HomeMy WebLinkAbout2011-06-22 Board of Selectmen Agenda Packet TOWN OF NORTH ANDOVER
BOARD OF SELECTMEN
120 MAIN STREET
NORTH ANDOVER, MASSACHUSETTS 01845
NORTH
Daniel P. Larsen,Chairman
William F. Gordon TEL. 978 688-9510
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Rosemary Connelly Smedile * s* FAX(978)688-9556
Donald B. Stewart
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Tracy M. Watson 9SS ACr+U
BOARD OF SELECTMEN
5:00 PM OPEN SESSION
JUNE 22,2011
TOWN HALL MEETING ROOM
120 MAIN STREET
I. CALL TO ORDER
IL OLD BUSINESS
A. Review and Possible Selection of Company re: RFP Responses for Professional Recruiter-
Town Manager Search.
III. ADJOURNMENT
Scale Consultant A Consultant B Consultant C Consultant D Consultant E
Name:
Proposed Methodology 1 to 10
Experience 1 to 10
Time Line 1 to 5
Warranty/Guarantee 1 to 5
Total Points
Cost $
Proposed Methodology: Scale of 1 to 10. Examples of Range: 10 points-the process that is used to select the town manager provides
for a high degree of public input, qualifications assessment for candidates, extensive background checks, proactive recruitment and
productive interview techniques; 1 point- No proposed methodology is provided.
Experience: Scale of 1 to 10 points. Examples of Range: 10 points-the Consultant has been a municipal manager recruiter for more
then 10 years,and has successfully recruited a minimum of 20 municipal CEO's of which 5 have been in Massachusetts; 5 points-The
consultant has been a municipal manager recruiter for more then five years, and has successfully recruited a minimum of 10 CEO's; 1
Point- No experience.
Time Line: Scale of 1 to 5 Points. Examples of Range: 5 points-the Consultant can deliver a new manager within 90 days of contract
signing; 4 points-the consultant can deliver a new manager within 105 days; 3 points-the consultant can deliver a new manager
within 120 days; 2 points-the consultant can deliver anew manager within 150 days; 1 point- no delivery time frame provided.
Warranty/Guarantee Scale of 1 to 5 Points. Examples of Range: 5 points-the consultant agrees to conduct a new search at no
expense to the town if the original appointee leaves within 2 years; 3 Points-the consultant agrees to conduct a new search at no
expense to the town if the original appointee leaves with one year; 1 point- no warranty/guarantee provided.
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STATEMENT OF QUALIFICATIONS AND PROPOSAL
from
COLIN BAENZIGER&ASSOCIATES
a
TOWN OF NORTH ANDOVER, MA
PROPOSAL TO PROVIDE EXECUTIVE SEARCH SERVICES
FOR THE
TOWN MANAGER POSITION
Colin Baenziger & Associates
Contact Persons: Colin Baenziger, (561)707-3537
12970 Dartford Trail • Suite 8
Wellington,FL 33414
e-mail: colinkCb-asso.com
...Visit Our Website at: wwmeb-asso.com
EXECUTIVE RECRUITMENT SERVICES
TABLE OF CONTENTS
PAGE
LETTER OF TRANSMITTAL 1
I. PROFILE OF THE FIRM 3
The Firm
Our Services
Litigation
Drug Free Work Place
Insurance
Completion within Budget Limitation
Completion within Project Schedule Time Frame
Organizational Structure
II. WHAT SETS COLIN BAENZIGER&ASSOCIATES 8
Experience and Approach
Results
III. SEARCH METHODOLOGY—THE DETAILS 11
Detailed Search Methodology
Samples of Promotional Materials
The Authority's Obligations
IV. PROPOSED PROJECT SCHEDULE 19
V. FEE&WARRANTY 21
VI. PROJECT STAFFING 23
VII. REFERENCES 29
APPENDIX A: SEARCHES BY THE STAFF AT COLIN BAENZIGER&ASSOCIATES A-1
APPENDIX B: ST.JOHNS COUNTY RESOLUTION THANKING CB&A B-1
APPENDIX C: COMPARABLE SEARCHES IN THE PAST 24 MONTHS C-1
COL1N BAENZIGEP, Assoc l-ES
EXECUTIVE RECRUITING
June 19, 2011
The Honorable Chairman Daniel Lanen, Licensing Chairman Tracy Watson, Clerk William Gordon
and Selectmen Rosemary Connelly Smedile and Donald Stewart
Town of North Andover
120 Main Street
North Andover, MA 01845
RE: Executive Search Services for a Town Manager
Dear Chairman Lanen, Licensing Chairman Watson, Clerk Gordon and Selectmen Connelly Smedile
and Stewart:
Colin Baenziger&Associates (CB&A)thanks you for the opportunity to submit a proposal to assist you
in finding your next Town Manager.
CB&A is a national recruiting firm with clients from Florida to Alaska and Maine to California. We
pride ourselves on providing not just high quality results, but equally important, we provide a great deal
of personal attention to each of our local government clients. To conduct a proper recruitment, we feel
the project manager must do more than just drop by occasionally. He/she must get to know the
appropriate government officials personally and the community firsthand. That takes time and effort,
but it is the only way to ensure the candidates we recommend are well qualified and a good fit for your
community. As a result,we only take a few clients at a time and focus on getting the job done properly.
While selecting key personnel is never easy, CB&A has developed a process that has been tested
nationwide and found to be extremely effective. Not only do we offer unparalleled service at a
reasonable price,we focus on finding just the right people for your organization. We say people, and not
person, because our goal is to bring you five finalists who are so good that you will have a difficult time
choosing among them. The proof is in the fact that five of our local government clients have passed
resolutions thanking us for our outstanding efforts in finding their key staff. We do not know how often
you have passed a resolution thanking a consulting firm for its efforts,but we have rarely seen it happen.
Our goal, in fact,would be for you to be our next client to pass such a resolution.
Some of our searches include Town Managers for Bay Harbor Islands, FL, and Jupiter Island, FL
Village Managers for Palmetto Bay, FL, and Key Biscayne, FL as well as City Managers for Albany,
GA,Fife, WA, Greensboro,NC,Portland,ME and Roanoke,VA.
DULUTH,GA LAMAR,CO RHINELANDER,WI WELLINGTON,FL
Letter to North Andover,MA,June 19,2011 Page 2
We have also found the Borough Manager for Matanuska-Susitna Borough, Alaska, County
Managers for St. Johns County, FL and Union County, NC, and an Economic Development
Director for Loudoun County, VA. We are currently recruiting the Village Manager for
Pinecrest, FL (where we are working with a Citizen's Advisory/ Selection Committee), the City
Managers for Yakima, WA, and Destin, FL and the County Administrator for Polk County, IA
(Des Moines is the state capital and county seat).
For this project, we are proposing to use Colin Baenziger as the project manager along with
David Collier and Tom Andrews. Mr. Baenziger is the firm's principal and owner, but has also
served as a City Manager and performed over 100 local government recruitments. Mr. Collier
has assisted with over 40 searches and has served as a County Manager in Florida, Michigan and
Kansas as well as a City Manager in Florida. Mr. Andrews has assisted with over 30 searches
and has served as the County Manager for Fulton County, GA, and the Chief Administrative
Officer for Anne Arundel County, MD.
We look forward to formally presenting our credentials and working with you in the near future.
If you have any questions,please feel free to contact me at(561) 707-3537.
Sincerely,
r
0
Colin Baenziger
Principal
... Serving Our Clients with a Personal Toueh
COLINBAENZIGER &ASSOCIATES
The Firm,Its Philosophy & Its Experience
Established in 1997, Colin Baenziger&Associates (CB&A) is a nationally recognized executive
recruiting firm owned and operated by Colin Baenziger. We are headquartered in Palm Beach
County,FL,with offices in Lamar, CO,Duluth, GA and Rhinelander, WI. Although our primary
focus is executive search, we are also often involved in operational reviews of governmental
operations. Many of our consultants live and work in other areas of the state and the country,
converging on the location where the client's needs exist. We develop an operational plan prior
to arrival, and our team of experts quickly studies the issues, identifies problems and
opportunities, performs the necessary analysis, prepares reports and action plans, and completes
the assignment swiftly. The client receives prompt, professional service, and its needs are
effectively addressed. We are available for follow-up work, but our goal is to perform the
assignment in such a way that existing staff can implement the action plans without additional
outside assistance.
Colin Baenziger & Associates' outstanding reputation is derived from our commitment to
quality. Our work is not done until you are satisfied. That means we go the extra mile and, at
times, expend more effort and energy than originally anticipated in our fee or in our action plan.
We accept these situations as part of our business because we firmly believe that when a contract
is signed, we have an obligation to fulfill its requirements with excellence and within the
budgeted amount.
Since 2002, we have focused on executive search for local governments. During that period we
have conducted searches and/or other work for clients in thirteen states. Since beginning its
search practice in 1998, the staff at CB&A has performed over 100 City / County / Special
District Manager searches and approximately 200 local government searches overall. The basic
approach we have presented in Section III is the approach we have used in every one of our
searches. It has, of course, been refined over the years.
Our Services:
Human Resources Operational Reviews
Executive Search Performance Improvement
Background Checks Contract Compliance Reviews
Position Descriptions/Classification Studies Project Management
Compensation Studies Performance Measurement Systems
Personnel Policies/Procedures Reviews Standard Operating Procedures Manuals
Employee Handbooks Staffing Assessments
Additional Services Planning
Preparing Grant Applications Strategic Planning
Grant Monitoring Systems and Controls Operational Planning
Start-up Assistance to New Cities Project Planning
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COLINBAENZIGER &AssocmTES
Technical Capabilities and Organizational Structure
Colin Baenziger&Associates has developed its business model over the past 13 years. The model
has proven to be extremely effective in every state we have worked in and for every type of
position. In fact we are often called when a government has a particularly difficult position to fill or
where one of our competitors has failed. Overall, we utilize approximately 18 people. Most staff
members are independent contractors and are given assignments on a task order basis.
Consequently we can pay well while having a great deal of flexibility without the overhead of many
firms. In addition to Mr. Baenziger, other senior staff members are former City and/or County
Managers or elected officials who understand the business and its intricacies. As a result, we
understand both perspectives and have been very successful in identifying the right candidates for
our clients. CB&A's other staff are all competent researchers and writers and have been with us for
a long time.
Colin Baenziger Paul Wilson
Owner&Principal Senior Editor
Tom Andrews Ron Stock Tom Freijo
Senior Vice President Senior Vice President Senior Vice President
Kathyrn Knutson David Collier Mery Timberlake
V P-Operations Vice President VP—Financial Recruiting
Internet Specialists(2) Senior Research Associates Administrative Assistants
(g) (2)
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COLINBAENZIGER &ASSOCIATES
Completion of Projects within Budget
Colin Baenziger & Associates is proud of its record of completing searches within budget. When we
quote a price to the client, that price is what the client will pay, no matter how difficult the search is or
what unforeseen circumstances may develop. We have never asked a search client for additional fees,
even when we were entitled to do so.
Completion of Project on Schedule
Since Colin Baenziger & Associates has been performing recruitments, it has a remarkable record of
achievement in meeting our project schedules. In fact CB&A has never missed a project milestone.
However, the executive search business involves people, and people are not always predictable. For
example, when Monroe County and its first choice for county manager could not reach agreement on
contract terms, we repeated the search. We did not miss a project milestone, but the search took five
months instead of three.
Retention Rate
Colin Baenziger&Associates has conducted over 100 searches for City and County Managers around the
country. Two thirds of the City Managers we have placed since 2000 are still working for the city where
we placed them.
Diversity
CB&A is widely recognized for its ability to find and attract women and minorities for the positions we
recruit for. Typically, 30 to 40% of the finalists who interview for City and County Manager jobs are
minorities and/or women.
Litigation
Colin Baenziger & Associates has never been involved in any litigation, except to testify as an expert
witness on behalf of one of the parties. Our performance has never been questioned and our clients
have never been involved in any legal action as a result of our work.
Drug-Free Workplace Certification
Colin Baenziger&Associates complies with the provisions of Drug-Free Workplace laws and informs
all its employees and subcontractors that it is a drug-free workplace. These individuals are made
aware of the dangers of drug abuse, the firm's policies concerning drug abuse, available counseling,
and the sanctions CB&A may impose if the employees use drugs in the workplace. As a condition of
employment, either as an employee or as a subcontractor, our personnel must abide by our policy and
must notify us of any conviction or pleas of nolo contendere to drug charges.
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CouNRAENZIGER &ASSOCIATES
Insurance
To protect our clients, Colin Baenziger&Associates maintains the following insurance coverages: (1)
general liability insurance of$1 million combined single limit per occurrence for bodily injury, personal
injury and property damages, (2) automobile liability insurance of $1 million per accident, and (3)
professional liability insurance of $1 million per occurrence. As a small firm, with less than five
employees, we are not normally subject to the requirements for workers compensation and employer
liability insurance. If required by the client, and if it is available to us,we will obtain these two coverages
prior to contract execution.
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Some of CB&A 's Clients...
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City of Coral Gables,FL City of Fife, WA
City Manager City Manager
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Union County,NC Loudoun County, VA
County Manager Director—Economic
Development
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R. What Sets Colin Baenziger & Associates Apart
Since 1997, Colin Baenziger & Associates (CB&A) has developed an extensive municipal
practice. The key element is executive search and our first client was the City of Lauderdale
Lakes, FL, in 1998. Briefly,we believe that the Authority would be wise to select us because:
Experience and Approach
• We recruit nationally and know many of the country's local government professionals
personally. We have an extraordinary talent for determining who will fit well (and who
will not) in the particular situation.
• Our lead recruiter is Colin Baenziger. He has served as the Village Manager for
Wellington, FL, as well as an elected board member for a master homeowners association
composed of 22,000 residents. He can thus relate to both appointed and elected officials
and speaks their language. Dave Collier has served as a City and County Manager in
Florida, Kansas and Michigan. Tom Andrews is the former County Manager for Fulton
County, GA, and Ann Arundel County,MD.
• CB&A knows many of the country's professional managers personally. We have an
extraordinary talent for determining who fits well in which situation and who does not.
• We tailor our approach to the community. Once we fully understand the elected body,
the community and the issues, we aggressively seek the candidates who are right for you.
• We can move quickly. Utilizing a true executive search approach, as we did in
Manalapan,we can have a short list of candidates within two to four weeks.
• The caliber of our work is better. Because we have not conducted hundreds of searches
and we depend on word of mouth advertising, our reputation is critical to us.
• We continue to work with you after the position is filled. If issues arise six or twelve
months later between the employee and employer, we will assist the parties in working
through them at no additional charge.
• We are less costly, and not because we do less. In fact, we do much more than our
competitors. We have focused our efforts on minimizing our overhead. We simply do
not have the expenses other firms do, and we can pass the savings on to you.
• We are very adept at working with the electronic and print media. Should the Town
wish,we are very comfortable serving as its media spokesperson for the search.
• Finally, although we move quickly, we do not rush the process. We carefully evaluate
every potential candidate, scrutinize their background information and make sound
recommendations to the client.
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H. What Sets Colin Baenziger & Associates Apart(continued)
Results:
On the preceding page, we outlined what sets us apart. The proof, however, is in the results we
have achieved. Specifically:
• Our clients are extremely satisfied with our work. In fact five of them have passed
resolutions thanking us for our extraordinary efforts recruiting their managers.
• No matter how complicated the search became or what unforeseen circumstances arose,
we have never asked a client for additional monies beyond the fee we initially quoted.
• Every one of our searches has ended in a successful placement.
• Two thirds of the City Managers CB&A has placed since 2000 are still working for the City
where we placed them.
• We have become recognized as a leader in municipal recruiting, and we are frequently
called upon to speak at the conferences of the league of cities, the local city and county
management associations and the other professional bodies.
Warranty:
Colin Baenziger &Associates offers the best warranty in the industry. We can offer it because
we have confidence in our work. Specifically, provided the Town selects from among the
candidates we recommend, we warrant the following:
1) We will not approach the selected candidate for any other position as long as the
individual is employed by the Town.
2) If the Town Manager leaves for any reason other than an act of God within the first year,
CB&A will repeat the search at no charge. If the selected candidate leaves during the
second year—again, for any reason other than an act of God - we will repeat the search
for the cost of our expenses only.
3) If the Town is not satisfied with any of the candidates presented, CB&A will repeat the
search until you are satisfied.
4) Our price is guaranteed and will not be exceeded for any reason, even if the conditions
under which this contract is issued changes.
Summary:
Colin Baenziger & Associates is the firm you should select to conduct your search because we
are knowledgeable and effective while also being less costly. We are extremely adept at
determining who is a good fit for your organization and will find the best person to serve as your
Town Manager for the long term. Further,we complete our work on time and on budget.
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Additional C &A Clients...
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Clay County,FL Flagler County, FL
County Manager County Administrator
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St. Johns County, FL Brevard County, FL
County Administrator County Manager
Director,Economic Development
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III. Search Methodology/Work flan
The following search methodology has been refined over the past 10 years until is it is virtually
foolproof. It is the process we have used in all of our searches. We can also modify it to
integrate your ideas into the process. Our goal is to provide you with the opportunity to obtain
the information you need to make the right decision.
We have incorporated in this methodology and in the proposed schedule a role for the Selection
Committee that we have found over the years works well. We are currently using this procedure
with the Citizen's Advisory / Selection Committee we are working with in Pinecrest, FL in its
Village Manager search. Should the Town have other ideas for the Selection Committee's role,
we will be happy to incorporate them.
Phase I. Information Gathering
Task One: Needs Assessment
An important part of the recruiter's work is selling the community to the very best candidates
(including those that are not actively looking for the next job) while also providing an accurate
portrayal of the environment. In order to accomplish this, CB&A must first determine the needs
of the client and the characteristics of the ideal candidate. To do so,we:
• Compile background information from the jurisdiction's website and other sources,
• Interview the Members of the Board of Selectmen. Our goal is to develop a strong sense
of your community, its expectations, its challenges and its leadership,
• Discuss with the Board the level of participation of Selection Committee, community
leaders and stakeholders and then involve them as the Board deems appropriate,
• Meet the Selection Committee to obtain its input and discuss its role,
• Determine the characteristics of the ideal candidate. These will likely include experience,
longevity, education, personality, demeanor, and achievements as well as other items the
elected officials and stakeholders consider important,
• Develop selection criteria and evaluation formats,
• Determine a reasonable compensation package. As part of this effort, we will conduct a
survey of similar jurisdictions to verify our ideas concerning what the market is.
Typically, we meet with the elected officials individually and then as a group. We also want to
finalize the timeline for the recruitment so that candidates can mark their calendars well in
advance and will be available when the Town Board conducts its interviews.
If the Town Board wishes, we will incorporate meetings with members of the community
(beyond the Selection Committee) to gather their insights. These can be very valuable as they
provide additional points of view and a better understanding of the elements of the community.
In a sense,they help us develop an understanding of the community's tapestry.
The final piece of this task will be to review the job description and suggest any revisions we feel
are appropriate.
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III. ,Veatch MethodologylWork Flan (continued)
Phase H. Recruitment
Task Two: Develop Recruitment Materials
CB&A will next develop a comprehensive recruitment profile. Once we have completed our
work, we will provide our draft for your review and comment. Your suggestions will be
incorporated, and the final recruitment profile will be used in our recruiting efforts. Samples of
our work can be found on our firm's website under the "Active Recruitments" tab. More
elaborate promotional materials can also be found at: http://www.cb-asso.com/s r.html.
Task Three: Recruit Candidates
CB&A uses a number of approaches to identify the right people for your jurisdiction. We say
people, and not person, because our goal is to bring you three to five excellent finalists, all of
whom will do the job extraordinarily well and who are so good that you will have a difficult time
choosing among them. Then you can select the one who is the best fit with you and your
community. These approaches are:
• Networking. The best approach is diligent outreach. We will network with our
colleagues and consult our data base. As we identify outstanding candidates (many of
whom are not in the market), we will approach them and request that they apply. Many
excellent candidates are reluctant to respond to advertisements because doing so may
alienate their current employers. When we approach them,their credentials are enhanced
rather than diminished.
• Advertising. While we will seek out the best, we will not ignore the trade press which
sometimes yields strong candidates. We intend to contact the members of organizations
such as the International City/County Management Association, Massachusetts
Municipal Management Association, Massachusetts Municipal Association, and so on.
We will also post it on our Website, www.eb-asso.com. We generally do not use
newspapers or generic websites because while they produce large numbers of
applications,they generally do not produce the type of candidates we are seeking.
• Email We will also e-mail the recruitment profile to our list of over 7,000 managers and
professionals who are interested in local government management. One of the
advantages of email is that if the recipient is not interested, he/she can easily forward the
recruitment profile to someone else who may be.
The Private Sector. Some of our clients ask that private sector candidates be included among
our recommended finalists. While we do not routinely recommend candidates with no
experience in government, we have been very successful in finding highly qualified and capable
private sector people to bring forward.
Note: We only accept resumes via email and periodically during the recruitment period —
probably once a week—we will forward the resumes we receive to the Selection Committee.
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M. Search Methodology/Work Flan (continued)
Phase M. Screening and Finalist Selection
Task Four: Gather Information and Evaluate the Candidates
Based on our most recent recruiting efforts, we anticipate receiving resumes from 40 to 60
applicants. Narrowing the field to six to ten candidates we will present for the Board requires a
mix of in-depth research and subjective evaluation. Our process follows.
Step One. Initial Screening. CB&A will evaluate all resumes and identify the top 10 to
12 candidates. Some of these may be in-house candidates or individuals who have held
high level positions in other governments but who have never been the manager. Often
these people simply need the opportunity. Using a football analogy, Vince Lombardi
was an assistant coach with the New York Giants prior to being hired by the Green Bay
Packers. Hence, we do not believe we should only consider those who have already held
the position we are recruiting for.
Step Two. Screening Interview. Our lead recruiter, and possibly other senior
representatives of the firm,will interview each of these candidates. Using our experience
as managers and recruiters as well as our unique ability to assess candidates, we will
make a determination of the candidates' abilities. A member of our staff will then
conduct a further interview and prepare a written summary.
Step Three. Background Investigations. For those that remain in consideration, CB&A
will conduct extensive background checks. Specifically,we will:
• Interview References: We tell the candidate with whom we wish to speak.
These include current and former elected officials, the municipal attorney, the
external auditor, staff members, peers, news media representatives, the director of
the local chamber of commerce, community activists, and others who know the
candidate. We also attempt to contact some individuals who are not on the
candidate's list. Typically we reach eight to ten people and prepare a written
summary of each conversation.
• Conduct Background Checks. Through our third party vendor, American
DataBank, we will conduct the following checks: criminal records at the county,
state and national level; civil records at the county and federal level; bankruptcy
and credit; and motor vehicle. We also verify education and employment for the
past 15 years.
• Search the Internet and Newspaper Archives. Virtually every local
newspaper has an archive that provides stories about perspective candidates, the
issues they have dealt with, how they resolved them and the results. These
articles also provide insight into the candidate's relationship with the public and
the elected officials. Of course, not all news sources are unbiased and we
consider that in our evaluation.
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III. search Methodology/Work Plan (continued)
Our goal in these checks is to develop a clear picture of each candidate and each of the avenues
we pursue is a piece of the puzzle. We crosscheck sources, search for discrepancies and resolve
them when we find them. When sensitive or potentially embarrassing items are discovered,they
are thoroughly researched. If we conclude the situation is damaging or even questionable, the
candidate will be dropped from further consideration.
Note: We firmly believe that all background work we have outlined above should
be completed early in the process. That way the client knows the individuals to
be interviewed are all top performers and do not have anything embarrassing in
their pasts that might come to light after selection. It also means that once our
client has made a selection, it can move forward promptly, negotiate a contract
and make an announcement.
Task Five: Semi-Finalist Selection and Presentation.
We evaluate the information we have gathered and select six to ten candidates for presentation to
the Board. It should be noted that selecting strong candidates is more an art than a science.
While we consider standard ranking factors and the elements of the job, ultimately the most
important factor is who we believe will be a good fit with the elected officials, stakeholders and
the jurisdiction. Typically 40%of our finalists are women and/or minorities.
For the selected candidates, CB&A will compile the information we have developed into a
notebook. Specifically, it will include the following information for each candidate: his/her
resume, a summary of our interviews with the candidate, the results of our background checks,
his/her reference checks, and our compilation of materials from Internet/newspaper archives.
The notebook will also include some advice on interviewing, a series of questions the elected
officials may wish to ask(as well as some areas that it is not wise to get into) and some logistical
information.
If you wish,we can also ask the semi-finalists or finalists to provide written responses to a list of
questions. We do not recommend this approach. While these responses can offer insight, the
best candidates are often employed and very busy. They either do not have time to develop
detailed responses to questions or do not wish to and withdraw from the process. Consequently,
we have found asking candidates for written responses to questions to be counterproductive.
Instead, as noted above, we conduct interviews with the candidate, ask the questions, prepare
summaries and include them in the background notebooks.
Notebooks containing all the background materials for each candidate will be prepared for each
member of the Selection Committee and the Board. These notebooks will be forwarded to the
Town.
Task Six: Finalist Selection
Approximately a week after the Town has received the candidate materials, CB&A will meet
with the Selection Committee to discuss our findings and to further narrow the field.
-14-
III. Search Methodology/Work flan (continued)
The first step will be to determine if the Committee wishes to interview all of the candidates for
whom materials have been presented. We suggest the Committee interview the remaining
candidates via Skype to get a better understanding of who the candidates are and their
capabilities. Given the number of candidates, we suggest these be conducted on a Saturday and
that 30 minutes be allocated to each candidate interview. CB&A will work with the Town to
make the arrangements with the candidates for the interviews.
After the interviews are completed, the Committee will select three to five candidates and
recommend the Board interview these candidates in person. It is important to note that the Town
Manager selection is ultimately a Board decision so we strongly recommend that the Committee
not rank the candidates it recommends. If it were to do so, and if the Board were to prefer a
candidate other than the Committee's top candidate, the resulting situation could be a bit
awkward.
Task Seven:Notify All Candidates of Their Status
We will notify the selected candidates by telephone and give them the opportunity to ask
additional questions. CB&A will also contact those not selected to advise them of their status.
Part of the notification will include advice concerning the candidates' resume and/or cover letter
so that, even though they were not selected to go forward, they will have gained something
valuable from participating in the process.
Phase IV: Coordinate the Interview Process and Town Manager Selection
Task Eight: Coordinate the Candidate Assessment Process
We believe the Board should observe the finalists in a number of settings. We also recommend
you invite the finalists' spouses so they can spend time in your community and evaluate the new
area.
Day #1. The finalists are given a tour of the community and its facilities by a
knowledgeable staff member. Later, senior staff members meet briefly with the
candidates. This provides an opportunity for the finalists to ask questions and the senior
staff to assess them.
Later, that evening, the elected officials and their spouses host a reception for the
candidates and spouses. The purpose is to observe how the finalists respond to a social
situation. Your next Town Manager will, after all, represent your local government in
numerous and a variety of venues. It is thus important to know how the individual will
respond in a social setting. The reception also serves as an ice breaker whereby the
elected officials and the candidates get to know one another informally. It should be
noted that in some cases, confidentiality may preclude a reception.
Day #2: Beginning at approximately 8:30 a.m., each candidate interviews individually
with each elected official for approximately 40 minutes. These meetings provide the
elected officials with an opportunity to assess how the candidates might interact with
-15-
III. Search MethodologylWork Flan (continued)
them on an individual basis. It is important to know if good chemistry exists. Ultimately
managers succeed and fail based on their interaction with the elected officials and the
one-on-ones are an excellent way to test this interaction.
After lunch, the elected officials as a group, would interview each candidate so that they
can assess the candidates in a formal meeting.
Formal Assessment Tools and Tests. Formal assessment tools (such as personality tests and
management in-basket exercises) can be utilized either at this stage or earlier in the process if
you desire. Typically our clients do not utilize them but rather depend on our expertise. Where
such tests have been conducted, they have verified our recommendation in every case.
Nonetheless,we will make them available at an additional cost should you wish to use them.
Task Nine:Debriefing and Selection
Once the interviews have concluded, CB&A suggests the elected officials adjourn and hold a
meeting a day or two later to select the next Town Manager. Although the selection can be made
the same day as the interviews, this decision is quite important and we recommend you take a
little time to consider what you have seen and heard.
In terms of the final selection,we have a simple methodology we have developed that moves the
elected body quickly and rationally to the desired outcome.
Once the selection has been made, CB&A will notify the finalists of their status. The candidates
are eager to know their status and we feel it is important that they be kept informed. As your
search consultant, they look to us for information and consequently we feel it is incumbent on us
to keep them informed.
Phase V. Negotiation and Continuing Assistance
Task Ten:Notification, Contract Negotiations and Warranty
Should the Board wish we will assist in the employment agreement negotiations. Generally a
member of the elected body and the attorney conducts the actual negotiations while we provide
advice and assistance concerning the compensation package and contract. If you request,we can
also take the lead role in the negotiations. We also have a standard contract you are welcome to
use. Your attorney, of course, will prepare the final contract. Since the basic parameters will
have been discussed with the candidates and the candidates have been thoroughly vetted, we
expect a relatively prompt agreement.
-16-
III. Search MethodologylWork flan (continued)
Task Eleven: Continuing Assistance
Our work is not done when the contract is executed. We stay in touch with you and your new
Town Manager. Our goal is to be there to assist in resolving any issues that arise before they
become intractable. In fact, at your request, after the selected individual has been on board for
approximately six months, we will conduct a team-building workshop, at no charge, to resolve
any difficulties. We simply feel it is part of our job to assure a successful relationship.
Communications: We will provide biweekly reports about the status of the search, in writing or
by phone, depending upon your preference. If by phone,we will make them either to the elected
officials as a whole or to its members individually.
Samples of Promotional Materials:
Most of our clients rely on a simple, well written recruitment profile such as the one we did for
Greensboro which can be found on our firm's website at: http://www.cb-
asso coma r/news/news item.asp?NewsID=273. Samples of our more elaborate promotional
materials can also be found on our firms' website at: http://www.ch-asso.com/s r.html.
The Town's Obligations
Town will be responsible for providing the facilities and equipment for the interview processes
(both the Skype interviews and the final interviews), coordinating lodging for candidates from
outside the area, and making arrangements for the evening reception. The Town will also be
responsible for reimbursing the candidates for all expenses associated with their travel, meals
and incidentals for the interview weekend.
CB&A also expects the Town staff to provide the following information to each of the finalists:
the current year budget, an organizational chart, any current strategic and long range plans, a
copy of the Town Charter, any job descriptions and other materials defining the role and duties
of the Town Manager. Once the finalists have been selected, your staff will mail this material to
them. We may jointly determine that other relevant materials should also be provided.
CB&A would like to attend every meeting of the elected officials during our assignment, but
regular attendance is not possible. Consequently, we would appreciate staff forwarding copies of
audiotapes of meetings we cannot attend.
-17-
More C &A Clients...
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Osceola County, FL City of Albany, GA
City Manager
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7
Fulton County, GA City of Palm Bay
Director,Registrations& City Manager
Elections Utility Director
Personnel Director
-18-
IV. Suggested Project Schedule
The following is the project schedule we suggest for this recruitment. It assumes CB&A is
selected to perform the search on June 27th. We recognize that it may need to be changed
depending on the Town's required contracting, notice to proceed,the elected officials' schedules,
Selection Committee members' schedules and the involvement of any other the community
stakeholders.
July 7th: CB&A begins meeting with the elected officials, the Selection Committee
and other suggested stake holders to understand the job and its challenges.
Specifically,the purposes of these interviews will be to: 1) get to know the
elected officials, 2) understand the issues the next Town Manager will
face, 3) understand the elements of the job, 4) develop a description of the
ideal candidate, 5) determine the desired compensation, 6) develop the
process for selecting the next Town Manager, and 7) finalize the project
schedule. Part of his time will be spent in your community getting to
know what makes it a special place to live and work. He will also meet
with community stakeholders and Town staff, if the Town Board desires.
Colin Baenziger begins drafting the recruitment profile for publications
and prospective candidates.
July 11th: Colin Baenziger submits the draft of the full recruitment rofile to the
Town for its review. Comments will be due back by July 151 .
Phase II.- Recruiting
July 16th: CB&A posts the full recruitment profile on its website and submits it to
the appropriate publications. It is also e-mailed to over 7,000 local
government professionals.
August 5th: Closing date for submission of applications.
August 10th: CB&A reports the results of the recruiting effort to the Selection
Committee and the Committee provides its input.
Phase III: Screening
September 6th: CB&A forwards the semi-finalist materials to the Town. These will
include the candidates' resumes, a summary of our interviews with the
candidates, the results of our background and reference checks, and
Internet/newspaper archives results. Materials arrive on September 7th
September 12th: Colin Baenziger reviews the semi-finalists with the Selection Committee.
It determines whom it wishes to interview via Skype.
-19-
IV. Suggested Project Schedule (continued)
September 17th: The Board interviews the semi-finalist candidates and selects three to five
candidates to interview.
Phase IV. Interview Process Coordination and Town Manager Selection
September 23`d: Town holds reception for candidates and spouses
September 24th: Elected officials interview the candidates one-on-one and as a group.
September 26th: Town selects its top choice to be its neat Town Manager at its special
meeting.
Phase VT Negotiation, Warranty& Continuing Assistance
Post Selection: If requested by the Town, CB&A works with Town officials on an
employment agreement. Typically this process takes a week before a
contract is ready to be ratified.
Colin Baenziger will also stay in touch to ensure the Board-Town
Manager relationship is a strong one.
-20
V. Fee & Warranty
Fee
CB&A proposes to conduct the entire search for a firm, fixed fee of $21,000. This figure
includes all our expenses and costs. In other words, the only thing the Town will pay CB&A is
the agreed upon fee of$21,000. The only other costs the Town will be responsible for are the
costs associated with the candidates' (and spouses, if invited) travel, accommodations and meals
for the interview process.
We will bill the fee as the phases are completed and according to the following schedule:
Phase 1: Needs Analysis/Information Gathering $ 3,000
Phase II: Recruiting 6,000
Phase III: Screening 9,000
Phase IV: Interview Process Coordination and Administrator Selection 1,500
Phase V: Negotiation, Warranty&Continuing Assistance 1,500
If the Town asks us to perform work that is clearly beyond the scope of this proposal, it will be
billed at a rate of $125 per hour. No such work will be performed without your written
authorization. Please note: we have never billed - nor requested - additional funds beyond our
originally quoted fee for the search, even when we have been entitled to it.
Warranty
Colin Baenziger &Associates offers the best warranty in the industry. We can offer it because
we have confidence in our work. Provided we conduct the full search and assuming the Town
selects from among the candidates we recommend,we warrant the following:
1) We will not approach the selected candidate concerning any other position as long as
the individual is employed by the Town.
2) If the selected individual leaves for any reason other than an act of God (for example,
total incapacitation or death) within the first year, CB&A will repeat the search at no
charge. If he/she departs during the second year for any reason other than an act of
God,we will repeat the search for the reimbursement of our expenses only.
3) If you are not satisfied with any of the candidates we present, CB&A will repeat the
search until you are satisfied.
4) Our price is guaranteed and will not be exceeded for any reason, even if conditions
change after the contract is executed.
-21-
More CB&A Clients...
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Tampa Bay Water Authority (serving City of Cottonwood Heights, UT
2,400,000 people)
General Manager City Manager
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Town of Jupiter Island,FL City of Sunny Isles Beach, FL
Town Manager, City Manager,
Building Official, City Engineer,
Assistant Utility Director Assistant Director,Public Works
-22-
Section VI: Qualifications and Experience of Key Personnel
Project Team and Involvement(Resumes for key staff follow)
CB&A is an experienced recruiting firm and strongly believes that each project should have not just a
project manager but also strong deputies. That provides the client with insurance should anything
happen to the project manager. In this case, Colin Baenziger will serve as the project manager and
principal contact while David Collier will be the deputy project manager. Tom Andrews will serve as
recruitment manager.
Colin Baenziger will conduct the interviews with the elected officials, search for strong candidates,
discuss the position with those candidates, recruit them, interview the preferred candidates, oversee the
background investigations, oversee the candidate/Town interview and evaluation process, and assist
with the contract negotiations. He holds a Bachelor's degree from Carleton College and a Master's
degree with distinction from Cornell University's Graduate School of Management. In addition to 15
years as a consultant, Mr. Baenziger spent 10 years in government as a senior manager.
Tom Andrews, senior vice president, will be the deputy project manager and support for Mr.
Baenziger. Mr. Andrews will assist in virtually every aspect of the search effort but will focus on the
search for strong candidates and candidate evaluation. Before joining the firm, Mr. Andrews served as
County Administrator for Fulton County, Georgia, and in high level county and state positions in
Maryland.
David Collier, senior vice president, will serve as the recruitment manager and assist with the
identification and screening of candidates. He has over 30 years of experience as a local government
manager. He earned his Bachelor of Arts degree in economics and his Master's degree in public
administration from the American University in Washington, D.C. He is a past president of the
Maryland City Managers Association and the Florida Association of County Administrators.
Kathyrn Knutson, Vice President for Operations, will be responsible for coordinating the advertising
and production of the materials we will present to you as described in the Recruitment Approach.
Colin Baenziger Tom Andrews
Project Manager Deputy Project Manager
David Collier Kathyrn Knutson
Recruitment Mana er Vice President-Operations
Research Associates
-23-
The Project Team (continued)
Colin Baenziger, M.P.A.
Principal
Colin Baenziger is a student of local government and responsible
for the executive recruitment functions at Colin Baenziger &
Associates. Over the years, he has worked with a number of cities
on recruitments, and on management, operational, and
organizational issues. As a former manager and someone who
actively consults with governments, he understands what it takes to
do the manager's fob, and to do it effectively. Furthermore
because he is active in a number of professional associations, he
knows many of the nation's managers on a first name basis.
Some of Mr. Baenziger's searches for local governments include:
• City Attorney, West Melbourne, FL (population 15,000)
• County Manager, Baker County, FL (population 27,000)
• County Administrator, Bay County, FL(population 158,000)
• County Manager, Brevard County, FL (population 536,000)
• County Administrator, Clay County, FL (population 160,000)
• County Manager, Flagler County,FL (population (83,000)
• County Administrator, Okeechobee County, (population 39,000)
• County Administrator, Polk County, IA (population 400,000)
• County Administrator, St. Johns County, FL (population 162,000)
• Director, Registrations and Elections, Fulton County, GA (population 992,000),
• City Manager, Coral Gables, FL (population 42,000),
• City Manager, Greensboro,NC (population 259,000),
• Village Manager, Key Biscayne, FL(population 11,000),
• City Manager, Roanoke, VA(population 10 1,000),
• City Manager, Roanoke, VA(population 93,000),
Other recent efforts include a strategic planning session for the Florida Association of Special
Districts, an operational review of Tamarac's water utility, a business practices review for a
division of Martin County government, an operational reconciliation for Palm Beach County
Water, development of an automated system to pay royalties to featured recording artists for the
Recording Industry Association of America, and a review of financial procedures for a division
of the Marriott Corporation.
Mr. Baenziger has a Master's Degree with Distinction in Public Administration from Cornell
University's Graduate School of Management, and a Bachelor of Arts degree from Carleton
College. He is also active in the International City/County Management Association. He has
also been called upon frequently to speak at conferences of the Florida League of Cities, the Utah
and Florida City/County Managers' Associations, and the Florida Public Personnel Association.
He resides in Palm Beach County, FL.
-24-
The Project Team (continued)
Toin Andrews, M S.
Senior Vice President
Tom Andrews is CB&A's management guru. With over 30 years
management experience in federal, state and local governments, he
has been there, done that. With his no-nonsense approach to
problem solving and his keen ability to recognize management
talent and leadership potential, he is an asset to any client. His
talent for mentoring has resulted in former employees occupying
senior local government positions from Maryland to Florida. ' j
I
In addition to his comprehensive and successful experience as a
generalist, Tom possesses technical expertise in water resources
management, environmental regulation, and public health
programming.
Some of the top leadership positions that Tom has held include:
serving as the County Manager of Fulton County, GA, Chief Administrative Officer for Anne
Arundel County, MD, Deputy Secretary, Maryland Department of the Environment, Assistant
Secretary, Maryland Department of Natural Resources, Director, Maryland Water Resources
Administration and Chief of Staff for Maryland Acting Governor Blair Lee III.
Some of the recruitments Tom has been involved in for CB&A are:
• City Manager, Greensboro,NC,
• City Manager, Roanoke, VA,
• County Manager, Brevard County, FL,
• Deputy City Manager, Durham,NC
• Director, Economic and Workforce Development, Durham,NC
• Budget Director, St. Petersburg, FL,
• Finance Director, Tamarac, FL, and
• Director of Economic Development for Loudoun County,VA.
In addition, Tom has conducted numerous leadership seminars for state and local government
mid-level managers. He has also taught undergraduate and graduate level public administration
courses.
Tom earned his Bachelor of Science in Biology from Miami University in Oxford, Ohio, and his
Masters in Natural Resources Administration from the Institute of Public Administration of the
University of Michigan. He has been a member of the Georgia County-City Managers
Association, the Association County Commissioners of Georgia, and the National Association of
Counties. Tom has also served as President of the Maryland Association cf County Health
Officers, Member of the Anne Arundel County YMCA Board of Directors and President of the
Providence Center Board of Directors, a non-profit agency serving the developmentally disabled.
-25-
The Project Team (continued)
Dave Collier, M.P.A.
Senior Vice President
Dave Collier brings to the client over 30 years of management
experience in county and city government. Since there is not much
that he has not seen previously, Dave quickly produces efficient
and effective solutions to problems for his clients. y
One of Dave's specialties is executive search. With his many years
of experience, he can quickly separate the wheat from the chaff and
find the right person to join your senior staff or be your department 'r
head. He also has successfully conducted organizational reviews,
sessions in team building and strategic planning workshops. Just as
importantly in this day and age of the pressure to lower taxes, he
has developed strategies and action plans for coping with the tough
financial problems that local government often experience.
Dave has overseen the recruitment and selection of.
• County Manager, Brevard County, FL,
• City Manager, Coral Gables, FL,
• City Manager, Cape Canaveral, FL,
• City Manager, Dania Beach, FL,
• City Manager,North Miami, FL,
• City Manager, Orange City, FL,
• City Manager, West Melbourne, FL,
• City Administrator, West Park, FL,
• Finance Director for Tamarac, FL, and
• Environmental Resources Director for St. Lucie County, FL.
While serving as City Manager of Stuart, Florida for 14 years, he improved the professionalism
of City Department Heads and staff through an emphasis on professional development and team
building. He also used his hands-on management style to emphasis the need for effective project
management and maintaining tight timelines in order to show citizens that the city government
was effectively managed and had a strong commitment to its customers.
Prior serving in Stuart, Dave was a County Manager in Florida, Kansas and Michigan. He also
has extensive experience in local government consulting.
Mr. Collier earned his Bachelor of Arts degree in Economics and his Masters degree in Public
Administration from the American University in Washington, D.C. He was a member of the
International City/ County Management for over thirty years, served as President of the
Maryland City Managers Association and the Florida Association of County Administrators.
Mr. Collier is involved in his community as a member of the City of Stuart's CRA Advisory
Board and as a Director of Stuart's Main Street Association.
-26-
The Project Team (continued)
Kathyrn Knutson
Vice President for Operations
Ms. Knutson is a skilled professional with a wealth of public and
private sector experience. Her particular areas of expertise are
executive search, special projects and compensation surveys. She
feels each client must be properly served, and that can only be done
by devoting her utmost attention to the client's particular concerns,
and by finding creative ways to solve their problems. From her
perspective,the client comes first.
Since beginning her working relationship with Colin Baenziger&
Associates, Ms. Knutson has been involved in virtually every
executive search the firm has conducted. Some of the more
notable ones include:
• County Manager, Polk County, IA (population 400,000),
• City Manager,Town of Bay Harbor Islands (population 5,200),
• County Manager, Brevard County,FL (population 536,000),
• City Manager, Coral Gables, FL (population 42,000),
• City Manager, Cottonwood Heights, UT(population 34,000),
• City Manager, Cutler Bay, FL (population 35,000),
• City Manager, Greensboro,NC (population 259,000),
• Village Manager, Key Biscayne, FL (population 11,000),
• City Manager, City of Marathon, FL (population 11,500)
• City Manager, City of Lauderdale Lakes(population 32,000),
• City Manager, City of Miami Gardens, FL (population 101,000)
• Village Manager, Village of Palmetto Bay, FL (population 24,000)
• City Manager, Palm Coast, FL (population 51,000),
• City Manager, Roanoke, VA (population 101,000),
• City Manager, City of West Melbourne, FL (population 15,000)
• Executive Director, Onslow Water and Sewer Authority, Jacksonville, NC (serving a
population of 160,000)
• Executive Director,Northern Palm Beach County Improvement District,
• Public Works Director, Chandler, AZ(population 250,000),
• General Manager, Tampa Bay Water Authority(serving of 2.4 million), and
• Public Works Director, Chandler, AZ(population 250,000).
Ms. Knutson's prior employment includes stints with Palm Beach County's Department of
Building, Planning, and Zoning, and with the County Health and Rehabilitative Services. She
has also worked with the State of Florida's Department of Corrections and with the State's
Department of Employment Services. Further, she has been involved with a number of private
and non-profit concerns, such as the Visiting Nurses Association and Oakwood Mental Health
Center of the Palm Beaches. Ms. Knutson has an Associates Degree in Business Education from
West Georgia College in Carrollton, Georgia. Kathyrn currently resides in On;,ida County, WI.
-27-
COLIN AENZIGER &AssomTES-,S`omE OF 0 UR PLA CEMENTS
2002—Palm Ba ,FL 2003—Lauderdale Lakes,FL 2004—Destin,FL
a
Lee Feldman Anita Fain Taylor Greg Kisela
2004 Cottonwood Heights,UT 2007—St Johns County, FL 2007—Key Biscayne,FL
NF'
Liane Stillman Michael Wanchick Chip Igelsias
2009—Greensboro,NC 2009—Roanoke,VA 2009—North Miami,FL
F
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ix
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Rashad Young Chris Morrill Russell Benford
-28-
Tell References
The staff at Colin Baenziger & Associates has completed almost 100 searches for city and
county managers and more than 200 senior-level local government management searches overall.
More information is contained in Appendices A and C.
General References
1) City Manager Recruitment, Greensboro,NC(population 259,000)
Contact: Council Member Trudy Wade at
(336) 454-3171 or Trudy.Wadeggreensboro-nc.gov
Human Resources Consultant Alice Burkholder at
(336) 540-0274 or Alice.Burkholder(a,greensboro-nc. og_v
I
CB&A was hired in late May 2009 to find Greensboro's next City Manager. Home to six
colleges and universities, Greensboro is a former textile center and now a cultural and medical
center for the area. It was also where four black students sat down at a Woolworth's lunch
counter in 1960 and helped spark the civil rights movement. As part of the recruitment process,
we conducted individual meetings with each elected officials, two meetings with residents, a
meeting with the business community and a number of meetings with the staff. We searched the
nation and developed a pool of extremely capable applicants from similarly sized cities. The
semi-finalist pool was also diverse, with half of it being minorities and/or women. Interviews
were held the third week in August and Rashad Young,formerly the City Manager of Dayton,
OH,was selected. He remains with the City as its manager.
2) City Manager Recruitment, City of Cape Canaveral, FL (population 10,200)
Contact: Mayor Rocky Randel at(321) 784-5694 or
rocky-cape@cfl.rr.com or
Former Council Member Shannon Roberts at(321) 615-1855, or
csroberts(a,cfl.rr.com
CB&A was selected to perform Cape Canaveral's City Manager on January 12, 2010. We
sought candidates from around the country but focused our attention on those from Florida. The
City Council interviewed the candidates we recommended but also requested we evaluate the
credentials of the City Clerk which caused a delay. Ultimately, the City Council selected Mr.
David Greene,formerly the City Manager of Winter Haven, FL, on May 18th
-29-
Vll References
3) City Manager Recruitment, City of Roanoke, VA (population 96,000)
Contact: Council Member Court Rosen at(540) 597-3193 or
courtrosen(a,gmail.com
Former Council Member Rupert Cutler at(540) 345-7653 or
MRCutler cnr,aol.com
CB&A was hired in early September 2009 to find Roanoke's next City Manager. Roanoke is
the cultural and commercial hub of southwestern Virginia. One of its primary employers is the
Carilion Clinic with almost 8,000 employees. We were asked to identify someone with a strong
background in finance and redevelopment. In preparation for the recruitment, we had five
meetings to solicit public input (two with the public at large, one with the business community,
one with the neighborhoods, and one with the education, social services and non-profit
community). We also had a separate meeting with the media. Our efforts involved searching
the country for strong candidates, conducting extensive background checks, recommending a
strong field of candidates, overseeing the interviews and providing a small amount of assistance
with the contract negotiations. Christopher Morrill, formerly the Assistant City Manager for
Savannah, GA, was selected in early December 2009. Mr. Morrill began work, at the City's
request, in mid-February 2010.
4) City Manager, City of Palm Coast, FL (population 51,000)
Contact: Mayor Jon Netts at(386) 445-2121, or
City Manager Jim Landon at(386) 986-3702.
CB&A was selected on May 23, 2006 to conduct the search for the next City Manager. Our
effort involved seeking candidates throughout the country to locate the best people for the job.
We then interviewed them, conducted thorough background checks, and recommended finalists.
We also oversaw the interview and selection process. The City requested that the search
progress so the next manager's arrival would coincide with the current manager's departure.
Consequently, selection was made on November 7, 2006 and the contract approved on December
5, 2006. James Landon,formerly City Manager for Richardson, TX, was selected.
S) Borough Manager Recruitment,Matanuska-Sustina Borough,Alaska
Contact: Borough Mayor Larry DeVilbiss at(907) 745-9682 or
Larry.DeVilbissgmatsu ovg .us
Human Resource Manager Sonya Conant at(907) 746-7432 or
Sonya.Conantkmatsu og v.us
Matanuska-Susitna Borough is a county located in Alaska just north of Anchorage. Its largest
cities are Palmer and Wasilla. After the Borough attempted to recruit its next Borough
(County) Manager itself and failed, it retained CB&A. We were asked to complete the work
within 60 days and commenced our effort with a site visit beginning on December 27th. We
concluded our recruitment effort on January 21St. Initial video conference interviews of six top
candidates took place on February 18th. Final interviews, where the top two candidates came to
the Borough, occurred on February 26th. John Moosey, the County Administrator of Chisago
County, MN, was selected on the 26th and he signed a contract with the Borough that evening.
-30-
VII. References
6) County Manager Recruitment,St. Johns County, FL (population 162,000)
Contact: Commission Chairman Ron Sanchez(904)209-0302, or
bccd2 sicfl.us
County Administrator Michael Wanchick at(904) 209-0530, or
mwanchickgsicfl.us
Colin Baenziger & Associates was selected on December 28, 2006, to conduct the County
Administrator search. At the request of the county, we lengthened our normal 90 day process
and interviews were held on May 17th and 18th with a final selection scheduled for May 22, 2007.
Our work included scouring the nation to find the right person for the job, interviewing the
candidates, conducting through background checks, and recommending finalists for the city to
interview. Mr. Michael Wanchick, Assistant City Manager for Richardson, TX, was selected.
We subsequently found a Director of Health and Human Services as well as a Director of Library
Services for the County.
7) County Manager Recruitment, Union County,NC(population 198,600)
Contact: Commissioner Kim Rogers at(704) 843-7949, or
kimroaers(2co.union.nc.us
Commissioner Tracy Kuehler at 704-834-7117, or
tracykuehlergeo.union.nc.us
Human Resources Director Mark Watson at(704) 283-3869, or
Watsongco.union.nc.us
CB&A was formally selected to perform the County Manager on September 7, 2010. We were
asked to conduct the search extremely quickly so that interviews could be conducted prior to the
November election. We sought candidates from around the country, performed the candidate
screening and interviews were held on October 22nd with a selection made on October 25th. The
Commission selected Ms. Cynthia Coto,formerly the Count), Manager of Voulsia County, FL,
and Seminole County, FL. Ms. Coto signed a contract on October 291h and began work on
November 15th
8) Cottonwood Heights, UT(population 35,400)
Contact: Mayor Kelvyn Cullimore at(801) 568-7000, or
Kelvyngdynatron.com
Cottonwood Heights incorporated in November 2004 and is a suburb of Salt Lake City. The
City needed a City Manager immediately and requested that Colin Baenziger and Associates
have a field of candidates ready to interview on December 3rd and 4th. The City had already
begun advertising with a closing date of November 22, 2004. Not impressed with the
applications, we promptly recruited several more applicants, two of whom the City Council rated
in their top three finalists after the interviews. The process was complicated by the Thanksgiving
holiday. Nonetheless, we completed our work including background checks and conducted
interviews so that the City did hire its manager on December 7, 2004.
-31-
Tell References
Clients Who Have Worked with Other Recruiting Films
The following clients have worked with other search firms and can provide you with an
assessment of our work versus that of others.
9) Economic Development Director,Loudoun County, VA (population 298,000)
Contact: Deputy County Administrator Linda Neri at 703-777-0200 or
Linda.Nerigloudoun.gov
Human Resources Manager Russ Consaul at 703-777-0598 or
Russ.Consaulg loudoun.gov
Both Ms. Neri and Mr. Consaul have worked with other recruiting firms and can compare our
work to theirs. CB&A first met with County Officials on June 28, 2010 and the closing date for
applications was July 23`d. Candidates were interviewed on September 8th— 91h with additional
interviews held on September 21St. Thomas Flynn, formerly the Director for Economic
Development for the City of Charlotte,NC,was selected.
10) Assistant City Manager Recruitment,Savannah, GA (population 132,000)
Contact: Human Resources Analyst Gale Dick at(912) 651-6481 or
GDickASavannah a.Gov
This reference is provided to demonstrate that we can meet extremely tight deadlines and adapt
our process to the needs of the client. Colin Baenziger & Associates was asked to conduct an
expedited recruitment for an Assistant City Manager for Savannah, GA. We first met with
Savannah officials on March 15, 2010. We quickly produced a recruitment profile and began
recruiting candidates. The deadline for applications was April 12, 2010. We were asked to
provide a list of 10 recommended candidates by April 13, 2010. The City was to interview those
candidates the following week by telephone and select three finalists. Background checks would
then quickly be conducted and final interviews held 10 days later. We met all of our deadlines
but ultimately the City Manager accepted another position and the search was suspended until a
new City Manager could be appointed.
11) Utility Director, West Palm Beach, FL
Contact: Human Resources Director Patrick Cooney at(561) 494-1006, or
PCooneykivpb.org
City of West Palm Beach
401 Clematis Street
West Palm Beach, FL 33401
In May 2008, after one of our competitors spent months attempting to find a Utility Director and
failed, West Palm Beach contacted us. We produced a list of candidates within three weeks and
the City selected David Hanks, formerly the Director of the City of Asheville's, NC Water
Resources Department. We have also helped the City fill several other positions such as its
Parks and Recreation Director.
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VII References
Candidate Re emices
While it is important to deliver what the City or County expects, it is also important to keep
candidates informed and to treat them with dignity and respect. Accordingly, we have provided
references from four of those candidates.
Placement Formerly Currently Contact at
Chris Morrill Assistant City City Manager (540)853-2333
Manager Roanoke, VA citymgrgroanokeva.gov
Savannah, GA Appointed in
December 2009
Jim Landon City Manager City Manager (386)986-3702
Richardson,TX Palm Coast, FL JLandon@ci.palm-coast.fl.us
Appointed in
November, 2007
Mark Rees Town Manager City Manager (978)688-9510
North Andover, MA Portland, MA townmanager @townofnorthandover.com
Appointed in
June 2011 After September 1,2011
(207) 874-8689
mreesgportlandmaine.goy
David Zabell Assistant City City Manager (509) 834-9343
Manager Fife, WA dzabellgcityoffife.org
Yakima, WA Appointed in
December 2010
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i
I
Searches by
Colin Baen.ziger & Associate Staff
Governmental e rc Assignments
Performed by the Staff of'Colin Baenziger&Associates in the Past Five Years
Contract Awarded,Assiynments Pending
Office of the Attorney General, State of Arizona
Current Searches
City Manager, Destin,FL(population 12,300)
Village Manager, Pinecrest, FL(population 19,300)
City Manager, Yakima, WA(population 91,000)
County Manager, Polk County, IA(population 187,000)
Executive Director, Lakewood Ranch Inter-District Authority(population 15,ON)
Completed Searches
City/Town/Village Managers-Completed Searches
City Manager,Alachua, FL (population 6,200) in 2001
City Manager, Albany, GA (population 75,600) in 2011
City Manager, Bartow, FL (population 16,000) in 2007
Town Manager, Bay Harbor Islands, FL (population 5,200) in 2003 and 2007
Town Manager, Buckeye, AZ(population 32,000) in 2006
City Manager, Cape Canaveral,FL(population 10,200) in 2010
Town Manager, Cutler Bay, FL (population 35,000) in 2006
Town Manager, Dundee, FL (population 3,000) in 2006 and 2009
City Manager, Casselberry, FL(population 25,000), in 2005
City Manager, Chamblee, GA (population 17,000) in 2011
City Manager, Cooper City, FL(population 32,000) in 2008
City Manager, Coral Gables (population 43,000) in 2009
City Manager, Cottonwood Heights, UT (population 34,000), in 2004
City Manager, Dania Beach, FL (population 28,000) in 2009
City Manager, Daytona Beach,FL(population 65,000) in 2002
City Manager, Deltona, FL (population 83,000) in 2006 and 2008
City Manager, Destin, FL (population 12,000) in 2003
City Manager, Doral,FL (population 24,000), in 2004
City Manager, Eustis, FL (population 18,000) in 2007
City Manager, Fernandina Beach, FL (population 11,000) in 2006
City Manager, Fife, WA (population 8,700) in 2010
Town Manager, Fort Myers Beach, FL (population 6,900) in 2006 and 2008
Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1999 and 2005
A-1
Governmental Search ssl n e is (continued)
City/Town/Village Manager- Completed Searches(continued)
City Manager, Gainesville, FL (population 117,000) in 2005
City Manager, Greensboro,NC (population 259,000) in 2009
City Manager, Gulfport, FL (population 12,000) in 2003
City Manager, Hallandale Beach, FL(population 39,000) in 2010
City Manager, Holly Hill, FL (population 13,000) in 2008
City Manager, Homestead, FL (population 62,000) in 2010
Town Manager, June Beach, FL (population 3,600) in 2005
Town Manager, Town of Jupiter Island, FL(population 654) in 2005
Village Manager, Key Biscayne, FL (population 11,000) in 2007
Town Manager, Lake Park, FL (population 9,100) in 2001 and 2003
Town Manager, Lantana, FL (population 9,600) in 2000
City Manager, Lakeland, FL (population 87,000) in 2003
City Manager, Lake Worth, FL (population 30,000) in 2003 and 2007
City Manager, Lauderdale Lakes, FL (population 32,000) in 1998 and 2002
Town Manager,Mangonia Park, FL (population 1,400) in 2001
City Manager, Marathon, FL (population 11,500 in 2002 and 2004
City Manager, Marco Island, FL (population 15,000) in 2008
City Manager, Melbourne,FL(population 72,500) in 2002
City Manager, Miami Gardens, FL (population 101,000) in 2004
City Manager, Mount Dora, FL (population 12,000) in 2005
City Manager,Naples, FL(population 21,000) in 2003 and 2007
City Manager,New Smyrna Beach, FL, FL(population 23,000) in 2009
City Manager,North Miami, FL (population 62,000) in 2002
Village Manager,North Palm Beach, FL (population 12,500) in 2004, 2005 and 2007
City Manager,North Port,FL(population 55,800) in 2011
City Manager, Ocala, FL (population 52,000) in 2008
City Manager, Orange City, FL(population 10,000) in 2010
City Manager, Orange Park, FL (population 9,100) in 2010
CAO, Orlando, FL(population 197,000) in 2005
City Manager, Oviedo, FL (population 33,000) in 2008
City Manager, Palm Bay, FL (current population 101,000) in 2002
City Manager, Palm Coast, FL(population 71,000) in 2006
Village Manager,Palmetto Bay, FL (population 24,000) in 2003
City Manager, Pompano Beach,FL (population 101,000) in 2007
Town Manager, Ponce Inlet, FL (population 2,500) in 2001
City Manager, Portland, ME (population 65,000) in 2011
City Manager, Riviera Beach, FL (population 37,000) in 2009
City Manager, Roanoke, VA (population 96,000) in 2009
City Manager, Sarasota, FL (population 55,000) in 2007
Town Manager, Sewall's Point, FL(population 2,000) in 2006
City Manager, St. Pete Beach, FL (population 10,000) in 2001
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Governmental Search Assignments (continued)
City/Town/Village Manager- Completed Searches (continued)
City Manager, Stuart,FL (population 17,000) in 2006
City Manager, Sunny Isles Beach,FL (population 17,000) in 2006 and 2011 j
City Administrator, Tavares, FL (population 11,000) in 2006
City Manager, Treasure Island, FL(population 7,500) in 2004 J
City Manager, West Melbourne,FL (population 15,000) in 2009
City Manager, West Park, FL (population 12,000) in 2005 and 2010
City Manager, Woodstock, GA (population 21,000) in 2008
County/Borough Managers- Completed Searches
County Manager, Baker County, FL (population 27,000) in 2006
County Administrator, Bay County, FL (population 158,000) in 2005
County Manager, Brevard County, FL (population 536,000) in 2009
County Administrator, Broward County,FL (population 1,800,000) in 2006
County Administrator, Clay County, FL (population 160,000) in 2005 and 2011
County Administrator, DeSoto County, FL (population 34,000) in 2005
County Manager, Flagler County, FL (population (83,000) in 2007
County Administrator, Highlands County, FL (population 98,000) in 2008
County Manager, Lowndes County, GA (population 92,000) in 2001
County Administrator, Martin County, FL (population 140,000) in 2005
Borough Manager, Matanuska-Susitna Borough, AK (population 85,000) in 2011
County Administrator, Monroe County, FL (population 80,000) in 2004
County Administrator,Nassau County, FL (population 60,000) in 2004
County Administrator, Okeechobee County, (population 39,000) in 2008
County Manager, Osceola County, FL (population 235,000) in 2003 and 2007
County Administrator, Polk County, IA (population 400,000) in 2007
County Manager, Seminole County, FL(population 410,000) in 2006
County Administrator, St. Johns County, FL (population 162,000) in 2007
County Administrator, Sumter County, FL (population 70,000) in 2005
County Manager, Union County,NC (population 198,600) in 2010
Completed Searches—Assistant/Deputy Managers
Assistant County Administrator for Development and Infrastructure, Hillsborough County, FL
(population 1,000,055) in 2006
Assistant County Administrator for Human Services, Hillsborough County, FL(population
1,000,055) in 2004
Assistant Town Manager, Jupiter Island, FL (population 654) in 2010
Assistant Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1998
Assistant to the City Manager, Lakeland, FL (population 87,000) in 2004
Assistant City Manager, Lake Worth, FL (population 30,000) in 2004
Assistant County Administrator, Martin County, FL (population 140,000) in 2006
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Governmental earc h Assignments (continued)
Completed Searches—Assistant/Deputy Managers (continued)
Assistant City Manager, Tamarac, FL (population 55,500) in 2001
Assistant City Manager, West Palm Beach, FL(population 89,000) in 2004
Deputy City Manager,Durham,NC (population 220,000) in 2009
Deputy County Administrator, Hillsborough County, FL (population 1,000,055) in 2004
Deputy County Manager, Polk County, FL(population 500,000) in 2006
Completed Searches— Community Development
Assistant Director of Community Development, Largo, FL(population 74,000) in 2004 and 2005
Community Development Director, Miami, FL (population 362,000) in 2008
Community Development Director, Safety Harbor, FL (population 18,000) in 2006
Community Development Director, Tamarac, FL (population 55,500) in 2007
Development Services Director, Daytona Beach, FL(population 65,000) in 2005
Director of Capital Projects,New Orleans, LA (population 323,000) in 2008
General Manager,North Sarasota Redevelopment District, Sarasota (population 53,000) in 2008
Growth Management Director, St. Lucie County, FL(population 261,000) in 2005
Growth Management Manager, Wellington, FL (population 55,000) in 2009
Housing and Community Development Director, West Palm Beach, FL (pop. 102,000) in 2007
Planning Administrator, Daytona Beach, FL (population 65,000) in 2007
Planning Department Director, Osceola County, FL(population 235,000) in 2005
Completed Searches—Economic Development/Redevelopment
Economic Development Director, Charlotte County, FL (population 170,000) in 2007
Director, Office of Economic& Workforce Development, Durham, NC (pop. 220,000), 2009
Economic Development Director, Loudoun County, VA (population 290,000) in 2010
Redevelopment Director, Daytona Beach, FL (population 65,000) in 2007
Economic Development Director, St. Johns County, FL (population 162,000) in 2011
Assistant City Manager for Community Building, Durham,NC (population 220,000) in 2009
Executive Director, Valdosta-Lowndes County Industrial Authority, GA (serving a population
92,000+) in 2006 and 2011
Executive Director, Technological Research and Development Authority, FL (serving a
statewide population) in 2006
Completed Searches—Engineers
Assistant City Engineer, Melbourne, FL(population 75,000) in 2008
County Engineer, Polk County, FL(population 500,000) in 2006
Deputy County Engineer, Martin County, FL (population 140,000) in 2006
City Engineer, Gulfport, MS (population 90,000) in 2008
City Engineer, Sunny Isles Beach, FL (population 17,000) in 2006
A-4
Governmental ears ,psi C' S (continued)
Completed Searches—Engineers (continued)
Engineering Manager, Sumter County, FL (population 70,000) in 2005
Staff Engineer, Wellington, FL (population 55,000) in 2009
Completed Searches—Facilities Management
Centroplex Director, Orlando, FL (population 197,000) in 2004
Lakeland Center Director, Lakeland, FL (population 87,000) in 2004
Completed Searches—Finance
Budget and Financial Services Director, Polk County, FL (population 500,000) in 2006
Retirement Services Director for Lakeland, FL (population 87,000) in 2006 and 2008
Finance Director, Fort Walton Beach, FL (population 20,000) in 2006
Manager, Office of Management and Budget, Lake Worth, FL (population 37,000) in 2010
Finance Director, Lauderdale Lakes (population 32,000) in 1998
Deputy Director of Management, Budget and Accounting, Orlando, FL (pop. 197,000) in 2004
Chief Financial Officer, Hillsborough Area Regional Transit, FL (population 1,000,055) in 2005
Chief Financial Officer, City of Orlando, FL (population 87,000) in 2005
Finance Director, West Palm Beach, FL (population 102,000) in 2007
Controller, City of Orlando, FL (population 197,000) in 2007
Budget Director, St. Petersburg, FL (population 248,000) in 2009
Finance Director, St. Petersburg, FL (population 248,000) in 2010
Finance Director, Sunny Isles Beach, FL (population 17,000)
Finance Director, Tamarac, FL (population 55,500) in 2005 and 2009
Completed Searches—Housing/Building
Assistant to the County Administrator—Affordable Housing, Broward County, FL (population
1,700,000) in 2004
Building Official, Jupiter Island, FL (population 580) in 2005 and 2010
Building Official, Miami Beach, FL (population 91,000) in 2005
Building Department Director, Osceola County, FL (population 235,000) in 2005
Assistant to the County Administrator—Affordable Housing, Broward County, FL (population
1,700,000) in 2004
Building Official, Jupiter Island,FL (population 580) in 2005
Building Official, Miami Beach, FL (population 91,000) in 2005
Building Department Director, Osceola County, FL(population 235,000) in 2005
Building Official, Sewall's Point, FL(population 2,000) in 2006
Building Official,Tamarac(population 55,000) in 2008
Housing and Community Development Director, West Palm Beach, FL (pop. 162,000), 2007
A-5
Governmental e rc Assignments (continued)
Completed Searches—Human Resources
I
Human Resources Director, Boca Raton, FL (population 84,000) in 2006
Director of Personnel, Fulton County, GA (population 992,000) in 2010
Human Resources Administrator, Martin County, FL (population 140,000) in 2007
Personnel Director,North Miami, FL (population 56,000) in 2001
Human Resources Director, Osceola County, FL (population 235,000) in 2006
Human Resources Director, City of Sarasota, FL (population 55,000) in 2002
Personnel Director, Vero Beach, FL (population 17,900) in 2003
Completed Searches—Human Services
Assistant County Administrator for Human Services, Hillsborough County, FL (population
1,000,055) in 2004
Director, Health and Human Services, St. Johns County, FL (population 162,000) in 2010
Executive Director, Juvenile Welfare Board, Pinellas County, FL (population 950,000) in 2005
Completed Searches—Information Technolof
Information Technology Director, Lakeland,FL(population 87,000) in 2004
Information Services Director, Lauderdale Lakes, FL (population 32,000) in 1998
Completed Searches—Parks/Recreation/Libraries
Director Parks, Recreation, &Conservation, Hillsborough County, FL (pop. 1,000,055) in 2004
District Manager, Holiday Park Recreation District(population 1,400) in 2007
Library Services Director, St. Johns County, FL (population 162,000) in 2007
Completed Searches—Public Safety
Fire Chief, Daytona Beach, FL (population 65,000) in 2006
Fire Chief, Lauderdale Lakes, FL (population 32,000) in 1999
Fire Chief, West Palm Beach, FL (population 89,000) in 2005
Police Chief, Daytona Beach,FL (population 65,000) in 2006
Police Chief, Sewall's Point, FL (population 2,000) in 2007
Police Chief, Sunny Isles Beach, FL (population 17000) in 2010
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Governmental Search Assign en S (continued)
Completed Searches—Public Works
Public Works Director/Capital Projects Manager/City Engineer, Sunny Isles Beach, FL
(population 17,000) in 2007
Assistant Public Works Director, Sunny Isles Beach, FL (population 17,000) in 2008
Public Works Director, Fort Lauderdale, FL (population 183,000) in 2004
Public Works Director, Polk County, FL (population 500,000) in 2005
Public Works Director, Chandler,AZ (population 250,000) in 2007
Public Works Director, Tamarac, FL (population 55,500) in 2003
Solid Waste Director, Hillsborough County, FL (population 1,000,055) in 2005
Vice President, Public Works& Operations, Ocean Reef Community Association (pop. 2,000),
Key Largo, FL, in 2001
Completed Searches—Transportation
Chief Financial Officer, Hillsborough Area Regional Transit, FL (population 1,000,055) in 2005
Director of Traffic Engineering, Polk County, FL (population 500,000) in 2002
Executive Director, Lakeland Area Mass Transit District, FL (population 87,000) in 2005
Executive Director, Tampa-Hillsborough County Expressway Authority, FL (population
1,000,055) in 2007
Completed Searches—Utilities
Environmental Services Director, Largo, FL (population 74,000) in 2006
Executive Director, Florida Keys Aqueduct Authority, Key West, FL(pop. 90,000) in 2003
Executive Director,Escambia County Utilities Authority, FL(90,000 customers) in 2002
Executive Director, Onslow Water& Sewer Authority(Jacksonville,NC) (pop. 160,000) in 2009
General Manager/CEO, Orlando Utilities Commission, FL(190,000 customers) in 2004
General Manager, Tampa Bay Water(population served 2,400,000) in 2008
Utilities Director, Charlotte County, FL(population 170,000) in 2007
Utilities Director, Daytona Beach,FL (population 65,000) in 2004
Utilities Director, Lake Worth, FL(population 30,000) in 2009
Utilities Director, Palm Bay, FL(population 101,000) in 2005
Utilities Director,Polk County, FL (population 500,000) in 2004
Water(Wastewater) Resources Director, St. Petersburg, FL (population 248,000) in 2008
Completed Searches—Work Force Management
Executive Director, South Florida Workforce, FL (service area pop. of 3,000,000+) in 2005
Director, Office of Economic& Workforce Development, Durham,NC (pop. on 220,000), 2009
A-7
Governmental C rc h Assignments (continued)
Completed Searches—Other
City Attorney, West Melbourne, FL (population 15,000) in 2008
City Clerk, Lauderdale Lakes (population 32,000) in 1998
Community Development District Manager, Severn Trent, FL in 2005
Director, Registrations and Elections, Fulton County, GA (population 992,000) in 2009
Environmental Resources Director, St. Lucie County, FL (population 261,000) in 2009
Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL
(population 200,000) in 2003
General Manager, Sun 'n Lake Improvement District, FL (population 7,500) in 2002 and 2005
Special Projects Coordinator, Islamorada, Village of Islands, FL (population 7,500) in 1998
A-8
Appendix B
St. Johns County Resolution Thanking
Colin Baenziger & Associates
for Its Outstanding Work
Note: Additional Resolutions thanking CB&A for its outstanding efforts can be found at
,vvww.cb-asso.com under "Testimonials"
RESOLUTION NO.2007 3/
A RESOLUTION OF THE COUNTY COMMISSION
OF ST. JOHNS COUNTY, FLORIDA, THANKING
COLIN BAENZIGER & ASSOCIATES FOR ITS
OUTSTANDING EFFORTS IN CONDUCTING THE
EXECUTIVE SEARCH FOR THE COUNTY'S NEW
ADMINISTRATOR; AND PROVIDING AN
EFFECTIVE DATE,
WHEREAS, St. Johns County retained Colin Baenziger & Associates (CB&A) to
identify and recommend strong candidates to be the County Administrator;
WHEREAS, CB&A's staff worked diligently to find and produce excellent candidates,
and then provided the County Commission with comprehensive materials concerning the
candidates' aptitude, experience, background, complete and thorough interviews, references,
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extensive checks of criminal, civil and financial history, verification of employment and
education, and exhaustive reviews of Internet and newspaper archives of these candidates;and
WHEREAS, CB&A's process was completely open, fair and unbiased and was
extremely well received by the County Commission,county staff,the press,and the public;and
WHEREAS, the County Commission wishes to express its gratitude to Colin Baenziger
&Associates for its efforts on behalf of the county;
NOW BE IT THEREFORE RESOLVED BY THE COUNTY COMMMISSION OF
ST.JOHNS COUNTY,FLORIDA AS FOLLOWS:
Section I: Recitals. The preceding recitals are true and correct and are incorporated
herein by this reference.
B-1
Section 2: Acknowledgement The County Commission wishes to express its sincere
appreciation and gratitude to Colin Baenziger&Associates for its outstanding work and effort in
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assisting the county in finding its County Administrator.
Section 3: Effective Date. This resolution shall take effect immediately upon adoption.
PASSED AND ADOPTED by the Board of County Commissioners of St. Johns
County,Florida,this N i day of August,2007.
ATTEST: Cheryl Strickland Clerk BOARD OF COUNTY COMMISSIONERS
ST.JOHNS COUNTY,FLORIDA
By: �o.w� Q --- By:
Deputy Clerk Ben Rich,Chairman
Rendition Date: (�
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I
Comparable Searches in the Past 30 Months
City and County Manager Searches in the Past 30 Months 6/15/2011
Year Search
Position Client Population Completed Timeframe Note
1 County Manager Brevard County, FL 536,000 2009 83 days
2 1 City Manager I Coral Gables, FL 43,000 2009 95 days (a)
3 City Manager Greensboro,NC 259,000 2009 91 days
4 City Manager New Smyrna Beach, FL 23,000 2009 102 days (b)
5 City Manager North Miami, FL 62,000 2009 75 days
6 City Manager Riviera Beach, FL 37,000 2009 70 days
7 City Manager Roanoke, VA 96,000 2009 86 days
8 City Manager West Melbourne, FL 15,000 2009 77 days
9 City Manager Fife, WA 8,700 2010 99 days
10 City Manager Hallandale Beach, FL 39,000 2010 50 days c)
11 City Manager Homestead, FL 65,000 2010 64 days
12 City Manager Orange City, FL 10,000 2010 110 days (d)
13 County Manager Union County,NC 198,600 2010 63 days
14 City Manager West Park, FL 12,000 2010 98 days (e)
15 County Administrator Clay County, FL 160,000 2011 84 days
16 City Manager Orange Park, FL 9,100 2011 80 days
17 Borough Manager Mat-Su Borough, Alaska 85,000 2011 71 days
18 City Manager Chamblee, GA 17,000 2010 90 days (a)
19 City Manager North Port, FL 55,800 2011 91 days
20 City Manager Albany, GA 75,600 2011 80 days
21 City Mana er Sunn Isles Beach, FL 17,000 2011 79 days
22 City Manager Portland,ME 65,000 2011 83 days
(a) The search was scheduled to take 74 days but the City asked for the interviews to postponed three weeks.
(b) Search was delayed 35 days while the City Commission selected a Citizen's Advisory Committee.
(c) The search was halted two weeks prior to completion when the City Commission decided to hire its interim manager
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(d) The Christmas and New Year's holidays added two weeks to the schedule and the final vote had to be
delayed a week when a Council Member was out of town.
(e) Search was elongated by two weeks when the City Council decided to involve an Advisory Committee
approximately halfway through the search.
C-2
City and County Manager Searches in the Past 30 Months
Contact
Client Name Phone Email
1 Brevard County, FL Frank Abbate HR Director (321) 633-2010 frank.abbate(?brevardcoun .us.
2 Coral Gables, FL Bill Kerdyk Commissioner (305) 446-2586 wkerdkgcoralgables.com
3 Greensboro,NC Alice HR Consultant (336) 373-7947 Alice.Burkholderggreensboro-
Burkholder nc.gov
4 New Smyrna Beach, Carol Hargy HR Director (386)424-2127 chargy(c�
FL cityofnsb.com
5 North Miami, FL Andre Pierre Mayor (305) 895-9818 pierreatty(a�bellsouth.net
6 Riviera Beach, FL I Shelby Lowe Council Member (561) 845-3685 slowegrivierabch.com
7 Roanoke, VA Court Rosen Council Member (540) 597-3193 courtrosengpmail.com
8 West Melbourne, FL Hal Rose Mayor (321) 768-7518 hrose gwestmelbourp. .org
9 Fife, WA Andrea Administrative (253) 896-8602 arichardsgeityoffife.org
Richards Asst.
10 Hallandale Beach, FL Joy Cooper Mayor (954) 457-1318 jcooperghallandalebeachfl.gov
11 Homestead, FL I John Burgess Commissioner (305) 281-6727 JBurgessC&cityothomestead.com
12 Orange City, FL Harley Mayor (386) 775-5403 hstricklandgourorangecily.com
Strickland
13 Union County,NC Kim Rogers Commissioner (704) 843-7949 kimrogers(c eo.union.nc.us
14 West Park, FL Eric Jones Mayor (954) 889-4153 ejonesAcityofwestpark.org
15 Clay County, FL Travis Commission Chair (904) 376-5189 Travis.CummingsAco.cla .fl.us
Cummings
16 Orange Park, FL Bob Standifer Mayor (904) 449-6093 bobstandifergyahoo.com
17 Borough Manager Sonya Conant HR Director (907) 746-7432 Sonya.Conant @MatSuGov.usn
18 City Manager Marc Johnson Police Chief (404) 819-9346 chiefinjugehambleepd.com
19 City Manager Sherry Administrative (941)429-7129 sorgsdorf(a)cityofnorthport.com
Borgsdorf Services Director
20 City Manager C.Nathan Davis City Attorney (229)431-2805 Ndavis2(c LIbany. ag_.us_
21 City Manager Hans Ottinot City Attorney (305)792-1702 HOttinot(aDsibfl.net
22 City Manager Cheryl Leeman Council Member (207)774-4038 ca14161kyahooxom
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D _ECE V E
Groux and Associates
JUN, 22 2011 No. Chatham, Massachusetts
tgroux@comcast.net
HUMAN RESOURCES 508-945-3160 voice
774-722-1372 cell
June 21,2011
Board of Selectmen
North Andover
% Cathy Darby
Human Resources Director
Dear Board Members:
I am pleased to respond to your Invitation for Quotes for Executive Search Services for
the position of Town Manager. Attached is a detailed proposal describing the approach
our firm follows in recruitment of Town Managers. I believe this proposal is fully
responsive to the Town's Purchase Description. Also attached is a draft time-frame for
completion of each of the major objectives of the work. I am also enclosing a partial list
of references of towns where Groux and Associates has completed recruitments during
the last few years. I would be the primary consultant on this assignment. I am also
enclosing a resume as well as a single page description of my firm.
A separate envelop contains our confidential price quote. An important part of our
proposal is our assurance to repeat the recruitment, at no fee, in the event that an
individual, who has been recommended by Groux and Associates and appointed by the
Board of Selectmen, fails to remain for one full year, for whatever reason.
We would be pleased to come to North Andover for an interview with appropriate parties
to discuss this proposal if that is desired.
Thank you for inviting Groux and Associates to submit a proposal.
Sincerely,
Thomas J. Groux
Groux and Associates
APPROACH TO RECRUITMENT
TOWN MANAGER,NORTH ANDOVER,MA
June 21,2011
Explained below is a description of how Groux and Associates will approach the
recruitment of the Town Manager for the Town of North Andover and a description of
the services to be performed. Please note that this approach assumes the Board of
Selectmen will use a Selection Committee to assist the Board and that we would work
closely with the Selection Committee as well as with the Board itself.
1. Consultation with Board of Selectmen and Selection Committee:
It is most important to have a clear understanding from the Board of Selectmen on the
experience and personal attributes the Board believes the next Town Manager should
possess. We like to meet with Selectmen at the very beginning to obtain their collective
and individual views on this matter. The consultant, with his extensive experience as a
Town Manager and 12 plus years recruiting Managers and Administrators will be able to
provide valuable advice to the Board in this regard.
It is important to develop the plan for the search with the Selection Committee at the very
first meeting of the Committee.
It is also important to have the views of Department Heads and key town officials. The
next Town Manager will be working on a daily basis with many of these individuals and
therefore input from such sources is important. This input is usually obtained by the
consultant meeting with Department Heads and staff. Most towns usually assist us to
gather these views by having the Selectmen's Office staff coordinate such meetings.
2. Selection Committee:
We support the establishment of a committee to assist the Board in the selection process.
Groux and Associates has experience working very successfully with citizen committees
in such towns as Lexington, Framingham, Westford, Hingham, Hamilton, Harwich,
Foxborough, Yarmouth and most recently Cohasset.
We generally recommend a committee of seven to nine members. The makeup should
include someone with prior experience in North Andover town government, perhaps a
representative from the school department, a person with business experience and
representatives of a cross section of the community.
Groux and Associates
3. Job Description and Professional Qualifications:
The Home Rule Charter for North Andover already contains most of this information.
However, there usually are some responsibilities and expectations of the Manager that
simply are not in the Charter but by practice or direction of the Board of Selectmen are an
important part of the Manager's functions. The consultant will be sure to identify these
functions. It is important that the next Town Manager have a clear understanding of the
expectations of the Board beyond those duties spelled out in the Charter.
4. Salary Range and Benefits:
The general salary range and benefit package needs to be addressed at the outset of the
recruitment. The consultant will advise the Board on standard industry expectations in
this area. However,the Board of Selectmen must decide what parameters it wants to
establish. The specifics on a compensation and benefit package needs to remain
confidential since they will be a part of negotiations with the final candidate. But it is
important for the Board to advise the consultant as to what these parameters are so that
the consultant is properly guided as he conducts the recruitment.
Note. Although the Charter is silent regarding residency applicants will want to know if
the Board of Selectmen will require residency. This issue needs to be made clear by the
Board prior to recruitment proceeding. Most applicants will ask about this.
5.Recruiting and Outreach:
An important part of a recruitment effort should include a formal profile of the Town and
the position as well as an outreach effort by the consultant to prospective candidates.
(Groux and Associates often uses a promotional recruitment brochure for outreach
purposes. However, a sample brochure cannot be sent with this digital communication.
Copies of such brochures,previously used by this consultant,will be sent as a separate
mailing.)
The profile describes the Town and the Town government's organizational structure. The
profile will also describe the responsibilities of the new Town Manager (based on the
Charter); it will describe the management style, experience, etc. desired by the Board of
Selectmen; and it will identify the current issues that the new Town Manager will be
expected to deal with during his or her initial year of service.
Groux and Associates believes it important to reach out to prospective candidates,
especially those who may not wish to apply to a cold advertisement.
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Groux and Associates
6. Advertisements and Pro-Active Solicitation of Candidates:
Appropriate publications suitable for recruiting Town Managers will be used for placing
announcements for this position. The consultant will identify these publications, prepare
the ads and arrange for publication. Ad copy should be approved by the Board of
Selectmen.
(Note: It is important that all initial advertisements direct applicants to send their
application/resume to the consultant rather than to the Town. Many presently employed
Managers are quite reluctant to send resumes to the Town but feel more comfortable
sending their application to a recruiter.)
Highly qualified and desired candidates do not always respond to advertisements. This is
especially so in the public sector involving high profile positions such as Town
Managers. Concern about premature public disclosure of his or her name can often have
adverse effects on a candidate's current position. Therefore it is often useful for the
consultant to initiate contact with quality candidates who might not otherwise apply due
to confidentiality concerns. This approach, when made by the consultant, does not
commit the Board of Selectmen to any particular applicant but it can result in a more
qualified pool of candidates.
The consultant, with his extensive experience as a Town Manager in Massachusetts and
other northeastern states, as well as his 12 plus years of recruiting Town Managers will
be able to draw on a wide network of contacts during the recruitment phase.
Review of Applications
7. Confidentiality of Applicants and Resumes:
It is important to maintain confidentiality of each inquiry and application. Applications
and resumes should be sent directly to Groux and Associates who will maintain
confidentiality. Any resumes sent to the Board of Selectmen or the Selection Committee
should be forwarded to the consultant. All resumes will be acknowledged by the
consultant.
All resumes will be made available by the consultant to the Board of Selectmen as the
Board directs.
8. Initial Review of Resumes:
The consultant will review all submitted applications and resumes to determine which
ones meet the Town's criteria as required by the Charter and as further required by the
Board of Selectmen. This initial review is simply to separate out those applicants whose
resume indicates they do not meet the Town's qualifications.
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Groux and Associates
9. Second Review:
After screening out not-qualified applicants the consultant will then prepare a
confidential assessment of all remaining applications. This assessment will summarize
each applicant's relative experience, education, etc. and will be shared with the Selection
Committee on a confidential basis. The consultant will also advise the Selection
Committee as to which of these qualified applicants are more qualified than others. The
consultant and Selection Committee will then review these applications and resumes in
executive sessions. During this stage, the Committee, with assistance from the consultant,
will make the choice of which applicants to invite for executive session interviews. The
consultant recommends a pool of approximately eight (8) candidates be established.
These candidates would be considered semi-finalists at this point but their identity must
be treated as confidential.
10. Interviews by Selection Committee:
The consultant will assist the Selection Committee with all aspects of the interview
process. This would include notifying candidates, scheduling interviews, preparing the
committee for the interviews (suggesting questions, methods of interviewing,methods for
evaluating candidates, etc.).
The consultant recommends that the Selection Committee interview candidates only
once. A second interview by the Selection Committee should be avoided because a
second interview may have to be conducted in open session. Good candidates are likely
to withdraw from consideration rather than risk public identification without being
assured of becoming a finalist.
11. Referral of Finalist Candidates to Board of Selectmen:
Selectmen should advise the consultant (and Selection Committee) of the number of
finalists the Board wishes to interview. The consultant recommends this number be
approximately four to five.
The candidates referred to the Board of Selectmen should not be "ranked" by either the
consultant or the Committee. Ranking of candidates before they are interviewed in public
for the first time is counter-productive to a fair and open selection process. Ranking prior
to interviews by the Board of Selectmen also puts candidates at a disadvantage and tends
to bias the Selectmen prior to conducting their own interviews.
In lieu of any ranking the consultant recommends that a concise, one paragraph,
description of each finalist candidate be prepared and attached to the finalists' resumes.
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Groux and Associates
Selection of Final Candidates and Negotiation of Employment Terms
12. Checking References and Credentials of Finalists:
It is important that reference checking not proceed without authorization by the candidate
and then only if he or she is to be a final candidate for the position.
The consultant will conduct reference checks for the Board of Selectmen. All finalists are
to provide a list of professional references to the consultant. Working from those lists
Groux and Associates would expand reference checks further (to individuals not
specified by the candidate) in order to obtain a more complete and objective assessment
of the candidate.
13. Assist the Board of Selectmen with Interviews:
As with the Selection Committee the consultant will assist the Board of Selectmen with
all phases of the interview process: preparation, scheduling, evaluations, etc. Generally
Boards of Selectmen conduct two interviews. The Board may wish to eliminate one or
more finalists from the pool after the first interviews. It is common for a Board of
Selectmen to narrow the finalist pool following the first set of interviews by the Board.
14. Acquainting Candidates with Community and Staff:
The consultant recommends that the Board of Selectmen arrange for visits (apart from
interviews) by finalist candidates to give them an opportunity to become acquainted with
North Andover and with Town employees, particularly key Town officials. At the same
time this allows Town staff and key Town officials a chance to obtain a better
understanding of the individual candidates. Many Boards of Selectmen appreciate
receiving feed-back from employees about candidates.
The consultant can suggest various methods for obtaining such feed back.
15. Selecting Individual from Finalists:
Once the Board of Selectmen is prepared to vote on the person they plan to offer the
position to they should "condition" that vote on the successful negotiation of a contract.
Bear in mind the possibility that a finalist may withdraw or information may result from
on-going screening that may cause the Board to re-consider its selection. In the event this
happens the Board may find to necessary to consider one of the other finalists.
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Groux and Associates
16. Negative and Anonymous Calls and Communications:
The consultant cautions all Boards of Selectmen to be aware that once candidates' names
become public Selectmen may begin receiving negative information from anonymous
sources. Often this material comes from internet sites such as Google. These internet sites
often carry quite biased material that may appear to be reputable news sources. However,
such information may in fact not be accurate. This consultant's experience during the last
10 years indicates that such negative and unflattering information is often unfunded and
should not be taken at face value.
17. Negotiation of Contract with new Town Manager:
Some Boards of Selectmen prefer to handle this process on their own or through the
Office of the Town Counsel. However, Groux and Associates can provide valuable
assistance to the Board in negotiating an employment agreement with the selected
finalist.
Price Proposal-Fees and Expenses and Assurance:
(See the separate enclosed envelope for a full description of proposed fees and expenses
as well as other estimated costs.)
Assurance: Groux and Associates commits to repeat, without fee, the entire recruitment
process, should a candidate recommended by Groux and Associates and appointed by the
Board of Selectmen,fail to remain as Town Manager for one year. Only expenses would
be invoiced if a second recruitment is conducted due to the above circumstances.
Thomas J. Groux
June 21, 2011
6
Draft June 21, 2011 No. Andover, MA Groux and Associates
Town Manager Recruitment Time-line
14 week timeline from to
Activity / Week wk 1 wk 2 wk 3 wk 4 wk 5 wk 6 wk 7 wk 8 wk 9 wk 10 wk 11 wk 12 wk 13 wk 14
Preparation
1 Input: Selectmen, Selection
2 Committee and Dept. Heads
3 Ads and Profile
4 Outreach -Solicitation
Recruitment&Screening
5 Receipt and Ack. Of Resumes
6 Screening of Resumes
7 Review& Discuss Resumes
Initial Interviews
8 Interviews by Selection Com
9 Discussion of Interviewees. —
10 Select Conditional Finalists _
11 Consent& Reference Cks
12 Finalist Referred to B of Sel.
Board of Selectmen
13 1st Interviews by Bd of Select. _ L
14 2nd Interviews by Bd of Select.
15 Vote TM and Nego't Contract
Note: 14 Week Time-line 6/22/2011
Groux and Associates
CONFIDENTIAL:PRICE.PROPOSAL
RECRUITMENT OF TOWN MANAGER for NORTH ANDOVER,
MASSACHUSETTS
June 21,2011
Fees:
Groux and Associates will conduct a full service recruitment for a fixed fee of$8,000
Note: These fees are based on providing the services as listed in the Purchase Description
dated June 14, 2011 issued by the Town of North Andover, as well as the services
described in our attached Proposal dated June 21, 2011.
Four(4) invoices, of equal amount, will be submitted, normally on a monthly basis and
generally consistent with completion of the four main Objectives of the Invitation for
Quotes. (Note: various tasks under each objective frequently overlap with other tasks.)
Expenses:
Other Costs:
Travel: Consultant's travel to No. Andover will be invoiced at$75.00 per round trip for
meetings with the Selection Committee and Board of Selectmen. It is expected that no
more than 10 trips will be necessary.
Printing and Copy Costs: None expected. However, if the time-line permits and the
Town desires a recruiting brochure a cost not to exceed $250.00 will be expensed to the
Town.
Advertising: The Town should anticipate other costs such as advertising estimated at
$750. Those expenses would be invoiced directly to the Town at cost. Groux and
Associates recommends limited adverting in sources more appropriate for professional
municipal positions. (Note: Groux and Associates believes that selected out-reach by the
recruiting firm is more efficient and results in a more qualified pool of applicants than a
broad based advertising program.)
Assurance: Groux and Associates will repeat the recruitment process,if requested by the
Board of Selectmen,without charge of fees (only expenses), should a candidate
recommended by the consultant and appointed by the Board of Selectmen not remain, for
whatever reason, for one year following his or her appointment.
Thomas J. Groux
June 21, 2011
Groux and Associates
RECRUITMENT REFERENCES
(Partial List)
Cohasset,MA. Finishing recruitment at present time.
Yarmouth,MA. The Town of Yarmouth has a year round population of 24,000 that
increases substantially in the warmer weather months. It is located in Mid-Cape Cod
between Nantucket Sound on its southern side and Cape Cod Bay to the north. Groux and
Associates was engaged,in September 2010 to assist the Town in finding a new Town
Administrator following the retirement of it first and only Administrator who retired after
32 years in office. At the present time (January 2011)the Board of Selectmen is in the
process of interviewing finalists for the position.
Search Committee Chairman: Peter Carnes 508 565 1717
Chairman, Selectmen: Erik Tolley 508 362 8883
Foxborough, Massachusetts. Foxborough is a community of 16,000 population located
near I-95 and US Route 1 and is well known as the home the New England Patriots. The
recruitment was a particular challenge because the Town's initial efforts to recruit
resulted in few well qualified candidates. Groux and Associates was engaged after the
initial recruitment failed. The position was re-advertised and this consultant was asked to
conduct an extensive outreach program to attract additional as well as more qualified
applicants. The recruitment was completed in mid 2010 and a new Town Manager took
Office in the fall of 2010.
Search Committee Chairman: Anthony LaChapelle 508 272 2212 cell
Hamilton,Massachusetts. Groux and Associates completed recruitment services for the
Hamilton Board of Selectmen and its Selection Committee in early 2010. Hamilton is a
small community of 8,500 population on the North Shore. This is a new position.
Hamilton petitioned for a Special Act to create this position in 2009. A total of 58
resumes were received and the committee interviewed 8 candidates and recommended
three to the Board of Selectmen. The new Manager is took office in April
Search Committee Chairman: Laurie Wilson 978 468 2621 cell
Selectman Chairman: David Carey 978 468-9932 cell
Westford,Massachusetts. This Town Manager recruitment was completed in 2008.
Westford had adopted a Home Rule Charter in 1989 establishing a Town Manager
Groux and Associates
position. It is a suburban community 25 miles west of Boston located along Interstate 495
with a population of 21,300.
Robert Jefferies, Chairman of Board of Selectmen and member of Search
Committee at same time. 978 692 4471
Southbridge, Massachusetts. This Town Manager recruitment was completed in 2008.
Southbridge has a Council/Manager form of government. It has a population of 17,500
located just north of the Connecticut border along Interstate 84 and south of the
Massachusetts Turnpike.
Reference: Pamela Regis, Councilor-at-Large and former member of Screening
Committee. 508 728-4413
Framingham,Massachusetts. Framingham is the largest "town" in Massachusetts with
a population of 67,000. A total of 51 applications were received for the position of Town
Manager. Framingham has had two managers since adopting its present form of
government in 1996. The new Manager took office June,2006.
Chairman of the Board of Selectmen,Dennis Giombetti 508 532 5400
Lexington,Massachusetts.A residential/commercial, suburban community with a
population of 30,000. A total of 60 applications were received for the position. There
have been 3 managers since 1968. The new manager was appointed in April 2005.
Chairman of the Search Committee, Janet Perry 617 320 0239 cell
Chairman of the Board of Selectmen,Norman Cohen 781 862 0500 X 208
Harwich Massachusetts. Harwich is a residential community a population o p ulation of
12,000 located on Cape Cod. It is a vacation destination with a high seasonal population
increase. The first Town Administrator moved on to another community after 17 years.
This search was conducted during 2006 and a new Town Administrator was appointed in
September 2006.
Chairman of the Board of Selectmen, Robin Wilkens 508 432 6821
Provincetown,Massachusetts. Provincetown, located on the tip of Cape Cod, is a
tourist destination and experiences a dramatic increase in population during the summer.
This search was undertaken in late 2006 and a new Town Manager was appointed in
February 2007.
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Groux andAssociutes
Chairman of the Board of Selectmen was Cheryl Andrews 508 487 9936
Chairman of the Search Committee was Austin Knight 508 487 6992
i
I
Winthrop,Massachusetts. A north shore community, adjacent to East Boston, with a
population of 17,000. The Town changed its form of government in 2006 from a Board
of Selectmen Town Meeting form to a Council/Manager form. The Council President and
Town Council appointed the town's first town manager in April 2006.
Chairman of the Search Committee, Jim Letterie 781 983 6879 cell
Council President, Tom Reilly 617 846 1852
Duxbury, Massachusetts. A south shore residential community of 15,000 population.
62 applications were received for the position. It has had two managers since 1988. A
new manager was appointed in November 2005.
Chairman of the Search Committee, Friend Weiler 781 585 3326
Chairman of the Board of Selectmen, John Tuffy 781 934 0469
Wellfleet,Massachusetts. Groux and Associates conducted two searches for Wellfleet.
The first one in 2000 and the second one in 2007. There were 45 applications in 2000 and
the Administrator appointed remained for seven years. The most recent search produced
35 resumes and the new Administrator took office on January 7, 2008.
Chairman of the Board of Selectmen for the most recent search was
Jacqui Beebe 508 349 9670
Chairman for the Board during the 2000 search was Dale Donovan
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Groux and Associates GA'
P.O. Box 374
No. Chatham, MA. 02650
Phone 508-945-3160
Fax 508-945-4162
Cell 774-722-1372
Email: t2roux6i),comcast.net
www.grouxandassociates.com
Groux and Associates, Consultants to Local Government
Groux and Associates is a management consulting firm focusing on the needs of local
government. Our experience is in the areas of: charter studies and implementation of
charters; executive recruitment; interim management services; consolidation and
organizational studies. Thomas J. Groux, a former town manager, who served as the first
town manager in three Massachusetts towns, founded the firm in 1999.
i
Summary of Services Available:
• Charters and Forms of Government: Working with local government study
committees, or Charter Commissions, Groux & Associates advises on forms of
government and organization including: drafting Home Rule Charters, Special Acts,
and optional forms of organization appropriate to the desires and needs of the
community.
• Executive Searches and Recruitment: Recruiting Town Managers and other key
town officials is a time consuming task for Boards of Selectmen and other appointing
authorities. Groux and Associates performs this task in an efficient manner saving
elected Boards and appointing authorities time and ensuring that the recruitment
process is thorough and productive and that well qualified candidates are brought to
the attention of the community leaders responsible for hiring these professional
administrators.
• Interim Management Services: During vacancies in key management positions,
such as town managers and administrators, Groux & Associates provides interim
management services for limited engagement periods. Normally these engagements
are for two to four days per week and last from three to six months depending on the
needs of the municipality.
• Consolidation and Organizational Studies: Groux & Associates conducts objective
analysis of municipal departments and offices and makes recommendations to town
officials for improved operations at reduced costs. These areas are: finance; public
works; planning and development; code enforcement; law enforcement; health and
human services; and general administration.
AWA
Resume of Thomas i. Groux
www.grouxandassociates.com
Groux and Associates Phone 508 945 3160
P.O. Box 374 Fax 508 945 4162
No. Chatham,MA. 02650 Email: tgroux@comcast.net
SUMMARY
Municipal consultant and highly successful public administrator with experience in local
and state government and higher education. City and town management experience in
Massachusetts, New York, New Jersey and Connecticut. Extensive experience working
with Boards of Selectmen and City/Town Councils as consultant and as local official.
Groux and Associates, Consultants to Local Government
Groux and Associates is a management consulting firm focusing on: charter studies;
forms of government; executive searches and interim management assignments.
Municipal Experience
• Chatham, Massachusetts: Town Manager
• Duxbury, Massachusetts: Town Manager
• Winchester,Massachusetts: Town Manager
• Howell,New Jersey: Township Administrator and Planning Board Member
• Yonkers,New York: Assistant City Manager and City Manager
• Hastings on Hudson,New York: Village Manager and Village Clerk
• Groton, Connecticut: Assistant Town Manager and Acting Finance Director
• Interim Management: Bourne, Wellfleet,Natick, West Boylston
Other Experience
• Dean of Finance and Administration, Middlesex Community College
• Adjunct Faculty, Leslie College, Cambridge, MA (Labor Relations and Personnel)
• Mass. Joint Labor/Management Committee (JLMC) Police and Fire Contract Issues
• Mass. Municipal Depository Trust (MMDT) Founding Member
• Squadron Commander, U.S. Air Force (Captain)
• American Institute of Planners, Washington, DC
Education
• Fordham University,New York B.S. Political Science
• New York University,New York. Graduate School of Public Administration
Other Professional Experience and Organizational Associations
• Local Government Advisory Council (LGAC) former Member
• Mass. Municipal Association (MMA) former Board Member
• Life Member, International City/County Management Association (ICMA)
D _
JUN 22 2011
HUMAN RESOURCES
NORTH ANDOVER, MA CHU TS
PROPOSAL TO PROVIDE EXECUTIVE SEARCH SERVICES
JUNE 22, 2011
i
M MA CONSULTING GROUP, INC.
1330 BEACON STREET
BROOKLINE, MASSACHUSETTS 02446
m ma c o n s u l t i n g g r o u p i n c
1330 beacon street
brookline,massachusetts 0 2446
67-232-2190
June 21 , 2011
Cathy Darby
Human Resources Director
Town of North Andover
120 Main Street
North Andover, Massachusetts 01845
Re.- Town Alanager Recruitment Services
Dear Ms. Darby:
MMA Consulting Group, Inc., is pleased to submit this proposal to assist the Town of
North Andover with therecruitment of aTown Manager.We have provided adetailed proposal
and a description of our firm and the services we offer. MMACG offers the Town of North
Andover aregional and national network of municipal executive contacts, proven successover
an extended period of time, and a commitment to meeting a clients needs.
It is a challenging timeto recruit a Town Manager. Changing demographics, retirements,
an increase in the number of professional positions, and an increase in professional
development opportunities for desirable candidates haveresulted in smaller candidatepools.
Thus, in a recruitment process, it is essential to be creative and flexible and to recognize that
viable candidates are aware of increasing Town Manager salaries, as well as the financial and
other challenges a community is facing.
We havefound that the most effective approach to identifying candidateswho meet the
needs of a town is to conduct an aggressive outreach process. Soliciting resumes from
candidates who are desirable and have an interest in the town results in a stronger applicant
pool. Having worked in 20 states, we have developed a strong network of professional
contacts, which is essential to the recruitment process.
We are currently conducting two town manager recruitment processes, two police chief
search assignments, and assisting one community with the selection of a fire chief. As you
know, we are currently assisting North Andover with the development and administration of
a Police Chief Assessment Center.
We have proposed a fee for a comprehensive recruitment and selection effort. We are
certainly willing to negotiate fees based on a specific scope of services. Please contact me if
you haveany questions,or require additional information.Wewould welcomethe opportunity
to work with the Town of North Andover.
Very truly yours,
EQW Nbd!Npstf4p>NNB!Lpotvrgoh!Hspvg4,bdqpv.4 n t rnn n bchAbpd*n a
CWTI
EW.1312211713328;28,2.!.15(11(
Mark E. Morse
President
AbRTH ANDOVER,MASSACHUSETTS
T. QUALIFICATIONS OF MMA CONSULTING GROUP, INC.
MMA Consulting Group, Inc.,isafull-service organization dedicated exclusively
to serving the needs of local governments by providing independent, objective
management advisory services. MMA Consulting Group is based in Boston, with
associates throughout the country.Our consultants havecompleted more than 1,000
engagements across the United States. Our practice covers all major functions of
local government, including recruitment and selection, public safety, human
resources, interlocal cooperation, general organization, public works, and strategic
planning.Someof our clients include Wilton, New Haven, New Britain,and Simsbury,
Connecticut; Watertown, Barnstable, Brewster, Arlington, Holden, Natick, Eastham,
Provincetown, Sudbury, and Brookline, Massachusetts; Keene, and Exeter; New
Hampshire;Burlington and Colchester,Vermont;Perth Am boy,Ventnor,and Margate,
New Jersey; Providenceand Cumberland, Rhode Island; Buffalo, Rochester, Brighton,
Watertown, and Eastchester, New York; Queen Anne-s County, Maryland; Charlotte,
North Carolina; Evansville, Indiana; North Platte, Nebraska; Westerville, Ohio; Joplin
and Des Peres, Missouri; and Sioux City, Iowa.
MMA Consulting Group, Inc., 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
Human Resource Management Classification and compensation, policy development,
executive compensation, system design
Public Safety& Police studies, fire and rescue studies, emergency
Emergency Management medical service studies, special assignments
General Management Organization studies, finance- related studies, and
related services
MMACG performs a variety of recruitment and selection related assignments
annually. We assist communities in the selection of town managers and
administrators, policechiefs,firechiefs,personnel directors,public works directors,
and other municipal executive positions.
CONSULTANTS ASSIGNED TO THEPROJECT
The following consultants would be assigned to assist North Andover.
0 MMA CONSULTING GROUP,INC. 1
AbRTH ANDOVER,MASSACHUSETTS
MARK E.MORSE
AESIDENT,1 RL4 CbNSULTING GNOUP,INC.
Mark E. Morse would serve as project director and work directly with Town
officials. 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 300 local governments on management, organizational and personnel issues. He
hasworked 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 assisted many townswith theselection of town
managers, coordinators and administrators. He has also assisted cities and towns in
the recruitment and selection of police chiefs, fire chiefs, personnel directors, and
public works directors.
In addition to his human resources work, Mr. Morse is a specialist in local
government organization. He has assisted many local governments with
restructuring to achieve more effective service delivery. He has conducted
administrative studies, public works studies, work measurement studies, and has
been a project director and team member on more than 100 public safety
assignments. He has been employed to analyze various regional solutions to service
delivery and has completed assignments including studies related to regional fire
and police operations, scheduling/staffing of police, EMS and fire protection
personnel, costing and pricing services, dispatching services, service levels, and the
development of performance-based examination processes.
Mr. Morse is currently working with several municipalities on police and fire
department promotional processes. Some of his recruitment assignments have been
for the towns of Middleborough (town manager), Holden (town manager), Natick
(town administrator), Marion (town administrator), Southborough (town
administrator), Uxbridge (town manager), Ashland (town manager), Ipswich (town
manager), Shrewsbury (town manager), Harvard (town administrator),Adams (town
administrator), Orleans (town administrator), Hull (town manager), Williamstown
(town manager), and Winchester (town manager). Mr. Morse has worked with the
selection of city and town executive positions in a number of states, including
Massachusetts, Connecticut, and New York.
Mr.Morseholds a Bachelors Degree,a Master's Degreein Public Administration,
a Juris Doctor Degree, and is a member of the Massachusetts Bar.
0 MMA CONSULTING (AOUP,AC. 2
AbRTH ANDOVER,/11ASSACHUSETTS
,JAMES MCDONAGH
DOMAN RESOURCES CONSULTANT
Mr. McDonagh has 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. 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 employment 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 Massachusetts Commission Against Discrimination petitions.He has
also worked on classification and compensation studies, recruitment and selection
assignments and Assessment Centers. He has recently worked on several
classification and compensation studies for local governments,the recruitment and
selection of several town administrators, town managers, police chiefs, and other
positions. Some of his recruiting assignments include Uxbridge (town manager),
Natick (town administrator), Harvard (town administrator), Orleans (police chief),
Winchester (town manager), Adams (town administrator), and Ipswich (town
manager). He holds a Bachelor-8 Degree a Juris Doctor Degree, and is a member of
the Massachusetts Bar.
PATRICIA KING
IAJMAN RESOURCES CONSULTANT
Patricia King has more 30 years of human resources experience in the United
States and the United Kingdom. For approximately 15 years, shewas responsible for
themanagement of human resource functions for Wareham, Massachusetts. She has
been responsible for classification and compensation plans, labor negotiations,
benefits administration, and all other facets of local government human resources
management. She also has human resources management experience in a hospital
setting. She worked in human resources management in a large industrial complex
in the United Kingdom.
Ms. King has worked with MMA Consulting Group, Inc., on many executive
selection assignments and classification and compensation projects. She holds a
/11!119 CONSULTING 6kOUP,INC. 3
AbRTH ANDOVER,11IASSACHUSETTS
Bachelors Degree and is certified by the International Public Management
Association - Human Resources (IPMA-HR) as a Certified Professional (CP). Ms. King
was the first human resources professional in Massachusetts to receive this
designation.
MUNICIPAL RECRUITMENT REFERENCES
MMA Consulting Group, Inc.,conducts approximately 80 consulting projects for
municipal governments each year. For your convenience, we have provided a list of
some of our recent Town Administrator and Town Manager recruitment and
selection references.
SELECTED REFERENCES
BOARD/COMMITTEE CANDIDATE SELECTED
Kim Ferguson Nancy Galkowski
Board of Selectmen Chair Town Manager
Holden, Massachusetts Holden, Massachusetts
774- 535- 1028 508-829-0225
Betty Dennis Martha White
Human Resources Director Town Administrator
Needham, Massachusetts Natick, Massachusetts
Former Human Resources Director 508-647-6410
Natick, Massachusetts
781-455- 7530
Wayne Perkins Charles Cristello
Board of Selectmen Chair Town Manager
Middleborough, Massachusetts Middleborough, Massachusetts
(H) 508- 726-8268 S08-947-0928
Cassandra Sammons .John Petrin
Board of Selectmen Town Manager
Ashland, Massachusetts Ashland, Massachusetts
(H) 508-881-2952 508-881-0100
Russ Millholland jean Kitchen
Town Administrator Search Committee Chair Town Administrator
Vanessa Hale Southborough, Massachusetts
Assistant Town Administrator 508-485-0710
Southborough, Massachusetts
508-485-0710
Paul McGinley Robert Markel
Search Committee Chair Town Manager
Ipswich, Massachusetts Ipswich, Massachusetts
(0)617-625- 8901 978- 356-6609
0 AI11IA CONSULTING GkOUP,INC. 4
A'ORTH ANDOVER,MASSACHUSETTS
In addition to these Town Administrator and Town Manager recruitment and
selection efforts, we have conducted many other recruitment and selection
assignments. Other recent projects are listed below.
REFERENCE
Sheila Vanderhoef Police Chief Recruitment and Assessment Center
Town Administrator
Eastham, Massachusetts
508-240- 5900
Greg Balukonis Police Chief Assessment Center
Town Administrator Fire Chief Assessment Center
North Reading, Massachusetts
978-664-6010
Peter Cunningham Town Administrator Assessment Center
Board of Selectmen Police Chief Assessment Center
Groton, Massachusetts
978-448- 1111
.Joe Zeneski Police Chief Assessment Center
Town Manager
Oxford, Massachusetts
508-987-6030
Tom Younger Police Chief Recruitment and Assessment Center
Town Administrator Services
Belmont, Massachusetts
617-489-8213
Neil Harrington Police Chief Assessment Center
Town Manager Police Sergeant Assessment Center
Salisbury, Massachusetts
978-465- 2310
Kate Fitzpatrick Police Chief Assessment Center
Town Administrator Fire Chief Selection Services
Needham, Massachusetts Police Lieutenant Selection Process
781-455- 7512 Deputy Fire Chief Selection Process
111,114 CONSULTING GROUP,ANC, S
Ak)RTH ANDOVER,AIASS4CHUSETTS
H. DESCRIPTION OF PROPOSED SERVICES AND WORK PLAN
MMA Consulting Group, Inc., believes that several key phases should be
included in a recruitment and selection process:
Identify the desired qualifications and personal qualities for the position.
Locate candidates reflecting the jurisdiction's needs.
> Evaluate candidates and identify the small group of suitable candidates.
Assist officials in the selection of candidates.
RECRUITMENT PROCESS
1. INITIAL 111LEfING WITH 7bWN OFFICIALS
We suggest that we begin the recruitment process by meeting with Town
officials to discuss the recruitment process and establish a timetable. We
propose conducting aworkshop on the Town Manager recruitment process,
which would be designed to provide practical information and advice. We
would address recruitment strategies, candidate evaluation, and the
interview process.Wewould also outlinesomeof thecurrent trends related
to employment contracts and salaries. We would also discuss the type of
public input desired by Town officials.
2. DEVELOPANtNDERSTANDINGOFTHE QUALIFICATIONS FOR 7bWN MANAGER
We will work with the Town to identify the desired personal qualities and
characteristics sought in the next Town Manager.This requires a discussion
of the needs of the Town and a review of background information.
It is also important to discuss employment parameters, such as salary,
general contractual provisions, residency requirements, and other matters,
early in the recruitment process to avoid any difficulties with the pool of
candidates. It is important to note that the salaries of administrative
positions in local government have increased substantially over the last
several years. An appropriate salary range improves the pool of possible
candidates.
Working with the Town officials, we will participate in a community
meeting, to obtain input from members of the community.
AIAIA CONSULTING GROUP,INC. 6
FORTH ANDOVER,MASSACHUSETTS
3. DEVELOP A SI=ARCH APPROACH AND STRAI EGY
We will discuss the advertising and networking/outreach strategies with
Town officials. Generally, we use a combination of specific professional
advertisements and outreach activities. It is our experience that
advertisements placed in professional publications attract a strong pool of
potential candidates. However,it isessential to conduct a vigorous outreach
effort to ensure a qualified pool of applicants.
Our networking, or outreach, strategy depends on the parameters
established by the Town. If a regional candidate is sought, one approach is
used; if a national candidate is sought, a broader approach is used. The
consultants typically use several search strategies, including contact with
professional colleagues throughout the country with the intent of
identifying qualified candidates, review of directories of professionals,
review of recent awards given to professionals, and identification of
communities with demographics similar to North Andover who may employ
qualified personnel.
We seek candidates with professional options who may be motivated to
pursue a specific job, or are motivated by geography, or other factors. This
process often identifies the most likely source of candidates rapidly and
efficiently.
The consultant keeps officials informed about the search process.
4. REVIEW OF RESUMES
Resumes are reviewed and viable candidates are contacted. The work
experience, education, and training of the candidates are examined to
determine those few who most closely meet the desired qualifications for
the position.
S. SCREENING ACCESS
The next step is to conduct telephone screening/interviews. The purpose of
this questioning will be to further evaluate the candidate's management
philosophy, insight and sensitivity to local issues. We also undertake
selected Internet research seeking information about candidates. It is
important recognizethat candidates must sign aspecific release form(s)to
authorize background reviews.
JIMA CONSULTING GROUP,INC. 7
AbRTH ANDOVER,J11ASSACHUSETTS
6. STATUSMEETING AND REVIEW OF CANDIDATE POOL
We propose scheduling a meeting to discuss the specific candidates.Wewill
sum marizethe results of our work and present information and resumes of
the most appropriate candidates for the position.
7. PRELIMINARY INTERVIEW PROCESS(CONSULTANT AND 7bWN)AND
SELECTION OF SLMI-11NALISTS
The consultants will organize and participate in the interview process with
Town officials. Our approach is to prepare interview questions and work
with officials throughout the interview process, to ensure consistency
throughout the process. Based on the interviews and other data about
candidates,asmaller group of finalists is selected for further consideration.
At the time a candidate is selected for an interview, we request that each
candidate sign the appropriate releases to enable us to verify information
concerning a candidate-s background, experience, education, and other
information.
8. RNA INTERVIEW PROCESS
We will work with Town officials through the final interview process,
including any public interview process. At this stage, there are likely to be
only a few candidates, and it is important that these candidates have an
opportunity to meet with department heads and tour facilities. We will
assist the Board with the development of a final interview process.
9. ADDITIONAL BACKGROUND REVIEWAND CONTRACT ITEGOTIATIONS(IF DESIRED)
Wewill assist the Board with thecompletion of background reviews.Wealso
encourage a delegation of officials to conduct a site visit to the place of
employment of the most likely candidate(s).
Candidates are required to sign an appropriate release form, or forms. We
recommend the use of release forms approved by local legal counsel. It is
necessary to verify employment and education qualifications, review credit
references, and contact professional references and other parties.
OPTIONAL SERVICES
We also are availableto conduct specialized services. For example, weconduct
Assessment Centers for town managers, town administrators, police chiefs, fire
chiefs, and other municipal executive positions.
0 JIIIIIA CONSULTING GROUP,INC. 8
AbRTH ANDOVER,11IASSACHUSEfTS
Ell. FEE FOR SERVICES AND TIMELINE
Theprofessional feesand direct consultant expenses for conducting acomplete
recruitment and selection process, including all services described in this proposal,
are$12,000. The fee for services does notinclude any cost of advertising, candidate
travel, or related expenses.
This proposal describes a comprehensive approach to the recruitment effort.
A town manager recruitment process takes approximately 90 to 120 days,depending
on the schedule of local officials, the advertising strategy, and outreach activities.
The exhibit below describes the primary tasks in the recruitment process and the
time frame for each task. The estimated cost of each task and comments are also
provided. It should be noted that the advertising costs are a function of the Town
recruitment strategy; costs vary from approximately $800 to $1,600.
TIME LINE AND FEES
TASK TIME LINE ESTIMATED COST COMMENTS
Preliminary Weeks I to 3 $2,400 Selectmen must be interviewed and the
background work, search committee must meet. We cannot
interviews, meetings, estimate advertising costs, since this is a
ad placement function of the advertising strategy the
Town wishes to adopt. Typically, the cost
ranges from $800 to $1,600.
Candidate outreach Weeks 3 to 7 $1,500 Consultants seek candidates by conducting
outreach activities.
Candidate screening Weeks 3 to 8 $3,000 The screening process includes resume
and resume review (ongoing) review, internet searches, and telephone
discussions with possible candidates.
Meeting to discuss Week 10 or 11 $2,600 The fee does not include candidate travel.
candidates and the
interview process
Background review Weeks 11 to 12 $1,000 The background process starts as soon as
resumes are received. However, a detailed
background review is conducted before the
selection process is completed.
Work with Selectmen Weeks 12 to 14 $1,500
to organize the
interview process
0 111AIA CONSULTING GROUP,INC. 9
Scale Consultant A Consultant B Consultant C Consultant D Consultant E
Name:
Proposed Methodology 1 to 10
Experience 1 to 10
Time Line 1 to 5
Warranty/Guarantee 1 to 5
Total Points
Cost $
Proposed Methodology: Scale of 1 to 10. Examples of Range: 10 points-the process that is used to select the town manager provides
for a high degree of public input, qualifications assessment for candidates, extensive background checks, proactive recruitment and
productive interview techniques; 1 point- No proposed methodology is provided.
Experience: Scale of 1 to 10 points. Examples of Range: 10 points-the Consultant has been a municipal manager recruiter for more
then 10 years, and has successfully recruited a minimum of 20 municipal CEO's of which 5 have been in Massachusetts; 5 points-The
consultant has been a municipal manager recruiter for more then five years, and has successfully recruited a minimum of 10 CEO's; 1
Point- No experience.
Time Line: Scale of 1 to 5 Points. Examples of Range: 5 points-the Consultant can deliver a new manager within 90 days of contract
signing; 4 points-the consultant can deliver a new manager within 105 days; 3 points-the consultant can deliver a new manager
within 120 days; 2 points-the consultant can deliver a new manager within 150 days; 1 point-no delivery time frame provided.
Warranty/Guarantee Scale of 1 to 5 Points. Examples of Range: 5 points-the consultant agrees to conduct a new search at no
expense to the town if the original appointee leaves within 2 years; 3 Points-the consultant agrees to conduct a new search at no
expense to the town if the original appointee leaves with one year; 1 point- no warranty/guarantee provided.
U L� V u y
JUN 2 2 2011
HUMAN RESOURCES
120 Daniel Webster Highway tel:603.279.0352 • Fax: 603.279.2548
Meredith, NH 03253 toll free: 866.501.0352
Municipal Resources
—.municipalresourccs.com
June 22, 2011 VIA ENTAIL: cdarbv @townofnorthandover.com
Cathy Darby
Human Resources Director
Town of North Andover
120 Main Street
North Andover, MA 01845
RE: Invitation for Quotes for Executive Search Services—Town Manager
Dear Ms. Darby:
Municipal Resources, Inc. (MRI) is pleased to submit the following proposal to assist your town
in the recruitment of its next Town Manager.
BACKGROUND
The Town is soliciting bids from qualified personnel consultants to assist the Board of
Selectmen in hiring a permanent Town Manager. The Board of Selectmen has established a
Selection Committee that consists of five members. Each selectman appointed one member of
the Selection Committee. The purpose of this Selection Committee is, with the assistance of
the search consultant,to recommend to the Board of Selectmen finalists for the position of
Town Manager. While not required by the Town Charter, it is expected that the Selection
Committee will recommend between three (3) and five (5)finalists for consideration by the
Board of Selectmen.
PURCHASE DESCRIPTION
MRI endeavors to do more than merely match candidates to job openings.
® We work closely with our clients to understand the leadership and management
aspects of each specific position and to establish and clarify job expectations.
Cathy Darby,Human Resources Director
Town of North Andover
June 22,2011
Page 2
• We work closely with applicants to help them understand the position
requirements and the expectations of the appointing authority, and keep them
abreast of the selection process.
• We recognize that the client is not only hiring a senior executive, but may very
well be bringing an entire family into the community. Consequently,we work
with the applicants to enable them to learn as much as possible about the region
as well as the client community, and we help the client prepare to support
assimilation of the new manager. We are also careful to ensure that economic
expectations and family needs or special circumstances are clearly understood
early in the selection process.
• We stay actively involved through the final selection and formal appointment
Our objective is to initiate and establish long-term, successful relationships
between the individuals we help place and our clients.
• We also support the establishment and maintenance of successful long-term
relationships through assistance with goal setting,team building, and individual
performance evaluation systems and tools.
Every community is different; therefore, every search is different. MRI works hard to
understand the intricacies and uniqueness of each client's organization, and then tailor the
process to meet their specific needs and expectations.
APPROACH
!. Obtaining Input
A. Provide guidance and recommendations on the level of involvement of
community leaders and stakeholders in defining the professional and
personal attributes of the Town Manager.
1. MRI will meet with the appointing authority,
organizational leaders, and a cross section of employees
to review the recruitment process, receive input toward
developing an "Ideal Candidate Profile" against which all
candidates will be screened, and discuss if and how the
appointing authority would like to involve community
members and employees in the process. Following this
initial meeting,we will prepare and distribute an on-line
survey to a cross section of community leaders and
Municipal
Resources
Cathy Darby, Human Resources Director
Town of North Andover
June 22,2011
Page 3
I
municipal employees (as identified by the Board of
Selectmen) in an effort to:
• Identify critical organizational issues;
• Clarify roles, responsibilities, and
expectations for the position;
® Establish job success standards; and
• Identify individual management strengths,
behavioral styles, and motivating values
that will be most important for success in
the position.
2. MRI will draft an overview of the likely issues and
opportunities that the next manager must be prepared to
address and present this as a Challenge Statement. This
Challenge Statement will be posted on MRI's recruitment
website and provided to all applicants.
I/. Define the Position and Identify Qualifications
A. Review and update the position description and minimum qualifications
for the position of Town Manager.
MRI will develop and submit to the client a recommended updated
position description.
B. Recommend a proposed salary range and benefits.
MRI will provide comparative data to justify and support a
recommendation for a proposed salary range and benefits for the
position.
/I/. Identifying, Screening, and Interviewing Candidates
A. Description to include the process for narrowing the field to semi-finalists
and finalists and recommended number in each group; MRI's role in and
guidance of the interview process for checking credentials, background,
and references.
Municipal
Resources
Cathy Darby,Human Resources Director
Town of North Andover
June 22,2011
Page 4
i
1. MRI will Establish a professional panel consisting of four
(4)current or retired public administrators who will review
and rank candidates against the Ideal Candidate Profile.
MRI will review and screen all resumes for minimum
qualifications.
2. MRI will develop and distribute a written essay
questionnaire to the top qualified candidates (generally 15
to 20 candidates),focusing questions on matters of special
relevance to the client's needs or current situation.
Candidates will have 20 days to respond. The professional
panel will review and rank essay responses as they are
received back.
3. After essay responses have been returned, reviewed, and
ranked,two (2) members of the professional panel will
conduct telephone interviews with the top candidates
(generally 10 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. We will present 6 semi-
finalists for local interviews.
4. Conduct a web search of each semi-finalist to identify
potential issues.
5. Conduct employment and education verifications for semi-
finalists.
6. We will schedule and conduct two rounds of local
interviews over two days. The first round (Day 1)
consists of three separate panels(panel#1
consisting of 5 to 7 municipal employees; pane{
#2 consisting of 7 to 9 community
representatives; and panel#3 consisting of 3 to 4
public managers) and will take approximately 10
hours to complete the process and tabulate the
results. The selection of the panelists shall be up
to the appointing authority with input from MRI.
Municipal
Resources
Cathy Darby,Human Resources Director
Town of North Andover
June 22,2011
Page 5
Each panel will be facilitated by a member of our
consultant team who will participate in
questioning only to the extent they determine
necessary to maintain appropriate flow and
direction during the interview process. The
second round (Day 2) consists of individual
interviews with the top three (3)candidates that
emerge from the first day interview process and
the appointing authority,facilitated by our lead
consultant.
7. We will complete a detailed background investigation on
the selected candidate which shall include, but not be
limited to, previous employment, and criminal and motor
vehicle records checks.
IV. Selection of Final Candidate and Negotiations of Employment Terms
A. Description of the process to deliver a fully developed analysis of each
finalist to the BOS and/or Selection Committee and the method to deliver
a ranking of the finalist group (numerical or qualitative)
1. Following interviews with the finalists,the appointing
authority, in consultation with our lead consultant,will
determine what, if any, additional steps are needed to
arrive at a final selection. In some instances, additional
interviews are required, in others,the final selection is
readily apparent and we move to negotiations
immediately.
2. Assist with development of terms and conditions
of employment, preparing a conditional offer of
employment, drafting the employment
agreement and development of initial goals and
objectives.
3. If the final candidate will be relocating to the
community from a significant distance, we
recommend and will coordinate a family visit to
the community prior to making a conditional offer
of employment.
Municipal
Resources
Cathy Darby,Human Resources Director
Town of North Andover
June 22,2011
Page 6
4. We will coordinate physical, medical, and
psychological exams as desired.
ADVERTISING & COMMUNICATION
As part of this engagement, MRI will:
1. Develop ad copy, recommend advertising venues, and coordinate placement of
the ads (advertising costs shall be paid by the client). Resumes will be received
for at least 30 days.
2. Research MRI's data base and contact potential candidates from other similar
recruitments in the past 12 months
3. Canvas MRI's professional network to identify and reach out to
promising potential candidates to invite their application.
4. Receive and acknowledge receipt of all resumes. Candidates will be kept
apprised of their status at each selection point throughout the process.
5. Provide the Town with regular progress reports and process updates.
TIME FRAME
The recruitment process proposed will take approximately 90 days to complete. MR[ is
prepared to begin work on this recruitment immediately upon execution of a contract between
the parties.
The following is a sample timeline:
Day 1 Contract execution; advertising language submitted to Client for edits
and approval
Day 3 Begin ad campaign
Day 33 Deadline for resumes
Day 40 Resume screening complete
Municipal
Resources
Cathy Darby,Human Resources Director
Town of North Andover
June 22,2011
Page 7
Day 42 Candidates advised of their status and candidates remaining in
consideration will receive written essay questionnaire
Day 60 Essay response deadline at 5 pm
Day 65 Essay review complete
Day 65 Candidates advised of their status and telephone interviews scheduled
Day 70 Semi-finalists advised of their status and instructed to complete Synergy
Profile
Day 85 Panel interviews
Day 86 Client interviews
TBD Decision by Client
Day 90 Goal for finalization of appointment
PRICE
Our services for this selection process will be provided on a lump sum fee basis, as follows:
I. Obtaining Input
This phase of the recruitment will be completed for a lump sum fee of$1,000;
which will be invoiced upon completion of Phase I.
11. Define the Position and Identify Qualifications
This phase of the recruitment will be completed for a lump sum fee of$500;
which will be invoiced upon completion of Phase 11.
III. Identifying, Screening, and Interviewing Candidates
This phase of the recruitment will be completed for a lump sum fee of$10,000;
which will be invoiced upon completion of Phase 111.
IV. Selection of Final Candidate and Negotiation of Employment Terms
i
Municipal
Resources
Cathy Darby,Human Resources Director
Town of North Andover
June 22,2011
Page 8
This phase of the recruitment will be completed for a lump sum fee of$1,000;
which will be invoiced upon completion of Phase IV.
These fees do not include the cost of advertising,the cost of accommodations for on-site
interviews, reimbursement of candidate travel expenses,the cost of a family visit, or the cost of
medical or psychological exams. In addition,the Client is responsible for providing food and
lodging for the interview team (on nights prior to the interviews)and for providing food for the
interview panels and candidates on the interview days.
TENURE GUARANTEE
To the extent that Municipal Resources is engaged to perform all the work described
herein,we will guarantee to undertake a recruitment and selection process at no
expense to the community should the employment relationship, after it is negotiated
and documented by an executed employment agreement, be terminated by either
party within twelve (12) months. However, no such guarantee shall exist if said
termination occurred due to the death or catastrophic illness of the selected
candidate, or due to the actions of a majority of a newly elected Selectboard/Council
of the Client. There shall be no cost for MRI's recruitment services; however,the
Client shall cover the costs associated with advertising and interviews.
QUALIFICATIONS
ABOUT MRI
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.
Our dynamic management staff can tailor services to specific client needs. Our clients realize
that we have been in their shoes; we have the experience, sensitivity,and desire that it takes to
develop and deliver services that specifically meet their needs.
Municipal Resources is committed to providing innovative and creative solutions to the
problems and issues facing local governments and the agencies that serve them. Combined
staff experience in the operations of local government, coupled with the realities of today's
economic, regulatory, and political environments gives Municipal Resources a unique capabil'
Municipal
Resources
Cathy Darby,Human Resources Director
Town of North Andover
June 22,2011
Page 9
which can be brought to bear for local government officials, many of whom are volunteers
seeking to do what is right for their communities.
The depth of Municipal Resources' experience is reflected not only in the experiences of its
associates, but in the scope of services it provides its clients,from professional recruitment to
organizational and operational assessments of individual municipal departments and school
districts or ongoing contracted services for various town government and school business
support activities.
Among the areas of expertise available are department assessments, personnel recruitment,
personnel administration, collective bargaining, public safety, community and economic
development including land use control and regulations, assessment administration, budget
and finance, public works and engineering, and general management.
The firm is also focused on school district assistance with specific services focusing on finance j
management, human resources, school safety and security, federal funds accounting, facilities
management, management studies, interim personnel placements and other areas.
The purpose of Municipal Resources' approach is to supplement the efforts of municipal
employees and to enable them to do their jobs well. Municipal Resources is supporting
sustainable communities through better organization,operations, and communication.
We have assisted more than 75 communities in New England with successful recruitment and
selection processes, including most recently: Brunswick, Maine; Hooksett, New Hampshire;
Laconia, New Hampshire; and Dartmouth, Massachusetts.
Our Executive Recruitment Service ensures our clients and the candidates we recruit on their
behalf of the highest level of personal service, confidentiality, and ethical, professional
standards.
Our goal in the recruitment and selection process is to help our clients attract, hire, and retain
top leadership and talent. Finding and selecting key senior managers and operational leaders is
a critically important process that can have profound long-term impact on the effectiveness of
your community as a whole. The amount of time, energy, and financial resources wasted to
repair the damage of selecting the "wrong person" is astronomical when compared to the
modest investment required to undertake a focused, deliberate, and reasoned process to
attract, select, and appoint the best available candidate for the position. Choosing the right
search firm to support your effort is a key first step in this process. MRI pledges to work with
every client to lay the groundwork for success and to ensure that the entire recruitment
process is effective, efficient, manageable, and rewarding.
Municipal
Resources
Cathy Darby,Human Resources Director
Town of North Andover
June 22,2011
Page 10
We work with our clients to help define the parameters of the search and to establish a clear
outline of the type of person they are looking for to fill the unique needs of their community.
We carefully screen candidates and work with teams of community members to ensure that
the right person is identified. We are so confident of our comprehensive process,that we even
provide a guarantee that the candidate hired will still be on the job in 18 months—or we will
redo the search free. I'm personally proud of the fact that no community has had to exercise
that guarantee.
CORPORATE STRUCTURE
MRI is a C Corporation registered in New Hampshire, with the following officers:
Donald R.Jutton, President and Assistant Secretary
Joseph W. Lessard,Jr., Vice President,Treasurer, and Secretary
Alan S. Gould, Vice President and Chief Operating Officer
Michael H. Everngam, Chairman, Board of Directors
Wallace E. Stickney, Emeritus, Board of Directors
We are registered to do business in Maine, New Hampshire,Vermont, Massachusetts,
Connecticut, Rhode Island, New Jersey, New York, and Pennsylvania.
CONTACT INFORMATION
All communications regarding the Proposal should be addressed to:
Donald R.Jutton, President
Municipal Resources, Inc.
120 Daniel Webster Highway
Meredith, New Hampshire 03253
Telephone: (603) 279-0352, x-305
Toll Free: (866) 501-0352,x-305
Fax: (603) 279-2548
Cell Phone: (603) 387-9729
E-mail: diutton @municipalresources.com
REFERENCES
See Appendix A for References.
Municipal
Resources
Cathy Darby, Human Resources Director
Town of North Andover
June 22, 2011
Page 11
CERTIFICATE OF GOOD STANDING — NEW HAMPSHIRE
Municipal Resources, Inc. is registered to do business in the State of New Hampshire, and is in
Good Standing with the State of New Hampshire as evidenced by the attached Certificate,
issued by the New Hampshire Secretary of State's Office. (See Appendix B for copy of
Certificate.)
CERTIFICATE OF GOOD STANDING - MASSACHUSETTS
Municipal Resources, Inc. is registered to do business in the Commonwealth of Massachusetts
and is in Good Standing with the Commonwealth as evidenced by the attached Certificate,
issued by the Commonwealth of Massachusetts'Secretary of State's Office. (See Appendix C
for copy of Certificate.)
CERTIFICATE OF LIABILITY 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 b the Client Municipal Resources will provide the Client
Y p p
with a Certificate of Liability Insurance.
I would be pleased to meet with you to discuss our experience, approach, and processes and to
explore how we might develop a recruitment and selection program designed to meet your
current requirements.
4Very,,, Y urs,
J on
Municipal
Resources
i
l
4'
3.
t
is
APPENDIX A
REFERENCES
Allenstown,NH Dartmouth,MA
Town Administrator-2010 Executive Administrator—2009
Paul Apple,Town Administrator Police Chief-2009
16 School Street David Cressman,Executive Adm,
Allenstown, NH 03275 400 Slocum Road
(603)485-4276 Dartmouth,MA 02747
(508)910-1820
Andover,MA
Fire Chief-2006 Derry,NH
Reginald"Buzz"Stapczynski,Town Manager Town Administrator—2010
36 Bartlet Street Larry Budreau, Human Resources Dir.
Andover,MA 01810 14 Manning Street
(978)623-8225 Derry,NH 03038
(603)845-5403
Bedford,NH
Police Chief—2011 Enfield,NH
Russell R. Marcoux,Town Manager Town Administrator-2005
24 North Amherst Road Enfield Board of Selectman
Bedford,NH 03110 PO Box 373
(603)472-5242,x-300 Enfield,NH 03748
(603)632-7389
Boylston,MA
Town Administrator-2008 Hooksett,NH
Kenneth Sydow,Selectman Town Administrator-2009
221 Main Street Hooksett Town Council
Boylston,MA 01505 35 Main Street
(617)654-3697 Hooksett, NH 03106
(603)485-8472
Brookline,MA
Fire Chief—2011 Hubbardston,MA
Melvin Kleckner,Town Administrator Police Chief-2006
333 Washington Street Trudy O'Connell,Town Administrator
6`h Floor PO Box 206
Brookline,MA 02445 Hubbardston, MA 01452-0206
(617)730-2200 (978)928-1403
Brunswick,ME Laconia,NH
Town Manager-2009 City Manager—2011
Fran Smith,Town Clerk Michael Seymour,Mayor
28 Federal Street 45 Beacon Street East
Brunswick,ME 04011 Laconia, NH 03246
(207)725-6659 (603)527-1270
Municipal
Resources
Londonderry,NH Plaistow,NH
Fire Chief-2007 Town Manager—2006
David Caron,Town Manager Board of Selectmen
268-B Mammoth Road 145 Main Street
Londonderry,NH 03053 Plaistow,NH 03865
(603)432-1100 (603)382-8469
Manchester-by-the-Sea,MA Raymond,NH
Police Chief-2007 Town Manager—2007
Wayne Melville,Town Administrator Board of Selectmen
10 Central Street 4 Epping Street
Manchester-by-the-Sea, MA 01944 Raymond,NH 03077
(978)526-2000 (603)895-4735
Meredith,New Hampshire Salem,NH
Town Manager—2003 Town Manager—2010
Assessor-2005 Michael J.Lyons,Chairman
Frank Michel,Esquire Board of Selectmen
66 NH Route 25 33 Geremonty Drive
Meredith,NH 03253 Salem,NH 03079
(603)279-6100 (603)890-2128
Millville,MA Southampton,MA
Police Chief Assessment Center-2007 Town Administrator—2007
Helen M.Coffin,Executive Secretary Board of Selectmen
Town of Millville Regina Shea-Sullivan,Adm.Asst.
PO Box 703 PO Box 379
Millville,MA 01529 Southampton, MA 01073
(508)883-1186 (413)529-0106
NH Community Development Vilianova University
Finance Authority Public Safety Director—2007
Executive Director-2004 Kenneth Valosky,Vice President
Michael Long Finance and Administration
Former Chairman of the Board Villanova University
Community Guaranty Saving Bank The American College
Plymouth,NH Huebner Hall
(603)536-0001 270 So.Bryn Mawr Avenue
Bryn Mawr,PA 19010
Newbury,NH (601)519-4532
Police Chief—2005
Dennis Pavlicek,Town Adm. Wolfeboro,NH
PO Box 296Newbury, NH 03255 Police Chief—2004
(603)763-4940 David Owen,Town Manager
PO Box 629
Pittsfield,NH Wolfeboro,NH 03894
Town Administrator—2007 (603)569-8161
Board of Selectmen
PO Box 98
Pittsfield,NH 03263
(603)435-6291
Municipal
Resources
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CERTIFICATE
I, William M. Gardner, Secretary of State of the State of New Hampshire, do hereby
certify Municipal Resources, Inc. is a New Hampshire corporation duly incorporated
under the laws of the State of New Hampshire on November 27, 1991. I further certify
that all fees and annual reports required by the Secretary of State's office have been
received and that articles of dissolution have not been filed.
In TESTIMONY WHEREOF,I hereto
set my hand and cause to be affixed
the Seal of the State of New Hampshire,
this 1" day of July,A.D. 2010
William M. Gardner
Secretary of State
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Vyilliam Francis Galvin
Secretary of the
Commonwealth
Date: February 09, 2011
To Whom It May Concern :
I hereby certify that according to the records of this office,
MUNICIPAL. RESOURCES, INC.
a corporation organized under the laws of NEW HAMPSHIRE
on November 27, 1991 was qualified to do business in this Commonwealth on
Janus 25 1993 under the provisions o
January � p f the General Laws, and I further certify that said
corporation is still qualified to do business in this Commonwealth.
I also certify that said corporation is not delinquent in the filing of any annual reports required to
date.
In testimony of which,
I have hereunto affixed the
Great Seal of the Commonwealth
on the date first above written.
Secretary of the Commonwealth
Certificate Number: 11022171510
Verify this Certificate at:http://corp.sec.state.ma.us/corp/Certificates/Verify.asp
Processed by:jmu
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HUMAN RESOURCES
U MA SS
BOSTON
Scope of i
Recruitment for the Town Manager
Town of North Andover, Massachusetts
June 23, 2011
06/22/2011 16:07 6174895810 NANOR PRINTS PACE 03/18
June 23, 2011
Board of Selectmen
Town Hall
North Andover, MA via email
Dear Members of the Board,
The Edward J. Collins Jr. Center for Public Management is pleased to provide this
proposal detailing its proven approach and expe,t:ience in recruiting municipal leaders
for organizations in transition. The Center has a great deal of sensitivity to the
pressures of such transitions, and how they can impact public organizations and the
communities and constituencies they serve.
The Collins Center was established in July 2008 at the McCormack Graduate School
of Policy Studies to further the public service mission of the University of
Massachusetts Boston. The Center is a vehicle to provide assistance to municipalities
and state agencies to help improve public management, As part of the Center's work
it has established an executive recruitment practice in the belief that helping public
organizations select the best leaders will result in increased organizational.
effectiveness.
While the Collins Center is a relatively new organization it has selected the former
President of Bennett Yarger Associates, Dick Kobayashi, to lead the recruiting
practice. Mt. Kobayashi worked with Bennett Yarger, a national recruitment firm
based in Plymouth, MA, for over a decade. The Collins Center has also retained Mary
Flanders Aicardi, an experienced Massachusetts municipal human resources specialist
as an integral member of its recruitment team.
Mr. Kobayashi has extensive experience in matching professional talent to the
particular needs of municipalities and public agencies in transition. He has specialized
in assisting elected and appointed officials to select managerial talent to lead a variety
of complex organizations. He has also served as an elected official in his hometown of
Belmont.
This Recruitment Team has receutly carried out successful recruitments in
Massachusetts for Chatham, Worcester, Winthrop, Princeton, Seekonk, Springfield
06/22/2011 16:07 6174895810 NANOR PRINTS PAGE 04/18
and Plymouth. Other successful recruitments include the Chief of Police for the
Massachusetts Bay Transportation Authority and the Town Manager fot Derry, New
Hampshire and the Town. Manager of East Hampton, CT. Mr. Kobayashi has lead
searches for positions as varied as cabinet officers for the District of Columbia and
the Executive Director of the Metropolitan Area Planning Council, the largest
regional planning agency in New England.
Mx. Kobayashi also led the search for Springfield's first Chief Administrative and
Financial Officer. This position was created by state law as a condition for terminating
the State Financial Control Board that controlled the City's finances for five years.
The Center also recently completed the recruitment of the first Executive Director of
the newly reconstituted Essex Regional Retirement System, which serves over forty
public entities in Essex County. Mr. Kobayashi is currently leading the search for a
new Town Manager for Framingham, MA
i
Attached is a comprehensive proposal to provide recruitment services for North
Andover's Town Manager. A careful definition of the challenges that the Tov+m
Manager will face and the organizational environment that the new person will engage
and manage is a key component of the recruitment process. To be successful the
Town needs to be clear about these matters and the recruitment team needs to fully
understand them in order to attract the best candidates. Typically a considerable
amount of effort is invested in gaining a thorough understanding of the client system
before the Center engages in the actual recruitment of candidates. Most search firms use
essentialj the .came methodology. Wlbat derentiates the gbbroach of the Collins Center is the
amount of efort sent in learning the client ystem and the challenges it faces so that the Center can
actively recruit candidates that fit the client's needs
All of the Centex staff has substantial knowledge of local and state government in
Massachusetts. The Center does not merely collect resumes; rather it learns the Client's
organization from the inside out and helps the client identify the key characteristics
that will lead a new incumbent to a successful.tenure.
06/22/2011 16:07 6174895810 NANOR PRINTS PAGE 05/18
We understand that the manner in which this search is carried out as well as the
outcome will serve as a signal to the Board's constituencies and the public of the
Board's open and transpateat approach to governance.
We want to advise the ,Board that Transactions with the Commonwealth, including the University,
are exempt from the provisions of Chapter 30B, the Municipal Proamement Act, Chapter 30B
Section 1 (b)(4)
It would be a pleasure for our team to come to .Notch Andover to discuss these
services and how the Center may be of assistance to the Board. To arrange an
interview with the recruitment team, or discuss any points of this proposal, please
contact Dick,Kobayashi at 617-489-8812.
3 cerely,
Lam" ',...,....
Stephen McGoldrick
Deputy Director
06/22/2011 16:07 6174895810 NANOR PRINTS PAGE 06/18
How the CoWns Center w U assist North Andover recruit a
Town Manager
The Collins Center works with public organizations to understand the most
critical issues it is facing, its culture, and the leadership styles that would be best
suited to move the organization forward. Only after gaining an understanding
of the client's critical needs does the Center proceed to recruit duality
candidates for the position.
In implementing this approach, the Center will;
® Develop a Profile of the commumuty and the position with particular
attention to identifying North Andover's pt:iority issues. The Profile will
specify the professional and personal dualities needed to succeed as Town
Manager, It is important that the Profile represent the views of the
appointing authority, not the recruitment team. Accordingly, extensive
interviews will be conducted with North Andover officials and other
stakeholders during the preparation of the Profile. The recruitment team
will not proceed to seek candidates until the Board approves the Profile. A
sample Profile is included in this proposal_
® Confirm
and refine the generic calendar included to this proposal to meet
North Andover's specific requirements. Most recruitments take between 90
and 120 days from the date the engagement is authorized.
• Build a competitive pool of candidates utilizing the Center's extensive
network as well as traditional advertisitag; and
o Support the Screening Committee's evaluation of candidates by structuring
a.resume review process and preliminary interview process. The recruitment
team will help plan the Board of Selectman's interview process for finalists
and help the Board close the deal, if requested.
Town of North Andover
Town Manager Page l
bb/22/1b11 lb:b( bl/48JW3lb NANUN FNlN15 I'AUL bl/lei
Outcomes for the Town
o Clarification and consensus on the critical issues facing North Andover.
• .A. structured process for interviewing and selecting a Town Manager.
• A qualified pool of candidates.
• Public confidence in the selection process.
Qualifications of Assigned Personnel
Richard Kobayashi has over thirty years of public management experience
including service as the leader of a management development agency in
Massachusetts (Executive Office of Communities and Development), Planning
and Development Director for an economically distressed Massachusetts city,
chief planner for a major water/wastewater utility and as Grief aide to the
Mayor: of a densely populated urban city. He has also served as an elected
official 'in his hometown of Belmont, Massachusetts and worked with Bennett
Yarger,Associates, a national recruitment firm, for a decade where he served as
President in 2007-2008. Mr. Kobayashi holds a Masters degree in Public
Administration and was a Loeb Fellow at Harvard University. Mx. Kobayashi
will serve as the Project Manager for this recruitment.
Mary Flanders Aicard.i has almost twenty years of municipal human resource
experience. She has served as Personnel Director for Watertown and ,Assistant
Personnel Director for the Town of Barnstable, Consultant to Braintree during
its transition from a town meeting to city form of government, and is an
independent human -resources and labor relations consultant. Ms. Aicardi holds
a Masters degree in Public Adm nistration and a Bachelor's of Arts degree in
Political Science from the University of Massachusetts Amherst. She currently
serves as a member: of the Commonwealth's Joint Labor Management
Committee.
Town of Notts,Andover
Town Manegcr Pagc 2
06/22/2011 16:07 6174895810 NANOR PRINTS PAGE 08/18
Project Approach
The following information is provided to illustrate the Center's approach to executive
recruitment and what it believes axe successful outcomes of each stage of a search.
The Center believes that a significant risk in selection is choosing the best person
from a mediocre pool of candidates. The Center's principal effort is directed at giving
its clients a pool of well-qualified candidates thereby reducing this :task.
Task One: Understanding North Andover and Preparing a Profile
The search is begun by asking a simple question: What criteria would the
organization use to determine that the appointment was successful.
Tlxe recruitment team needs to learn how the organization works from the inside out.
It wants to see the organization from the viewpoint of major stakeholders and it
wants to understand and document the major challenges facing the organization. It
can then determine what type of experience; technical skills and personal style
candidates will need to be effective in the position,
During the interviews of major stakeholders the recruitment team will ask that the
determinants of success be identified. A common statement is that when
organizations chose a leader they chose a path. The recruitment team needs to
understand the path that North Andover desires to follow in order to identify and
recruit a pool of candidates that can meet North Andover's needs. Only with an
Xnderstanding of the stakeholders in North Andover can we represent the job
opportxnity to the best candidates.
Outcome: At the end of Task One a Profile Statement will be prepared for the
Board's approval. Once approved, the recruitment will commence using the
Profile Statement as a marketing tool for the Town Manager's position.
Town of North Andover
Town Manager Page 3
06/22/2011 16:07 6174895810 NANOR PRINTS PAGE 09118
Task Two: Networkng, Screening and Presentation of Paper
Candidates
Standard advertising will be prepared and placed in effective venues, such as with the
ICMA. and the MMA. The recruitment team also engages in extensive network
recruitment activities using electtonic means and personal contacts. Often the best
person for a job is not looking for ra job, so networking is a critical part of the
process. To attract candidates the unique challenges of the employment opportunity
will be stressed. Work is conducted to find candidates that have faced challenges that
are of similar magnitude and ;importance to those faced by North Andover. Work is
performed to find out how successful candidates were and how their personal
qualities will benefit the Town. At the conclusion of networking, a pool of
prospective candidates will be presented.
The recruitment team will conduct preliminary interviews and review the pool of
eligible paper candidates with the client to reach a collaborative decision on which
candidates should be invited for fist round interviews, We have assumed that the
Collins Centex will present approximately ten to twelve resumes of candidates to the
Screening Committee based on our professional judgment of the "fit" between
candidates and the requirements specified in the Profile.
We plan to meet with the Screening Committee twice during Task 2. Qnce, to review
the resumes and backgrounds of candidates recommended by the Center and to
assess the pool as a whole. And a second time to decide which candidates should be
invited for a confidential interview with the Committee. We expect both of these
meetings to be of significant duration, well structured, and focused on information
sharing and decision-making based on the Profile approved by the Board of
Selectmen.
Outcome: invitations to interview issued to selected candidates.
Town of North Andover
Town�&naget Poge 4
06/22/2011 16:07 6174895810 NANOR PRINTS PAGE 10/18
Task Three: Interviewing and Reference Checking
After the Committee selects candidates for an interview, the recruitment team will
Solicit initial references, obtain releases from candidates, and reconfitm candidates'
interest. ,References are obtained through discussion and information obtained faom
references will be conveyed orally to the Committee in Executive Session.
The recruitment team will help the Committee plan a standardized interview approach
that will allow candidates to be compared on key ctitetia. The team will scbedulc and
attend the interviews, providing guidance as needed. Sample questions keyed to the
requirements identified in the Ptoftle will be provided to the Committee. Based oil
previous experience we do not recommexid more than seven or eight preliminary
interviews, but this can be expanded somewhat based on the Committee's
preferences.
When the Committee makes a prelinrznary decision on recommendations of candidates
to the Board the recruitment team will conduct in-depth reference checks on those
candidates and arrange for background checks if we are requested to do so by the
Town. When the information is complete we will share it with the Corrzmittee
verbally.
Based on the information obtained during Task 3, we anticipate the Committee voting
a formal recommendation to the Board of Selectmen. At this time the names of
finalist will be public.
Outcome: Presentation of well-vetted candidates to the Board of Selectmen, i
Town of North Andover
Town Manzger Page 5
06/22/2011 16:07 6174895810 NANOR PRINTS PAGE 11115
Task Four: Selection
The recruitment team will help the Board of Selectmen plan its interview process by
providing written and oral guidance. It is recommended that all candidates be
interviewed on the same day or weekend. The recruitment team can help stricture the
discussion, suggest questions, and offer a £oimat that Selectmen can utilize to
compare candidates.
Negotiating the conditions of employment is the sole responsibility of the client, but,
on request, the recruitment team will work to clarify issues, establish a framework and
facilitate communication. At the end of the search, all candidates will be appropriately
notified of the result.
Outcome: A selection for Town Manager that meets the standards defined in
the Profile.
Assumptions
In preparing this Scope we have assumed
That the Screening Committee has been charged with recommending
approximately five fully qualified and fully vetted candidates to the Board of
Selectmen and that these recommendations are to be unranked.
That the Screenng Committee, under the provisions of the Open Meeting
Law, will be able to review candidate resumes, discuss the merits of various
candidates, and conduct preliminary interviews and decide on finalists in
Executive Session(s), except that the final vote on the recommendation of
finalists will be made in open. session.
° That it is the Screening Committee's responsibility to utilize proper procedures
under the Open Meeting Law and that Town Counsel, the Board of Selectmen
or other Town Officials will instruct the Comir ttee that all matters discussed
in Executive Session are and need to remain strictly confidential,
° That the Screening Committee-s responsibility will be complete when it makes
its recommendation to the Board.
Town of North Andover
down ManWr Pagc 6
Ub/11/1U11 I b:s/ b1/48yJb8I U NANUK F'K1N 15 F'AUL 11118
• That when the Screem-ng Comn)jttee makes its recommendations of
approximately five candidates to the Board that the work of the Collins Centex
will be complete, except for commut)icating with candidates and assisting the
Board in designing its interview process as described in Task 4.
• That recordkeeping, the preparation of minutes, related matters and procedural
advice to the Committee are the responsibility of the'T'own.
Town of North.Andover
Town MAnager Page 7
06/22/2011 16:07 6174895810 NANOR PRINTS PAGE 13/18
Professional Fees, Expenses and Payment Schedule
i
Contracts ipith the University of Musachusetts are exempt from the competitive
procurement provisions of M.G.L. Chapter 30B Citation.: Chapter 30B Section 1
(b)(4)
The Professional. Fee for performing the recruitment setvices described in Tasks one
through four is $12,500. The Fee will be payable in the following three installments:
$3000 when the contract is signed, $4000 when Task 2 is complete, and $5500 when
the Board of Selectmen completes its interviews
If the 'Town wants the Collins Centet to perform only Task 1 and Task 2 and
complete the balance of the recruitment with its own citizen and staff resources the
Professional Fee for this service will be $8000. The fee will be payable in two
installments $4000 when the contract is signed and $4500 when Task Two is
complete. This approach has been used successfully in situations where the client needs heo <reatin
g
a top notch pool of candidates but feels that it has the capability to interview and reference check
candidates on its own.
Direct, out of pocket, expenses including postage, photocopying, profile publication,
transportation, meals, lodging, travel, necessary administrative costs, and costs that ate
incidental to the recruitment and are borne by the Centex or its employees and agents
shall be reimbursed by the Town to the Center. Aggtegate expenses incurred by the
Center or its employees or agents shall not exceed $1500 without the approval of the
Town.
Reimbursement of candidates' expenses and all advertising and the cost of all
background checks requested by the 'Town will be the direct responsibility of the
Town of North Andover and the Center will arrange to have these expenses
submitted to the Town.
The Town will pay bills and reimburse expenses in good faith and in a timely manner.
Unless there are special circumstances, the Center expects payment within 30 days of
statement date.
Town of Noxth Andover
TowA Mnnager Page 8
06/22/2011 16: 07 6174895810 NANOR PRINTS PAGE 14118
Termination
Zn the event it becomes impossible or unnecessary fox the Centex to pez£otm due to
circumstances beyond the control of either party, The Center shall be discharged from
completing the search and the Town shall owe nothing beyond the number of
payments since the official start date of the contract at the rate agreed to in the
schedule above.
Town of North Andover
TOWn Maoaget ',.
Wage 9
06/22/2011 16:07 6174895810 NANOR PRINTS PAGE 15/18
Timetable
The following table illustrates the typical sequence of a recruitment of a municipal or
public sector professional,
Week 1 2 3 4 —5—T6--7--F8—
b 7 8 9 10 11 112
Task 1
Profile
Task 2 x
Paper
Candidates
Task 3
Reference
Checkin
Task 4
TZX
Selection
The Center can he the reemitment, on a good faith basis, as soon as the Board votes to engage the
Collins Center. The generic schedule above is dependent on personal schedules with
most delays caused by holidays, vacations, and professional schedules. The Center will
develop a specific schedule for North Andover at the commencement of the
engagement.
i
Town of North Andover
Town Manager Page 10
06/22/2011 16:07 6174895810 NANOR PRINTS PAGE 16118
REFERENCES
Winthrop, MA
Contact: Thomas Reilly, former Town Council President
617 240-1290
Position: Town Manager (2009)
Princeton, MA
Contact: Alan Sentltowski, former Cha.it, Board of Selectrneo
978-273-4628
Position: "Town Administrator (2009)
Plymouth, MA
Contact: John.Mahoney, Board of Selectmen
508-746-1620, ext 102
Position.: Town Manager (2009)
Springfield, MA
Contact: Steven Bradley, Chair, Search. Committee
Vice President Bay State Health
413-794-1016
Position: Chief Administrative and Financial Officer for Springfield (2409)
1
Essen Regional Retirement System
Contact Andrew Maylor, Chair (Town Manager mi Swampscott)
617-8286211
Position Executive Director (2010)
Chatham, MA
Contact: Ken Sommer, Chair-Screening Committee
650-888-2207
Florence Seldin, Chair, Board of Selectmen
508 945-4464
Position Town Manager (2011)
Town of North Andover
Town,Manager P,,gc 11
06/22/2011 16:07 6174895810 NANUR PRIM 5 HAUL 1rr1a
RELEVANT PROJECT EXPERIENCE
RICHARD KOBAYA.SHI
° Manager of the Collixzs Center Recruitment practice since inception in
2008.
• President of Bennett Yarger 2007-2008, a national public sector oriented
retained Recruitment Firm. (See text of proposal for a sample of
searches executed)
• Senior Consultant with Bennett Yarger 1997 —2004
• Resident Municipal Advisor, Kosovo (US,AID) 2004—2006
! Independent Public Management Consultant 1995 -- 2004. Served
clients in the US and in Central and Eastern Europe under US
Government, UN and World Bank auspices.
° Senior Program Manager, MWRA 1989— 1994
• Director of Planning and Development, Lawrence,MA 1986-1989
® Deputy Assistant Secretary for Municipal Management and Policy
MA Executive Office of Communities and Development 1976 -- 1986
• Mayor's Aide,Malden, MA 1972— 1.975
• Elected Water Commissioner in Belmont, MA 1992 2002 and Elected
Town Meeting Member 1994 present its Belmont, MA
Education
BA in Economics —UMASS Amherst
• MPA —Northeastexn University
° Loeb Fellow—Harvard University
1
Town of North,Andover
Town manager Page 12
bb/1'L/2bll lb:b( b1/4tiybtilb NANUK FK1NIb I AUt 1dllti
RELEVANT PROJECT EXPERIENCE
MARX' FLANDERS ATCARDT
Human Resources & .Labor Relations Consultant
• Human Resources Consultant,Town of Braintree, MA 2008 ®20095
during the transition from a Town to a City government structure.
• Member,joint Labor Management Committee (current)
' Personnel Director, Town of Watertown, MA 1995-2004
Assistant Personnel Director, Tom of Barnstable, MA 1992-1995
Hearing officer in Civil Service pre-disciplinary hearings
• Assessor in a Police Chief selection process
• Expert in progressive discipline, performance appraisal and employee
conduct, having presented numerous workshops.
° Participated in recruitment of the Treasuret for Worcester, MA.; the
Executive Director of the Essex Regional Retirement System; the
Lawrence, MA, Finance Director; the Chatham, MA 'Town Manager and
Framingham, MA Town Manager,
Education
• Master of Public.Administration University of Massachusetts at Amherst
• Bachelor of Arts, Political Science University of Massachusetts at
Amherst
Town of Borth Andover
Town ManWf Page 13