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PROPOSAL FOR EXECUTIVE RECRUITMENT SERVICES FOR THE POSITION OF CITY MANAGER JENSEN, OLDANI e COOPER December 20, 1996 Mr. George McKibben, Purchasing Manager City of Clearwater 100 South Myrtle Avenue Clearwater, Florida 34616-5520 Dear Mr. McKibben: Jensen, Oldani & Cooper, Inc. is pleased to have the opportunity to present a proposal for executive recruitment services for the position of City Manager for the City of Clearwater. This proposal will outline a brief description of our firm, its services, our approach to conducting an executive search for your City Man- ager, timetables which would normally be expected for a search, and the fees and costs associated with this assignment. Founded in 1983, all Partners were formerly with another search firm before locating in our current headquarters office. Jensen, Oldani & Cooper is a small firm that specializes in providing ex- ecutive level search services to both the public and private sector in a national basis. Copies of our public sector client list, diversity recruitment list, sample recruiting brochure, and corporate brochure have been provided for the Coucil's review. Included within the corporate brochure are brief biographies of the principals and associates of Jensen, Oldani & Cooper and sample presentation materials indicative of the format we use for marketing letters, individual candidate evaluations, reference summaries, and academic verifications. Also included is a list of client references which we encourage you to contact. PROFILE OF THE FIRM Jensen, Oldani & Cooper, Inc. is a consulting firm located in Bellevue, Wash- ington which specializes in providing executive search and human resources consulting services to both the public and private sectors. Our public sector practice has grown steadily since the company was formed in early 1983 and we have developed ongoing source and referral relationships throughout the cou ntry. City of Clearwater City Manager Search Proposal Page 2 In our thirteen years of conducting public and private sector recruitments, we have successfully completed over 600 searches. They include assignments from a broad spectrum of private corporations and public sector organizations and jurisdictions, including state, local, regional, special purpose governments, nonprofit, and educational institutions. We have included the listing of our cli- ents to indicate the depth of experience in City Manager and Executive Director level search processes. Primary reasons for our success have been our thorough approach to conduct- ing a search assignment and the recognition that each client organization is unique. Our process emphasizes the development of a recruiting brochure as a critical component of the search. It provides for open, candid discussion be- tween our firm and the client to ensure we have a full understanding of the dy- namics of the organization prior to evaluating and presenting candidates. Our process is specifically designed to serve the openness required in the public sector, yet preserve the confidentiality of the candidates to the maximum extent possible. ROLE OF THE SEARCH FIRM Jensen, Oldani & Cooper has developed a philosophy of public sector search that centers around providing expert technical assistance. The client plays an active and ongoing role in the search process and is the final authority in the evaluation and selection of candidates. We utilize our experience in executive search, our knowledge of the marketplace, and our skills in recruiting and evaluating candidates to ensure the best possible pool of candidates is identi- fied for each position. We feel it is imperative that the client have maximum in- put throughout the entire process, not just the beginning or the end; therefore, we have designed our process around that concept. OUR APPROACH Each search has common process components which include development of the brochure, recruiting, initial screening, consultant interviews, recommenda- tions and presentation of finalists, and client interviews. However, each search assignment is tailored to the specific needs of the client, and Jensen, Oldani & Cooper would work closely with the Council to develop a process that fits their needs. * DeveloDment of the Recruit/no Brochure: The key to any successful search assignment is a thorough understanding on the part of both the client City of Clearwater City Manager Search Proposal Page 3 and the consultant of the requirements of the position and the culture and dy- namics of the organization. To achieve this understanding, Jensen, Oldani & Cooper begins each search with a series of in-depth discussions with indi- viduals designated by the client who can relate the specific duties, responsi- bilities, and/or significant operational issues integral to the position. It has been our practice to interview as many people as possible during this bro- chure development phase and often talk with community leaders, department heads, and other individuals at the suggestion of the client. These informa- tional interviews are generally conducted over a period of two days. From the input gathered during the informational interviews, we draft a re- cruiting brochure that is presented to the client for review, modification, and approval. This becomes the benchmark against which we evaluate prospec- tive candidates. It consists of a detailed description of the job; identification of significant operational issues or initial tasks; experience requirements, in- cluding the parameters by which experience will be measured; personal characteristics and traits, including management styles which are desirable in candidates; and, if desired by the client, identification of performance evalua- tion standards by which the successful candidate will be measured during the first six months of employment. · Recruitina: After the brochure is developed and approved, we initiate a di- rected campaign to identify candidates whose backgrounds and experiences closely fit the recruiting brochure. Just as each organization and position is unique, each search is unique, and we plan and implement a recruiting strat- egy that is tailored to meet the needs of the position as identified in the re- cruiting brochure. Although there are obvious benefits derived from having conducted previous searches of a similar nature, we do not rely on an exist- ing pool of candidates. The recruiting process consists of the following steps: A) Direct informational mailings to key associations/organizations through- out the country. This mailing list is researched thoroughly to include or- ganizations with demographics and issues which closely parallel those of the client. B) Select advertising through national publications and professional asso- ciations such as the International City/County Management Association, Jobs Available, Public Sector Job Bulletin, J. 0. B. Opportunities, and any additional publications identified as appropriate. C) Network and direct inquiries with professional sources identified through our research as prominent or knowledgeable in the field. City of Clearwater City Manager Search Proposal Page 4 D} Use of our knowledge of candidates from similar searches as a resource. In the event any of these candidates is appropriate for the position and expresses an interest, he/she would be re-evaluated and measured against the recruiting brochure. We keep appropriate records to ensure compliance with affirmative action requirements. We have established networks with minority and female lead- ers throughout the nation and are proud of our record of placement of quali- fied minority and female candidates. Jensen, Oldani & Cooper has adopted a corporate policy of equal employment opportunity and will not participate in any search effort where these principles are not followed. * Screenina: Our recruiting efforts generally identify 50 to 75 applicants, de- pending upon the position and availability of skills in the marketplace. From this group we review the credentials of each applicant based on his/her re- sume, referral source comments, and when appropriate, telephone inter- views. We compare this information to the requirements developed in the re- cruiting brochure and generate a list of 10 to 15 candidates whose back- grounds and experience closely fit the requirements of the position. At this time, we present our semi-finalist list to the client for discussion, re- view, and authorization to travel for comprehensive interviews. The list will include a brief synopsis of each candidate's background. We will not include any evaluative comment pertaining to management style and personal traits and characteristics, since we have not had the opportunity to interview the candidate at this phase of the process. * Consultant Interviews: After obtaining authorization for travel, Jen-sen, Oldani & Cooper conducts in-depth interviews with each of the semi-final candidates in their home city. We also take advantage of this opportunity to research the community and gain an understanding of the circumstances, demographics, and issues that form the environment in which the candidate has worked. Our interviews are conducted using a set of questions developed by Jensen, Oldani & Cooper to measure management skills, interpersonal traits, and characteristics. These questions are combined with criteria developed spe- cifically for the position using issues identified in the recruiting brochure. After we have interviewed each semi-final candidate, we condense the can- didate list to five or six recommended finalists. * Recommendation of Finalists and Referencina: At the conclusion of our interviews, we meet with the client to recommend final candidates. The City of Clearwater City Manager Search Proposal Page 5 recommendation meeting can be conducted in person or by telephone de- pending on the wishes of the client. After discussion, if the client agrees with our recommendations, Jensen, Oldani & Cooper will provide detailed written evaluations of the candidates which address issues identified in the recruiting brochure. At this time, we verify academic and professional credentials of the final candidates and conduct thorough references on their backgrounds, abilities, and management styles. Subsequently, the client is presented with candidate evaluations and reference reports which provide a well-rounded profile of each final candidate. * Client Interviews and Selection Process: Each client has a unique interview and selection process. These could include individual interviews, panel interviews, use of selection committees or assessment centers, psy- chological testing, or a combination of selection components. We work closely with the client at the start of the search to design the process which will be used for final selection interviews; during this phase of the search, we playa major coordinating role. We participate in final interviews as either an observer or active panel member at the request of the client and are available to answer questions and assist the client in final selection and evaluations. Although negotiations with the selected candidate are the responsibility of the client, we can help to establish the framework of negotiations by clearly iden- tifying issues and requirements of the employment relationship. If requested, Jensen, Oldani & Cooper will become an active participant in negotiations. Jensen, Oldani & Cooper is also responsible for notification of all unsuc- cessful applicants at each stage of the process. GUARANTEE Our record of success in public sector search is such that we are confident in assuring our clients that should the selected candidate be terminated for cause or resign within one year, we would conduct a replacement search at no charge other than direct, pre-approved expenses provided the client requests such a process in writing within 45 days of the resignation. ESTIMA TE OF TIME An in-depth search process takes approximately 90 to 120 days to develop the recruiting brochure, conduct a national recruiting campaign, interview and evaluate candidates, and conduct final selection interviews. City of Clearwater City Manager Search Proposal Page 6 COST ESTIMA TE The professional fee to conduct the search process for your City Manager is $18,500 plus expenses associated with the search for travel, advertising, long distance charges, postage, and other direct expenses which have been ap- proved by a designated representative of the client. The fee would be billed in three equal installments, one-third of the fee would be billed at the beginning of the search, one-third after forty-five days, and the final one-third at the conclu- sion. All expenses are billed monthly and are supported by receipt. Profes- sional fees and expenses are subject to state and local excise taxes. Travel and associated expenses for candidates for final interviews are the responsibil- ity of the client. The City of Clearwater has the right to cancel this assignment at their discretion but is responsible for fees and expenses due to that point in the search. If candidates from this search process are selected for another position in the organization within one year of the close of the search, a fee of 50% of the abovementioned proposal amount will be due to Jensen, Oldani & Cooper. SUMMARY Jensen, Oldani & Cooper works every assignment on a team basis to ensure availability to the client. This team concept has proven successful and we are certain it offers advantages to the client not available when a single individual is the sole client contact. The primary team members for this project will be. Jerry Oldani and David Wasson, with erry serving as lead consultant. We are pleased to have been given this opportunity to present our credentials and hope to have the opportunity to work with you and the City of Clearwater. Please do not hesitate to call with any questions regarding this proposal. Sincerely, JENSEN, OLDANI & COOPER, INC. ~~~~-' Jerrold Oldani President JO/vw JENSEN, OLDANI CD COOPER Executive Search JENSEN, OLDANI & COOPER, INC. CONFIDENTIAL REFERENCE LIST CITY OF PLANO, TEXAS Mr. Tom Muehlenbeck City Manager (214) 578-7121 Mr. James McCarley Assistant City Manager (214) 578-7122 CITY OF ARLINGTON, TEXAS Mr. George Campbell City Manager (817) 459-6109 CITY OF IRVING, TEXAS Mayor Morris Parish (214) 721-2410 Mr. Steve McCullough City Manager (214) 721-2521 CITY OF FORT WORTH, TEXAS Mr. Bob Terrell City Manager (817) 871-6111 CITY OF BELLEVEUE, WASHINGTON Mayor Don Davidson (206) 455-6800 CITY OF FARMERS BRANCH, TEXAS Mayor Dave Blair Mr. Rich Escalante City Manager (214) 247-3131 411 108th Avenue Northeast Suite 250 / BeIlevue, WA 98004 / Telephone (206) 451-3938 / Facsimile (206) 453-6786 Page 2 CITY OF AUSTIN, TEXAS AND EAST SAY MUNICIPAL UTILITY DISTRICT Mr. Jorge Carrasco Former City Manager (510) 287-0101 CITY OF PORT ARTHUR, TEXAS Former Mayor Mary Ellen Summerlin (615) 493-6258 CITY OF PORTLAND, OREGON Ms. Jessica Marlitt Executive Assistant to the Mayor (503) 823-4278 CITY OF LAS VEGAS, NEVADA Mr. Larry Barton City Manager Ms. Lynn Macy Assistant City Manager (902) 229-6501 CITY OF ST. LOUIS PARK, MINNESOTA Mayor Lyle Hanks (612) 924-2500 Mr. Charlie Meyers City Manager (612) 924-2525 I ? JENSEN, OLDANI e COOPER JENSEN, OLDANI & COOPER, INC. REPRESENTATIVE PUBLIC SECTOR ASSIGNMENTS CITY OF ANN ARBOR, MICHIGAN City Manager CITY OF APPLE VALLEY, MINNESOTA Chief of Police CITY OF ARLINGTON, TEXAS City Attorney Convention Center Director Director, Capital Improvements Library Director Parks and Recreation Director (2) Planning Director Traffic and Transportation Director (2) Deputy City Manager Assistant Director, Traffic and Transportation (2) Assistant Director, Planning & Development Services Assistant Director, Library Services CITY OF AURORA, COLORADO Chief of Police CITY OF AUSTIN, TEXAS Assistant City Manager - Human Services Assistant City Manager - Public Safety Assistant City Manager - Public Utilities Attorneys Senior (2) Chief Environmental Officer Community Development Director Director Aviation Operations Economic and International Trade Development Director Hospital Administrator Chief of Police Management Development Project Senior Management Compensation Study CITY OF BEAUMONT, TEXAS Administrative Services Director City Manager Health Director CITY OF BELLEVUE, WASHINGTON City Manager (3) City Attorney (2) Deputy City Manager Data Processing Systems Administrator Manager, Construction, Permits & Inspection Mapping Coordinator 5[ CITY OF BELLEVUE, WASHINGTON (cont.) Planning Director Chief of Police (2) Fire Chief Emergency Preparedness Coordinator Water Supply Project Director Outplacement Project Facilities Project and Planning Manager Human Resources Director CITY OF BELLINGHAM, WASHINGTON Planning and Community Development Director CITY OF BLUE SPRINGS, MISSOURI City Engineer CITY OF BOISE, IDAHO Fire Chief CITY OF BOTHELL, WASHINGTON City Manager Chief of Police Assistant City Manager Public Works Director CITY OF BROOKLYN PARK, MINNESOTA City Manager CITY OF CAMAS, WASHINGTON City Administrator Fire Chief CITY OF CARROLL TON, TEXAS Director of Public Works City Manager CITY OF CASA GRANDE, ARIZONA City Manager CITY OF CHEHALlS, WASHINGTON City Manager CITY OF COALINGA, CALIFORNIA City Manager CITY OF COLLEGE STATION, TEXAS Chief of Police Fire Chief Public Sector List CITY OF COPPELL, TEXAS City Engineer Chief of Police CITY OF CORPUS CHRISTI, TEXAS City Manager Assistant City Manager- Management & Budget Director of Safety & Risk Management Director of Personnel & Labor Relations Manager Affirmative Action/EEO CITY OF CORVALLIS, OREGON City Manager CITY OF DECATUR, ILLINOIS Director of Public Safety Services CITY OF DENTON, TEXAS Executive Director Planning & Community Development City Manager CITY OF DES MOINES, IOWA Housing Director CITY OF DUBUQUE, IOWA City Manager CITY OF EDMOND, OKLAHOMA Chief of Police CITY OF ENGLEWOOD, COLORADO City Manager CITY OF EUGENE, OREGON Director of Public Safety CITY OF EVANSTON, ILLINOIS Public Works Director City Manager CITY OF FARMERS BRANCH, TEXAS City Manager Chief of Police Director, Economic Development Manager-Council Goal Setting Process CITY OF FEDERAL WAY, WASHINGTON Director of Police Services (Chief) CITY OF FORT COLLINS, COLORADO City Manager Deputy City Manager Director, Development Services Director, Finance Community Development Director CITY OF FORT WORTH, TEXAS Director of Development Director of Housing Director of Human Relations Page 2 CITY OF FORT WORTH, TEXAS (cont.) Director of Transportation & Public Works Environmental Management Director Water Utilities Director CITY OF GARLAND, TEXAS Traffic & Transportation Director Economic Development Director Human Resources Director Code Enforcement Manager Director of Finance CITY OF GLENDALE, ARIZONA Deputy City Manager, Community Development CITY OF GRAND PRAIRIE, TEXAS Traffic & Transportation Director CITY OF GREENVILLE, SOUTH CAROLINA City Manager Assistant City Manager Finance Director Public Works Director CITY OF GRESHAM, OREGON City Manager CITY OF IOWA CITY, lOW A City Manager CITY OF IRVING, TEXAS City Manager Chief of Police CITY OF KIRKLAND, WASHINGTON City Manager Public Works Director Assistant City Manager Chief of Police (2) Director of Planning & Community Development Deputy Fire Chief Administrative Services Director CITY OF LAKE OSWEGO, OREGON City Manager CITY OF LAKEWOOD, COLORADO City Manager (2) Community Development Director CITY OF LAS VEGAS, NEVADA Planning Director Human Resources Director Redevelopment Manager Fire Chief CITY OF LITTLE ROCK, ARKANSAS Chief of Police CITY OF LONG MONT, COLORADO City Manager Public Sector List CITY OF LONGVIEW, WASHINGTON City Manager CITY OF LOS ANGELES, CALIFORNIA Deputy Administrator, Economic Development- Community Redevelopment CITY OF LOVELAND, COLORADO City Manager (2) CITY OF L YNNWOOD, WASHINGTON Chief Building Official CITY OF MERCER ISLAND, WASHINGTON City Manager City Attorney CITY OF MIDLAND, TEXAS Chief of Police CITY OF MILL CREEK, WASHINGTON City Manager CITY OF NEWCASTLE, WASHINGTON City Manager . CITY OF OAKLAND, CALIFORNIA Director. Office of Economic Development & Employment Administrative Librarian Fire Chief Director of Police Services (Chief) CITY OF OKLAHOMA CITY, OKLAHOMA Police Department Succession Planning Project CITY OF ONTARIO, CALIFORNIA Convention Center Director CITY OF OREGON CITY, OREGON City Manager CITY OF PLANO, TEXAS City Manager (2) Assistant City Manager (3) Planning Director Data Processing Director Chief of Police (2) Chief Building Official Economic Development Director (2) Director, Environmental Health CITY OF PORT ARTHUR, TEXAS City Manager Chief of Police CITY OF PORTLAND, OREGON Director,OFA Personnel Director Director GIS Manager GIS Page 3 CITY OF PUYALLUP, WASHINGTON Chief of Police City Manager CITY OF REDMOND, WASHINGTON Fire Chief CITY OF RENTON, WASHINGTON Director, Community Development Public Works Director CITY OF ROSEVILLE, MICHIGAN Chief of Police CITY OF SAINT LOUIS PARK, MINNESOTA City Manager (2) CITY OF SAN ANTONIO, TEXAS Library Director CITY OF SAN JOSE, CALIFORNIA Director of Employee Relations CITY OF SCOTTSDALE, ARIZONA City Manager CITY OF SEATAC, WASHINGTON City Manager CITY OF SEATTLE, WASHINGTON Director, Office of Planning Contracts & Concessions Manager--Seattle Center Marketing Director--Seattle Center Director - Seattle Center Water Department - Affirmative Action Recruiting Projects Director of Operations Director of Water Quality Finance Director Deputy Superintendent. Electrical Services-Seattle City Light Chief Engineer-Seattle City Light Human Resources Director-Seattle City Light Director of Engineering, Seattle Water Department Director, Drainage & Wastewater Utility CITY OF SPRINGFIELD, OHIO City Manager Finance Director CITY OF SUGAR LAND, TEXAS City Attorney CITY OF TACOMA, WASHINGTON Library Director CITY OF THORNTON, COLORADO Community Development Director (2) City Attorney Economic Development Director Public Sector List CITY OF TUCSON, ARIZONA Director Water Utilities Convention Center Director CITY OF VANCOUVER, WASHINGTON Chief of Police CITY OF WACO, TEXAS Chief of Police CITY OF WALLA WALLA, WASHINGTON City Manager CITY OF WEST DES MOINES, lOW A City Manager Public WOlks Director CITY OF WESTMINSTER, COLORADO Planning Manager Finance Director CITY OF WRANGELL, ALASKA City Manager CITY OF YAKIMA, WASHINGTON Wastewater Treatment Superintendent VILLAGE OF ELMWOOD PARK, ILLINOIS Village Manager VILLAGE OF MOUNT PROSPECT, ILLINOIS Village Manager CLARK COUNTY, WASHINGTON Deputy Director, Public Services County Executive Regional Comrnmications Director (2) COBB COUNTY, GEORGIA Water System Operations Manager GREENVILLE COUNTY, SO. CAROLINA County Manager GUNNISON COUNTY, COLORADO County Manager KETCHIKAN GATEWAY BOROUGH, ALASKA Borough Manager Borough Attorney KING COUNTY/CITY OF SEATTLE, WASHINGTON (JOINT AGENCY) Director of Public Health (2) Roads Manager Director of Stadium Administration (Kingdome) Organizational Assessment Project Director of Adult Detention Public Defense Program Administrator Page 4 KING COUNTY/CITY OF SEATTLE, WASHINGTON (JOINT AGENCY) (cont.) Manager-Surface Water Management Division Director of Public Safety Public Works Director (Modified) Human Resources Director NUECES COUNTY, CITY OF CORPUS CHRISTI, TEXAS (JOINT AGENCY) Health Director PIERCE COUNTY, WASHINGTON Director, Office of Performance Auditing SACRAMENTO COUNTY, CALIFORNIA Mental Health - Program Chief EAST BAY MUNICIPAL UTILITY DISTRICT, OAKLAND, CALIFORNIA Assistant General Manager, Customer & Community Services Assistant General Manager, Operations & Maintenance Finance Director EMERALD PEOPLE'S UTILITY DISTRICT, EUGENE, OREGON General Manager SNOHOMISH COUNTY PUBLIC UTILITY DISTRICT EVERETT, WASHINGTON Director, Engineering General Manager (2) Corporation Counsel Marketing Director Outplacement Projects Assistant General Manager, Support Services Assistant General Manager, Finance and Information Services NORTH BAKERSFIELD RECREATION & PARK DISTRICT, CALIFORNIA General Manager TACOMA-PIERCE COUNTY ECONOMIC DEVELOPMENT BOARD, WASHINGTON Executive Director THURSTON COUNTY, WASHINGTON County Administrator (Modified Search) Public Works Director TRAVIS COUNTY-AUSTIN PUBLIC HEALTH DEPARTMENT, TEXAS (JOINT AGENCY) Health Director BOARD OF CITY DEVELOPMENT, LUBBOCK, TEXAS Executive Director Public Sector list COMMUNITY TRANSIT, L YNNWOOD, WASHINGTON Executive Director Assistant General Manager, Planning & Marketing Assistant General Manager, Administration Mid-Management Positions (11) MUNICIPALITY OF METROPOLITAN (METRO) SEATTLE, WASHINGTON Assistant General Manager, Operations Executive Director (2) Director, Water Pollution Control Downtown Transit Project Director Finance Director INTERCITY TRANSIT OLYMPIA, WASHINGTON General Manager PORT OF ANACORTES, WASHINGTON Executive Director PORT OF BELLINGHAM, WASHINGTON Organizational Assessment Project Compensation Study Executive Director Aviation Manager PORT OF CAMAS-WASHOUGAL, WASHINGTON Executive Director Compensation Study PORT OF EVERETT, WASHINGTON Executive Director (2) Page 5 PORT OF SEATTLE, WASHINGTON (cont.) Managing Director, Marine Division PORT OF TACOMA, WASHINGTON Senior Director Finance & Administration Director, Port Development Director, Maritime Services General Counsel Governmental Relations Manager STATE OF IDAHO Director of Management Information Services (Department of Health & Welfare) STATE OF TEXAS Commissioner, Department of Mental Health and Mental Retardation STATE OF WASHINGTON Deputy Director, Department of Ecology Director, Economic Development Board Director, Fire Protection Services Executive Director, Higher Education Coordination Board Executive Director, Business Assistance Center Lottery Marketing Manager Solid and Hazardous Waste Program Manager Department of Ecology TEXAS MUNICIPAL LEAGUE, DALLAS, TEXAS Executive Director, Health Insurance Trust Fund BALTIMORE AREA CONVENTION & VISITORS ASSOCIATION, MARYLAND PORT OF GRAYS HARBOR, WASHINGTON Executive Director Executive Director Finance Director PORT OF OLYMPIA, WASHINGTON Executive Director PORT OF PORT ANGELES, WASHINGTON Executive Director PORT OF PORT TOWNSEND, WASHINGTON General Manager RHODE ISLAND CONVENTION CENTER AUTHORITY Executive Director CASPER AREA ECONOMIC DEVELOPMENT ALLIANCE, CASPER, WYOMING President PIKE PLACE MARKET PUBLIC DEVELOP- MENT AUTHORITY, SEATTLE, WASHINGTON Executive Director CENTRAL PIERCE FIRE & PORT OF SEATTLE, WASHINGTON TACOMA, WASHINGTON Assistant Real Estate Director Executive Director Assistant Director of Aviation--Operations & Services General Counsel Noise Abatement Manager Maintenance Superintendent Electrical Operations Maintenance Superintendent Waterfront Operations Individual & Group Outplacement Projects Assistant Superintendent Aviation Operations Superintendent Aviation Operations Manager, Aviation Engineering RESCUE Public Sector List Page 6 NON-PROFIT ORGANIZATIONS AMERICAN HEART ASSOCIATION Sen~rDw~~.M~rGms YOUTH EASTSIDE SERVICES, BELLEVUE, WASHINGTON Executive Dir~or FRED HUTCHINSON CANCER RESEARCH CENTER, SEATTLE, WASHINGTON Dir~or Finance Dir~or Personnel Dir~or of Human Resources INTERSTATE OIL AND GAS COMPACT COMMISSION OKLAHOMA CITY, OKLAHOMA Executive Dir~or SEATTLE MASTER BUILDERS ASSOCIATION, SEATTLE, WASHINGTON Executive Dir~or PACIFIC CELEBRATION '89, SEATTLE, WASHINGTON President BATTELLE INSTITUTE PACIFIC NORTHWEST LABS RICHLAND, WASHINGTON Deputy Dir~or Finance BELLEVUE CHAMBER OF COMMERCE BELLEVUE, WASHINGTON President KIRKLAND CHAMBER OF COMMERCE KIRKLAND, WASHINGTON Executive Dir~or NORTHWEST KIDNEY CENTER SEATTLE, WASHINGTON Personnel Manager EASTSIDE MENTAL HEALTH BELLEVUE, WASHINGTON Executive Dir~or BELLINGHAM SCHOOL DISTRICT, WASHINGTON Superintendent of Schools CENTRAL KITSAP SCHOOL DISTRICT, WASHINGTON Superintendent of Schools FAIRBANKS, NORTH STAR BOROUGH SCHOOL DISTRICT, ALASKA Superintendent of Schools EVERETT SCHOOL DISTRICT, WASHINGTON Superintendent of Schools HORRY COUNTY SCHOOLS, SOUTH CAROLINA Superintendent of Schools ISSAQUAH SCHOOL DISTRICT, WASHINGTON Superintendent of Schools MARYSVILLE SCHOOL DISTRICT, WASHINGTON Superintendent of Schools MICHIGAN EDUCATION ASSOCIATION Executive Dir~or-Dir~ Services MINNEAPOLIS PUBLIC SCHOOLS, MINNESOTA Executive Dir~or. Teacher & Instruct~nal Services MINNETONKA SCHOOL DISTRICT, MINNESOTA Superintendent of Schools NATRONA COUNTY SCHOOL DISTRICT Superintendent PASCO SCHOOL DISTRICT, WASHINGTON Superintendent of Schools PENINSULA SCHOOL DISTRICT, COALINGA REGIONAL MEDICAL CENTER WASHINGTON COALINGA, CALIFORNIA Superintendent of Schools Executive Dir~or ARIZONA EDUCATION ASSOCIATION Executive Dir~or BEAVERTON SCHOOL DISTRICT, OREGON Superintendent of Schools SAN ANGELO SCHOOL DISTRICT, TEXAS Superintendent SHORELINE SCHOOL DISTRICT, WASHINGTON Finance Dir~or Public Sector List SNOHOMISH SCHOOL DISTRICT, WASHINGTON Superintendent of Schools ST. LOUIS PARK SCHOOL DISTRICT, MINNESOTA Superintendent of Schools TACOMA SCHOOL DISTRICT, WASHINGTON Superintendent of Schools TAHOMA SCHOOL DISTRICT, WASHINGTON Superintendent of Schools TEXAS STATE TEACHERS ASSOCIATION, AUSTIN, TEXAS Executive Director WASHINGTON EDUCATION ASSOCIATION SEATTLE, WASHINGTON Executive Director Assistant Executive Director, Information & Convnunications Assistant Executive Director, Instruction & Human Resources Development Leadership Development Consultant Selection Process WILKENS BURG SCHOOL DISTRICT, PENNSYLVANIA Superintendent of Schools MUNICIPAL RESEARCH AND SERVICES CENTER, BELLEVUE, WASHINGTON Executive Director SEATTLE CHILDREN'S HOME SEATTLE, WASHINGTON Executive Director SEATTLE/KING COUNTY ECONOMIC DEVELOPMENT COUNCIL SEATTLE, WASHINGTON President WASHINGTON DENTAL SERVICE SEATTLE, WASHINGTON President WASHINGTON BUILDERS BENEFITS TRUST, OLYMPIA, WASHINGTON Executive Director WASHINGTON STATE CHINA RELATIONS COUNSEL, SEATTLE, WASHINGTON Executive Director Page 7 WHATCOM COUNTY MUSEUM BELLINGHAM, WASHINGTON Executive Director HOUSTON POLICE OFFICERS PENSION SYSTEM, HOUSTON, TEXAS Executive Director Chief Investment Officer 11/96 I I I I I I I I I I I I I I I I I I I . PARTNERS IN SUCCESS . . !' ;j Vision. Insight. Objectivity. Indispensable qualities in a person, and of inestimable value to an organization. Required qualities in your search firm. In today's highly competitive global economy, the right team is pivotal to your future. Identifying and attfacting talented executives to fit your organization is of paramount importance. Your search team must be right for the times as well as the goals of your organization. We recognize that your in-depth examination of the firm who will help you build your organization should be deliberate and thorough. You should demand excellence. . 'I;' Jensen, Oldani & Cooper believes the ultimate measure of success is results. Our track record is unsurpassed in leading successful searches for highly respected public and private organizations throughout North America. Our primary philosophy is founded on teamwork with each client. Before we focus on the task, we focus our attention on you. We spend time listening to you and evaluating your needs. Together, we proceed as a team: you offering internal insights; Jensen, Oldani & Cooper offering external expertise. This shared focus ensures your goals are met. Working together with you, we exercise leadership, produce quality results, and become your partners in success. Jerrold Oldani,Jan Cooper & BruceJemen I I I I I I I I I I I I I I I I I I I . INDIVIDUAL ATTENTION AND ACCESSIBILITY Since 1983, Bruce Jensen, Jerrold Oldani, and Jan Cooper have led the firm into a position of national prominence and recognition. One of the hallmarks of Jensen, Oldani & Cooper is that a principal participates in every phase of the process. That way, you receive the full benefit of our knowledge and insights. We commit to direct involvement for a simple reason: There is no substitute for personal expertise, diligence, and follow-through. . A PROVEN METHODOLOGY Jensen, Oldani & Cooper's process is unique in that we utilize a skills-based approach to developing a detailed recruiting specification based on the position, not only as it currently exists, but as it will exist in the future. Before embarking on the process, we document procedures to be followed, including time- lines for their completion. We prepare recruiting materials that present an accurate profile of the position, your corporate culture, and the nature of the challenges you face. Jensen, Oldani & Cooper's unique screening criteria has been developed through years of practical application and thousands of interviews. Ir includes an evaluation of each applicant's experience, education, and professional accomplishments. We go one step further, to identifY a candidate's personal values, measured by character, intellect, and skill set. . UNMATCHED INSIGHT Our process is by no means limited to seeking available candidates. Candidates are actively recruited who fit the specific requirements of the position. They possess the skills, leadership, intellect, and character to excel. Achieving this result in a search requires equal measures of knowledge, diligence, and the unique skills and methodology of Jensen, Oldani & Cooper. I I I I I I I I I I I I I I I I I I I Public Sector Practice . PARTNERS IN SUCCESS . . Commitment. Devotion to the job at hand. Dedication to the people being served. It's the cornerstone of public life. And the foundation for the Jensen, Oldani & Cooper search process. Jensen, Oldani & Cooper has excelled at assisting public organizations in their efforts to identify and attract individuals with exemplary attributes and talents. People committed to serving the community and th~ organization to the limit of their ability. Leaders. Catalysts. Team members. . Since the formation of Jensen, Oldani & Cooper, our original vision has remained intact. As has the original partnership. Everything Jensen, Oldani & Cooper does begins and ends with your organization. Your unique culture. Your future needs. Your insights. Our methodology is proven. Our philosophy of keeping you apprised throughout every step of the process, from initially identifying skill sets to hiring the candidate, ensures communication and accountability. You're always in control, the final aurhority for all decision-making. . A partner or principal of Jensen, Oldani & Cooper guides every facet of the search process. From the ourset, we design a number of client control points at key junctures to ensure your requirements are being met. Rather than restricting us, this enables us to be flexible to developments while remaining focused on your original vision. As we progress, we'll continually present ideas, and supply alternatives and status reports which your organization can take into consideration to gain a consensus. If your board requires active citizen participation in the search, we are experts at designing a process which involves stakeholders. When you choose Jensen, Oldani & Cooper, you receive the full benefit of our strong working associations and affiliations with private industry, psychologists, minority sub-contractors, and professional I I I I I I I I I I I I I I I I I I I . WE VALUE EFFICIENCY Jensen, Oldani & Cooper is realistic, pragmatic, and as concerned with your budget as you are. We employ proven techniques designed to hold down costs while generating exceptional candidates. Once candidates are identified, we set our evaluation process into motion. We audit credentials; conduct exhaustive references; perform in-depth, face-to- face interviews; and provide our clients with thoroughly researched background profiles and documentation. Our client reports are unparalleled in the industry. . UNMATCHED RESOURCES associations. Together with our vast network of senior level professionals and sources from a variety of public sector disciplines, we have immediate access and have established credibility with outstanding candidates, allowing us to recruit from a broad base of expertise. . CONTINUED RESPONSIBILITY AND QUALITY CONTROL Jensen, Oldani & Cooper's responsibility to our clients doesn't end when a candidate is hired. After you select the most qualified individual, we'll assist you in negotiating the final terms of employment. We'll also conduct periodic reviews with you and your employee to ensure that performance and progress meet expectations. It's all part of our continuous quality commitment, to reinforce our guarantee of performance and to assist all parties in maintaining a successful partnership. I I JENSEN, OLDANI. COOPER E:'X:ecuti-ve Search I I I EQUAL EMPLOYMENT OPPORTUNITY POLICY I It shall be the policy of Jensen, Oldani & Cooper, Inc., personally subscribed to and supported by each of the principals, that we will assure equal opportunity based on ability and fitness for all employees or applicants considered for our client firms regardless of race, color, religion, sex, age, marital or veteran's status, national origin, or the presence of any sensory, mental, or physical disabil- ity. It is our intent that such policy shall apply, but not be limited to; hiring, placement, job classifi- cation, transfer or promotion, demotion, recruitment, advertising or solicitation for employment; rates of payor other forms of compensation; selection for training, career development, and lay-off or termination. I I I I This policy shall be disseminated to clients and prospective applicants. Jensen, Oldani & Cooper, Inc., will endeavor to conduct its business activities only with those client companies/agencies that subscribe to underlying philosophies which protect and encourage the advancement of individual rights and dignity based on personal ability and qualifications. The intent of this policy will apply to internal operations, recruitment, and consulting activities conducted by Jensen, Oldani & Cooper, Inc. Each employee and sub-contractor acting in connection with employment or consulting projects shall in good faith and with all diligence comply with this stated policy and applicable state and federal laws. Additionally, any form of harassment including overtures or behavior of a sexual nature by employees, vendors, or other persons associated with Jensen, Oldani & Cooper, Inc. is expressly prohibited. Employees, applicants, and clients who feel they have been subject to discriminatory action or harassment of any manner should notify an appropriate manager within their organization and/or one of the principals of Jensen, Oldani & Cooper, Inc. (Mr. Bruce Jensen, Mr. Jerrold Oldani, Ms. Jan Cooper). Jerrold Oldani is designated as the firm's Equal Employment Opporrunity Officer and is responsible for the implementation, development/training, and investigation of any violations of this policy. I I I I I I ~~/~-' J'"',~,O:dagM-< __ tIL~ J~ ( 'itlv D e (~/c;6 bate 1)uqJo Date I I I I I I I I I I I I I I I I I I I I I I BRUCE JENSEN Since co-founding the firm in 1983, Mr. Jensen has established his credentials as one of the leading search consultants in the industry. His success is based on experience and the ability to focus on the unique needs of each client. Identifying the right combination of skills, intellect, character, leadershiP, and vision are essential for success. Mr. Jensen calls upon his extensive network of contacts and his more than twenty years of recruiting experience to lead each search to a successful conclusion. He provides a consultive approach, process leadershiP, and a focus on results. Professional Highlights Jensen has more than twenty years of executive search experi- ence. In the 1970's he pioneered search concepts for the construc- tion and petro-chemicals industries in Alaska and the Middle East and developed sourcing methods in electronics, forest products, and manufacturing which are standards in the industry today. Since the formation of Jensen, Oldani & Cooper in 1983, Mr. Jensen has successfully led searches for presidents, general managers, and chief operating officers for firms engaged in transportation, electronics manufacturing, forest products, food products, utilities, and service industries. He has also been respon- sible for filling key positions in the public sector and for non-profit organizations. Jensen and the firm have received national attention and recognition and have developed ongoing source and referral networks on an international scale. Employment History Jensen, Oldani & Cooper, Inc.: 1983 to Present: Partner Executive Resources, Inc.: 1975-1983 Vice President RSR Corporation: 1973-1975 Personnel Manager, Western Division Supervisor of Safety and Environment Programs, Los Angeles and Seattle King County: 1971-1973 Personnel Analyst United States Marine Corps: 1966-1971 Captain, designated naval aviator - helicopter pilot. Education Washington State University: B.A., Sociology 1966 I I I I I I I I I I I I I I I I I I I JERROLD OLDANI "Each client and organizational culture is unique and receives our indi- vidual attention." Mr. Oldani's expertise and personal attention exceeds traditional approaches to executive search. His search leadershiP reflects his extensive background in corporate management, human resources, consulting and community service. He often serves as an "expert panel member" at professional symposiums. His skill at conducting analyses of complex public sector organizations sets the industry standard. His insights into both corporate and public sector management and thorough research and evaluation of candidates backgrounds have become hallmarks of the firm. Professional Highlights With more than 26 years' background in corporate human resources and consulting, Mr. Oldani brings solid, proven, beneficial perspectives regarding human resources management, organizational analysis and development, and executive search. Mr. Oldani has been a leading force in developing effective diversity-based recruiting methods, utilization of citizen groups in the recruiting processes, and meeting the needs of public sector clients. His private sector focus has been in senior and executive level search for sales and marketing, human resources, finance, and technical management personnel. Employment History Jensen, Oldani & Cooper, Inc.: 1983 to Present: Partner Executive Resources, Inc.: 1980-1983 Vice President, Consulting Services Tally Corporation: 1977-1980 Director Employee Relations Univar Corporation: 1969-1976 Personnel Director, Assistant Director Corporate Employee Relations United States Marine Corps: 1964-1968 Captain, Viet Nam Veteran Logistics, Personnel and Legal Officer Education California State University, Northridge: B.A., Public Administration, Minor, Personnel Management 1964 University of California at Los Angeles: Graduate Studies in Industrial Psychology Affiliations & Activities Metro-King County: Consolidation Advisory Committee City of Bellevue, Washington: Parks Commission Form of Governance Committee Washington State Games Advisory Board City of Mountain View, California: Minority, Rental and Housing Mediation Board, Parks Board I I I I I I JAN COOPER I The Jensen, Oldani & Cooper I process is designed to invest significant time in achieving an understanding of the values and goals of a client organization and then translating those values into a skill set required for success in a specific position. Ms. Cooper's decade of working with clients in both public and private I I I sectors is a record of accomplishment and success. She understands organizational dynamics and keeps the client's needs in focus when assessing candidates. Effective search work requires process leadershiP and Ms. Cooper has the breadth of experience to provide leadershiP to City Councils, selection committees, and independent boards in the public sector and individual I I I I decision makers in the private sector. I I I I Professional Highlights ]an is a founding partner in the firm of Jensen, Oldani & Cooper which conducted over 300 searches during its first 10 years. Searches have been conducted for Chief Executive level positions, Vice Presidents and Division Directors in both public and private sectors in nineteen states and two Canadian provinces. She has served as lead consultant for City Managers, Police Chiefs, Hospital Directors, and Executive Directors of not-for-profit organizations. Employment History Jensen, Oldani & Cooper, Inc.: 1983 to Present: Partner Executive Resources, Inc.: 1977-1983 Management/Accounting Education Central Washington University: Business Affiliations American Cancer Society: Board of Directors Bellevue Chamber of Commerce: Executive Committee Vice-Chair Business Development Council Vice-Chair Finance Board of Directors Committee Chair Bellevue Chamber Foundation: Vice-Chair Finance I I I I I I I I I I I I I I I I I I I LEE PASQUARELLA Mr. Pasquarella has provided leadershiP to both public and private sector organizations for more than two decades. He brings to the client exceptional skills in organizational analysis and problem solving. His experience in working with Boards of Directors, elected officials, and community leaders is invaluable in a search process which requires input and consensus. His unique abilities help organizations focus on the real issues and to translate those issues to leadershiP qualities necessary for success. His ability to locate leaders with precisely the right combination of management skills for the organization has placed Pasquarella at the top of the executive search profession. Professional Highlights Pasquarella's extensive experience as a manager of large and complex organizations in both public and private sectors led to the formation of the Cascade Consulting Group which provides strategic and organiza- tional consulting to a wide range of businesses and public institutions. His affiliation with Jensen, Oldani & Cooper combines the resources of his consulting practice with a nationally recognized search capability. Lee is also the founder and President of the "Management Academy," a pioneering effort to bring together the skills and manage- ment capabilities of private sector executives and educational leaders. Lee has successfully led searches for senior executives in banking and legal professions, directors of not-for-profit agencies, city officials, and educational leaders in districts which are responding to the challenges of the 90's and beyond. Employment History Jensen, Oldani & Cooper, Inc.: 1990 to Present Cascade Consulting Group: 1987 to Present: President Karr Tuttle Campbell: 1982-1987 Executive Director Employment & Training Consortium: 1978-1982 Executive Director United States Senate Committee on Transportation and Technology: 1975 -197 8 Professional Staff City of Seattle Mayor's Office: 1969-1975 Special Assistant to the Mayor Education Syracuse University: Maxwell School-M.P.A. University of Connecticut: B.A. Affiliations Alki Foundation: Board of Directors (Chamber of Commerce) Port of Seattle: Advisory Committee, Economic Impact Study Seattle Committee for Excellence in Education: Chair MetroCenter YMCA: Chair Citizens Leadership for Education: Member Your Citys' Kids, National Conference on Children, Youth and Families: Chair Partnerships in Public Education: Executive Committee I I I I I I I I I I I I I I I I I I I DAVID K. WASSON Dr. Wasson's training and experience cover a broad range of general human resources management consulting and executive search activities. Individual career development, organizational succession planning, and diversity management have been important parts of his practice. As a search consultant, his credentials in job evaluation give him insight into the position and its place in the client organization. His education in human characteristics assists him in identifying the qualities needed to succeed in the context of a specific establishment, its people, and its mlture. ParticiPation in hundreds of selection decisions has given Dr. Wasson a comparative data base against which to measure the qualifica- tions of candidates. Much of Dr Wasson's career history has prepared him to form the critical questions which need to be answer- ed in the course of reference investigations. Professional Highlights Dr. Wasson has more than 28 years of executive search and manage- ment consulting experience. He has worked extensively in both the public and private sectors. His industry experience includes banking, chemicals, communications, construction, utilities, engineering, min- ing, natural gas pipelines, transportation equipment manufacturing, oil and gas exploration and production, and oil field services. State and local governments have also figured prominently in his client list. Dr. Wasson has successfully led searches for a Vice President- Technical for a domestic communications satellite company, Vice President-Technical for a high technology transportation equipment manufacturer, Vice President-Human Resources and Administration for a large independent oil and gas firm, police chiefs, and numerous financial management positions. Employment History David K. Wasson: 1980 to Present: Sole Consultant Rohrer, Hibler & Replogle: 1978-1980 Consultant Psychological Service Institute: 1975-1978 Consultant John D. Crawford & Co.) Ltd.: 1972-1975 Consultant KPMG Peat Marwick: 1969-1972 Consultant Education Case Western Reserve University: Ph.D., Industrial/Organizational Psychology, 1971 Case Western Reserve University: M.A., Industrial/Organizational Psychology, 1968 Bishop's University: B.A., Psychology, Minor, Business Administration, 1966 Affiliations South Belt-Ellington Chamber of Commerce: Houston, Texas Co-Chair, Transportation & Traffic Committee I I I I I I I I I I I I I I I I I I I JENSEN, OLDANI _ COOPER Executive Search CANDIDATE PRESENTATION PUBLIC ELECTRIC UTiliTY, DISTRICT MANAGER JAMES l. LINDSEY NOTE: This is an actual presentation developed by Jensen, Oldani & Cooper, Inc., in which names, dates and locations have been changed to protect the confidentiality of the candidates. It is presented as an example of profiles and references developed by Jensen, Oldani & Cooper. 411 lO8th Avenue Northeast Suite 250 / Bellevue, WA 98004 / Telephone (206) 451-3938 / Facsimile (206) 453-6786 I I I I I I I I I I I I I I I I I I I JENSEN, OLDANI _ COOPER Executive Search March 3, 1 992 Mr. James Lindsey 3308 Catalbia Drive City of Industry, CA 93065 Dear Mr. Li ndsey: Jensen, Oldani & Cooper, Inc. has been retained to assist a Public Electric Utility in its search for a District Manager. The Utility provides electrical service to over 160,000 customers in a 2132 square-mile area. Of the customers, over 13,000 are commercial/industrial and over 147,000 residential. The District Manager reports directly to a three-member elected Board of Commissioners who take an active role in setting policy. Current employment is 840, and the district budget is nearly $300 million. The Utility generates some of its power from its own hydroelectric project but purchases the majority from BPA and other sources. The Utility is looking for a strong operations/administrative manager who has a proven record of effective, cost-conscious management of an organization comparable in scope to the Utility. This could include city or county management if the organization operated a utility and the individual was knowledgeable of the issues facing utilities in the 1 990s. Because of your position, we feel you may be able to assist us in identifying outstanding candidates for the position. The enclosed announcement outlines the essentials of the position; we would appreciate your posting it or passing it along to any individuals who, in your judgment, would have an interest in the opportunity. Thank you for your attention to this matter. Sincerely, JENSEN, OLDANI & COOPER, INC. Bruce Jensen 411 108th Avenue Northeast Suite 250 / Bellevue, WA 98004 / Telephone (206) 451-3938 / Facsimile (206) 453-6786 I I I I I I I I I I I I I I I I I I I JENSEN, OLDANI _ COOPER Executive Search SAMPLE CANDIDATE PROFILE JAMES L. LINDSEY 3308 Catalbia Drive City of Industry, California 93065 Residence: (805) 581-3216 Business: (805) 584-1300 OVERVIEW: Jim Lindsey is currently City Manager of a southern suburb of Los Angeles, California. The City has a population of 91,000 and has 380 employees. Lindsey reports to a five-member City Council elected at large. Prior to joining the City, Lindsey was the Agency Director of a County Environmental Resource Agency, a 210- employee agency with responsibility for developing and enforcing air and water quality standards, in addition to County land-use planning and agricultural management. Lindsey was named City Manager during a time of political turmoil in 1979. He has signif- icantly improved the image of city government in the City and has regained credibility of the City Administration with the citizens and the elected Council. Lindsey has established a reputation for being responsive to both the Council and the citizens, for excellent fiscal control and projections, and for major accomplishments in the area of providing city ser- vices without rate increases or tax increases. He is a registered engineer and has the ability to manage in an environment of complex technical and legal issues. EX PE RI ENC EISA CK G ROUN 0: Jim Lindsey was raised in the Portland, Oregon, area and, in 1959, entered Oregon State University, majoring in Civil Engineering. After receiving his BS degree in Civil Engineering in 1963, Jim entered the U.S. Navy as an Ensign and attended nuclear sub- marine school. Although nuclear trained, Lindsey was assigned to a conventional sub- marine and spent three years aboard the USS Blackfin. Lindsey's engineering and nuclear training are of significance to this position because of their technical components. Although not a utility engineer, Lindsey has excellent understanding of technical materials 411108thAvenue Northeast Suite 250 / Bellevue, WA 98004 / Telephone (206) 451-3938 / Facsimile (206) 453-6786 I I I I I I I I I I I I I I I I I I I Sample Profile/Page 2 and data and would not be confused by a position which required the ability to make decisions based on technical input. In the three years he was aboard the Blackfin, Lindsey had only been ashore a total of 100 days and, because of this, elected to leave the Navy and pursue a civilian career. He obtained a fellowship to enroll in Oregon State University in the post-graduate field of Public Health and attended in 1967 and 1968, taking courses in Environmental and Sanitary Engineering. Lindsey's study in Environmental Engineering was completed during a time period when the environmental movement was in its infancy and the coursework was highly technical, as opposed to political or theoretical. His studies included heavy emphasis on examining both technical and economic alternatives to treating sources of pollution, and Lindsey was very interested in the economic alternatives. When he completed his studies, offers to join various companies were plentiful because of the emergence of the field and the shortage of trained engineers. Lindsey joined KST Engineering Company, a nationally recognized consulting firm with offices in most major cities. KST assigned Lindsey to their Ventura, California, office as a Project Engineer. As a Project Engineer, Lindsey's first project was to lead a study to conduct an economic analysis of various technical alternatives for the reclamation and re-use of water in Malibu Canyon, California. As a matter of interest, the alternatives Lindsey recommended proved to be feasible, and Malibu Canyon today operates a water district which utilizes the water reclamation system designed by KST Engineering. KST's (and Lindsey's) clients were primarily cities, utilities and large private industrial clients with a need to design industrial air and water pollution treatment systems. As Project Engineer, Lindsey supervised from six to eight engineers and technicians, depending on the size of the project. KST Engineering developed a strong reputation in air pollution control engineering, and Lindsey was their resident expert. As such, he began receiving frequent requests for technical advice from companies such as Southern California Edison and from the County. It was particularly irritating for Lindsey to work for the County because they did not seem to be able to give him straight answers when he needed policy guidance. As a result, he complained to the County with some specifics and was offered a position as Air Pollution I I I I I I I I I I I I I I I I I I I Sample Profile/Page 3 Engineer. In effect, they recognized the problem and asked Lindsey to help find a man- agement solution. Lindsey joined the County in 1971 as an Air Pollution Engineer. In that capacity, he worked with local industry in a technical advisory role and also in a permitting role. Environmental regulations were still in their formative stages and the position required the use of a great deal of tact and diplomacy to get the support of local industry. The position reported to a County Health Officer who, in turn, reported to an elected Board of Supervisors which was the County legislative authority. In 1973, Lindsey was pro- moted to the position of Director of Environmental Health, which significantly expanded his management duties and responsibilities. As Director of Environmental Health, one of Lindsey's first jobs was to develop an inven- tory of all sources of pollution in the County and to determine quantifiable levels of pollu- tion. Secondly, working with the policy direction of the Supervisor, Lindsey developed and implemented the County's first comprehensive set of rules and regulations regarding pollution. These rules and regulations included "new source authority" and "authority to construct" rules and regulations. Rules which impact the economic development and, in some cases, the ability to continue industrial operations, are extremely touchy and sensitive public issues. Lindsey success- fully implemented the new rules and regulations by working with industry, five elected County Supervisors, citizen advisory groups, the EPA and surrounding jurisdictions. His success in the County led to his appointment as Executive Director to the six-county South Coast Air Basin Coordinating Council, which includes Los Angeles County. In addition to the Air Pollution Control responsibilities of the position, Lindsey also had responsibility for integrating all public health programs. These included restaurant inspections, swimming pool and drinking water inspections and monitoring, etc. While serving in the capacity of Director of Environmental Health, he participated in a complete organizational analysis of the County with the County Executive. This study resulted in the consolidation of several County Departments into one agency (named the County Environmental Resource Agency) and Lindsey was appointed Director. I I I I I I I I I I I I I I I I I I I Sample Profile/Page 4 This agency has over 200 employees and had responsibility for operation of the Air Pollution Control District, county planning, building management, construction and safety, environmental health, animal regulation, agriculture, weights and measures, and man- agement services. The consolidation of each of these functions was a major manage- ment and organizational task. Each department had previously operated with a great deal of independence, and, in some cases, was relatively autonomous from the rest of the County. The agricultural function in the County was a major priority because of the use of pesti- cides and their environmental impact. The County was predominately agricultural, and this was a sensitive public issue which often required public hearings. As Agency Director, Lindsey reported directly to the County Executive who had a man- agement style of liberal delegation. As a result, Lindsey functioned relatively autonomously and often had direct contact with the five elected County Supervisors. To place the County in perspective, it is a County which was historically agricultural but which now has a major urban population of 60,000 within 1,800 square miles. The County has 6,000 employees, and the position of Agency Director is a high-level, high- profile position of significant responsibility. The position requires daily interlace with the elected legislative officials and with officials of all cities and jurisdictions within the County. In his role as Agency Director, Lindsey was the Chairman of the Staff Advisory Committee for the Regional Land Use Programs, which included ten cities within the County. This plan integrated policy for air quality, transportation, water quality, and urban government form. The plan took a three-year effort to develop, and it was adopted in 1978. It was adopted under the legislative authority of the Clean Air Act in 1970 and is significant in regards to evaluating Lindsey's skills because, to be effective, it required an in-depth knowledge of public process and government. Lindsey took a lead role in adoption of the plan, including public hearings. The plan, as adopted in 1978, is still in force today. A major component of Lindsey's job as Agency Director was planning and analysis of County growth projections. He enrolled in the M.P.A. (Masters of Public Administration) program at Pepperdine University, offered in the evenings, and began applying knowl- edge gained from that program to the management of his own organization. In addition to I I I I I I I I I I I I I I I I I I I Sample Profile/Page 5 his technical engineering and economic analysis skills, he developed his skills in organi- zational analysis and structure and, in his opinion, became a better organizational leader. One of his accomplishments at the County pertinent to this position is his leadership of the County environmental siting review of the Southern California Edison Ormand Beach Generating Facility. Lindsey was Agency Director at the County when the State of California pursued Proposition 13. As a result of Proposition 13, the County was forced to significantly cut services because 50% of their tax base was eliminated. Lindsey participated in the deci- sions of reprioritizing many County activities, shifting the burden to the users and, in some cases, eliminating any County participation in the service. Lindsey feels that the positive impact of Proposition 13 was that it forced government to evaluate which services were essential and which were not. Within his own agency, he reduced staff by 20% as a result of Proposition 13. Although the cuts were difficult to make in a human sense, Lindsey had developed a budgeting process which allowed him to prioritize the agency objectives, and he was able to make the reductions based on objective calculations. Lindsey is a firm believer in net revenue budgeting and incremental objectives of the legislative authority. If revenues are not available to meet all the needs, expenditures are cut, as opposed to deficit spending or looking for new revenues. In 1979, Lindsey resigned from the County to begin his own consulting company, which he named Lindsey Consultants. The purpose of the company was to provide to industry expertise in knowing how environmental permits work and to assist them in obtaining permits. In that Lindsey had designed the regional permitting system, he could offer valu- able services to companies without expertise in the environmental area. Simultaneous to Lindsey's resignation from the County, the City terminated their City Manager and had two vacant Council positions because of a recall election. The City. in political turmoil, was not in a position to hire a permanent City Manager and hired Lindsey to be an interim City Manager on a contract through his new consulting firm. Lindsey had no intention of becoming a City Manager when he left the County and would not have applied for the position except through his new consulting firm. After approxi- mately six months, the Council asked Lindsey to accept the position full-time and he accepted. Lindsey has served as City Manager for the past six months. I I I I I I I I I I I I I I I I I I I Sample Profile/Page 6 The history of the City just prior to their hiring of Lindsey and his accomplishments since that time are indicative of his management style and skill and his ability to resolve conflict. Previous to hiring Lindsey, the City Council had responded to revenues lost through Proposition 13 by raising Sanitation District fees. The City Council and City Manager were already in trouble with the citizens because of a perceived attitude of indifference to the ratepayers. As a result, two Commissioners were recalled in a special election and the City Manager was terminated. Lindsey did an economic analysis of the Sanitation District fees and determined that, in fact, the rate increases were necessary. The previous City Manager had made his pro- jections on faulty assumptions (a cumulative as opposed to fixed delinquency rate). Lindsey rolled back the rate increases, and they have not been raised since. In addition to maintaining adequate service levels, the City has been able to pay for a major new treatment plant without issuance of any bonds. Today, instead of the projected deficit, which caused the previous City Manager to raise fees, there is an $8 million fund balance. As a result of the recall and badly divided five-person Council, new elections were held and a full five-person Council was seated. Lindsey won a five to zero consensus vote as permanent City Manager within the first year. The City is a southern suburb of Los Angeles, California. The City has a population of 91,000 and is considered a full-service city. The annual budget is $37 million and the City has 380 full-time employees. In addition to the sanitation fee issue, Lindsey determined that a major problem in the City was a lack of credibility for the city government. To improve this, he began a reorganiza- tion which resulted in five City departments reporting directly to the City Manager. He has hired four of the five department heads, including the newly created position of Deputy City Manager for Economic Development, which has resulted in the active recruitment of five companies employing over 6,000 total employees relocating to the City. In addition to reorganizing staff and attracting top level management talent, Lindsey began a series of service-oriented, open-government programs which expanded the public hearing process and, by so doing, regained public trust in the City Administration. I I I I I I I I I I I I I I I I I I I Sample Profile/Page 7 Lindsey's accomplishments at the City are many, the most noteworthy of which are the implementation of the net revenue concept of budget management; development of a two- tier water-rate system, which rewards conservation efforts; development of a five-year water reclamation plant expansion program with no increase in fees; and City purchase of the Lighting Maintenance District from Southern California Edison. Each of Lindsey's accomplishments is significant in and of itself; however, by far the greatest accomplish- ments are the rebuilding of trust in the City government after a painful recall election and winning the confidence of the five-member elected Council. When Lindsey assumed the position of City Manager, Proposition 13 had caused panic in City government throughout the State, and the economic future of the City was forecast to be very austere. Lindsey has shepherded City growth while developing a $10 million general fund reserve. The City's investment portfolio has increased from $8 million to $40 million, and the City has maintained an AA rating on revenue mortgage bonds. SPAN OF CONTROL: As City Manager, Lindsey is the Chief Executive Officer of a large and complex organization of 380 employees. He is responsible for the day-to-day operations, all aspects of the City from Public Works, and operation of the Lighting District through development and administration of the $37 million annual operating budget. Lindsey's early career and education provided him with a strong technical and financial background. He has developed rate analysis and economic feasibility models for sewage treatment, water supply, pollution abatement alternatives, and the City Lighting District. He is an advocate of the net revenue concept of budget management and has used the concept in the County and the City to manage effectively. He believes in practical and easily understandable budgets, which are an extension of the legislative body's policy. Lindsey's initial budget submitted to Council was six percent below the prior year, included a rollback of increased sanitation rates and improved service levels. The City is still one of only thirty-one California cities which has not needed to implement a local property tax. The reporting relationship to an elected Council is directly applicable, and Lindsey has demonstrated an ability to manage in that environment. Lindsey is responsible for aI/labor negotiations in the City. The City has two represented groups, the police officers and the general administrative employee group. At the County, Lindsey served on the negotiating "posture" committee and had extensive negotiating experience. His view towards negotiations is simple, "negotiations are communication." I I I I I I I I I I I I I I I I I I I Sample Profile/Page 8 Lindsey feels he has always been successful in negotiations because he is fair and honest. TECHNICAL CONTENT: Although the position of City Manager is primarily a man- agement function, as opposed to a technical function, Lindsey has an in-depth technical education which includes nuclear engineering. He has conducted economic analysis and feasibility studies in his position with KST Engineers and has directed and acted on highly technical studies in the County and the City. Lindsey does not claim to be an expert in utility operations, however, he clearly understands the technical aspects of power generation and distribution. At the County, he led the environmental siting review for a major Southern California Edison generating plant and, in his opinion, had no diffi- culty understanding or dealing with any of the issues, economic or technical. PUBLIC/RA TEPA YER RELA TlONS: As previously stated, Lindsey joined the City following a citizen-initiated recall of two Commissioners and the termination of the City Manager. The recall was caused in part by the raising of sanitation rates. Lindsey rolled back the rates and, in the subsequent years, has established strong community relations through open and responsible communications. He initiated a two-tier rate program for water consumption, which rewards conservation efforts and charges appropriate rates for major cities. Lindsey has demonstrated an ability to work with all segments of the population in his position as Agency Director for the County and as City Manager. He has dealt openly with large industrial concerns and with special interest groups on an open basis. One of Lindsey's strengths is his ability to lead his organization through very sensitive issues. INTERGOVERNMENTAL/LEGAL: Although Lindsey certainly has a large number of intergovernmental and legal issues with which to deal as City Manager, the position of Agency Director (which he held with the County) is most indicative of his ability to deal in complex legal and technical settings. Lindsey was an Environmental Manager during the years when environmental impact statements and environmental issues such as air qual- ity were very intensely debated. Lindsey was a leader in California in the adoption of rules and regulations for air quality and water quality. The South Coast Air Basin Coordinating Council was made up of leaders from six California counties, including Los Angeles, and required a knowledge of legal issues in environmental and governmental arenas. I I I I I I I I I I I I I I I I I I I Sample Profile/Page 9 Lindsey has managed and directed several bond issues and is knowledgeable of legal and financial necessities in that area. His Masters Degree in Public Administration, plus his experience in the County and the City, have prepared Lindsey well for the legal and intergovernmental issues he would face. OPERA TIONS/MANAGEMENT STYLE: Jim Lindsey is a manager who brings a high energy level to the job. He uses his organizational and technical skills in the area of financial management to maximum advantage. Lindsey believes in surrounding himself with exceptional talent and then delegating responsibility. He is proud of the fact that three of his assistants have progressed to be City Managers of other cities in California. Lindsey expects excellence from his subordinates and would not tolerate lack of effort nor repeated mistakes. His style is direct and can be forceful, but he is also tactful and diplo- matic when required. Lindsey believes in the process of government and fully under- stands the difference in responsibility between elected officials and those who they appoint. Lindsey considers himself to be a team leader and feels that his staff would describe him as open and easy to work for, although sometimes demanding. Lindsey has established excellent relationships with the press, and they describe him in glowing terms. Excerpts from press clippings state, "the City isn't the place it was five years ago. It's come a long way baby, and the City Council, City Manager. Jim Lindsey and his administrative team at City Hall are largely responsible." In an editorial dated February, 1983, the local newspaper stated, "With all the talk of million-dollar and billion-dollar deficits at the state and federal level, it's refreshing to hear some good news about government spending coming out of City Hall. The good news is City Manager Jim Lindsey's announcement this week that the City has spent $600,000 less than anticipated this fiscal year. The news comes despite the fact that the recession has lowered City revenues by 7.5 percent. In short, the City has saved the money through good old fashioned strict budgeting. It is good to see that local government still maintains fiscal responsibility to the public it serves." Lindsey develops a goal-oriented, positive attitude and then implements specific plans to achieve those goals. The budget is the primary tool he uses to measure progress and to provide policy direction. I. I I I I I I I I I I I I I I I I I I Sample Profile/Page 10 PERSONAL INFORMA TION: Lindsey is 43 years old, married and has two children, ages 21 and 19. Raised in Oregon, he has a desire to move to the Northwest, which is shared by his wife who has family living in Western Washington. Lindsey is very active in public organizations. He is a registered Professional Engineer and still maintains active interest in technical issues, although he admits that he has no desire to practice engineer- ing as a profession. Lindsey is very poised and obviously comfortable in a one-on-one conversation. He pre- sents an excellent professional image without appearing contrived. Lindsey's salary at the City is $68,900 per year, use of a City automobile, and expenses. He gave considerable thought to the position before applying because he does have a secure and excellent position in the City. After applying, he freely listed current Council- members as references, in spite of the fact that it could alter their future relationships. This is indicative of Lindsey's open and forthright style. BJ/jc I I I I I I I I I I I I I I I I I I I SAMPLE REFERENCE MATERIAL PUBLIC ELECTRIC UTILITY CONFIDENTIAL REFERENCE SUMMARY JAMES LINDSEY RELA TIONSHIP TO THE CANDIDA TE: Jensen, Oldani & Cooper, Inc. conducted a number of confidential reference calls to individuals who know and have worked with Jim Lindsey in his current capacity as City Manager. Based upon their respective relationships with him, these references candidly provided their evaluations of Jim, his professional attributes and performance. They have worked with Jim as past and present members of City Council (his immediate supervisors), Executive Director of the local Chamber of Commerce, and a local newspaper editor who participates on a number of community boards with Jim. A series of broad based questions were asked of each person in order to establish a well-rounded profile of Lindsey and the characteristics he exhibits as a manager in the public sector. The information compiled is represented in summary format to ensure the confidentiality of the individuals who provided references for Jim Lindsey. STRENGTHS: According to the Editor/Publisher of the Valley Enterprise, Jim Lindsey is "one of the finest City Managers in the State of California." This individual stated up front that his reference would not be a typical "newspaperman's evaluation" because of his "solid support" for Lindsey and how difficult it will be to replace him if he should be selected for the position. Jim's strengths, in his opinion, are his ability to quickly assess a situation, to develop an organizational plan, to gain support of his elected superiors, and to carry out the action plan in a professional manner. A former City Councilmember and current State Assemblywoman, who first met Jim when he was Director of the County Environmental Resource Agency, was extremely impressed with his administrative skills and ability "to generate innovative problem- solving solutions" for both the County and the City. This reference noted two of Jim's attributes that she considers significant: first, he possesses a solid technical background...as an engineer, he has a diverse understanding from construction to public works; and second, possesses outstanding management skills--"He is not the typical engineer, in that he can comfortably work with gray areas." Jim has been successful in working with developers, local residents, and an ever-changing Council. With respect to the Council, Jim is credited with "professionally introducing an orderly change," which has gained "wide community support." He worked with the Council, "known for its shouting matches", to identify specific goals they wished to achieve and prioritize policy issues that merited research and discussion. Because he is result- oriented, he was successful in keeping Council moving forward. Jim is described as "very sensitive politically" and one who has been extremely successful in gaining the respect of "the pro-growth, environmentalists, developers, and blue collar segments" of the Council. One of his real strengths is his ability to work with the Council in a politically volatile community. He understands his role as the implementor, not establisher of city policy. He will advise the Council on the advantages and pitfalls of alternative actions and will work hard to carry out whatever course the Council selects. I I I I I I I I I I I I I I I I I I I Lindsey Summary Page 2 Jim is perhaps the most well-respected City Manger in the County and the Mayor states that, although public employee salaries are a sensitive issue, he believes Jim to be worth two or tree times what the City is paying him. Jim has unique blend of patience and timeliness. He methodically allows time for staff, Council, and citizens to express their opinions on an issue. He does not, however, procrastinate and is not afraid to make tough decisions. Lindsey was further characterized as "a grower" who is just beginning to tap his potential and an individual who is articulate on diverse administrative issues. His engineering background enables him to carefully assess the work of the technically-oriented groups he oversees and to represent the city professionally in these areas. His direct knowledge may be limited in some areas but Jim is intelligent, inquisitive, and a quick learner. When asked to identify any characteristics that they believed are detrimental to Jim's effectiveness as a manager, references were hard pressed to and did not believe anything of significance existed. His presentations can become somewhat technical; however he is quick to respond and adjust to the audience. A former Councilmember believes he devotes too much effort toward developing alternatives for Council when he knows they are not going to accept a staff report. "He could make Council struggle for alternatives." She emphasized that he is "highly respected as a professional admi nistrator." MANAGEMENT PROFILE: As a manager, Lindsey is described as a "background person" who is able to motivate his employees and get "110% from them." It was noted that Lindsey has excelled in "staff development," both in hiring and training, and is a manager who will "give credit" to those who deserve it. Lindsey is good at "deflecting praise and public attention" to the Councilor department heads. He is a team player who "rolls with the punches." In five years, he has provided significant leadership to the City and won the respect of friends and foes alike. As a supervisor, Jim is tough but fair. People want to please him and, through his employee communications, they have adopted and support his strong service orientation. Mayor Wright believes Jim may be a little too compassionate at times and gives employees chances beyond those that they really deserve. He will work hard to "salvage" an employee. Fortunately, he is right more often than he is wrong. One of his valuable management attributes is his ability to work with people and to achieve results through them. Just prior to Lindsey's arrival, there had been a strike by the "lower-paid employees"; since Lindsey's administration, the City has enjoyed trouble-free employee relations. He believes that Lindsey is comfortable in meeting with all levels of employees and elected officials. The City is a "no tax city" and Jim has always been able to "generate a small budget surplus." Jim has a fantastic ability with figures and budgets and can do in his head what most people must puzzle out on paper. He arrived at the City shortly after Proposition 13 was passed. The City has no direct levy and relies only on an unstable sales tax. Under Jim's leadership, the City has gone from a position of "barely hanging on" to having a sizable surplus. He is a "wizard at making things work." During this time, the City has increased 20% to 25% in population and Jim has managed to provide services with less money and the same personnel. For the first time in many years, the City is now in a position to hire additional personnel and has budgeted new positions in Public Works, Police and Sanitation, as well as an $11 million expansion of its sewer treatment plant. He has an uncanny knack for selecting I I I I I I I I I I I I I I I I I I I Lindsey Summary Page 3 the right people for the right job. He has hired a Planning Director, a Human Resources Director and, in the area that has shown the largest improvement, a Director of Public Works. According to Councilmembers, Lindsey's relations with City Council have been "evolutionary" over the last six years. He has developed a "high trust level with Council" and enjoys the widest administrative latitude. Jim has developed tremendous support on the Council and among the general public. He possesses a combination of hands-on, as well as delegating skills. If there is trouble or dissatisfaction in the community, Jim will spend time with citizens at the very early stages. He is accessible to the public and makes his Department Directors accessible to them as well. ACCOMPLISHMENTS: In addition to Lindsey's immediate contribution of organization and stability to the City and placing the City on a stronger financial foundation, it was noted that he has attracted a solid department head staff and increased the "sense of community." When a local group of residents baulked at sharing flood control costs with a new adjoining development, Lindsey was credited with developing a innovative "assessment district" which allowed for continued development, as well as allowing current residents to withdraw from participation if they signed "a ten year, non-move agreement." Once residents understood the seriousness of the Flood Control Project, they agreed to participate with a long-term cost deferral. This achievement is an example that emphasizes Lindsey's "technical, fiscal, and street-wise understanding of community issues" and how he works toward a resolution. The City has attracted "respected industry" under Lindsey's administration.. To achieve this, Jim has been successful in meeting with small citizens' groups to explain the needs for controlled/planned growth that will compliment the City, rather than making it a "bedroom community of Los Angeles." It was emphasized that Jim understands "political nuances" and has been "aggressive in a positive posture" in working with citizens who previously have been unapproachable. SUMMARY: Jim Lindsey is an individual who is motivated by challenge and the "opportunity to put things together" so they function in an effective and efficient manner. "He is a tireless worker who is always searching for innovative methods." Jim is of quick wit and humor and has a personal style that is candid and up front. References consider Lindsey to be of the highest integrity and an individual who has never had a hint of compromise or scandal and unfavorable publicity. They "enthusiastically support" Jim for a management position of increasing responsibility and complexity. He has a proven management record and the described District Manager position sounds like a challenge Jim Lindsey would enjoy. VW/March, 1992 I I I I I I I I I I I I I I I I I I I Confirmed By: Confirmed By: ACADEMICS James L. Lindsey Master of Public Administration April, 1978 Pepperdine University Donna Registrar's Office Pepperdine University Malibu, CA 90265 (213) 456-4000 Bachelor of Science. Civil EnQineerinQ June, 1963 Oregon State University Tammy Brown Registrar's Office Oregon State University Corvallis, OR 97331 (503) 754-0123