PROPOSAL TO ASSIST THE CITY OF CLEARWATER IN THE RECRUITMENT, SCREENING, INTERVIEWING AND SELECTION TO APPOINT A CITY MANAGER
'1.1 THE PAR GROUP
Paul A. Reaume, Ltd.
Public
. Management Consultants
CHICAGO
100 North Waukegan Road, Suite 200
Lake Bluff, Illinois 60044-1694
TEL 847/234-0005
FAX 847/234-8309
December 30,1996
VIA COURIER DELIVERY
Mr. George McKibben
Purchasing Manager
City of Clearwater
100 S. Myrtle Avenue
Clearwater, FL 34616-5520
Dear Mr. McKibben:
We are pleased to respond to your request for our firm to propose how we can assist the City of
Clearwater in the successful recruitment, screening, interviewing and selection of Candidates from
which the City Commission may appoint a City Manager.
The PAR Group - Paul A. Reaume, Ltd. is an Illinois corporation which consults exclusively in the
public sector, serving the needs of local government nationwide with corporate offices located in
suburban Chicago, and with Regional Managers in Hartford and Los Angeles. The PAR Group is headed
by Paul A. Reaume, a former City Manager who has provided consulting search services to local
governments nationwide continuously for twenty-four years-since 1972. Our Principals have over 200
years' cumulative operations and consulting experience in the field of local government, and have
conducted a large number and variety of local government and not-for-profit recruitments for a national
clientele. Clients have included local governments of under 5,000 to one million population, with
budget responsibilities exceeding a billion dollars. The firm's quality of work and sensitivity to
Clients' needs and concerns are recognized hallmarks-our firm was a pioneer in local government
recruitment and is considered a leader in the public management consulting field. We have never failed
to recommend a group of qualified Candidates for Client consideration.
We have conducted executive recruitments throughout the United States and have worked
successfully with a wide variety of elected and appointed Officials in local government. For example,
we have conducted recruitments for the Florida municipalities of Coral Springs, Gainesville,
Hillsborough County, Polk County, St. Petersburg, and for the West Coast Regional Water Supply
Authority in Clearwater.
In addition to our extensive experience in recruitment of public management professionals for local
governments, our firm has been sought out to assist related public interest associations in recruitment of
top staff, including the Executive Directors for the National League of Cities (NLC), National
Association of Counties (NACo), International Institute of Municipal Clerks (IIMC), International
Association of Assessing Officers (IAAO), National Association of Housing and Redevelopment
Officials (NAHRO), American Public Works Association (APWA) and the President of Public
Technology, Inc. (PTI). We are currently conducting a recruitment for the National Association of
Regional Councils (NARC) Executive Director.
Our response to the questions listed in your questionnaire follow:
Assisting in the Achievement of Excellence in the Public Service Since 1972
City of Clearwater, Florida
page 2
Company Name: The PAR Group - Paul A. Reaume, Ltd.
Company Address: 100 N. Waukegan Road,Suite 200, Lake Bluff, IL 60044-1694 (Chicago suburb)
Primary Contact: Paul A. Reaume, President
Phone Number: 847/234-0005
FAX Number: 847/234-8309
When was your firm founded? Doing business under several names since 1972; The PAR Group was
incorporated in Illinois in 1988.
How long has your company been at the location which you designated above as the company
address? 1984
How many other company locations do you have and in what cities are they located?
We have two regional offices: Los Angeles, California and Hartford, Connecticut.
What is the focus of your firm (what are the primary purposes of the firm)?
Executive Search is our primary business, supplemented by speciality management and operations
studies, including compensation/benefit analysis; we serve local government and related not-for-profit
organizations exclusively.
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,OOO?
Approximately 30%; 60%;10%; 0% respectively. These salary levels include recruitments for
municipal Department Head and Staff positions as well as City/County Managers.
In the last five years, how many searches have you done for City Managers?
In the last five years, The PAR Group has conducted 65 City/County Manager searches, three
Assistant City Manager searches, and currently has seven City /County Manager recruitments under
way. We monitor our recruitment efforts carefully in order to provide thorough and superior service to
both Clients and Candidates; moreso than get caught up in a "numbers game."
How many of the searches for City Managers were for cities of 100,000 or more population?
Six City Manager searches in the last five years were for cities of 100,000 or more population. We
have conducted a total of 37 City Manager searches for cities of 100,000 or more population, and many
more recruitments for positions other than City Manager. Our consultants are well experienced in
conducting recruitments for large population cities.
List contacts of previous clients willing to provide references:
Client:
Placement:
Client Contact:
Telephone:
City of Coral Springs, FL (98,700)
City Manager
Charles Schwabe, Senior Assistant City Manager
305/344-1000
City of Clearwater, Florida
Client:
Placement:
Client Contact:
Telephone:
Client:
Placement:
Client Contact:
Telephone:
Client:
Placement:
Client Contact:
Telephone:
Client:
Placement:
Client Contact:
Telephone:
Client:
Placements:
Client Contact:
Telephone:
Client:
Placement:
Client Contact:
Telephone:
Client:
Placements:
Client Contact:
Telephone:
page 3
Hillsborough County, Florida (834,000)
County Administrator
Emeline C. Acton, County Attorney
813/272-5670
Polk County, Florida (430,000)
County Administrator
Marlene Young, Board of Commissioners
813/534-6422
Dayton, Ohio (182,000)
City Manager
James Francis, Executive Assistant to City Council
513/443-3636
City of Fort Collins, Colorado (88,000)
City Manager
Jaime Mares, Director of Human Resources
303/221-6500
Arlington County, Virginia (185,000)
Director of Public Works
Director of Environmental Management
Corrections Administrator
Deputy Director of Public Works (2)
Special Assistant to the County Manager for EEO and Human Rights
Director of Parks, Recreation, and Community Resources
Director of Planning
Director of Housing Programs
Solid Waste Division Chief
Director of Mental Health, Mental Retardation, and
Substance Abuse Services
Traffic Engineering Division Chief
Fire Chief
Director of Community Planning, Housing, and Development
Director of Libraries
Alan Christenson, Personnel Director
703/358-3454
City of East Lansing, Michigan (46,000)
City Manager (2)
Director of Public Works
Michael Benedict, Director of Personnel
517/337-1731
City of Richmond, Virginia (219,000)
City Manager
Economic Development Director
Director of Planning
Convention and Tourism Director
Robert Bobb, City Manager
804/780-4288
City of Clearwater, Florida
page 4
Client Contact:
Telephone:
City of Wichita Falls (98,000)
City Manager
Director of Parks and Recreation
Director of Public Works
Fire Chief
Chief of Police
James Berzina, City Manager
817/761-7400
Client:
Placements:
Client Contact:
Telephone:
City of Coon Rapids, Minnesota (62,000)
City Manager (4)
Fire Chief
Mayor Bill Thompson
612/767-6493
Client:
Placements:
Additionally, Mr. J. Robert Havlick, President of The Innovation Groups in Tampa (813/622-8484) may
be contacted as a professional reference.
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.
Our executive search process is highly professional and personalized. We will assist Clearwater
from commencement to conclusion of the assignment, until a completely acceptable Candidate is
appointed to the position. We handle all of the administrative details of the entire recruitment
process, so City Officials can limit their involvement to the significant, decision-making aspects of the
selection process, thus minimizing interruption of attention to other on-going concerns and
responsibilities.
Our initial effort in assisting the City of Clearwater would be to develop a Recruitment Profile
that sets forth detailed qualifications for the City Manager position, reflecting both current and longer
range organizational expectations relating to the position. The Profile serves as a key instrument for
recruiting and screening Candidates in accordance with the unique needs identified as particularly
desirable for Clearwater's City Manager position.
Our executive search process would be as follows, subject to mutually agreed upon modification:
1. Interview, individually, Members of the City Commission and the retiring City Manager, and
interview Department Heads, key Staff and others (community, business, and educational
leaders, public interest groups, neighborhood representatives, etc.), as desired, all toward
achieving clarity and consensus concerning the specific nature of duties, responsibilities and
expectations of the City Manager's position. Interview data will be used to prepare a
Recruitment Profile for approval by the City Commission (Sample Recruitment Profile
enclosed).
2. Conduct an intensive independent professional search and recruitment effort, utilizing an
extensive local, regional and national contact network, seeking out qualified Candidates who
may not otherwise have an interest in your recruitment.
City of Clearwater, Florida
page 5
3. Place announcements in professional publications relating to the position under recruitment to
provide maximum exposure of the position's career opportunity and to ensure an open
recruitment process.
4. Conform to the requirements of Florida's "sunshine" and freedom of information laws
throughout the recruitment.
5. Process all applications received from recruitment and announcement efforts, including timely
acknowledgments of receipt of application and status of recruitment information to all
Applicants, on behalf of the City.
6. Screen all applications received, matching all Applicants' credentials with the specific
criteria qualifications stated in the Recruitment Profile.
7. Interview prospective Final Candidates and make background inquiries and reference checks
with current and past employers and verify claimed educational achievement.
8. Present a written report to the City Commission on applications received for the position,
including resumes and background information on those individuals considered to be most
qualified and best suited for the position, recommending approximately 8 - 10 such persons for
personal interview consideration.
9. Facilitate the City Commission's selection of Candidates to be invited for personal interview
and appointment consideration; we recommend that no fewer than five Candidates be
interviewed.
9. Prepare interview questions and procedures for use by the City Commission, developing a
process which will ensure that the same questions are asked of each Candidate and that each
interview is thoroughly and consistently evaluated.
10. Arrange for background inquiries of Finalist Candidates, to include criminal court, driving, and
credit records checks and print media searches, as desired.
11. Provide personality "type" profiles of the Finalist Candidates via the recognized Meyers-
Briggs Type Indicator@ (MBT!@) Test. The MBT! results are offered as a means to assist
Commissioners in making distinctions and understanding differences among Candidates. The
MBT! has been employed by a variety of users in business, government, and training services for
40 years as a tool to help organizations appreciate the differences of individuals and their
approaches to work and interactions. Among other things, MBTI results are used in
organizations to help understand and adapt to different management styles and approaches to
work methods, assist in making the most of human resources, and facilitate more effective
communications with peers, employees, and supervisors.
11. Coordinate arrangements for Candidates' travel to Clearwater for interviews, be present
during interview sessions to facilitate effective discussion and deliberation toward the City's
selection of a Final Candidate, and also assist in employment negotiation between the Final
Candidate and City Officials, as desired.
In carrying out our recruitment process described above, our procedure for verifying and evaluating
an applicant's background, work history, and suitability for the position under recruitment is
comprehensive. In a typical recruitment, we screen the total number of applications received down to
approximately thirty, by matching candidate credentials with the specific qualifications stated in
City of Clearwater, Florida
page 6
the Recruitment Profile. Importantly, our review takes place after Applicants have submitted not only
their resume but also supplemental materials, reflective of their specific qualifications and experience
as it relates to the position under recruitment. Following telephone interviews with each Applicant
from the larger pool of candidates, we then screen the number of Applicants to approximately fifteen
wherein they become Candidates for the position. Again, interview questions and judgment of
qualifications is based upon criteria presented in the Recruitment Profile.
We then conduct reference checks on the remaining Candidates in an effort to ascertain each
individual's greatest strengths or abilities; interpersonal skills; management style; specific critical
management experiences in areas such as developing and implementing changes; analytical abilities;
written/ oral communication skills; weaknesses/ shortcomings; personal or financial difficulties; as
well as presenting an overall recommendation of the Candidate. We discreetly contact each
Candidate's current employer (including supervisors, peers and subordinates), former employers,
professionals in other jurisdictions as well as other sources likely to yield valuable and pertinent
information regarding the Candidate and his/her professional and personal reputation. We will
interview Finalist Candidates in person to validate our earlier findings and to gather additional
information about the Candidates, their accomplishments and current organization.
We are prepared to undertake your assignment promptly, within ten days or less following the
City Commission's approval of our proposal. The Recruitment Profile will be submitted for review and
approval within ten days following our on-site interviews of Clearwater Officials and Staff. We
would be in a position to recommend Candidates to the City Commission for personal interview
consideration within 45 - 60 days following approval of the Recruitment Profile. Personal interview of
Candidates could be conducted approximately ten days following the City Commission's selection of
Candidates for interview. Overall, the recruitment process-from the beginning to the date of
appointment of a Candidate-should take no more than 90 days.
Define your role after submitting top quality, interested candidates to the City?
We follow a practice of keeping in contact with both the City Commission and appointed City
Manager, especially in the first few months of employment. We remain interested and available of
being of assistance to the City-be it brief telephone counselor in provision of additional services: staff
recruitment, training, strategic planning, management/ operations studies, and compensation/benefit
analysis.
How many staff members from your company will be dedicated to the City Manager search for
Clearwater?
No fewer than two, perhaps three, depending upon complexity of qualification criteria
established by the City Commission. We carry out our searches on a team approach basis, allowing
Candidate screening and selection to be accomplished on a multi-perspective basis, while adhering to
the Recruitment Profile. All services in connection with this assignment will be performed by
individuals who possess recognized municipal experience and broad executive selection judgment. Paul
Reaume, President of the firm, and Gerald Plock, Vice President and Managing Director/Executive
Recruitment Services, both of our Chicago office, will be responsible for and directly involved in your
assignment. Mr. Reaume will serve as Recruitment Director and primary contact with Clearwater
Officials. Biographies of these persons are enclosed.
Do you propose to meet with representatives of the City to obtain data not included in the RFP
document?
Yes-see #1 in the recruitment process above.
City of Clearwater, Florida
page 7
Do you conduct face-to-face interviews with any of the candidates? If yes, describe for which
candidates and why you do so.
Yes; a personal meeting adds to the dimension of evaluating a Candidate for the
position-professional demeanor, style, personal communication, et cetera.
How do you determine the interest of a candidate in the City of Clearwater's position?
We thoroughly review the Recruitment Profile with prospective Candidates and we are very up
front about the City's administrative and political cultures; we have a reputation for being brutally
honest with Candidates-scaring away the faint of heart and simulating those who relish a
challenge.
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, etc.); (3)
training; other (including credit, criminal history, lawsuits, etc.)
We contact references provided by the candidate, as well as developing additional reference
sources, to ascertain management style, interpersonal skills, specific management experiences,
strengths/weaknesses, etc. Degrees are verified by contacting the registrar's office of the colleges
attended and significant post graduate training programs claimed (e.g., JFK School at Harvard, MIT
Urban Executive Program, ICMA University seminars, etc.). Credit, felony and misdemeanor court
records, and driving records checks are conducted through Equifax. We can also provide print media
searches through Lexis-Nexis, if desired.
If requested, can your firm provide additional services beyond the provision of recruitment, such as
design of interview processes, interview evaluation procedures, etc.?
Provision of these services is a standard part of our recruitment process. See #9 and #11 above.
Describe in full the basic fee and all associated reimbursable costs to conduct the City Manager
search?
Our professional fee for the comprehensive services outlined above would be a fixed fee of $13,500
for professional services, plus reimbursement for expenses related directly to your recruitment process,
such as for travel, communications, testing materials, and printing, approximating $4,500. The
foregoing expense reimbursement does not include the cost of Candidate travel and other expenses
associated with interview of Candidates in Clearwater, the cost of published professional
announcements, or the cost of court/ credit records searches. The professional fee is payable in three
equal payments, billed during the course of the recruitment, with the first payment for professional
services due upon acceptance of our proposal, the second statement billed following recommendation of
Candidates, and the final one-third billing upon completion of the recruitment assignment.
Reimbursable expenses will also be billed and indicated separately on our statements.
Is there a cap on reimbursable costs?
Yes, if we agree in advance on number of visits to Client's location.
What are the projected travel expenses, if any?
Approximately $1,500; all travel at economy and discount rates.
11-1
I
City of Clearwater, Florida
page 8
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.
Although we have not experienced such a situation, should City Officials decide to terminate the
City Manager, for cause, within the first year of the City Manager's employment with the City of
Clearwater, we will, if desired, conduct another search for the cost of our expenses only. In addition, in
accordance with the policy of our firm, as well as established ethics in the executive search industry,
upon establishment of a Client relationship with the City of Clearwater, we will not recruit
employees from your organization for other public management positions without your knowledge or
permission.
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.
Most Clients accept our letter of proposal as an agreement/ contract to provide our services. When
approved and signed, the proposal letter constitutes an Agreement between us and our Client and it may
not be modified except in writing by both parties. Our liability, if any, shall not be greater than the
amount paid to us for professional services rendered.
Clearwater City Officials can be assured of responsive and personalized professional attention
throughout the City Manager recruitment assignment. We enthusiastically look forward to having the
opportunity to assist you in this very important staffing responsibility. We will be pleased to provide
further information, as you may wish, and would be pleased to personally present our credentials and
discuss further how our services can best assist City Commissioners in carrying out their responsibilities
of selecting a City Manager.
Res
I .
Paul A. Reaume, resident
THE PAR GROUP
Paul A. Reaume, Ltd.
ACCEPTED BY THE CITY OF CLEARWATER, FLORIDA
BY:
TITLE:
DATE:
THE PAR GROUP
Paul A. Reaume, Ltd.
CONSULTANT BIOGRAPHICAL PROFILE
PAUL A. REAUME
Mr. Reaume is President of The PAR Group - Paul A. Reaume, Ltd., and has provided public management
consulting services to local governments nationwide, continuously for over 20 years. Mr. Reaume, a
former City Manager, was a pioneer in the development and provision of executive search services for
local governments and is held in high regard by elected and appointed officials in local government
across America.
Mr. Reaume's career and professional background includes service as a City Manager, private sector
Corporate Vice President, and entrepreneur. In addition to heading his own firm, Reaume has been a
Vice President and Partner in a large international executive search firm. He has also served as Editor
of Current Municipal Problems, a national quarterly publication.
Mr. Reaume has been active in numerous public interest organizations over the years. He has served on
a number of committees and task forces addressing issues in public management; including solid waste
disposal and urban transportation alternatives, preservation of open space, and municipal policy
strategies. He currently serves on the Task Force on Professional Development of the International
City/County Management Association.
Mr. Reaume holds a Bachelor's Degree in business administration and a Master's of Public
Administration degree. His formal education has been supplemented over the years by attendance and
participation in a wide variety of training programs, seminars, and conferences. He has also conducted
and directed professional training and organization renewal programs both as a public management
practitioner and in consulting assignments. Reaume has been involved in all areas of The PAR Group's
consulting areas, including executive search, organizational analysis, management training and
development.
Mr. Reaume's professional involvement in government, business and related fields spans over thirty
years. He is currently an active corporate member of the International City/County Management
Association (ICMA), and supporting member of National Association of County Administrators (NACA)
and the American Society for Public Administrators (ASPA). He also serves on the Advisory Council for
the Forum for Black Public Administrators (NFBPA) and is an active participant in the ICMA Hispanic
Network. He has previously been an active member of the lf1ternational Personnel Management
Association, the Association of Training and Development Officials, Institute of Management
Consultants, and Rotary International. In 1992 he was selected as an Honored Member of Who's Who in
Leading American Executives.
In addition to his professional activity, Reaume has been an active participant in community affairs,
serving as an elected church leader, senior level volunteer with the Boy Scouts of America, Crusade of
Mercy, and related organizations.
Reaume is a frequent speaker and presenter before local, state, national, and international professional
groups.
THE PAR GROUP
Paul A. Reaume, Ltd.
CONSULTANT BIOGRAPHICAL PROFILE
GERALD R. PLOCK
Mr. Plock is Vice President and Managing Director of Executive Recruitment Services
with The PAR Group, a nationally recognized public management consulting firm. Mr.
Plock has served with The PAR Group since 1987.
In addition to supervising recruitment activities of the firm overall, Mr. Plock has
personally conducted an extremely broad range of recruitments for municipalities,
counties, special districts, professional associations, and a variety of not-for-profit
institutions. His wide-ranging experience includes recruitments in all sizes of
organizations and in communities of great diversity and complexity. His recruitment
activity includes executive searches for the positions of CityNillage Manager, Electric
Utility Manager, Police Chief, Fire Chief, County Administrator, Finance Director,
Public Works Director, Parks and Recreation Director, Comptroller, Data Systems
Administrator, Downtown Development Director, Medical Director, Utility Director,
Children's Home Administrator, Convention Center Director, and numerous Executive
Directors of professional associations and special districts. Mr. Plock has also
conducted recruitments in the Western Pacific for United States Trust Territories
including Majuro Atoll Local Government in the Marshall Islands, State of Kosrae in
the Caroline Islands and in Saipan for the Commonwealth of the Northern Marianas.
He is listed in the Directory of Executive Recruiters, a comprehensive listing of search
professionals in the United States.
Prior to joining The PAR Group, Mr. Plock served on the city management team with
the City of Phoenix, Arizona for six years. He holds a Masters Degree in Public
Administration from the University of Kansas (1982) and a Bachelor of Science
Degree with honors in Political Economy from the University of Wyoming (1980).
Mr. Plock has been a speaker and presenter before local, state, national, and
international professional groups on issues facing managers and administrators in the
public sector today. He is a member of the International City/County Management
Association and is a former Board Member of the Arizona Municipal Management
Assistants' Association. Mr. Plock has also served as a public management adjunct
professor at Arizona State University.
THE PAR GROUP
Paul A. Reaume, Ltd.
'I.ITHEPARGROUP
Paul A. Reaume, Ltd.
Public
Management Consultants
Client:
Client:
Client:
Client:
Client:
Cli en t:
Cli en!;.
Client:
CHICAGO
100 North Waukegan Road, Suite 200
Lake Bluff, Illinois 60044-1694
TEL 847/234-0005
FAX 847/234-8309
REPRESENTATIVE CLIENT LIST
THE PAR GROUP - PAUL A. REAUME, LTD.
EXECUTIVE SEARCH ASSIGNMENTS
Clients Personally Served by Principals of the Finn
ARKANSAS
Bella Vista Village Recruitment: Director of Public Works
Property Owners' Association
Bella V is ta
City of Little Rock Recruitment: City Manager
(Population: 170,000)
CALIFORNIA
City of San Jose
(Population: 712,000)
Recruitment: City Manager
City Auditor
City Attorney
City Clerk
Director of Policy Analysis
City of Santa Ana
(Population: 225,000)
Recruitment: City Manager
Assistant City Manager
COLORADO
City of Arvada
(Population: 89,000)
Recruitment: City Manager
City of Aurora
(Population: 194,000)
Recruitment: City Manager
City of Boulder
(Population: 77,000)
Recruitment: City Manager (2)
City of Colorado Springs
(Population: 272,000)
Recruitment: City Manager
Assisting in the Achievement of Excellence in the Public Service Since 1972
CLIENT LIST - THE PAR GROUP
Page 2
Client:
City of Englewood
(Population: 30,000)
Client:
City of Fort Collins
(Population: 88,000)
Client:
City of Greenwood Village
(Population: 8,500)
Client:
City of Lakewood
(Population: 121,000)
Client:
City of Thornton
(Population: 55,000)
Client:
Town of Winter Park
(Population: 650)
Recruitment: Downtown Development
Director
Recruitment: City Manager
Recruitment: City Manager
Recruitment: City Administrator (3)
Director of Public Safety
Director of Public Works
Recruitment: Chief of Police
Recruitment: Town Administrator
CONNECTICUT
Client: Town of Bloomfield
(Population: 19,500)
Client: Capitol Region Council of
Governments, Hartford
Cli en t: City of Hartford
(Population: 138,400)
Client: City of Meriden
(Population: 57,000)
Client: City of New Haven
(Population: 123,000)
Client: Town of Newington
(Population: 29,420)
Client: Town of Vernon
(Population: 30,000)
Client: Town of West Hartford
(Population: 60,000)
Client:
City of Coral Springs
(Population: 98,743)
Recruitment: Town Manager
Recruitment: Executive Director
Recruitment: City Manager
Recruitment: City Manager
Recruitment: Chief Administrative Officer
Recruitment: Town Manager
Recruitment: Town Administrator
Recruitment: City Manager
FLORIDA
Recruitment: City Manager
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 3
City of Gainesville
(Population: 83,000)
Hillsborough County
(Population: 834,000)
Polk County
(Population: 430,000)
City of St. Petersburg
(Population: 241,000)
West Coast Regional
Water Supply Authority,
Clearwater
Village of Barrington
(Population: 9,000)
Village of Bensenville
(Population: 17,700)
City of Bloomington
(Population: 52,000)
City of Carbondale
(Population: 25,000)
Village of Carol Stream
(Population: 33,500)
Central Lake County Joint
Action Water Agency
Champaign County
(Population: 168,392)
City of Champaign
(Population: 60,357)
Recruibnent: Deputy City Manager -
Administration
Deputy City Manager -
Operations
Recruibnent: County Administrator
Recruibnent: County Administrator
Recruibnent: City Manager
Recruibnent: General Manager
ILLINOIS
Recruibnent: Director of Public Safety
Chief of Police
Recruibnent: Chief of Police
Recruibnent: Chief of Police
Recruibnent: City Manager
Recruibnent: Chief of Police
Recruibnent: Executive Director
Director of Operations
Recruibnent: County Administrator
Recruibnent: City Manager
Assistant City
Engineers (2)
Fire Chief
Chief of Police
Director of Human Resources
Director of Neighborhood Services
Director, Housing Authority
CLIENT LIST - THE PAR GROUP
Page 4
Client: City of Country Club Hills Recruitment: City Manager
(Population: 15,000) Director of Planning, Zoning,
Development & Building
Director of Finance & Administration
Client: City of Countryside Recruitment: City Administrator
(Population: 6,700)
Client: Cunningham Children's Horne Recruitment: Executive Director
Client: City of Decatur Recruitment: City Manager
(Population: 85,000)
Client: Village. of Downers Grove Recruitment: Fire Chief
(Population: 42,000)
Cli en t: County of DuPage Recruitment: Deputy Executive Director,
(Population: 727,000) Forest Preserve District of
DuPage County
Client: Village of East Hazel Crest Recruitment: Chief of Police
(Population: 1,300)
Client: City of Elgin Recruitment: City Manager (2)
(Population: 85,000) Chief of Police
Director of Codes Administration and
Community Preservation
Director of Public Works
Director of Parks, Recreation, and
Leisure Services
Client: City of Elmhurst Recruitment: Chief of Police
(P opula tion: 43,000)
Client: City of Evanston Recruitment: City Manager
(Population: 72,000) Fire Chief
Client: Village of Flossmoor Recruitment: Village Manager (2)
(Population: 8,000) Director of Public Works
Client: Foundation for Human Ecology, Recruitment: President/ CEO
Park Ridge
Client: Village of Glencoe Recruitment: Village Manager (2)
(Population: 9,000) Director of Public Safety
Director of Public Works
Client: Village of Glendale Heights Recruitment: Village Manager
(Population: 26,000) Finance Director
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 5
Village of Grayslake
(Population: 7,300)
Village of Gurnee
(Population: 7,000)
Village of Hazel Crest
(Population: 14,000)
Health Care Associates,
Park Ridge
City of Highland Park
(Population: 31,000)
Village of Hinsdale
(Population: 16,000)
Village of Hoffman Estates
(Population: 41,000)
Homewood-Flossmoor
Park District
Village of Homewood
(Population: 19,000)
City of Joliet
(Population: 76,000)
J.U.L.I.E. Goint Utilities
Locating Information for
Excavators)
Village of Lake Bluff
(Population: 4,000)
Recruibnent: Chief of Police
Recruibnent: Chief of Police (2)
Deputy Fire Chief
Recruibnent: Village Manager
Recruibnent: Group Practice Manager
Recruibnent: City Manager (2)
Director of Community
Development (2)
Director of Public Works (2)
Building Commissioner
Recruibnent: Director of Public Services
Recruibnent: Fire Chief
Director of Public Works
Recruibnent: Executive Director
Recruibnent: Village Manager
Director of Public Works
Recruibnent: City Manager
Fire Chief
City Engineer /Director of Public Works
Recruibnent: General Manager
Recruibnent: Village Administrator (3)
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 6
Lake County (Waukegan)
(Population: 516,000)
City of Lake Forest
(Population: 18,000)
Village of Lake Zurich
(Population: 15,000)
Village of Libertyville
(Population: 16,500)
Village of Lincolnshire
(Population: 4,000)
Village of Lisle
(Population: 19,529)
Lutheran General Health
Care System, Park Ridge
Village of Matteson
(Population: 11,400)
Village of Maywood
(Population: 27,000)
METCAD (Metropolitan
Computer Aided Dispatch),
Champaign-Urbana
City of Moline
(Population: 45,000)
City of Naperville
(Population: 31,000)
Recruitment: Director, Lake County
Stormwater Management
Commission (SMC)
Executive Director, Lake County
Forest Preserve District
Director of Finance and Administration,
Lake County Forest Preserve District
Executive Director, Solid Waste
Agency of Lake County (2)
Principal, Permit, and Watershed
Engineers, Lake County Stormwater
Management Commission
Watershed Planner, Lake County
Stormwater Management Commission
Recruitment: City Manager
Superintendent of
Public Works
Recruitment: Village Administrator
Recruitment: Village Administrator
Recruitment: Village Manager
Village Engineer jDirector of Public
Works
Recruitment: Chief of Police
Recruitment: Corporate Attorney (2)
Recruitment: Chief of Police
Recruitment: Village Manager
Recruitment: Director
Recruitment: City Administrator (2)
Chief of Police
Recruitment: City Manager (2)
Director of Community Development
CLIENT LIST - THE PAR GROUP
Page 7
Client: Naperville Park District Recruibnent: Executive Director
(Population: 100,000)
Client: Village of Northbrook Recruibnent: Village Engineer
(Population: 79,000) Assistant Village Manager
Client: Village of Northfield Recruibnent: Village Manager
(Population: 4,950)
Client: Northwest Municipal Recruibnent: Executive Director
Dispatch Center (911)
Arlington Heights
Client: VillageofOakLawn- Recruibnent: Fire Chief
(Population 56,000)
Client: Village of Oak Park Recruibnent: Village Manager (3)
(Population: 55,000) Chief of Police
Mall Administrator
Client: Village of Orland Park Recruibnent: Chief of Police
(P op ula tion: 26,000)
Client: Village of Palatine Recruibnent: Village Manager
(Population: 32,000)
Client: Village of Park Forest Recruibnent: Chief of Police
(Population: 26,000)
Client: City of Park Ridge Recruibnent: City Manager (2)
(Population: 37,000) Director of Public Safety (2)
Director of Community
Preservation (2)
Client: Parkside Human Services Recruibnent: President/CEO
Corporation - Park Ridge Director of Older Adult
Services
Group Practice Manager
Client: City of Peoria Recruibnent: City Manager
(Population: 117,000) Fire Chief
Client: Village of Plainfield Recruibnent: Village Administrator
(Population: 7,700)
Client: City of Prospect Heights Recruibnent: City Administrator
(Population: 13,000) Chief of Police
Client: City of Rock Island Recruibnent: City Manager
(Population 41,000)
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 8
City of Rolling Meadows
(Population: 21,000)
Village of Romeoville
(Population: 14,000)
Village of Schaumburg
(Population: 57,000)
Recruibnent: City Manager (2)
Chief of Police
Finance Director
Fire Chief
Director of Public Works
Recruibnent: Director of Finance
Recruibnent: Village Manager
.~;Village'ofSkokie ParkDistrict~Recruibnent: Executive Director
(Population: 59,000)
South Chicago Community
Hospital
Village of South Elgin
(Population: 6,000)
South Suburban Mayors' and
Managers' Conference
City of Sterling
(Population: 15,000)
Village of Streamwood
(Population: 29,495)
Township Officials of Illinois
Uhlich Children's Home
Chicago
Union League Club
of Chicago
Village of University Park
(Population: 6,000)
Village of Vernon Hills
(Population: 11,000)
City of Waukegan
(Population: 70,000)
Village of West Dundee
(Population: 3,000)
Recruibnent: Director of Marketing
Recruibnent: Village Administrator
Recruibnent: Executive Director
Recruibnent: City Manager (3)
Recruibnent: Village Manager (2)
Fire Chief
Recruibnent: Executive Director
Recruibnent: Executive Director
Recruibnent: Director of Membership
Services
Recruibnent: Village Manager (2)
Recruibnent: Village Coordinator
Building Commissioner
Recruibnent: City Engineer
Assistant City Engineer
Water Superintendent
Recruibnent: Director of Public Works
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 9
Village of Western Springs
(Population: 12,600)
Village of Wesbnont
(Population: 21,000)
Village of Wheeling
(Population: 25,000)
Village of Willowbrook
(Population: 6,000)
Village of Winfield
(Population: 7,000)
Village of Winnetka
(Population: 12,000)
City of Wood Dale
(Population: 11,000)
Village of Woodridge
(Population: 24,000)
City of Woodstock
(Population: 12,000)
City of Ames
(Population: 45,000)
City of Ankeny
(Population: 16,000)
City of Council Bluffs
(Population: 56,900)
City of Iowa City
(Population: 56,000)
Recruibnent: Village Manager
Recruibnent: Public Works Superintendent
Recruitment: Village Manager
Recruitment: Chief of Police (2)
Recruitment: Village Manager
Recruitment: Village Manager
Director of Electric
Utilities (2)
Fire Chief
Recruitment: City Manager (2)
Assistant City Manager
Fire Chief
Recruitment: Village Manager
Recruitment: City Manager
Director of Public Works
IOWA
Recruitment: City Manager
Recruitment: City Manager
Fire Administrator
Recruitment: City Manager
Director of Public Safety
Director of Parks and
Recreation
Coordinator, Community Development
and Planning
Recruitment: City Manager
Director of Public Works
City Engineer
Director of Finance
Code Enforcement Official
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 10
City of Muscatine
(Population: 24,000)
Recruibnent: City Engineer
City of Sioux City
(Population: 81,0(0)
Recruibnent: City Manager
Director of Convention and
Visitors' Bureau
City of Urbandale
(Population: 23,500)
Recruibnent: City Administrator
Director of Engineering/Public Works
City of West Des Moines
(Population: 31,650)
Recruibnent: Director of Community
Development
KANSAS
City of Emporia
(Population: 27,000)
Recruibnent: City Manager
City of Manhattan
(Population: 42,000)
Recruibnent: City Manager
City of Olathe
(Population: 46,000)
Recruibnent: Director of Community
Development
Sedgwick County
(Population: 283,000)
Recruibnent: Director of Mental Health
Fire Chief
Director of Human Resources
Coliseum Director
State of Kansas
Topeka
Recruibnent: President, Kansas, Inc.
City of Wichita -
Sedgwick County
(Population: 283,000)
Recruibnent: Director of Planning
City of Wichita
(Population: 283,000)
Recruibnent: City Manager
City of Winfield
(Population: 12,000)
Recruibnent: City Manager (2)
LOUISIANA
City of Shreveport
(Population: 219,000)
Recruibnent: Director of Airports
Chief of Police
Director of Public Works
Fire Chief
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 11
MAINE
City of Bangor
(Population: 32,000)
Kennebec Water District
City of Waterville
(Population: 16,000)
Recruibnent: City Manager
Airport Manager
Recruibnent: Superintendent/Water Treatment
Recruibnent: City Administrator
MARYLAND
Montgomery County Planning
Board
(Population: 810,000)
Montgomery County Housing
Opportunities Commission
(Population: 810,000)
Prince George's County
(Population: 665,000)
City of Rockville
(Population: 47,000)
Recruibnent: Director of Park and Planning
Recruibnent: Executive Director
Recruibnent: Chief Administrative
Officer
Recruibnent: City Manager
MASSACHUSETTS
Town of Ashburnham
(Population: 4,000)
City of Chelsea
(Population: 47,000)
Town of Plymouth
(Population: 48,000)
City of Worcester
(Population: 159,000)
Recruibnent: Town Administrator (CAO)
Recruibnent: City Manager
Recruibnent: Town Manager
Recruibnent: City Manager
MICHIGAN
City of Ann Arbor
(Population: 107,000)
Recruibnent: Chief of Police
Director of Human Resources
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 12
City of Benton Harbor
(Population: 12,800)
City of Brighton
(Population: 4,000)
Central Dispatch Authority
of Lower Michigan
Downtown Kalamazoo, Inc.
City of East Lansing
(Population: 46,000)
City of Grand Haven
(Population: 11,000)
City of Grand Rapids
(Population: 183,000)
City of Marquette
(Population: 22,000)
Meridian Charter Township
(Population: 30,160)
City of Muskegon
(Population: 39,000)
City of Niles
(Population: 12,000)
County of Oakland
(Population: 1,000,000)
City of Owosso
(Population: 15,000)
City of Riverview
(Population: 14,000)
City of Saginaw
(Population: 78,000)
City of Southfield
(Population: 75,000)
City of Sterling Heights
(Population: 109,000)
Recruitment: City Manager (2)
Recruitment: City Manager (2)
Recruitment: Executive Director
Recruitment: Executive Director/CEO
Recruitment: City Manager (2)
Director of Public Works
Recruitment: City Manager
Deputy Chief of Police
Recruitment: Director of Personnel
Recruitment: City Manager
Recruitment: Township Superintendent
Recruitment: City Manager
Executive Director,
911 Conununication Center
Recruitment: City Manager
Recruitment: Director of Solid Waste
Management
Recruitment: City Manager
Recruitment: Director of Solid Waste
Recruitment: City Manager (2)
Director of Economic
Development
Recruitment: City Administrator
Assistant City Administrator
Recruitment: City Manager
CLIENT LIST - THE PAR GROUP
Page 13
Client:
City of Sturgis
(Population: 10,000)
Client:
City of Troy
(Population: 80,000)
Client:
County of Washtenaw
(Population: 280,000)
Client:
City of Wyoming
(Population: 68,300)
Recruitment: Chief of Police
Recruiment: City Manager
Recruitment: County Administrator
Health Officer
Director of Community Mental Health
Recruitment: City Manager
MINNESOTA
Client: City of Brooklyn Park
(Population: 45,000)
Client: City of Burnsville
(Population: 36,000)
Client: City of Coon Rapids
(Population: 40,910)
Client: City of Fridley
(Population: 30,000)
Client: City of Hibbing
(Population: 18,000)
Client: City of Hopkins
(Population: 14,000)
Client: City of Minnetonka
(Population: 39,000)
Client: City of Moorhead
(Population: 29,000)
Client:
City of Jackson
(Population: 208,810)
Client:
City of Ferguson
(Population: 24,000)
Recruitment: City Manager
Recruitment: City Manager
Recruitment: City Manager (3)
Fire Chief
Recruitment: City Manager
Recruitment: City Administrator
Recruitment: City Manager
Recruitment: City Manager
Chief of Police
Recruitment: City Manager (2)
MISSISSIPPI
Recruitment: Chief of Police
MISSOURI
Recruitment: City Manager (3)
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST -TIlE PAR GROUP
Page 14
City of Independence
(Population: 112,000)
City of Joplin
(Population: 41,000)
City of Kansas City
(Population: 435,000)
City of Lee's Summit
(Population: 46,400)
State of Missouri
City of Billings
(Population: 69,000)
City of Grand Island
(Population: 39,000)
City of Hastings
(Population: 23,000)
City of Boulder City
(Population: 12,000)
Town of Plainsboro
(Population: 11,000)
Recruitment: City Manager
Recruitment: Fire Chief Assessment Center
Recruitment: Assistant City Manager (2)
Director of Personnel
Environmental Services Manager
Budget and Systems Officer
Director of Codes Administration
City Attorney
Director of Convention and Entertainment
Centers
Recruitment: City Administrator
Recruitment: Executive Director,
MaSERS (Missouri State
Employee Retirement System)
MONTANA
Recruitment: City Manager
NEBRASKA
Recruitment: City Administrator
Recruitment: City Administrator
NEVADA
Recruitment: City Manager (2)
NEW JERSEY
Recruitment: Town Administrator
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 15
NEW MEXICO
City of Albuquerque
(Population: 366,000)
Recruitment: Assistant City Engineer-Hydrologist
Design Engineer-Municipal Development
Department (3)
Design Engineer-Water Resources
Department
NEW YORK
City of Auburn
(population: 32,000)
Recruitment: City Manager
City of New Rochelle
(Population: 67,000)
Recruitment: City Manager
NORTH CAROLINA
Mecklenburg County
(Population: 441,000)
Recruitment: County Manager
Deputy County Manager (2)
Director of Social Services
Mecklenburg County -
City of Charlotte
Planning Commission
(Population: 441,000)
Recruitment: Executive Director
OIDO
Akron Regional Development Recruitment: President
Board
City of Cincinnati Recruitment: City Manager
(Population: 385,000)
Cleveland Society for the Blind Recruitment: Executive Director
City of Dayton
(Population: 194,000)
Recruitment: City Manager (2)
City of Delaware
(Population: 19,000)
Recruitment: City Manager
City of East Cleveland
(Population: 36,000)
Recruitment: Director of Finance
City of Kent
(Population: 27,000)
Recritment: Director of Finance
Client:
Client:
Client:
Client:
Cli en t:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
City of Oberlin
(Population: 8,000)
City of Shaker Heights
(Population: 31,000)
City of Vandalia
(Population: 14,000)
City of Worthington
(Population: 18,000)
Page 16
Recruitment: Electric Utility Director
Recruitment: Recreation Director
Fire Chief
Recruitment: City Manager
Recruitment: City Manager
OKLAHOMA
City of Bartlesville
(Population: 35,000)
City of Enid
(Population: 52,000)
OREGON
City of Beaverton
(Population: 33,000)
Columbia Regional Council
of Govenunents (now Metro-
politan Service District,
Portland)
City of Eugene
(Population: 101,000)
Recruitment: City Manager (2)
Recruitment: City Manager
Recruitment: City Manager
Recruitment: Executive Director
Recruitment: City Manager
Chief of Police
PENNSYL VANIA
Township of Derry
(Population: 18,400)
Recruitment: Township Manager
RHODE ISLAND
City of Newport
(Population: 28,000)
Providence Convention Center
Recruitment: City Manager
Recruitment: Convention Center
Executive Director/CEO
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - TIlE PAR GROUP
Page 17
SOUTH CAROLINA
County of Charleston
(Population: 286,000)
City of Columbia
(Population: 93,000)
City of Myrtle Beach
(Population: 27,000)
Recruitment: County Administrator
Recruitment: City Manager
Recruitment: City Manager
SOUTH.DAKOTA
City of Yankton
(Population: 12,000)
Recruitment: City Manager
TENNESSEE
Metropolitan Development
and Housing Agency,
Nashville
City of Abilene
(Population: 108,000)
City of Arlington
(Population: 213,000)
City of Austin
(Population: 397,000)
City of Dallas
(Population: 974,000)
Dallas Area Rapid Transit
(DART)
Dallas Housing Authority
(Population: 974,000)
City of Denton
(Population: 48,000)
Recruitment: Deputy Executive Director
TEXAS
Recruitment: Director of Public Works
Fire Chief
Recruitment: City Manager
Recruitment: City Manager
Recruitment: City Manager
Assistant City Manager
Director of Planning
Recruitment: Executive Director
Director of Finance
Recruitment: Executive Director
Recruitment: City Manager
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 18
City of El Paso
(Population: 600,000)
City of Fort Worth
(Population: 414,000)
City of Garland
(Population: 160,000)
City of Grapevine
(Population: 28,000)
City of Hurst
(Population: 34,000)
City of Lubbock
(Population: 178,000)
City of Orange
(Population: 24,000)
Southeast Texas Housing
Finance Corporation,
Pasadena
City of Wichita Falls
(Population: 98,000)
City of Alexandria
(Population: 107,000)
Recruitment: Director of Parks and Recreation
Recruitment: City Manager (2)
Executive Director,
Human Relations
Commission
Recruitment: City Manager
Recruitment: City Manager
Recruitment: Chief of Police
Recruitment: Assistant City Manager
Recruitment: City Manager
Recruitment: Executive Director
Recruitment: City Manager
Director of Parks and
Recreation
Director of Public Works
Fire Chief
VIRGINIA
Recruitment: City Manager
Director of Personnel
CLIENT LIST - THE PAR GROUP
Page 19
Client: Arlington County Recruibnent: Director of Public Works
(Population: 168,000) Director of Environmental
Services (3)
Corrections Administrator
Deputy Director of
Public Works (2)
Special Assistant to the
County Manager for EEO
and Human Rights
Director of Parks, Recreation
and Community Resources
Director of Planning
Director of Housing Programs
Solid Waste Division Chief
Director of Mental Health
Traffic Engineering Division Chief
Fire Chief
Director, Community Planning, Housing,
and Development
Director of Libraries
Client: City of Charlottesville Recruibnent: Chief of Police
(Population: 40,000) Assistant City Manager/Director of
Parks and Recreation
Client: City of Petersburg Recruibnent: Chief of Police
(Population: 38,000) City Manager
Client: Metropolitan Richmond Recruibnent: Executive Director/CEO
Convention, Visitors' and
Tourism Bureau, Richmond
Client: City of Richmond Recruibnent: City Manager
(Population: 219,000) Director of Planning
Client: Richmond Renaissance, Inc., Recruibnent: Executive Director/CEO
Richmond
Client: City of Staunton Recruibnent: City Manager
(Population: 24,500)
WASHINGTON
Client:
City of Vancouver
(Population: 44,000)
Recruibnent: City Manager (2)
CLIENT LIST - THE PAR GROUP
Page 20
WISCONSIN
Client: Village of Chenequa
(Population: 600)
Client: City of Eau Claire
(Population: 53,000)
Client: City of Fond du Lac
(Population: 35,000)
Client: Village of Greendale
(Population: 16,000)
Client: City ofJanesville
(Population: 51,000)
Client: City of Madison
(Population: 170,000)
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Town of Mt. Pleasant
(Population: 20,000)
North Shore Fire District
North Shore Water
Commission
City of South Milwaukee
(Population: 21,000)
City of Superior
(Population: 29,500)
City of Wauwatosa
(Population: 51,000)
Village of Whitefish Bay
(Population 14,000)
Recruibnent: Chief of Police/Village Administrator
Recruibnent: City Manager (2)
Recruibnent: City Manager
Recruibnent: Village Manager
Recruibnent: Director of Planning
Recruibnent: City Assessor
Director of Public Works
Director of Data Processing
Recruibnent: Town Administrator
Recruibnent: Fire Chief
Recruibnent: Manager
Recruibnent: City Manager
Recruibnent: Chief of Police
Recruibnent: City Administrator
Fire Chief (2)
Chief of Police
Recruibnent: Village Manager
Village Engineer /Director of
Public Works
WYOMING
City of Green River
(Population: 13,000)
Recruibnent: City Administrator
~
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
Client:
CLIENT LIST - THE PAR GROUP
Page 21
INTERNA TIONALlNA TIONAL
American Public Works
Association (APW A)
Kansas City, Missouri
The Appraisal Institute
Chicago, Illinois
Commonwealth Utilities
Corporation
Saipan,. Marianas Islands
GovernmentFinance Officers.
Association (GFOA)
Chicago, Illinois
International Association
of Assessing Officers (IAAO)
Chicago, Illinois
International Institute of
Municipal Clerks (IIMC)
Pasadena, California
Kosrae Utilities Authority
Kosrae, Micronesia
National Association of
Counties (NACo)
Washington, D.C.
National Association of
Housing and Redevelopment
Officials, (NAHRO)
Washington, D.C.
National League of Cities
(NLC), Washington, D.C.
Public Technology, Inc.
(PTI), Washington, D.C.
Republic of the Marshall
Islands, Majuro Atoll Local
Government
Recruitment: Executive Director
Recruitment: Executive Vice President
Recruitment: Comptroller
Data Systems Administrator
Recruitment: . Director of Research
Recruitment: Executive Director
Recruitment: Executive Director
Recruitment: General Manager
Recruitment: Executive Director
Recruitment: Executive Director
Recruitment: Executive Director
Recruitment: President
Recruitment: City Manager
II
Hartford
THE PAR GROUP Local Government
Paul A. Reaume, Ltd. Specialists
Public Serving a National
Management Consultants Clientele
Executive Search & Staff Recruitment
Management/Operations Analysis
Personnel/Compensation Systems
Strategic Planning
CHICAGO
100 N. Waukegan Road, Suite 200
Lake Bluff, IL 60044 - 1694
TEL (847) 234-0005
FAX (847) 234-8309
Los Angeles
Assisting in the Achievement of Excellence in the Public Service since 1972
WIE'IRIE KNOWN lEY 1fIHIIE CJL][IEN1f~ WIE ~IEIRWIEf
Local Government and Related Organizations Our Consultants Have Assisted in Both
Executive Search and in Management Studies and Related Consulting Services
Abilene, Texas
Abingdon, Virginia
Acme Improvement District,
Wellington, Florida
Akron Regional Development
Board, Ohio
Alabama Law Enforcement
Planning Agency
Alachua County, Florida
Albuquerque, New Mexico
Alexandria, Virginia
Alpena County, Michigan
American Public Works
Association
Ames, Iowa
Ankeny, Iowa
Ann Arbor, Michigan
Arlington, Texas
Arlington County, Virginia
Arvada, Colorado
Ashburnham, Massachusetts
Atlantic City, New Jersey
Auburn, New York
Aurora, Colorado
Aurora, Illinois
Austin, Texas
Bangor, Maine
Barrington, Illinois
Bartlesville, Oklahoma
Batavia, Illinois
Beaverton, Oregon
Bella Vista, Arkansas
Beloit, Wisconsin
Bensenville, Illinois
Benton Harbor, Michigan
Berea, Ohio
Billings, Montana
Bismarck, North Dakota
Bloomfield, Connecticu t
Bloomingdale, Illinois
Bloomington, Illinois
Bolingbrook, Illinois
Boone County, Kentucky
Boulder, Colorado
Boulder City, Nevada
Bowling Green, Kentucky
Boys & Girls Clubs or
Northwest Indiana
Branson, Missouri
Bremerton, Washington
Brighton, Michigan
Bristol, Rhode Island
Broadview, Illinois
Brooklyn Park, Minnesota
Brunswick, Ohio
Burnsville, Minnesota
Burrillville, Rhode Island
Capitol Area Planning
Council, Texas
Capitol Region Council u[
Goverlunents, Connecticut
Carbundale, Illinois
Carlinville, Illinois Schouls
Carol Stream, Illinois
Central-dispatch Authority uf
Lower Michigan
Central ITlinois Municipal
Employees
Central Lake County, lTlinois
Joint Actiun Water Agency
Champaign, Illinois
Champaign County, Illinois
Champaignl Sanganlon, and
McLean Counties, Illinuis
Charleston County, Suuth
Carolina
Charlotte /Mecklenburg
Countv, North Clfoli~la
Charlott~sville, Virginia
Chelsca, Massachusetts
Chencqua, Viisconsin
Chicego City Colleges, Illinois
Chicago Fire Department
Chicago Metropolitan Sanitary
District, Illinois
Cicero, Illinois
Cincinnati, Ohio
Clarke County, Georgia
Clayton, Missouri
Cleveland, Ohio Society for
the Blind .
Colorado Springs, Colorado
Columbia, Missouri
Columbia. South Carolina
Colulnbia Regional Council of
GOyernnlents, Oregon
Columbus, Nebraska
Commonwealth Utilities
Corporationl Saip(ln! \-fllrlan,'!
Islands
Concord, 0Jew Hampshire
Conejo, California
Coon Rapids, l\'linnesota
Coral Springs, Florida
Corpus Christi, Texas
Cottage Grove, Minnesota
Council Bluffs, Iowa
Country Club Hills, Illinois
Countr\'side, Illinois
Cove Communities, California
Crestwood, ivIissouri
Cunningham Children's Home,
Illinois
Dallas, Texas
Dallas Area Rapid Transit
Dallas Housing Authority, Texas
Dania, Florida
Dayton, Ohio
Dearborn. Michigan
Decatur, lllinois
DeerEield, Illinois
Delaware, Ohio
Del ray Beach, Florida
Denton, Texi1s
Derry, New Hampshire
TO\'\-'llSllipl Pennsylvania
Des l'vlissouri
Downers Grovel Illinois
DO'Nntu\Yl1 Kalclll1aZoo/ Inc./
KaLllnllzool J'vlichiglll1
DuPc1ge Cuunty, Illinois
Duquesne Uni\'ersif'YI Pcnns.vlvania
East Cleveland, Ohio
East Hazel Crest, Illinois
fas t Lansins; wiichigan
Eau Claire, \'Visconsin
Ecm Claire, County, 'Wisconsin
E1 FJso: Texas .'
Elp'" Illinois
Elmliurst, Illinois
K2Ulsas
Colorado
Oklahoma
Eug-enel Oregon
E\'(ll1StOllr Illinois
P"rk. lllinois
Springs! 1-tissouri
Fairvie\\' Heights, lllinoi,
Fallsburg, New York
Faribault, Minnesota
Farnlington I-hIls, .t\!fichigan
Fayetteville, Arkansas
Fergllson( 1'vHssouri
Flat T\..ock( Michigan
Flossllloor; Illinois
Fortd du LC1CI Wisconsin
Forest Park, Illinois
Fori Collins. Colorado
Forl Dodger Iowa
Fort Worth, Texas
Found,ltiol1 fur I-hunan Ecology,
Park Ridge, Illinois
Fox Point! 'Visconsin
Franklin Park, 11Iinois
FrenlCHlt; ~[ebra5k(l
Fridlev; rvhnnesota
Gainesville, Florida
Gallup, New Mexico
Garden City, Michigan
CarL:llld, Texas
Gilford, Nc"v Hampshire
Glen Ellyn, Illinois
Glencoe, Illinois
Glendale Heights, Illinois
Glenview, Illinois
Government Finance Officers
Association
Govenunent of Jall1aica
Grand Forks, North Dakota
Grand Havenr NIichigan
Grand Island, Nebraska
Grand Rapids, Michigan
Grapevine, Texas
Grayslake, Illinois
Greeley, Colorado
Green River, Wyoming
Greendale, Wisconsin
Greenwood Village, Colorado
Groton, Connecticut
Gurnee, Illinois
Halifaxr Massachusetts
Hilnnibal, Missouri
Hanover Park, Illinois
Hartford, Connecticut
Hastings, Nebraska
Hazel Crest, Illinois
Health Care Associates, Park
I~id ge, Illinois
Hibbing, Minnesota
Highland Park, Illinois
Hillsborough County, Florida
Hillside, Illinois
Hinsdale, Illinois
Hoffman Estates, Illinois
Holland, Michigan
Hollywood, Florida
Homewood, Illinois
Homewood-Flossmoor Park
District, Illinois
Hopkins, Minnesota
Hurst, Texas
Illinois Association or School
Boards
Illinois City Management
Association
Independence, Missouri
Independence TmNnship,
Michigan
Indianapolis International
Airport, Indiana
Inten1dtional Association of
Assessing Officers
International Institute o[
Municipal Clerks
Inver Grove l-Ieights, i\1innesota
Iowa City, Iowa
Jackson, Mississippi
Jacksonville, Florida
Jamestown, North Dakota
Janesville, vVisconsin
Jefferson County, Alabama
Joliet, Illinois
Joplin, Missouri
J.U.L.LE. (Joint Utilities Locating
Information for Excavators),
Illinois
Jupiter, Florida
Kalamazoo, Michigan
Kansas, Inc.
Kansas City, Missouri
Kennebec, Maine Water
District
Kent, Ohio
Kent County, Michigan
Kirkwood, Missouri
Kosrae Utilities Authority,
Micronesia
La Crosse County, Wisconsin
La Grange, Illinois
La Grange Park, Illinois
La Grange Park School District,
Illinois
Laconia, New Hampshire
Lake Bluff, Illinois
Lake County, Illinois
Lake Forest, Illinois
Lake Zurich, Illinois
Lakewood, Colorado
Lee's Summit, Missouri
Liberty, Missouri
Libertyville, Illinois
Lincolnshire, Illinois
Lindenhurst, Illinois
Lisle, Illinois
Little Rock, Arkansas
Logan, Utah
Lombard, Illinois
Lubbock, Texas
Luthern General Health Care
System, Park Ridge, Illinois
Lyons Township, Illinois
Macon County, Illinois
Madison, Wisconsin
Madison Heights, Michigan
Majuro Atoll Local
Government, Republic of the
Marshall Islands
Manchester, Connecticut
Manchester, Missouri
Manhattan, Kansas
Mankato Regional Planning
Commission, Minnesota
Maple Heights, Ohio
Maplewood, Minnesota
Marquette, Michigan
Martin County, Texas
Matteson, Illinois
Maywood, Illinois
Meadville, Pennsylvania
Mecklenburg County, North
Carolina
Mehlville Fire Protection
District, Missouri
Menasha, Wisconsin
Menasha Utilities, Wisconsin
Mentor, Ohio
Meriden, Connecticut
Meridian Charter Township,
Michigan
Metropolitan Computer-Aided
Dispatch, Champaign,
Illinois
Metropolitan Development and
Housing Agency, Nashville,
Tennessee
Metropolitan Richmond
Convention, Visitors' and
Tourism Bureau, Virginia
Milwaukee, Wisconsin
Minnetonka, Minnesota
Minot, North Dakota
Mokena, Illlinois
Moline, Illinois
Montgomery County,Maryland
Montgomery County Housing
Opportunities Commission,
Maryland
Montgomery County Planning
Board, Maryland
Moorhead, Minnesota
Mt. Pleasant, Wisconsin
Mt. Prospect, Illinois
Muncie Public Library, Indiana
Munster, Indiana
Muscatine, Iowa
Muskegon, Michigan
Myrtle Beach, South Carolina
Naperville, Illinois
Naperville Park District, Illinois
National Association of Counties
National Association of Housing
and Redevelopment Officials
National League of Cities
New England Municipal Center
New Haven, Connecticut
New Orleans, Louisiana
New Rochelle, New York
New Town, Ohio
New Trier High School, Illinois
New Ulm, Minnesota
Newington, Connecticut
Newport, Rhode Island
Niagara Falls, New York
Niles, Illinois
Niles, Michigan
Norfolk, Nebraska
North Adams, Massachusetts
North Charleston, South
Carolina
North Haven, Connecticut
North Kansas City, Missouri
North Shore Fire District,
Wisconsin
North Shore Sanitary District,
Illinois
North Shore Water Commission,
Wisconsin
North York Regional Police,
Pennsylvania
Northbrook, Illinois
Northeastern Illinois Planning
Commission
N orthfield, Illinois
Northwest Municipal Dispatch
Center, Illinois
Novi, Michigan
Oak Brook, Illinois
Oak Lawn, Illinois
Oak Park, Illinois
Oak Park, Michigan
Oakdale, Minnesota
Oakland County, Michigan
Oberlin, Ohio
Olathe, Kansas
Orange, Texas
Orland Park, Illinois
Orleans, Massachusetts
Oskaloosa, Iowa
Owosso, Michigan
Painesville, Ohio
Pala tine, Illinois
Paradise Valley, Arizona
Park Forest, Illinois
Park Ridge, Illinois
Parkside Human Services
Corporation, Park Ridge,
Illinois
Peoria, Illinois
Petersburg, Virginia
Petoskey, Michigan
Piqua, Ohio
Plainfield, Illinois
Plainsboro, New Jersey
PIano, Texas
Plattsburgh, New York
Plymouth, Massachusetts
Polk County, Florida
Powell, Ohio
President's Commission on Law
Enforcement and
Administration of Justice
Prince George's County,
Maryland
Prospect Heights, Illinois
Providence Convention Center,
Rhode Island
Proviso Township, Illinois
Public Technology, Inc.
Reading, Pennsylvania
Region II Planning Commission,
Jackson, Michigan
Rhode Island Commission on
Criminal Justice
Richmond, Virginia
Richmond Renaissance, Inc.,
Virginia
Richton Park, Illinois
Ridgewood, New Jersey
River Trails School District,
Illinois
Riverside, Illinois
Riverview, Michigan
Rock Island, Illinois
Rockville, Maryland
I~ocky Hill, Connecticut
Rolling Meadows, Illinois
Romeoville, Illinois
Roselle, Illlinois
Rosemont, Tllinois
Saginaw, Micbigan
Saginaw Housing Commission,
Michigan
San Jose, California
Santa Ana, California
Saukville, Wisconsin
Schaumburg, Illinois
Seattle, Washington
Sedgwick County, Kansas
Shaker Heights, Ohio
Sheldon, Iowa
Shorewood, Wisconsin
Shreveport, Louisiana
Sioux City, Iowa
Skokie, Illinois
South Chicago Community
Hospital, Illinois
South Elgin, Illinois
South Milwaukee, Wisconsin
South St. Paul, Minnesota
South Suburban Mayors' and
Managers' Conference, Illinois
South Windsor, Connecticut
Southeast Texas Housing
Finance Corporation
Southfield, Michigan
Southgate-Wilder, Kentucky
Southwick, Massachusetts
Springfield, Ohio
St. Cloud, Minnesota
St. Francis, Wisconsin
St. Louis Park, Minnesota
St. Mary's County, Maryland
St. Peters, Missouri
St. Petersburg, Florida
State of Delaware
State of Indiana
State of Iowa
State of Kansas
State of Missouri
State of Pennsylvania
Staunton, Virginia
Sterling, Illinois
Sterling Heights, Michigan
Stonington, Connecticllt
Stream wood, Illinois
Sturgis, Michigan
Superior, Wisconsin
The Appraisal Institute
Thornton, Colorado
Tinley Park, Illinois
Town and Country, Missouri
Township Officials of Illinois
Traverse City, Michigan
Trotwood, Ohio
Troy, Michigan
Troy, New York
Twin Cities Metro Council,
Minnesota
Uhlich Children's Home, Illinois
Union League Club, Chicago,
Illinois
University City, Missouri
University of Missouri at St. Louis
University Park, Illinois
Urbandale, Iowa
Vancouver, Washington
Vandalia, Ohio
Vernon, Connecticut
Vernon Hills, Illinois
Villa Park, Illinois
Virginia, Minnesota
Walled Lake, Michigan
Warrenville, Illinois
Washington, Illinois
Washington County, Oregon
Washtenaw County, Michigan
Watc~rville, Maine
Waukegan, Illinois
Wauwatosa, Wisconsin
West Allis, Wisconsin
West Bend, Wisconsin
West Coast Regional Water
Supply Authority, Florida
West Des Moines, Iowa
West Dundee, Illinois
West Hartford, Connecticut
West Haven, Connecticut
Western Springs, Illinois
Westminster, Colorado
Westmont, Illinois
Westport, Connecticut
Wethersfield, Connecticut
Wheaton, Illinois
Wheeling, Illinois
Whitefish Bay, Wisconsin
Wichita, Kansas
Wichita Falls, Texas
Willowbrook, Illinois
Wilmette, Illinois
Winfield, Illinois
Winfield, Kansas
Winnetka, Illinois
Winter Park, Colorado
Winthrop Harbor, Illinois
Wisconsin Council on Criminal
Justice
Wood Dale, Illinois
Woodridge, Illinois
Woodstock, Illinois
Worcester, Massachusetts
Worthington, Ohio
Wyoming, Michigan
Yankton, South Dakota
Ypsilanti, Michigan Community
Utilities Authority
AMIEIRlICA'S MOS7f IEKIPIEIRlIIENCIED CONSlJJIlL7fAN7fS ]FOIR !GOWIEIRNMIEN7f
rrl
THE PAR GROUP
Paul A. Reaume, Ltd.
Public
Management Consultants
Dayton City Commission
Michael R. Turner
Anthony Capizzi
Richard A. Zimmer
ldotha Bootsie Neal
Dean A. Lovelace
RECRUITMENT PROFILE
CITY MANAGER
CITY OF DAYTON, OHIO
This Recruitment Profile outlines factors of qualification and experience identified as necessary and desirable for
Candidates for the City Manager position to possess. The Profile was prepared following discussion with the Mayor,
City Commissioners, City Staff, community neighborhood, business, and institutional leadership, as well as review
of written materials relevant to the City of Dayton and the City Manager's position.
Importantly, this Profile will be used as a primary guide in the recruitment process, providing specific criteria by
which applications will be screened and individuals selected for interview and appointment consideration.
All inquiries relating to the recruitment and selection process for the City Manager position are to be directed to the
attention of the Consultant working with the City of Dayton.
The PAR Group
Paul A. Reaume, Ltd.
100 N. Waukegan Road, Suite 200
Lake Bluff, IL 60044-1694
TEL: 847/234-0005
FAX: 847/234-8309
COMMUNITY BACKGROUND
The City of Dayton was incorporated in 1805 after being
settled a decade earlier. Its early history was marked by
slow but steady growth as Dayton established itself as an
industrialleaderin the Midwest, with some of the nation's
leading manufacturing firms choosing the City as the
location of their corporate headquarters and manufac-
turing operations.
Dayton has long had a reputation of a community whose
citizens take an active, participatory role in addressing
community problems. When a major flood devastated a
portion of the community in 1913, a group of citizens
spearheaded a fundraising drive to establish the country's
first comprehensive flood control project. Today
Daytonians have joined together to successfully counter
the effects of economic recession by establishing the
Community as an attractive, inexpensive location for
new technologies, as well as the growth of existing
concerns. A number of Fortune 1000 corporations have
offices in Dayton.
Dayton's 182,000 residents live in neighborhoods that
have been in the past and will continue to be an impor-
tant part of the community. There is a rich diversity in
architectural styles and housing opportunities. Neigh-
borhood preservation and governance have long been of
critical importance to community leaders, as evidenced
by the seven unique and strongly institutionalized
Neighborhood Priority Boards which serve as an im-
portant communication link between the City govern-
ment and the citizens of Dayton.
Dayton was home to the Wright brothers, and today it is
known as the "Birthplace of Aviation." A viationcontinues
to be an important part of the community: Wright
Patterson Air Force Base is located in the Dayton region,
as well as the Air Force Museum, which is the largest and
oldest aviation museum in the world. The City owns and
operates two airports located in the region, including
Dayton International Airport, which provides conve-
nient air transportation to points across the country.
Dayton and the Dayton area is the home of the Univer-
sity of Dayton, Sinclair Community College, Wilberforce
University, Central State University, Wright State Uni-
versity, and other institutions of higher education. The
City boasts several outstanding hospital and medical
facilities, and there are religious institutions in the
community to meet the spiritual needs of every major
denomination.
Performing arts activities add to the City's cultural life.
The Dayton Philharmonic, Dayton Opera, Dayton Con-
temporary Dance Company, and Dayton Ballet offer
performances, and the Dayton Art Institute is considered
one of the finest in the Midwest.
Over 50 parks, six golf courses, swimming pools, and
other recreational facilities are located within the City's
56 square mile area.
The City has earned a national reputation for its com-
mitment to capital improvements and neighborhood
renovation projects. The seven Neighborhood Priority
Boards playa critical role in suggesting improvements
and providing input to City officials on neighborhood
concerns. In recent years there has been new development
and rehabilitation in several areas of the City.
CITY GOVERNMENT
Dayton was the nation's first large City to adopt the
Commission-Manager form of government. Thirteen
individuals have held the Manager's post since 1914. The
City Manager is appointed for an indefinite term by the
City Commission, which consists of the Mayor and four
Commissioners-all elected at large on a non-partisan
basis for four-year overlapping terms.
An additional and integral part of the Dayton City
government structure are the seven Neighborhood Pri-
ority Boards. These Boards are currently celebrating
their 25th anniversary. Over 200 citizens are elected to
these Boards by their neighbors. Each of the Neighbor-
hood Priority Boards has offices in the neighborhood
which are staffed by at least three City employees. A
Citizens Financial Task Force consisting of over 20 Prior-
ity Board members works with the City Manager and
Department Heads to develop and review the annual
City budget before it is presented to the Mayor and City
Commission.
The estimated 1996 City Budget, totalling $600 million
(including $102 million for capital improvements) finances
a large scope of municipal services and programs. In addi-
tion to the "traditional" municipal services, the City of
Dayton operates two airports, a convention center, a mu-
nicipal court system, and a number of recreational facilities,
including six golf courses. The water and sewer utilities are
operated by the City, and municipal employees provide
refuse collection services. There are 3,000 full-time City
employees, a large number of which are members of
formally recognized collective bargaining units.
Clearly, the Mayor and City Commission have the re-
sponsibility to make municipal policy and to make final
judgments of what's best for the community. Similarly,
the City Manager's role is clear: to utilize the talents of an
able professional staff; interact broadly with citizen,
business, and other community groups; analyze the
needs and resources of the City and region; develop
creative options toward solution of urban problems and
opportunities; and provide continuity and support to
ensure political leaders success in serving the community.
The City Manager is, by Charter, the City's ChiefExecutive
and Administrative Officer. The Manager appoints the
directors of the City departments and also appoints and
removes, in accordance with civil service requirements,
all other appointed officers and employees of the City.
All appointed officials serve at the pleasure of the City
Manager.
CANDIDATE QUALIFICATION CRITERIA
The current and predictable issues, needs, and challenges
confronting the City of Dayton call for particular experi-
ence, skills and professional commitment on the part of
Candidates for the City Manager position. The following
factors of education, experience, management style, and
personal traits have been identified as ideal attributes for the
City Manager to possess in order to function effectively in
the position. The salary for the City Manager's position will
be negotiable, depending upon qualifications and experi-
ence; the current salary for the position is $122,000. Residency
in the City is required.
Education and Experience
Significant and successful public management experi-
ence in a mature, urban and central city municipality
with cultural, multi-ethnic, businessjindustrial/insti-
tutional mix similar to that of Dayton is considered
extremely important. Proven performance in progres-
sively broader responsibilities and a successful track
record of accomplishment in the direction of the various
management and operational activities of a full-service
municipality is required. The highest level of honesty
and integrity together with personal demeanor involv-
ing projection of credible and confident professional
presence is expected. Other important areas of desirable
background and experience include:
Achievement of a baccalaureate degree is required with
attainment of a graduate degree in public adminis-
tration or related field highly desirable.
Have background and experience as a City Manager,
Assistant City Manager, or senior Department Head
in a moderate-sized, urban municipal organization.
Have a record of continuing education for self and staff
in addition to formal education and training, taking
advantage of advanced management programs
which provide exposure to the latest technologies,
innovations, and new ideas.
Have successful experience working in a diverse racial,
multi-ethnic, socio-economic, and cultural commu-
nity with a City Commission which is particularly
sensitive to the different interests and expectations
of their constituents.
Have sufficient organizational and management expo-
sure and maturity to not be overwhelmed by a large,
established, ongoing, diverse municipal organization
and workforce engaged in a large variety and volume
of service-oriented activities and programs in behalf
of the community.
Have experience developing strategic planning prac-
tices which anticipate future opportunities, issues,
and concerns, assisting in development of annual
and longer-range plans and direction for the
community.
Have the experience and ability to work effectively with
the City Commission toward sorting through the
many demands and responsibilities of Dayton's
government, assisting in defining and prioritizing
such responsibilities, projects, and opportunities.
Have a demonstrated record of applying technology
systems and technology transfer to ensure effective
use of computer applications and related technology
by all appropriate activities of the City government.
Have broad knowledge of infrastructure issues and con-
cerns, with experience utilizing a formal process that
reviews capital improvement needs annually and
forecasts needs into the future.
Have knowledge of urban renewal practices relating to
preservation and improvement of older neighbor-
hoods and commlmity facilities.
Have experience in residential and commercial redevel-
opment, business retention, and economic develop-
ment outreach.
Have experience in both commercial and industrial
economic development activities, with emphasis on
job retention and expansion, involving direct
experience in representing the City's interests with
Chamber of Commerce leaders, corporate executives
and business owners, and educational and
institutional representatives.
Significant experience and sensitivity toward interact-
ing and contributing within a community of multi-
cultural, multi-ethnic, and socio-economic diversity
and a community used to a very high level of citizen
participation is essential.
Have experience in taking a leadership role in intergov-
ernmental relations working with appropriate local
and regional jurisdictions and agencies in a con-
structive and cooperative manner while represent-
ing City policies tactfully and firmly.
Have labor relations experience with a record of firm but
even-handed administration and respect toward all
participants, including personal exposure to both
negotiation and contract administration activities.
Possess a successful record of recruiting and retaining
qualified and competent personnel.
Have strong leadership skills and special capability in
the direction and utilization of organizational re-
sources and talent toward promoting and maintain-
ing high staff and employee morale, resulting in
delivery of City services in a productive and cost-
effective manner.
Have a demonstrated, successful record of achievement
with Equal Employment Opportunity and diversity
programs and activities, including experience in pro-
viding support to women and minority employees.
Possess experience dealing openly with news media
representatives on day-to-day matters, deferring
policy matters discussion to the Mayor and City
Commissioners.
Be skilled in public relations, being capable of openly
and honestly articulating the City's municipal policy
positions to the media and community groups and
organizations, following a policy of full disclosure in
public presentations.
Have demonstrated excellent oral and written commu-
nication skills and the ability and willingness to
communicate openly and in a straightforward
manner with the City Commission, Staff, employees,
and community; also, be a good listener, with a
sincere empathy and a desire to understand other
persons' points of view and concerns.
Have the experience, ability, and self-confidence to
interact successfully and positively in an open,
participatory climate, working effectively with
diverse interests and opinions represented by elected
officials, staff, business interests, citizen and
neighborhood groups, institutional, and
intergovernmental interests.
Management Style
Possess the ability to move quickly and confidently to
"take charge" and ensure municipal government
responsiveness to the City Commission and
community.
Assist the Mayor and City Commissioners in using their
talents and time in the best manner possible, including
individual and collective concerns.
Involve the City Commission early in major operational!
organizational studies and planning, and in policy
analysis and development, seeking Commission
input prior to recommending important or critical
policy decisions.
Stand firm in presenting and defending professional
convictions based on what is considered best for the
community overall, and then carry out and support
the ultimate direction of the City Commission.
Be accustomed to taking initiative, of providing vision
and leadership in relations with staff, and in assist-
ing the City Commission to identify, analyze, and
thoroughly address public policy questions.
Maintain a strong service-oriented, "customer relations"
approach by municipal employees, avoiding public
perceptions that "City Hall" is too bureaucratic and
over-regulatory.
Possess sensitivity and skills toward working with the
City Commission in the development and mainte-
nance of a strong, comprehensive, and continuing
public relations program which will strengthen a
positive image of City government.
Work toward creating a climate in which the City and
other community institutions, neighborhoods, citi-
zens, and special interest groups, and adjacent
governmental entities might "join together" in a
"partnership approach" to community and regional
problem solving.
Be willing to encourage and utilize outside resources
and expertise available throughout the community,
without feeling that the City Manager or Staff have
to have "all the answers."
Provide information to the Mayor and City
Commissioners on an equal basis, ensuring that the
very best, complete, and accurate information is
made available to all.
Keep the Mayor and City Commissioners informed of
major activities and operations of the municipal
organization, with particular sensitivity toward
keeping the Commission abreast of managerial
activities which have policy, neighborhood, or
community-wide exposure implications, with special
attention given toward avoiding "surprises."
Delegate broadly and provide wide latitude to
professional staff, while being personally
knowledgeable and accountable of municipal
activities and projects, and take a "hands-on"
management approach on matters of particular
importance and sensitivity.
Be an administrator who anticipates issues and needs
with foresight and sensitivity, broadly delegates
while retaining accountability, offers recognition for
achievements to others, and has the ability to seek
and bring together a broad variety of community
input and expertise to develop creative and innova-
tive alternatives toward addressing urban needs
and opportunities.
When developing policy recommendations for Com-
mission consideration, present thoroughly developed
staff alternatives and recommendations based on
what is considered best for the community overall.
Have particularly strong interpersonal skills with the
ability to build coalitions and "trusting relationships"
between and among the City Commission, staff, and
community.
Believe in and practice participatory team management,
continuous quality improvement, and employee
empowerment, actively encouraging participation
by Staff and employees in the identification and
resolution of municipal operations challenges, en-
couraging all to reach their full potential.
Provide strong administrative leadership, counsel and
support to the City Commission, being adaptive to
changing personalities and styles of group
interaction.
Be personally and assertively supportive of affirmative
action and equal opportunity, encouraging efforts
that increase upward mobility among staff and in-
crease opportunities for minorities and women in
municipal government.
Be sensitive to environmental and "quality of life" con-
cerns and issues.
Be aware of and helpful toward confronting and success-
fully addressing major urban problems, including
poverty, unemployment, drug abuse, crime, and
related issues.
Provide the initiative, vision, and leadership in assisting
the City Commission to identify, analyze, and thor-
oughly deliberate and address public policy questions
which are critical toward meeting both current and
longer-range needs of the overall community.
Be a highly adaptable public administrator who can
openly accept and work effectively in a climate of
aggressive political leadership and interaction, calling
for timely administrative responsiveness and flex-
ibility-all within a governmentalframework which
recognizes the policy and administrative principles
of Commission-Manager government and the City
Charter.
Be comfortable managing in an environment where pub-
lic scrutiny and public debate regarding municipal
expenditures, services, and programs may be fre-
quent and vigorous.
Be politically astute while remaining completely
nonpolitical.
Have the ability to truly respect and work in concert with
the citizens who participate in the Neighborhood
Priority Boards of the City.
Follow an outgoing, personable, professional, and busi-
nesslike style in dealing with others, representing
the City in a positive manner.
Be accessible to municipal officials, staff, community
leadership, and citizenry, including initiating
appropriate "out of the office" contacts throughout
the community and "in the field" interaction with
municipal personnel.
Follow a forthright, straightforward, professional man-
agement style in interacting with and presenting
views to elected officials and citizenry, not being
constrained by, but respectful of, opinions of others.
Personal Traits
Possess and exemplify high moral standards and per-
sonal ethics with a background of complete integrity.
Have maturity, professional stature, and personal style
which will establish early credibility with City
Officials, staff, employees, and the community at
large.
Project a strong professional presence in demeanor, ac-
tions, and communications-inspiring confidence
in City affairs.
Be firm and fair in all dealings, conforming to high
ethical standards, maintaining objectivity and
avoiding political entanglements.
Be sensitive to community heritage and historical per-
spective, neighborhood interest, quality community
development, and arts and culture concerns and
interests, and related quality of life characteristics
which underlie the successful community character
and amenities enjoyed by those who reside, work,
and visit in the community.
Have the maturity and strength of convictions to advo-
cate a position, and to provide administrative insights
and counsel to the City Commission; not be a "yes"
person, but be able to firmly and diplomatically
present professional views, concerns, and implica-
tions of proposed policy actions, while also being
committed to carry out ultimate Commission deci-
sions in a timely, professional, and impartial manner.
Be one who enthusiastically explores new ways of ac-
complishing municipal objectives.
Have a highly motivated, enthusiastic, and outgoing
style; not be autocratic or micro-manage.
Be comfortable and effective interacting with persons of
different gender, race, cultural, and socio-economic
background; make a special effort to know and serve
all segments of the community.
Have a high energy level and exceptional enthusiasm for
meeting the challenges and responsibilities of the
City Manager's position.
Relish the challenge of living, working, and contributing
in a diverse urban environment; be active as both a
City Official and as a resident.
Be an individual who is empathetic and compassionate
with regard to programs and services involving
minorities, the handicapped, and the disadvantaged;
be accessible, objective, and unbiased in listening to
and considering the needs of all who live, work, and
visit in Dayton.
Be willing to commit a reasonable period of time in
service to the City of Dayton.
Have a sense of humor.
PROFESSIONAL ANNOUNCEMENT
The following, or similar, text has been released for
insertion in appropriate professional publications.
DAYTON, OHIO (182,000 population) City Man-
ager. Current salary $122,000; negotiable, depend-
ing upon qualifications and experience. Thirteen
Managers since 1914. Appointed by five-member
City Commission, including Mayor; all elected at
large on a non-partisan basis for four-year overlap-
ping terms. Bachelor's degree required; MP A/MBA
or related degree preferable. Recognized senior public
management professional with successful back-
ground of service in a sizable, full-service, racially
and socio-economically diverse urban central city
important. Strong leadership, self-confidence, inter-
personal, communication, employee relations, and
team management skills essential. Successful back-
ground in financial management, economic devel-
opment, neighborhood redevelopment and
community preservation important. Ability to in-
teract in an open, positive, participatory manner in a
climate of vigorous political and active citizenry is
required. Resume to: The PAR Group - Paul A.
Reaume, Ltd., lOON. WaukeganRd., Suite 200, Lake
Bluff, IL 60044-1694. TEL: 847/234-0005; FAX: 8471
234-8309. The City of Dayton is an equal opportu-
nity employer. Minorities and Women are encour-
aged to apply. Resume/application materials
subject to news media review upon receipt.
HI
THE PAR GROUP
Paul A. Reaume, Ltd.
Public
Management Consultants
t:
o
~
as
C
I'""~
'I-
o
~
....
1-
o
CD
.c
....
'I-
o
e:
o
1-
....
CO
N
I-
e:
as
C)
~
o
"E "E
CD "E
E CD 0) CD
CD u CD <= E
0) <= E ,2 ,S <;;
'" '" <;; "5 <;; CD
<= <= CD :@ CD ~
'" CD .= .~~
::;: "E 0;
<<i '<;j <;; <5 <= 0..
::;: UJ 0..
"E <;; ::>
CD <;; ~ <;; 2 en
E ~ "* ~ '" <;;
<= CD :;::
e '" <;;
en :;:: :;::
':;
<=
UJ
'" '"
<= -0 <=
,2 <;; .Q
~ '" -0 <;;
'" <=
<= '" ~
:c ,2 <= Ci5
<;; <;; ,2
'" <;; CD
-= "E ,2' '" >
CD CD 0; <;; <= E
cr: C> CD CL .2
<= > 0'" <<i
'" E '" '(3
E CD CD
e 0..
::> en
:J:: a..
<<i
:~ '~
<..:l ''''
<..:l
'" '"
<= CD
.2 (.)
<;; '2:
a; CD
cr:en
CD CD
g:.~
0.2
l5..~
J'jUJ
-0
<=
"'~
.~~
-'"
<=CD
::> ~
81-
u
'"
-=
~
'"
CD
'"
CD
cr:
~
"E
CD
E
CD
0)
'"
~"E
::E ~ C')
>- CD <=
'1::::: C)"(j)
:!l~jg
6:~5
"Q;a..
'"
u::
<;;-0
0) <=
-0 '"
::> '"
cc~
'(3
'"
u..
""
,S
~Q)
0-'"
'; (ij
~:::2:
CD ~
C. '"
0,*
en
<=
,2
Ti!
0;
'c:;
'E
-0
<c
"E
CD
E ad <=
go '" '"
~ ,~~
~ ~.~
~Ow
'"
<c
"" '"
<= CD
.~ .~
~ CD
'0, en
<= CD
UJ ::;
"S "a5
i:3~
CD
'-' <=
~~
CD~
"Eo
'(i'i <..:l
:::2: CD
Q3~
~;:
en
CD
>
'00 C)
<= <=
~ "c
CD <=
o...~
Eo..
o
<..:l
""
<=
'c
<=
'"
Ci:
CD
'"
:::>
-0
<=
'"
~
'"
E '"
CD CD
<n .~
J)~
<=en
~ .~
.~ co
5 E
E 0
Ec
0-
<..:l
<=
,2
~~
.S:2 en
"'0 -2
~~
>-<c
u
<= CD
Q) .~
"" u..
Q;
E
UJ
<=
o
'gj
CD
a.
0..
::>
en
~
u:
'"
<= ~
~ "c=
~J5 C>
'" - <=
.E ffi "2
""E~
~~
3 ~
CD CD
o
c: 'E ad
o CD _
~E<=<=
as l::L <:1) 0
C.oE~
:Q ~ ~.~
1ii oQ) 0:3
a... em
c:c:DW'&:;
Q).S: Q) ~
~~-g
<..:l:c<..:l
'"
C3
"S 5
Q:7ti
all g
""a;
,S cr:
~-g
~ '"
0.. CD
"8E
o '"
.s::w
:5 '"
.c CD
-a,cr:
'w
:z
Summary by Fund
Total: $ 586 Million
General Operating Fund
30%
Trust Funds
17%
HUD Grants
6%
All Others*
15%
Sewer
10%
.Others Indude: General Capiial, Golf, Internal Service Funds,
Grants, Special Proiects, Debt Retirement
11111111
I!
illtltl J
ill ili flU 11
: 11111 1111 Ii
ill !II nil
. t
, .. I
:r 11,"11
i I
II! II ,un
Ijill~IIUI
ili 1+1111
111111 run 1
. .' illlll tun
Ii 11 fUll
Iii "