EXECUTIVE SEARCH PROPOSAL FOR CITY MANAGER (RFP #80-00)
LC'3~m~ 2)-0-0\
SLAVIN AGEMENT
CONSULTANTS
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
CITY OF CLEARWATER, FLORIDA
Executive Search Proposal
for
CITY MANAGER
(RPP #80-00)
Prepared by Robert E. Slavin on October 16, 2(}()()
SLAVIN AGEMENT
CONSULTANTS
3040 Holcomb Bridge Rd. Suite B-1. Norcross, Georgia 30071 . (770) 449-4656 . FAX (770) 416-0848 . E-mail: rslavin101d1!aol.com
With affiliates in Dallas, Detroit, Houston and Newport (RI)
I
I
I
I
I
!I
I
I
I
I
I
I
I
I
I
I
I
I
I
October 16, 2000
Mr. George McKibben, Purchasing Manager
City of Clearwater
100 S. Myrtle Avenue
Clearwater, Florida 34616-5520
Re: City Manager Search Proposal- RFP #80-00
Dear Mr. McKibben:
Slavin Management Consultants (SMC) is pleased to respond to the City of Clearwater's request for proposal to
conduct an executive search for City Manager. SMC is based in near Atlanta in Norcross, Georgia and we have
affiliates in Dallas, Detroit, Houston and Newport.
The purpose of this project is to help the City Commissioners to develop and agree to a comprehensive position
profile for City Manager. Then, to identify, recruit and present outstanding candidates who meet these criteria.
Once the City has developed and approved the recruitment profile, we will have no difficulty identifying quality
prospective candidates and becoming immediately productive.
As a high quality, independent management consulting firm, Slavin Management Consultants is most capable
and interested in providing these services to the City. This proposal commits the highest level of our firm's
resources. Mr. Slavin is among the most experienced recruiters of governmental managers in the nation.
He is committed to providing exceptional recruitment services to public agencies and is continually lauded
for the quality of his work. Mr. Slavin will be the Project Manager for this assignment. Mr. David Hunscher,
Ms. Jill Pylant Ms. Janice Nevins, Ms. Josie Johnson and Mr. Paul Steinbrenner will help with the project.
All are highly experienced public sector human resources consultants.
Our project team is available to begin this important engagement immediately and complete the project in a
timely manner. Our proposed approach will cause minimal disruption to your daily operations.
Our responses to the City's questions concerning the company are contained in the Firm Qualifications section of
our proposal. Requested references are also provided in the proposal as Exhibit III. The information requested
concerning our Executive Search practice follows.
Chief Executive (City or County Manager) Searches: SMC has completed at least thirty city/county manager
searches since 1991. Over the years, our company has completed 37chief executive searches for cities and
counties with populations of more than 100,000, of which nine were completed within the last five years.
We have significant local government recruitment experience in the Southeast and all regions of the United States.
Our Florida City Manager search clients include Atlantic Beach, Boca Raton, Boynton Beach, Clearwater, Gulfport,
Jacksonville Beach, Miramar, Palm Bay, Palm Beach Gardens, Panama City, Pompano Beach, Sarasota, Sunrise,
West Palm Beach, and Winter Park. In addition, SMC has placed County Administrators in Hillsborough County,
Lake County, Lee County, Manatee County, Martin County, Palm Beach County, Polk County, Santa Rosa County,
Seminole County and Volusia County. We have also performed department head searches for many of these and
other Florida cities and counties. Our client list is included in this proposal as an exhibit.
In considering our proposal we point out several factors about our firm and our approach that will be of significant
benefit to the City:
. We are results oriented. Once the recruitment profile is approved, we "lock" into the criteria established
and carefully identify, recruit and evaluate candidates who meet your criteria. We do not simply bring
3040 Holcomb Bridge Road - Suite B1 - Norcross, GA 30071-1357 - (770) 449-4656 -FAX: (770) 416-0848
I
I
I
I
I
I
I
I
I
I
I
I
II
I
I
I
I
I
il
The City of C/eerwater. Floride
Page 2
forward candidates whom we may already know.
. Our key staff members have extensive experience in conducting executive searches for the public sector
throughout the nation.
. We know Florida's "Sunshine Laws.. We are able to recruit well-qualified candidates for our Florida clients
who would not have otherwise applied for fear of premature publicity. We also comply with both the letter
and intent of Florida's laws. .
. Mr. Slavin, Ms. Pylant, Ms. Nevins, Mr. Hunscher and Mr. Steinbrenner have held executive level positions
in local governments and know how important quality management is to the success of local governments.
. We are committed to complete client satisfaction. Our successful placement-oriented approach will ensure
that the project work is practical, realistic and that it has the prior commitment of the City so that a
successful placement will be facilitated.
. We use discount airfares and leverage trips between clients whenever possible to reduce expenses to our
clients.
. We are leaders in the field of executive search in the public sector and our methodologies are state-of-the-
art. We can address all aspects of your assignment.
. Every search that we have conducted has resulted in a selection from our recommended group of
candidates. Our experience includes large and small organizations, and chief executives and subordinate
level positions. More than 95% of our placements have remained in our client's positions for more than
five years.
. Our style is interactive; that is, we strive to build a partnership with our clients.
. We are committed to excellence. We guarantee the highest quality of work and its success in your
environment.
. We guarantee our work and will redo the search if the position is vacated, for any reason, within two years
of the employment date of a candidate selected by the City through our efforts.
. We are experts in EEO/AA recruitment. In fact, about 25% of our placements are women and/or
minorities.
Thank you for the opportunity to submit this proposal. We are available to meet with the Commission in the near
future and look forward to again working with the City of Clearwater on this highly challenging and very important
assignment. If you have questions concerning this proposal, please contact me at (770) 449-4656.
Very truly yours,
SLAVIN MANAGEMENT CONSULTANTS
'72~ t:~.v~
Robert E. Slavin
President
RES/jf
I
I
I
,I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
TABLE OF CONTENTS
Cover Letter
BACKGROUND AND OBJECTIVES ..............,..................................... 1
THE SEARCH PROCESS AND SCHEDULE .............................................. 2
FIRM QUALIFICATIONS AND STAFFING ............. . . . '. , . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 5
A. Firm Qualifications . . . . . . . . . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 5
B. Staffing .......................................... '. . . . . . . . . . . . . . . . . . .. 5
Robert E. Slavin, President ............................................... 5
Jill T. Pylant, SMC Consultant. . . . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 6
Janice R. Nevins, SPHR, SMC Project Manager. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 7
David G. Hunscher, Sr., MRWOD Owner, Project Manager and Recruiter. . . . . . . . . . .. 8
Josie Johnson, President - JC Johnson Company, Dallas, Texas ................. 8
Paul A. Steinbrenner, SMC Senior Consultant . . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . .. 9
COST FOR PROPOSED SERVICES ................................................... 11
Professional Fees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . , . , . . . . . . . . . . . . . . . . . . . . . . . . . .. 11
Expenses . . . . . . . . . . . . . . , . . . . . . . . . . . . . . . . . . . . . , . , . . , . . . . . . . . . . . . . . . . . . . . . . .. 12
ACCEPTANCE/SIGNATURE. . . . . . . . . . . . . .. . . . , , . . . . .. . , .. ... . . .. . . . . . . . , . . .. . . . . .. .. 13
EXHIBITS
I. Pro Forma Invoice
II. Client Lists
'". References
IV. EEO Statement
V. Recent Chief Executive Searches
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
BACKGROUND AND OBJECTIVES
I t is our understanding that:
The City of Clearwater (population 100,000) is located on the West Coast of Florida across Tampa Bay from
the Tampa International Airport. Clearwater is a full selVice city. Since 1924, it has used the Council-
Manager form of government. The Commission is comprised of five members. The Commission appoints
a City Manager who selVes at its pleasure. The current operating budget is $225,792,858. The capital
budget is currently $86,726,100 and there are 1,794.9 full-time equivalent positions.
. The City Commission is interested in identifying outstanding candidates and filling the position of
City Manager as soon as possible.
. The City Commission wishes to conduct a comprehensive recruitment process to ensure the best
qualified candidates are found and that the best qualified individual, acceptable to the City
Commission, can be hired.
. The annual salary range for the position will be determined through discussions with the City
Commission. f
The objectives that we will meet to help find the best qualified candidates for the position are as follows:
. To assist the City Commission to produce a comprehensive position profile and reach agreement
about the specifications for the position.
. To seek out and encourage top level people to apply who would otherwise be reluctant to respond
to an advertisement.
. To save the City Commission and staff a considerable amount of time in establishing a position
profile and reviewing applicants.
. To comply with appropriate personnel regulations and State of Florida laws.
. To independently and objectively assess the qualifications and suitability of candidates for the
position.
. To preselVe the confidentiality of inquiries to the degree possible under Florida law.
. To assist the City Commission to reach a final decision and in negotiating a compensation package
with the successful candidate.
. To assist the City Commission in establishing criteria for evaluating the new City Manager's perfor-
mance.
. To follow-up with the City Commission and the selected employee during the first year to determine
if adjustments need to be made.
. To keep the City Commission closely involved in key decisions and informed of our progress.
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
I
THE SEARCH PROCESS AND SCHEDULE
I
U
U
U
U
U
We recommend a five-step process as follows:
. Define job qualifications and requirements for the position
-- the "Recruitment Profile."
. Identify and recruit qualified candidates.
. Evaluate prospective candidates.
. Make recommendations, help in selection and facilitate employment.
. Establish evaluation criteria and follow-up.
Each step of this process is described below.
A. Define Position Profile
We will meet with the City Commission members as well as with staff, and citizens (if the City Commission
wishes) to learn the City's needs, focus and requirements such as experience, education and training as well
as preferred management style and personal traits. In developing the recruitment profile, we will spend a
considerable amount of time at the beginning of the process in Clearwater to gather additional information
about the City and to ascertain, the unique challenges of the job and the general environment within which
the position functions.
I
I
U
Once we have gained the necessary information, we will prepare a draft recruitment profile and review it with
the City Commission to arrive at a general agreement regarding the specifications for the position. The final
profile will include information about the region, the City of Clearwater, the City government, major issues
to be faced, the position and the selection criteria established.
B. Identify Qualified Candidates
I
I
B
U
I
m
m
We will first review our database to find those candidates whom we may already know and/or already have
on file who may meet your specifications. Although the above process is valuable, we will rely most heavily
on our own contacts in related fields and on our own experience. In other words, through "networking," we
will conduct a profes~ional search for the best-qualified candidates and invite them to apply for the position.
Based on our discussions with the City Commission, we will place advertisements in appropriate profes-
sional journals, local newspapers, and specialty publications to encourage applicants to apply. We
acknowledge all resumes received and thoroughly screen all potential candidates.
C. Evaluate Prospective Candidates
Preliminary Screening and Progress Report
Criteria for the preliminary screening will be contained in the approved "Recruitment Profile." They may
include such items as education, technical knowledge, experience, accomplishments, management style,
personal traits, etc. Screening of candidates against those criteria will be based on data contained in the
resume and other data provided by the candidates and on our knowledge of the organizations in which they
work. At this stage, each must meet the minimum qualifications specified in the Recruitment Profile.
We request that all candidates provide us, in writing, substantial information about their accomplishments
and their management style and philosophy. This information is verified and, at the City's option, may be
further tested by having the finalists respond to a supplemental questionnaire and/or complete management
and leadership style inventories. We interpret these instruments for the City as well.
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
2
I
m
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
and leadership style inventories. We interpret these instruments for the City as well.
We will meet with the City Commission to provide a progress report on a number of semifinalist candidates.
These individuals will be top prospects who clearly meet the City's specifications for the position. With
guidance from the City Commission, we will narrow the semifinalist candidate group on the basis of refined
criteria. During this meeting we will detennine City Commission expectations relative to interview questions
that we will write as well as the candidate rating and scoring processes which will be included in our final
report.
D. Selection and EmDlovment
In-depth Screening and Final Report
At this point, we will interview those semifinalist candidates whom the City Commission has the greatest
interest in. Proper "fit" is as important as technical ability. We assess both. In order to better assess
candidates' management style and interpersonal characteristics, we personally interview each in his or her
present work environment. We will closely examine each candidate's experience, qualifications,
achievements, management style and interpersonal skills in view of the selection criteria and our
professional expertise in evaluating the quality of such qualifications, skills and achievements.
We conduct in-depth background checks on those individuals who continue to demonstrate their overall
suitability for the position. Included are detailed and extensive reference checks which cover a minimum
period of ten years. In conducting these, it is our practice to speak directly to individuals who are now or
have been in positions to evaluate the candidate's job perfonnance. We ask each candidate to provide us
with a large number of references. We then network these references to other persons who know the
candidate. In this way, we thoroughly evaluate each candidate. These references and evaluations are
combined to provide frank and objective appraisals of the top candidates.
As part of our evaluation process we conduct credit checks and verify undergraduate and graduate college
degrees. At the City's option, we will arrange for criminal history and driving record checks. As an additional
option, we can arrange for assessment centers and/or psychological (or similar) testing of the candidates.
(These optional items may result in extra cost.)
We will then meet with the City Commission to present a group of well-qualified finalist candidates for
interviews in Clearwater. These final candidates will not be ranked because, at this point, they will all be
qualified and it will then be a matter of chemistry between the candidates and the City Commission that
should produce the final selection decision.
Our final report will be presented in a meeting with the City Commission. This written report is a
comprehensive document. It contains our candidate recommendations, details about the search, interview
tips, interview questions, candidate evaluation fonns and infonnation about legal vs. illegal inquiries. The
report also includes the candidate interview schedule as well as our recommendations relative to timing,
sequencing, location, setting, fonnat, and conduct of interviews. The report contains comprehensive
infonnation about each recommended candidate. This includes educational and experience information, an
evaluation of the candidate's experience relative to the criteria established by the City, a summary of
reference comments and a statement of accomplishments and management style prepared by the candidate.
Present compensation is also provided for each recommended candidate.
We will provide information about trends in employment, employment contracts and agreements, relocation
expenses, perquisites, appropriate roles for spouses, receptions, etc. We arrange schedules for top
candidate interviews with the City and we will coordinate the entire process.
We will properly handle any and all media relations. Unless otherwise directed, it is our standard practice
to tell all media that we are working on behalf of the City of Clearwater and that any public statement should
come from the City directly. Under no conditions will we release information to the media unless specifically
directed by the City to do so.
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
3
I
Finally, we will notify all unsuccessful candidates who were not recommended for an interview with the City
of the final decision reached. We suggest, however, that it is more proper for the Mayor to directly notify all
unsuccessful candidates whom City interviewed of the final result.
u
SMC is an equal opportunity employer and recruiter, and will not discriminate against any employee or
applicant for employment because of race, religion, creed, color, sex, disability or national origin.
u
I
E. Establish Evaluation Criteria
Once the new City Manager has been on board for 30 days or so, we will conduct a session with the City
Commission and with the new City Manager. to establish mutual performance criteria and goals for the
position.
u
F. Follow-uo
u
We will follow-up with the City and the new City Manager during the first year and assist in making any
adjustments that may be necessary.
G. ReoortinQ
u
We will keep the City informed, involved in decisions and involved in the search process at all times.
H. Schedule
u
The search process normally takes between sixty (60) and ninety (90) days to complete and typically follows
the following pattern:
I
I DAYS
I STEPS I 1-30 I 30-45 I 45-60 I 60-360 I
1. DEVELOP SEARCH PROCESS, RECRUITMENT PROFILE
AND ADVERTISING PROGRAM FOR CITY COMMISSION ./
APPROVAL
2. IDENTIFY QUALIFIED CANDIDATES, REVIEW DATA
BASE NETWORK. RECEIVE AND REVIEW RESUMES ./ ./
3. SCREEN & EVALUATE PROSPECTIVE CANDIDATES ./
4. PROGRESS MEETING AND REPORT ./
5. INTERVIEW AND EVALUATE PROSPECTIVE ./ ./
CANDIDATES
6. SUBMIT FINAL REPORT AND RECOMMENDATIONS, ./
ASSIST IN SELECTION FACILITATE EMPLOYMENT
7. ESTABLISH EVALUATION CRITERIA AND FOLLOW-UP ./
u
I
I
u
u
u
u
I
I
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
4
u
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
FIRM QUALIFICATIONS AND STAFFING
T his section presents our qualifications to conduct projects of this type and describes the staff to be
assigned to the search.
A. Firm Qualifications
SMC is an independent management consulting firm formed in 1986 and incorporated in the State of
Georgia. We operate nationwide from our home office near Atlanta, Georgia. The principal and only stock
holder of the firm is Robert E. Slavin. Mr. Slavin has extensive experience as a local government executive
and as a management consultant. In addition to Mr. Slavin, SMC has eight employees. We have affiliates
in Dallas, Detroit, Houston and Newport.
The company provides exceptionally high-quality consulting services to state and local governments, health
care providers, transit authorities, utilities, special districts, and private sector clients. Specialty practice
areas include executive recruitment, pay and classification, performance appraisal systems, and organization
development and training. Our key consultants have conducted successful assignments for hundreds of
public sector organizations nationally and offer many references as testimony of our work.
This important engagement will be personally conducted by Mr. Robert E. Slavin. Mr. Slavin has conducted
or assisted in the conduct of more than 400 successful executive searches throughout his career. Members
of the proposed search team have conducted executive searches for Slavin Management Consultants as well
as for others before joining the firm. All are professional public human resources practitioners with significant
direct management experience. All are long-term, active members of a variety of professional organizations
and stay abreast of new and changing laws, developments and trends by regularly attending specialized
workshops, seminars and annual conferences.
B. StaffinQ
Roben E. Slavin. President
Mr. Slavin is a pioneer in public sector and nonprofit executive search. He is among the best known and
respected professional recruiters in the business. He is a frequent speaker before professional groups and
he has written several articles for professional journals concerning governmental management. By special
invitation, Mr. Slavin assisted the United States Office of Personnel Management to define and set up the
Senior Executive Service for the Federal Government.
Mr. Slavin began his local government career in 1967. His experience includes twelve years working directly
for local governments and it includes seven years as a principal consultant with the government search
practice of Korn/Ferry International, the largest private sector search firm in the world. He headed the local
government search practices for Mercer/Slavin, Incorporated, Mercer, Slavin & Nevins and Slavin, Nevins
and Associates, Inc. Mr. Slavin now heads the executive search practice for Slavin Management
Consultants. Clients include state and local governments, nonprofit and private sector businesses all over
the United States. His experience includes search assignments for the 1984 Los Angeles Olympic's
Organizing Committee.
Mr. Slavin's experience and qualifications include organizational analysis, classification and compensation
studies, and assessment centers and human resource's systems studies.
Before being invited to join Korn/Ferry International, Mr. Slavin served as Assistant City Manager/Director
of Human Resources for the City of Beverly Hills, California.
While at Beverly Hills, Mr. Slavin conducted many executive level recruitment assignments involving
nationwide search and placement. Before joining the City of Beverly Hills, Mr. Slavin was the Assistant
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
5
Before San Leandro, Mr. Slavin was on the personnel staff of Santa Clara County, California. His
assignments included recruitment, classification and selection for the County's Health Department, Medical
Center, Transportation Agency, Sheriffs Office, Superintendent of Schools, Fire Marshall, Assessor's Office,
Library System and County Recorder's Office.
I
m
m
I
While at Beverly Hills, Mr. Slavin conducted many executive level recruitment assignments involving
nationwide search and placement. Before joining the City of Beverly Hills, Mr. Slavin was the Assistant
Personnel Director for the City of San Leandro, California.
Mr. Slavin received his Bachelor of Science degree in Political Science from the University of Santa Clara,
and has completed the graduate course work for a Master's degree in Public Administration at California
State University at Hayward.
u
Oraanizations
u
International City Management Association
American Society for Public Administration
. International Personnel Management Association
. IPMA - Human Relations Commission
Southern California Public Labor Relations Council
. Southern California Municipal Assistant's
Bay Area Salary Survey Committee
I
I
Jill T. Pvlant. SMC Consultant
. Personnel Director for the fastest growing urban county in the United States, with responsibility for
all personnel policies and practices for 2500 employees and a total payroll of $50 million.
. Redesigned the total compensation package and developed a professional management structure
for plan design, administration and communication for a large urban county government with 3800
employees.
. Directed many Compensation and Classification Studies. Developed job analysis methodology to
identify skills, knowledges and abilities of individuals and organizational functions.
. Responsible for countywide MIS planning and operations for a fastest growing large county using
two mainframe platforms and managing 43 major systems.
. Managed a Functional Job Analysis of several agencies within the South Carolina Department of
Social Services to restructure jobs and reassign organizational objectives for increased efficiency.
The results of the work were contributed to the National Task Bank for the Social Services
developed by the W. E. Upjohn Institute as well.
. Established performance and productivity standards for more than one hundred positions, including
clerical, technical and professional, in the Gwinnett County Department of Administrative Services.
. Facilitated numerous workshop group sessions to brainstorm goals and objectives, set priorities and
develop team decision making skills.
. Adapted the national government's Factor Evaluation System for job classification for use in state
and local government.
. Directed the development of model personnel policies for use by South Carolina local governments.
. Wrote the Eaual Emp/ovment Handbook for use by local government jurisdictions in South Carolina.
. Developed paraprofessional, professional and mid-level management skills development training
for the South Carolina Department of Social Services.
. Developed and conducted supervisory skills development training for local government jurisdictions
in South Carolina.
. Developed and conducted training in personnel for county government elected officials in Georgia.
I
U
I
Ms. Pylant has more than 25 years experience in the field of Human Resource Management and local
government administration, including eight years as a managing consultant and seven years in local
government executive positions. She holds the Master of Public Administration degree. Highlights of Ms.
Pylant's career include:
H
I
U
I
I
I
Prepared for the CITY OF CLEARWA fER, FLORIDA by Slavin Management Consultants
6
I
U
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
. Set up a pay-for-performance system in a large county government.
. Managed employee "quality circles" group in the modification of performance appraisal system as
well as the development of new leave policies.
Oraanizations
· International Foundation of Employee Benefits Plans
. American Society for Public Administration (held national, state and local offices)
. International City Management Association (served on a national committee)
· Georgia Local Government Personnel Association
. American Compensation Association.
Janice R. Nevins. SPHR. SMC Proiect Manaaer
Ms. Nevins has more than twenty-five years of progressively responsible experience in public and private
sector Human Resource Management, with expertise in start-up operations of personnel functions, resulting
in significant improvements in productivity, retention rates and employee morale. Areas of contribution and
knowledge in both the public and private sectors include salary administration, benefits design and
administration, EEO/Affirmative Action, training and development, employee relations, and organization
development. Ms. Nevins holds a Bachelor of Science degree from the University of Houston in Business
Technology, with a major in Personnel. She has attained a Certificate of Public Management from the
University of Georgia and the prestigious title of lifetime Senior Professional in Human Resources (SPHR),
which is the highest accreditation possible in the field of personnel. A few highlights of her public sector
personnel experience include the following:
. 20-plus years of hands-on experience with several classification systems including Hay, FES, job
ranking and market pricing. Developed customized classification systems;
. Served as head of compensation for Continental Airlines.
. Served as Personnel Director of one of the fastest growing urban counties in the United States, with
responsibility for all personnel policies and practices for 2,300 employees.
. American Compensation Association (ACA) certified in two compensation levels.
. Project Director for Compensation and Classification Program for a large City-County government
encompassing some 20 jurisdictions and 10,000 employees.
. Project Manager for an "Employee Performance Appraisal System" with emphasis on pay-for-
performance for the City of Atlanta impacting some 8,000 employees.
. Directed successful classification and compensation projects for city and county governments in
California, Texas, Iowa, Illinois, Colorado, Alabama, Georgia, Florida, Nevada, and others.
. Conducted a major study to revise the Personnel Policy and Procedure Manual, as well as revise
the State code, for a large urban County government.
. Assisted several local governments in total quality (TOM) efforts related to personnel and
compensation practices.
. Directed the reorganization of ten major departments in a large agency, including reclassification
of most positions.
. Directed a "right-sizing" staffing and operations study of a small city in Arizona.
. Personally conducted and successfully implemented a salary study in six weeks due to critical pay
issues in a large Georgia county, covering some 400 jobs and impacting 1,500 employees. Resulted
in county moving into a competitive pay posture, reducing turnover, and improving employee rela-
tions.
. Conducted several compensation studies for banks, including executive incentive programs.
. Conducted a county-wide FES classification study of 250 clerical and administrative positions
resulting in consolidation of many jobs with fewer classes.
. Introduced, developed and implemented pay-for-performance salary administration programs in
several public sector agencies. Abolished the seniority system of "automatic" step increases,
replacing with true pay-for-performance incentive programs, linking job-related performance
appraisal to merit pay.
. Directed the analysis, study and correction for resolution of class action law suit by Fire and Police
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
7
departments over a three-year-old defective pay study conducted by a major consulting firm.
. Trained hundreds of managers and supervisors in various personnel practices, including employee
performance appraisal, compensation and classification practices, etc.
. Presenter and lecturer at many national, regional and local professional organizations.
m
m
I
U
Dr
I
I
I
U
U
U
U
I
U
I
U
I
U
Organizations
. Society of Human Resource Management (SHRM)
International City Management Association (ICMA)
International Personnel Management Association (IPMA)
American Society of Public Administration (ASPA)
Leadership Alumni Association (Chair for three years)
. Junior League of Houston
David G. Hunscher. Sr.. MRWOD Owner. Project Manaaer and Recruiter
David Hunscher has more than twenty years of experience in both the public and private sectors. As the
Chief Executive and Administrative Officer for several complex jurisdictions, Hunscher has gained respect
and recognition for his practical treatment of fiscal, human, and organizational management. In addition,
Hunscher is recognized for his prowess in municipal planning, problem resolution, and employee cultivation.
In 1996, Hunscher founded Organizational Improvement Systems, Inc. (OIS), a human resources
management and executive recruiting consulting firm located near Detroit, Michigan. MRWOD has been
acquired by Hunscher to take over and enhance OIS' recruiting aspects. He has conducted numerous
successful national searches and continues to work "hands on" in the recruiting industry.
Hunscher holds a Master in Government Administration degree from the University of Pennsylvania's
Wharton School of Commerce and Finance. He is continually involved in a range of civic and professional
activities both locally and nationally.
Background and Understanding of Local Government
Since 1965, David G. Hunscher has participated in organizational roles in private and public sectors. While
serving in municipal executive positions, he was an active participant in recruiting and hiring the most
qualified candidates for a variety of local government positions. David is the owner and president of two
privately owned companies, Management Recruiters West Oakland Detroit (MRWOD) and Organizational
Improvement Systems, Inc. (OIS). OIS, Inc., a management consulting firm. OIS and MRWOD are
considered sister companies and often share resources.
MRWOD and its professional staff of specialists are highly qualified to provide its clients with the highest
quality of recruiting required for today's competitive and changing market. They know and understand local
governments and are career leaders across the city arid county spectrum. They have developed and
continue to maintain contacts nationwide, communicating on an ongoing basis about exceptional personnel
in key positions.
This Management Recruiters branch has shown great success in the business of executive recruiting.
MRWOD is a branch office of Management Recruiters International, Inc. (MRI). MRI is the nation's largest
search and recruitment firm with its headquarters in Cleveland, Ohio. The MRI network currently consists
of more than 1000 offices in the U.S. and internationally. MRI has more than 5500 staffing professionals
working to help organizations deal with staffing challenges.
Josie Johnson. President. JC Johnson Companv. Dallas. Texas
The J C Johnson Company is an executive search firm specializing in the placement of executives for
Fortune 500 corporations and public sector organizations nationwide. Established in 1991, the J C Johnson
Company is a certified minority/woman owned enterprise.
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
8
U
I
,I
I
I
I
I
I
I
,I
,I
I
I
I
I
,I
I
I
I
I
I
Our consultants have successfully placed more than 120 applicants, including minorities, women and
physically challenged executives. The J C Johnson Company is based in Dallas, Texas with affiliates in
Atlanta Georgia, Houston, Texas and Chicago, Illinois.
As President of J C Johnson Company, Ms. Johnson offers more than fifteen years of successful recruitment
experience. Her background includes experience as a consultant with an intemational executive search firm,
as a director of recruiting for a national corporation with budget responsibilities of $600,000+ and as director
of human resources for an international corporation with one thousand (1000) employees. Ms. Johnson
received a Bachelor of Arts in Psychology with a minor in Personnel Administration from the University of
Texas.
Ms. Johnson is active in various professional and community organizations, which enhance her networking
abilities. Those organizations include American Society of Personnel Administrators, National Association
of Executive Recruiters, National Association of Female Executives, SoCiety for Human Resource
Management, Dallas Human Resource Management, Dallas Black Human Resources Association, Chamber
of Commerce, Black Chamber of Commerce, NAACP, Alpha Kappa Alpha Sorority, University of Texas
Ex-Student Association Life Member and a Dallas Urban League Board Member.
Ms. Johnson's career experience includes successful placement of unique and difficult job opportunities, as
well as minority, female and physically challenged executives. Ms. Johnson has managed and successfully
completed multiple-site recruitment projects. She routinely provides direct strategic planning for various
positions within corporate structures. Ms. Johnson is sensitive to diversity issues and experienced in
providing a qualified pool of minority candidates based upon criteria and skills specific to each project. Ms.
Johnson is able to provide salary surveys as requested by the Client. She has also presented numerous
workshops including "Move Your Career Forward" and "How to Effectively Develop an Internal System for
Contract Employees."
Paul A. Steinbrenner. SMC Senior Consultant
Mr. Steinbrenner holds a Master's Degree in Public Administration from California State University at
Sacramento. He earned a Bachelor of Science Degree in Business Administration from the University of
Oregon in 1968. Mr. Steinbrenner has served as an active member in numerous professional organizations.
These include serving as a former member of the Commission on Accreditation for Law Enforcement
Agencies, the State of Oregon Public Works Task Force and the State of Oregon Small Scale Local Energy
Project Advisory Committee. Mr. Steinbrenner also participated as a member of the International City
Management Association Commission on Local Government Productivity Training; the Planning Committee
for the 1979 AnnuallCMA Conference; and the Rhode Island Intergovernmental Relations Commission. He
has distinguished himself by receiving numerous professional awards which include: International City
Management Association L.P. Cookingham Career Development Award; the Government Finance Officers
Association Distinguished Budget Preparation Award for both the City of West Palm Beach and Jackson
County; and the American Society for Public Administration Award for Outstanding Contribution in Public
Administration.
Mr. Steinbrenner has attended training sponsored by IBM, Bell Telephone Systems and the Bureau of
Industrial Research on topics ranging from Computer Applications for Public Works to Planning-
Programming-Budgeting Systems.
Mr. Steinbrenner's experience includes almost thirty years of increasingly responsible professional services
in the public sector. He began his professional career with the City of Des Moines, Iowa. There, he
prepared the City's $85 million Capital Improvements Program for 1974-77 and also the operating budget
of approximately $52 million in 1972. During his tenure with Des Moines, the population served was 205,000
in a metropolitan area of 280,000. The City government had 2,000 permanent employees and approximately
400 seasonal employees. His primary responsibilities included coordinating federally-funded programs and
directing departmental operations.
After five years in Des Moines, Mr. Steinbrenner accepted a City Manager position in Newport, Rhode Island.
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
9
Newport had a population of 34,562 and is the primary community on an island with a population of 85,000.
U
I
I
U
I
In 1980, Mr. Steinbrenner became the County Administrator in Jackson County, Oregon. Jackson County
has a population of 135,000, is 2,812 square miles and contains 11 incorporated cities. As County
Administrator, he indirectly supervised 571 permanent employees and was responsible for managing a
budget totaling $47.1 million. He served in this position until 1986 and left to become the City Manager of
West Palm Beach, Florida.
West Palm Beach is the largest and fastest growing community in Palm Beach County, with a population of
over 68,000. Palm Beach County is the largest county west of the Mississippi River. West Palm Beach is
a highly diverse city with many of the problems and opportunities facing today's core cities. West Palm
Beach is 40% African American; 20% Hispanic; 5% Haitian and the balance mostly White. He was
responsible to a 5-member City Commission for the management 13 departments and a $98 million budget.
u
Between 1988 and 1990, Mr. Steinbrenner was a consultant with CMSI in West Palm Beach. His work
included assisting local governments in resolving problems and making recommendations on organizational
development, management information systems and financiallbudget practices.
U
I
In 1990, Mr. Steinbrenner became the Assistant City Manager for the City of Wichita, Kansas. Wichita is
a stand-alone city with a population of 310,000. It is the largest city in Kansas and encompasses 120 square
miles. The Wichita municipal government is composed if 17 departments, 3,280 employees and had a total
annual budget in excess of $380 million. As Assistant City manager, Mr. Steinbrenner shared in the overall
management of the City. He had "line" responsibility over all departmental directors, economic development,
downtown revitalization, community development, labor relations and the capital improvement program.
U
II
U
In 1995, Mr. Steinbrenner accepted the position of City Manager for the consolidated city/county government
of Columbus, Georgia. Columbus, with a population of 190,000, is the second largest city in Georgia. As
the first consolidated government in Georgia, consolidated in 1971, it encompasses 218 square miles of
area. In the 1997 City budget there were 2,595 employees in 28 departments under the City Manager's
administrative or budgetary direction. The 1996-97 annual budget totaled $164 million and the capital
improvement budget included an additional $12.5 million in 1996-97.
In this 1996 venue for the first Olympic Softball competition, Mr. Steinbrenner supervised 10 department
directors, all economic development efforts, and he was responsible for implementation of a 1996 to 2000
$153.9 million Capitallmprovernent Program.
I
U
In 1997, Mr. Steinbrenner returned to Newport, Rhode Island where he and his family choose to reside.
There, he is active as a financial advisor and consultant.
u
u
u
u
Prepared for the CITY OF CLEARWA fER, FLORiDA by Slavin Management Consultants
10
u
u
I
I
COST FOR PROPOSED SERVICES
PROFESSIONAL FEES
I
Our fees are based on a rate schedule that reflects the experience of the individual assigned. For this
assignment we are proposing to use only consultants who have specific experience on similar assignments
for other clients. We will use senior consultants where appropriate and to reduce the overall cost We will
use staff consultants when feasible. The following tables show the level of involvement by project step and
cost.
I
I
PROJECT COSTS
STEPS RATE (Hr) FEES
Proj. Mgr. Consultant Total
1. Project Planning/Develop Position Profile! 30 30 80 $2,400
Prepare and Place Advertising
2. Identify & Recruit Candidate!Acknowleclge 30 30 80 $2,400
Resumes
35 35 32.50 $1,138
3. Preliminary Candidate Screening 12 12 80 $960
4 4 32.50 $130
4. Progress Report to Commission/Reduce 8 8 80 $640
Candidate P901
8 8 32.50 $260
5. In-depth Candidate Evaluation 32 32 80 $2,560
(Consultant to Interview Semi-finalist 16 16 32.50 $520
Candidates)
6. Arrange For & Schedule Final Interviews 4 4 80 $320
7. Prepare Final Report with Interview 8 8 80 $640
Questions and Selection Criteria
16 16 32.50 $520
8. Present Final Report and Attend 10 10 80 $800
Interviews
9. Assist in Employee Selection 2 2 80 $160
10. Negotiate Employment Agreement 4 4 80 $320
11. Establish Performance Goals 6 6 No Charge $0
12. Follow-up 4 4 No Charge $0
TOTAL HOURS 150 79 229
TOTAL COSTS t13768
I
I
I
I
I
I
I
I
,I
I
I
I
I
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
11
I
OffIce Costs Include: Telephone ($350 flat fee, billed in two installments), FAX, postage, messenger,
copier, and clerical costs.
m
m
I
U
U
EXPENSES
Consultant Travel Costs: The client pays direct cost for all necessary consultant travel using coach or,
when available, lower air rates, corporate hotel rates at moderately priced properties (Holiday Inn or
equivalent), rental cars, using the corporate discount and normal meals. Client controls these costs in the
following ways: (1) when appropriate, consultants will accomplish multiple purposes when traveling and will
allocate costs to multiple clients; (2) the client pre-approves all work plans including consultanUcandidate
interviews.
Average Advertising Costs: Normally about $1,500. Client controls these costs because the advertising
program will be approved by the City prior to implementation.
u
Expenses for the executive search project described in this proposal will not exceed 45% of the professional
fee. The cost for final candidates to travel to Clearwater for interviews is not covered by this proposal. Such
costs are typically paid by the City on a reimbursement basis, directly to the candidates, and controlled
through the City's prior approval of the finalist candidates. These costs vary depending on candidate
location, spousal involvement, time required for candidates to be in Clearwater, etc. For budgeting purposes,
an average cost of between $450.00 and $650.00 per candidate would be appropriate. About five candidates
are normally recommended for interviews.
u
u
Should the City's needs result in additional project scope that significantly increases consultant travel and/or
advertising costs, it may be necessary to increase the expense budget for the project.
I
Your liability to Slavin Management Consultants for services rendered under this agreement will not exceed
the agreed upon price unless an increase is authorized by you in writing.
U
I
We will submit monthly invoices for fees and expenses. It is our practice to bill 30% at the start of the
searches, 30% at the end of thirty days, 30% at the end of sixty days, and the remaining 10% shortly after
the time the new City Manager accepts employment with the City. Each invoice will be payable upon receipt
for professional services.
Expenses will be billed in addition and shown as a separate figure. Attached is a pro-forma invoice showing
the level of accounting detail we will provide.
I
We will comply with all applicable laws, rules, and regulations of federal, state, and local government entities.
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
12
I
o
o
o
U
I
I
Our ability to carry out the work required will be heavily dependent upon our experience in providing similar
services to others, and we expect to continue such work in the future. We will, to the degree possible,
preserve the confidential nature of any information received from you or developed during the work in
accordance with our professional standards.
We assure you that we will devote our best efforts to carrying out the engagements. The results obtained,
our recommendations, and any written material provided by us will represent our best judgment based on
the information available to us. Our liability, if any, will not be greater than the amount paid to us for the
services rendered.
This proposal constitutes the agreement between us. It cannot be modified except in writing by both parties.
Our agreement will be interpreted according to the laws of the State of Florida.
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
ACCEPTANCE/SIGNA TURE
T his proposal is presented for Slavin Management Consultants by:
SIGNATURE:
'~i!.... r .// <
KO-{'-bJ::, (p .' -->r(,I'vV-t-'v'
NAME:
Robert E. Slavin
TITLE:
President
DATE:
October 16. 2000
This proposal is accepted for the City of Clearwater, Florida by:
SIGNATURE:
NAME:
TITLE:
DATE:
Prepared for the CITY OF CLEARWA TER, FLORIDA by Slavin Management Consultants
13
'", ..
, '., :
" 'T,:",
",>,;,], "
, 'f! ,,' '
'Ii';'
!i '.
, ",i
",,"; 'I,
'iT'
" ":'i'
: :
I"
" .. ,',
i: ., ,
,,'" ; " H;iliif:Illil,!'
- .
., i J
r
'i';
,i";J,,
,.,
.:I.i
"', '"
".' i .'
,I,
" ,
", :i',. '
"",'
,:' .:' '
,
!
;",.,,:'
" ;>i
".i' i,,'
.,.
i,
, I , I - :: ~ : ,
:
"
if
:,t
, ,!' .
,>
" ",
i
"
,,'
-, I<:_:-:~:r
::2:
~~:'~
",",.
~~',:
,
,i
, '
i
"','.,
, ".," :,'.,
" ",
i , ,...." '
,
',',
:',
. I.~:
,,' I
" 'ii'!':'
.
i~
J
>
,
, ,
"."
: " i" ,
; i,.. !
, '.....
T' ,"'",,'
.y, 'I"
'1:
, ',H,
, "i
:, ,;
I:
l; u
I':j'
!
ilt
'it
: j """,.,;!,. '
:! ,"'"
"
",., "
" .,'", : ,
""i'..':'.';;'.""':""'.:I'"
" ','i,. ,..",t i/iii,jl:i::i'
L, ""i"";..'i::"~'
f, ,j'"
! ..
,t"
i1 " :
J ,Jl ',", :,' I*'
i'",' .'. ,'" ,'T "'i'" ,.".
i.," i ",,'.':" Ii"" '"
, , : :" '."., ii> "',' it. ,,'11,::,/ ,. '" "i;",:
. ' i.> :' I:; ,.',."" . · ,"'i;,":! ',i
",,' " ,
., "i"',,, ,I...' ,; , ,. ,;,..." ','!' ! .'....."Ii i,.' ",' ' "",'.',"'!"jn :
','; ,," ',:: I" .,.., ,:",.
",~Iri' i," ,,: I;'"
; "'"i ' ., '" '''Ii' ,Yi '
,,: ,""'" ".'" :'111"[';'>";' ,."..".:,'
. "",,' i' , '., ".' , ..,.,',:" " i,tl'] ""."'...' '
T ,i '",.,';i ,.,'. i ,','...,. .,', "i"llil iii,'" "l::;:!,: "..,:" .
.i "",',",, ,',,' ii., " .:. "i ',' ,,' : "111'1,1.1, "",.""", i;ii ,"'I'i,. ':,
".. "", 'ili'!1 '
I! . I.','.. ",:1, ,>1'" "ir .:...'
'i.' . "" '!, I"';
',',,1 .LT! ",I' Ji" i
" : . '" "~, ",:,' ,'i "il:. " ,i ,. ",
/'''iY' ""!,... ,.','I"I!!;,) '.... i".l'
i,' ii" ""'.'", .'., l~-' i., '. · '.'il i '),': ',', : """ ",i" '. .
; .'i ," " ",,:,,; '." I ,,' : ",' ii!J,~rulil
i' " . ' 'il ,T:.",.' ;. . ':"""'! 'ill
: """',"',',,: ,.ell. '<: li/:lllnl ',,'.',:. I .' "".,. ",
".,'~< ',,"'" ,;']
: ,:',i
"i
"', 'i 'i',: ,,'.... ..... " iejl
. ..i...... ..' ..... ..... .... .': .'". i.'. I>....
.. .,i' , . ..... ..... ...... ". ,',1' .;
. 'i.',... ':i": ". ,':' :
;. ...... .. ". '. /' i . " .;'
i I ,..' ... ii",::,:, Iii> i: . 'i.. ,
'+."" ,',' ",' iTi ' .. ,i . . i'l
iT,..'.".,'
ij::jt'iijf'Y .. ,I! ! : i.. . .... ,., ~.'
T. :~r:!i;:]l".; ':i i." ..' . .....~.
, ...i'..;i,"" '.. 'i ""'. " "
..! :",i: . . ......i.,;" ". . " ',;:
I -""'.: .".' ,,",':" .
I ::>:;:. t" : ,:' ." ::. [,,; 'I,
: .",. ", .... .... , .
",.....,!' .... ...........'...
.":, 'i..L.'
, ":' i, ',:
.' ,,' '.'i'
:......'.1: .i ... '.
.. ,,'."'" :..
(,: 'i".,: i
'..... ...... 'i" i
, '
" '
:' ,
.....,.}; i'
, '
",
i, i',
.........
.: .'
....... ....
... ..'.....,...
.1 I <:
'..'" !
,I:
...... '.'.
'.. ..,.....;.
......, ;....' ....i : ,
. .....: . . ..y'
,i' ..'
..' Ii: ..
'.i'
. .1'"
.'i l.l..
:,
"l -.
."
','
i,
, '"
: i..':..
. ..,'
I ..,
","'; ,
!::'C::
Ii ·
: i
..
':-::;:;:'
!,
.'.t
[
'.A
'd
!,
i. : i,'
.....,'i
, . "...,\' "i. 'i":'.
......i'.,')',....... ..,.:. ':,
','
'. ."1'1',."
... . J:'i ::.::t::_::
.,i"; :' .
..
. ' ':,.'
....... .'..,......
'. '" '.....
,-- -c-- --uuu.....i
" ',:., ,
"i.i' ",iL
". '; '<...:i, " "....
",; 'i!
i" '.'., ......,:, .JI
.ji' ,i..... ." "."",1
ii'............... !:,
'i': .'....'.,1 ,f
"i i..... .:' .
.: ...,'....'..,......... <
.,ii,. .
'" ',.
, ','
, '.,: ".1
'i' .:. ".
., . .....,. '., ' ,'I
';"', .......1
i ' ..,....... ....,..
. ! . i ..ji! .:
.' . .........j.,.
.i: . ,] ..... ..!"
: ..... " '.1.
. , ,. .i>: ......,. ...........
" ...,.......,..:. '. 'I
": l:i '
~ .... . . . .' .
" .... ,..
.,,',' "
" ...,. ",..
i,.:: ,'.. '" .
i ,.........: ...... ,.i!I':.. .'
I.i!! '........ ".. ";,."
F~~" ,'i'!
, i" .... '..,.' I> il
" ,,", .'.
'. ,. ..,.,.] ,.1
F:' :" .
,',pT:' .... ..'.
il:;'~:: .',: ,::'i1i:""1
,'" '.,' >EEi
'Ii', "'" .
, ....j' ..,
'I' ....., "I
: " ! ;':-:: :i<
!, ':. ",.
I.,' ............. e'.." .
.".' '. .i/.,:
I
::.
I
Tr.> ..
."i ,l, .,
I
"<11
',.",
'il
:::, C;:-..
,II
,'..
....;,
-
: ' ,. ,
".-,
I .
;: !
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I.
I
I
I
EXHIBIT I - PRO FORMA INVOICE
INVOICE DATE:
CLIENT:
ADDRESS:
CITY, STATE:
Progress billing for professional services
rendered in connection with our agreement:
$XXXX.XX
{Invoice _ of ~
Reimbursable expenses at cost:
Airfare
Hotel
Ground Transportation
Meals
Tips
Telephone
Clerical Support
FAX
Messenger Service
Copies
Postage
Misc. Direct Costs
$ XXX.XX
XX.XX
XX.XX
XX.XX
XX.XX
XXX.XX
XXX. XX
XX.XX
XX.XX
XX.XX
XX.XX
XX.XX
Total Expenses
$XXXX.XX
. TOTAL INVOICE
$XXXX.XX
SLA VIN MANAGEMENT CONSULTANTS
I
I
I
I
I
EXHIBIT /I - SELECTED LIST OF CLIENTS
The following list of clients represent organizations for which our principal Consultants performed significant
project work. This client list spans some twenty years of experience of SMC consultants. Therefore, many
of these clients' project contacts have moved to other agencies or, in the case of elected officials, may not
hold office today.
Please contact SMC if you desire to speak with the individuals'who were our project contacts. We will gladly
give you the project contact's current telephone number and/or address.
Adams County School District #14,
Commerce City, Colorado
Alameda County, California
Alameda-Contra Costa Transit District,
Oakland, California
American Public Works Association
Arapahoe County, Colorado
Arrowhead Regional Development,
Duluth, Minnesota
Association of County Commissioners Georgia
Bay Area Rapid Transit District,
Oakland, California
Beaufort County, South Carolina
Birmingham Public Library, Alabama
Borough of Bergenfield, New Jersey
Brown County,.Wisconsin
Buffalo County, Nebraska
California Housing Finance Agency
California State Government
Central Arkansas Library System
CDC Federal Credit Union, Atlanta, Georgia
Chaffee County, Colorado
Chesterfield County, Virginia
Children's Board of Hillsborough County,
Florida
City of Aiken, South Carolina
City of Albany, Georgia
City of Alpharetta, Georgia
City of Anaheim, California
City of Ann Arbor, Michigan
City of Arlington, Texas
City of Atlanta, Georgia
City of Atlantic Beach, Florida
City of Auburn, Maine
City of Aurora, Colorado
City of Austin, Texas
City of Bartelsville, OK
City of Bentonville, Arkansas
City of Berkeley, California
City of Beverly Hills, California
City of Birmingham, Alabama
City of Bisbee, Arizona
City of Bloomington, Illinois
City of Brea, California
SLA VIN MANAGEMENT CONSUL TANTS
City of Boynton Beach, Florida
City of Brownsville, Texas
City of Bryan, Texas
City of Burbank, California
City of Camarillo, California
City of Carson, California
City of Casper, Wyoming
City of Charlotte, North Carolina
City of Chesapeake, Virginia
City of Clearwater, Florida
City of Columbia, Missouri
City of Columbus, Georgia
City of Concord, NewHampshire
City of Corpus Christi, Texas
City of Corta Madera, California
City of Culver City, California
City of Dallas, Texas
City of Davenport, Iowa
City of Decatur, Illinois
City of Delray Beach, Florida
City of Del Rio, Texas
City of Destin, Florida
City of Dubuque, Iowa
City of Duluth, Georgia
City of Durham, North Carolina
City of Eagle Pass, Texas
City of Edmond, Oklahoma
City of Enfield, Connecticut
City of Escondido, California
City of Evanston, Illinois
City of Fort Lauderdale, FL
City of Franklin,Virginia
City of Gainesville, Florida
City of Gainesville, Georgia
City of Galesburg, Illinois
City of Garden City, New York
City of Glendale, Arizona
City of Gulfport, Florida
City of Hemet, California
City of Hercules, California
City of Highland Park, Illinois
City of Homestead, Florida
City of Huntington Beach, California
City of Independence, Missouri
u
I
I
U
I
I
U
I
U
U
U
U
U
U
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
SELECTED LIST OF CLIENTS
Page 2
City of Jacksonville Beach, Florida
City of Kalamazoo, Michigan
City of Kansas City, Missouri
City of Lakewood, Colorado
City of Lapeer, Michigan
City of Laramie, Wyoming
City of Laredo, Texas
City of Little Rock, Arkansas
City of Long Beach, California
City of Los Angeles, California
City of Manassas, Virginia
City of Miami Beach, Florida
City of Milwaukie, Oregon
City of Minneapolis, Minnesota
City of Miramar, Florida
City of Modesto, California
City of Muscatine, Iowa
City of New Smyrna Beach, Florida
City of Norfolk, Virginia
City of Norman, Oklahoma
City of North Las Vegas, Nevada
City of North Miami Beach, Florida
City of Northglenn, Colorado
City of Oberlin, Ohio
City of Ocean City, Maryland
City of Oceanside, California
City of Olathe, Kansas
City of Oklahoma City, Oklahoma
City of Oxnard, California
City of Palm Bay, Florida
City of Palm Beach Gardens, Florida
City of Palo Alto, California
City of Panama City, Florida
City of Park Ridge, IL
City of Pasadena, California
City of Peoria, Illinois
City of Phoenix, Arizona
City of Pittsburg, Kansas
City of Pompano Beach, Florida
City of Richmond, California
City of Richmond, Virginia
City of Riverside, California
City of RiveNiew, Michigan
City of Roanoke, Virginia
City of Rockville, Maryland
City of Sacramento, California
City of St. Louis Park, Minnesota
City of San Diego, California
City of San Fernando, California
City and County of San Francisco, California
City of San Jose, California
City of San Juan Capistrano, California
City of Sandersville, Georgia
City of Santa Ana, California
City of Santa Monica, California
City of Sarasota, Florida
City of Simi Valley, California
City of Sioux City, Iowa
City of Springfield, Missouri
City of Sunnyvale, California
City of Sunrise, Florida
City of Takoma Park, Maryland
City of Titusville, Florida
City of Thornton, Colorado
City of Traverse City, Michigan
City of Topeka, Kansas
City of Turlock, California
City of Upper Arlington, Ohio
City of Valdez, Alaska
City of Virginia Beach, Virginia
City of Waco, Texas
City of Washington, IL
City of West Des Moines, Iowa
City of West Hartford, Connecticut
City of West Palm Beach, Florida
City of Wichita, Kansas
City of Winston-Salem, North Carolina
City of Winter Park, Florida
City of Worthington, Minnesota
City of Ypsilanti, Michigan
Clark County, Nevada
Cobb County, Georgia
Columbia Development Corporation,
South Carolina
Columbus Water Works, Georgia
Dade County, Florida
Dallas Area Rapid Transit District, Dallas, Texas
Dallas Independent School District, Texas
Eagle County, Colorado
East Brunswick Township, New Jersey
Escambia County, Florida
Fairfax County, Virginia
Forsyth County, Georgia
Fremont County, Colorado
Fresno County, California
Fresno Economic Development
Commission, California
Fresno Employment and Training Comm. (CA)
Fresno Redevelopment Authority, California
Fulton County, Georgia
Georgia Municipal Association
GoTopeka
Gunnison County, Colorado
Hall County, Georgia
Hillsborough County, Florida
Indian River County, Florida
International City Management Association
Jefferson County Housing Authority, Alabama
SLA VIN MANAGEMENT CONSUL TANTS
Jefferson County Personnel Board, Alabama
Ketchikan-Gateway Borough, Alaska
Lake County, Florida'
Lake County, Illinois
Lake Sumpter Community College, Florida
La Plata County, Colorado
Las Vegas Housing Authority
Lee County Port Authority, Florida
Leon County, Florida
Lexington, Kentucky Library System
Lincoln County, North Carolina
Lincoln Road Development Corporation
Livingston County, Illinois
Local Government Insurance Trust (MD)
Los Angeles, California, Community
Redevelopment Agency
Los Angeles County, California,
Department of Community Public Health
Los Angeles Music Center Operating
Company
Los Angeles Olympics Organizing
Committee
Martin County, Florida
McHenry County, Illinois
Mecklenburg County, North Carolina
Memphis Housing Authority (TN)
Mendocino County, California
. Mesa County, Colorado
Metropolitan Library System of Oklahoma
City/County
Mid-American Regional Council, Kansas City,
Missouri
Monterey County, California
Muscatine County, Iowa
Ocala Housing Authority (FL)
Orange County, New York
Orange County, North Carolina
Palm Beach County, Florida
Parkland Hospital (TX)
Peoria County, Illinois
Peoria Housing Authority
Pinellas County, Florida
Polk County, Florida
Port Everglades Authority, Fort Lauderdale,
Florida
Port of Sacramento, California
Prince William County, Virginia
Public Works Commission of Fayetteville,
North Carolina
Ramsey County, Minnesota
Riverside Transit Agency, California
Sacramento Municipal Utility District,
California
St. Louis County, Minnesota
Saline County, Kansas
San Diego County, California
San Francisco Bay Area Rapid Transit
District, California
San Luis Obispo County, California
San Mateo County, California
Sarasota Bradenton Airport
Sarasota County, Florida
Sedgwick County, Kansas
Seminole County, Florida
Sonoma County, California
South Brunswick Township, New Jersey
Southern California Rapid Transit District,
California
Springettsbury Township, Pennsylvania
Town of Jupiter, Florida
Town of Blacksburg, Virginia
Village of Arlington Heights, Illinois
Village of Glen Ellyn, Illinois
Volusia County, Florida
Washtenaw County, Michigan
West Palm Beach Downtown Development
Authority, Florida
Whiteside County, Illinois
Whitfield County, Georgia
Yolo County, California
I
I
I
I
I
SELECTED LIST OF CLIENTS
Page 3
I
u
u
I
11
I
I
I
U
U
u
SLA VIN MANAGEMENT CONSUL TANTS
U
I
U
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
iJHIBIT 111- ~CES
Mr. Chip Sneed
Public Safety Director
City of Roanoke
215 W. Church Ave. Room 364
Roanoke, Virginia 24011
(703) 989-7447
Fire Chief Search (1995)
Police Chief Search (1998)
Mr. Cliel Fitzwater
Personnel Director
Prince William County
1 County Complex Court
Prince William, Virginia 22192-9201
(703) 792-6640
Fire Chief Search (1994)
County Executive Search
Mr. Gary L. Briese
Executive Director
International Association of Fire Chiefs
4025 Fair Ridge Drive
Fairfax, Virginia 22033-2868
(703) 273-0911
Resource
Ms. Justine Boyd
Clerk, Board of County Commissioners
Fulton Count~
141 Pryor Street S.W.
Atlanta, Goergia 30303
(404) 780-8232
County Manager Search
Mayor Arlene Maulder
Village of Arlington Heights
33 S. Arlington Heights Road
Arlington Heights, rL 60005
(708) 577-5671
Village Manager Search
Ms. Jackie Lee
Personnel Director
City of Dallas
1500 Marilla Street
Dallas, Texas
(214) 744-3600
City Auditor Search
Ms. Janice Holland
Personnel Director
City of Pompano Beach
City Hall; Atlantic Blvd.
Pompano Beach, Florida 33061
(561) 786-4601
City Manager Search
Mr. Jeffrey A. Pomerantz
City Manager
City of West Des Moines
4000 George M. Mills Civic Parkway
P.O. Box 65320
West Des Moines, Iowa 50265-0320
(515) 222-3612
Fire Chief Search (2000)
Mr. Lief Ahnell
City Manager
City of Boca Raton
201 West Palmetto Park Road
Boca Raton, Florida 33432-3730
(561) 393-7703
Police Chief Search (1998)
Assistant City Manager Search (2000)
Mayor Rose Mary Corbin
City of Richmond
2600 Barrett Ave.
Richmond, California 94804
(510) 620-6503
City Manager Search
Ms. Kathy Rice
City Manager
City of Waco
Third Street at Austin Avenue
Waco, Texas 76702
(817) 750-5640
Asst. City Manager Search
Fire Chief Search (1996)
Chairwoman Lynn Scott Pearson
Peoria County
Peoria County Administrative Office
324 Main Street
Peoria, Illinios 61602
(309) 672-6054
County Manager Search
Mr. William Mc Faullll
President, Local Gov't Insurance Trust
% Town of Bel Air
39 Hickory Avenue
Bel Air, Maryland 21014
(410) 638-4550
Executive Director Search
SLA VIN MANAGEMENT CONSUL TANTS INCORPORATED
EXHIBIT IV - EEO STA TEMENT
m
I
I
I
Ii
I
m
I
m
m
I
I
D
b
I
U
II
U
I
Slavin Management Consultants (SMC) is committed to building a diverse workforce which reflects the face
of the community we serve, honors and respects the differences and abilities of all our employees and
residents, and provides employees with the necessary opportunities, tools, and support to achieve their
maximum potential.
Equitably managing a diverse workforce is at the heart of equal opportunity. Valuing diversity is the basis for
a policy of inclusion. Diversity recognizes and respects the multitude of differences which employees bring
to the workplace. Diversity complements organizational values that stress teamwork, leadership,
empowerment, and quality service. Diversity means striving to maintain an environment in which managers
value the differences in their employees and take steps to ensure that all employees know they are welcome.
To achieve workplace equity and inclusion, SMC will observe the practices outlined below:
. We will ensure that we do not discriminate in employment on the basis of race, color, religion, national
origin, sex, age, disability, marital status, sexual orientation, creed, ancestry, medical condition, or
political ideology.
. Our recruiting efforts will ensure that applicant pools are both capable and diverse.
. We will make employment decisions based on job-related criteria and will provide opportunities for
entry and promotion into non-traditional jobs.
. We will ensure a workplace free of all forms of harassment.
. We will develop a procedure for prompt, thorough and impartial investigations of discrimination or
harassment complaints and will act on appropriate measures to provide remedy or relief to individuals
who have been victims of illegal discrimination or harassment.
Measures to ensure accountability for managing diversity will be incorporated into the performance
management system for supervisors and managers. The chief executive officer will evaluate the effectiveness
of our diversity policies and programs.
By creating a workplace where everyone can work towards their maximum potential, SMC will retain quality,
productive employees who will provide excellent services to our clients.
SLA VIN MANAGEMENT CONSUL TANTS
I
EXHIBIT V - RECENT CHIEF EXECUTIVE SEARCHES
City Manager and County Administrator, Assistants and related searches conducted by Slavin Management Consultants.
IAII of these searches were conducted by Mr. Slavin with assistance from our staff consultants).
CUENT POP " BUDGET UN~ UTIUTlES FORM OF GOVT CONTACT PHONE
IK'.\ EMPLOYEES OPS/S CAPlSI P F 0
Arllnolon Hal"hts n. 75.4 542 24.5M 3M Y Y N YES COUNCll./MGR MAYOR MAULDER 17(8) 253-2~
.
AlIanllc Beach Fl 14.0 110 27.OM INCl Y Y Y YES COUNCfUMGR JAMES HANSON I904l 247-5B06
Aurora, co 217 2,000 100M 25M ~ Y Y YES COUNCll./MGR RON MILLER I303l 695-7014
Beavercreek OH 33.7 112 7.91.1 1.2M Y N N NO COUNCll./MGR CAROL BECKER (5131427-5500
Ber"anlIald, NJ 26 160 9.6M INCL Y N Y YES COUNCIUMGR GERRY O'lEARy (201\ 387-4055
Boca Raton Fl 615 1000 589M 40M Y Y Y YES COUNClUMGR BOB laSALA (408\ 73Q. 7 480
Charlolla NC 396 4780 184M 300M N N N YES COUNCIUMGR O. WENDALL WHITE 1700 336-2241
Clearwatar, Fl 121 1,680 133M 33M Y Y Y YES COMlMGR MICHAEL ROBERTO 1613\ 462-6670
Decatur IL 63.6 640 100M 7 Y Y Y YES COUNCIUMGR STEVE GARMAN 12171 424-2801
Durham, NC 155 1,800 163M 7 N N N YES COUNCIUMGR HOWARD CLEMENT In (919) 560-4396
Duluth GA 20 90 13M INCL N N N YES COUNCIUMGR MS. TERESA LYNN 1770) 476-3434
Enfield CT 47.3 275 24M 5M Y N Y YES COUNCfUMGR DECEASED 12031 767-7801
Franklin. VA 6.000 90 16M 71.1 N N N YES COUNClUMGR FRANKLIN JESTER (804) 562.a508
Fulton Countv. GA 725 1.200 1.5B INCL N N N NO COUNCIUMGR JUSTINE BOYD (404) 780-8232
Galesbura, IL 10.5 220 9.31.1 3.51.1 Y Y Y YES COUNCIUMGR MAYOR KIMBLE (309) 343-4181
Gulfoort. Fl 11 115 4.6M 4.71.1 N N N YES COUNCIUMGR BOB LEE (613) 321-1158
Greenbelt 1.10 21 165 15.51.1 INCL N N N NO COUNCIUMGR MIKE MCLAUGHLIN 1301\ 474-8000
Hiahland Pari<, IL 30,S 269 15.61.1 11.21.1 N Y N YES COUNCIUMGR DAN PIERCE (708) 432-0600
Jacksonville Bch FL 19 300 7.61.1 1M Y Y N YES COUNCIUMGR GEORGE FORBES (904) 247-0263
Kalamazoo, 1.11 77 675 82M INCL Y Y Y YES COUNCIUMGR PAT DIGtAVONNI (616\337-8052
Lake Countv. FL 130 800 14.5M 7 N N N NO COMMlADMSTR RICHARD SWARTZ (904) ~9868
Lake Countv. IL 580 2600 296M 7 Y Y Y YES COMMlADMSTR MR. JAMES LA BELLE 1708\ 360-6603
LaDBBr, 1.11 6.5 60 4.61.1 6.7M Y Y Y YES COUNCIUMGR GEORGE STRAND (313\664-5231
LaPlala Counlv CO 32.3 200 20M INCL N N N NO COMMlADMSTR MICHAEL SCANNELL 197m 259-4000
Lee County, FL 350 2,000 220M 335M N N N YES COMMlADMSTR JOHN MANNING (813) 335-2224
LMngston County, IL 40.2 38J 20M 7 Y Y Y NO COMMlCOORD JOHN B. JACOBSON (815) 358-2478
Miramar FL 45 340 13.31.1 2.5M Y Y Y YES COUNCIUMGR WILLtAM ESTABROOK (305) 989-6200
Muscatine tA 24 220 17M 7 Y Y Y NO COUNCIUMGR A.J. JOHNSON (319) 264-1550
Oberlin, OH 9 100 2.8M .61.1 Y N N YES COUNCIUMGR ERIC SEVERS 1216\775-1531
Oceon CiIv, MD 6.5~ 465M 57. 8M 30M N N N YES COUNCIUMGR MAYOR POWELL (41m 289-8221
Olothe KS 82 650 531.1 40M Y Y Y Yes COUNCIUMGR VICE .....YOR COPElAND (913) 558-1879
Polm Bav, FL 70 500 23.7M 6.4M Y Y Y YES COUNCIUMGR MIKE ABLES (407\ 952-3413
PRim Bch Gardens FL 38 343 338M INCL Y Y N NO COUNCIUMGR MAYOR RUSSO (407\ 775-8250
Panama CiIv. Fl 35.8 4n 29.21.1 3.31.1 N Y N YES COUNCIUMGR MAYOR CLEMONS (904) 8n-3014
Peoria Countv. IL 165 820 53'-4 INCL Y Y Y NO COMMlADMSTR LYNN SCOTT (309) 6n.r054
D.........1v 07 "".. 11000 1B 1.58 N N N YES COUNCil JMGR ....A"'ICFAII>..A"'Il" 160?! ?67,.Bg.41
SLA VIN MANAGEMENT CONSUL TANTS
'I
u
Recent Search List
Page 2
u
CLIENT pop # BUDGET UNIONS. UTILITIES FORM OF GOV'T CONTACT PHONE
IK'sl EMPLOYEES OPSI$ CAP/$I P F 0
Polk Countv, FL 425 2,000 216M ? N N N YES COMM/ADMSTR MARLENE YOUNG (813) 534-6030
PomoallO Bch FL 72 1000 41M 10M Y Y Y YES COUNCIUMGR JANICE HOLLAND (305) 786-4626
Prince Wm. Countv. VA 235 2298 297M 10M N N N YES BOARDIMGR CLIEL FITZWATER (703) 792-6640
Sarasota Countv. FL 277 2800 400M INCL N Y Y YES COMM/ADMSTR ROBERT ANDERSON (813)951-5111
Santa Rosa Countv. FL 75 450 26M INCL N N N . NO COMM/ADMSTR TOM DANNHEISSER (904) 623-0135
Sedawlck Countv. KS 401 1800 130M INCL N N N NO COMMlMRG WILLIAM BUCHANON (3161383-7178
Seminole Countv. FL 288 940 218M INCL N N N YES COMM/AOMSTR ROBERT McMILLAN (4071321-1130
Richmond, CA 84.3 1,000 57M 12.5M Y Y Y NO COUNCIUMGR MAYOR CORBIN (5101 620-6602
Roanoke VA 97 1900 ? ? N N N YES COUNCIUMGR KEN CRONIN (703) 981-2231
Sprlnaellsburv. PA 21.5 110 5M .35M Y Y Y YES COUNCIUMGR CHAIRMAN ECKERT (717\ 757-3521
SPrinofiald, MO 145 1,200 39M 15M Y Y Y YES COUNCIUMGR TOM FINNIE (4171 864-1000
Takoma Park, MD 16.7 102 12M INCL N N N NO ADM/COUNCIL WAYNE HOBBS (301\ 270-8794
Tift County. GA 35 200 12M INCL N N N YES COMM/ADMSTR CHARLES KENT (912) 386 7856
Waco TX 104 1700 37.3M 8M N N N YES COUNCIUMGR LARRY SCOTT (817\ 750-5600
Wast Des Moines, IA 46 300 FTE's 50M ? Y Y Y YES COUNCIUMGR EUGENE MEYER (515\ 222-3610
West Mil!Iin PA 23.6 100 7.5M 1M Y N Y YES MAYORICOM IRENE PARKINSON (412l461-4469
West Palm Beach FL 80 1300 148M INCL Y Y Y YES MAYORICNCIL MAYOR JOEL DAVES (407\ 659-8028
Wichita, KS 301 2,700 265M INCL Y Y Y YES COUNCIUMGR CHRIS CHERCES (31612B8-4351
Winter Park FL 24.5 414 45.5M 3D.3M N Y N YES COUNCIUMGR MAYOR BREWER (407\ 623-1800
u
I
I
I
u
I
m
II
.. Ocean City's population increases to over 200,000 during the Summer.
m
1/00
I
II
m
m
I
I~
m
SLA V/N MANAGEMENT CONSUL TANTS
ml