' I Municipal Resources Greenfield, MA Deputy Fire Chief Assess. Ctr. Christine Forgey, Mayor 14 Court Square Greenfield, MA 01301 Orange, MA Firefighter Assessment Center Dennis M. Annear, Chief Orange Fire Department 18 Water Street Orange, MA 01364 (978)544-3145 South Hadley, MA EMS Assessment Fire Chief Recruitment -District One Firefighter Assessment Center -District One Fire Lt. Assessment - District Two Firefighter Assessment Center -District Two Patricia A. Vinchesi Town Administrator 600 Chief Justice Cushing Way Scituate, MA 02066 (781) 545-8741 David O'Keefe Fire Chief, District Two (413) 534-5803 Wellesley, MA Fire Chief Recruitment Hans Larsen Executive Director Town of Wellesley 525 Washington Street Wellesley, MA 02482 (781) 431-1019 Weston, MA Fire Chief Recruitment Donna S. VanderClock Town Manager Town of Weston PO Box 378 Weston, MA 02493 (781) 893-7320 Wilbraham, MA Shift Commander Assessment Fire Chief Recruitment Francis Nothe, Fire Chief Wilbraham Fire Department 2770 Boston Road Wilbraham, MA 01095 (413) 596-3122 Yarmouth, MA Fire EMS Exam Fire Lieutenant Promo Exam Fire Captain Assessment Ctr. Deputy Chief Assessment Ctr. Fire Lt. Assessment Ctr. Michael Walker, Fire Chief Yarmouth Fire Department 96 Old Main Street So. Yarmouth, MA 02664 (508) 398-2212 I' Municipal Resources ADDITIONAL PUBLIC SAFETY RECRUITMENTS AND ASSESSMENT CENTERS Hudson, NH Stratham, NH Police Chief Assessment Center Police Chief Recruitment Stephen Malizia, Town Adm. Paul Deschaine 12 School Street Town Administrator Hudson, NH 03051 Town of Stratham (603) 886-6024 10 Bunker Hill Ave. Newbury, NH Stratham, NH 03885 Organizational Assessment & (603) 772-7391 Madison, NH Police Chief Recruitment Board of Selectmen Villanova University PO Box 248 Public Safety Director Recruitment & Madison, NH 03849 Interim Director Services (603) 367-4332 Kenneth Valosky, Vice President Finance and Administration Villanova University Newbury, NH The American College Organizational Assessment & Huebner Hall Police Chief Recruitment 270 So. Bryn Mawr Avenue Dennis Pavlicek, Town Adm. Bryn Mawr, PA 19010 PO Box 296 (610) 519-4532 Newbury, NH 03255 (603) 763-4940 Wolfeboro, NH Police Chief Recruitment David Owen, Town Manager PO Box 629 Wolfeboro, NH 03894 (603) 569-8161 I' I Municipal Resources APPENDIX F Municipal Resources 111 C, ACURD CERTIFICATE OF LIABILITY INSURANCE DATE(MMIDDIYYYY) 02/01/2011 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER Insurance Agency, Inc. Three Wall Street Windham, NH 03087 -CONTACT NAME: _ .432.3666 -,---32.--6_...0_76 aLakeside .......__.__ ADORRESS: CUSTOMPRODUCER US MER ID q: ...,-�__..__.. INSURER(S) AFFORDING COVERAGE NAIC p INSURED Municipal Resources, Inc. INSURER A! Massachusetts Bay 22306 INSURER 8: Hanover Ins Co _ 12229 . 2 -- INSURER C: Houston Casualty Co. 120 Daniel Webster Highway INSURER Meredith, NH 03253 INSURER E: y` INSURER F: _ REMISES DAMAGE TO RENTED I S 300,000 REMISES (Ea occurrence w�lvly-N.vm rM-Aelm [ r.v =111: a u., 1 aim: IN o W�fillllur. 11411 .1 WA r.rn-Ac 11111, i•n At -1" THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN. THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. _ --- - - - INSR - LTR : TYPE OF INSURANCE ADDL INSR - W POLICY NUMBER POLICY EFF MM/DO/YYYY POLICY EXP MMIDD/YYYY LIMITS GENERALLIABILITY ODV8197631050110612011 01/06/2012 EACH OCCURRENCE S 1,000,000 — X COMMERCIAL GENERAL LIABILITY IM _ REMISES DAMAGE TO RENTED I S 300,000 REMISES (Ea occurrence -` CLAIMS -MADE X I OCCUR MED EXP (Any one person) $ S,000 A I PERSONAL & ADV INJURY I S 1,000,000 GENERAL AGGREGATE b 2,000,000 PRODUCTS - COMPIOP AGG S 2,000,000 I GEN'L AGGREGATE LIMIT APPLIES PER: POLICY jE O LOC AUTOMOBILE LIABILITY -X AHV804150105 06/01/2010 06/01/2011 COMBINED SINGLE LIMIT (Ea acadenq I $ 1,000,000 ANY AUTO --� BODILY INJURY (Per person) $ _ ALL OWNED AUTOS�. ...... - I BODILY INJURY (Per accident) j S B ! SCHEDULED AUTOS I PROPERTY DAMAGE I S HIRED AUTOS I I (Per accident)-._.-..-.-_. �...............----- ._ ._ ...- - r- ��NON -OWNED AUTOS I I S { I$ UMBRELLA LIAR X . OCCUR ODV819763105 0110612011 01/06/2012 EACH OCCURRENCE ;$ 1,000,000 EXCESS LIARCLAIMS-MADE :—. AGGREGATE � S 1,000,000 A ___1 I---.. ! DEDUCTIBLE S + --------__....... ---- r-- X RETENTION 3 is WORKERS COMPENSATION WDV81986010G " 01/26/2011 01126/2012 X I WC S7ATU- ' OTH. TORY LIMITS ! AND EMPLOYERS' LIABILITY Y / N ANY PROPRIETOR/PARTNER/EXECUTIVE(� E L EACH ACCIDENT ' S 1,000,000 A OFFICERIMEMBER EXCLUDED? i� (Mandatory in NH) NIA r-- -----_-___ _ E L DISEASE - EA EMPLOYEE, S 1,000,000 r--- -- -------_----- It yes• describe under DESCRIPTION OF OPERATIONS below I j E L DISEASE - POLICY LIMIT S 1,000,000 H7101870 06I12I2010 06112!2011' C I DESCRIPTION OF OPERATIONS / LOCATIONS I VEHICLES (Attach ACORD 101, Additional Remarks Schedule, if more space is required) Issued as Evidence of Insurance on behalf of the Named Insured during the policy period. C Statutory coverage is provided for the State of New Hampshire. Executive Officers, Donald Jutton nd Joseph Lessard are excluded from WC coverage. CERTIFICATE HOLDER CANCELLATION *******FOR INFORMATION ONLY******** SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE A- n Duvall/PAULI C 1988-2009 ACORD CORPORATION. All rights reserved. ACORD 25 (2009/09) The ACORD name and logo are registered marks of ACORD PRICE PROPOSAL Response to RFQ for Assessment Center for Police Chief Town of No. Andover, MA May 2011 Prepared by: Municipal Resources, Inc. 120 Daniel Webster Highway Meredith, NH 03253 603-279-0352 866-501-0352 Toll Free 603-279-2548 Fax al�municipalresources.com www.municipalresources.com Municipal Resources APPENDIX D TOWN OF NORTH ANDOVER PRICE PROPOSAL Name of Firm or Individual Street Address doing business at: rrw ©3as 3 G3s� City or Town State Zip Code Telephone `man 6. aC>�)ld Designated Contact Person hereby proposes to develop, coordinate and conduct the Assessment Center for the position of Police Chief for the Town of North Andover as described in the Request for Quotes for the following lump sum of: 00 (not including a standardized written aptitude test) $ /50.aC3(including a standardized written aptitude test) 'S -/// Signature 1-Q/c3V7 oJ% Date Important: Vendors must sign and include, along with the Price Proposal form, the Certificate of Non -Collusion, Certificate of Tax Compliance, and Certificate of Vote forms. *This fee does not include the cost of reimbursement of candidate travel expenses, the cost of a family visit, or the cost of medical or psychological exams. Municipal Resources www.municipalresources.com Management Consultant Services Servicing Cities and Towns for 25 Years. Submitted To: Mr. Ray Santilli Assistant Town Manager Town Hall 120 Main Street North Andover, MA 01845 Submitted: March 28, 2011 Submitted From: DI Jacobs Consulting Company 90 Twinbrooke Drive Holden, Massachusetts 01520 APPENDIX D TOWN OF NORTH ANDOVER PRICE PROPOSAL r- Name of Firm or Individual Street Address 4� ()eAl City or Town -'Iy e b 1"4 CL e� Designated Contact Person , doing business at: PW (./ 'P 1� Dl-ra o . State Zip Code Telephone hereby proposes to develop, coordinate and conduct the Assessment Center for the position of Police Chief for the Town of North Andover as described in the Request for Quotes for the following lump sum of: $ I &M (not including a standardized written aptitude test) (including a standardized written aptitude test) w Signature Date Important: Vendors must sign and include, along with the Price Proposal form, the Certificate of Non -Collusion, Certificate of Tax Compliance, and Certificate of Vote forms. Table of Contents Transmittal Letter Project Overview Understanding of the Project Project Background Scope of Services Project Work Schedule Additional Services Addendum Section Government Consulting Experience Police Chief Assessment Center Client References Employee SWOT Assessment Survey Instrument Police Chief Task Survey Instrument Police Chief Knowledge, Skill, and Ability Survey Instrument Resume of Donald Jacobs Resume of Arthur Kelly Certificate of Tax Compliance Certificate of Vote 0 1 2 3 7 8 Price Proposal A Price Proposal has been submitted as a separate document Management Consultant Services D I Jacobs Consulting Company 90 Twinbrooke Drive, Holden, MA 01520 (508) 829.-2254 FAX (508) 267-8500 E-mail dijacobs@aol.com May 4, 2011 Mr. Ray Santilli Assistant Town Manager Town Hall 120 Main Street North Andover, MA 01845 RE: Proposal to Recruit the Chief of Police Dear Mr. Santilli: D. I. Jacobs Consulting Company is pleased to submit a proposal to assist the Town of North Andover in recruiting a new Chief of Police. We fully appreciate the complexity of conducting public safety recruitments that balance the administrative requirements of the department with the leadership needs of the Town. We believe we are uniquely suited to design and deliver a recruitment strategy including conducting an assessment center that matches the history, current events and planned future of the Town of North Andover's Police Department and the public interests of the community. We welcome the opportunity to work with the Town of North Andover again having conducted an assessment center in support of recruitment of the most recent Police Chief. DI Jacobs Consulting Company is deeply committed to executive search and assessment centers as a specialized form of senior -level management consulting. We know that executive search consultants have a profound influence on the organizations they serve. As a retained recruiter, we ascribe to ethical standards which focus on: professionalism, integrity, competence, objectivity, accuracy, avoidance of conflicts of interest, confidentiality, loyalty to the client and candidate, equal opportunity, and the public interest. DI Jacobs Consulting has extensive experience in recruiting Police. Chiefs and other key professionals in public safety. Some of our Police Chief searches including assessment centers in Massachusetts handled by present and former associates include North Andover, Burlington, Dennis, Northborough, and Salisbury (MA); and the Massachusetts Bay Transit Authority (MBTA). The Project Manager for this engagement will be Donald Jacobs, assisted by Arthur Kelly and Geri Connors. This team has strong recruitment experience, and will also bring to the challenge unique skills and resources vital to the requirements of the Town of North Andover. Resumes/Bios of the project team are included in the Addendum of this proposal. DIJ's project manager and team members are highly experienced and skilled in working collaboratively with our clients and their leadership teams, employees, and elected officials to (i) communicate study processes, methodologies and results; (ii) provide guidance to stakeholders on the interpretation of data so they may in turn develop a strong understanding of study deliverables; and (iii) ensure that -- throughout the life of the project -- study goals and objectives are consistently identified and reinforced with all key stakeholders. This response to the Town of North Andover's Request for Proposal provides our understanding of the scope of work and the key reasons for the study, comprehensive information of our project methodologies, our consulting team's experience conducting police chief recruitments including assessment centers and a timeframe for all study tasks. We strive to provide the best possible value to all our clients and welcome the opportunity to work with the Town on this important study. While our scope of work is based on our understanding of the Town's needs, we are open to adjusting the work plan and cost estimate if the Town considers that alternative study tasks are required. Please note that I have read and fully understand all of the proposal specifications, terms and conditions and we are prepared to begin work within ten (10) working days of the signing of a contract and complete this work within sixty (60) days after the project's start date. Again, we look forward to the opportunity to be of assistance to the Town of North Andover in successfully completing this project. If you have questions or comments, or would like to schedule a meeting to discuss our qualifications in more detail, please feel welcome to contact me at (508) 829-2254, (508) 797-2211 (cell) or via e-mail at dijacobs .aol.com. Sincerely, DI Jacobs Consulting Company Q Donald I. Jacobs O Principal Our Understanding of the Project The Goal of this project is for the Consultant to assist the Town with the recruitment and appointment of a new Police Chief for the Town of North Andover. The Objective of this project is for the consultant team to develop, in conjunction with the Town, a process that will include the screening of all initial applicants, the designing and conducting of an Assessment Center to evaluate selected candidates regarding their respective skill, ability and knowledge level to be the next Police Chief of the Town of North Andover as well as to conduct a structured oral interview of the candidates. We propose to develop an Assessment Center based on specific management skills and operational knowledge that will enable the North Andover Police Department to move forward in an efficient and effective manner in accordance with the mission or purpose of the police department. The Assessment Center will be based upon historical community demographics, department call volume, and call type and service trends. Additionally, historical information is used to help interpret and forecast future operational and service needs that should be assessed and adjusted based upon changes that have taken place in technology, prevention, deployment strategies, municipal plans, and funding availability of the North Andover police department. The Assessment Center exercises will require candidates to demonstrate their full range of knowledge, skill and ability to be the next Police Chief in the Town of North Andover. Summary: This is a project that needs to be completed within 45 days of the project commencement date and contain practical, specific information evaluating the skill, ability and knowledge of each of the candidates to enable the Town to select the most qualified person to become the next Police Chief. Management Consultant Services Page 1 of 9 Project Background We propose to conduct a comprehensive review and thorough analysis of all relevant existing and future issues that may have an impact on the Town's recruitment of the next Police Chief. As outlined below, our proposed scope of services will include extensive contact and interaction with local officials, internal (Town departments) and external clients of the Police Department (i.e. regional and state agencies) that regularly work with the Police Department. In addition, we propose to provide the current and/or past employees of the Police Department with an opportunity to express their opinions regarding the skill, ability and/or aptitude that will required of the next Police Chief. We offer a highly structured work plan coupled with sensitivity to the human or personal aspect of the recruitment process. While an Assessment Center is often viewed as highly technical and very subjective, we believe the effectiveness of the Assessment Center requires all interested parties including the applicants to understand that the Assessment Center will be conducted in a fair and impartial manner with the overall objective of assisting the Town to select the most qualified candidate to meet the current and future law enforcement needs of the Town of North Andover. While it is important to complete the recruitment process in a timely manner, our experience has shown us that it is equally as important that all employees of the Police department as well as any other interested parties in the selection of the next Police Chief have an opportunity to interact with the Project Team. This will provide a sound foundation for maximum acceptance of our Assessment Center Report and the decision by the Town to hire the most qualified candidate to effectively manage the Police Department for years to come. *D113 Management Consultant Page 2 of 9 Scope of Services Task One: Understanding the Assignment — Initial Research and Guidance We begin with an intentionally simple question: "How would you know one year, three years, or five years after you hire someone that you had, in fact, hired exactly the right person ? " To answer that important question, we meet first with the administrative leadership of the Town, key employees, and principal community representatives. Working with the Town Manager, we will develop a list of community leaders and constituency groups to be interviewed. This list should be representative of those parts of the community that directly interface with the Police Department. We want to understand the culture of the organization and the greater community, the expectations of the key stakeholders that surround this role, and the strategic expectations that the Town has for the new Chief of Police. These preliminary group and individual meetings will enable the consulting team to become familiar with and understand the demographics of the community, the needs of the North Andover Police Department and to establish the specific competencies/attributes to assist the Town in the initial screening of candidates and the development of exercises for the Assessment Center. Please note that in addition to conducting individual and group meets, we propose to conduct a confidential employee survey that will enable the consulting team to conduct additional information about the North Andover Police Department. A sample employee survey has been included in the Addendum Section of this proposal. At the conclusion of this task, we will provide the Town Manager with a Findings Report that will summarize our understanding of the organization's needs, the strategic challenges of this particular role and, as a result, the personal and professional characteristics of the ideal Police Chief candidate. This statement will also include necessary education requirements and certifications necessary as determined by the Town based on our recommendations. This process often helps to build a consensus about what is expected of next Police Chief. It also helps to ensure that we and the Town have the same understanding to assist the Town to select those candidates at the next step in the recruitment process to be interviewed by the Search Group. We will also guide the Town Manager in the appointment of a Search Group if desired and will advise as to the makeup of this group. *DIIJ Management Consultant Page 3 of 9 Task Two: Screening of Prospective Candidates In this phase of the recruitment process, we seek to answer the question: "What education/knowledge and experience would prepare a candidate for the challenges that are inherent in the role of Police Chief in North Andover?" We want to know the nature and magnitude of tasks, and what measure of success they have achieved, to prepare candidates for their work in this position. In assisting the Town to screen the initial applicants, we will stress the unique challenges of this position and will develop a supplementary application requiring a written response from the candidates. This written response will be evaluated and a report submitted to the Town with recommendations concerning the performance of candidates. For this exercise, we would recommend that the Town consider the development of an exercise that will require candidates to demonstrate their management skill to plan both short and long-term. Please note that we are prepared to offer additional consulting services to assist the Town in recruiting an extensive pool of candidates. Task Three: Design and Conduct Assessment Center We propose to conduct the Assessment Center in accordance with the Guidelines and Ethical Considerations for Assessment Center Operations as endorsed by the 28th International Congress on Assessment Center Methods. The following is an outline of the specific steps that will be followed to develop exercises in a consistent and comprehensive manner that will be incorporated into the Assessment Center based on the specific knowledge, skill and ability (KSA) that are required to perform effectively as the Police Chief of the Town of North Andover. Step 1. A panel of qualified job experts will be assembled to participate in the job analysis and to serve as panelists during the Assessment Center. The panelists will be provided with a description of the Police Department's organizational structure and services provided. In addition, they will be provided with the results of Task One as described above. ` Step 2. The panelists will independently complete two (2) separate job analysis instruments. One is a Task list, containing statements describing the work performed by the Police Chief. The second list is a Knowledge, Skill, and Ability (KSA), Personal Characteristics and Physical Requirements list. Step 3. The panelists will be asked to evaluate each of the statements on both lists, using specific rating scales as described in the instructions for each survey instrument. Step 4. After providing ratings on the tasks and KSAs, the panelists will be asked to *IU Management Consultant Page 4 of 9 provide linkage information that the panelists collectively agree will tell which tasks are required and the particular KSAs required for the successful performance of each task or job duty. A distinction will be made between the level needed for success on the first day of the job as well as those that on-the-job training or additional experience will apply. Step 5. A final job analysis document will be prepared, including descriptive statistics for ratings of each task, KSA as well as personal characteristics and physical requirements of the Police Chief position. Step 6. A list of exercises will be developed for the Assessment Center reflecting the most significant job duties or tasks of the Police Chief in North Andover. A list of KSAs will be developed for each exercise. A uniform rating form will be provided to each panelist reflecting the specific KSAs to be evaluated for each exercise. Panelists will be provided time to independently complete their rating form immediately after each candidate performs during the course of each exercise. For a more detailed description of the KSA and Task job analysis forms described above, please see the sample Task and KSA survey instruments in the Addendum section of this proposal. The actual type of exercises will enable the Assessors on the Assessment Center panel to test and evaluate the leadership, administrative, interpersonal and management skills required from the candidates in simulated "real life" responses to situations that may confront the Police Chief in North Andover. The exercises will be designed to take place in a variety of formats including both individual and group formats and will test a range of knowl3edge, skills and abilities including but not limited to public presentations, employee counseling, analytical thought process, written and oral communication skills, leadership style, ability to manage multiple tasks in an organized, efficient manner. We will meet with the Town Manager to review and approve the actual members of the Assessment Center Panel, the Assessment Center exercises and the candidate rating system. A numeric system supplemented with written commentary will be provided to the Town for each candidate. A set of uniform candidate evaluation criteria will be established for the Assessors to use by drawing specifically from the traits, skills, interpersonal qualities, and work background needs that will have been identified prior to conducting the Assessment Center. We have enclosed for your information a sample Assessor's Candidate Rating Chart in the Addendum Section of this proposal. *DIJ Management Consultant Page 5of9 Assessment Center Final Report The Assessment Center will conclude with the submission of a final report. This report will include a detailed and specific analysis of each candidate's performance during the Assessment Center. The report will also include documentation outlining the selection of Assessment Center materials, their use, and reasons for inclusion in the assessment center. The results of each candidate's performance will be compiled in a uniform and standardized format to clearly identify each candidate's performance as it pertains to the personal attributes and skills required to be successful as the next Police Chief of the Town of North Andover. On -Site Presentations of the Final Assessment Center Report. We propose to conduct the following on-site presentations: (1) Informal Reviews of the Draft Final Report. When the draft of the Final Report has been completed, a meeting will be scheduled with the Project Director for a detailed review of each section of the Final Report to ensure that all information contained in the Assessment Center Report is accurate and recommendations are sound and address the knowledge, skill and ability level for the next Police Chief to be successful in the Town of North Andover; and Formal Presentations. A formal presentation will be made to the Board of Selectmen on a date and time to be selected. *DIJ Management Consultant Page 6 of 9 Project Work Schedule The chart below shows a projected time schedule for task completion. Please note that we are prepared to begin this study with ten (10) days of notice from the Town to proceed. As shown, it is understood that this project will be completed within sixty (60) days after the actual project star date which is consistent with the Town's proposed timeline. Weeks Following Project Start -Date Tasks 1 2 3 4 5 1 - Review Project Goals Timing _ 2 — Data Collection 3 — Profile Operations & Organization 4 — Assist the Town in the screening of applicants 5 — Prepare &Conduct Assessment Center 6 — Prepare & Review Draft Assessment Center Report 7 - Prepare & Present Final Assessment Center Report *DIJ Management Consultant Services Page 7of9 6 To be scheduled Additional Services 1. Screening Background Investigation As an optional service, we will conduct a detailed background investigation of the final candidates selected by the Town Manager. The background investigation will include a thorough examination of an applicant's educational, credit and education verification as well as law enforcement history. In addition, we will contact present and past immediate supervisors, other municipal officials in employing jurisdictions and within the general law enforcement community in the candidates' regions. In order to ensure complete confidence and objectivity, the candidate background check will be conducted by a third party that will be retained by D.I. Jacobs Consulting Company. All candidate background and reference check reports will be sent directly to the attention of the Town Manager of North Andover. These services will be provided in accordance with a schedule to be determined by the Town of North Andover. The normal time required to complete a background and reference investigation is two (2) weeks. 2. Follow-up Interviews with Candidates Once the Town has appointed a Police Chief, we will provide an opportunity for brief follow-up interviews if requested by any of the candidate(s) to discuss their individual performance in the various assessment center exercises and to explain the rationale for assignment of their particular numerical grade for the exercises. ®riyllm%m Management Consultant Services Page 8 of 9 3. Coaching Services (Optional) In an effort to provide additional direct support to the new Police Chief, we propose to offer a series of one on one management training sessions during the first several months of employment. One of the critical issues that the new Police Chief will need to confront immediately is how to build employee and town -wide commitment to obtaining superior performance of the Police Department. We will provide a training service with the primary focus of establishing a short and long term goal/objective setting process and building management skills. It is proposed that in addition to individual meetings with the Police Chief, a group training session be held with the Police Chief and officers of the Police Department. The focus of this meeting will be on the "Changing Role of the Supervisor." This training session will explore the changing role of the supervisor as facilitator, a team leader, a disciplinarian, a resource provider and as a coach. The actual schedule of these training services will be determined at the convenience of all parties involved. ` i Management Consultant Services Page 9 of 9 Addendum Section D.I. Jacobs Consulting Company Profile D.I. Jacobs Consulting Company is a national consulting firm, with approximately 245 local government clients throughout the United States in 24 states (as shown below). D.I. JACOBS CONSULTING CO. UNITED STATES' MUNICIPAL GOVERNMENT CONSULTING EXPERIENCE Management Consultant Services DI JACOBS CONSULTING COMPANY LOCAL GOVERNMENT CONSULTING EXPERIENCE MAINTENANCE OPERATIONS — FACILITIES, PUBLIC WORKS, PARKS, ETC. ' Client Name State of Alaska AWMA/SERRA City of Anderson, CA City of Big Bear Lake Town of Boxford, MA City of Corona, CA City of Glendale, CA City of Greenwood Village, CO City of Huntington Beach, CA City of Indian Wells, CA City of Long Beach, CA City of Los Altos, CA City of Los Angeles, CA County of Los Angeles, CA Town of Merrimac, MA City of Mountain View, CA City of Orange, CA Nature of Work Performed Analysis of Maintenance Services at Kulis Air National Guard Base and Eielson Air Force Base Most Efficient Organization Study of the Facilities Maintenance of the Army National Guard buildings Analysis of Organizational Structure and Operations — Wastewater Collection/Treatment JPA Review of Mechanic Staffing Requirements Management Audit of Public Works Division Management Audit of Public Works Management Audit of Parks Division Management Audit of Integrated Waste Management Organizational Review of Park Maintenance Feasibility Analysis to Privatize Public Works Functions Operational Review of the Public Works Division Evaluation of Fleet Utilization Management Audit of the Engineering/Public Works Dept. Management Audit - Wastewater Division Department of Water & Power – Evaluation of Water Quality Organizational Review of Parks Maintenance Management Audit of Public Works Management Audit – Park Maintenance Operations Public Works Maintenance and Solid Waste Operations City-wide Management Audit — Including Streets, Water, Parks and Facilities .Departments. Orange County Subdivision & Grading Overview of Organization and Staffing City of Reno, NV Evaluation of Park Maintenance Operations County of Riverside, CA Operations Audit of Equipment Maintenance City of San Clemente, CA City of Santa Monica, CA Town of Southbridge, MA City of Sparks, Nevada City of Stanton, CA City of Walnut, CA City of Waterbury, CT City of West Hollywood, CA Organization and Operations Citywide Management Audit — including Engineering And Public Works Maintenance Management Audit of Parks Maintenance Operations Public Works Operational Review City-wide Community Resource Analysis — including Public Works Maintenance City-wide Management Audit — including Engineering and Public Works Maintenance Management Audit of Community Services — Recreation and Public Works Operational & Effectiveness Study of Public Works Management Audit of Public Works Maintenance *DD Management Consultant Services Client Name City of Beverly Hills, CA City of Lawrence, MA City of Orange, CA City of San Clemente, CA City of Stanton, CA City of Sparks, NV City of Sunny Isles Beach, FL AGENCY -WIDE Nature of Work Performed Development of Service Indicators/Performance Measures City-wide Financial Services Review City-wide Management Audit City-wide Management Audit City-wide Management Audit City-wide Community Resource Analysis City-wide Municipal Services Operation Study LAW ENFORCEMENT Client Name Nature of Work Performed Town of Acton, MA Police Organizational Analysis City of Albany, CA Staffing and Scheduling Analysis of Police Department Town of Billerica, MA Public Safety Organizational Study City of Campbell, CA Staffing Analysis of Emergency Communications City of Citrus Heights, CA Analysis of Police and Dispatch Staffing City of Hesperia, CA Feasibility Analysis to Regionalize Law Enforcement Services for Three Cities City of Huntington Beach, CA Management Audit of Police Department City of Irvine, CA Management Audit of Police Department Las Vegas Metropolitan Police Department, NV Operations and Organizational Audit County of Monterey, CA Town of New London, NH City of Orange, CA City of Redwood City, CA City of Reno, NV County of Sacramento, CA City of Salt Lake City, LIT San Bernardino County Agencies Santa Clara County, CA City of San Mateo, CA City of Sparks, Nevada City of Southfield, MI City of Tumwater, WA City of Wasilla, AK City of Wilton Manors, FL 2nd Audit Conducted Five Years Later Equity Analysis of Emergency Communications Operations Police Operation and Organizational Study City-wide Management Audit — including Police Staffing Analysis of Police Department Management Audit of Police Department Management Audit of Sheriff's Department Jail Medical Operations Police Department Management Audit Feasibility Analysis to Regionalize Law Enforcement Services for Nine Cities Management Audit of Department of Corrections Audit of Emergency Communications' Operations City-wide Community Resource Analysis — including Police Operational Audit of Police Department Facility Needs Analysis for Police Department Staffing and Deployment Analysis of Police Department Management and Operations Audit Management Consultant Services COMMUNITY DEVELOPMENT Client Name Nature of Work Performed City of Anaheim, CA Evaluation of Inspection Services Town of Franklin, MA CDBG/Grant Study Town of Holbrook, MA Capital Budgeting Study City of Manhattan Beach, CA Building Division Operational Review Town of Northbridge, MA Capital Budgeting Study City of Orange, CA City-wide Management Audit — including Community Development and Building Inspection Orange County Subdivision & Grading, CA Overview of Organization and Staffing City of Phoenix, AZ Organizational Structure Analysis — Planning & Building City of Portland, ME Development Review Efficiency Analysis County of Prince George, VA Development Review Analysis Town of Randolph, MA CDBG Grant Study County of Sacramento, CA Organizational Review of Building Inspection Division City of San Clemente, CA Management Audit of Planning & Building City of Sparks, Nevada City-wide Community Resource Analysis — including Planning and Building Divisions City of Stanton, CA Management Audit of Community Development & Building Town of Uxbridge, MA Downtown Economic Study Client Name City of Los Angeles, CA Orange County, CA North Orange County Cities Peninsula Humane Society City of Sacramento, CA City of San Jose, CA City of Santa Clara, CA Client Name City of Bell Gardens, CA City of Corona, CA County of Los Angeles, CA City of Mountain View, CA City of Novato, CA City of Reno, NV City of San Clemente, CA City of Sparks, NV City of Stanton, CA City of Walnut, CA City of Waterbury, CT ANIMAL SERVICES Nature of Work Performed Service Review and Analysis of Facilities Needs Management and Operations Audit Animal Facility and Program Feasibility Study Performance Audit Revenue Enhancement Study of Animal Services Feasibility Study to Build and Operate a Facility Feasibility Study to Build and Operate a Facility RECREATION & LEISURE SERVICES Nature of Work Performed Management Audit of Recreation & Community Services Management Audit of Recreation Organizational Review of Parks and Recreation Performance Audit of Recreation and Parks Department Organizational & Operational Review of Community Services Audit of Recreation and Parks Department City-wide Management Audit — Including Recreation City-wide Community Resource Analysis — Including Recreation City-wide Management Audit — Including Recreation Organizational and Operational Review of Community Services Operational & Effectiveness Study of Recreation 10D11 Management Consultant Services FIRE OPERATIONS Client Name Nature of Work Performed City of Arroyo Grande, CA Central Orange County Cities City of Chula Vista, CA Fairview Fire Protection Town Garden Grove, CA City of Hawthorne, CA Heartland Agencies (East San Diego Cities/Towns) City of Los Angeles, CA County of Los Angeles, CA Matanuska-Susitna Borough, AK County of Monterey, CA Fire Department Master Plan Feasibility Analysis to Regionalize Fire Services Staffing and Overtime Analysis of Fire Department Feasibility Analysis to Annex Fire Services Feasibility Analysis to Regionalize Fire Services Evaluation of Proposed Contract for Fire Services Feasibility Analysis to Regionalize Fire Services Operations and Staffing Audit - Fire Department Costs of Fire Services to Harbor Review of Secession Alternatives — Including Fire Department Management Audit of Health and Hazardous Materials Division of the County Fire Department Management Audit of Dept. of Emergency Services Equity Analysis of Emergency Communications Operations — Including Fire Dispatch City of Pasadena, CA Management Audit of Fire Department City of Poway, CA Fire Department Master Plan County of Placer, CA Multi -agency Fire Services Plan and Analysis Santa Clara County LAFCO County -wide Fire Services Review City of San Jose, CA Fire Department Master Plan San Ramon Fire Protection Town Organization and Operations Analysis City of San Rafael, CA Staffing Analysis of Fire Communications City of Santa Rosa, CA Fire Department Master Plan Saratoga Fire Town Analysis of Fire and Emergency Medical Services City of Sparks, Nevada City-wide Community Resource Analysis — Including Fire Municipality of Wood Buffalo, Alberta Analysis of Regional Emergency Services Client Name Province of News Brunswick County of Los Angeles, CA Maricopa County, AZ City of Modesto, CA Orange County, CA City of San Bernardino, CA City of San Jose, CA Santa Cruz Housing Authority, CA County of Ventura, CA Victor Valley Transit Authority OTHER ENGAGEMENTS Nature of Work Performed Facilitation of Ministerial Regional Planning Committees Special Study of the Office of the Public Guardian Audit of Environmental Services Evaluation of Booking Fee Cost Structure Evaluation of Central Purchasing Function Operational Review of Central Human Resources Management Audit of Health Care Agency — Environmental Health Inspections and Enforcement Emergency Communications 9-1-1 Fee Analysis Revenue Enhancement and Alternatives Analysis Section 8 Program Analysis County -wide Benchmarking Study Analysis of Administrative Staffing *DU Management Consultant Services EMERGENCY COMMUNICATIONS/DISPATCH OPERATIONS Client Name Nature of Work Performed City of Campbell, CA Staffing and Operations Analysis — Police Dispatch City of EI Cajon, CA Feasibility Study to Consolidate Fire Emergency Communications Centers — including Lemon Grove City of Huntington Beach, CA Management Audit of Police Dispatch Operations City of Irvine, CA Operational Audit of Police Emergency Communications Metropolitan Police Dept. of Las Vegas, NV Operational Review of Police Dispatch City of Los Altos, CA Management Audit of Police Department City of Los Angeles, CA Staffing & Shift Analysis of Fire Department Dispatch City of Menlo Park, CA Feasibility Study to Consolidate Police Dispatch Centers — including Belmont, Redwood City and San Carlos County of Monterey, CA Equity Analysis of Multi -Agency Communications Center City of North Las Vegas, NV Management Audit of Police Department City of Novato, CA Organizational and Staffing Analysis of Police Department City of Orange, CA Management Audit of Police Department — Including Emergency Communications Center City of Pacifica, CA Feasibility Study to Consolidate Police Emergency Communications Centers — including Brisbane & Daly City City of Redwood City, CA Staffing Analysis of Police Department City of Reno, NV Operational & Organizational Review of Police Department City of Salt Lake City, UT Management Audit of Police Department City of San Jose, CA Staffing and Deployment Analysis of Fire Department San Luis Obispo Cities, CA Feasibility Study to Consolidated Emergency Communications City of San Mateo, CA Staffing Analysis of Emergency Communications Center City of San Rafael, CA Management Audit of Fire Department — Including Dispatch San Ramon Fire Protection District, CA Management Audit of Fire Department & Dispatch City of Southfield, MI Operations and Staffing Audit of Police Department City of Tumwater, WA Management and Organizational Audit of Police Department City of Wasilla, AK Management Audit of Police Department — including Dispatch Town of Milton, Vermont Management of Police and 911 Regional Emergency Dispatch COST FOR SERVICES ANALYSES EXPERIENCE Client Name City of Big Bear Lake, CA City of Foster City, CA City of Huntington Beach, CA City of Mammoth Lakes, CA City of Moreno Valley, CA City of Pasadena, CA City of Pomona, CA City of Poway, CA City of Rancho Mirage, CA City of Riverside, CA City of Santa Clarita, CA City of Yuba City, CA Nature of Work Performed Cost for Services Analyses Cost for Services Analyses Cost for Services Analyses Cost for Services Analyses Cost for Services Analyses Cost for Services Analyses Cost for Services Analyses Cost for Services Analyses Cost for Services Analyses Cost for Services Analyses Cost for Services Analyses Cost for Services Analyses Management Consultant Services CLASSIFICATION AND COMPENSATION Client Name Town of Darien, CT Town of North Haven Town of Putnam, CT Town of Tolland, CT City of Danbury, CT City of New Smyrna Beach, Florida City of North Port, Florida Plainsborough Township, New Jersey Town of East Greenwich, RI Town of Lincoln, RI City of Newport, RI Rhode Island Econ. Dev. Corp Town of Old Orchard Beach, Maine Town of York, Maine Town of Rangely, Maine Village of Oswego, Illinois City of Mauldin, South Carolina Town of Mt. Pleasant, South Carolina City of Lebanon, New Hampshire* City of Portsmouth, New Hampshire Town of Rindge, New Hampshire City of Rochester, New Hampshire Sullivan County, New Hampshire Town of Waterville Valley, New Hampshire City of Weslaco, Texas Jefferson County, West Virginia Town Billerica, Massachusetts Town of Canton, Massachusetts Town of Becket, Massachusetts Town of Brewster, Massachusetts Town of Dennis, Massachusetts Town of Deerfield, Massachusetts Town of Duxbury, Massachusetts City of Everett, Massachusetts Town of Framingham, Massachusetts Town of Hopedale, Massachusetts City of Lawrence, Massachusetts Town of Ludlow, Massachusetts Town of Milford, Massachusetts Town of Marshfield, Massachusetts Town of Medfield, Massachusetts City of Newton, Massachusetts Town of Salisbury, Massachusetts City of Somerville, Massachusetts Town of South Hadley, Massachusetts Town of Southbridge, Massachusetts Town of Upton, Massachusetts Town of Walpole, Massachusetts Town of Weymouth, Massachusetts Town of Grafton, Massachusetts Nature of Work Performed Classification and Compensation Classification and Compensation (3 studies) Classification and Compensation Classification and Compensation Classification and Compensation Classification and Compensation* Classification and Compensation Classification and Compensation Classification and Compensation* Classification and Compensation Classification and Compensation Classification and Compensation (3 studies)* Classification and Compensation* Classification and Compensation Classification and Compensation Classification and Compensation* Classification and Compensation Classification and Compensation* Classification and Compensation (3 studies) Classification and Compensation Classification and Compensation Classification and Compensation* Classification and Compensation Classification and Compensation* Classification and Compensation* Classification and Compensation (3 studies) Classification and Compensation Classification and Compensation* Classification and Compensation Classification and Compensation Classification and Compensation Classification and Compensation* Classification and Compensation Classification and Compensation Classification and Compensation Classification and Compensation Classification and Compensation (4 studies)* Classification and Compensation Classification and Compensation Classification and Compensation (3 studies) Classification and Compensation Classification and Compensation Classification and Compensation (2 studies)* Classification and Compensation Classification and Compensation Classification and Compensation Classification and Compensation Classification and Compensation Classification and Compensation Classification and Compensation* Management Consultant Services CLASSIFICATION AND COMPENSATION (CONTINUED) Town of Wellfleet, Massachusetts Classification and Compensation Town of West Boylston, Massachusetts Classification and Compensation Town of West Springfield, Massachusetts Classification and Compensation* Town of Wilbraham, Massachusetts Classification and Compensation Worcester County Sherriff, Massachusetts Classification and Compensation * Included the establishment of an employee performance system 10D11 Management Consultant Services D. I. JACOBS CONSULTING COMPANY ASSESSMENT CENTER CLIENT REFERENCES The following is a list of clients for whom the firm conducted an assessment center in conjunction with the recruitment process. Page 1 of 2 City of Leominster, Massachusetts Mayor Dean Mazzarella 25 West Street West Street Leominster, MA 01453 Phone: (978) 534-7500 Email: dmazzerllaO-Leominster-ma.aov This project entailed assisting the City in conducting an assessment center for 4 in-house candidates for the position of Fire Chief. Donald Jacobs served as Project Manager and Principal Consultant for the project. The assessment center resulted in the City hiring a candidate from outside of the police department who scored the highest in the assessment center. This is a civil service position. The firm has been retained to conduct an assessment center for a Police Chief position. Provides another example of an assessment center with Don Jacobs serving as Project Manager for a full service public safety department of greater size and complexity as the Town of Bedford that resulted in the City hiring an in-house candidate who scored the highest in the assessment center test. This is a civil service position Page 2 of 2 D.I. Jacobs Consulting Company The following is a list of Police Chief recruitment projects (Assessment Center and/or Searches) as well as operational studies that have been completed by the firm: Police Chief Assessment Centers: Bedford, Massachusetts. Population 13,000 Burlington, Massachusetts Population 25,000 Dennis, Massachusetts Population 15,000 Leominster, Massachusetts Population 35,000 Northborough, Massachusetts. Population 14,500 Salisbury, Massachusetts Population 8,000 Gardner, Massachusetts Population 20,000 Laconia, New Hampshire Population 8,000 Police Chief Searches Massachusetts Bay Transit Authority (MBTA) Wyoming, Michigan Rye, New York Salem, New Hampshire Stoughton, Massachusetts Westport, Massachusetts Pittsfield, Massachusetts Police Department Organization Studies Acton, Massachusetts Population 22,000 Agawam, Massachusetts Population 28,000 Guilford, Connecticut Population 21,500 Naugatuck, Connecticut Population 31,000 New Milford, Connecticut Population 6,600 New London, New Hampshire Population 7,500 Whatcom County, Michigan Population 167,000 PolimDepartment SWOT ASSESSMENT SURVEY 1. Strengths: What are the major strengths and accomplishments of the department? What are you proud of? What needs to be preserved and protected? (a) (b) (c) (d) 2. Weaknesses: What services, policies, procedures, or practices need to be improved? (a) (b) (c) (d) 3. Opportunities: What would you add, expand, or enhance if you were in charge? (a) (b) (c) (d) 4. Threats: What event or circumstance would prevent the organization from accomplishing its mission? What would make the wheels fall off? (a) (b) (c) (d) Page 1 of 2 YOUR VIEW OF THE DEPARTMENT'S FUTURE 5. Vision: What is the current Vision (i.e. the 10 or 20 -year view of where the organization is going) for the department? Does the Vision need to be better defined or communicated? 6. Mission: What is the current Mission (i.e. it's purpose or reason for being) for the department and your division? Do they need to be better defined or communicated? 10. Goals: What should the department's and your division's Goals be over the next three years? (a) (b) (c) (d) 11. Objectives: What should your division's or section's major time -specific and quantifiable Objectives be in the next fiscal year to support achievement of these departmental goals? (a) (b) (c) (d) Page 2 of 2 O" ch P W N O CD O C CD CD o a C 1CD 0� �$ (� (DCD � � � CCD (D � `C � ,O.s CD ,O.t � � N (D CD cin �. � p� �. `.� (71 W 1+ CD CD �• CD � CD rr� h CD O �' � n CD � � � � K � � CD P-• CD CD Im- O O CD c6 C)�' ow `CD O � CD 0. uq CD CDCD a `c Co CD ia- Q(D CD �. �C C 0, CD � o b 0 �m n�Oil a A A A7 r r. � O O C � CD '3 A n O G- C 0 O O O .N� O O .N.i O C O O R CD CDCD O CD CD CD p ¢, CD � End W CD O O O -h O O K 0 �. N p O CCD O b d � o �y N �� CSD CD 54 W (D .Or 0 �. En O CD 0 �. CD �. o CDo O CD o CD n cx r0 0 CD � o C o. A o. NO CL O P" O UQ cs C O (-t cn CD CD �? �.CD (D�,� CD oCD O o oM o CD CD .+ CD o ° O CD ZCSD O N r O O `tZ O cn " p �. O A� �t CD C o yCD tO r+ D p� �. ¢, O N r r z .fir n U' A� UQ (�� CDCL � � o rCDo yCD �. �. C CD CD CD CD CD CD a. 0 Z O 5 CD 20 O O� °� CQD n 0 O� W CD C 0' UQ CD ° •� CD CD' < O CD f7 CD CD �. < ° CD CD qq �� �;�� 10lz� CD�SID Et:1) cn 0 � .�p0 ¢ cr a. 0 CD CL O CD CDn CD p 't� CD CD O C ~� CD CCD + 0 CD CDO CD Q p N CL p- CD CD CD,a PCD ,CD n ¢ C7 CD 0 (D 'b o � CD A N N N N N N N r r om ° o(Dr�CD�a aLir (�C�CD a b ° d Cri v� CD y CD z ',CD o a a� .. < C Q C7 Cep rr- V�Q n cn �z c �a b�z� r� 5 o� �m n CD cD a0 O ° �� a� �t H (D (D ��. �.0-0 � CD ¢� cn-a Z CD * O W O a O�n (D CD CD N N (d�� ; �_ O - C (D CD o CD < ��. �. CD 0 0 T CD a � ,_ o cr CD o o CD CD CD CD a'aq � � ° o CD baa UQ CD A� O CDN• a `3 NCD d O O O CD CD CD ¢ • CD cc A� n O CD° OCD N O O .r p �_ A� A� CD CD tZ. fJQ �. Icl CD `G Z;"W CD U��Q CD O Uq CD O cn O 'L7 z (71 CD • O �• 'D ~h x" W .r .+ Z. `C O p CD O CL N' z' (� ¢ CD CD z CCD O n ro N rCDy O H CCD O Q CD ¢• Or CD O n tai N CD CD � O � n O W _ CSD � "L5 7- W W N N N 00 o CD m - COD o t _ � o a (D CD 0 o f -D o o �. x CD . via Q. Y o 0 CD � c o -zs 0 u o � b CD o P7, a' CD 0 a o (D �� Mr. Donald 1. Jacobs 90 Twinbrooke Drive Holden, MA 01520-2712 (508) 829-2254 diiacobs(&aol.com Profile: More than 30 years of progressive municipal management and financial experience, including 16 years in senior management public and private sector positions. Work History ❖ Principal, D.I. Jacobs Consulting Company 1999 - Present ❖ Town Manager, Town of Plymouth, MA 1996 -1998 ❖ V.P. Manager of Municipal Finance, Flagship Bank & Trust Company 1990 - 1995 ❖ V.P. Manager of Municipal Finance, Shawmut Worcester County Bank 1985 -1990 ❖ Town Manager, Town of Southbridge, MA 1981 - 1985 ❖ Assistant Town Manager/Personnel Director, Town of Amherst, MA 1977- 1981 Professional Experience ❖ Principal, D.I. Jacobs Consulting Co. Holden, MA — Provides HR and management consulting services to public entities (including cities, towns, and school districts) throughout Massachusetts and the United States. Served as Project Manager for a wide range of studies including staffing and organizational management, financial management, classification and compensation plans and performance management programs resulting in improved management efficiencies, staff accountability, and direct cost savings. ❖ Town Manager, Town of Plymouth, MA — Served as Town Manager of the largest geographic Town in the state (103 square miles) with a population of 50,000 (100,000 seasonal). Oversaw the operating and capital budget as well as 450 full-time and 100 temporary employees with eight (8) municipal unions, including Police Fire, DPW, and Clerical. Served as principal labor negotiator for all unions. Implemented a number of significant projects resulting in improved operating efficiencies, and cost savings to the Town including: • a $2.5 million Windows NT office automation data processing platform, fiber optically connected, including GIS software applications; • Awarded the State's first Design, Build, Operate (DBO) contract to construct a $36 million advanced wastewater treatment facility resulting in savings to the Town of more than $20 million; and • Implemented the State's first public/private municipal recreation/golf project to construct a 27 hole golf course and 19 recreation ball fields; negotiated a full grounds maintenance contract of all recreation sites at no cost to the Town for 40 years resulting in a savings to the town of more than $5 million over the life of the contract. • Oversaw the development of an Open Space Management Use District (OSMUD) to allow development of up to 2,000 houses while maintaining 70% of the 3,000 acre development as open space. This resulted in the generation of more than $10 million in new growth revenue for the Town. Page 1 of 2 ❖. V.P. Manager of Municipal Finance Department, Flagship Bank and Trust, Worcester, MA — Developed and organized a new municipal department providing cash management, lending, and investment services to more than 30 municipalities in Worcester County with deposits of more than $20 million. ❖ V.P. Manager of Municipal Finance, Shawmut Worcester County Bank, Worcester, MA — Established 90% municipal market share in Central and Western Massachusetts with more than 100 municipal school accounts. Served as personal account manager for largest accounts, including the University of Massachusetts, the City of Worcester, the City of Fitchburg, the City of Gardner, Worcester Housing Authority and City of Springfield. Managed the borrowing and cash management services of more than $100 million in short-term and long- term funds to maximize investment earnings and bond ratings. ❖ Town Manager, Town of Southbridge, MA — Served as Town Manager for this town of 18,000 with a $24 million operating budget and a $50 million capital budget. Oversaw 125 full-time and 50 temporary employees with three (3) municipal unions, including Police, Fire and DPW. Initiated a successful downtown revitalization program. Received HUD National Merit Award for development of the downtown and was recognized by the National Chamber of Commerce as an All-American City. ❖ Assistant Town Manager, Town of Amherst, MA — Served as Assistant Town Manager for this town of 36,000 with a $46 million operating budget and an $80 million capital budget. Served as Personnel Director and Principal Labor Negotiator for 130 full-time employees and 100 temporary employees with three (3) municipal unions, including Police, Fire and DPW. Oversaw the provision of human services, including elderly, public health, recreation and library services. Education ❖ BA in Political Science, George Washington University, Washington, D.C. 1973 ❖ MS in Urban Planning, Columbia University, New York, NY 1976 ❖ MBA, Columbia University, New York, NY 1977 Page 2 of 2 RESUME ARTHUR J. KELLY III EDUCATION University of Hartford, West Hartford, Connecticut Barney School of Business and Public Administration Master of Public Administration 1975 University of Hartford, West Hartford, Connecticut Barney School of Business and Public Administration Bachelor of Science in Public Administration 1974 Major area: Police Administration Boston College, Chestnut Hill, Massachusetts College of Arts and Science Major area: English, Pre -Law Other Education Police Executive Research Forum Senior Management Institute for Police 1999 SIGNIFICANT PROFESSIONAL EXPERIENCE September, 1997 — August, 2003 Chief of Police City of New Bedford New Bedford, Massachusetts Responsibilities: Under a strong mayor form of government, responsible for the management of a department of 297 sworn and 54 civilian employees providing professional police services for a city of 100,000. Under the administrative direction of the mayor, responsible for the management of the police department in accordance with the mission and goals of the agency and in compliance with city and department policies and related federal, state and local laws. Accomplishments included: Reorganization of the department to increase productivity, civilianization of communication division, revision of department orders, policies and procedures as part of an accreditation process, revision of citizen complaint procedures to facilitate access to the process and to ensure follow up, negotiation of a labor contract that provided for educational incentives and instituted a comprehensive drug testing program that includes, for cause, at promotion or assignment and at random, a first in Massachusetts. Page 1 of 5 After a critical downtown revitalization project eliminated the police headquarters facility, identified new location, designed layout, oversaw renovation and move into our "new" leased facility. The time from initial notice to relocation was six months. July, 1994 - September, 1997 Superintendent of Police City of Peoria, Illinois Responsibilities: Under a council/manager form of government, responsible for the management of a department of 231 sworn and 53 civilian employees providing professional police services for a city of 115,000. Under the administrative direction of the city manager, responsible for the management of the police department in accordance with the mission and goals of the agency and in compliance with city and department policies and related federal, state and local laws. Also served as the acting city manager in the manager's absence. Accomplishments included: Reorganization of the department to increase productivity, revision of department orders and policies and procedures, a 15 percent reduction through attrition of supervisory and management positions, revision of citizen complaint procedures to facilitate access to the process and to ensure follow up, negotiation of a five year labor contract with provisions to provide for random drug testing for all sworn personnel. Development of a philosophy of service that serves as the foundation for the community police effort, including adoption of a model that utilized neighborhood based teams and combined call takers and officers designated as neighborhood coordinators. Working with community leaders, development of a comprehensive plan to address the issues of at risk youth and juvenile crime in Peoria. Efforts included a curfew program that involved collaboration of many different components. Among them were social agencies to address problems identified with chronic offenders, a truancy program in which all sworn officers were designated as truant officers by the local school board, the establishment of the Peoria Youth Alliance to address issues of at risk youth {particularly focused at youth gangs}, and accreditation as the first State of Illinois Charter for an Alternative School. The Peoria Alternative Charter School was designed for students who had been expelled from a school district or returning from a state correctional facility. Page 2 of 5 May, 1991 - July, 1994 Chief of Police City of Saint Joseph Saint Joseph, Missouri Responsibilities: Under a Council -Manager form of government, responsible for the management of a department of 145 employees providing total police and emergency communications for a city of 75,000. Under the administrative direction of the city manager, responsible for the management of the police department in accordance with the mission and goals of the agency and in compliance with city and departmental policies and related federal, state and local laws. Accomplishments included: Reorganization of the department to increase productivity, revision of department orders, policies and procedures, the code of conduct, continuation of the accreditation process. Introduction and adoption of a community policing model, which utilized neighborhood teams. Service as the emergency services co -coordinator during the "Flood of 93". Duties entailed the planning for and the evacuation of 8,000 residents, providing water for the entire community for 10 days and maintaining public safety services. January, 1985 - May, 1991 Commissioner of Public Safety City of North Adams North Adams, Massachusetts Responsibilities: Under a strong mayor form of government, responsible for public safety services for a city of 18,000 located in the Northern Berkshires. By ordinance, served as both police chief and fire chief while managing a modified public safety program (separate police and fire divisions). In addition managed the divisions of Health, Code Enforcement, Building Inspections, Weights and Measures, Animal Control, Civil Emergency Preparedness, Wire and Alarm and coordinated an EMS service that was housed in the public safety complex. The department had 90 employees and a combined budget of 3.2 million. Accomplishments included: Reorganization of the department to increase productivity, revision of department orders, policies and procedures, establishment of a code of conduct, modification of police and fire contracts to provide for comprehensive drug testing and an employee assistance program. The introduction and adoption of a community policing model. Page 3 of 5 April, 1981 - January, 1985 Chief of Police Town of Sanford Sanford, Maine Responsibilities: Under a council/manager form of government, responsible for the management of a department of 42 employees providing police, animal control and emergency preparedness services for a town of 17,000 spread over a 63 square mile area. Under the administrative direction of the town administrator, responsible for the management of the department in accordance with the mission and goals of the agency and in compliance with town and departmental polices and related local, state and federal laws. Served as acting town administrator in the administrator's absence. Accomplishments included: Reorganization of the department, revision of department orders, policies and procedures, establishment of a code of conduct. Design and coordination of a joint public safety dispatch system. Initiation of a multi -discipline inspection team, coordinating efforts of the codes enforcement, police and fire departments. 1976- 1980 Commander, Hartford Police Academy 1975-1981 Sergeant Hartford Police Department 1970- 1975 Police Officer Hartford Police Department OTHER PROFESSIONAL ACTIVITIES PUBLIC SERVICE Appointed by Massachusetts Governor Mitt Romney to "The Governors Commission on Criminal Justice Innovation" July, 2003 Appointed by Massachusetts Governor Michael S. Dukakis to "The Panel to Review Police Training Programs". 1988 - 1989 Served as a member of the panel to review the status of police officer training in the state of Massachusetts. Appointed by Maine Governor Joseph E. Brennan to "The Committee to Monitor Implementation of the Juvenile Code". 1982 - 1983 Served as a member of the committee appointed to monitor the implement of a new juvenile code for the state of Maine. Service involved; public hearings, review of process, recommendations for changes and testimony before legislative bodies. Page 4 of 5 PUBLIC SAFETY CONSULTATION National Threat Assessment Center 2002 - present United States Secret Service Department of Homeland Security Washington, D.C. Regional Community Policing Institute for New England 2001 - present Boston, Massachusetts D.I. Jacobs Consulting Company 1987 - present Page 5 of 5 APPENDIX B TOWN OF NORTH ANDOVER CERTIFICATE OF TAX COMPLIANCE Pursuant to Massachusetts General Laws, Chapter 62C, Section 49A (b), I, D✓X Co„�-r' , authorized signatory for D - - Z -- -/f 4`• (Name of Business) do hereby certify under the pains and penalties of perjury that said business has complied with all laws of the Commonwealth of Massachusetts and the Town of North Andover relative to taxes, permit or other fees, reporting of employees and contractors, and withholding and remitting child support. M Signature"of Authorized Sig M Z APPENDIX C TOWN OF NORTH ANDOVER CERTIFICATE OF VOTE At a duly authorized meeting the Board of Directors of the �e54,1?OldieId on clu ttv )40 49 it was VOTED, THAT Ae anv �7 ZrMcleve!�O-�CIA*e ,4Name) (Officer) of and hereby is authorized to execute contracts and bonds in the name and on behalf of said Z�IV10410111' , and affix its corporate seal hereto; and such execution of any contract or obligation in the name of such officer under seal of binding upon on its behalf by , shall be valid and I hereby certify that I am the clerk of the above named and that x"�(CM � �'D 'r is the duly elected officer as above of said CO�C(�i��� , and that the above vote has not been amended or rescinded and remains in full force and effect as the date of this contract. (bate) (Clerk) 7