CITY MANAGER EXECUTIVE SEARCH PROPOSAL (RFP NO. 45-97)
Slavin Mahagement
CONSULTANTS, INCORPORATED
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CITY OF CLEARWA TER, FLORIDA
CITY MANAGER
EXEcunVESEARCHPROPOSAL
(RFP NO 45-97)
DECEMBER 1996
agement
CONSULTA.1\ITS, INCORPORATED
Home OffIce
3040 Holcomb BrIdge Rd. Suite B-1. Norcross, Georgia 30071 . (770) 449-4656 . FAX (770) 416-0848
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agement
CONSULTANTS, INCORPORATED
December 27, 1996
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Mayor Rita Garvey and Members of the City Commission
% Mr. George McKibben, Purchasing Manager
City of Clearwater
100 S. Myrtle Avenue
Clearwater, Florida 34616-5520
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Re: City Manager Search Proposal
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Dear Mayor Garvey and Members of the City Commission:
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Slavin Management Consultants, Inc. (SMC) is pleased to respond to the City of Clearwater's request for
proposal to conduct an executive search for City Manager. The purpose of this project is to help the City
Commissioners to develop and agree to a comprehensive position profile for City Manager. Then, to identify,
recruit and present outstanding candidates who meet these criteria. Once the City has developed and approved
the recruitment profile, we will have no difficulty identifying quality prospective candidates and becoming
immediately productive.
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As a high quality, independent management consulting firm, Slavin Management Consultants, Inc. is most
capable and interested in providing these services to the City. This proposal commits the highest level of our
firm's resources to this project. Mr. Slavin is among the most experienced recruiters of governmental managers
in the nation. He is completely committed to providing exceptional recruitment services to public agencies and
is continually lauded for the quality of his work. Mr. Slavin will be the Project Manager for this assignment. Ms.
Jill Pylant and Ms. Lisa Miller will help with the project. Both are highly experienced public sector human
resources consultants with proven expertise and a strong professional commitment to helping local governments
secure quality management.
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Our responses to the City's questions concerning the company are contained in the Firm Qualifications section
of our proposal. Requested references are also provided in the proposal as Exhibit III. The information
requested concerning our Executive Search practice follows.
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Compensation Level: Less than 5% of our placements during the last five years were provided beginning
salaries of less than $75,000; about 90% of our placements were provided beginning salaries of between $75,000
and $100,000 and about 5% were provided beginning salaries of between $100,000 and $125,000. None were
hired above $125,000.
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Chief Executive (City or County Manager) Searches: SMC has completed at least twenty-four city/county
manager searches since 1991. Over the years, our company has completed 31 chief executive searches for
cities and counties with populations of more than 100,000, of which nine were completed within the last five
years.
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We have significant local government recruitment experience in the Southeast and all regions of the United
States. Our Florida City Manager search clients include Gulfport, Jacksonville Beach, Miramar, Palm Bay, Palm
Beach Gardens, Panama City, Pompano Beach, Sarasota, Sunrise, West Palm Beach, and Winter Park. In
addition, SMC has placed County Administrators in Hillsborough County, Lake County, Lee County, Manatee
County, Martin County, Palm Beach County, Polk County, Santa Rosa County, and Seminole County. We have
also performed department head searches for many of these and other Florida cities and counties. Our client
list is included in this proposal as an exhibit.
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In considering our proposal we point out several factors about our firm and our approach that will be of significant
benefit to the City:
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We are results oriented. Once the recruitment profile is approved, we "lock" into the criteria established
I 3040 Holcomb Bridge Road · Suite B1 · Norcross, GA 30071-1357 · (770) 449-4656 · FAX: (770) 416-0848
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The City of Clearwater, Florida
Page 2
and carefully identify, recruit and evaluate candidates who meet your criteria. We do not simply bring
forward candidates whom we may already know.
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Our key staff members have extensive experience in conducting executive searches for the public sector
throughout the nation.
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We know Florida's "Sunshine Laws." We are able to recruit well-qualified candidates for our Florida
clients who would not have otherwise applied for fear of premature publicity. We also comply with both
the letter and intent of Florida's laws.
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Mr. Slavin and Ms. Pylant have held executive level positions in both cities and counties and know how
important quality management is to the success of local governments.
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We are committed to complete client satisfaction. Our successful placement-oriented approach will
ensure that the project work is practical, realistic and that it has the prior commitment of the City so that
a successful placement will be facilitated.
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We use discount airfares and leverage trips between clients whenever possible to reduce expenses to
our clients.
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We are leaders in the field of executive search in the public sector and our methodologies are state-of-
the-art. We can address all aspects of your assignment.
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Every search that we have conducted has resulted in a selection from our recommended group of
candidates. Our experience includes large and small organizations, and chief executives and
subordinate level positions. More than 95% of our placements have remained in our client's positions
for more than five years.
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Our style is interactive; that is, we strive to build a partnership with our clients.
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We are committed to excellence. We guarantee the highest quality of work and its success in your
environment.
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We guarantee our work and will redo the search if the position is vacated, for any reason, within one year
of the employment date of a candidate selected by the City through our efforts.
· We are experts in EEO/AA recruitment. In fact, about 25% of our placements are women and/or
minorities.
Thank you for the opportunity to submit this proposal. We are available to meet with the Commission on January
13, 1997 and look forward to working with the City of Clearwater on this highly challenging and very important
assignment. If you have questions concerning this proposal, please contact me at (770) 449-4656.
Very truly yours,
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SLAVIN MANAGEMENT CONSULTANTS, INCORPORATED
i!~~~41',A;#~
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Robert E. Slavin
President
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T4IJL~ 0'= CO~T~~T~
Cover Letter
I. BACKGROUND AND OBJECTIVES
II. THE SEARCH PROCESS AND SCHEDULE
A. Define Position
B. Identify Qualified Candidates
C. Evaluate Prospective Candidates
D. Selection and Employment
E. Establish Evaluation Criteria
F. Follow-Up
G. Reporting
H. Schedule
III. FIRMS QUALIFICATIONS AND STAFFING
A. Firms Qualifications
B. Staffing
Robert E. Slavin
Jill T. Pylant
Lisa O. Miller
IV. COST FOR PROPOSED SERVICES
V. ACCEPTANCE/SIGNATURE PAGE
VI. SMC SEARCH PROCESS FLOW CHART
L/~T or 1X1i11J1T~
I. Pro Forma Invoice
II. Client Lists
III. References
IV. EEO Statement
V. Reference Letter
PREPARED FOR THE CITY OF CLEARWA TER, FLORIDA by SLAVIN MANAGEMENT CONSULTANTS, INCORPORATED
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I. IJ~CI\t.7VOVNI) ~I) OIJJCCTIJt'C$
I t is our understanding that:
· The City Commission is interested in identifying outstanding candidates and filling the position of
City Manager as soon as possible.
· The City Commission wishes to conduct a comprehensive recruitment process to ensure the best
qualified candidates are found and that the best qualified individual, acceptable to the City
Commission, can be hired.
· The annual salary range for the position will be determined through discussions with the City
Commission.
The objectives that we will meet to help find the best qualified candidates for the position are as follows:
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To assist the City Commission to produce a comprehensive position profile and reach agreement
about the specifications for the position.
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To seek out and encourage top level people to apply who would otherwise be reluctant to respond
to an advertisement.
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To save the City Commission and staff a considerable amount of time in establishing a position
profile and reviewing applicants.
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To comply with appropriate personnel regulations and State of Florida laws.
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To independently and objectively assess the qualifications and suitability of candidates for the
position.
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To preserve the confidentiality of inquiries to the degree possible under Florida law.
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To assist the City Commission to reach a final decision and in negotiating a compensation package
with the successful candidate.
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To assist the City Commission in establishing criteria for evaluating the new City Manager's perfor-
mance.
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To follow-up with the City Commission and the selected employee during the first year to determine
if adjustments need to be made.
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To keep the City Commission closely involved in key decisions and informed of our progress.
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants, Incorporated
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We recommend a five-step process as follows:
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Define job qualifications and requirements for the position
-- the "Recruitment Profile."
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Identify and recruit qualified candidates.
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Evaluate prospective candidates.
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Make recommendations, help in selection and facilitate employment.
. Establish evaluation criteria and follow-up.
A. Define Position Profile
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Each step of this process is described below.
We will meet with the City Commission members as well as with staff, and citizens (if the City Commission
wishes) to learn the City's needs, focus and requirements such as experience, education and training as well
as preferred management style and personal traits. In developing the recruitment profile, we will spend a
considerable amount of time at the beginning of the process in Clearwater to gather additional information
about the City and to ascertain, the unique challenges of the job and the general environment within which
the position functions.
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Once we have gained the necessary information, we will prepare a draft recruitment profile and review it with
the City Commission to arrive at a general agreement regarding the specifications for the position. The final
profile will include information about the region, the City of Clearwater, the City government, major issues
to be faced, the position and the selection criteria established.
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B. Identifv Qualified Candidates
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We will first review our database to find those candidates whom we may already know and/or already have
on file who may meet your specifications. Although the above process is valuable, we will rely most heavily
on our own contacts in related fields and on our own experience. In other words, through "networking," we
will conduct a professional search for the best-qualified candidates and invite them to apply for the position.
Based on our discussions with the City Commission, we will place advertisements in appropriate profes-
sional journals, local newspapers, and specialty publications to encourage applicants to apply. We
acknowledge all resumes received and thoroughly screen all potential candidates.
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c. Evaluate Prosoective Candidates
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Preliminary Screening and Progress Report
Criteria for the preliminary screening will be contained in the approved "Recruitment Profile." They may
include such items as education, technical knowledge, experience, accomplishments, management style,
personal traits, etc. Screening of candidates against those criteria will be based on data contained in the
resume and other data provided by the candidates and on our knowledge of the organizations in which they
work. At this stage, each must meet the minimum qualifications specified in the Recruitment Profile.
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We request that all candidates provide us, in writing, substantial information about their accomplishments
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and their management style and philosophy. This information is verified and, at the City's option, may be
further tested by having the finalists respond to a supplemental questionnaire and/or complete management
and leadership style inventories. We interpret these instruments for the City as well.
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We will meet with the City Commission to provide a progress report on a number of semifinalist candidates.
These individuals will be top prospects who clearly meet the City's specifications for the position. With
guidance from the City Commission, we will narrow the semifinalist candidate group on the basis of refined
criteria. During this meeting we will determine City Commission expectations relative to interview questions
that we will write as well as the candidate rating and scoring processes which will be included in our final
report.
D. Selection and Emp/ovment
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In-depth Screening and Final Report
At this point, we will interview those semifinalist candidates whom the City Commission has the greatest
interest in. Proper "fit" is as important as technical ability. We assess both. In order to better assess
candidates' management style and interpersonal characteristics, we personally interview each in his or her
present work environment. We will closely examine each candidate's experience, qualifications,
achievements, management style and interpersonal skills in view of the selection criteria and our
professional expertise in evaluating the quality of such qualifications, skills and achievements.
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We conduct in-depth background checks on those individuals who continue to demonstrate their overall
suitability for the position. Included are detailed and extensive reference checks which cover a minimum
period of ten years. In conducting these, it is our practice to speak directly to individuals who are now or
have 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. These references and evaluations are
combined to provide frank and objective appraisals of the top candidates.
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As part of our evaluation process we conduct credit checks and verify undergraduate and graduate college
degrees. At the City's option, we will arrange for criminal history and driving record checks. As an additional
option, we can arrange for assessment centers and/or psychological (or similar) testing of the candidates.
(These optional items may result in extra cost.)
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We will then meet with the City Commission to present a group of well-qualified finalist candidates for
interviews in Clearwater. These final candidates will not be ranked because, at this point, they will all be
qualified and it will then be a matter of chemistry between the candidates and the City Commission that
should produce the final selection decision.
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Our final report will be presented in a meeting with the City Commission. This written report is a
comprehensive document. It contains our candidate recommendations, details about the search, interview
tips, interview questions, candidate evaluation forms and information about legal vs. illegal inquiries. The
report also includes the candidate interview schedule as well as our recommendations relative to timing,
sequencing, location, setting, format, and conduct of interviews. The report contains comprehensive
information about each recommended candidate. This includes educational and experience information,
an evaluation of the candidate's experience relative to the criteria established by the City, a summary of
reference comments and a statement of accomplishments and management style prepared by the
candidate. Present compensation is also provided for each recommended candidate.
We will provide information about trends in employment, employment contracts and agreements, relocation
expenses, perquisites, appropriate roles for spouses, receptions, etc. We arrange schedules for top
candidate interviews with the City and we will coordinate the entire process.
We will properly handle any and all media relations. Unless otherwise directed, it is our standard practice
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants, Incorporated
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to tell all media that we are working on behalf of the City of Clearwater and that any public statement should
come from the City directly. Under no conditions will we release information to the media unless specifically
directed by the City to do so.
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Finally, we will notify all unsuccessful candidates who were not recommended for an interview with the City
of the final decision reached. We suggest, however, that it is more proper for the Mayor to directly notify all
unsuccessful candidates whom City interviewed of the final result.
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SMC is an equal opportunity employer and recruiter, and will not discriminate against any employee or
applicant for employment because of race, religion, creed, color, sex, disability or national origin.
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E. Establish Evaluation Criteria
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 to establish mutual performance criteria and goals for the
position.
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F. Follow-up
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We will follow-up with the City and the new City Manager during the first year and assist in making any
adjustments that may be necessary.
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G. Reportina
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We will keep the City informed, involved in decisions and involved in the search process at all times.
H. Schedule
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The search process normally takes between sixty (60) and ninety (90) days to complete and typically follows
the following pattern:
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DEVELOP SEARCH PROCESS, RECRUITMENT PRO-
FILE AND ADVERTISING PROGRAM FOR CITY
COMMISSION APPROVAL
IDENTIFY QUALIFIED CANDIDATES, REVIEW DATA
BASE, NETWORK, RECEIVE AND REVIEW RESUMES
SCREEN & EVALUATE PROSPECTIVE CANDIDATES
PROGRESS MEETING AND REPORT
INTERVIEW AND EVALUATE PROSPECTIVE
CANDIDATES
SUBMIT FINAL REPORT AND RECOMMENDATIONS,
ASSIST IN SELECTION, FACILITATE EMPLOYMENT
ESTABLISH EVALUATION CRITERIA AND FOLLOW-UP
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III. FI/)~ OVA.LIFICA.TIONS A.NIJ STA.FFINC
T his section presents our qualifications to conduct projects of this type and describes the staff to be
assigned to the search.
A. Firm Qualifications
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SMC is an independent management consulting firm formed in 1986 and incorporated in the State of
Georgia. Since 1991, our offices have been located at 3040 Holcomb Bridge Road #B-1, Norcross, GA
30071. We operate nationwide from this location. The principal of the firm is Robert E. Slavin who has
extensive experience as a local government executive and as a management consultant.
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The company provides exceptionally high-quality consulting services to state and local governments, health
care providers, transit authorities, utilities, special districts, and private sector clients. Specialty practice
areas include executive recruitment, pay and classification, performance appraisal systems, and
organization development and training. Our key consultants have conducted successful assignments for
hundreds of public sector organizations nationally and offer many references as testimony of our work.
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This important engagement will be personally conducted by Mr. Robert E. Slavin. Mr. Slavin has conducted
or assisted in the conduct of more than 450 successful executive searches throughout his career. Members
of the proposed search team have conducted executive searches for Slavin Management Consultants,
Incorporated as well as for others before joining the firm. All are professional public human resources
practitioners with significant direct management experience. All are long-term, active members of a variety
of professional organizations and stay abreast of new and changing laws, developments and trends by
regularly attending specialized workshops, seminars and annual conferences.
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B. Staffina
Robert Eo Slavin. President
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Mr. Slavin is one of the pioneers in public sector and nonprofit executive search. He is among the best
known and respected professional recruiters in the business. He is a frequent speaker before professional
groups and he has written many articles for professional journals concerning governmental management.
By special invitation, Mr. Slavin assisted the United States Office of Personnel Management to define and
set up the Senior Executive Service for the Federal Government.
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Mr. Slavin began his local government career in 1967. His experience includes twelve years working directly
for local governments and it includes seven years as a principal consultant with the government search
practice of Korn/Ferry International, the largest private sector search firm in the world. He headed the local
government search practices for Mercer/Slavin, Incorporated, Mercer, Slavin & Nevins and Slavin, Nevins
and Associates, Inc. Mr. Slavin now heads the executive search practice for Slavin Management
Consultants, Incorporated. Clients include state and local governments, nonprofit and private sector
businesses all over the United States. His experience includes search assignments for the 1984 Los
Angeles Olympic's Organizing Committee.
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Mr. Slavin's experience and qualifications include organizational analysis, classification and compensation
studies, and assessment centers and human resource's systems studies.
Before being invited to join Korn/Ferry International, Mr. Slavin served as Assistant City Manager/Director
of Human Resources for the City of Beverly Hills, California.
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While at Beverly Hills, Mr. Slavin conducted many executive level recruitment assignments involving
nationwide search and placement. Before joining the City of Beverly Hills, Mr. Slavin was the Assistant
Personnel Director for the City of San Leandro, California.
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Before San Leandro, Mr. Slavin was on the personnel staff of Santa Clara County, California. His
assignments included recruitment, classification and selection for the County's Health Department, Medical
Center, Transportation Agency, Sheriffs Office, Superintendent of Schools, Fire Marshall, Assessor's Office,
Library System and County Recorder's Office.
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Mr. Slavin received his Bachelor of Science degree in Political Science from the University of Santa Clara,
and has completed the graduate course work for a Master's degree in Public Administration at California
State University at Hayward.
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Oraanizations
International City Management Association
American Society for Public Administration
International Personnel Management Association
IPMA - Human Relations Commission
Southern California Public Labor Relations Council
Southern California Municipal Assistant's
Bay Area Salary Survey Committee
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Jill T. Pvlant. SMC Proiect Manaaer
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Ms. Pylant has more than 20 years experience in the field of Human Resource Management and local
government administration, including eight years as a managing consultant and seven years in local
government executive positions. She holds the Master of Public Administration degree. Highlights of Ms.
Pylant's career include:
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· Personnel Director for the fastest growing urban county in the United States, with responsibility for
all personnel policies and practices for 2500 employees and a total payroll of $50 million.
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Redesigned the total compensation package and developed a professional management structure
for plan design, administration and communication for a large urban county government with 3800
employees.
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Directed many Compensation and Classification Studies. Developed job analysis methodology to
identify skills, know/edges and abilities of individuals and organizational functions.
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Responsible for countywide MIS planning and operations for a fastest growing large county using
two mainframe platforms and managing 43 major systems.
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Managed a Functional Job Analysis of several agencies within the South Carolina Department of
Social Services to restructure jobs and reassign organizational objectives for increased efficiency.
The results of the work were contributed to the National Task Bank for the Social Services
developed by the W. E. Upjohn Institute as well.
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Established performance and productivity standards for more than one hundred positions, including
clerical, technical and professional, in the Gwinnett County Department of Administrative Services.
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Facilitated numerous workshop group sessions to brainstorm goals and objectives, set priorities and
develop team decision making skills.
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Adapted the national government's Factor Evaluation System for job classification for use in state
and local government.
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Directed the development of model personnel policies for use by South Carolina local governments.
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Wrote the Eaual Emplovment Handbook for use by local government jurisdictions in South Carolina.
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Developed paraprofessional, professional and mid-level management skills development training
for the South Carolina Department of Social Services.
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Developed and conducted supervisory skills development training for local government jurisdictions
in South Carolina.
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Developed and conducted training in personnel for county government elected officials in Georgia.
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Set up a pay-for-performance system in a large county government.
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Managed employee "quality circles" group in the modification of performance appraisal system as
well as the development of new leave policies.
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Directed the successful study and implementation of a FEW classification study of 800+ positions
in a large county government including clerical, technical and professional positions.
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Oraanizations
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International Foundation of Employee Benefits Plans
American Compensation Association
American Society for Public Administration (held national, state and local offices)
International City Management Association (served on a national committee)
Georgia Local Government Personnel Association
American Compensation Association.
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Lisa O. Miller
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Ms. Miller has more than five years of progressively responsible experience in management consulting. Her
expertise lies in recruiting all levels of personnel from exempt to non-exempt. Ms. Miller earned her
Bachelor of Science degree from Tennessee State University. A few highlights of her experience include
the following:
· Interviews individuals to ascertain job responsibilities and writes class specifications and job
descriptions.
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· Completed nine multi-staffing projects requIring eight hires per branch. Project included
composition of written position descriptions, screening of applicants, interviewing candidates, as
well as, credit, criminal and reference verifications.
· Interfaces with clients to facilitate the hiring process and insures client and candidate satisfaction.
· Proven screening, interviewing, and analytical skills associated with identifying job duties,
responsibilities and accomplishments of qualified candidates.
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Successfully identifies and develops candidates for staffing and search assignments.
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Has extensive experience in recruiting candidates engineering and technical positions. Her skills
lend themselves to communicating with the most hard to find and unaccessible candidates.
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Develops and implements criteria standards for qualifying candidates.
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Possesses exceptional traits that are used to develop recruitment campaigns to support each
client's project.
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Designed, implemented and maintains a comprehensive library for each client in their
respective industries.
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Oraanizations
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- National Association of Black Journalists
- National Forum for Black Public Administrators
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IJI. CO~T 1"01) VI)OVO~~1) ~~I)YIC~~
PROFESSIONAL FEES
Our fees are based on a rate schedule that reflects the experience of the individual assigned. For this
assignment we are proposing to use only consultants who have specific experience on similar assignments
for other clients. We will use senior consultants where appropriate and to reduce the overall cost. We will
use staff consultants when feasible. The following tables show the level of involvement by project step and
cost.
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EXPENSES
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Consultant Travel Costs: The client pays direct cost for all necessary consultant travel using coach or,
when available, lower air rates, corporate hotel rates at moderately priced properties (Holiday Inn or
equivalent), rental cars, using the corporate discount and normal meals. Client controls these costs in the
following ways: (1) when appropriate, consultants will accomplish multiple purposes when traveling and will
allocate costs to multiple clients; (2) the client pre-approves all work plans including consultanUcandidate
interviews.
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Office Costs Include: Telephone ($350 flat fee, billed in two installments), FAX, postage, messenger,
copier, and clerical costs.
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Average Advertising Costs: Normally about $1,500. Client controls these costs because the advertising
program will be approved by the City prior to implementation.
Expenses for the executive search project described in this proposal will not exceed 45% of the
professional fee. Therefore, the total cost for this project will not exceed $17,646.50. The cost for final
candidates to travel to Clearwater for interviews is not covered by this proposal. Such costs are typically
paid by the City on a reimbursement basis, directly to the candidates, and controlled through the City's prior
approval of the finalist candidates. These costs vary depending on candidate location, espousal
involvement, time required for candidates to be in Clearwater, etc. For budgeting purposes, an average cost
of between $450.00 and $650.00 per candidate would be appropriate. About five candidates are normally
recommended for interviews.
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Should the City's needs result in additional project scope that significantly increases consultant travel and/or
advertising costs, it may be necessary to increase the expense budget for the project.
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Your liability to Slavin Management Consultants, Incorporated for services rendered under this agreement
will not exceed the agreed upon price unless an increase is authorized by you in writing.
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We will submit monthly invoices for fees and expenses. It is our practice to bill 30% at the start of the
searches, 30% at the end of thirty days, 30% at the end of sixty days, and the remaining 10% shortly after
the time the new City Manager accepts employment with the City. Each invoice will be payable upon receipt
for professional services.
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Expenses will be billed in addition and shown as a separate figure. Attached is a pro-forma invoice showing
the level of accounting detail we will provide.
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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 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.
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We assure you that we will devote our best efforts to carrying out the engagements. 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.
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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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Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants, Incorporated
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IY. ACC~IJTANCIY~/t7Ittf4TV/)~
T his proposal is accepted for the City of Clearwater, Florida by:
SIGNA TURE:
NAME:
TITLE:
DATE:
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants, Incorporated
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~IiIIJIT I - IJCJO TOCJ~ 1"'f/OIC~
INVOICE DATE:
CLIENT:
ADDRESS:
CITY, STATE:
Progress billing for professional services
rendered in connection with our agreement:
$XXXX.XX
(Invoice _ of _)
Reimbursable expenses at cost:
Airfare
Hotel
Ground Transportation
Meals
Tips
Telephone
Clerical Support
FAX
Messenger Service
Copies
Postage
Misc. Direct Costs
$ XXX.XX
XX.XX
XX.XX
XX.XX
XX. XX
XXX. XX
XXX. XX
XX XX
XX. XX
XX. XX
XX. XX
XX.XX
Total Expenses
$XXXX.XX
TOTAL INVOICE
$XXXX.XX
SLA VIN MANAGEMENT CONSUL TANTS, INCORPORA TED
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~IiIIJIT II ~~L~CT~I) L/~T OT CL/~~T~
The following list of clients represent organizations for which our principal Consultants performed significant
project work. This client list spans some twenty years of experience of SMC consultants. Therefore, many
of these clients' project contacts have moved to other agencies or, in the case of elected officials, may not
hold office today.
Please contact SMC if you desire to speak with the individuals who were our project contacts. We will gladly
give you the project contact's current telephone number and/or address.
Adams County School District #14,
Commerce City, Colorado
Alameda County, California
Alameda-Contra Costa Transit District,
Oakland, California
American Public Works Association
Arapahoe County, Colorado
Arrowhead Regional Development,
Duluth, Minnesota
Association of County Commissioners Georgia
Bay Area Rapid Transit District,
Oakland, California
Beaufort County, South Carolina
Birmingham Public Library, Alabama
Borough of Bergenfield, New Jersey
Brown County, Wisconsin
Buffalo County, Nebraska
California Housing Finance Agency
California State Government
Central Arkansas Library System
CDC Federal Credit Union, Atlanta, Georgia
Chaffee County, Colorado
Chesterfield County, Virginia
Children's Board of Hillsborough County,
Florida
Children's Services Council of Palm Beach
County, Florida
City of Aiken, South Carolina
City of Albany, Georgia
City of Anaheim, California
City of Ann Arbor, Michigan
City of Arlington, Texas
City of Atlanta, Georgia
City of Atlantic Beach, Florida
City of Auburn, Maine
City of Aurora, Colorado
City of Austin, Texas
City of Bentonville, Arkansas
City of Berkeley, California
City of Beverly Hills, California
City of Birmingham, Alabama
City of Bisbee, Arizona
SLA VIN MANAGEMENT CONSUL TANTS, INCORPORA TED
City of Bloomington, Illinois
City of Brea, California
City of Brownsville, Texas
City of Burbank, California
City of Camarillo, California
City of Carson, California
City of Casper, Wyoming
City of Charlotte, North Carolina
City of Chesapeake, Virginia
City of Columbia, Missouri
City of Columbus, Georgia
City of Concord, New Hampshire
City of Corpus Christi, Texas
City of Corta Madera, California
City of Culver City, California
City of Dallas, Texas
City of Davenport, Iowa
City of Decatur, Illinois
City of Delray Beach, Florida
City of Del Rio, Texas
City of Dubuque, Iowa
City of Duluth, Georgia
City of Durham, North Carolina
City of Eagle Pass, Texas
City of Edmond, Oklahoma
City of Enfield, Connecticut
City of Escondido, California
City of Evanston, Illinois
City of Franklin, Virginia
City of Gainesville, Florida
City of Gainesville, Georgia
City of Galesburg, Illinois
City of Garden City, New York
City of Glendale, Arizona
City of Gulfport, Florida
City of Hemet, California
City of Hercules, California
City of Highland Park, Illinois
City of Homestead, Florida
City of Huntington Beach, California
City of Independence, Missouri
City of Jacksonville Beach, Florida
City of Jupiter, Florida
City of Kalamazoo, Michigan
City of Kansas City, Missouri
City of Lakewood, Colorado
City of Lapeer, Michigan
City of Laramie, Wyoming
City of Laredo, Texas
City of Little Rock, Arkansas
City of Long Beach, California
City of Los Angeles, California
City of Manassas, Virginia
City of Miami Beach, Florida
City of Milwaukie, Oregon
City of Minneapolis, Minnesota
City of Miramar, Florida
City of Modesto, California
City of Muscatine, Iowa
City of New Smyrna Beach, Florida
City of Norfolk, Virginia
City of Norman, Oklahoma
City of North Las Vegas, Nevada
City of North Miami Beach, Florida
City of Northglenn, Colorado
City of Oberlin, Ohio
City of Ocean City, Maryland
City of Oceanside, California
City of Oklahoma City, Oklahoma
City of Oxnard, California
City of Palm Bay, Florida
City of Palm Beach Gardens, Florida
City of Palo Alto, California
City of Panama City, Florida
City of Pasadena, California
City of Phoenix, Arizona
City of Pittsburg, Kansas
City of Pompano Beach, Florida
City of Richmond, California
City of Richmond, Virginia
City of Riverside, California
City of Riverview, Michigan
City of Roanoke, Virginia
City of Rockville, Maryland
City of Sacramento, California
City of St. Louis Park, Minnesota
City of San Diego, California
City of San Fernando, California
City and County of San Francisco, California
City of San Jose, California
City of San Juan Capistrano, California
City of Sandersville, Georgia
City of Santa Ana, California
City of Santa Monica, California
City of Sarasota, Florida
City of Simi Valley, California
City of Sioux City, Iowa
City of Springfield, Missouri
City of Sunnyvale, California
City of Sunrise, Florida
City of Takoma Park, Maryland
City of Titusville, Florida
City of Thornton, Colorado
City of Traverse City, Michigan
City of Turlock, California
City of Valdez, Alaska
City of Virginia Beach, Virginia
CityofVVaco, Texas
City of VVest Hartford, Connecticut
City of VVichita, Kansas
City of VVinston-Salem, North Carolina
City of VVinter Park, Florida
City of VVorthington, Minnesota
City of Ypsilanti, Michigan
Clark County, Nevada
Cobb County, Georgia
Columbia Development Corporation,
South Carolina
Columbus VVater VVorks, Georgia
Dade County, Florida
Dallas Area Rapid Transit District, Dallas, Texas
Eagle County, Colorado
East Brunswick Township, New Jersey
Escambia County, Florida
Fairfax County, Virginia
Forsyth County, Georgia
Fremont County, Colorado
Fresno County, California
Fresno Economic Development
Commission, California
Fresno Employment and Training
Commission, California
Fresno Redevelopment Authority, California
Fulton County, Georgia
Georgia Municipal Association
Gunnison County, Colorado
Hall County, Georgia
Hillsborough County, Florida
Indian River County, Florida
International City Management Association
Jefferson County Housing Authority,
Alabama
Jefferson County Personnel Board, Alabama
Ketchikan-Gateway Borough, Alaska
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SELECTED LIST OF CLIENTS
Page 2
SLA VIN MANAGEMENT CONSUL TANTS, INCORPORA TED
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SELECTED LIST OF CLIENTS
Page 3
Lake County, Florida
Lake County, Illinois
Lake Sumpter Community College, Florida
La Plata County, Colorado
Las Vegas Housing Authority
Lee County Port Authority, Florida
Leon County, Florida
Lexington, Kentucky Library System
Lincoln County, North Carolina
Lincoln Road Development Corporation
Local Government Insurance Trust (MD)
Los Angeles, California, Community
Redevelopment Agency
Los Angeles County, California,
Department of Community Public Health
Los Angeles Music Center Operating
Company
Los Angeles Olympics Organizing
Committee
Martin County, Florida
McHenry County, Illinois
Mecklenburg County, North Carolina
Memphis Housing Authority (TN)
Mesa County, Colorado
Metropolitan Library System of Oklahoma
City/County
Mid-American Regional Council, Kansas City,
Missouri
Monterey County, California
Muscatine County, Iowa
Ocala Housing Authority (FL)
Orange County, New York
Orange County, North Carolina
Palm Beach County, Florida
Parkland Hospital (TX)
Peoria County, Illinois
Peoria Housing Authority
Pinellas County, Florida
Polk County, Florida
Port Everglades Authority, Fort Lauderdale,
Florida
Port of Sacramento, California
Prince William County, Virginia
Public Works Commission of Fayetteville,
North Carolina
Ramsey County, Minnesota
Riverside Transit Agency, California
Sacramento Municipal Utility District,
California
St. Louis County, Minnesota
Saline County, Kansas
San Diego County, California
San Francisco Bay Area Rapid Transit
District, California
San Luis Obispo County, California
San Mateo County, California
Sarasota Bradenton Airport
Sarasota County, Florida
Sedgwick County, Kansas
Seminole County, Florida
Sonoma County, California
South Brunswick Township, New Jersey
Southern California Rapid Transit District,
California
Springettsbury Township, Pennsylvania
Town of Blacksburg, Virginia
Village of Arlington Heights, Illinois
Village of Glen Ellyn, Illinois
Washtenaw County, Michigan
West Palm Beach Downtown Development
Authority, Florida
Whiteside County, Illinois
Whitfield County, Georgia
Yolo County, California
SLA VIN MANAGEMENT CONSUL T ANTS, INCORPORA TED
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~IiIIJIT III - 1:!~r=~I:!~~C~$
Mr. Robert W. Herbert
City Manager
City of Roanoke
215 W. Church Ave. Room 364
Roanoke, Virginia 24011
(703) 989-7447
Fire Chief Search
Mr. Thomas White
Human Resources Director
City of Ann Arbor
100 North Fifth Street
Ann Arbor, Michigan 48107
(313) 944-2803
Police Chief Search
Mayor Girard L. Clemons, Jr.
City of Panama City
P.O. Box 1880
Panama City, Florida 32402
(904) 872-3000
City Manager Search
Mr. O. Wendell White
Executive Director
Weldon Cooper Center for Public Service
University of Virginia
918 Emmet St. North
(804) 295-4370
Utility Director Search (Charlotte)
Mayor Rose Mary Corbin
City of Richmond
2600 Barrett Ave.
Richmond, California 94804
(510) 620-6503
City Manager Search
Mr. James Holgersson
City Manager
City of Waco
Third Street at Austin Avenue
Waco, Texas 76702
(817) 750-5640
Asst. City Manager Search
Chairwoman Sharon Kennedy
Peoria County
Peoria County Administrative Office
324 Main Street
Peoria, IlIinios 61602
(309) 672-6054
County Manager Search
Mr. William Mc Faullll
President, Local Gov't Insurance Trust
% Town of Bel Air
39 Hickory Avenue
Bel Air, Maryland 21014
(410) 638-4550
Executive Director Search
Ms. Bobbie Herakovich
City Manager
City of Palm Beach Gardens
10500 N. Military Ter.
Palm Beach Gardens, Florida 33418
(407) 775-8250
Assistant City Manager Search
Ms. Justine Boyd
Clerk, Board of County Commissioners
Fulton County
141 Pryor Street S.W.
Atlanta, Goergia 30303
(404) 780-8232
County Manager Search
Mayor Arlene Maulder
Village of Arlington Heights
33 S. Arlington Heights Road
Arlington Heights, IL 60005
(708) 577-5671
Village Manager Search
Ms. Jackie Lee
Personnel Director
City of Dallas
1500 Marilla Street
Dallas, Texas
(214) 744-3600
City Auditor Search
Ms. Janice Holland
Personnel Director
City of Pompano Beach
City Hall; Atlantic Blvd.
Pompano Beach, Florida 33061
(561) 786-4601
City Manager Search
Mr. Dwight (Ike) Magalis
County Administrator
County of Lake
18 N. County Street
Waukegan, Illinois 60085
(708) 360-6603
Purchasing Director Search
SI A VIN MANAGFMI=NT CONSIII TANTS IN CORPORA TFO
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1:XlilIJIT I"Y - ~~O j'T~T~~"'T
Slavin Management Consultants, Inc. (SMC) is committed to building a diverse workforce which
reflects the face of the community we serve, honors and respects the differences and abilities of
all our employees and residents, and provides employees with the necessary opportunities, tools,
and support to achieve their maximum potential.
Equitably managing a diverse workforce is at the heart of equal opportunity. Valuing diversity is
the basis for a policy of inclusion. Diversity recognizes and respects the multitude of differences
which employees bring to the workplace. Diversity complements organizational values that stress
teamwork, leadership, empowerment, and quality service. Diversity means striving to maintain
an environment in which managers value the differences in their employees and take steps to
ensure that all employees know they are welcome.
To achieve workplace equity and inclusion, SMC will observe the practices outlined below:
. We will ensure that we do not discriminate in employment on the basis of race, color,
religion, national origin, sex, age, disability, marital status, sexual orientation, creed,
ancestry, medical condition, or political ideology.
. Our recruiting efforts will ensure that applicant pools are both capable and diverse.
. We will make employment decisions based on job-related criteria and will provide
opportunities for entry and promotion into non-traditional jobs.
. We will ensure a workplace free of all forms of harassment.
. We will develop a procedure for prompt, thorough and impartial investigations of
discrimination or harassment complaints and will act on appropriate measures to provide
remedy or relief to individuals who have been victims of illegal discrimination or
harassment.
Measures to ensure accountability for managing diversity will be incorporated into the
performance management system for supervisors and managers. The chief executive officer will
evaluate the effectiveness of our diversity policies and programs.
By creating a workplace where everyone can work towards their maximum potential, SMC will
retain quality, productive employees who will provide excellent services to our clients.
SLA VIN MANAGEMENT CONSUL TANTS. INCORPORA TED