PROPOSAL FOR EXECUTIVE SEARCH SERVICES FOR THE POSITION OF CITY MANAGER RFP 45-97
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CITY OF CLEARWATER
Proposal for
Executive Search Services
for the Position of
CITY MANAGER
RFP 45-97
December 31, 1996
The Mereer Group~ Ine.
Consultants To Management
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The Mereer Gronp~ Ine.
Consultants To Management
One Lakeside Commons
990 Hammond Drive, N.E. . Suite 510
Atlanta, Georgia 30328
(770) 551-0403
FAX (770) 399-9749
E-mail: mercer@mindspring.com
December 31, 1996
Members of the City Commission
City of Clearwater
Municipal Services Building
100 South Myrtle Avenue
Clearwater, GL 34616
RE: RFP 45-97
Dear Members of the City Commission:
The Mercer Group, Inc. is most pleased to submit this proposal to assist the
City of Clearwater to recruit nationally and to develop exceptionally well-qualified candi-
dates for the position of City Manager. We are most interested in assisting the Mayor and
members of the City Commission with this critical project, and if selected to conduct the
search, would have no difficulty beginning the project immediately and expediting our work
to ensure a smooth process.
The purpose for engaging the services of an executive search firm is to seek
out and recruit experienced candidates and to assist the City of Clearwater in selecting
highly qualified individuals who meet the profile and needs of the City and who might not
otherwise apply. The Mercer Group, Inc. is exceptionally well-qualified to assist the City
with this project. We have conducted recent searches for city managers for several
organizations your size. We are quite familiar with the candidate pool and the local needs.
This proposal is designed to provide an indexed and easily usable document
for the City of Clearwater to assess the qualifications of The Mercer Group, Inc. to handle
this critical work. It contains the following sections: Table of Contents; Introduction, Back-
ground, Objectives and Scope; Our Approach, Work Plan and Schedule; Equal Employment
Opportunity Statement; Cost Proposal; Firm Qualifications and Staffing; Why You Should
Select The Mercer Group, Inc.; and an Acceptance/Signature page. Appendices include our
Previous Search List; References; and Questions and Answers about Executive Search.
ATLANTA · EAST LANSING · SANTA FE · WASHINGTON
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Members of the City Commission
City of Clearwater
Page Two
December 31, 1996
The Mercer Group, Inc. has four offices. Our corporate headquarters is in
Atlanta and we have branch offices in Santa Fe, New Mexico; East Lansing, Michigan; and
Washington, D.C. We will work on the assignment from our Atlanta office.
This search will be personally conducted by James L. Mercer.
* * * *
Thank you for the opportunity to respond to this important assignment. This
proposal is valid for ninety (90) days from receipt by the City of Clearwater. We are
lookin~ard to discussing this proposal with you personally, and urge you to allow us
come to Cater at our expense to do that. We can move very quickly to do so.
Please call me at 770) 551-0403 if you have any questions.
UP, INC.
/
/
'-,
ames L.
P~ident
Enclosures
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QUESTIONNAIRE: Please provide the following information.
Company Name:
THE MERCER GROUP. INe.
Company Address: 990 Hammond Drive. Suite 510. Atlanta, GA 30328
Primary Contact: James L. Mercer
Phone Number: (770) 551-0403
Fax Number: (770) 399-9749
When was your firm founded? 1981
How long has your company been at the location which you designated above as the
company address?
Seven (7) years
How many other company locations do you have and in what cities are they located?
We have four locations. Atlanta is the corporate headquarters and has an office.
The other three offices are located in East Lansing. Michigan; Washington. D.e.;
and Santa Fe. New Mexico.
What is the focus of your firm (what are the primary purposes of the firm)?
See pages 21 through 25 of the proposal plus the attached Brochure
Information Re:
Executive Searches by your company:
With respect to executive searches, what percent of the placements are the
listed compensation level: $50,000 - 75,000; 75,001 - 100,000, $100,001 -
$150,000; above $150,000
$50.000 - $75.000: 25%
$75.(X)1 - $100.000: 50%
$100.001 - $150.000: 25%
Above $150.000: 0%
In the last five years, how many searches have you done for City Managers?
Twenty-seven (27)
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How many of the searches for City Managers were for cities of 1 00,000 or
more population?
Thirteen (13). also see pages 35 through 49 and 50 through 56 of the proposal
List contacts of previous clients willing to provide references, both generally
from the standpoint of your national search effort for any type of executive
and for those involving City Manager placements? This list should include
names and phone numbers of appropriate persons with those clients who are
qualified to provide references to the City.
See pages 50 through 56 of the proposal
Recruitment Process:
Describe the recruitment process you propose to use for City Manager for the
City of Clearwater, including a timetable, description of how you identify
candidates, how you evaluate and recommend candidates, and how you submit
data to the City.
See pages 5 through 16 of the proposal
Define your role after submitting top quality, interested candidates to the
City?
See pages 10 through 14 of the proposal
How many staff members from your company will be dedicated to the City
Manager search for Clearwater? Provide biographical for each key staff
member.
One primary and one backup staff member will be dedicated to this search.
Biographical information for the primary staff member can be found on pages
22 through 24 of the proposal
Do you propose to meet with representatives of the City to obtain data not
included in the RFP document?
Yes, see page 6. #1. Position Analysis and page 7. Executive Search Process.
Exhibit I. of the proposal
Do you conduct face-to-face interviews with any of the candidates? If yes,
describe for which candidates and why you do so.
As many as possible within time and budgetary constraints. We know most
of them at this level
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Cost:
How do you determine the interest of a candidate in the City of Clearwater's
position.
Interview with candidate either by face-to-face interviews or by detailed over-
the-phone interviews. Additionally. interest is determined through networking
and other contacts
What is the nature of the background review you do on candidates with
respect to their: (1) experience (reference checking); (2) education (e.g.
verification of credentials, degrees); (3) training; other (including credit,
criminal history, lawsuit( s), etc.)
See pages 8 through 12. numbers 3 through 6 of the proposal
If requested, can your firm provide additional services beyond the provision
of recruitment, such as design of interview processes, interview evaluation
procedures, etc.?
Yes. see the brochure attached to the proposal
Describe in full the basic fee and all associated reimbursable costs to conduct
the City Manager search?
See pages 18 through 20 and page 27 of the proposal
Is there a cap on reimbursable costs?
Yes. see page 18 of the proposal
What are the projected travel expenses, if any.
See page 18 of the proposal
Guarantee
See page 28 of the proposal for the Four Guarantees
Describe the nature of the guarantees you make with respect to the quality
of your work, including any guarantee relating to any early separation of a
selected candidate.
See page 28 of the proposal
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Additional Required Information
Provide a copy of all required service agreements, contracts, etc. to be entered into
between your firm and the City of Clearwater for this project.
Our proposal is written int he form of an agreement. If accepted by the City. merely
sign the signature page and it becomes a contract.
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CITY OF CLEARWATER
Proposal for
Executive Search SeIVices
for the Position of
CITY MANAGER
RFP 45-97
December 31, 1996
THE MERCER GROUP, INC.
Corponte Headquarters
One Lakeside Commons
990 Hammond Drive, Suite 510
Atlanta, Georgia 30328
(770) 551-0403
Fax (770) 399-9749
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TABLE OF CONTENTS
Section
Page No.
Cover Letter
Questionnaire and Answers
I. INTRODUCTION, BACKGROUND, OBJECTIVES AND SCOPE. . .. 1-4
A. Introduction and Background
B. Objectives and Scope of the Search Process
II. OUR APPROACH, WORK PLAN AND SCHEDULE.... . . . . .... 5-16
A. Approach
B. Work Plan
1. Position Analysis
2. Recruitment Process
3. Resume Review
4. Candidate Screening
5. Background Investigation
6. Interview Process
7. Negotiation and Follow-up
C. Schedule
III. EQUAL EMPLOYMENT OPPORTUNITY STATEMENT. . . . . . . . . . . 17
IV. COST PROPOSAL ...................................... 18-20
V. FIRM QUALIFICATIONS AND STAFFING . . . . . . . . . . . . . . . . . . . 21-25
A. Firm Qualifications
B. Resumes of Our Key Search Staff
VI. WHY YOU SHOULD SELECT THE MERCER GROUP, INC. ..... 27-33
VII. ACCEPTANCE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
APPENDICES
A. Previous Searches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-49
B. References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50-56
C. Questions and Answers About Executive Search . . . . . . . . . . . . . . . . . . 57-58
Attachments
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I.
II.
III.
IV.
V.
VI.
VII.
LIST OF EXIllBITS
The Mercer Group, Inc. Executive Search Process
The Mercer Group, Inc. Sample Candidate Evaluation Matrix
Schedule of Search Process
Schedule of Meetings with Commission
Pro-Forma Invoice
The Mercer Group, Inc. Recruitment Team Skills Matrix
Code of Ethics of Institute of Management Consultants
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SECTION I
INTRODUCTION, BACKGROUND,
OBJECTIVES AND SCOPE
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I. INTRODUCTION, BACKGROUND, OBJECTIVES AND SCOPE
This section presents our understanding of the City of Clearwater's requirements for this
search, as well as the objectives and scope of the project.
A. Introduction and Background
It is our understanding that the City of Clearwater is located midway down the west
coast of Florida on the Gulf of Mexico. Clearwater is a residential city with a perma-
nent population of approximately 100,000. In addition, Clearwater has a tourist
population of approximately 20,000. The City is widely known for Clearwater Beach,
one of the most beautiful beaches in the country. It is part of the Tampa Bay metropoli-
tan area which includes the cities of Tampa and St. Petersburg.
We understand that the City Commission and the City Management Team, composed of
the City Manager, Deputy City Manager, Assistant City Manager, City Attorney and City
Clerk are currently involved in a strategic planning process to define a Vision, Mission
Statement, Guiding Principles and Objectives to guide the City for the next ten years.
We also understand that the City of Clearwater operates under a Council-Manager form
of government as established in 1924. The City Commission is comprised of five
members: a Mayor-Commissioner and four City Commissioners. Members are elected
to specific seats at-large. All legislative power of the City is vested in the City Commis-
slOn.
It is also our understanding that:
· The City of Clearwater is seeking "turn-key" executive search services and
support in connection with the recruitment of a new City Manager.
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· The City of Clearwater is interested in identifying outstanding candidates
and filling the position of City Manager.
· Services required include position analysis and preparation of a position
profile, recruitment for the position; inviting potential candidates to apply;
reviewing and screening applications; conducting preliminary interviews
and background checks of selected candidates; recommending a list of final
candidates; coordinating final interviews; negotiating; and following up.
· The City of Clearwater wishes to conduct a comprehensive national
recruitment process, to ensure the best qualified candidates are found and
that the best qualified individuals who are acceptable can be hired.
· The annual salary and benefits package for the position will be discussed
with the City Commission.
B. Objectives
The objectives that we will meet in order to help find the best qualified candidates for
the position are as follows:
· To conduct on-site needs assessment for the new City Manager.
· To develop a comprehensive position profile.
· To reconcile any differences in points of view with regard to specifications
for the position.
· To encourage top level people to apply who would otherwise be reluctant
to respond to an advertisement.
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.
To save a considerable amount of the City Commission's and staffs time in
establishing a position profile and reviewing applicants.
.
To comply with appropriate personnel regulations and state laws (i.e.,
EEO, Affirmative Action and ADA).
.
To independently and objectively assess the qualifications and suitability of
candidates for the position.
.
To recommend a pool of finalist candidates to the City Commission.
.
To coordinate finalist candidate interviews with the City Commission.
.
To mail an information packet supplied by the City Commission to all
qualified applicants.
.
To respond to all candidate inquiries and produce all correspondence
throughout the search.
.
To preserve the confidentiality of inquiries to the degree possible under
Florida law.
.
To assist the City Commission in reaching a final decision.
.
To assist in negotiating a compensation package with the successful candi-
date on behalf of the City Commission.
.
To assist the City Commission in establishing criteria for evaluating the
new City Manager's performance.
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· To follow-up with the City Commission and the new City Manager during
the first year to determine if adjustments need to be made.
· To keep the City Commission closely involved in key decisions and in-
formed of our progress.
c. Scope
The scope of the project will be sufficiently broad and in-depth so as to meet the
requirements of the City of Clearwater. However, for the fee proposed it will not
address recruitment of additional candidates for positions other than the one specified.
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SECTION II
OUR APPROACH, WORK
PIAN AND SCHEDULE
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ll. OUR APPROACH, WORK PLAN AND SCHEDULE
This section presents our approach, work plan and schedule for the search project.
A. Approach
Our approach and style are interactive. That is, we form a partnership with our client to
conduct a project. The City of Clearwater will benefit through ease of implementation
and by gaining more in-depth knowledge of executive search and management consulting
techniques and expertise.
B. Work Plan
We recommend a seven (7)-step search process as follows:
· Position Analysis - We will define work relationships, job qualifications
and requirements for the position - the "Position Profile."
· Recruitment Process - We will recruit regionally and nationally for the
position and network to locate qualified candidates.
· Resume Review - We will identify qualified candidates.
· Candidate Screening - We will thoroughly screen prospective candidates.
· Background Investigation - We will thoroughly evaluate prospective
candidates.
· Interview Process - We will make recommendations and assist in selec-
tion.
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· Negotiation and Follow-up - We will facilitate employment and follow-up
to ensure complete integrity of the process.
This process is illustrated in Exhibit I, and each step is described below.
1. Position Analysis
We will have extensive consultation with the City Commission, other City staff
and local leaders selected by them, as well as other individuals or groups (if you
wish) to determine the City's visiOn/mission, goals and objectives, the needs and
issues, requirements of the job, and to obtain information about the environment
within which the position functions. In addition, we will spend a considerable
amount of time at the beginning of the process in the City of Clearwater in order
to determine the level of experience and training needed.
During this process, we will initiate individual interviews with the City Commis-
sion, citizen organizations, department heads and key staff, and others of your
choice to identify expectations, perceptions, and concerns regarding the position.
Based on those meetings, we will prepare a draft position profile and review it
with the City Commission in order to arrive at a general agreement regarding the
specifications for the position. The final position profile will include information
about the City of Clearwater, the community, major issues to be faced, the
position, and the selection criteria established.
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THE MERCER GROUP, INC.
Executive Search Process
EXlllBIT I
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Collect and
Analyze Data
l
Prepare
Position
Profi le
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Start Search
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C l i ent Approva l
.. Access Data Base
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Psychological Evaluate ~ Report
Evaluation . C dOd FO lO
(Optional)
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Negotiate
an 1 ates .. lna lsts .
To Client
., NO
Interview
Final ists r-" Select Candidate
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Notify
Remaining
Candidates
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Establish
Performance
Criteria
Fo llow-up
Closeout Search
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2. Recruitment Process
Because we have recently completed similar searches, we will first review our
database to determine those candidates whom we may already know and/or
already have on file who may meet the City's specifications.
Although this process is valuable, we will rely most heavily on our own contacts in
the city manager field and on our own experience. In other words, through
"networking", we will conduct a nation-wide professional search for the best
qualified candidates and invite them to apply for the position.
We will provide the City Commission with several advertising alternatives with
varying degrees of cost and their associated benefits. Based on our discussions
with the City Comission, we will place ads in professional journals, in national, in-
state and local newspapers, and in various minority and women's publications to
encourage applicants to apply.
3. Resume Review
We will review and analyze each applicant's background and experience against
the position description criteria.
We will acknowledge all resumes received and keep candidates informed of their
status.
4. Candidate Screening
Criteria for the preliminary screening will be contained in the approved "Recruit-
ment Profile". They may include such items as education, technical knowledge,
experience, accomplishments, management style, personal traits, etc. Screening of
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candidates against those criteria will be based on data contained in the resumes
and other data provided by the candidates and on our knowledge of the organiza-
tions in which they work. At this stage, each must meet the minimum qualifi-
cations specified in the Recruitment Profile.
We will be responsible for screening the applications received. This initial
screening will be conducted by telephone with both the prospective candidate and
with references who may know the candidate's background and expertise.
Once the initial screening is completed, we will select the prospective candidates
who most closely match the criteria established by the City Commission. The
output of this step in the process will be a matrix display of the top candidates
showing how each rates against the selection criteria established by the City
Commission (Exhibit II). This matrix will be reviewed with the City Commission
in one-on-one meetings and guidance obtained prior to proceeding. One contin-
gency here is that the Commission may not approve of any of the candidates. If
that should occur, we would, of course, keep searching until the City's needs are
clearly met.
After review by the City Commission, we will personally interview each using
various interview techniques. We will closely examine their experience, qualifica-
tions and achievements in view of the selection criteria and our professional
expertise in evaluating the quality of such qualifications and achievements.
We also request that all candidates provide us, in writing, substantial information
about their accomplishments and their management style and philosophy. This
information will be verified and, at the City Commission's option, may be further
tested by having the finalists complete management and leadership style invento-
ries. We interpret these instruments for the City Commission, as well.
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5. Background Investigations
As part of our process in evaluating top candidates, we make detailed and
extensive reference checks. In conducting these, it is our practice to speak
directly to individuals who are now or have previously been in positions to
evaluate the candidate's job performance.
We ask each candidate to provide us with a large number of references. We then
network these references to other persons who know the candidate. In this way,
we thoroughly evaluate each candidate. We have talked to as many as 23
references concerning a single finalist candidate. These references and evalua-
tions are combined to provide frank and objective appraisals of the top candi-
dates. We also verify past employment difficulties, if any, including any legal
action filed against former employers.
As part of our evaluation process, we verify undergraduate and graduate college
degrees. As an additional option, we can arrange for credit checks, criminal
checks, psychological (or similar) testing of the candidates that may be desired.
(These may be extra cost items.) We will recommend background investigation
criteria to the City Commission which will make the final decision on the
specifics of the background check.
6. Interview Process
Based on the preceding steps, a recommended list of finalists for the position of
City Manager will be compiled. We will prepare a written summary on each
finalist. The infolIt1ation will cover, but not be limited to, 1) present position, 2)
total years experience, 3) salary requirements, 4) education, 5) previous positions
held, 6) notable projects, 7) management style, 8) skills and abilities, 9) interests,
and 10) professional goals.
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This information will be presented to the City Commission in a detailed written
format combined with the results of the background inve~tigation and candidate
screening. We will make a recommendation on a group of five (5) to seven (7)
finalists. The City Commission shall make the final decision on which and how
many candidates will be interviewed.
Our report will be presented in a meeting with the City Commission in which we
will discuss our recommendations and provide background information, sample
questions and a rating form for the interviews. We can also assist the City
Commission at no extra charge in conducting targeted selection and/or simulation
processes with finalists, if desired.
In particular, we will explain which, if any, of the applicants specifically meet the
total criteria established by the City Commission or whether the final group
simply represents the best available talent.
We will also provide the City Commission with our recommendations relative to
timing, sequencing, location, setting, format, and conduct of interviews with the
finalists. We will provide information about trends in employment, employment
contracts and agreements, relocation expenses, perquisites, appropriate role for
spouses, receptions, etc. We will arrange schedules for top candidate interviews
with the City Commission and will coordinate the process.
7. Negotiation and Follow-up
We will also assist in the negotiation process relative to salary, benefits and other
conditions of employment. We feel that we can be especially helpful because we
have proposed a fixed fee rather than one based on a percentage of salary. One
contingency here is that an agreement may not be able to be arranged. If that is
the case, we will work with the City Commission to select an alternate candidate.
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We will properly handle any and all media relations. Unless otherwise directed, it
is our standard practice to tell all media that we are working on behalf of the City
of Clearwater and that any public statement should come directly from the City
Commission. We will maintain confidentiality of candidate information, to the
degree possible, under Florida law.
Finally, we will notify by letter all unsuccessful candidates who were not recom-
mended for interview with the City Commission of the final decision reached. We
suggest, however, that it is more proper for the City Commission to directly notify
all unsuccessful candidates whom they interviewed of the final result.
Once the new City Manager has been on board for 30 days or so, we will conduct
a session with the City Commission and with the new City Manager in order to
establish mutual performance criteria and goals for the position. In this regard,
we will work with the Commission to define the role of the new City Manager
within the City of Clearwater.
We will follow-up periodically with the City Commission and the new City
Manager during the first year in order to make any adjustments that may be
necessary.
We will keep the City Commission closely informed and involved in decisions
concerning the search process at all times. We will prepare and send to the City
Commission two reports each month. These reports will contain a progress
report on the recruitment and specific steps to be taken to meet the City's dead-
lines and an itemization of expenses incurred-to-date and expected to be incurred
during each succeeding project step.
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Support from the City will be needed, as follows:
Arranging interviews with the City Commission and
key City staff
Providing budget, organization charts and other documents
Place of contact for the search
Processing invoices for payment
C. Schedule
The search process normally takes 60-90 days to complete and typically adheres to the
pattern illustrated in Exhibit III. Our proposed schedule of meetings with the Mayor
and City Commission is shown in Exhibit IV.
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EXHmIT ill: SCHEDULE OF SEARCH PROCESS
This schedule could be condensed or expanded somewhat, depending on the needs of
the City.
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EXlllBIT IV
1. Individual interviews with City Commission, department heads,
and others.
2. Possible meeting with City Commission to finalize position profile.
3. Possible individual meetings with Commission to discuss top
12-15 candidates and solicit feedback.
4. Meeting with City Commission to present Final Report on top
5-7 candidates.
5. Facilitate Commission interviews with each finalist candidate.
6. Possible meeting with City Commission to assist/facilitate selection
of new City Manager.
7. Possible follow-up meeting with City Commission and new City
Manager 30-60 days after start of work for purposes of estab-
lishing mutual goals/objectives for the future.
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SECTION III
EQUAL EMPLOYMENT
OPPORTUNITY STATEMENT
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ID. EQUAL EMPLOYMENT OPPORTUNITY STATEMENT
It is the policy of The Mercer Group, Inc., to assure equal opportunity based on ability
and fitness for all employees or applicants considered for our client organizations
regardless of race, color, religion, sex, age, marital or veteran's status, national origin, or
the presence of any sensory, mental or physical disability. Such policy shall apply, but
not be limited to, hiring, placement, job classification, transfer or promotion, demotion,
. recruitment, advertising or solicitation for employment, rates of payor other forms of
compensation, selection for training, career development, layoff or termination.
This policy shall be disseminated to clients, subcontractors, suppliers and prospective
applicants. The intent of this policy will apply to internal operations, recruitment and
consulting activities conducted by our firm.
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SECTION IV
COST PROPOSAL
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IV. COST PROPOSAL
Our discounted fee for the services outlined is $12,500 plus not-to-exceed expenses of
$5,000. Our fees are broken down as follows:
Position Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Advertising Campaign .....................................
Resume Review ..........................................
Candidate Screening ......................................
Background Investigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interview Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Negotiation and Follow-up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$ 1,500
1,000
1,200
3,800
3,500
1,000
500
TOTAL FEE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. $12,500
Expenses are for consultant travel, lodging and per diem, telephone, correspondence,
advertising, and report preparation.
Because of our other ongoing consulting and search work and our experience, expenses
should be kept to a minimum. The cost for final candidates to travel to interview with
the City Commission is not included. Such costs are typically paid by the client on a
reimbursement basis, directly to the candidates. These costs are extremely difficult to
estimate because they depend on where the candidates are located. Typically, out-of-
state costs run about $750 to $1,000 per person.
The City of Clearwater's liability to The Mercer Group, Inc. for services rendered under
this agreement will not exceed the agreed upon price unless an increase is authorized by
the City Commission in writing.
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We will submit monthly invoices for fees and expenses. It is our practice to bill one-
third at the start of the search, one-third at the end of 30 days, and one-third upon
delivery of the Final Report. Each invoice will be payable upon receipt for professional
services. Expenses will be billed in addition and shown as a separate figure. Exhibit V
is a pro-forma invoice showing the level of accounting detail we will provide.
We will comply with all applicable laws, rules and regulations of federal, state and local
government entities.
Our ability to carry out the work required will be heavily dependent upon our past
experience in providing similar services to others, and we expect to continue such work
in the future. We will, to the degree possible, preserve the confidential nature of any
information received from you or developed during the work in accordance with our
professional standards.
We assure you that we will devote our best efforts to carrying out the engagement. The
results obtained, our recommendations and any written material provided by us will
represent our best judgment based on the information available to us. Our liability, if
any, will not be greater than the amount paid to us for the services rendered.
This proposal constitutes the agreement between us. It cannot be modified except in
writing by both parties. Our agreement will be interpreted according to the laws of the
State of Florida.
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EXHIBIT V: PRO FORMA IRVOICE
Date:
Client:
Address:
City, State:
Dear Sir/Madam:
This is our progress billing for professional selVices rendered in conjunction with our
agreement to conduct an executive search.
$XXXX.XX
Reimbursable expenses at cost:
Telephone, Federal Express
XXX.XX
Other expenses, including consultant travel,
per diem, report cost, etc.
XXX. XX
TOTAL:
$XXXX.XX
Payment is expected within 30 days from receipt of this invoice. Thank you for the
opportunity to work on this important assignment.
Sincerely yours,
THE MERCER GROUP, INe.
(SIGNATURE)
James L. Mercer, CMC
President
Enclosures
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SECTION V
FIRM QUALIFICATIONS
AND STAFFING
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v. FIRM QUALIFICATIONS AND STAFFING
This section presents our qualifications to conduct projects of this type and describes the
staff to be assigned to the search.
A. Finn Qualifications
The Mercer Group, Inc. is an independent management consulting firm incorporated in
the State of Georgia and operating nation-wide. The firm was founded by James L.
Mercer, a long-term public management consultant.
Mr. Mercer started his own firm in 1981 and, in 1984, merged it with another consulting
firm, Wolfe & Associates, Inc. On June 1, 1986, Mr. Mercer acquired the Human
Resource and Organizational Consulting Practice of Wolfe & Associates, Inc. This
acquisition formed the basis for Mercer, Slavin & Nevins, Inc. He sold his interest in
Mercer, Slavin & Nevins, Inc. early in 1990 and founded The Mercer Group, Inc.
The Mercer Group, Inc. provides exceptionally high quality management consulting
services to state and local governments, transit authorities, health care providers,
utilities, special districts, and private sector clients. Specialty practice areas include:
executive recruitment, organization and operations analysis, productivity improvement,
strategic planning, management systems, compensation/classification/policy studies,
privatization, budget evaluation services, government consolidation and organization
development, training, and general management consulting. Our key consultants have
conducted successful searches for hundreds of public sector organizations nationally and
can offer numerous references as testimony of our work.
This important engagement will be conducted by Mr. James L. Mercer. Mr. Mercer has
conducted or assisted in the conduct of more than 250 successful executive searches in
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recent years. The spectrum of our search experience is illustrated in Exhibit VI. Mr.
Mercer's resume is included below.
Mr. Mercer is the Chief Executive Officer of our firm and can be located at our
corporate headquarters as follows:
James L. Mercer, President
The Mercer Group, Inc.
One Lakeside Commons
990 Hammond Drive, N.E., Suite 510
Atlanta, Georgia 30328
Telephone: (770) 551-0403; FAX: (770) 399-9749
Federal Tax ID No.: 58-1877068
B. Resumes of Our Key Staff
1. James L. Mercer. President - Atlanta and Santa Fe Offices
Mr. Mercer holds a Master of Business Administration degree from the University
of Nevada, Reno, and a Bachelor of Science degree in Industrial Management
from the same institution. He has also received a Certificate in Municipal Admin-
istration from the University of North Carolina at Chapel Hill and is a graduate of
the Executive Development Program at Cornell University. Mr. Mercer is a
Certified Management Consultant (CMC) and has more than 25 years of experi-
ence in executive search and management consulting. He has authored or co-
authored five books and has written more than 250 articles on various manage-
ment topics. His experience covers the following functional areas: executive
search, organization and operations analysis, management systems, productivity
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EXHIBIT VI
TIIE MERCER GROUP, INC.
RECRUITMENT 1EAM SKILLS MATRIX
RECRUITMENT TEAM
CATEGORIES OF
SKilLS AND EXPERIENCE J.MERCER G.SWEARINGEN L K.-lUCKER
Special District/N on- Profit . . .
Small Municipality . . .
Large Municipality . . .
Urban County . . .
Rural County . . .
Suburban Government . . .
Search Committee . .
Citizen Committee . . .
Minority Placements . .
Internal Candidate Placement . .
Women Placement . . .
Candidate Videotaping .
Local Government Work Experience . .
Council/Manager Goal Setting . . .
Sunshine and Open Records Act Ex- . . .
penence
National Experience and Contacts . . .
Other PubliclPrivate Experience . . .
CEO & Department Head Place- . . .
ments
Unbundled Search Process . . .
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improvement, seminars/training, goal setting, strategic planning, privatization,
government, consolidation, and general consulting.
Prior to founding The Mercer Group, Inc., Mr. Mercer held positions as President
of Mercer, Slavin & Nevins, Inc.; Regional Vice President of Wolfe & Associates,
Inc.; as Partner and Vice President of Korn/Ferry International; General Manag-
er of Battelle Southern Operations; National Program Director for Public Tech-
nology, Inc.; and Assistant City Manager of Raleigh, North Carolina. He has also
been President of James Mercer & Associates, Inc., and has served as Director of
Government Consulting Services for Coopers & Lybrand in both the Southeast
and Southwest, as well as Director of the Industrial Extension Division for
Georgia Tech.
2. Gene Swearingen. Vice President - Washington. D.C. Office
Mr. Swearingen holds a Bachelor of Arts degree in History and Political Science
from Hampden Sydney College in Virginia and a Master of Public Administration
degree from the University of North Carolina.
He has over 17 years of local government-related experience including Budget
Director/Assistant City Manager in Winston-Salem, North Carolina, and Vice
President of the ICMA Retirement Corporation. His experience includes the
areas of Organizational Development, Teambuilding, Strategic Planning, Pension
and Retirement Programs, Executive Recruitment, and Cost Containment
Services.
Prior to joining The Mercer Group, Inc., Mr. Swearingen was the Supervising
Principal of the ICMA Retirement Corporation, BrokerlDealer Subsidiary with
registered representative (series 6) and registered principal (series 26) certifica-
tions through the National Association of Securities Dealers.
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In addition to the ICMA Retirement Corporation and the City of Winston-Salem,
he was a State Director for Management Improvement Corporation of America, a
consulting firm in North Carolina specializing in cost containment services for
local government, and a Marketing Representative for local government for
Digital Equipment Corporation.
3. Thomas C. Dority. Senior Vice President - East Lansing Office
Mr. Dority holds a Master of Public Administration degree from the University of
Colorado and a Bachelor of Science degree in Business Administration from the
University of California, Berkeley. He served as City Manager in East Lansing,
Michigan, for ten years, preceded by local government consulting work for a major
accounting firm. Prior to that he was City Manager in Oxford, Ohio for five years
and held local government management positions in Colorado and Oregon. He
has served on the Board of Directors of the Oregon City Management Association
and the Michigan City Management Association. He gained experience also as an
officer in the U.S. Air Force.
Mr. Dority is a career city manager with over 23 years experience in public policy
development, finance, budgeting, employee relations and management of public
safety, public works and community development. He is Senior Vice President of
The Mercer Group, Inc.
Mr. Dority has published articles in Ohio and Michigan municipal publications on
budget forecasting and creativity in community planning. He has been a planner
and speaker at statewide management conferences and a past member of the
Board of Directors of the Michigan City Management Association.
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4. Time Commitments
Our firm and Mr. Mercer have the quality time to devote to this search so as to
meet the City's needs.
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SECTION VI
WHY YOU SHOULD SELECT
THE MERCER GROUP, INC.
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VI. WHY YOU SHOULD SELECf 1HE MERCER GROUP, INe.
We believe some advantages to using The Mercer Group, Inc. which you may wish to
consider are:
· Critical Path Method - The Mercer Group, Inc. uses a "critical path" search
process which is designed to allow our clients to focus their attention on the
selection process rather than on recruiting and screening candidates. We
have learned that each client's need for key executives is different and that
there is no one "best" person for all situations. The best prospects are most
frequently happily employed and are not responding to advertisements. These
people typically need to be sought out and encouraged to become candidates.
They are understandably reluctant to apply for positions if their interest could
become a matter of public information prior to being assured that they will
be finalist candidates. Our approach to this assignment will reflect the unique
qualities of the City of Clearwater. It will honor the interests of candidates
to the extent possible under Florida law.
. Reasonable Fees - Our practice was formed to provide exceptional quality
recruitment services to our clients. Our system is designed to allow us to
extend reasonable fees to our non-profit and governmental clients and still be
well within our profit margins on each assignment.
. Experience - Our search specialists are among the most experienced
recruiters in the United States. We are also conducting similar consulting
assignments currently. Further, we have much experience in recruiting city
managers for city governments the size of the City of Clearwater.
. Repeat Engagements - We have received a considerable amount of repeat
business from our clients during the recent past.
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.
Unique Skills and Services - We offer a valuable combination of skills and
services which is unique in our industry. Our firm is nationally respected in
the areas of organization analysis and development, teambuilding, strategic
planning, goal setting, and productivity analysis. Should you wish, we would
facilitate a goal and objectives setting workshop with the selected candidate
and the City Commission soon after the new City Manager begins. This
service is offered at no additional professional fee. It would be necessary for
us to charge actual expenses, however.
.
Four Guarantees - We guarantee that we will not recruit candidates for
other clients from the City of Clearwater for at least two years from the
completion date of this assignment unless, for some reason, you specifically
authorize us to do so. We further guarantee that, should the selected
candidate leave your employ within the first year of employment, we will redo
the search for the cost of our expenses only. Our other guarantees include
never attempting to recruit our placement without your permission and
continuing the search until you are satisfied.
.
Strategic Location - We are a national firm and serve the United States
from our home office in Atlanta, which is strategically located near one of the
world's busiest airports. We are close by when you need us. We have
opened offices in East Lansing, Santa Fe and Washington, D.C. and we will
work out of the Atlanta office on this project to better conserve spending.
.
Specialists in Search - We are specialists in public sector and related
executive search and will devote our most experienced consultants to this
project. We will not delegate any important aspect of the work to less experi-
enced staff. Mr. Mercer will conduct this search.
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Positive Track Record - We have a positive track record of placements on
all of our search assignments and have satisfied clients as references.
.
Objectivity and Custom Tailored Services - We do not use the same cadre
of candidates again and again. And, we have no allegiances which preclude
our total objectivity respective of any candidate.
.
Thorough Work Product- We check references, we verify education and our
work product is most thorough and of the highest quality.
.
Contemporary Organization Analysis Insight - We have contemporary
organization analysis experience with similar organizations and will share our
insights about your organization as we proceed with the search.
.
Proven Satisfaction - Over 90 percent of our placements during the past five
years are still in their same positions.
.
Ethical Standards - We have participated in the establishment of ethical
standards for public sector executive search firms, and we abide by those
standards. We also abide by the Ethical Standards of the Institute of
Management Consultants (Exhibit VII) and the International City and County
Management Association.
.
Objective Evaluation - We are experienced in objectively evaluating internal
and local candidates.
.
Contacts - We have the local, state-wide and national contacts to expedite
the search process.
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What's Behind
The "CMC"?
Certification
When you see the initials "CMC"
following a consultant's name, it means
that he or she is a Certified Management
Consultant and has met strict certifica-
tion requirements of the Institute of
Management Consultants. The Institute
was founded in 1969 by the principal
associations in the consulting field to
establish publicly-recognized standards
of competence and professional conduct
for the individual management consultant.
Applicants for Institute certification
undergo thorough investigation of their
consulting experience; they are inter-
viewed by a panel of senior consultants
to verify their technical competence; and
they must pass a written examination evi-
dencing their familiarity with the Institute's
Code of Professional Conduct, which
they have pledged in writing to follow.
A Code of
Conduct
CMCs pledge in writing to abide by the
Institute's Code of Professional Conduct.
Their adherence to the Code signifies
voluntary assumption of self-discipline
above and beyond the requirements of
law. Key provisions of the Code require
that CMCs:
. Safeguard confidential information
. Render impartial, independent advice
. Accept only those client engagements
they are qualified to perform
. Agree with the client in advance on
the basis for professional charges
. Develop realistic and practical solu-
tions to client problems.
The Institute enforces the Code by .
receiving and investigating complaints of
violations and by taking disciplinary ac-
tion, including revocation of certification,
against any member who is found guilty
of Code violation.
Standards of
Competence
Every step leading to the CMC designation
has been designed to verify the candi-
date's professional competence.
. A Certified Management Consultant
must have had at least five years of ex-
perience in the full-time practice of
management consulting, with major
responsibility for client projects during
at least one of those years.
. The CMC has had to provide multiple
. references, most of them officers or ex-
ecutives of clients served. These refer-
ences have been thoroughly interrogated
to assure that consulting relationships
were satisfactory.
. The CMC has had to provide written
summaries of five Client assignments
(disguised to protect client identity).
. The CMC has had to pass a qualifying
interview by senior CMC's, demon-
strating professional competence and
currency in areas of specialization,
application of experience, and under-
standing of the management con-
sulting process.
The Mark of
Excellence
~
I Me INSTITUTE
~~NAGEMENT CONSULTANTS, INC. 19 W"" 44th Str",,!. N"w York. N.Y. 10036 (212) 921.2885
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In selecting management consultants,
managers are well advised to seek indi-
viduals who meet the profession's own
standards of competence and ethics.
Institute certification is a valuable aid in
this quest. It is the mark of excellence
among management consultants.
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CODE OF ETHICS
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Clients
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1. We will serve our clients with integrity, competence. and objectivity.
2. We will keep client information and records of client engagements confidential and
will use proprietary client information only with the client's permission..
3. We will not take advantage of confidential client information for ourselves or our
firms.
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4. We will not allow conflicts of interest which provide a competitive advantage to
one client through our use of confidential information from another client who is a
direct competitor without that competitor's permission.
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Engagements
5. We will accept only engagements for which we are qualified by our experience and
competence.
6. We will assign staff to client engagements in accord with their experience,
knowledge, and expertise.
7. We will immediately acknowledge any influences on our objectivity to our clients
and will offer to withdraw from a consulting engagement when our objectivity or
integrity may be impaired.
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Fees
8. We will agree independently and in advance on the basis for our fees and expenses
and will charge fees and expenses that are reasonable. legitimate. and
commensurate with the services we deliver and the responsibility we accept.
9. We will disclose to our clients in advance any fees or commissions that we will
receive for equipment, supplies or services we recommend to our clients.
Profession
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10. We will respect the intellectual property rights of our clients. other consulting firms.
and sole practitioners and will not use proprietary information or methodologies
without permission.
1 1. We will not advertise our services in a deceptive manner and will not misrepresent
the consulting profession. consulting firms, or sole practitioners.
12. We will report violations of this Code of Ethics.
The Coundl of Consulting Organizations. Inc. Board of Directors approved this Code of Ethics on January 8. 1991.
The Institute of Management Consultants (IMC) is a division of the Coundl of Consulting Organizations. Inc.
IMC
JNSlTTUIT OF MANAGEMENT' CONSULTANTS
230 Park Avenue. New York. NY 10169-0022
a division of the Council of Consulting Organizations. Inc.
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.
Database - We have a large database of well-qualified candidates which can
be searched.
.
Minority/Women Placements - We have a number of minority and women
placements.
.
Diagnostic Techniques - We use diagnostic techniques to determine the
needs of our clients and to determine how candidates match up with those
needs.
.
Position Dimensions Analysis - We use a technique which allows for the
determination of dimensions that are important in a general manager's
position and then, through a computer program, determine specific questions
that we should ask prospective candidates that will allow us to systematically
determine whether or not those individuals have those characteristics. (For
example, one dimension might be negotiating skills; leadership skills might be
another, etc.)
.
Dimensions Matrix - We also use a matrix approach to display the
candidates along a number of dimensions and then review the top 12 or so of
those individually with the City Commission to get its involvement and
feedback prior to us spending City resources to interview a large number of
candidates. This helps better target the search and produces a much more
effective result.
.
Videos - We sometimes use videos of the top 12 or so candidates to allow
the City Commission to get a sense of the candidates prior to spending City
resources to interview them.
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.
Group Process Techniques - In addition, we use a number of group process
techniques to assist the City Commission and the new City Manager to better
settle in and focus on a set of mutual performance criteria once the new
person has been selected and comes on board.
.
Automated Approaches - We use more modern automated approaches to
developing, analyzing and displaying data about our prospective candidates
than does any other firm.
.
Never Say "No" - We almost never say "no" to our clients.
.
Keep You Involved - We will keep the City Commission actively involved
in the search process at all times.
.
Ready to Go - We are ready to begin work immediately and proceed rapidly
to complete this assignment. We can meet your schedule.
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SECTION VII
ACCEPTANCE
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VIT. ACCEPTANCE
This proposal is accepted for the City of ClealWater, Florida:
SIGNATURE:
. NAME:
TITLE:
DATE:
* * * * * *
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APPENDIX A
PREVIOUS SEARCHES
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APPENDIX A: PREVIOUS SEARCHES
Examples of the executive search experience of Mr. Mercer follow:
1. PUBLIC SECfOR
City Managers! Administrators
Ann Arbor, Michigan - City Administrator - 1988
Ann Arbor, Michigan - City Administrator - 1995
Aspen, Colorado - City Manager - 1989
Athens/Clarke County, Georgia - Manager - 1995
Aurora, Colorado - City Manager - 1989
Austin, Texas - City Manager - 1988
Beavercreek, Ohio - City Manager - 1985
Bellaire, Texas - City Manager - 1996
Boca Raton, Florida - Assistant City Manager - 1989
Cairo, Georgia - City Manager - 1995
Cape Coral, Florida - City Manager - 1996
Charlotte, North Carolina - City Manager - 1981
Charlotte, North Carolina - City Manager - 1996
Chesapeake, Virginia - City Manager - 1996
Columbus, Georgia - City Manager - 1995
Decatur, Illinois - City Manager - 1987
Deerfield Beach, Florida - City Manager - 1989
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Delray Beach, Florida - City Manager - 1986
Del Rio, Texas - City Manager (Assist) - 1995
East Point, Georgia - City Manager - 1996
Evanston, Illinois - City Manager - 1996
Fairmont, Minnesota - City Administrator - 1988
Florence, South Carolina - City Manager - 1996
Gainesville, Florida - City Manager - 1995
Greensboro, North Carolina - Assistant City Manager (Assist) - 1996
Gulfport, Florida - City Manager - 1989
Hampton, Virginia - City Manager - 1984
Jackson, Michigan - City Manager - 1996
Longboat Key, Florida - Town Manager - 1993
Longboat Key, Florida - Assistant Town Manager - 1996
Middletown, Ohio - City Manager - 1984
Minster, Ohio - Village Administrator - 1986
Monroe, Michigan - City Manager - 1992
Oklahoma City, Oklahoma - City Manager - 1986
Phoenix, Arizona - City Manager - 1989
Punta Gorda, Florida - City Manager - 1995
Rock Hill, South Carolina - City Manager - 1993
St. Petersburg, Florida - Deputy City Manager Public Works - 1988
San Diego, California - Deputy City Manager - 1988
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Sarasota, Florida - City Manager - 1986
Savannah, Georgia - City Manager - 1994
South Brunswick Township, New Jersey - Township Administrator - 1987
Sparks, Nevada - City Manager - 1989
Spartanburg, South Carolina - City Manager - 1984
Spartanburg, South Carolina - City Manager - 1995
Tallahassee, Florida - City Manager - 1994
Tifton, Georgia - City Manager - 1996
Traverse City, Michigan - City Manager - 1987
Treasure Island, Florida - City Manager - 1996
Virginia Beach, Virginia - City Manager - 1991
Virginia Beach, Virginia - Deputy City Manager - 1987
West Palm Beach, Florida - City Manager - 1988
Winter Haven, Florida - City Manager - 1986
Worcester, Massachusetts - City Manager - 1993
Worthington, Minnesota - City Manager - 1988
County Managers/Administrators
Alachua County, Florida - County Administrator - 1984
Beaufort County, South Carolina - County Administrator - 1992
Charlotte County, Florida - County Administrator - 1995
Chesterfield County, Virginia - County Administrator - 1983
Clarke County, Georgia - County Administrator - 1984
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Fairfax County, Virginia - County Executive - 1980
Gwinnett County, Georgia - County Manager - 1987
Gwinnett County, Georgia - Executive Assistant to the Board - 1985
Henry County, Georgia - County Administrator - 1984
Hillsborough County, Florida - County Administrator - 1986
Indian River County, Florida - County Administrator - 1987
Lee County, Virginia - County Administrator - 1991
Leon County, Florida - County Administrator - 1989
Leon County, Florida - Assistant County Administrator - 1989
Manatee County, Florida - County Administrator - 1984
Manatee County, Florida - County Administrator - 1993
Orange County, North Carolina - County Manager - 1987
Palm Beach County, Florida - County Administrator - 1985
Polk County, Florida - County Administrator - 1989
Prince William County, Virginia - County Executive - 1990
St. Louis County, Minnesota - County Administrator - 1987
Santa Rosa County, Florida - County Administrator - 1988
Volusia County, Florida - County Manager - 1995
Airports
Virginia Peninsula Airport Commission - Executive Director - 1983
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Attorneys
Ann Arbor, Michigan - City Attorney (Assist) - 1995
Newport News, Virginia - City Attorney - 1995
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Thornton, Colorado - City Attorney - 1987
Thornton, Colorado - City Attorney - 1990
Virginia Beach, Virginia - City Attorney - 1989
Budget/Finance
Charlottesville, Virginia - Finance Director (Assist) - 1988
DeKalb County, Georgia - Finance Director - 1995
Indian Rocks Beach, Florida - Treasurer (Assist) - 1995
Lowndes County, Georgia - Director of Administrative Services - 1996
Norfolk, Virginia - Finance Director - 1995
Palm Beach County, Florida - Director of Financial Management and Budget -
1986
Palm Beach County, Florida - Assistant Director of Financial Management and
Budget for Budget - 1986
Palm Beach County, Florida - Assistant Director of Financial Management and
Budget for Financial Analysis - 1986
Port Huron, Michigan - Finance Director - 1996
Rochester Hills, Michigan - Treasurer - 1996
Building
Norfolk, Virginia - Director of City Planning and Codes Administration - 1996
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Palm Beach County, Florida - Director of Planning, Building and Zoning -
1988
Sarasota County, Florida - Chief Building Officer - 1988
Tempe, Arizona - Development Services Director - 1996
Central Services
Lowndes County, Georgia - Director of Administrative Services - 1996
Sarasota County, Florida - Central Services Director - 1988
Cultural Services
Hillsborough County, Florida - Director, Division of Cultural Services - 1988
Virginia Air and Space Center and Hampton Roads History Center - Executive
Director - 1993
Economic Development
Charlotte, North Carolina - Director of neighborhood Development (Assist) - 1996
Ft. Lauderdale, Florida - Director of Planning & Development - 1987
Jackson, Michigan - Economic Development Director/Assistant City Manager - 1996
Norfolk, Virginia - Director of Development - 1996
Pensacola-Escambia Development Commission, Florida - Executive Director - 1980
Pensacola, Florida - Downtown Redevelopment Director - 1981
Portsmouth, Virginia Redevelopment and Housing Authority - Executive Director --
1985
Regional Redevelopment and Housing Authority for Hampton and Newport News,
Virginia - Executive Director - 1985
Tempe, Arizona - Development Services Director - 1996
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Virginia Peninsula Airport Commission - Executive Director - 1983
Virginia Peninsula Economic Development Council, Inc. - Executive Director - 1983
West Palm Beach Downtown Development Authority - Executive Director - 1987
Health Care
State of Delaware - Director, Division for the Visually Impaired - 1996
Palm Beach County Health Care District, Florida - Administrator - 1988
Riverside Community Hospital - Administrator - 1980
Housing
Charlotte, North Carolina - Director of Neighborhood Development (Assist) - 1966
Dallas, Texas - Director of Housing - 1994
Ithaca Housing Authority, New York - Executive Director - 1993
Portsmouth, Virginia, Redevelopment and Housing Authority - Executive Director -
1985
Regional Redevelopment and Housing Authority for Hampton and Newport News,
Virginia - Executive Director - 1985
Spartanburg, South Carolina - Housing Authority - Executive Director - 1992
Spartanburg, South Carolina - Housing Authority - Deputy Executive Director - 1994
Spartanburg, South Carolina - Housing Authority - Deputy Executive Director -
1995
Spartanburg, South Carolina - Housing Authority - Director of Maintenance - 1994
Human Resources
Midland, Michigan - Director of PersonnellLabor Relations - 1996
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Norfolk, Virginia - Director of Human Resources - 1988
Sarasota, Florida - Director of Human Resources - 1986
Spartanburg, South Carolina Commission of Public Works/Sanitary Sewer District --
Personnel Director - 1987
Virginia Beach, Virginia - Director of Human Resources - 1987
Human Services
AtlantalFulton Community Action Authority, Georgia - Executive Director - 1991
Children's Board of Hillsborough County, Florida - Executive Director - 1989
Children's Services Council of Palm Beach County, Florida - Executive Director -
1987
State of Delaware - Director, Division for the Visually Impaired - 1996
State of South Carolina - Director, Division of Health and Human Services - 1989
Information Systems
California Polytechnic State University, San Luis Obispo - Information Systems
Assistant Professors (2) - 1988
Fort Lauderdale, Florida - Director of Computer Applications - 1987
Sarasota County, Florida - Director of Management Information Systems -
1987
Centers for Disease Control Federal Credit Union - Vice President for MIS - 1990
Planning/Community Develoopment
Charlotte, North Carolina - Director of Neighborhood Development (Assist) - 1996
Chesapeake, Virginia - Planning Director - 1986
Ft. Lauderdale, Florida - Director of Planning & Development - 1987
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Hillsborough County, Florida City-County Planning Commission - Executive Director
- 1986
Norfolk, Virginia - Director of City Planning and Codes Administration - 1996
Palm Beach County, Florida - Director of Planning, Building and Zoning -
1988
Protected Classes
Alachua County, Florida - County Administrator - 1984
Alexandria, Virginia - Director of Real Estate Appraisals - 1993
Ann Arbor, Michigan - City Attorney (Assist) - 1995
Aspen, Colorado - City Manager - 1989
AtlantalFulton Community Action Authority, Georgia - Executive Director - 1991
Austin, Texas - City Manager - 1988
Capital Area Transportation Authority, Lansing, Michigan - Executive Director - 1985
Charlotte, North Carolina - City Manager - 1996
Children's Services Council of Palm Beach County, Florida - Executive Director -
1987
Dallas, Texas - Director of Housing - 1994
East Lansing, Michigan - Chief of Police - 1991
Hillsborough County, Florida - Director, Division of Cultural Services - 1988
Indian Rocks Beach, Florida - Treasurer (Assist) - 1995
Ithaca Housing Authority, New York - Executive Director - 1993
Norfolk, Virginia - Director of Human Resources - 1988
Norfolk, Virginia - Chief of Police - 1993
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Oklahoma City, Oklahoma - City Manager - 1986
Palm Beach County, Florida - Director of Planning, Building and Zoning -
1988
Palm Beach County, Florida - Assistant Director of Financial Management and
Budget for Budget - 1986
Palm Beach County Health Care District, Florida - Administrator - 1988
San Diego, California - Deputy City Manager - 1988
Sarasota, Florida - Director of Human Resources - 1986
Spartanburg, South Carolina Housing Authority - Executive Director - 1992
Spartanburg, South Carolina Housing Authority - Deputy Executive Director - 1994
Spartanburg, South Carolina Housing Authority - Director of Maintenance - 1994
City of Thornton, Colorado - Public Information Officer - 1989
Virginia Beach, Virginia - Director of Human Resources - 1987
Public Information
City of Thornton, Colorado - Public Information Officer - 1989
Public Safety
East Lansing, Michigan - Chief of Police - 1991
Hampton, Virginia - Fire Chief - 1986
Hanover Park, Illinois - Chief of Police - 1996
Jackson, Michigan - Chief of Police - 1996
Jackson, Michigan - Fire Chief - 1996
Jacksonville, North Carolina - Chief of Police - 1996
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Longboat Key, Florida - Chief of Police - 1996
Manatee County, Florida - Director of Public Safety - 1987
Newport News, Virginia - Chief of Police - 1983
Norfolk, Virginia - Chief of Police - 1993
North Little Rock, Arkansas - Chief of Police - 1988
Pinellas County, Florida - Undersheriff for Administration - 1986
Sarasota, Florida - Chief of Police - 1987
Public Utilities
Charlottesville, Virginia - Gas Superintendent - 1984
Chesterfield County, Virginia - Director of UtilitieslPublic Works - 1983
Columbus, Georgia - President, Water Works - 1988
Georgia Power Company - Director of Economic and Community Development -
1982
Greensboro, North Carolina - Utilities Director - 1996
MaconlBibb County Water & Sewerage Authority, Georgia - Executive Director -
1987
Spartanburg, South Carolina - Commission of Public Works-General Manager - 1986
Spartanburg, South Carolina - Commission of Public Works-General Manager - 1988
Spartanburg, South Carolina - Commission of Public Works-General Manager -
1995
Spartanburg, South Carolina Sewer District - Director - 1986
Spartanburg, South Carolina Sewer District - Director - 1988
Spartanburg, South Carolina Sewer District - Director - 1995
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Spartanburg, South Carolina - Commission of Public Works/Sanitary Sewer District-
- Personnel Director - 1987, 1995
San Diego, California - General Manager, San Diego Wastewater Management
District - 1988
Virginia Beach, Virginia - Deputy City Manager for Utilities - 1987
Public Works
Aurora, Colorado - Public Works Director - 1989
DeKalb County, Georgia - Public Works Director - 1996
Grapevine, Texas - Public Works Director - 1986
Indian Rocks, Florida - Public SeIVices Director (Assist) - 1996
Norfolk, Virginia - Sf. Civil Engineer - 1989
Saline County, Kansas - Director of Public Works - 1987
St. Petersburg, Florida - Deputy City Manager for Public Works - 1988
Sarasota County, Florida - Chief Building Officer - 1988
Spartanburg, South Carolina Commission of Public Works - General Manager - 1986
Spartanburg, South Carolina Commission of Public Works - General Manager - 1988
Spartanburg, South Carolina - Commission of Public Works-General Manager-
1995
Spartanburg, South Carolina Sewer District - Director - 1986
Spartanburg, South Carolina Sewer District - Director - 1988
Spartanburg, South Carolina Sewer District - Director - 1995
Spartanburg, South Carolina Housing Authority - Director of Maintenance - 1994
Suffolk, Virginia - Transportation Engineer - 1994
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Real Estate
Alexandria, Virginia - Director of Real Estate Appraisals - 1993
State Governments
State of Delaware - Director, Division for the Visually Impaired - 1996
State of South Carolina - Director, Division of Health and Human Services - 1989
Transportation
Capital Area Transportation Authority, Lansing, Michigan - Executive Director - 1985
Maryland Department of Transportation, Director of Mass Transit - 1982
Pierce County, Washington, Transit Authority - Executive Director - 1981
Suffolk, Virginia - Transportation Engineer - 1994
Virginia Peninsula Transportation District Commission - Executive Director - 1981
Virginia Peninsula Airport Commission - Executive Director - 1983
Associations
American Public Works Association - Executive Director - 1989
Florida Association of Counties - Executive Director - 1989
Public Technology Inc. - Technology Agents (27) - 1973
Public Technology Inc. - Regional Managers (4) - 1973
Public Technology Inc. - Executive Assistants (3) - 1973
Universities
California Polytechnic State University, San Luis Obispo - Dean, School of Business
(Assist) - 1988
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California Polytechnic State University, San Luis Obispo - Information Systems
Assistant Professors (2) - 1988
Georgia Institute of Technology - Director of Advanced Technology Development
Center - 1983
Georgia State University - Vice President of Academic Affairs and Provost (assist) -
1988
University of Arizona - Vice President of Finance - 1980
University of Nevada, Reno - Director of Development (Assist) - 1984
University of South Carolina - Director, Bureau of Governmental Affairs (assist) -
1990
Georgia Tech Research Institute - Members of Advisory Board to Director - 1983
Georgia Tech Research Institute - Research Director - 1982
2.
PRIVATE SECfOR - NON-CONFIDENTIAL
American Public Works Association - Executive Director
Florida Association of Counties - Executive Director
3.
PRIVATE SECfOR (CLIENT LIST IS CONFIDENTIAL)
Consulting Firm (Texas) - Regional Vice President
Consulting Firm (Washington, D.C.) - Principal
Consulting Firm (Georgia) - Senior Consultants; Managers; Director
Consulting Firm (Virginia) - Director
Consulting Firm (Georgia) - Marketing Director
Consulting Firm (Texas) - Marketing Director
Electronics Manufacturer (Alabama) - Vice President and Assistant General
Manager; Product Manager
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Health Research Society (California and New York) - President
Insurance Company (Ohio) - President
Construction Company (Florida) - Vice President
Computer Services Company (Georgia) - Vice President, Marketing
Basic Metals Company (New York) - Project Manager
Financial Institution (Georgia) - Vice President of Data Processing
Bookstore & Coffeehouse (Colorado) - Manager
Health Service Company (California) - Regional Vice President
Property Management Corporation (Virginia) - Vice President, Operations
Resort Corporation (Florida) - General Manager
Services Company (Florida) - Vice President
Law Firm (California and Washington, D.C.) - Associate Attorney
Beverage Company (Georgia) - Corporate Attorney
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APPENDIX B
REFERENCES
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APPENDIX B: REFERENCES
You may contact any of the following clients and placements for references on the executive
search work of Mr. Mercer:
Mayor Ingrid B. Sheldon
City of Ann Arbor; population: 109,952
100 N. Fifth Avenue
Ann Arbor, MI 48107-8647
(313) 994-2766
City Administrator Search
Councilmember Jane Lumm
City of Ann Arbor; population: 109,952
100 N. Fifth Avenue
Ann Arbor, MI 48107-8647
(313) 994-3313
City Administrator Search
Mr. Robert J. O'Neill, Jr.
City Manager
City of Hampton; population: 133,793
22 Lincoln Street
Hampton, Virginia 23669
(804) 727-6392
Various Searches
William H. Wilder, Director
Human Resources Department
City of Charlotte; population: 395,934
600 East Fourth Street
Charlotte, NC 28202
(704) 336-5703
City Manager Search
Mayor Pat McCrory
City of Charlotte; population: 395,934
600 East Fourth Street
Charlotte, North Carolina 28202
(704) 336-2244
City Manager Search
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Mayor Meyera Oberndorf
City of Virginia Beach; population: 308,664
City Hall Building
Virginia Beach, VA 23456
(804) 427-5445
City Manager Search, Depu ty City Manager, City Attorney, and
Director of Personnel Searches
Commissioner Steve Meisburg and Treasurer/Clerk Robert Inzer
City of Tallahassee; population: 131,845
City Hall
Tallahassee, FL 32301
Steve Meisburg: (904) 891-8181
Robert Inzer: (904) 891-8130
City Manager Search
Mayor James Talley
City of Spartanburg
145 West Broad Street
Spartanburg, SC 29301
(803) 596-2033
City Manager Search
Mayor Elizabeth D. Rhea
City of Rock Hill
155 Johnston Street
Rock Hill, SC 29730
(803) 329-7011
City Manager Search
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~
<<DJ
( ---
CHlliLOTTE
October 7, 1996
Mr. Jim Mercer
Mercer Group, Inc.
One Lakeside Commons
990 Hammond Drive, N.E., Suite 510
Atlanta., Georgia 30328
Dear Jim:
City Council and I want to express our appreciation for the excellent job you.
did in our City Manager search. We are very pleased with the efficient way
you carried out the process.
Your knowledge of Charlotte and your continued good working relationship
with our City folks helped make a smoother operation all around!
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Thanks again, Jim, for your invaluable assistance. .
S~erelY,
)CJt
PATRICK McCRORY
cc City Council
Pamela Syfe~
Patrick L. McCrory, Mayor
Office of the Mayor 600 East Fourth Street Charlotte, NC 28202-2839 704/336-2244
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City of "Virgi:rJ..ia. Beach
MEYERA E. OBERNOORF
MAYOR
MUNICIPAL CENTER
VIRGINIA BEACH, VIRGINIA 23456-9000
(804) 427-4581
November 25, 1991
Mr. James L. Mercer
The Mercer Group, Inc.
One Lakeside Commons
990 Hammond Drive, N.E., Suite 510
Atlanta, Georgia 30328
Dear Jim:
Thank you for your letter of November 14th in follow-up
to our successful search for a new City Manager.
I thi nk I speak for all the Ci ty Counci 1 members in
sayi ng that you did a superb job for us. We were a 11 so
pleased with the process and the professional manner in which
you guided us.
Best wishes for continued success.
S~t
Meyera E. Oberndorf
Mayor
MEO: 1 b
-:.;'~':'".:!:: :t~~:
CO~'1"2t:~
i1 r.; 0 l"~
. L... .,.I
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h 991
C!T':' ()~
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CITY OF
Worcester
MASSACHUSETTS
STEPHEN T. PATTON
COUNCILLOR. DISTRICT 1
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16 Hapgood Road
Worcester, Mass. 01605
Telephone:
Home: (508) 852-3475
Office: (508) 799-1049
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December 30, 1993
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Mr. James L. Mercer, CMC
President
The Mercer Group, Inc.
One Lakeside Commons
900 Hammond Drive, N.E., Suite 510
Atlanta, Georgia 30328
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Dear Jim,
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Today is my birthday and as I sit here reviewing the year past, one of
the highlights was our work together to hire a new City Manager.
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Your firm and especially you, personally, did an outstanding job with
the recruitment.
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....The process was clean and complete.
.. ..The finalists were diverse and superbly qualified.
.. ..Our selection of Mr. Hoover ~ already proving to be an
excellent one.
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Thanks for putting in the extra effort on all the details. We were
under a microscope and even with this scrutiny it was clear that you and
the Council accomplished the goal fairly and s~cczssfully.
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It was great getting to know you.
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;& New y~~
stet:::; Patton
Councillor
District 1
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................,,,"....
,. ,..;.... . ~ .
,.,,,. _':: ::;.~7:~;;.~~ . . ':,
: 9'" ~~....;;:: ..~.~' '.
~ S i: ~. : ~ ~ ~
r. _. '?-. ... '"
',~\~,;. ....~;;....1
If....< ....."".fm~<:l....,t;
'ft ~......,. ....--... 'r:"'''' -
,~O GO""<'iol _--
'''-,~
<lTithnnhus: &nsnl~:o <1D.oUttltnttnt
BOBBY G. PETERS
Mayor
~'s rrnt Q--IUI--' GoUTlllIfUt
Post Office Box 1340
Columbus. Georgia. 31902-1340
Telephone (706) 571-4712
FAX (706) 571-4970
TOO (706) 571-4950
October 10, 1995
James L_ Mercer~ CMc;. President
The Mercer Group,. Inc~
One Lakeside- Commons
990 Hammond Drive,. N.E, Suite 510
At1an~ Georgia 30328
Dear Mr. Mercer:
It was kind of you to write concerning the involvement of The Mercer Group, Inc., in our
search for a City Manager. Working through the process with. you was indeed enjoyable,
and you were most helpful.
We are pleased with the outcome of the process. Paul Steinbrenner quickly familiarized
himself with the OPerations of our government, and has already become quite effective in
several areas.
Should we,. in the future, need the kind of assistance you provide, we will not hesitate to call
on you.
(icereo/. Q~.
BObb~
Mayor
BGP/rgw
"An Equal Oppornmiry / AfTumaJivt! Action Organiz4Jion"
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Bowditch & Dewey
ATTORNEYS AT LAW
IA PARTNERSHIP INCLUDING PROFESSIONAL CORPORATIONS I
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311 MAIN STREET
WORCESTER. MASSACHUSElTS 01608-1552
(508) 791-3511
~ (508) 756-7636
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January 11, 1994
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James L. Mercer, CMC
President
The Mercer Group, Inc.
990 Hammond Drive, N.E.
suite 510
Atlanta, GA 30328
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Dear Jim:
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Thank you very much for your letter of January 3. I am
embarrassed to have received it before writing to thank you for
the wonderful work which you did on behalf of our city. I believe
that Tom Hoover will be a fine City Manager. You have done a
great service to our City.
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I hope that I can be helpful to you and I appreciate your
brochure.
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My very best wishes to you.
~
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MPA/sim
METRO WEST OFACE:.I61 WORCESTER ROAOOFAAMlNGHN.!. MA55^CHUSe:rrs 0r701-93200(508) 879-5700(1617) 431-1697.F~IMILE (508) 872-1492
mpa86/wfeb/1.11mercer
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APPENDIX C
QUESTIONS AND ANSWERS
ABOUT EXECUTIVE SEARCH
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APPENDIX C: QUESTIONS AND ANSWERS ABOUT EXECUTIVE SEARCH
1. Why should a public sector organization utilize an executive recruiter?
We have the experience, time and a vast array of national contacts in public agencies.
This will save your organization time and money in filling key positions with
candidates of exceptional quality.
The trend is that more and more public agencies, both large and small, are turning
to executive search firms to recruit key executives and managers who may be happy
and successful elsewhere. This trend has developed because of the complexity and
time consuming nature of locating and selecting high quality persons for public sector
organizations and by the tremendous success of specialty firms such as ours in meet-
ing client needs quickly and efficiently.
2. How is an executive search conducted?
Our methods have been successfully tested over a number of years. We normally
meet with the key clients and appointed officials who engage us in order to determine
the selection criteria for the position. These criteria usually include education and
professional development, related experience, management style and abilities, and
personal characteristics. We then seek out exceptionally well-qualified individuals
and invite them to become candidates. We screen candidates against the selection
criteria and thoroughly evaluate the background of the most promising candidates.
We submit to you a detailed report on the top five or so candidates who best meet
the criteria.
We arrange interviews of the candidates with you, attend the interviews ourselves,
negotiate with selected finalists if you wish, and notify remaining applicants of your
decision. Throughout the process, we acknowledge all applicants and keep you
informed of progress. We will also conduct a goal and objective-setting session with
you and the key executive to fully establish him/her within the organization. Where
possible, we maintain confidentiality of all information in accordance with our
professional standards.
3. When can results be expected?
A national search process normally takes 60 days from agreement to submission of
the final report. Interviews can be conducted immediately after the report is
submitted and negotiations with the selected candidate can be concluded shortly
thereafter. More limited searches can usually be completed more quickly.
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4.
What are the chances of success?
We have an outstanding success rate on all of our executive search assignments and
will be pleased to offer numerous references as tributes to our work.
5.
What will the electorate think?
They are concerned with excellent quality and timeliness of service and with cost
efficiency. Our process assures you that these constituent objectives are being met
most effectively.
6.
What is the role of the client?
The client is the key decision-maker. We will not usurp the client's authority relative
to the process and the key decisions. We work closely with our client to assure that
final results are highly acceptable.
7.
What does it cost?
We charge a fixed professional service fee that does not depend upon salary paid.
In addition, our consulting expenses usually are an additional 40 percent of the
professional service fee. Our fees vary according to local circumstances.
8.
What other services are provided?
If, for some reasons, the selected candidate leaves within the first year, we guarantee
that we will conduct a replacement search for expenses only. In addition, we
guarantee that we will not attempt to recruit any of the client's key people for other
positions for a period of two years from the completion of the search.
9.
What about EEO requirements?
The Mercer Group, Inc. is an equal opportunity recruiter. We will not discriminate
against any person on the basis of race, religion, creed, color, sex, handicap, or
national origin. We have had numerous women and minority candidates and place-
ments.
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FOREWORD
This is a truly outstanding opportunity to live and work in an environmentally
desirable, affordable, high quality of life, Florida Gulf Coast community. Treasure
Island is an affluent residential bedroom community hosting tourism resort establish-
ments together with a wide variety of supporting services. It is located just off the
mainland on the west central coast of Florida. This position provides the opportunity
for living in a beach community contemporaneous with the amenities of a large urban
center, the Gulf of Mexico and a sub-tropical climate.
This recruitment profile outlines the experience, education, skills, abilities, and
personal characteristics identified as either necessary or desirable for candidates for the
Treasure Island City Manager position. The profile was prepared following interviews
with the City Commission.
Information regarding the City's demographics, economic profile, facilities,
location, and climate have been included to provide potential candidates an understand-
ing of the community. Also, information about the City government as an institution,
the service it provides, employees, and its governmental structure is presented. Major
issues facing the community and the City government, identified by the City Commission
and key Department Heads, are also listed.
The profile will be used as a guide in the recruitment process, providing specific
criteria by which applications will be screened and individuals selected for final interview
and appointment consideration.
All inquiries relating to the recruitment and selection process for the Treasure
Island City Manager position are to be directed to the attention of the consultant
working with the City listed on the cover hereof.
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Section
I.
II.
III.
IV.
V.
VI.
VII.
Exhibit I:
Exhibit II:
TABLE OF CONIENTS
Page No.
FOREWORD
ABOUT TREASURE ISLAND ............................. 1
ABOUT TIlE TREASURE ISLAND CITY GOVERNMENT . . . . . . . 3
CHALLENGES FACING THE CITY . . . . . . . . . . . . . . . . . . . . . . . . . 6
ABOUT THE POSITION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .". 7
ABOUT TIlE CANDIDATE .............................. 10
THE MERCER GROUP, INC. SEARCH PROCESS ............ 12
PosmON ADVERTISEMENT. . . . . . . . . . . . . . . . . . . . . . . . . . .. 13
List of Exhibits
Organization Chart for the City of Treasure Island . . . . . . . . . . . . . . . 5
The Mercer Group Search Process . . . . . . . . . . . . . . . . . . . . . . . . . . 12
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I. ABOUT TREASURE ISLAND
*
Treasure Island is an affluent residential island community just off the mainland on
the west central coast of Florida.
*
The City of Treasure Island is located on a barrier island just west of the City of St.
Petersburg, Florida. The City has extensive waterfront on the Gulf of Mexico and
on Boca Ciega Bay.
*
The City is bounded on the west by the Gulf of Mexico, on the north by John's Pass,
on the east by Boca Ciega Bay, and on the south by Blind Pass.
*
Treasure Island encompasses approximately 1.3 square miles of land area or 840
acres.
*
The major commercial and resort facilities of the City are situated along the main
thoroughfare, Gulf Boulevard.
*
The City has current estimated year-round population of 7,347 people.
*
Demographically, the population is homogeneously comprised of all age groups
including retirees, professional and young adult families with growing children.
*
A strict building code provides permanent residents full protection of property values
and waterfront land.
*
The City is a residential bedroom community with tourism resort establishments
together with a wide variety of supporting services. The local economy is heavily
oriented to the service industries.
*
Local businesses include lodging facilities, restaurants, small retail establishments,
banks, and beach and water related recreation activities.
*
Local service industries are amply augmented by the extensive business, financial and
professional services available in the 51. Petersburg-Tampa Bay Region.
*
Treasure Island has long enjoyed a strong viable economic base, being affected, only
slightly, by the cyclical fluctuations in the national economy. Real estate values have
continued to increase despite the downturn experienced in other parts of Pinellas
County.
-1-
*
The economic future looks bright even though the City is "built-out." The City will
continue to experience renovation and renewal of the housing stock and improve-
ments in the business community in order to compete in the market area. While the
City does not expect to see the large increases in assessed valuation experienced in
past years, it does anticipate normal "market" growth.
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*
Treasure Island property owners and residents enjoy one of the lowest property tax
rates in Pinellas County during a time when the state of Florida and other
municipalities are facing escalating taxes and budgetary problems. The tax rate has
remained under two (2) mills since 1982. User and impact fees have remained
competitive, as well.
*
The City offers a wide variety of residential accommodations, including rental units
ranging from beachfront motel and hotel facilities to various types of apartments and
efficiency units, as well as single family residences and condominiums.
*
The climate of the City is characterized by warm and relatively humid summers and
mild, relatively dry winters.
*
The surface waters surrounding Treasure Island are classified as Class III waters,
which are designated as recreational waters.
*
The beach at Treasure Island is one of the most beautiful in the world.
*
The citizens of the City are very active and there are a number of civic and
neighborhood associations in the City as a whole and in each district that are quite
active.
-2-
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ll. ABOUT THE TREASURE ISLAND CITY GOVERNMENT
II. ABOUT THE TREASURE ISLAND CITY GOVERNMENT
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*
The City is a Florida Municipal Corporation and is a political subdivision of Pinellas
County, Florida, the mostly densely populated county in the state.
*
The City was officially incorporated in 1955, consolidating the smaller communities
of Sunshine Beach, Boca Ciega, Sunset Beach and Treasure Island.
*
The City operates under a commission/manager form of government.
*
The City is governed by a five-member non-partisan city commission.
*
The Mayor is elected at-large on the odd year for a two-year term. Starting March,
1997, the Mayor will be elected at-large for a 3-year term.
*
Four Commissioners are elected by district for staggered two-year terms.
*
The City Manager is the full-time chief executive officer, providing day-to-day
administration of policies determined by the City Commission.
*
The Pinellas County water system extended service to the beach communities in 1935
and sells water directly to residents of the City of Treasure Island.
*
The City of Treasure Island has interconnected with the City of St. Petersburg's
sewer system for sewage treatment.
*
Protection of persons and property is efficiently provided by a well-staffed fire
department (combination paid and volunteer) adequately supplied with modern
vehicles and equipment. This department was one of the first in Pinellas County to
maintain a fully accredited paramedic emergency program.
*
The City police department is well-staffed and provides 24-hour protection for all
residents on the Island.
*
The City operates a causeway (and drawspan), which is one of three links to the
mainland or to surrounding islands. The causeway operations provide significant
revenue to the City annually, but the revenue is dedicated to improvements
associated with the causeway and its operations.
*
The City supports an extensive recreation department. Many activities are organized
for its residents and visitors, both on a year-round and a seasonal basis.
*
The current annual operating budget of the City is $ 12.4M.
-3-
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*
The City government has 104 FTE and 26 part-time employees.
*
The City operates under a comprehensive plan with strong development regulations.
*
Full-Service City Government With the exception of water service, Treasure Island
is a full-service City in that it provides the majority of municipal services provided
by any other city government. These include general government, public safety,
public works and recreation. In addition to these General Fund components, the
City in its Enterprise Funds, accounts for the operations of a causeway and toll
bridge, a sewer system, solid waste collection and disposal system and a transit
system.
*
Financial Condition: The City is in excellent condition, financially.
*
City Organization: The current organization chart for the City government of
Treasure Island is shown in Exhibit I.
-4-
CITY OF TREASURE ISLAND, FLORIDA
ORGANIZATIONAL CHART
SEPTEMBER 30, 1995
I
FINANCE
):,
l:'
.;.:.::;::::, ~
,;;;.;:=.;::::;:.:.;.;.;.;.;.....:..................
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PERSONNEL ~
I
MUNICIPAL
FACILITIES
';::.:.:.::.':~':':::':':~
t' '\
CITIZENS
\.
.. ......... ............,.........................
CITY
COMMISSION
LEGAL
::.:.;::.:.H;.:~.:.;.:...:.::;:;::.
CITY
MANAGER'S
OFFICE
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RECREATION
&
CULTURE
TRANSIT
SYSTEM
Jr.
CAUSEWAY
POLICE
I
FIRE
&
EMS
A
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CODE )t
,.
ENFORCEMENT ;:
. .......~._...........___n._."..~:.:-:1..
<0..:....:.....:.:.:...:.......:...-.......:.:-:-:-;...:...;.;.-.-.:.:.-.:,;
MARINE
PATROL
',:,:,:,_,:,:.:.x.,.:.:.:.:.;';';':';':~';':':':v:.:.:..':{';';,'
..... ........ ........
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PUBLIC
WORKS
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BEAUTIFICATION
EQUIPMENT &
VECHICLE
MAINTENANCE
'\
STORMWATER
MANAGEMENT
WATER
POLLUTION
CONTROL
00:::-:.......;..,..........'...
-5-
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SOLID WASTE .'
..............-...-...-...............-'........,....-.....-."..;...;-
u.._.........................
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ID. CHALLENGES FACING TIlE CITY
ID. CHALLENGES FACING TIIE CITY
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The following list of community challenges was developed after discussions with the Mayor
and each member of the city commission. The challenges identified below are not listed in
order of priority or importance and are intended to provide an overview of the challenges
which need to be addressed by the new City Manager.
*
At Build-out Treasure Island is close to "build-out" as a City. There is some
transitioning to upscale housing and insurance costs for present homes are high. The
future will see redevelopment and pressures for changing land use. The city
commission will need to address the replacement of infrastructure and other needs
of a mature community while continuing to exercise fiscal restraint.
*
Replacement of Draw Span: There will be a need in the future to replace the
drawspan on the causeway connecting Treasure Island to the mainland.
*
Economic Stability: The City is in a competitive market for tourism. This will need
to be monitored in the future to assure that the City remains viable economically.
*
Beach Renourishment: Beach renourishment is a periodic and continuing need on
a barrier island.
*
Beautification of Downtown: There is a need to upgrade and constantly beautify the
downtown development area of the City.
*
New City Hall: The Commission is exploring the merits of replacing and/or
rehabilitating the present City Hall and Administrative Complex.
*
Profitability of Golf!fennis Complex: Alternative strategies are needed to assure
profitability of this complex.
*
Community Center Renovation: The need exists to renovate and expand the
community center for Multipurpose use.
*
Customer Service: There exists a need to be certain that all departments function
effectively toward delivering high quality customer service to citizens, especially as
the needs of those citizens change over time, without raising taxes.
-6-
N. ABOUT THE POSmON
(A Portion Excerpted from the City Charter)
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There shall be a city manager who shall be the chief administrative officer of the city.
The manager shall be responsible to the commission for the administration of all city
affairs places in his/her charge by or under the city Charter.
*
A city manager shall be appointed for an indefinite term by four-fifths affirmative
vote of all the commission members.
*
The city manager shall serve at the pleasure of the commISSIon and shall be
appointed solely on the basis of executive and administrative qualifications with
specific reference to actual experience on knowledge of accepted practices with
respect to the duties of his/her office set forth in the city Charter. He/she shall be
a graduate of an accredited college or university with a degree or degrees in subjects
related to his/her responsibility in the administration of the city.
*
A thorough background investigation shall be conducted by the city commission
including former employment, references, credit check and criminal investigation
check. A written report shall be prepared and shall be permanently filed in the city
records.
*
The commission may remove a manager by resolution on a three-fifths affirmative
vote of all its members. A copy of the resolution shall be delivered to the manager.
*
The compensation of the manager shall be fixed by the commission and shall not be
reduced during his/her tenure, except as part of a general salary cutback.
*
The power and the authority of the city manager is expressly limited to that
described in the city Charter.
*
The city manager shall:
-Appoint, and when deemed necessary for the good of the city, suspend or
remove city employees and appointed administrative officers provided for by
or under the city Charter, except as otherwise provided by law, the city
Charter or personnel rules adopted pursuant to the city Charter. He/she may
authorize any administrative officer who is subject to his direction and
supervision to exercise these powers with respect to subordinates in that
officer's department, office or agency;
-Direct and supervise the administration of all departments offices and
agencies of the city, except as otherwise provided by the city Charter or by
law;
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-Attend all commission meetings and shall have the right to take part in
discussion but shall not vote;
-Enforce all laws, provision of the city Charter and acts of the commission,
subject to enforcement by him/her or by officers subject to his/her direction
and supervision;
-Prepare and submit the annual budget, budget message and budget
ordinance. Prepare and submit a five-year capital program, which shall
enumerate the projected improvements and projects in an order of priority,
the proposed source of financial support in relationship to each enumeration,
projected costs shall be expressed in terms of dollar amounts, millage when
ad valorem tax is proposed, or percentage of the revenue source proposed as
su pport;
-Submit to the commission and make available to the public a complete report
on the finances and administrative activities of the city as of the end of each
fiscal year;
-Make such other reports as the commission may require concerning the
operations of the city departments, offices and agencies, subject to his/her
direction and supervision;
-Keep the commission fully and continuously advised as to the financial
condition and future needs of the city and make recommendations to the
commission concerning the affairs of the city as he/she deems desirable;
-Sign contracts on behalf of the city pursuant to the provisions or appropria-
tions ordinances;
-Perform such other duties as are specified in the Charter or may be required
by the commission; and,
- The manager shall develop and keep current an administrative code for the
purpose of implementing ordinances passed by the commission.
*
Except as otherwise provided by the city Charter or by general law, the city manager
will be responsible for the supervision and direction of all departments, agencies or
offices of the city.
*
The city manager/city clerk, is and may continue to be one and the same in office
and responsibility, and the city manager shall exercise all of the duties, functions, and
powers of the city clerk provided for in the city Charter.
-8-
*
Job Title: City Manager
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Reports to: City Commission.
*
Compensation: Negotiable depending on Qualifications, in general range of
$55,000 and up per annum, depending on qualifications, plus automobile and
excellent fringe benefit program.
*
Residency Requirement: The City Manager shall reside within the bound-
aries of the City of Treasure Island within six months of his/her appointment
unless specifically exempted by the commission. The city commission has
made it clear that it wishes the new city manager to live within the City of
Treasure Island.
*
Pre-Employment Requirement: The person selected for this position must
verify his/her identity and entitlement to work in the United States.
*
Performance Evaluation Standards: The City Manager can anticipate the
establishment of mutually agreed general performance standards with the city
commission at the time of hire. Within the first year, the City Manager will
be expected to build strong, credible communication links with the commis-
sion, and the community and to develop definable and measurable operation-
al goals for the organization.
*
Interview Process: After screening and qualification by The Mercer Group,
Inc. and approval by the city commission, the final candidates will be invited
to Treasure Island for interview. Intensive background investigations will be
conducted, which may include visits to the home city of the final candidate( s)
as part of the selection process.
*
Writing Sample: One or more samples of written work specifically prepared only by
the finalist candidates will be required.
*
Contract: The city commission anticipates that the new City Manager will serve at
the pleasure of the commission and will not have a written contract.
*
Open Process: In accordance with Florida's Open Records Laws, resumes and all
application materials will be subject to public disclosure.
-9-
V. ABOUT THE CANDIDATE
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Education and Professional Development
*
Bachelor's degree in public administration, business administration or related field.
*
A related Master's degree a plus.
*
Demonstrated evidence of continued professional development through completion
of seminars, workshops and training programs to stay abreast of local government
management field. Participation in professional development activities at the state
and national level.
Experience
*
Requires minimum of five years management experience as a city manager, assistant
or key department head at the local government level in a full-service community.
*
Demonstrated experience in managing a multi-faceted local government organization.
*
Experience in finance,. budgeting, cost control, infrastructure and maintaining an
efficient operation. .
*
Experience in applying for and obtaining grants of value to the city in various
areas.
*
Experience with employee unions and master planning.
Management Style. Skills. Knowledge and Abilities
*
Understanding of organization analysis, staffing, technology, citizen satisfaction focus,
standard-setting and progressive management techniques.
*
Strong leadership, administrative, consensus-building, listening, delegation, public
relations, communications and problem-solving skills.
*
Good morale-builder and networker, creative and "strategic-thinking" individual with
proven interpersonal skills.
*
Effective teambuilding, analytical, facilitation and negotiating skills.
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* A person who empowers people to manage their assigned responsibility.
* A person with a public presence, visible and fair-minded.
* A hands-on manager.
Personal Characteristics
* A person with unquestionable integrity and ethics.
* A person with an open door policy.
* A proactive and decisive person.
-11-
VI. THE MERCER GROUP. INC. SEARCH PROCESS
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Collect and
Analyze Data .
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Prepare
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(Optional)
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Performance
Criteria
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THE MERCER GROUP, INC.
Executive Search Process
EXHIBIT IT
Start Search
NO
~ Client Approval
~ Access Data Base
~
Report
F. lit
Evaluate
C nd"d t
a 1 a es ~ 1na 1S s .
To Client
~ NO
Interview
Finalists ~~ Select Candidate
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Follow-up
Notify
Relll8ining
Candidates
Closeout Search
-12-
vu. POSmON ADVERTISEMENT
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\8
VII. POSmON ADVERTISEMENT
CITY MANAGER
CITY OF TREASURE ISLAND, FLORIDA
Population: 7,347. Affluent residential island community off the mainland on the west
central coast of Florida. Affordable, high quality of life, resort community of 1.3 square
miles. Incorporated in 1955. Full-service (except water), commission/manager form of
government. Salary negotiable DOQ in general range of $55,000 and up, plus automobile
and excellent fringe benefit program. $12.4M total budget. 104 FfE employees.
Appointed by and reports to five-member City Commission consisting of a Mayor (directly-
elected, at-large for a three-year term) and four Commissioners, elected from districts for
two-year staggered terms. Requirements: 1) Bachelor's degree in public administration,
business administration or related field. 2) A related Master's degree a plus. 3) Minimum
of five years management experience as a city manager, assistant or key department head
in a full-service local government. 3) Demonstrated experience in managing a multi.faceted
local government organization. 4) Experience in finance, budgeting, cost control,
infrastructure and maintaining an efficient operation. 5) Experience in applying for and
obtaining grants and experience with employee unions and master planning. 6) Understand-
ing of organization analysis, staffing, technology, citizen satisfaction focus, standard-setting
and progressive management techniques. 7) Strong leadership, administrative, consensus-
building, listening, delegation, public relations, communications and problem-solving skills.
8) Good morale-builder and networker, creative and "strategic-thinking" individual with
proven interpersonal skills. 9) Effective teambuilding, analytical, facilitation and negotiating
skills. 10) Hands-on manager who is proactive and decisive with high integrity. Resumes
should be sent by November 11, 1996 to James L Mercer, President, The Mercer Group,
Inc., 990 Hammond Drive, Suite 510, Atlanta, GA 30328. Internet http://www.mindspring.c-
om! - mercer. In accordance with Florida's Open Records Law, resumes and all application
materials are subject to public disclosure. Equal Opportunity Employer. Minority and
Female Candidates are Encouraged to Apply.
-13-
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PLACE IN ENVELOPE
AND MAIL TO:
The Itlel-cel- Group~ Inc.
One Lakeside Commons
990 Hammond Drive, N. E.
Suite 510
Atlanta, Georgia 30328
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