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PROPOSAL FOR EXECUTIVE SEARCH SERVICES FOR THE POSITION OF CITY MANAGER RFP #80-00C C, s P,� a e `� e�✓ � � CITY OF CL WATER, FLORIDA Proposal for Executive Search Services for the Position of CITY MAI�TAGER . , .:� �� October 14, 2000 The Mereer Group, Ine. Consultants To Management ' � ' , The Mercer Group, Inc. Consultants To Management October 14, 2000 , Mr. George McKibben Purchasing Manager City of Clearwater , 100 S. Myrtle Avenue Clearwater, FL 33756-5520 �� ' , RE: RFP #80-00 Dear Mr. McKibben: PMB Sll 5579R Chamblee Dunwoody Road Atlanta, Georgia 30338 (770) 551-0�03 FAX (770) 399-9749 E-mail: inercerC�miiadspring.cona The Mercer Group, Inc. is most pleased to submit this proposal to assist the City of Clearwater to recruit nationally and to develop exceptionally well-qualified candidates for the position of City Manager. We are most interested in assisting the City of Clearwater with this critical project, and if selected to conduct the search, would have no difficulty beginning the project immediately and expediting our work to ensure a smooth process. The purpose for engaging the services of an executive search firm is to seek out and recruit , experienced candidates and to assist the City of Clearwater in selecting highly qualified individuals who meet the profile and needs of the City and who might not otherwise apply. 'Fhe Mercer Group, Inc. is exceptionally well-qualified to assist the City with this project. We have conducted recent � searches for city managers for several organizations your size. We are quite familiar with the candidate pool and the local needs. The mission of The Mercer Group, Inc. is to make our clients proud that they engaged us to provide management consulting services for them. The Mercer Group, Inc. also makes extensive use of the Internet both with our own web page which can be located at www.mercergroupinc.com and through e-mail. We post positions with other Internet providers and make information available to a wide number of people who are Internet users. We also make extensive use of the Internet to review newspaper articles on top candidates, etc., from the community in which they are currently employed or were employed in the past. This proposal is designed to provide an indexed and easily usable document for the City of Clearwater to assess the qualifcations of The Mercer Group, Inc. to handle this critical work. It contains the following sections: Table of Contents; Introduction, Background, Objectives and Scope; Our Approach, Work Plan and Schedule; Equal Employment Opportunity Statement; Cost Proposal; Firm Qualifications and Staffing; Why You Should Select The Mercer Group, Inc.; ATLANTA • EAST LANSING • PHOENIX • RALEIGH SANTA FE • WACO • WASHINGTON w ww. mercergroupinc. com Mr. George McKibben The City of Clearwater Page Two October 14, 2000 and an Acceptance/Signature page. Appendices include our Previous Search List; References; and Questions and Answers about Executive Search. Our corporate headquarters is in Atlanta and we have branch offices in Santa Fe, New Mexico; East Lansing, Michigan; Waco, Texas; Phoenix, Arizona; and Raleigh, North Carolina. We will work on the assignment from our Atlanta office. This search will be personally conducted by James L. Mercer. *�***** Thanlc you for the opportunity to respond to this important assignment. This proposal is valid for ninety (90) days from receipt by the City of Clearwater. We are looking forward to discussin this proposal with you personally, and urge you to allow us to come to Clearwater at our pense to that. We can move very quickly to do so. Please call me at (770) 551-0403 if y have any quest ns. y yours, , INC. Jame L. Mercer, Preside t � Enclosures � ��I�� '�, } �� . �. � � � � � �� ; � , � , , I . t �"�a�4��.1 f�r . , . , �xe�ut�v� �e��i S�rvlc�s . . . - . . , �'�� t��k �'�►��ition a�` . � �, � �; _ � � � i�� .. . . � � �� ' . . . � . � - .. , . . . . � . . . . , , . , . .. . .. - - . : . - . . , � . -, . . . : . � . � . • � . ;.F . � � - - . . .. ' ' , . . ' �� . . �� . , ' I. . ' - . . . . . , , . � � . .. . � � ' � � . � . � � . . ^��h�� . . . . . ' ` i. � ' � . � . . - ' . ' . . C�ctob�r 14, 20QQ ? T�� ,��.+��: C�1��JI�TF, INC. ��7�� 1� ��nwo�d� l�oad . �� 11 ��, �,A �Q�3�8 (7'�Oj �5�-4403 �'�t�: ('�70� 399-9749 TABLE OF CONTENTS Section Cover Letter �age No• I. INTRODUCTION, BACKGROLTND, OBJECTIVES AND SCOPE . . . . . . . . . . . . 1-3 A. Introduction and Background B. Objectives and Scope of the Search Process II. OUR A.PPROACH,. WORK PLAN AND SCHEDULE . . . . . . . . . . . . . . . . . . . 4-15 A. Approach B. Work Plan 1. Position Analysis 2. Recruitment Process 3. Resume Review 4. Candidate Screening S. Background Investigation 6. Interview Process 7. Negotiation and Follow-up C. Schedule III. EQUAL EMPLOYMENT OPPORTUNITY STATEMENT . . . . . . . . . . . . . . . . . . . 16 IV. COST PROPOSAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17-19 V. FIRM QUALIFICATIONS AND STAFFING . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-25 A. Firm Qualif cations B. Resumes of Our Key Search Staff VI. WHY YOU SHOULD SELECT THE MERCER GROUP, INC . . . . . . . . . . . . . 26-32 VII. THE MERCER GROUP, INC. GUARANTEES . . . . . . . . . . . . . . . . . . . . . . . . . . 33-34 VIII. ACCEPTANCE ......... . .. .... ... . .. .. ..... . . .. . . . . . .... .. . .. .. ..... . 35 APPENDICES A. Previous Searches ............................................... 36-51 B. References .................................................... 52-61 C. Questions and Answers About Executive Search . . . . . . . . . . . . . . . . . . . . . . . 62-63 I. II. III. IV. V. VI. VII LIST OF EXHIBITS The Mercer Group, Inc. Executive Search Process The Mercer Group, Inc. Sample Candidate Evaluation Matrix Schedule of Search Process Schedule of Meetings with the City Commission Pro-Forma Invoice The Mercer Group, Inc. Recruitment Team Skills Matrix Code of Ethics of Institute of Management Consultants QUESTIONNAIRE: Please provide the following information. • Company Name The Mercer Group, Inc. • Company Address 5579B Chamblee Dunwoody Road, Suite 511 Atlanta, Georgia 30338 Primary Contact James L. Mercer Phone Number 770.551.0403 Fax Number 770.399.9749 When was your firm founded? 1981 (please see pages 20-21 of the attached proposal). • How long has your company been at the location which you designated above as the company address? 7 years • How many other company locations do you have and in what cities are they located? The Mercer Group, Inc. has offices located in East Lansing, Santa Fe, Waco, Phoenix, Raleigh and Washington, D.C. (please see page 27 of the attached proposal). • What is the focus of your firm (what are the primary purposes of the firm)? The Mercer Group, Inc. provides exceptionally high quality management consulting services to state and local governments, transit authorities, health care providers, utilities, special districts, and private sector clients. (Please see pages 20-25 of the attached proposal.) �•�� . •�_:- - �- . •. •��••� • In the last five years, how many searches have you done for City Managers? Approximately 60 (please see pages 36-51 of the attached proposal). • How many of the searches for City Managers were for cities of 100,000 or more population? Approximately 30 List contacts of previous clients willing to provide references, both generally from the standpoint of your national search effort for any type of executive search and for those involving City Manager placements. This list should include names and phone numbers of appropriate persons with those clients who are qualiiied to provide references to the City. Please see our references listed on pages 52-61 of the attached proposal. : ' �_ �� - .� _' • _ Describe the recruitment process you propose to use for City Manager for the City of Clearwater, including a timetable, description of how you develop position analysis (candidate profile), identify candidates, how you evaluate and recommend candidates, and how you submit data to the City. Please see pages 1-3 of Section I and pages 4-15 of Section II of the attached proposal. � • Define your role after submitting top quality, interested candidates to the City. After top quality, interested candidates have been presented to the Gity by The Mercer Group, Inc., the thorough background investigations occur and ' this is generally followed by the interview process and negotiation and follow-up with the candidates. Please see pages 10-15 of the attached proposal. ' � _� ' ' How many staff inembers from your company will be dedicated to the City Manager search for Clearwater? Provide biographical for each key staff inember. 2-3 staff inembers will be dedicated to this search. A biographical sketch of each key staff inember is provided in the attached proposal at pages 22-25 in Section V. Do you propose to meet with representatives of the City to obtain data not included in the RFP document? Yes, please see pages 5-6, Section II, of the attached proposal. • Do you conduct face-to-face interviews with any of the candidates? If yes, describe for , which candidates and why you do so. We usually do telephone interview with the candidates plus some reference checking and networking of references prior to presenting the candidates for � consideration in the long list of 12-15 semi-finalists for the City to review and select from to arrive at for the list of finalists. We have conducted face-to- ' 1 �J � face interviews of the semi-finalists before presentation and have used interactive video conferencing as well. (Please see pages 7-13 of the attached proposal.) How do you determine the interest of a candidate in the City of Clearwater's position? We actively seek out candidates, market the position to them, encourage them to consider the position and through this process, we are able to determine the candidate's interest in the position. We also ask that they discuss the position, location, etc., with their spouse to avoid last minute reversals in interest in the position. What is the nature of the background review you do on candidates with respect to their: (1) experience (reference checking); (2) education (e.g. verification of credentials, degrees); (3) training; other (including credit, criminal history, lawsuits, etc.)? We conduct background investigations which cover all these categories plus arranging for psychological (or similar) testing of the candidates if this is desired and agreed to by the client and the contractor. Please see pages 6-11 of the attached proposal. , If requested, can your firm provide additional services beyond the provision of recruitment, such as design of interview processes, interview evaluation procedures, etc.? Yes, we are able to help with setting this up and help with conducting these processes and procedures. Please see pages 10-11 of the attached proposal. �� Describe in full the basic fee and all associated reimbursable costs to conduct the City Manager search. The full basic fee is $12,500 with not-to-exceed expenses of $7,500. The basic fee is broken down on page 17, Section IV, of the attached proposal and a discussion of the basic fee and no-to-exceed expenses are set out on pages 17- 19 of Section IV of the attached proposal. Is there a cap on reimbursable costs? Yes, there is a not-to-exceed expense cap of $7,500 unless otherwise agreed to, in writing, by the City of Clearwater. What are the projected travel expenses, if any? Projected travel expenses would involve airfare from Atlanta to Clearwater, round-trip, rental cars, hotel lodging and meals. Please see page 17 of the attached proposal. �� Describe the nature of the guarantees you make with respect to the quality of your work, including any guarantee relating to any early separation of a selected candidate. The Mercer Group, Inc. has ten (10) guarantees regarding its work. These guarantees are set out on pages 33-34 of Section VII of the attached proposal. [� �_�, •�. .-o __ -� ..�_•��,.. •� • Provide a copy of all required service agreements, contracts, etc. to be entered into ' between your firm and the City of Clearwater for this project. Please see the attached proposal. ' � ' � � ' ' 1 ' ' ' ' � , , � �; ' . �� ,�> � _ �: . .. � � , � . ,. . ; ;; ,. °, , , .. , . . . ;, . . � . - . . � - . . � ' . . � � � . . . � , � . . 0 . ,,. , , . . . . . y, . . . . i. .. , . . . � . , � ,� ,. : a � . . � � , , p} . . . . . . . . �, G� i; ° - �t � L�� p - - . , .�i � � . , s � . - ��f� C ��' � " ��i� � � i .; F, � 6,' _ .. . A�1�- - ' . - ' .. . - �� ^�� . _ ^ .. . . . . . /� � . . . � -. . . . .- . ' � .. ' , ' . � � .. �� .�. ��+"•�� . ; � _ - : , ��'T'�""�� '�3 ��JJPE - j. � �1 ' � � � L INTRODUCTION, BACKGROUND, OBJECTIVES AND SCOPE This section presents our understanding of the City of Clearwater's requirements for this search, as well as the objectives and scope of the project. � A. Introduction and Background ' It is our understanding that: The City of Clearwater is seeking "turn-key" executive search services and support in connection with the recruitment of a new City Manager. The City of Clearwater is interested in identifying outstanding candidates and filling the position of City Manager. • Services required include position analysis and preparation of position profiles, recruitment for the position; inviting potential candidates to apply; reviewing and screening applications; conducting preliminary interviews and background checks of selected candidates; recommending a list of final candidates; coordinating final interviews; negotiating; and following up. • The City of Clearwater wishes to conduct a comprehensive national recruitment process, to ensure the best qualified candidates are found and that the best quali- fied individuals who are acceptable can be hired. • The annual salary and benefits package for the position will be discussed with the City Commission. 1 � 1 � , ' � ' ' � 1 � ' � ' ' ' � I� r �_ i �l�'�,'C'�� The objectives that we will meet in order to help find the best qualified candidates for the position are as follows: . . To conduct on-site needs assessment for the new City Manager. To develop a comprehensive position profile. To reconcile any differences in points of view with regard to specifications for the position. To encourage top level people to apply who would otherwise be reluctant to respond to an advertisement. To save a considerable amount of the City Commission's and staff s time in establishing a position profile and reviewing applicants. To comply with appropriate personnel regulations and state laws (i.e., EEO, Affirmative Action and ADA). To independently and objectively assess the qualifications and suitability of candidates for the position. To recommend a pool of finalist candidates to the City Commission. To coordinate finalist candidate interviews with the City Commission. To mail an information packet supplied by the City Commission to all qualified applicants. 2 • To respond to all candidate inquiries and produce all correspondence throughout the search. • To preserve the confidentiality of inquiries to the degree possible under Florida law. • To assist the City Commission in reaching a final decision. • To assist in negotiating a compensation package with the successful candidate on behalf of the City Commission. • To assist the City Commission in establishing criteria for evaluating the new City Manager's performance. • To follow-up with the City Commission and the new City Manager during the first year to determine if adjustments need to be made. • To keep the City Commission closely involved in key decisions and informed of our progress. C. Scone The scope of the project will be sufficiently broad and in-depth so as to meet the requirements of the City of Clearwater. However, for the fee proposed it will not address recruitment of additional candidates for positions other than the one specified. 3 SEC'T'ION II OUR APPROACH, WORK PLAN AND SCHEDULE II. OUR APPROACH, WORK PLAN AND SCHEDULE This section presents our approach, wark plan and schedule for the search project. A. rah Our approach and style are interactive. That is, we form a partnership with our client to conduct a project. The City of Clearwater will benefit through ease of implementation and by gaining more in-depth knowledge of executive search and management consulting techniques and expertise. B. Work Plan We recommend a seven (7)-step search process as follows: Position Anal�sis — We will define work relationships, job qualifcations and requirements for the position — the "Position Profile." Recruitment Process — We will recruit regionally and nationally far the position and network to locate qualified candidates. Resume Review — We will identify qualified candidates. Candidate Screening — We will thoroughly screen prospective candidates. Background Investigation — We will thoroughly evaluate prospective candidates. Interview Process — We will make recommendations and assist in selection. n 1 , � ' ' • Negotiation and Follow-u� — We will facilitate employment and follow-up to ensure complete integrity of the process. This process is illustrated in Exhibit I, and each step is described below. 1. Position Analysis ' We will have extensive consultation with the City Commission, other City staff and local leaders selected by them, as well as other individuals or groups (if you wish) to deter- ' mine the City's vision/mission, goals and objectives, the needs and issues, requirements of the job, and to obtain information about the environment within which the position ' , � functions. In addition, we will spend a considerable amount of time at the beginning of the process in the City of Clearwater in order to determine the level of experience and training needed. During this process, we will initiate individual interviews with the City Commission, citizen organizations, department heads and key staff, and others of your choice to , identify expectations, perceptions, and concerns regarding the position. � � � ' 1 � ' ,� Based on those meetings, we will prepare a draft position profile and review it with the City Commission in order to arrive at a general agreement regarding the specifications for the position. The final position profile will include information about the City of Clearwater, the community, major issues to be faced, the position, and the selection criteria established. 5 start Scarch Collect & A.nalyu Data + NO Prepare � Client Approval Position Pmfile Develop • YES Dimensions Networlcing THE MERCER GROUP, TNC. Executive Search Process EXHIBIT I Networlcing Access Data Base - . ; ��ecru;t Notify I'rofession- Candidales a1 Associations Place Ads � • • Acknowledge Screen ��p�t Candidates � Candidates ' Progress Video Tap: � Candida[es Psychological Evaluate Report Finalists Evaluation (Optj ' Candidates � to Client ' . NO Interview Select Finalists Candidate Negotiate . � . . Establish Perform- Follow-up Notify Remaining Closeout ance Criteria ndidates Search C YES , ' ' ' ' � � ' , � � ' 1 ' � 2. Recruitment Process Because we have recently completed similar searches, we will first review our database to determine those candidates whom we may already know and/ar already have on file who may meet the City's specifications. Although this process is valuable, we will rely most heavily on our own contacts in the city manager field and on our own experience. In other words, through "networking," we will conduct a nation-wide professional search for the best qualified candidates and invite them to apply for the position. We will provide the City Commission with several advertising alternatives with varying degrees of cost and their associated benefits. Based on our discussions with the City Commission, we will place ads in professional journals, in national, in-state and local newspapers, and in various minority and women's publications to encourage applicants to apply. ._ • � ' . We will review and analyze each applicant's background and experience against the position description criteria. We will acknowledge all resumes received and keep candidates informed of their status. 4. Candidate Screening Criteria for the preliminary screening will be contained in the approved "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 resumes and other data provided by � � 7 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 will be responsible for screening the applications received. This initial screening will be conducted by telephone with both the prospective candidate and with references who may know the candidate's background and expertise. Once the initial screening is completed, we will select the prospective candidates who most closely match the criteria established by the City Commission. The output of this step in the process will be a matrix display of the top candidates showing how each rates against the selection criteria established by the City Commission (Exhibit II). This matrix will be reviewed with the City Commission in one-on-one meetings and guidance obtained priar to proceeding. One contingency here is that the City Commission may not approve of any of the candidates. If that should occur, we would, of course, keep search- ing until the City's needs are clearly met. After review by the City Commission, we will personally interview each using various interview techniques. We will closely examine their experience, qualifications and achievements in view of the selection criteria and our professional expertise in evaluating the quality of such qualifications and achievements. We also request that all candidates provide us, in writing, substantial information about their accomplishments and their management style and philosophy. This information will be verified and, at the City Commission's option, may be further tested by having the finalists complete management and leadership style inventories. We interpret these instruments for the Ciry Commission, as well. : � � � � � � � � � � � � � � i � � � � EXHIBIT II THE MERCER GROUP, INC. SAMPLE CANDIDATE EVALUATION MATRIX A = Significant Experience B = Some Experience C - No Working Knowledge Selection Evaluation Criteria Economic Participative Negotiation Strategic Program Communications CANDIDATE Development Management Skills Planner Budget Skills John Jones A A A A A A - Mary Jackson C B A A B A Juan Perez B A C B C A Joe Washington A B B g C B Susan Jones A C B C C C William Jefferson C B C C B A Linda Chong B C C C B B Jenny Olson B A B B B B Reuben Marconi B A A B A C Stan Goldberg A B A B C A Michelle Walinski A C C A B A � � � 5. , � � � � Background Investi tg� ions As part of our process in evaluating top candidates, we make detailed and extensive reference checks. In conducting these, it is our practice to speak directly to individuals who are now or have previously been in a position to evaluate the candidates' job performance. We ask each candidate to provide us with a large number of references. We then network these references to other persons who know the candidate. In this way, we thoroughly evaluate each candidate. We have talked to as many as 23 references concerning a single finalist candidate. These references and evaluations are combined to ' provide frank and objective appraisals of the top candidates. We also verify past employment difficulties, if any, including any legal action filed against former employ- ers. As part of our evaluation process, we verify undergraduate and graduate college degrees. We arrange for credit checks, criminal checks, and, as an additional option, can arrange for psychological (or similar) testing of the candidates that may be desired. (These may be extra cost items.) We will recommend background investigation criteria to the City Commission which will make the final decision on the specifics of the back- ground check. 6. Interview Process Based on the preceding steps, a recommended list of iinalists for the position of City Manager will be compiled. We will prepare a written summary on each fnalist. The information will cover, but not be limited to, 1) present position, 2) total years experi- ence, 3) salary requirements, 4) education, 5) previous positions held, 6) notable projects, 7) management style, 8) skills and abilities, 9) interests, and 10) professional goals. 10 This information will be presented to the City Commission in a detailed written format combined with the results of the background investigation and candidate screening. We will make a recommendation on. a group of five (5) to seven (7) finalists. The City Commission shall make the final decision on which and how many candidates will be interviewed. Our report will be presented in a meeting with the City Commission in which we will discuss our recommendations and provide background information, sample questions and a rating form for the interviews. We can also assist the City Commission at no extra charge in conducting targeted selection and/or simulation processes with finalists, if desired. In particular, we will explain which, if any, of the applicants specifically meet the total criteria established by the City Commission or whether the final group simply represents the best available talent. We will also provide the City Commission with our recommendations relative to timing, sequencing, locaticn, setting, format, and conduct of interviews with the finalists. We will provide infortnation about trends in employment, employment contracts and agreements, relocation expenses, perquisites, appropriate role for spouses, receptions, etc. We will arrange schedules for top candidate interviews with the City Commission and will coordinate the process. 7. Negotiation and Follow-un We will also assist in the negotiation process relative to salary, benefits and other conditions of employment. We feel that we can be especially helpful because we have proposed a fixed fee rather than one based on a percentage of salary. One contingency here is that an agreement may not be able to be arranged. If that is the case, we will wark with the City Commission to select an alternate candidate. 11 We will properly handle any and all media relations. Unless otherwise directed, it is our standard practice to tell all media that we are working on behalf of the City of Clearwater and that any public statement should come directly from the City Commission. We will maintain confidentiality of candidate information, to the degree possible, under Florida law. Finally, we will notify by letter all unsuccessful candidates who were not recommended for interview with the City Commission of the final decision reached. We suggest, however, that it is more proper far the City Commission to directly notify all unsuc- cessful candidates whom they interviewed of the final result. Once the new City Manager has been on board for 30 days or so, we will conduct a session with the City Commission and with the new City Manager in order to establish mutual performance criteria and goals for the position. In this regard, we will work with the City Commission to define the role of the new City Manager within the City of Clearwater. We will follow-up periodically with the City Commission and the new City Manager during the first year in order to make any adjustments that may be necessary. We will keep the City Commission closely informed and involved in decisions concern- ing the search process at all times. We will prepare and send to the City Commission two reports each month. These reports will contain a progress report on the recruitment and specific steps to be taken to meet the City's deadlines and an itemization of expenses incurred-to-date and expected to be incurred during each succeeding project step. Support from the City will be needed, as follows: Arranging interviews with the City Commission and key City staff Providing budget, organization charts and other documents 12 1 , Place of contact for the search , Processing invoices far payment ' C. ch I ' The search process normally takes 60-90 days to complete and typically adheres to the pattern illustrated in Exhibit III. Our proposed schedule of ineetings with the City Commission is ' shown in Exhibit IV. ' ' ' � ' ' , ' ' ' ' ' ' 13 EXHIBIT III: SCHEDULE OF SEARCH PROCESS DAY PROJECT STEPS l. Develop Search Process, Recruitment Profile/Job Description and Advertis- ing Program for City Commission approval. 2. Identify Qualified Candi- dates, Review Database, Network, Conduct Intensive Recruitment, Receive and Review Resumes. 3. Evaluate Prospective Candidates. 4. Written Progress Report. 5. Interview and Evaluate Prospective Candidates. 6. Make Final Recommenda- tions, Assist in Selec- tion, Facilitate Employ- ment. 7. Establish Evaluation Criteria and Follow-Up. 8. Meetings with City Commission: l. Interview re. profile 2. Approve profile 3. Review final 12-15 candidates 4. Present report of finalists 5. Interview finalists 0 30 60 90 This schedule could be condensed or expanded somewhat, depending on the needs of the City. 14 365 EXHIBIT IV SCHEDULE OF MEETINGS WITH City Commission 1. Individual interviews with City Commission, department heads, and others. 2. Possible meeting with City Commission to finalize position profile. 3. Possible individual meetings with City Commission to discuss top 12-15 candidates and solicit feedback. 4. Meeting with City Commission to present Final Report on top 5-7 candidates. 5. Facilitate City Commission interviews with each finalist candidate. 6. Possible meeting with City Commission to assist/facilitate selection of new City Manager. 7. Possible follow-up meeting with City Commission and new City Man- ager 30-60 days after start of work far purposes of establishing mutual goals/objectives for the future. 15 SEC�'�ON III EQUAL EMPLOYMEI�TZ' ORPOR'TUNI'TY S'TATEMENT III. EQUAL EMPLOYMENT OPPORTUNITY STATEMENT It is the policy of The Mercer Group, Inc., to assure equal opportunity based on ability and fitness for all employees or applicants considered for our client organizations regardless of race, color, religion, sex, age, marital or veteran's status, national origin, or the presence of any sensory, mental or physical disability. Such policy shall apply, but not be limited to, hiring, placement, job classification, transfer or promotion, demotion, recruitment, advertising or solicitation for employment, rates of pay or other forms of compensation, selection for training, career development, layoff or termination. This policy shall be disseminated to clients, subcontractors, suppliers and prospective applicants. The intent of this policy will apply to internal operations, recruitment and consulting activities conducted by our firm. � SEC'T'ION IV COST PROPOSAL � ' � IV. COST PROPOSAL ' Our fee for the services outlined is $12,500 plus not-to-exceed expenses of $7,500. Our fees are broken down as follows: ' Position Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,500 � Advertising Campaign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,000 Resume Review .................................................... 1,200 � Candidate Screening ................................................. 3,500 BackgroundInvestigation .......................:..................... 3,800 ' Interview Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,000 Negotiation and Follow-up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 500 ' TOTAL FEE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $12,500 � Expenses are for consultant travel, lodging and per diem, telephone, correspondence, advertis- ing, and report preparation. � Because of our other ongoing consulting and search work and our experience, expenses should ' be kept to a minimum. The cost for final candidates to travel to interview with the City Commission is not included. Such costs are typically paid by the client on a reimbursement ' basis, directly to the candidates. These costs are extremely difficult to estimate because they ' depend on where the candidates are located. Typically, out-of-state costs run about $750 to $1,000 per person. � The City of Clearwater's liability to The Mercer Group, Inc. far services rendered under this ' agreement will not exceed the agreed upon price unless an increase is authorized by the City Commission in writing. � We will submit monthly invoices for fees and expenses. It is our practice to bill one-third at the � start of the search, one-third at the end of 30 days, and one-third upon delivery of the Final 17 � � ' ' � 1 Report. Each invoice will be payable upon receipt for professional services. Expenses will be billed in addition and shown as a separate figure. Exhibit V is a pro-forma invoice showing the level of accounting detail we will provide. We will comply with all applicable laws, rules and regulations of federal, state and local government entities. ' Our ability to carry out the work required will be heavily dependent upon our past experience in ' providing similar services to others, and we expect to continue such work in the future. We will, to the degree possible, preserve the confidential nature of any information received from you or ' developed during the work in accordance with our professional standards. We assure you that we will devote our best efforts to carrying out the engagement. The results obtained, our recommendations and any written material provided by us will represent our best judgment based on the information available to us. Our liability, if any, will not be greater than the amount paid to us for the services rendered. This proposal constitutes the agreement between us. It cannot be modified except in writing by both parties. Our agreement will be interpreted according to the laws of the State of Florida. : EXHIBIT V: PRO FORMA INVOICE Client: Address: City, State: Dear Sir/Madam: Date: This is our progress billing for professional services rendered in conjunction with our agreement to conduct an executive search. Reimbursable expenses at cost: Telephone, Federal Express Other expenses, including consultant travel, per diem, report cost, etc. TOTAL: $XX��X.XX XXX.XX ..._ �� ', �_�_._. �� Payment is expected within 30 days from receipt of this invoice. Thank you for the opportunity to work on this important assignment. Sincerely yours, THE MERCER GROUP, INC. (SIGNATURE� James L. Mercer, CMC President 19 . ' . p ' � ' : ' . . sEC�rro�v v � FIRM QUALIFICATIONS AND STAFFING � � � ' 1 , � , � ' i CJ ' ' ' ' ' , ' 1 V. FIRM QUALIFICATIONS AND STAFFING This section presents our qualifications to conduct projects of this type and describes the staff to be assigned to the search. A. Firm �ualifications The Mercer Group, Inc. is an independent management consulting firm incorporated in the State of Geargia and operating nation-wide. The firm was founded by James L. Mercer, a long-term public management consultant. Mr. Mercer started his own firm in 1981 and, in 1984, merged it with another consulting firm, Wolfe & Associates, Inc. On June 1, 1986, Mr. Mercer acquired the Human Resource and Organizational Consulting Practice of Wolfe & Associates, Inc. This acquisition formed the basis for Mercer, Slavin & Nevins, Inc. He sold his interest in Mercer, Slavin & Nevins, Inc. early in 1990 and founded The Mercer Group, Inc. The Mercer Group, Inc. provides exceptionally high quality management consulting services to state and local governments, transit authorities, health care providers, utilities, special districts, and private sector clients. Specialty practice areas include: executive recruitment, organization and operations analysis, productivity improvement, strategic planning, management systems, compensation/classification/policy studies, privatization, budget evaluation services, govemment consolidation and organization development, training, and general management consulting. Our key consultants have conducted successful searches for hundreds of public sector organizations nationally and can offer numerous references as testimony of our work. This important engagement will be conducted by Mr. James L. Mercer. Mr. Mercer has conducted or assisted in the conduct of more than 250 successful executive searches in recent 20 , � years. The spectrum of our search experience is illustrated in Exhibit VI. Mr. Mercer's resume is included below. CJ Mr. Mercer is the Chief Executive Officer of our firm and can be located at our corporate ' headquarters as follows: � James L. Mercer, President ' The Mercer Group, Inc. 5579B Chamblee Dunwoody Road Suite 511 ' Atlanta, Georgia 30338 Telephone: (770) 551-0403; FAX: (770) 399-9749 Federal Tax ID No.: 58-1877068 ' 1 ' � : � • « • � � _� • Y�'�� ' ''� : '�' :i � Mr. Mercer holds a Master of Business Administration degree from the University of ' Nevada, Reno, and a Bachelor of Science degree in Industrial Management from the same institution. He has also received a Certificate in Municipal Administration from the ' University of North Carolina at Chapel Hill and is a graduate of the Executive Develop- ment Program at Cornell University. Mr. Mercer is a Certified Management Consultant , (CMC) and has more than 25 years of experience in executive search and management consulting. He has authored or co-authored five books and has written more than 250 , articles on various management topics. His experience covers the following functional areas: executive search, organization and operations analysis, � � 21 1 ' EXHIBIT VI THE MERCER GROUP, INC. RECRUITMENT TEAM SKILLS MATRIX CATEGORIES OF SKILLS RECRUITMENT TEAM AND EXPERIENCE J. MERCER T. DORITY J. HARRISON Special District/Non-Profit • • • Small Municipality • • � Large Municipality • • � Urban County • • • Rural County • • • Suburban Government • • • Search Committee • • • � Citizen Committee • • • Minority Placements • • • Internal Candidate Placement • • • Women Placement • • • Candidate Videotaping • • • Local Government Work Experience • • • Council/Manager Goal Setting • • • Sunshine and Open Records Act Ex- • • • perience National Experience and Contacts • • • Other Public/Private Experience • • • CEO & Department Head Place- • • • ments Unbundled Search Process • • • 22 management productivity systems, improvement, seminars/training, goal setting, strategic planning, privatization, government, consolidation, and general consulting. Prior to founding The Mercer Group, Inc., Mr. Mercer held positions as President of Mercer, Slavin & Nevins, Inc.; Regional Vice President of Wolfe & Associates, Inc.; as Partner and Vice President of Korn/Ferry International; General Manager of Battelle Southern Operations; National Program Director for Public Technology, Inc.; and Assistant City Manager of Raleigh, North Carolina. He has also been President of James Mercer & Associates, Inc., and has served as Director of Government Consulting Services for Coopers & Lybrand in both the Southeast and Southwest, as well as Director of the Industrial Extension Division for Georgia Tech. 2. Thomas C Dority, Senior Vice President - East Lansing Office Mr. Dority holds a Master of Public Administration degree from the University of Colorado and a Bachelor of Science degree in Business Administration from the Univer- sity of California, Berkeley. He served as City Manager in East Lansing, Michigan, for ten years, preceded by local government consulting work for a major accounting firm. Prior to that he was City Manager in Oxford, Ohio far five years and held local govern- ment management positions in Colorado and Oregon. He has served on the Board of Directars of the Oregon City Management Association and the Michigan City Manage- ment Association. He gained experience also as an officer in the U.S. Air Force. Mr. Dority is a career city manager with over 23 years experience in public policy development, finance, budgeting, employee relations and management of public safety, public works and community development. He is Senior Vice President of The Mercer Group, Inc. Mr. Dority has published articles in Ohio and Michigan municipal publications on budget forecasting and creativity in community planning. He has been a planner and speaker at 23 statewide management conferences and a past member of the Board of Directors of the Michigan City Management Association. 3. John D Harrison, Executive Vice President - Waco Office John Harrison is Executive Vice President of the Mercer Group and directs the Texas operations. Mr. Harrison had a successful career as a city manager primarily in Texas for 25 years. His acknowledged leadership in the profession resulted in his being elected as President of the Texas City Management Association and as Vice President of the International City\County Management Association. He also served as President of the Texas Foundation, a non-profit educational arm of the Texas Municipal League. Harrison was also a member of the staff of the Texas Municipal League. Recently, Mr. Harrison served as a seniar executive for GE Capital FGIC and AMBAC Financial Group in new product development and new business development. Mr. Harrison holds a Bachelor of Arts in History from Kansas State University and a Master of Public Administration degree from the University of Kansas. He is also a graduate of the Public Executive Institute of the University of Texas LBJ School of Public Affairs. ' 1 � 1. !�_ 1'. � ' �• 1 ' �_�_•_�__.. �---� Mr. Molgaard holds a Bachelor's degree in Electrical Engineering from Marquette University and has completed graduate course work in Systems Engineering and Business at the University of California at Los Angeles. He has also completed a number of seminars and training programs on management and leadership. Mr. Molgaard spent the majority of his career in the high technology private sector in technical, program manage- ment and leadership positions. He has considerable experience with the National Aeronautics and Space Administration in payload/hardware integration, design, client relations, contract negotiation, proposal development, budget preparation and execution, documentation and personnel administration. Much of his private sector career was spent 24 ' � � � L_� � � �� with TRW Syst'ems, General Motors - AC Electronics Division and McDonnell Douglas Aerospace. Mr. Molgaard has received numerous awards including the TRW Outstanding Performance Award, six TRW Productivity and Cost Savings Achievement Awards and NASA Headquarters Manned Flight Achievement Award. Mr. Molgaard is Vice President of The Mercer Group, Inc. and manages our office in Phoenix. He has been involved as a consultant on a number of local government projects including executive searches for the District of Columbia Government, the District of Columbia Water and Sewer Authority, the City of Fort Lauderdale, Florida, and others. He is both a management consultant and an executive recruiter. 5. Karolyn Prince-Mercer, Vice President - Santa Fe Office Ms. Prince-Mercer received her Bachelor of Arts degree in History with minors in Art, Political Science and Education from the University of Nevada. She received her poctor of Jurisprudence degree from Woodrow Wilson College of Law. Ms. Prince-Mercer has been in management consulting for 5 years working in executive search, compensation and classification, and organization and management studies. � � � ��_ �� • �. Our firm and Mr. Mercer have the quality time to devote to this search so as to meet the City's needs. 25 � SECTION VI � WHY YOU SHOULD SELEC'T 'THE MEIZCER GROUP, INC. VI. WHY YOU SHOULD SELECT THE MERCER GROUP, INC. We believe some advantages to using The Mercer Group, Inc. which you may wish to consider are: Critical Path Method — The Mercer Group, Inc. uses a"critical path" search process which is designed to allow our clients to focus their attention on the selection process rather than on recruiting and screening candidates. We have learned that each client's need for key executives is different and that there is no one "best" person for all situations. The best prospects are most frequently happily employed and are not responding to advertisements. These people typically need to be sought out and encouraged to become candidates. They are understandably reluctant to apply for positions if their interest could become a matter of public information prior to being assured that they will be finalist candidates. Our approach to this assignment will reflect the unique qualities of the City of Clearwater. It will honor the interests of candidates to the extent possible under Florida law. Reasonable Fees — Our practice was formed to provide exceptional quality recruitment services to our clients. Our system is designed to allow us to extend reasonable fees to our non-profit and governmental clients and still be well within our profit margins on each assignment. Expgrience — Our search specialists are among the most experienced recruiters in the United States. We are also conducting similar consulting assignments currently. Further, we have much experience in recruiting city managers for city governments the size of the City of Clearwater. Re$eat Enga�ements — We have received a considerable amount of repeat business from our clients during the recent past. 26 [� 1 • Uniaue Skills and Services — We offer a valuable combination of skills and services which is unique in our industry. Our firm is nationally respected in the areas , of organization analysis and development, teambuilding, strategic planning, goal setting, and productivity analysis. Should you wish, we would facilitate a goal and , objectives setting workshop with the selected candidate and the City Commission soon after the new City Manager begins. This service is offered at no additional professional fee. It would be necessary for us to charge actual expenses, however. • Strategic Location — We are a national firm and serve the United States from our home office in Atlanta, which is strategically located near one of the world's busiest airports. We are close by when you need us. We have opened offices in East Lansing, Santa Fe, Waco, Phoenix, Raleigh and Washington, D.C. and we will work out of the Atlanta office on this project to better conserve spending. Snecialists in Search — We are specialists in public sector and related executive search and will devote our most experienced consultants to this project. We wili not delegate any important aspect of the work to less experienced staff. Mr. Mercer will conduct this search. Positive Track Record — We have a positive track record of placements on all of our search assignments and have satisfied clients as references. Obiectivi�y and Custom Tailored Services — We do not use the same cadre of candidates again and again. And, we have no allegiances which preclude our total objectivity respective of any candidate. Thorough Work Product — We check references, we verify education and our work product is most thorough and of the highest quality. 27 • Contem�orary Organization Analysis In�ght — We have contemporary organization analysis experience with similar organizations and will share our insights about your organization as we proceed with the search. • Proven Satisfaction — Over 90 percent of our placements during the past five years are still in their same positions. • Ethical Standards — We have participated in the establishment of ethical standards for public sectar executive search firms, and we abide by those standards. We also abide by the Ethical Standards of the Institute of Management Consultants (Exhibit VII) and the International City/County Management Association. • Objective Evaluation — We are experienced in objectively evaluating internal and local candidates. • Contact� — We have the local, state-wide and national contacts to expedite the search process. • Database — We have a large database of well-qualified candidates which can be searched. • Minority/Women Placement — We have a number of minority and women placements. • Diagnostic Techni�nec — We use diagnostic techniques to determine the needs of our clients and to determine how candidates match up with those needs. � CODE OF ETgICB o�e�tB 2 3 4 We will serve our clients with integrity, competence, and objectivity. We will lceep client information and records of client engagements confidential and will use proprietary client information only with the client's permission. We will not take advantage of confidential client information for ourselves or our firms. We will not allow conflicts of interest which provide a competitive advantage to one client through our use of confidential information from another client who is a direct competitor without that competitor's permission. Engagements 5. We will accept only engagements for which �ve are qualified by our experience and competence. 0 7 We will assign staff to client engagements in accord with their experience, lcnowledge, and expertise. We will immediately acicnowledge any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when our objectivity of integrity may be impaired. FE�eS 8. We will agree independently and in advance on the basis for our fees and expenses and will charge fees and expenses that are reasonable, legitimate, and commensurate with the services we deliver and the responsibility we accept. 9. We will disclose to our clients in advance any fees or commissions that we will receive for equipment, supplies or services we recommend to our clients. prOfelSl510ri 10 11 12. We will respect the intellectual property rights of our clients, other consulting firms, and sole practitioners and will not use proprietary information or methodologies without permission. We will not advertise our services in a deceptive manner and will not misrepresent the consulting profession, consulting firms, or sole practitioners. We will report violations of this Code of Ethics. The Council of Consulting Organizations, I�c. Board of Directors approved this Code of Ethics on January 8, 1991. The Institute of Management Consultants (IMC) is a division of the Council of Consulting Organizations, Inc. � I��INSTiME Of Nt,ANAGEMENf CONSULTANTS 230 Park Avenue. New York. M' 10169-OQ2Z a division of the Council of Consultlng Organiucions, Inc. 29 �Yhat's Behind The "CMC"? Certification A Code of Conduct When you see the initials "CMC' following a consultant's name, it means that he or she is a Certified Management Consultant and has met strict certifica- tion requirements of the Institute of Manageinent Consultants. The Institute was founded in 1969 by the principal associations in the consulting field to establish publicly-recognized standards of competence and professional conduct CMCs pledge in writing to abide by the Institute's Code of Professional Conduct. Their adherence to the Code signifies voluntary assumption of self-discipline above and beyond the requirements of law. I<ey provisions of the Code require that CMCs: � Safeguard confidential information � • Render impartial, independent advice • Accep't only those client engagements they are qualified to perform ' � ' � � for the individual management consultant. Applicants for Institute certification undergo thorough investigation of their consulting experience; they are inter- viewed by a panel of senior consultants to verify their technical competence; and they must pass a written examination evi- dencing their familiarity with the Institute's Code of Professional Conduct, which they have pledged in writing to follow. • Agree with the client in advance on the basis for professional charges • Develop realistic and practical solu- tions to client problems. The Institute enforces the Code by receiving and investigating complaints of violations and by talcing disciplinary ac- tion, including revocation of certification, against any member who is found guilty of Code violation. Standards of Every step leading to the CMC designation ences have been thoroughly interrogated Competence has been designed to verify the candi- to assure that consulting relationships date's professional competence. were satisfactory. • The CMC has had to provide written • A Certified Management Consultant summaries of five Clients assignments must have had at least five years of ex- (disguised to protect client identity). perience in the full-time practice of • The CMC has had to pass a qualifying management consulting, with major interview by senior CMC's, demon- responsibility for client projects during strating professional competence and at least one of those years. currency in areas of specialization, • The CMC has had to provide multiple application of experience, and under- references, most of them officers or ex- standing of the management con- ecutives of clients served. These refer- sulting process. The Mark of In selecting management consultants, Institute certification is a valuable aid in ' Excellence managers are well advised to seelc indi- this quest. It is the marlc of excellence viduals who meet the profession's own among management consultants. standards of competence and ethics. � � � I MC INSTITUTE OF MANAGE.MENTCONSULTANTS.INC.�9�uth5n�d, Ne„,rorkr�v�00036 au>vz�-iees 30 �osition Dimensions Analy� — We use a technique which allows for the determination of dimensions that are important in a city manager's position and then, through a computer program, determine specific questions that we should ask prospective candidates that will allow us to systematically determine whether or not those individuals have those characteristics. (Far example, one dimension might be negotiating skills; leadership skills might be another, etc.) Dimensions Matrix — We also use a matrix approach to display the candidates along a number of dimensions and then review the top 12 or so of those individ- ually with the City Commission to get its involvement and feedback prior to us spending City resources to interview a large number of candidates. This helps better target the search and produces a much more effective result. Videos — We sometimes use videos of the top 12 or so candidates to allow the City Commission to get a sense of the candidates prior to spending City re- sources to interview them. roup Process Techni�n�e — In addition, we use a number of group process techniques to assist the City Commission and the new City Manager to better settle in and focus on a set of mutual performance criteria once the new person has been selected and comes on board. • Automated Ap�roaches — We use more modern automated approaches to developing, analyzing and displaying data about our prospective candidates than does any other firm. Never Say "No" — We almost never say "no" to our clients. Kee� You Involved — We will keep the City Commission actively involved in the search process at all times. 31 ' ' • Ready to Go — We are ready to begin work immediately and proceed rapidly to complete this assignment. We can meet your schedule. � � � ' � � , ' ' � ' ' � ' ' � � 32 SEC'rION VII 'T'HE MERCER GROUP, INC. GUAR.ANTEES VII. THE MERCER GROUP, INC. GUARANTEES The ten (10) guarantees of our search work are explained below: 1. Client Organization: The client is defined as the entire entity, including all departments, divisions, sections and groups. This assures that all of our guaran- tees apply to the entire client organization. 2. Two-Year Off Limits: We will not recruit candidates from a client arganiza- tion for two years after completion of a search assignment without the full agreement of the client. 3. Placement Off Limits Forever: We will never recruit a candidate whom we have placed in a client organization as long as he/she is employed by that organization without the full agreement of the client. 4. Continue the Search: If, for any reason, the client does not feel comfortable selecting a candidate from our original recommended group of candidates, we will continue the search until the client can make a selection. The only caveat is that we may need to charge additional out-of-pocket expenses only for this additional work. 5. Replacement of Successful Candidate: If the candidate we place with the client leaves the client organization for any reason during the 24 month period following the date of placement with the client, we will replace the candidate for the out-of-pocket expenses only that it costs us to make the new placement. 6. Parallel Candidate Presentation: We will not present a candidate simulta- neously to more than one client. This permits our firm to represent one client organization without any conflicts of interest. 33 7. Client Conflicts: If asked, we will disclose to our clients the names of the organizations which are "Off Limits" that logically would be target organiza- tions on the new search assignment. 8. Deceptive/Misleading Search Techniques: We commit to our clients and to our prospective candidates that we will not use any search techniques which may be considered as deceptive or misleading. 9. Resume Floating: We will not float resumes to organizations in the hopes that we can collect a fee if that individual is hired. 10. Not Represent Individuals: We assure our clients and individuals who may become candidates that we will not collect a fee from candidates whom we may recommend for a position. 34 SEC'I'I�N VIII ACCEPTANCE VIII. ACCEPTANCE This proposal is accepted for the City of Clearwater, Florida, by: SIGNATURE: NAME: TITLE: DATE: � *****� 35 ' � . . . . . . F ' . � APPENDICES p A�'P�NDIX A � - PREVIOUS SEARCHES ' � ' ' � APPENDIX A: PREVIOUS SEARCHES Examples of our executive search experience follow: � � �. City Managers/Administrators Angel Fire, New Mexico - Town Administrator (Assist) - 2000 Ann Arbar, Michigan - City Administrator - 1988 Ann Arbor, Michigan - City Administrator - 1995 � Aspen, Colorado - City Manager - 1989 Athens/Clarke County Georgia - Manager - 1995 � Aurora, Colorado - City Manager - 1989 Austin, Texas - City Manager - 1988 Avondale, Arizona - City Manager - 2000 Barrington, Illinois - Village Manager - 1998 Beavercreek, Ohio - City Manager - 1985 Belding, Michigan - City Manager - 1999 Bellaire, Texas - City Manager - 1996 Billings, Montana - City Administrator - 1999 Boca Raton, Florida - Assistant City Manager - 1989 Boynton Beach, Florida - City Manager - 1999 Cairo, Georgia - City Manager - 1995 Cape Coral, Florida - City Manager - 1996 Charlotte, North Carolina - City Manager - 1981 Charlotte, North Carolina - City Manager - 1996 Charlotte, North Carolina - Deputy City Manager (Assist) - 2000 Chesapeake, Virginia - City Manager - 1996 Columbia, South Carolina - City Manager - 1997 Columbus, Georgia - City Manager - 1995 Concord, North Carolina - City Manager - 1999 Coral Springs, Florida - Assistant City Manager - 2000 Culpeper, Virginia - Town Manager - 2000 Danville, Virginia - City Manager - 1999 Decatur, Illinois - City Manager - 1987 Deerfield Beach, Florida - City Manager - 1989 DeKalb, Illinois - City Manager - 1998 Delaware, Ohio - City Manager - 1998 Delray Beach, Florida - City Manager - 1986 Del Rio, Texas - City Manager (Assist) - 1995 East Point, Geargia - City Manager - 1996 East Point, Georgia - City Manager - 1999 Elkhart, Kansas - City Administrator (Assist) - 2000 36 Eloy, Arizona - City Manager - 2000 Enid, Oklahoma - City Manager - 1997 Evanston, Illinois - City Manager - 1996 Fairmont, Minnesota - City Administrator - 1988 Federal Way, Washington - City Manager - 1999 Florence, South Carolina - City Manager - 1996 Fort Lauderdale, Florida - City Manager - 1998 Franklin Village, Michigan - Village Administrator - 1998 Gainesville, Florida - City Manager - 1995 Glencoe, Illinois - Village Manager - 2000 Grand Ledge, Michigan - City Administrator - 1999 Green Cove Springs, Florida - City Manager (Assist) - 1997 Greensboro, North Carolina - Assistant City Manager (Assist) - 1996 Greensboro, North Carolina - City Manager (Assist) - 2000 Gulfport, Florida - City Manager - 1989 Hampton, Virginia - City Manager - 1984 Huber Heights, Ohio - City Manager - 2000 Hudson, Ohio - City Manager - 1997 Indian Rocks Beach, Florida - City Manager (Assist) - 1997 Jackson, Michigan - City Manager - 1996 Jacksonville, North Carolina - City Manager - 1998 Kent, Ohio - City Manager - 1997 Kingsport, Tennessee - City Manager -1999 Laurinburg, North Carolina - City Manager - 1999 Longboat Key, Florida - Town Manager - 1993 Longboat Key, Florida - Town Manager - 1997 Longboat Key Florida - Assistant Town Manager - 1996 , Middletown, Ohio - City Manager - 1984 Minnetonka, Minnesota - City Manager - 2000 Minster, Ohio - Village Administrator - 1986 Monroe, Michigan - City Manager - 1992 Montgomery, Illinois - Village Manager - 2000 Mound, Minnesota - City Manager - 2000 Norfolk, Virginia - City Manager - 1999 North Myrtle Beach, South Carolina - City Manager - 1997 Oklahoma City, Oklahoma - City Manager - 1986 Phoenix, Arizona - City Manager - 1989 Port Huron, Michigan - City Manager - 1997 Portsmouth, Virginia - City Manager - 2000 Punta Gorda, Florida - City Manager - 1995 Punta Gorda, Florida - City Manager - 1998 Raleigh, North Carolina - Assistant to the City Manager - 1971 Richland, Washington - City Manager - 1998 Richmond, Michigan - City Manager - 1998 Roanoke, Virginia - City Manager - 1999 37 Rock Hill, South Carolina - City Manager - 1993 Rockville, Maryland - City Manager - 1998 St. Petersburg, Florida - Deputy City Manager Public Works - 1988 San Diego, California - Deputy City Manager - 1988 Sarasota, Florida - City Manager - 1986 Savannah, Geargia - City Manager - 1994 South Brunswick Township, New Jersey - Township Administrator - 1987 South Haven, Michigan - City Manager - 1999 Southfield, Michigan - City Administratar - 1999 Sparks, Nevada - City Manager - 1989 Spartanburg, South Carolina - City Manager - 1984 Spartanburg, South Carolina - City Manager - 1995 Sunrise, Florida - City Manager - 1989 Swartz Creek, Michigan - City Manager - 2000 Tallahassee, Florida - City Manager - 1994 Tifton, Georgia - City Manager - 1996 Traverse City, Michigan - City Manager - 1987 Treasure Island, Florida - City Manager - 1996 Virginia Beach, Virginia - City Manager - 1991 Virginia Beach, Virginia - Deputy City Manager - 1987 West Palm Beach, Florida - City Manager - 1988 Winter Haven, Florida - City Manager - 1986 Worcester, Massachusetts - City Manager - 1993 Worthington, Minnesota - City Manager - 1988 York, Pennsylvania - Business Administrator & Assistant Solicitar - 2000 C'��nty Managers/Administrators Alachua County, Florida - County Manager - 1999 Alachua County, Florida - County Manager - 1984 Arapahoe County, Colorado - County Administrator - 1999 Beaufort County, South Carolina - County Administrator - 1992 Charleston County, South Carolina - County Administrator - 1998 Charlotte County, Florida - County Administrator - 1995 Chesterfield County, Virginia - County Administrator - 1983 Clarke County, Georgia - County Administrator - 1984 Collier County, Florida - County Administrator (Assist) - 2000 Fairfax County, Virginia - County Executive - 1980 Grady County, Georgia - County Administrator (Assist) - 1999 Gwinnett County, Georgia - County Manager - 1987 Gwinnett County, Georgia - Executive Assistant to the Board - 1985 Henry County, Georgia - County Administrator - 1984 Hernando County, Flarida - County Administrator - 2000 Hillsborough County, Florida - County Administrator - 1986 Incorporated County of Los Alamos, New Mexico - County Administrator - 1998 : Indian River Cbunty, Florida - County Administrator - 1987 Johnson County, Kansas - County Administrator - 1998 Lee County, Virginia - County Administrator - 1991 Leon County, Florida - County Administrator - 1989 Leon County, Florida - Assistant County Administrator - Manatee County, Florida - County Administrator - 1984 Manatee County, Florida - County Administrator - 1993 Northampton County, Virginia - County Administrator - Orange County, North Carolina - County Manager - 198 i .;. 1999 Palm Beach County, Florida - County Administrator - 1985 Polk County, Florida - County Administrator - 1989 Prince William County, Virginia - County Executive - 1990 Ramsey County, Minnesota - County Manager - 1999 St. Louis County, Minnesota - County Administrator - 1987 Santa Rosa County, Florida - County Administrator - 1988 Spartanburg County, South Carolina - County Administrator - 1999 Volusia County, Florida - County Manager - 1995 Wise County, Virginia - County Administrator - 2000 ' rt Virginia Peninsula Airport Commission - Executive Director - 1983 Attorne�s/Le�al Ann Arbor, Michigan - City Attorney (Assist) - 1995 Cuyahoga Metropolitan Housing Authority - General Counsel (Assist) - 1998 Cuyahoga Metropolitan Housing Authority - Labor/Management Attorney (Assist) -1998 Glendale, Arizona - City Attorney (assist) - 2000 Newport News, Virginia - City Attorney - 1995 Thornton, Colorado - City Attorney - 1987 Thornton, Colorado - City Attorney - 1990 Virginia Beach, Virginia - City Attorney - 1989 York, Pennsylvania - Business Administrator & Assistant Solicitor - 2000 Budget/Finance Arlington County, Virginia - Director of Management and Finance - 1999 Brazos River Authority - Finance Director (Assist) - 1999 Charlottesville, Virginia - Finance Director (Assist) - 1988 DeKalb County, Georgia - Finance Director - 1995 District of Columbia Government - Chief Financial Officer - 1999 District of Columbia Government - Inspector General - Eloy, Arizona - Finance Director - 2000 Grand Ledge, Michigan - Finance Director/Treasurer - 39 1999 �... Hanover Park, Illinois - Finance Director - 1998 Homestead, Florida - Finance Director - 1997 Indian Rocks Beach, Florida - Treasurer�Finance Director (Assist) - 1995 Lowndes County, Georgia - Director of Administrative Services - 1996 Norfolk, Virginia - Finance Director - 1995 Norfolk, Virginia - Assistant Finance Director - 1997 Palm Beach County, Florida - Director of Financial Management and Budget - 1986 Palm Beach County, Florida - Assistant Director of Financial Management and Budget for Budget - 1986 Palm Beach County, Florida - Assistant Director of Financial Management and Budget for Financial Analysis - 1986 Port Huron, Michigan - Finance Director - 1996 Portsmouth, Virginia - Finance Director - 1997 Portsmouth, Virginia - Finance Director (Assist) - 1999 Rochester Hills, Michigan - Treasurer - 1996 Virginia Beach, Virginia - Chief Financial Officer - 2000 il i Norfolk, Virginia - Director of City Planning and Codes Administration - 1996 � Palm Beach County, Florida - Director of Planning, Building and Zoning - 1988 Sarasota County, Florida - Chief Building Officer - 1988 Tempe, Arizona - Development Services Director - 1996 ' Yuma, Arizona - Development Engineering Manager - 2000 Yuma, Arizona - Development Engineer - 2000 � Central Services Los Angeles, California - General Manager, General Services Department - 2000 � Lowndes County, Georgia - Directar of Administrative Services - 1996 Sarasota County, Flarida - Central Services Director - 1988 � i r Bellaire, Texas - City Clerk (Assist) - 1997 Raleigh, North Carolina - City Clerk - 1972 Communications Charlottesville, Virginia - Communications Directar (Assist) - 1999 Cuyahoga Metropolitan Housing Authority - Director of Communications (Assist) -1998 Gainesville Regional Utilities (Florida) - GRU Communications Director - 1999 Raleigh, North Carolina - Public Information Officer - 1972 Raleigh, North Carolina - Emergency Communications Director - 1972 Rochester, New Yark - Directar of Communications - 1999 40 Spartanburg County, South Carolina - Communications Director - Thornton, Colorado - Public Information Officer - 1989 Yuma, Arizona - Assistant Director of ITS/Telecommunications - Community Relations Raleigh, North Carolina - Community Relations Director - 1971 Cultural Services 1997 1999 Hillsborough County, Florida - Director, Division of Cultural Services - 1988 Jackson, Michigan - Executive Director, Michigan Theater, Inc. - 1998 Virginia Air and Space Center and Hampton Roads History Center - Executive Director - 1993 Economic Development Arvada Economic Development Alliance - Executive Director - 1998 Arvada Urban Renewal Authority - Executive Director - 1998 Charlotte, North Carolina - Director of Neighborhood Development (Assist) - 1996 Charlottesville, Virginia - Economic Development Director - 1998 Chesapeake Redevelopment & Housing Authority - Executive Director - 1998 Coliseum Central Business Improvement District, Hampton, Virginia - Executive Directar - 2000 Columbia, South Carolina - Executive Director, Columbia Development Corporation - 1989 Community Redevelopment Agency of Delray Beach, Florida - Executive Director - 2000 Enid/Garfield County Development Alliance, Inc., Oklahoma - Executive Director - 1998 Fort Lauderdale, Florida - Director of Economic Development (Assist) - 2000 Ft. Lauderdale, Florida - Director of Planning & Development - 1987 Ft. Lauderdale, Florida - Director of Planning & Economic Development - 1998 Ft. Lauderdale, Florida - Community Redevelopment Authority - Executive Director (Assist) - 1999 Grand Ledge, Michigan - Director of Community Development - 1999 Homebuilders Association of Greater Spartanburg, South Carolina - Executive Director - 1998 Homestead, Florida - Executive Director, Community Redevelopment Association -1997 Jackson, Michigan - Economic Development Director/Assistant City Manager - 1996 Jackson, Michigan - President, The Enterprise Group - 1997 Jackson, Michigan - Recruitment and Retention Director, The Enterprise Group - 2000 Norfolk, Virginia - Director of Development - 1996 Narfolk Redevelopment and Housing Authority - Deputy Executive Director - 2000 Peninsula Economic Development Alliance, Virginia - President/CEO - 1998 Pensacola-Escambia Development Commission, Florida - Executive Director - 1980 Pensacola, Florida - Downtown Redevelopment Director - 1981 41 ! 1 ' , � Portsmouth, Virginia Redevelopment and Housing Authority - Executive Directar -- 1985 Punta Gorda, Florida - Community Redevelopment Agency - Executive Director - 1995 Punta Gorda, Florida - Community Redevelopment Agency - Executive Director - 1988 Raleigh, North Carolina Civic Center Authority - Executive Director - 1973 Regional Redevelopment and Housing Authority for Hampton and Newport News, Virginia - Executive Director - 1985 Tempe, Arizona - Development Services Directar - 1996 Tri-City Industrial Development Council, Washington - President/CEO - 1998 Virginia Peninsula Airport Commission - Executive Director - 1983 Virginia Peninsula Economic Development Council, Inc. - Executive Director - 1983 � Wayne County Economic Development Commission, North Carolina - President/Chief Operating Officer - 2000 West Palm Beach Downtown Development Authority - Executive Director - 1987 ' Health Care � State of Delaware - Director, Division for the Visually Impaired - 1996 Palm Beach County Health Care District, Florida - Administrator - 1988 Riverside Community Hospital - Administrator - 1980 ' Housing and Housin� Authorities , Arvada Urban Renewal Authority - Executive Director - 1998 Charlotte, North Carolina - Director of Neighborhood Development (Assist) - 1966 Charlottesville Redevelopment and Housing Authority (Virginia) - Executive Director (Assist) - 1999 Chesapeake Redevelopment & Housing Authority - Executive Director - 1998 Cuyahoga Metropolitan Housing Authority - Vice President, Administrative Services - 1998 Cuyahoga Metropolitan Housing Authority - Vice President, Customer Service Administration - 1998 Cuyahoga Metropolitan Housing Authority - Vice President of Neighborhood and Housing Development - 1998 Cuyahoga Metropolitan Housing Authority - Director of Section 8- 1998 Cuyahoga Metropolitan Housing Authority - General Counsel (Assist) - 1998 Cuyahoga Metropolitan Housing Authority - Labor/Management Attorney (Assist) -1998 Cuyahoga Metropolitan Housing Authority - Director of Communications (Assist) -1998 Dallas, Texas - Director of Housing - 1994 Ithaca Housing Authority, New York - Executive Director - 1993 Norfolk Redevelopment & Housing Authority, Virginia - Deputy Executive Directar - 2000 Portsmouth, Virginia, Redevelopment and Housing Authority - Executive Director -1985 Regional Redevelopment and Housing Authority for Hampton and Newport News, Virginia - Executive Director - 1985 Richmond Redevelopment and Housing Authority - Director of Housing Operations - 2000 42 C� � Spartanburg, South Carolina - Housing Authority - Executive Director - 1992 Spartanburg, South Carolina - Housing Authority - Deputy Executive Director - 1994 Spartanburg, South Carolina - Housing Authority - Deputy Executive Directar - 1995 � Spartanburg, South Carolina - Housing Authority - Deputy Executive Director - 2000 Spartanburg, South Carolina - Housing Authority - Director of Maintenance - 1994 ' � 1 ' � ' , r,l 1 Human Resources Brazos River Authority, Texas - Director of Human Resources - 2000 Homestead, Florida - Director of Human Resources - 1997 Midland, Michigan - Director of PersonneULabor Relations - 1996 Narfolk, Virginia - Director of Human Resources - 1997 Norfolk, Virginia - Director of Human Resources - 1988 Portsmouth, Virginia - Human Resources Director - 1998 Raleigh, North Carolina - Personnel Director - 1972 Sarasota, Florida - Director of Human Resources - 1986 Spartanburg, South Carolina Commission of Public Works/Sanitary Sewer District - Personnel Director - 1987 Virginia Beach, Virginia - Director of Human Resources - 1987 Human Services Atlanta/Fulton Community Action Authority, Georgia - Executive Director - 1991 Children's Board of Hillsborough County, Florida - Executive Director - 1989 Children's Services Council of Palm Beach County, Flarida - Executive Director - 1987 State of Delaware - Director, Division for the Visually Impaired - 1996 State of South Carolina - Director, Division of Health and Human Services - 1989 - � ' -�+- = ' �- - California Polytechnic State University, San Luis Obispo - Information Systems Assistant Professors (2) - 1988 , Charleston County, South Carolina - Chief Information Officer - 2000 Columbia, South Carolina - Director of Information Technology - 2000 Fort Lauderdale, Florida - Director of Computer Applications - 1987 � Jacksonville, Flarida - Chief, Information Technology - 1999 Sarasota County, Florida - Director of Management Information Systems - 1987 C� �_ J � , LJ Centers for Disease Control Federal Credit Union - Vice President for MIS - 1990 Sunrise, Florida - Management Information Services Director - 2000 Yuma, Arizona - Assistant Director of ITS/Business Applications - 2000 Yuma, Arizona - Assistant Director of ITS/Telecommunications - 2000 � . 1 • i Spartanburg County Public Library, South Carolina - County Librarian - 1999 43 U,��. Raleigh, North Carolina - Manpower Program Coordinator - 1971 Non-Profit Agencies United Way of Benton and Franklin Counties, Washington - President and Chief Executive Officer - 2000 Planning/Community Develo ment Charlotte, North Carolina - Director of Neighborhood Development (Assist) - 1996 Charlottesville, Virginia - Neighborhood Services Director - 1999 Chesapeake, Virginia - Planning Director - 1986 Clearwater, Florida - Planning Director - 1977 Clearwater, Florida - Director of Development Services (Assist) - 1998 Community Redevelopment Agency of Delray Beach, Florida - Executive Director - 2000 Ft. Lauderdale, Florida - Director of Planning & Development - 1987 Ft. Lauderdale, Florida - Director of Planning & Economic Development - 1998 Hillsborough County, Florida City-County Planning Commission - Executive Director - 1986 Homestead, Florida - Executive Director, Community Redevelopment Association -1997 Jacksonville, Florida - Chief of Comprehensive Planning - 1999 Norfolk, Virginia - Director of City Planning and Codes Administration - 1996 Palm Beach County, Florida - Director of Planning, Building and Zoning - 1988 Peninsula Transportation District Commission (Virginia) - Director of Planning - 1999 Taos, New Mexico - Planning and Zoning Director (Assist) - 2000 Tempe, Arizona - Director of Development Services - 1996 Yuma, Arizona - Development Engineering Manager - 1999 Yuma, Arizona - Development Engineer - 1999 Protected Classes Alachua County, Florida - County Administrator - 1984 Alexandria, Virginia - Director of Real Estate Appraisals - 1993 Ann Arbor, Michigan - City Attorney (Assist) - 1995 Arlington County, Virginia - Director of Management & Finance - 1999 Aspen, Colorado - City Manager - 1989 Atlanta/Fulton Community Action Authority, Georgia - Executive Director - 1991 Austin, Texas - City Manager - 1988 Bellaire, Texas - City Clerk (Assist) - 1997 Bexar County, Texas - Executive Director, Information Services - 2000 Bexas County, Texas - Executive Director, Infrastructure Services - 2000 Capital Area Transportation Authority, Lansing, Michigan - Executive Director - 1985 Charlotte, North Carolina - City Manager - 1996 C� Charlottesville Redevelopment and Housing Authority (Virginia) - Executive Director - (Assist) - 1999 Chesapeake Redevelopment & Housing Autharity - Executive Director - 1998 Children's Services Council of Palm Beach County, Florida - Executive Director - 1987 Cuyahoga Metropolitan Housing Authority - Director of Communications (Assist) -1998 Cuyahoga Metropolitan Housing Authority - General Counsel (Assist) - 1998 Cuyahoga Metropolitan Housing Authority - Labor/Management Attorney (Assist) - 1998 Cuyahoga Metropolitan Housing Authority - Vice President, Administrative Services - 1998 Cuyahoga Metropolitan Housing Authority - Vice President, Customer Service Administration - 1998 Cuyahoga Metropolitan Housing Authority - Vice President of Neighborhood and Housing Development - 1998 Cuyahoga Metropolitan Housing Authority - Director of Section 8- 1998 Dallas, Texas - Director of Housing - 1994 District of Columbia Government - Chief Financial Officer - 1999 District of Columbia Government - Inspector General - 1999 East Lansing, Michigan - Chief of Police - 1991 Fort Lauderdale, Florida - City Manager - 1998 Greensboro, North Carolina - Assistant City Manager (Assist) - 1996 Greensboro, North Carolina - Chief of Police - 1998 Hampton Roads Transit Authority, Virginia - Executive Director (Assist) - 1998 Hillsborough County, Florida - Director, Division of Cultural Services - 1988 Indian Rocks Beach, Florida - Treasurer (Assist) - 1995 Ithaca Housing Authority, New York - Executive Director - 1993 Jacksonville, Florida - Chief, Information Technology - 1999 Johnson County, Kansas - County Administrator - 1998 Leon County, Florida - County Administrator - 1989 Montgomery Village, Illinois - Village Manager - 2000 Mound, Minnesota - City Manager - 2000 Norfolk, Virginia - Director of Human Resources - 1988 Norfolk, Virginia - Assistant Director of Human Resources - 1999 Norfolk, Virginia - Chief of Police - 1993 Norfolk, Virginia - City Manager - 1999 Norfolk, Virginia - Director of Human Resources - 1998 Norfolk, Virginia - Finance Director - 1995 Oklahoma City, Oklahoma - City Manager - 1986 Palm Beach County, Florida - Director of Planning, Building and Zoning - 1988 Palm Beach County, Florida - Assistant Director of Financial Management and Budget for Budget - 1986 Palm Beach County Health Care District, Florida - Administrator - 1988 Portsmouth, Virginia - Director of Human Resources - 1999 Portsmouth, Virginia - Chief of Police - 1998 Portsmouth, Virginia - Director of Risk Management - 1998 Portsmouth, Virginia School System - Director of Risk Management - 1998 i.'� Raleigh, North Carolina - City Clerk - 1972 Raleigh, North Carolina - Community Relations Director - 1971 Raleigh, North Carolina - Assistant to the City Manager - 1971 Roanoke, Virginia - City Manager - 1999 San Diego, California - Deputy City Manager - 1988 San Diego, California - General Manager, San Diego Wastewater Management District - 1988 Sarasota, Florida - Director of Human Resources - 1986 Spartanburg, South Carolina Housing Authority - Executive Director - 1992 Spartanburg, South Carolina Housing Authority - Deputy Executive Director - 1994 Spartanburg, South Carolina Housing Authority - Director of Maintenance - 1994 State of Delaware - Director, Division for the Visually Impaired - 1996 Thornton, Colorado - Public Information Officer - 1989 Virginia Beach, Virginia - Director of Human Resources - 1987 Public Safetv ' Belding, Michigan - Chief of Police - 1998 Charter Township of Meridian, Michigan - Chief of Police - 1998 Chesapeake, Virginia - Fire Chief - 1998 � Davenport, Iowa - Chief of Police - 2000 Davenport, Iowa - Fire Chief - 2000 East Lansing, Michigan - Chief of Police - 199: Greensboro, North Carolina - Chief of Police - Greensboro, North Carolina - Fire Chief - 1998 Hampton, Virginia - Fire Chief - 1986 Hanover Park, Illinois - Fire Chief - 2000 Hanover Park, Illinois - Chief of Police - 1996 Hanover Park, Illinois - Chief of Police - 1998 Jackson, Michigan - Chief of Police - 1996 Jackson, Michigan - Fire Chief - 1996 Jacksonville, North Carolina - Chief of Police - Key West, Florida - Chief of Police - 1998 ..; 1996 Longboat Key, Florida - Chief of Police - 1996 Manatee County, Florida - Director of Public Safety - 1987 Meridian, Michigan - Fire Chief - 1998 Newport News, Virginia - Chief of Police - 1983 Newport News, Virginia - Chief of Police - 1997 Norfolk, Virginia - Chief of Police - 1993 Norfolk, Virginia - Director of Fire and Paramedical Services - 1996 North Little Rock, Arkansas - Chief of Police - 1988 Pinellas County, Florida - Undersheriff for Administration - 1986 Portsmouth, Virginia - Chief of Police - 1997 Raleigh, North Carolina - Chief of Police - 1971 Raleigh, North Carolina - Fire Chief - 1973 46 , , Riverdale, Georgia - Chief of Police - 2000 Riverdale, Georgia - Chief of Police - 2000 Sarasota, Florida - Chief of Police - 1987 , Spartanburg County, South Carolina - Communications Director - 1997 Wilmington, North Carolina - Chief of Police - 1997 Public Utilities Brazos River Authority, Texas - General Manager - 1998 Brazos River Autharity, Texas - Director of Human Resources - 2000 Charlottesville, Virginia - Gas Superintendent - 1984 Chesterfield County, Virginia - Director of Utilities/Public Works - 1983 Clearwater, Florida - Public Works Division Director/Utilities - 1998 Columbus, Georgia - President, Water Works - 1988 Danville, Virginia - Five Engineering Positions - 1999 Danville, Virginia - Electric Utility Electrical Engineers (2) - 1999 District of Columbia Water and Sewer Authority - Occupational Safety and Health Director - 1998 District of Columbia Water and Sewer Authority - Engineering Planning Manager - Gainesville Regional Utilities (Florida) - Water/Wastewater Engineer II - 1998 Georgia Power Company - Director of Economic and Community Development - Greensboro, North Carolina - Utilities Director - 1996 ..; 1982 Henry County Public Service Authority, Virginia - Director of Regulatory Compliance and Technical Applications - 2000 Homestead, Florida - Utilities Director - 1989 Homestead, Florida - Plant Manager - 1989 Macon/Bibb County Water & Sewerage Autharity, Geargia - Executive Director - 1987 Milwaukee, Wisconsin - Water Superintendent (Assist) - 1997 Monroe, North Carolina - Water Resources Director - 1998 Spartanburg, South Carolina - Commission of Public Works-General Manager - 1986 Spartanburg, South Carolina - Commission of Public Works-General Manager - 1988 Spartanburg, South Carolina - Commission of Public Works-General Manager - 1995 Spartanburg, South Carolina Sewer District - Director - 1986 Spartanburg, South Carolina Sewer District - Director - 1988 Spartanburg, South Carolina Sewer District - Director - 1995 Spartanburg, South Carolina - Commission of Public Works/Sanitary Sewer District - Personnel Director - 1987, 1995 San Diego, California - General Manager, San Diego Wastewater Management Dis�t- 1988 Virginia Beach, Virginia - Deputy City Manager for Utilities - 1987 � � � i Atlanta, Georgia - Traffic Engineer (Technology Agent) - 1973 Aurora, Colorado - Public Works Director - 1989 � Bexar County, Texas - Executive Director Infrastructure Services - 1999 Chesapeake, Virginia - Project Director, Route 168 Road Project (Assist) - 1999 Clearwater, Florida - Public Works Division Director/Transportation and Drainage -1998 Clearwater, Florida - Public Works Division Director/LJtilities - 1998 Danville, Virginia - Five Engineering Positions - 1999 DeKalb County, Georgia - Public Works Director - 1996 Eloy, Arizona - City Engineer - 2000 Genesee County Road Board, Michigan - Manager-Director - 1999 Genesee County Road Board, Michigan - Chief Engineer - 1999 Grapevine, Texas - Public Works Director - 1986 Greensboro, North Carolina - Director of Transportation - 2000 Henry County Public Service Authority, Virginia - Director of Regulatory Compliance and Technical Applications - 2000 Indian Rocks Beach, Florida - Public Services Director (Assist) - 1996 Jacksonville, Florida - Director of Public Works - 1999 Little Rock, Arkansas - Public Works Director (Technology Agent) - 1973 Los Angeles, California - General Manager, General Services Department - 2000 Martin County, Florida - County Engineer/Public Services Director - 1998 Meridian, Michigan - Public Works Director - 1998 Monroe, North Carolina - Water Resources Director - 1998 Norfolk, Virginia - Sr. Civil Engineer - 1989 Norfolk, Virginia - Waste Management Superintendent - 1999 Port Huron, Michigan - Public Works Director - 1998 Rochester Hills, Michigan - Director of Public Services - 2000 Saline County, Kansas - Director of Public Works - 1987 St. Petersburg, Florida - Deputy City Manager for Public Works - 1988 Sarasota County, Florida - Chief Building Officer - 1988 Southeastern Public Service Authority, Virginia - Executive Director - 1998 Spartanburg, South Carolina - Commission of Public Works - General Manager - 1986 Spartanburg, South Carolina - Commission of Public Works - General Manager - 1988 Spartanburg, South Carolina - Commission of Public Works - General Manager - 1995 Spartanburg, South Carolina Sewer District - Director - 1986 Spartanburg, South Carolina Sewer District - Director - 1988 Spartanburg, South Carolina Sewer District - Director - 1995 Spartanburg, South Carolina Housing Authority - Director of Maintenance - 1994 Suffolk, Virginia - Transportation Engineer - 1994 Real Estate Alexandria, Virginia - Director of Real Estate Appraisals - 1993 Gwinnett County, Georgia - Chief Appraiser (Assist) - 1997 I; u � � Gainesville, Florida - Risk Management Director - 1998 ,• ' , Jacksonville, Florida - Chief of Risk Management Division - 2000 Miami Valley Risk Management Association - Executive Director - 1999 Portsmouth, Virginia - Director of Risk Management - 1998 � Portsmouth School System - Director of Risk Management - 1998 Raleigh, North Carolina - Safety Director - 1972 State Governments State of Delaware - Director, Division for the Visually Impaired - 1996 State of South Carolina - Director, Division of Health and Human Services - 1989 State of Maryland DOT - Director, Mass Transit - 1982 � Gwinnett County, Geargia - Chief Appraiser (Assist) - 1997 Technology A�ents �ssistant Cit�Managersl Akron, Ohio - Assistant to the Mayor (Technology Agent) - 1973 Arlington, Texas - Assistant City Manager (Technology Agent) - 1973 Atlanta, Georgia - Traffic Engineer (Technology Agent) - 1973 Eugene, Oregon - Assistant City Manager (Technology Agent) - 1973 Evanston, Illinois - Assistant City Manager (Technology Agent) - 1973 Hampton, Virginia - Assistant City Manager (Technology Agent) - 1973 Henrico County, Virginia - Assistant County Manager (Technology Agent) - 1973 High Point, North Carolina - Assistant City Manager (Technology Agent) - 1973 Independence, Missouri - Assistant City Manager (Technology Agent) - 1973 Jefferson Parish, Louisiana - Assistant to the Parish President (Technology Agent) -1973 Jersey City, New Jersey - Assistant Business Manager (Technology Agent) - 1973 Kettering, Ohio - Assistant City Manager (Technology Agent) - 1973 Little Rock, Arkansas - Public Works Director (Technology Agent) - 1973 Lower Merion Township, Pennsylvania - Assistant Township Manager (Technology Agent) - 1973 Minneapolis, Minnesota - Assistant City Coordinator (Technology Agent) - 1973 Nashville, Tennessee - Assistant to the Mayor (Technology Agent) - 1973 Oklahoma City, Oklahoma - Assistant City Manager (Technology Agent) - 1973 Pasadena, California - Assistant City Manager (Technology Agent) - 1973 Pueblo, Colorado - Assistant City Manager (Technology Agent) - 1973 San Jose, California - Assistant City Manager (Technology Agent) - 1973 St. Petersburg, Florida - Assistant City Manager (Technology Agent) - 1973 Sioux City, Iowa - Assistant City Manager (Technology Agent) - 1973 Spokane, Washington - Assistant City Manager (Technology Agent) - 1973 Topeka, Kansas - Assistant to the Mayor (Technology Agent) - 1973 Tucson, Arizona - Assistant City Manager (Technology Agent) - 1973 West Hartford, Connecticut - Assistant City Manager (Technology Agent) - 1973 49 Warcester, Massachusetts - Assistant City Manager (Technology Agent) - 1973 Transportation/Transit Authorities Capital Area Transportation Authority, Lansing, Michigan - Executive Director - 1985 Greensboro, North Carolina - Director of Transportation - 2000 Hampton Roads Transit Autharity, Virginia - Executive Director (Assist) - 1998 Hampton Roads Transit Authority - Planning Director - 2000 Jacksonville, Florida - Chief of Transportation Planning - 2000 Maryland Department of Transportation, Director of Mass Transit - 1982 Pierce County, Washington, Transit Authority - Executive Director - 1981 Suffolk, Virginia - Transportation Engineer - 1994 Virginia Peninsula Transportation District Commission - Executive Director - 1981 Virginia Peninsula Airport Commission - Executive Director - 1983 Associations �� American Public Works Association - Executive Directar - 1989 Florida Association of Counties - Executive Director - 1989 Public Technology Inc. - Technology Agents (27) - 1973 , Public Technology Inc. - Regional Managers (4) - 1973 Public Technology Inc. - Executive Assistants (3) - 1973 Universities California Polytechnic State University, San Luis Obispo - Dean, School of Business (Assist) - 1988 California Polytechnic State University, San Luis Obispo - Information Systems Assistant Professors (2) - 1988 Georgia lnstitute of Technology - Director of Advanced Technology Development Center - 1983 Georgia State University - Vice President of Academic Affairs and Provost (assist) -1988 Georgia lnstitute of Technology - Assistant Director, Industrial Extension Division -1984 University of Arizona - Vice President of Finance - 1980 University of Nevada, Reno - Director of Development (Assist) - 1984 University of South Carolina - Director, Bureau of Governmental Affairs (assist) - 1990 Georgia Tech Research Institute - Members of Advisory Board to Director - 1983 Georgia Tech Research Institute - Research Director - 1982 `i�i�a 7� City of Clearwater, Florida City of Columbia, South Carolina City of East Point, Georgia City of Homestead, Florida 50 2. 3. City of Jacksonville, Florida City of Los Angeles, California City of Norfolk, Virginia City of Portsmouth, Virginia City of Tucson, Arizona City of Yuma, Arizona Cuyahoga Metropolitan Housing Authority, Cleveland, Ohio Spartanburg County, South Carolina Spartanburg Housing Authority, South Carolina !.� �' \�\ � 1__ �_� American Public Warks Association - Executive Director Florida Association of Counties - Executive Director Homebuilders Association of Greater Spartanburg, South Carolina - Executive Directar - 1998 � � �-- _ � _� - � - - � _ � _ �_ Consulting Firm (Texas) - Regional Vice President Consulting Firm (Washington, D.C.) - Principal Consulting Firm (Georgia) - Senior Consultants; Managers; Director Consulting Firm (Virginia) - Director Consulting Firm (Georgia) - Marketing Director Consulting Firm (Texas) - Marketing Director Electronics Manufacturer (Alabama) - Vice President and Assistant General Manager; Product Manager Health Research Society (California and New York) - President Insurance Company (Ohio) - President Construction Company (Florida) - Vice President Computer Services Company (Georgia) - Vice President, Marketing Basic Metals Company (New York) - Project Manager Financial Institution (Georgia) - Vice President of Data Processing Bookstore & Coffeehouse (Colorado) - Manager Health Service Company (California) - Regional Vice President Property Management Corporation (Virginia) - Vice President, Operations Resort Corporation (Florida) - General Manager Services Company (Florida) - Vice President Law Firm (California and Washington, D.C.) - Associate Attorney Beverage Company (Georgia) - Corporate Attorney Shipbuilder (Mississippi) - 12 Submarine Planners Aerospace Company (California) - 4 Systems Analysts; 2 Production Control Supervisors; 10 Production Assistants 51 t , APPENDIX B REFERENCES APPENDIX B: REFERENCES You may contact any of the following clients and placements for references on the executive search work of Mr. Mercer: Roger Burrell Trustee Village of Montgomery; population: 5,000 1300 South Broadway Montgomery, IL 60538 (630) 896-8080 Village Manager Search David Jepson Finance Director Village of Montgomery; population: 5,000 1300 South Broadway Montgomery, IL 60538 (630) 896-8080, Ext. 27 Village Manager Search Mayor Patricia Meisel City of Mound; population: 10,000 4310 Shoreline Drive Springdale, MN 55384 (612) 471-8550 City Manager Search Mayor Ronald Drake City of Avondale; population: 39,000 525 N. Central Avenue Avondale, AZ 85323-1999 (602) 577-2904 City Manager Search Alvin Hudson Councilmember City of Roanoke; population: 100,000 1956 Hope Road, SW Roanoke, VA 24018 (540) 774-7764 City Manager Search 52 Mayor Rose Krasnow City of Rockville, population: 48,000 111 Maryland Avenue Rockville, MD 20850 (301) 309-3000 City Manager Search Mayor Paul D. Fraim City of Norfolk, population: 241,426 1109 City Hall Building 810 Union Street Norfolk, VA 23501 (757) 664-4679 City Manager Search Mr. R. Breckenridge Daughtrey City Clerk City of Norfolk, population: 241,426 lOth Floor, City Hall Building 810 Union Street Norfolk, VA 23501 (757) 664-4253 City Manager Search Vice Mayor Michael Park City of Federal Way, population: 76,820 33530 First Way South Federal Way, WA 98003-6210 (253) 661-1813 City Manager Search Mayor Meyera Oberndorf City of Virginia Beach; population: 308,664 City Hall Building Virginia Beach, VA 23456 (757) 427-5445 City Manager Search, Deputy City Manager, City Attorney, and Director of Personnel Searches Mayor James Talley City of Spartanburg; population: 43,467 145 West Broad Street Spartanburg, SC 29301 (864) 596-2033 City Manager Search 53 ��' `y� O� ._.�. �`'�_�� :,. �?F' � - , �� t-. / I '` <� U • ! � � _ � � '�°" �� ' Y r yo rr �'9 4.�' rs S e � �F QUR NAj�O~ � MEYERA E. OBEANDORF � MAYOR � ' � � ,� , ' ' � � � � ' ' � City of Virgi�.ia Beach MUNICIPAL CENTEF ViFGINIA BEACN. YIRGINIA ?345690p0 (804) 427•45b1 November 25, 1991 Mr. James L. Mercer The Mercer Group, Inc. One Lakeside Commons � 990 Hammond Drive, N.E., Suite 510 Atlanta, Georgia 30328 Dear Jim: Thank you for your letter of November 14th in follow-up to our successful search for a new City Manager. I think I speak for a11 the City Council members in saying that you did a superb job Tor us. We were all so pleased with the process and the professional manner in which you guided us. Best wishes for continued success. Sincerely, � Meyera E. Oberndorf Mayor MEO:Ib - -- �- - �� ` :;, `_ � - , ..� { , �-, ... i �� y l� �1�1�1 �� ; . -. �_ ' S4 �%ioRCE�eR z "" �: CITY OF �' � '�- _ � j: � •. , ,,� , .��77,�,aw C Wo�ceste� MASSACHUSETTS December 30, 1993 Mr. James L. Mercer, CMC President The Mercer Group, Inc. One Lakeside Commons 900 Hammond Drive, N.E., Suite 510 Atlanta, Georgia 30328 Dear Jim, STEPHEN T. PATipN COUNCI�LOFi • DISTAICT � 16 Hapgood Road Worcester, Mass. 01605 Telephane; Home: (508) 852-3a75 Office: (508) 799-1049 Today is my birthday and as I sit here reviewing the year past, one of the highlights was our Work together ta hir.e a neu City Manager. Your firm and especially you, personally,'did an outstanding job �ith the recruitmen*_. ....The process Was clean and complete. , ::..The finalists were diverse and superblp qualified. ..Our selection of Mr. Hoover i� already proving to be an excellent one. � Thanks for putting in the extra effort on all the details. We were under a microscope and even aith this scrutiny it was clear that pou and i.iiE CGLZC�1. nCC.7iuY1�5�"i�.C�. til° �Oul. inli�JT 3A.a. Ei+CCi.:iS�L'�i.j�: It was great getting to know you. Happy New Year, �� - �� ,�� Ste hen T. Patton Councillor District 1 STP/amh 55 Bovvditch & Dewey ATii�RNEYS AT L1W IA PAATNEASNIP INCLUOING PAOFESSIONP,� COHPOHATIONSI 311 MAIN STREE"T' WORCESfER, MASSACHUSETfS 01608-1552 (508) 791-3511 �uE (508) 756-7636 January 11, 1994 James L. Mercer, CMC President The Mercer G�oup, Inc. 990 Hammond Drive, N.E. � . ' Suite 510 Atlanta, GA 30328 Dear Jim: Thank you very much for your letter of January 3. I am embarrassed to have received it bef ore writing to thank you for the wonderful work which you did on behalf of our City. I believe that Tom Hoover will be a fine City Manager. You have done a great service to our City. I hope that I can be helpful to you and I appreciate your brochure. My very best wishes to you. �, MPA/sim V yours, Michael P. Angelini ME7R0 WEST OF�T�:•IBI WORCESTFR RCL�D'FR.�MlNGH.1M. M.1S5/�iUSE"ir5 OI701-9310'ISOB) 9%g5700'16f71 131-16D7•Fi1C5IMILE (50818T1-14fl2 rt�a86/wfeb/1.11mercer 56 � ��s�� , � � ��L�R.LO�TE October 7, 1996 Mr. Jim Mercer Mercer Group, Inc. One Lakeside Commons 990 Hammond Drive, N.E., Suite 510 Atlama, Geor�ia 3032� � Dear Ji.m: City Council and I want to express our appreciation for the excellent job you did in our City Manager search. We are very pleased with the efficient way you carried out the process. Your knowledge of Charlotte and your continued good worki.ng relationship with our City folks helped make a smoother o�eration all azound! � I Thanks a.gain, Jim, for your invaluable assistance. -, Si�cerely, CU� PATRICK McCRORY cc City Council Pamela Syfert Patrick L. McCrory, Mayor Office of the Mayor 600 East Fourth Street Charlotte, NC 28202-2839 704/336-2244 57 '.�, 1-��;� j J % ti '4 ! r ;� .�:��. f,l , J/ t `� �_ J�/ v '��... City ot Rockville 11 Maryland Avenue Rockville, Maryland ' 20850•2364 ylayor & Counril ( 50ll 309-3313 TDD (301) 309-� 187 FAX (30 U 762•7153 ' ' r ' � �� L4YOR ' � Rase G. Krasnow cou.rciL Robert E. Doraey 'I �lennon J. Hsrrinon Jamea T. �farrinan RobercJ. Wnght :�I1G C1TY �tANAGER Julia 0. Yovak �CITYCLERK Paulx S. Jewell C ITY ATTORNEY ' Paul T. Glaagow � June 5, 1998 Mr. Jim Mercer The Mercer Group »7-B Chamberlee Dunwoody Road Suite � 11 Atlanta, Geor;ia 30338 Dear Jim: Mark Pentz started his new job as Rockville City Manager on Monday, so it seemed like an appropriate time to say "Thank you" for the excellent job you did on our behalf. As you know, this was the second time I had gone through this process in less than three years, which makes me somewhat of an expert. Fortunately, everythin� went much better this time around! - I w�as pleased that you spent time talking to the Mayor and Council and others regarding our expectations. I thought the job prc�file was e:ctensive and well done. You adhered to the timetable you had set forth but were flexible w�hen we needed to make adjustments around the holidays. Nlost important, I felt that any one of the four finalists could have done an excellent job for us. I am certain that we wilT see more of you in the future. Thank you again for your professionalism and skill. Sincerely, � �1 L�- ��'L-... Rose G. Krasnow Mayor RGK/bb i CITYOF �' 1' FORT LAUDERDALE y�� . FLORIDA -f CARLTON B. MOORE 1 OO NORTH ANDREYV9AVE • 33301 COMMISSIONER - OISTRlCT III (934) 76 1-3004 August 13, 1998 James L. Mercer The Mercer Group, Inc. 55798 Chamblee Dunwoody Rd. Suite 511 Atlanta, 6A 30338 Dear Mr, Nlercer: T}�tank you for the excellent job in obtaining such a fine group of candidates for �ur City Nlannger posifiion. I appreciate the work put forth in this effort, and am delighted thnt we were nble to select such a fine candidate. I look forward to working with Floyd Johnson, and hope that he wi I I be here for many, many years. ishes, C�irl �� Moore Commi sioner, District III CSM:Irf�mercer 59 PRINTED ON RECYGLED PAPlR �� , �O�tiIE�,� PEi ROLEU��1 CORPORATION April23, 1999 Mr James Mercer, CMC 535 Cordova Road Suite 234 Santa Fe, New Mexico 87501 RE: Management Succession Committee Jim: Please accept my sincere gratitude for your professional manner which resulted in a relatively ' painless seiection process for our 21 Board Members in hiring a new General Manager. Most Board Members who were not on the committee simply did not believe thax you could recruit, ' review, qualify and background check almost 100 candidates in the 60 days allotted. Thanks for accomplishing the task promptly and procuring excellent candidates in the process. I also commend you for always promptly returning telephone calls and fax inquiries. The greatest achievement however, is our hiring the person I believe to be the very profile of the ideal manager we described to you. Thanks again Jim_ If I may recommend your professional services to anyone in the future I would consider it a privilege. Best I�egards, � �--� �"' � . ;_ �� Lynn � liott LE/dw c.�yF�n��..�a 60 400 GRAHAM • COLLEGE STATION, TEXAS 77845 • 409-b90-0225 • FAX 409-690-0391 Robert ,�. Thomas MaVOr CITY OF WESTLAND DEPARTMENT OF ECONOMIC DEVELOPMENT 37095 Marquette . Westland, Michigan 48185 .(7:s4) �167-3165 . FAX {�341467-3224 September 25, 2000 Jarr�s L. Mercer, Presiderrt TF�e Mercer Group, Inc. 551 West Cordova Road, #726 Santa Fe, New Mexico 87505 Re: Big Sky EDA Posifiion Dear James: 5cott 1/eidhuis Directa I received your information about the BiNings, Montana EDA Executive Director position in today's mail. While I am not interested in this position myself, I must compliment you on the narrative about Billings. It is probably one of the most well written pieces Pve read in some time. There isn't a wasted serrtence in the 5%z-page summary. If nothing else, Billings sounds like a great plave to visit!! I'm sure you'It find a capabie candidate for the pasi�ion. Good luck in your search. /jz . �� ; � �� Sc�tt Veldhuis� Director Economic Development Dept. 61 Y APPENDIX C : QUESTIONS AND ANSWERS ABO�JT E�ECUTIVE SEARCH ' � � 1. APPENDIX C: QUESTIONS AND ANSWERS ABOUT EXECUTIVE SEARCH Wh�should a public sector organization utilize an executive recruiter? We have the experience, time and a vast array of national contacts in public agencies. This � will save your organization time and money in filling key positions with candidates of exceptional quality. 2. 3. 4. The trend is that more and more public agencies, both large and small, are turning to executive search firms to recruit key executives and managers who may be happy and successful elsewhere. This trend has developed because of the complexity and time consuming nature of locating and selecting high quality persons for public sector organizations and by the tremendous success of specialty firms such as ours in meeting client needs quickly and efficiently. How is an executive search conducted? Our methods have been successfully tested over a number of years. We normally meet with the key clients and appointed officials who engage us in order to determine the selection criteria for the position. These criteria usually include education and professional development, related experience, management style and abilities, and personal characteris- tics. We then seek out exceptionally well-qualified individuals and invite them to become candidates. We screen candidates against the selection criteria and thoroughly evaluate the background of the most promising candidates. We submit to you a detailed report on the top five or so candidates who best meet the criteria. We arrange interviews of the candidates with you, attend the interviews ourselves, negotiate with selected finalists if you wish, and notify remaining applicants of your decision. Throughout the process, we acknowledge all applicants and keep you informed of progress. We will also conduct a goal and objective-setting session with you and the key executive to fully establish him/her within the organization. Where possible, we maintain confidentiality of all information in accordance with our professional standards. When can results be expected? A national search process normally takes 60 days from agreement to submission of the final report. Interviews can be conducted immediately after the report is submitted and negotiations with the selected candidate can be concluded shortly thereafter. More limited searches can usually be completed more quickly. What are the chances of success? We have an outstanding success rate on all of our executive search assignments and will be pleased to offer numerous references as tributes to our work. 62 � r 7. 8. 9. What will the electorate think? They are concerned with excellent quality and timeliness of service and with cost efficiency. Our process assures you that these constituent obj ectives are being met most effectively. What is the role of the client? The client is the key decision-maker. We will not usurp the client's authority relative to the process and the key decisions. We work closely with our client to assure that final results are highly acceptable. What does it cost? We charge a fixed professional service fee that does not depend upon salary paid. In addition, our consulting expenses usually are an additiona140 percent of the professional service fee. Our fees vary according to local circumstances. What other services are provided? If, for some reasons, the selected candidate leaves within the first two years, we guarantee that we will conduct a replacement search for expenses only. In addition, we guarantee that we will not attempt to recruit any of the client's key people for other positions for a period of two years from the completion of the search. � . � � � ' � - =-!! '-�-- � The Mercer Group, Inc. is an equal opportunity recruiter. We will not discriminate against any person on the basis of race, religion, creed, color, sex, handicap, or national origin. We have had numerous women and mmonty candidates and placements. � � � � ' ' ' ' 63 � _ . �x;�"�.�., �, s�. - . . � � � � � �'� � . ,�'v ,� r .�f _.: i'.:.._ — - .,._ -.s: - - � r.c `� . � �.� � �,� � : . _. _� _ _,. ° = �a � , __._. __... „— � --- 4 _ . . . ' _.�...p, ,i'_ +q. _ M'�Z ��, � �f �y� � F``. 5 t F �.F '. i a � f — *'.� � �4 I � { t 3 Ts � ' ` h I ' F, �', f,F � - fi� '' x � �`� � i k '` �' m S w ^�' *r� �� t� � e x` ` ` ;1 l . iF ';{ � �U � �� i � '. �.€r� 'v y�t Y P� '� � k ��'�� 4 �r,��t � }� 5� � ��A I b ^S,. � t �'4Y T J �. �t � � ; � K � i kd*� �� s�� e�' � ; n �� s _ fi � ,�� `�' ' ,��v s� �9, - � � '� Sc�s 'p t a a " _ _ �"'' � .� S{, .'r��tk ; - �t � � � � � }5� � �* � � � � - � t�� t� �:t �� t wf S� F'�; tij. � �M ��y}��'''�S,�,s �"��{y :,�w £ , x: 3 �' b , a t �� 9'' �a _.�}�'� � '�x r`� i��.�.'"�'a��,l�� F� A �� . ' k4 . -2 k d� `�vt �� ;r� ,rfi : m� ''� �'�,` b J ' � % � � ' > � � zs B � � 3 �� r � ��`�� r � ��,� t� , � �:. *Ti a�� ?,,.�� ' , A t e r .t# � ��,� ,�i��' � �� , �'f� ; �1,. n� � � y �, b� y. �'�, si> � , �i�-. _ �.# �. , . � �. . _- ?sc�f"u�,�r� m."°�.�� i �_ . � .._�, . ..:v k,�a t..:.�` d •�� 1 ,.:'�a� ° �§_ ., �.�� r 's � �. � 1 �. ��,a �l,i',p�'m�:�'tw,� '�ax � K x . ,, '� k y�,.�� -�,��i�� `� ;�Y a i � � y?� 4� `� ��{j�trb..z ��kG � �" � � � �r * u { '�`� �; i � ,��' f�.r � � " ��4'F a a `: v `C � 3Y�"�"*� i �� b+: >«'° � �.2 } �,� b4 i YY �� : �; ¢a�>y t , , � f�;, � � i F F:yk�� E - _ � ' f z � i i a" e i r � �i e k i ' x .q ti b � .;}� F✓'_ �s X � ; �$ � �3�5 U ' t t � �y, $ �,, �y i � �� . � s � � i u _ s * r i .� � , , a #� y� � } i � " �9 � �, � l'� sf� � . . : - :__�_ ,;.._ __:. _ .�.._�_.�,. _--..._:�._ -- �•` �, - - �__: �1 1 1 � — �— — — -- �� " i `� , �' — � ��' �iatffi&i � . Y . ._�.�J�tl:d`.l�S3rv�lY'�`�r�3 R*JJD �� 'ch8 t M% �"� ��! ' ,��al � _ :. ,� � �;,� �� '"��t .:��g ��'�'�+Af��c �" � � �� _ .. _ � �.�;�vs��"�,�i��xr` ;�..��r��.�.�.., t ..._ ,,.. . ,_. . . �;r:;. The City of Westminster, Colorado is a nationally recognized cammunity with a reputation for innovative and progressive man�gement in local gav.ernment. Westminster is a full-service City with a papulatinn of 98,�0� located midway between �enver and Boulder an the 11.3. 36 High Tech Corridar. This strategic 16catian has cast Westminster into the enviable position of being e highly sought after lacation far business deveiopment a�d redeveloPment, ' , particularly high te�h industry. - � � y r� Y�'estminster is also known along the Calorado frant range for its position as a leader in' retail � development, with the anchari�g Westminster Mall santinuing to he one of the most suc�essful and ]argest 'mal[s in ihe state. It is the apex af �over 4 millian square feet of retaif in the Westminster ;:�,%��t� Genter area. � � � �_ ��;�` Fueled 6y the economie engines af business and retail development, �aupled with its favorable location in the Denver metrapaiitan area, Westminster is perhaps 6est known far its quality of life. The Coiorado front �� "� 4�""i'�3� range is papulated with many peop�e who are interested in fitness, recreation and high adventure. With its recreation amenities and 6eautiful neighborhaods, Westminster is a mecca far families. t a s A:�� ,� �A � � , �� I 3, - The cainmunity has responded to residents' desires for parks and recreation programs and fa�ilities that have twice reeeived the Nationa) Par.ks and Re�reation Assa�iation Gold Medal for Excellenee. A 43-mile off-street hiker/biker trail system, one of the largest in the state, and an aggressive �pen space acquisitian program funded with a dedicated sales tax sin�e 1985, have both ciistinguished Westminster as a leader in outdaar quaiity of life facilities and programs. With 5�% ot its present population haying de��eloped within the past 20 years, Westmins;er is a �ommunity of -mostly �ontemperary neighborhoods. The souihern portian of the City forms the histuriral root, and while it is the facus �f some urban redeveloPment, it is well maintained and remains a vibrar+t pari �f the ��mmunity. ' �ue�t� . �� :: '��x.��r�. : z:�. - � �. .. „� � �'� Westminster takes its name . �." �` ° from the Westminster University, � ��/' '"� , whish was constru�ted an the j �..�� semi-arid high plains at the � ' -:g„ � i `.r , i' ;1��.� �y;��r,�,� ; foathills of the Racky Mauntains � � I�'�I ' '4��'� in the 1890's. The advent of :..� I -� World War I forced the school . ta �lose in 1917,. and it was purGliased by a private school. The Pyramid turret of the Calorado red sandstone structure, still visible throughout much of the Denver metropolitan area, is the reference for the City's loga, a pyramid. • Westminster is Iocated in two counties, Adams. and Jeffersan, and- is served �y three quality s�hool districts, Jefferson County R-I, Adams County Schaal �istrict 5�, and Adams Caunty Distriet 12 Five Star Schaols. Westminster is just 2� minutes from dawntawn Denver and 20 minutes from Boulder. It is within easy rea�h of universities within the state system, including the llniversity af Calorado in Boulder. The Oenver International Airpoht is easily accessible. Ever alluring are the breathtaking Colorado Ra�l�y Mountains, whase close praximity to Westminster is show�ased throughout the City by spe�ta�ular frant range views. Westminster's central iocation along U.S. 36 �� " wESrM�NS,ER provides quick an� easy aseess ta entertainment 91�� p � �� '`�;£ �`� ENVEA - throughout the metro area. Denver's '�, � �� , �; Lo�o. Denver Performing Arts ;;� ��'�°`°AA°0 s""'"�s Center, Ocean Journey, the `°"9"'°' IOX k�Y �d� :'�`� �Fa�o �enver Arf Museum. Six- M11E5 = _ ; b�. :�'c`sz � � 9 15 � � ��a �� _��, Flags Eliteh Gardens. �' �� ' 90ULDEq I -�. the Qenver Zoo, the ��r� i - Boulder ,aMaES— ' � Denver Museum of � Nature and Scienee, the Roekies at Caors Field, the `,6 s Bronsos and the Rapids at the football stadiam, the �/ ,5'" Nuggets and the Avalanche at the Pepsi Center, the -? � Pearl Street Mall in Baulder, along with a number of I I. �,�r � I ,;^.,�r:r: -i�;,..4�ri - �. other venues are all within a 2�-minute drive or less. , � ��- U.S. 36 is alsa one of the routes taken ta Estes Park and � �� the Rocky Mounfain National Park, less than two hours I \\ JEFFENSON \ away. Jefferson County Airport, Front Range Community �� `°°"T" � College, and the University af Colorado at Boulder `�, �� • � alsa are nearby. � ;,o � I I' s � WELD. '� COUNTY �� - --- -- � ADAMS COUNTY o<��., ,�k,�m;o�, ,;,,�n � �v � '�' ---- ' -ti� IeMrer r �`' � �� oenven �' CO�NTY � / ARAPANOE�� ea� - ° z�' ' . - - "�`° I� � , d. - .�� . � . . �-.7 ,..��I,...,..�,�"� �� . '�� (he City of Westminster was incorporated in 1911 and beceme a home-rule City in 1958 with the adoptian of a City Charter and the Cauncil/Manager farm uf g�vernment. The City emp,lays Sfil permanent full- and part time employees in eight departments, providing full municipal services tn its residents and �ustomers. Westminster is gn�'erned by a seven mem6er City Coun�il, all of whom serve at-large. The Mayor is directly elected, 6ut holds an equal voice and vote in all pro�eedings. �.� ir w� �� 1 t'�j�* � � � , . . `�,`� ��.�� r�„ �� *� �� '� - City government operatians are eentered out af the award-winning City HaIL Construction of a � �5 � �° �� t: , �� '"� ', new Public Safety facility is scheduled ta begin in Mer�h 2��1„ and will be a part af the City Hall �—=—= �omplex. There are thirty other municipal facilities, not counting parks, in the City of Westminster. .�� , Westminster has enjoyed a long histoFy af financial and politica.l stability, whi�h has attracted a "-�� highly qualifie� and dedicated workfor�e. The City eontinues to attract high-cali6er jab �andi- � dates, in spite of a fiersely sampetitive labar market in the Denver metrapolitan area. The City af Westminster has surveyed its residents far attitudes on government servi�e delivery and issues every two years for the past twenty-five years. The remarkably high approval rating of goad ar excellent by 90% of respondents in overall quality af serviee delivery has remained �onsistent far the entire period. The City of Westminster provides the best possi6le service to its citizens at a reasonable COSt, is responsive to all . �itizens and �ustomers, provides an enviranment far positive quality of life, and works with neigh6oring entities to improve the metro area and the State nf Colorado. d �",�; . � } � �, � �� __ __ �`�� CITY OF WESTMINS,TER�S CITIZENS , , Mnvae MnvoR PA� TFM Citp Menager`s pffiee , gudget Managem��t Public lnformation City :Attorney`s Office ' ; � � De_dirfenc�� it�igakinn. �u�tra�tsi� � � � Prnsecuta� . � Communiiy Oevelopmeat'[le�ahim�nt �: Building Pnspeot�mtr.�'Eeannmic :�� Uevelnpment� P�artrting. Qpen 5pa�e .; I : Traffic end Drainag� Engineering � � Pubiic Wurks and iDt�lrti�s �epac#ment� +, ' � Water�and.44as�ewater'�r�efm�nt. ''- � � and `Field jJpera,t�u�ts �IW��e� , _ : '- `. Resnurces, Street ��iqter�enae aiid " Snuw Remuval`;' . d�, _ � .� . .. t�,.w . _ ,. r. , .. ` . Firi � �� 'Police' D�epa�#rnent x � � 0 R G A N I Z A T I 0 N Cade En�ureOmeFi£ �t��5tfgattf�j�S,, � � Patrnl:� Dispatch2.Animal:Cur�trai `=.. . , �� ;�-6eneral�5ervises Depar�r�eni, � � -' Muni�i�Ral Coert;�E{#y Clerk�. Fleet �'� Maintenanee. 6uilding Mainte�anee; � � - � Huma;n�,Resnurc�S�, Efiwrnnmental � - � � ��, � Gnmplian�e, P�urc#tastng �;. 7 � � _ �� — COIINCILLOR COIINCILI➢R C�lINOILLO!! ��IINCILIOR pO�IIN�ILLOR �,�� - �� finance- Department �� lltili# � B�illirt , �cc,auntia .; Treasu � Y � � �, �� ' , �� PaYrall, _Sa(es Tax. Nis� � �irr sirr PRESioiNS > Management, Pens'i�tt� �l�map��te�trnn,; ,� ATTORNFY MANA6ER � JI1�CE _ � -� � - ? ; - : � � �� fnfnrmafiian Technalagy.�epa�tmenC � ' �� iber'tnfrastructui�� n�ipu4er � assisiAwT eirr NnHn�Ea � �. 5ysfertis AdmihistraEian � � Telecommunic�tiqns We�rsite —I . `` ,Technical 3ervices . � __ OIRECiOR FIRE UIRECTOR �EP�TY PUIICE CHIEF RNANCE OIRECT�A �IRECT�R OF �Pafl(S.;-�Recreation -�and� �tibraries.�UePer#ment-- �� oF �oMMUNiTr CHIEF oF auatic �iTr oiwEeTae oF canKS. '; Trails Oevefo ment and Maintenance:' �EVELOPMENT , WORKS 6 MANAGEN fOR INfORIdATI�N RECREATION p IITILITIES A�MINISiRATION � TECHNOLGGY 6 �IBRARIES '{�ECPE8fI0F1 �P� fii �V [ IGENEFAL SERVICES� gra s, e�rea ipn Fecilities; Parks Fa�iftties, Publie ' Libraries; Galf Caurses ' ' The Westrninster City Manager is the shief administrative officer for the City of Westminster organization, is appainted and serves at the pleasure of the majarity vf City Cauncil. � FUNCTI4NS AND DUTIES INCLUDE� ■ Administering all City Departments, excluding the City Attarney's �ffise and the Presiding Judge ■ Enforces lews and ordinanses ■ Appoints and. supervises �epartment Heads and Assistant City Manager • Administers all �ontrasts and franehises ■ Develops re�ommended budget ■ l�ecommends poli�y to Cauncil ■ Performs all administrative fun�tions of the City except as set forth otherwise in the �harter � �evelops persorrnel rules and regulations r � IIII� _ ��nit� CURRENT CHdLLENGES AND GOALS� ;� � i i a .� � ■ Moving fram grawth ta main#enan�e - the challenge is �antinuing to provide ez�ellen�e in facilities and services as the City approaches buildout and revenues level out ■ LI.S. 36 Denver/Boulder High Te�h Corridor - the challange is to work taward `eonsensus among jurisdi�tions an the eorridar to find and fund transportatian and tra�sit improvements ■ I-25 - to �arry out the IGA with the City of Thornton to co�- stru�t the 136th Avenue inter�hange and Promate planned, high-quality deveJopment along this key transit corridor • The City of Choice - contin�e ta devehop Wesiminster as the innovative and progressive muni�ipality far which it has be�ome known ■ Citizen Communi�atians - eontinue seeking 6roadened cifizen �ommunicatian and invalvement with a growing, diverse population ■ Regional Cooperation - strengthen cooperation on transpartatian, water, land use, and other key municipal issues and projects The ideal �andidate will b� one wha has the a6ility to grasp the missian and the shai�ed values of the City of Westminster and, with the City Council and City staff, develop strategies, poli�y alternatives, and ta�tics to take th� City to the next level of su�cess. Master's degree in Publi� Administration or a related field required Evidence of continued professi�nal development, such as completion of,shart caurses, seminars and training programs to stay abreast of �hanges and trends in the �ity management field and active involvement in state and national associations such as ICMA. '' � -. A minim�m of ten years of experience as a City Manager, Assistant City Manager ar [lep�ty City Manager, prefera6ly in a suburban camm�mity of 25,00� population or larger. Experien�e in 'development and redevelopment .�^ Experience in an a�five community with many citizen vnlunteers and where there ar� high expectations of lacal gavern,+rne�t. � ��: .`� i.a'. -'� , "'�u, l".� ��!��zclt �� Possesses a passion for public service and a strong custamer servic�� fo�us. " Ability tn work equally with ea�h member of a diverse City Council; excellent fa�ilitation skills. Committe,� to the concept af providing services thraugh lntergovernmentai Agreements and public/private partnerships, and experien�e in sharing fa�ilities with school and recreation districts. A6ility to assist the City of Westminster in �hanging its min� set, from ihat of a growing City ta one that is moving toward build-aut; understanding of how ta keep aur local e�onomy diverse and the rale that sales tax plays as the City's pri�cipal revenue sour�e. Experien�;e with water quality and an understanding of water rights is preferred. _� Ba�kgraund or exp�:;ri- ence in the types of issues that the City of Westminster fe�es: i.e., growth, traffic, transportatia.n, infill develapment, affordable housing and revenue diversification. °= Significant experien�e in budget and financial menagement. '- Experience in dealing with regional issues with other i��al gavernments in a large metropolitan aree. Experience in working with more than o�e �ounty i� desirable hut ,not required. �� A6ility to 6e pragressive, inno�rative and ta deal �rvith ehange. - Must be a leader in the cammunity, visible and a�tive, while respecting the preragatives ot elected afficials. � Pravides re�ommendations, aptinns and alternatives ta Council arid expreW;s�s apinian on course of action; keeps Caun�il closely informed; presents all srdes ef an issue. Nas the ability ta gain trust of Council, �itizens and City staff; is a goad primary liaison befw�en Council and staff; establishes a shared vision with Council that strategi�ally takes the City forward. Is a quick learner who �an a�quire knowledge of the community and neighborhaa�s rapidly. Has thte ability to turn palitical decisions into a�tions; is politically sensi'tive ard results-oriented. - A-strong oersona!ity, but warks well as a team player. t7ther perscraii±y att��ibutes appreacha� Ie, higft ii7tegrity, �ethical, good sense of humnr, down-to�-earth, dependal�le, versatile, gur�d iist�n��r, upen and hnnest, gaed tirne ir��nager, �t�ility :to �yvork well with pPople, and g�oud et fallo�� !��, � � :�� .�,. � :�:�.�;.�.� - - a�� <� .��,..��. x�.,�;� �-.g�M M, ,�� a.. .� --__-__ ��__ . .. _.�_. T,_.__ __..,. ..� __...__ �.__.___ ....__� �� W� � �.� f,` , _ � ,�:s� i� �' �,I� -�= A supporter af empowerment among employees. '� ��n;�ws hnw t� build and maintain a quality team. ` lltilizes principle-�entered leadership, A supporter of staff �,��,��v;�-x ' fer.ognizes and wur�cs effectively with a diverse City team. Ability to preserve the rurrent �" ' ' �F, or,ga�izatipnal culture that has rontributed sa heavily to the success of the Westminster City government. ! An insightful individual with ability ta maintain and relate to high-perfurming Department Neads. � A supparter of technulogy. Th e,,_ " .. " � • ' app�oved 2�01 salary for. the incumbent, mcludi�g City-paid deferred compensation, is "'�,;§ $137,80�. Salary is negotiahle depending upan qualifi�ations. Ex�ellent benefit.paekage, including �ar allowance, health and dentel insuran�e, p�e-tax flexible spending ac�ounts far ehild and elder ,;� ,,;9, 9 care and health expenses, exceptia,nal pension and retirement plan jnot in So�ial Se�urityl, term m_. life insurance, disa6ility and survivor benefit programs, wellness program, general and administrative leave, education and training reimbursement, personal growth program reimbursements, and ac�ess to a full-servi�e credit union. Please submit resume and �over letter autlining releted exprience to this position. Materials must be postmarked no later than .lanuary Pfi, 2001. Send to: The Mercer Graup; Attenti�: James Mercer. 551 W. Cordova Road, Sante fe, NM, 87501 For more detailed infarmation a6out the City of Westminster, please visit our we6site: www.�i.westminster.co.us � WESTMINSTER � � ��' .fr _ M$ . _ x 3- _ i 1,�, '.,�tr FI i� -.' � ' ix`� ��`�`. - Consultwets�To Manngenie.ntv ' The Gity of ;Uestminster is �n equal opportunity employer. EXAMPLES NATIONAL OF WESTMINSTER�S AWARDS ■ ICMA 2�� Program Excellence Award far the City's Community Oriented Governance (C�G) Program ■ ICMA 1996 Exsellence in Leadership Award • ICMA 1985 Mark E. Keane Award for Excellenee ■ 3CMA 200� Savvy Award for Bast Internal Newsletter - C�W Talk • 3CMA 1998 Sawy Award for Best External Newsletter - City Editian ■ NRPA 1999 Gold Medal Award Wirner far Parks and Recreatian Management ■ NRPA 1991 Gold Medal Award Winner for Parks and Reereation Management ■ National League of Cities 1998 James C. Howland Award for Llrban Enri�hment ■ Gnlf Digest 1996 America's Top 75 Afforda6le Courses for Legacy Ridge Munisipal Golf Course • American Library Assoeiation 1995 Jahn Cotton Dana Award for Library Marketing' ■ Audubon Society 1994 Environmental Steward for Legacy f�idge Golf Course p City Hail Oigest Award of Merit for Munisipal Pu61is Informatio.n Proje�ts ��n oF« -= '_= I I E�E THE CITY OF FEDERAL WAY, WASHINGTON, Protile for the Position of CITY MANAGER Confidential resumes are requested n� later than close of business, local time, July 20, 1999, to: James L. Mercer, CMC President The Mercer Group, Inc. 551 W. Cordova Road, Suite 726 Santa Fe, NM 87501 Telephone (505) 466-9500 FAX (505) 466-1274 E-Mail: mercer@mindspring.com Internet: http://www.mercergroupinc.com Because of the number of interactions egpected with candidates who are finalists for the position, resumes of finalist candidates may be subject to public disclosure. x s * x x EQUAL OPPORTUNITY EMPLOYER The Citv ofFederal Wrry is an e ual o�portunitv emplover Minoritv and Female candidates are encouraged to a�plv. FOREWORD This is a truly outstanding opportunity to live and work in a community of the highest caliber. Federal Way is a high quality of life community with small-town roots, a high level of customer service from its local government and considerable citizen involvement in government activities. Federal Way, in King County, is located between Seattle and Tacoma. The City provides the opportunity for living in a community of identifiable neighborhoods, strong commer- cial development, and the amenities of a large metropolitan area. This recruitment profile outlines the experience, education, skills, abilities, and personal characteristics identified as either necessary or desirable for candidates for the Federal Way City Manager position. The profile was prepared following interviews with the City Council and City Department Heads. Information regarding the City's demographics, economic profile, facilities, location, and climate has been included to provide potential candidates an understanding of the community. Also, information about the City government as an institution, the services it provides, employees, and its governmental structure is presented. Major issues facing the community and the City government, identified by the City Council, are also listed. The profile will be used as a guide in the recruitment process, providing specific criteria by which applications will be screened and individuals selected for final interview and appointment consideration. All inquiries relating to the recruitment and selection process for the City Manager position are to be directed to the attention of James L. Mercer, CMC, President, The Mercer Group, Inc. TABLE OF CONTENTS Section Page No. FOREWORD I. FEDERAL WAY ................................................1 II III. IV V VI. VII. E�ibit I: Exhibit II: FEDERAL WAY CITY GOVERNIV�NT : . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 CITY ISSLTES ..................................................8 THE POSITION ...............................................10 THE CANDIDATE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . : . . . . . . . . . . 14 SEARCH PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 POSITION ADVERTISEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 List of Exhibits Organization Chart for the City of Federal Way . . . . . . . . . . . . . . . . . . . . . . . . 7 The Mercer Group Seaxch Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 I. FEDERAL WAY I. FEDERAL WAY • The City of Federal Way was incorporated as a dynamic and growing community located in South King County. It is appro�mately twenty-five minutes south of Seattle and adjacent to Tacoma. • Federal Way is situated on a high plateau overlooking the Puget Sound and Dumas Bay. Federal Way citizens enjoy panoramic views of the Olympic and Cascade Mountain Ranges. Mt. Rainier provides a scenic back-drop to residents of the area, adding to the almost mystic quality found by the early Native-American residents and settlers. • Federal Way remained lightly populated until World War II. At that time, there was a consolidation of numerous small independent school systems into the Federal Way School District. • The community's location along the Interstate 5 and State Route 99 transportation corridors has played a major role in the growth of the area since the Second World War. The City of Tacoma and its extensive port facilities are immediately to the south of Federal Way, with Seattle-Tacoma International Airport located in close proximity to the north of the City. • Federal Way is now a 21-square-mile area with a current population of 76,820 citizens. Over 27% of the residents are in the age 18 and under category with prospects for continued long term residency. Federal Way's educational system has I6 elementary, 6 junior high, 3 high school, and 1 alternative school facilities. In addition to the Federal Way Campus of Highline Community College, there are two state university campuses and numerous community colleges located within a short driving distance from Federal Way. • The community of Federal Way is unique. It is made up of a variety of residential areas, almost 2,800 sma11 and neighborhood businesses and Sea-Tac Mall, one of the Pacific Northwest's largest retail centers. • Federal Way is headquarters to Weyerhaeuser Corporation, Baden Sports (equipment manufacturers), the Washington Education Association (WEA), World Vision and Capital One Financial Corporation. Additionally, the West Campus Business Park has given the central area a sophisticated and modern look. • The City of Federal Way boasts over 821oca1 and regional parks facilities encompassing over 1,420 acres of parklands. The rich mixture of tall trees, open spaces and modern business give Federal Way a special environment. -1- • Many ofFederal Way's basic services are through contractual agreements with King County, special districts and surrounding governments. Federal Way has sustained a 94% residential growth rate in the 1980's and has room for expansion through annexation. • Federal Way has a growing diverse population which includes an established Asian population. It offers many cultural experiences for its citizenry. With its unique living and business opportunities, its emphasis on community involvement and its awareness of citizen needs and issues, Federal Way is "A Great Place to Make a Home and Future". • Federal Way is the third largest city in King County after Seattle and Bellevue. The City incorporated in 1990. -2- FEDERAL WAY: OUR CITY VALUES S-P-I-R-I-T Service • Timely responses within established deadlines to internal and public inquiries. • Behave in a friendly, helpful manner - take the extra step to help the other person. • Seek feedback from clients on service delivery (non-defensive and learning). Adjust services based upon feedback. • Monitor performance and results. Identify ways for improving services. • Know and understand your customers - City co-workers, Mayor and Council, public and other agencies. Pride • Support the City. Make supporting comments in the community. • Take pride in appearance; your office; demeanor; dress. • Take pride in quality products; no mistakes; looks good; and communicates proper meaning. • Recognize the importance of your job. • Be a City Ambassador in the community. Integrity • Be truthful. • Be trustworthy. Do what you say you are going to do. • Avoid relationships which may be conflicts of interest. • Do not withhold or misrepresent information. • Respect confidences. Responsibility • Be accountable. Take credit or blame for your own actions. • Do not promise more than you can deliver. Know your limits. • Keep your word. • Be reliable. • Develop knowledge and skills. Innovation • Take reasonable risks. + Keep current on changes in your field. • Be open-minded. • Try new things. • Turn setbacks into opportunities. Learn from failures. -3 - Teamwork • Keep others informed and alerted. � Respect each other. • Help each other. • Support team success over personal success. There is no "I" in teamwork. • Recognize your role may change depending upon the situation. � Be loyal. Support the team or organization decision. • Involve others in decision-making as appropriate and possible. � II. FEDERAL WAY CITY GOVERNMENT II. FEDERAL WAY CITY GOVERNMENT • The City of Federal Way was incorporated on February 28, 1990, and is governed under the provisions of the Optional Municipal Code of the Revised Code of Washington, which grants the City the powers of all four city classifications in Washington law. • The City has a council-manager form of government. There are 7 council members who are all elected at-large for four-year terms on a staggered basis. • The City provides customary municipal services that include land use planning and regulation, park and recreation facilities, streets and street maintenance and storm water management. Municipal court services are cunently provided through contract with King County; however, the City is currently planning the development of its own Municipal Court system to be operational January l, 2000. The City began providing police services in late 1996, having previously contracted with King County. • Fire and emergency medical services are provided to the City's residents by King County Fire Protection District No. 39 and water and sewer utility services are delivered by Lakehaven Utility District, both of which are separate governmental entities. King County Regional Library District provides library services within the City. • The City has 260 full-time equivalent employees. The current annual budget is $70M ($50.2M Operating; $19.8M Capital). • The municipal government of Federal Way has adopted and maintains a strong commit- ment to citizen and community involvement. Mission Statement: It is the mission of the government of the City of Federal Way to seek to achieve the purpose of the people of Federal Way, as declared at the time of the City's incorporation, February 28, 1990, affirmed and revised January 26, 1996: �> To take upon ourselves the governing of our own destiny; �> To create a more habitable living environment to enhance both our work and recreation; �> To maintain our many local government bodies as small, locally-based, and accessible; �> To ensure that the special needs of Federal Way are addressed in a responsive and -5- responsible manner. 1999/2000 Council Goals (Adonted bv Citv Council in Januarv, 1998) �► Continued implementation of the police department (Community-based police department. Continue to refine strategies and services) �■�► Contain contracting costs, including court and jail �► Continue implementation of 1995 bond issue projects �► Continue to develop sports fields and to include provisions for maintenance and operation `► Implement neighborhood development program �► Implement affordable housing policy �■�► Economic Development Strategic Plan • The current City Manager has served since 1994 and will retire effective September 30, 1999. • Citv's Web Site: The City's Web Site can be accessed at the following address: www. ci. fed eral-way.wa. us It provides additional information regarding the City. • Citv Organization: The current organization chart for the City government of Federal Way is shown in Ezhibit I. � CITY OF FEDERAL WAY ORGANIZATION CHART Opereting Revenue 8 Expenditure Summary Operating Adopted Yr. Revenue � Expenditure ce FTE Z 1999 34,247,485 34,116,418 131,067 266.15 2000 35,008,446 35,035,415 (26,969) 266.15 1. Funding Overlay w/ the 1% Ut tax and reallocate arterial street property tax to GF. 2. FTE Count does not include elected official. City Rttorney ' Civil legal svcs and litigation ' Legislative support ` Prosewtion ' Municipal Court ' Provide legal counsel ' Draft ContrecUOrdances ' NegoGafe contrects and real estate transactions __ CITIZENS OF FEDERAL WAY 'MAYOR / CITY COUNCIL , �latf Taroet Adooted 1999 7.0 169,333 165,841 2000 7.0 172,780 173,385 CITY MANAGER ' Administer Citywide Operations and Budget � r.....a�..��., o..,........i na...» �� 1999 6.0 2000 6.0 itlnaencv 1999 Community Management Development Services ' Economic Development ' Financial planning 8 admin. " Land Use Management ' Cily Clerk —Pertnit process ` Data Processing/ GIS —Legislative ' Telecommunications ' Bldg Permits 8 Inspections ' Human Resources ' Code Compliance ' Risk Management ' Human Services ' Mail/Copier/FIeeVEquipment ' Com. Devlp Block Grant ' Hearing Examiner Coord. ' Neighbarhood Devlp Prog —/— Taraet Adooted 542,535 577,510 552,745 588,619 Parks 8 Recreatfon Rublic Wbrks ' Recreation 8 athletic progs " Development Services ' Park maintenance/operadon --Pertnitting 8 development --Inspection ' Communiry events --�egislation ' Public facility management ' Maintenance, operating, & 8 development development of ' Dumas Bay Centre Opr. —Public Right-of-Way ' Open space management —Traffic Systems —Surface Water Mgmt ' Solid Waste/Recycling ' Crime analysis/prevention ' Traffic safety education 8 enforcement ' Investigation ' Patrol ' Emergency communicatlon ' Communiry safery and education programs III. CITY ISSUES III. CITY ISSUES The following list of community issues was developed after discussions with the City Council. The issues identified below are not listed in order of priority or importance and are intended to provide an overview of the issues and challenges which need to be addressed by the new City Manager. Notwithstanding its excellent general condition, the Federal Way City Government faces a number of challenges in the short-term future. The City Council identified several issues that would be on-going during the transition and selection process. Of the array of issues noted, the following issues were most often cited as possibly affecting the transition/ selection process. Among the most significant of these are: COMMUNITY ISSUES • Lakehaven: The question of a City assumption of the Lakehaven utility has, again, resurFaced and may be visible during the.transition period. This issue has been and promises to be controver- sial. • Future Municinal Facilities: Permanent police station and municipal court facility.. • AdditionalIssues: The following is a roster of additional issues that will be ongoing during the transition period: -Annexations -Municipa.l Court start-up -Fire District assumption by city -Arts Commission issues -Downtown expansion -Crrowth management : -Siting of a transit center -HoteUmotel funds -Celebration Park INTERNAL ORGANIZATIONAL AND RELATED ISSUES • Department Director Stability: There is some concern over the possibility of losing key Department Directors either during or shortly after the selection of the next City Manager. The City Council views the leadership team as an effective and highly professional group which plays a key role in the operation and service delivery system of the city. � IV. THE POSITION IV. THE POSITION • Job Title: City Manager • Reports to: City Council. • Appointment, Duties and Resaonsibilities: Under the direction of the City Council, provide overall leadership and direction to the entire City government, implementing the policies of the City Council; plan, organize and control the operation of the City, provid- ing support for the City Council, providing direction and vision for the organization, managing the City's financial affairs and representing the City as its Chief Executive Of�icer. • Essential Job Functions: Plan, organize and control the overall City government; direct the Department Directors by providing overall priorities and objectives; monitor activities of the entire City organization and assure that City Council directives are properly implemented and monitored. Maintain close contact with community groups to represent the City of Federal Way; develop community relations programs and policies; represent the City to neighboring jurisdictions, governmental bodies and the news media. Coordinate preparation of the City budget for council approval; provide for proper monitoring of the budget on an on-going basis; provide for a long-range financial forecast- mg process. • Representative Duties: Provide direct support to the members of the City Council; assist council members with a variety of activities, providing leadership and information as requested; assist council members in drafting policies, facilitating the development of City plans, regulations and ordinances. Provide direction and make decisions regarding the contracting of City services; assure open and competitive bidding processes in accordance with Council policies and direc- tives. Provide leadership and direction in such areas as annexation, major public works projects and long range capital programs. Communicate with State and Federal officials and legislators to present the City's view- point on pending administrative or legislative actions. -10- Assure the financial soundness and integrity of the City to assure its capability to meet commitments and to ma�mize the delivery of services to citizens. Facilitate strategic planning with the City Council to establish long-term goals. Negotiate formal and informal agreements between City, State and County governments and private interests as issues arise. Develop a long-range plan for capital improvements for facilities; study and evaluate transportation problems and alternatives. Administer personnel policies; assure employees are equitably treated as individuals; take corrective personnel action as appropriate; develop personnel requirements forecasts; establish salary actions, review performance and set achievement goals for subordinates. Have the physical ability to perform the essential job functions. Perform related duties as assigned. Demonstrated ability to positively and effectively interact with diverse individuals to accomplish a common goal. � Comaensation: Negotiable depending on qualifications (current City Manager earns $101,000 per annum), and excellent fringe benefit program, including participation in the ICNIt� Retirement Corporation's deferred compensation program. The City also expects the City Manager to be active in and support the activities of the International City/County Management Association. Future salary is negotiable, depending upon performance. • Performance Evaluation Standards: The City Manager can anticipate the establishment of mutually agreed upon general performance standards with the City Council at the time of appointment. Within the first year, the City Manager will be expected to build strong, credible communication links with the City Council and the community, and to develop definable and measurable operational goals for the organization. • Interview Process: After screening and qualification by The Mercer Group, Inc. and approval by the City Council, the final candidates will be invited to Federal Way for interviews. Intensive background investigations will be conducted, which may include visits to the home city of the final candidate(s) as part of the selection process. • Writin� Sample: One or more samples of written work will be required, which must be prepared only by the candidates. -11- • Public Disclosure: The City Council will protect the identity of candidates to the degree possible. However, with a number of interactions expected with finalist candidates, public disclosure of finalists may occur. -12- V. THE CANDIDATE V. THE CANDIDATE The following factors of education, experience, professional traits have been identified by the City Council as ideal attributes for the City Manager to possess in order to function effectively in this position. Education • Bachelor's degree in public administration or a related field. • A Master's degree in public administration or related field desirable. • Evidence of continued professional development through completion of seminars, training programs and work shops required. Participation in state and national professional development activities important. Professional Attributes • Prior Experience: Significant management experience (five years or more) in an organi- zation that is similax in size and complexity to Federal Way. The majority of the Council does not feel that the prior experience must be in city government. Some, however, feel it is a prerequisite. Some believe that the next City Manager could come from a business organization. • Fiscal ezperience and s'll: Experience and skill in budget and fiscal management. The ability to understand the grant acquisition process, the nature of taxes as a revenue source, and a detailed understanding of the budgeting process to include effective oversight is essential. • Leadership and Related Skills and Abilities: Requires a leader who is a team player. Should have a commitment to citizen involvement. The ideal candidate should not micro- manage the organization, but should empower the leadership team to make decisions, while being accessible to guide and direct when necessary. Team building and team leadership to include a non-authoritarian (non-control) approach that relies on "quiet leadership" based on consensus building is desirable. Yet the ne�t manager must be decisive and a tough negotiator for the interests of the City. Being able to take direction as well as give direction is also important. Attention to follow-through, problem solving and a commitment to accountability are also important leadership attributes. • Policy/Operational Knowledge: Professional knowledge and comfort in specific policy areas which include public finance, economic development, public safety (police) and planning are desirable. -13- • Goodness of Fit: A good fit between the next manager and Federal Way as a community and a style of city government is important. Being visible in the community, supporting diversity, respecting elected officials and being interested in Federal Way's stake in regional issues are aspects of a"good match". The ability to be a visionary leader in the terms that are reflective of the values and nature of Federal Way is also important. Skill in working with the media to advance the image and goals of the City will be essential to success. In addition, the successful candidate should be comfortable working in a"lean operational environment" where limited resources and long hours are features of the organizational culture. Finally, the next City Manager should live in the city and be able to commit to staying with the organization for a reasonable period of time. Personal Attributes • Relationship with Others: It is important for the City Manager to have an ability to relate well with other people. The attributes that seem to define this ability include sensitivity to and respect for others, being an active listener and respectful communicator, having a"realworld" perspective that indicates an understanding of the citizen perspective, and being a lack of pretention. • Ethical: The Council was clear that they value and expect the highest level of ethical commitment from their City Manager. Honesty, trust, and fairness are among the most highly valued attributes in this area. Having clear and well articulated expectations that support the highest ethical standard are critical to the success of the next City Manager in Federal Way. • Community Based: The Council desires a City Manager that is visible in the community, who values a family lifestyle, and is effective with community groups. In addition, it is desirable that the City Manager have a strong public service orientation which is recog- nized in the community. • Individual Values and Style: The Council also identified several attributes that would distinguish the ideal candidate as an individual. These qualities include fle�bility, sense of personal security/confidence, a value of education, and balanced judgment. Some Council members would like to see a"low key" individual while others want an energetic type of personality. Licenses and Other Reauirements: • Valid Washington State driver's license. -14- Note• • Any person requiring an Americans with Disabilities Act accommodation should advise the City of the need. Some of the essential functions of the position may exclude individu- als who pose a direct threat or significant risk to the health and safety of other employees. + While requirements may be representative of minimum levels of knowledge, skills and abilities, to perform this job successfully, the candidate will possess the abilities or aptitudes to perform each duty proficiently. • This job description in no way implies that these are the only duties to be performed. Employees occupying the position will be required to follow any other job-related instructions and to perform any other job-related duties requested by the City Council. • Pre-Emplovment Requirement: The person selected for this position must verify his/her identity and entitlement to work in the United States. -15- VI. SEARCH PROCESS VI. SEARCH PROCESS r�r:.:��: � � Start Search Collect and An�l..�e n,r.. , Psychological Evaluate Evaluation . Candidates ► I Establish Performance follow—up Criteria • Notify Remaining Candidates Report Finalists + To Client . Intervi e++ Finalists ► � Closecut 5earch YES NO Selec; Candidate The Psychological Evaluation shown in the block above will be conducted at the City Council's option. -16- The gray box shown above is the heart of the search process. The search process must be thorough in order to produce high quality candidates for evaluation. VII. ADVERTISEMENT VII. ADVERTISEMENT CITY MANAGER CITY OF FEDERAL WAY, WASHINGTON Population: 76,820. Truly outstanding opportunity to live and work in a community of the highest caliber. High quality of life community with small-town roots, high degree of customer service expectation from its citizens and considerable involvement of citizens in local government. Third largest city in King County. Distinct city with a strong identity located in the close-in Seattle/Tacoma suburbs. Family-oriented community with outstanding educational, recreational and business opportunities. Current City Manager retiring. Reports to seven-member, non- partisan City Council elected at-large for four-year staggered terms. Salary negotiable DOQ. Present manager earned $101,000, plus performance payment and excellent fringe benefit program. $70M budget ($50.2M operating; $19.8M capital). 260 FTE employees. Considerable contract management. Requires unusually high-achieving city manager with bachelor's degree in public administration or related field (Master's degree preferred), plus five years of increasingly responsible experience in local government administration. Requires a leader, commitment to citizen involvement, team player, and all other skills of an outstanding city manager. Confiden- tial resumes should be sent by July 20, 1999 to James L. Mercer, President, The Mercer Group, Inc., 551 W. Cordova Road, Suite 726, Santa Fe, NM 87541. FAX: (505) 466-1274. E-Mail: mercer@mindspring.com. The City of Federal Way is an Equal Opportunity �mployer. Minority and Female candidates are encouraged to apply. -17- ,-<:;� . . .. . .. _' � ' . . � t Y9l � � � �'�� L'�v _ " ` \ ''. � � r�. 1 � �� . ; ' � . ..., ' �� JI I`f �f_(r �`J'J f J� f� I 1�1r �` r; �� r�,�� l�� . � , , .,.. � , � � - °'F � �§. . - �� '�/"�'��I � � � � (�l� �� , �� / �.%i . ��e�,a�$��"'i'�� + �q + e�, .�,' � ;s ,*,;; „� �y �.: y ..� ` �!�,°- '�� _, � �.�� ., _, u i �'� �� _ ..�. . , :; :,. 2 - . � R�,- }w ' ' _ ,:"'i.,. �'� �'u . �,, � 8 ;. Y fr� � �£ � { '. � �e. �� ( '3a � h' .e.�p��` - ..c ,;3x � � � �%'-, a� ��* 4t a� `� � 4 � � y� �.� f iC J�� aPr JN�y`�, �. �;a �ri $ i �,rt _ �e �.,`� �. � ' " ,?` E ,� �, ': 0 ��;. ' �,:: �t� � f� > } �... � � $ ;�' �� .J � � �� .�'' l .. J �� '` '` , � ,, _ ��,�. . ' r} z�� {x' i i x �`�i�'e � �� t� � `�. � , �� , � �� ,� .� �# �. �� _,. � ` � a �� , L ; � �� <, � �,.�� . � � ,�. �: �: �.� � ,� � . �: � �',. > ,: .�. �' . �r � �� : � - ,�� ' . ��x. zs � ,'�y 4; �p„ ' p• d ''C; i , �. �� , �� ' € � ��' � {� ��'� �� r��x>�� t3 ; ��+� ._ � " ., k�"� ��£:;a�j �"C�3�?��.�. �,_; r��J��_r f��rt•r��iIJJ'i`_�� The City of Portsmouth, � settled almost 250 years ago, was incorporated ^ � � ( I� by the Virginia General " Assembly in 1858. The City covers 29.9 square �� / miles of mostly developed � land and has an estimated population of 98,500 as of 1998. The City lies in the Hampton Roads region of coastal Virginia, named for Hampton Roads, one of the world's great natural harbors, situated at the confluence of the James and Elizabeth Rivers where they empty into Chesapeake Bay. Other Hamp- ton Roads cities include Chesapeake, Hampton, Newport News, Norfolk, Suffolk and Virginia Beach. With 78.5 miles of shoreline on the Intrac- oastal Waterway, which runs from Boston to Florida, Portsmouth's location has largely influ- enced its economy and history. Its location on the over 40 foot deep Hamp- ton Roads shipping channel, and the presence of both the CSX and Nor- folk Southern Railroads sup- ports the na- tional and in- ternational port com- merce activi- ties and military presence in the region. Portsmouth is the home to the Norfolk Naval Ship- yard, a government facility with over 7,000 employ- ees, the U. S. Coast Guard Fifth District Headquar- ters with 1,200 employees and the Naval Regional Medical Center (U. S. Naval Hospital) with 4,500 employees. Although the economics of the City historically have been associated with the port and military activities, in recent years Portsmouth has begun to diversify and has increased employment in service, manufacturing and professional areas. expected during the coming years and plans are underway to expand the zone to other parts of the city. The Enterprise Zone Program is a State of Vir- ginia Community Economic Development Pro- gram. It is designed to offer state and local incen- tives for businesses to locate within the designated Zone. The City was granted Foreign Trade Zone/ Subzone stattis in 1997 and this is an excellent asset for the City and the Hampton Roads region. Within the la�t year, Portsmouth was named a federal Empower- ment Zone area in a joint project with Norfolk. On both land and water, recreational and cultural oppor- tunities are easy to find in and around Portsmouth. Along the banks of the Elizabeth River is the new High Street Landing. This wa- terfront location is the perfect setting to enjoy the Elizabeth River and take boat rides to Hampton Roads harbor and the scenic lower Chesapeake Bay. It also serves as a backdrop for restaurants and year-round festivals. Nearby is historic Olde Towne with its hundreds of homes dating back to Colonial times, as well as museums, art galleries, restaurants and specialty shops. Portsmouth attractions include the Children's Museum of Virginia, Naval Shipyard Museum, Courthouse Galleries, Portsmouth Lightship Mu- seum, Virginia Sports Hall of Fame and Museum of Military History. With the City's miles of navigable channels, Portsmouth's low boat tax is very popular with boat owners of all kinds. There are numerous City parks, tennis courts and golf courses, along with the Hoffler Creek Wildlife Preserve, that allow resi- dents to enjoy the region's pleasant climate. The City offers much in the way of theater and the performing arts, too. Scheduled to open in spring 2001 is a 6,000-seat pavilion-style performing arts The City of Portsmouth, designated an Enterprise center located on the waterfront. Zone in 1984, has enjoyed great success in revital- Portsmouth's location makes visiting the historic izing the Olde Towne Distriet and developing triangle of Williamsburg, Jamestown and Yorktown PortCentre Commerce Park. Continued growth is easy. It is also close to the resort City of Virginia :�� Beach. Across the Elizabeth River is the City of Norfolk with the National Maritime Center, Har- bor Park, the Virginia Zoo and the Waterside Fes- tival Marketplace. The City budget adopted for FY 2001 is $379,110,933. ��`r�� '�'r"1 �' � sf �'_��:i�? �_r'��1'_� Portsmouth is an independent, full service City with sole local government taxing power within its boundaries. It derives its governing authority from a Charter granted by the General Assembly of the Commonwealth of Virginia. The City of Portsmouth operates under the Coun- cil-Manager form of government, with the City Council consisting of a Mayor and six Council members. The Mayor is elected by the voters on an at-large, nonpartisan basis, as are the other members of the Council. The City Council is the legislative policy-making body, and the City Man- ager, who is appointed by the Council, serves as the City's chief executive officer. The City Man- ager reports directly to the City Council, appoints department heads, conducts the financial business of the City and performs other duties as required by the governing body. Some twenty City agen- eies cooperate in an ef- fort to provide the best possible municipal ser- vices for the community. These agencies can be grouped into two cat- egories: Administrative Departments which pro- vide services to the other departments, and Oper- ating Departments which provide direct services to the cit�s resi- dents. There are ap- proximately 2,000 City employees. _ �� t� �= •� ��.�-L-r _ --' " � -- � '- J r.[r��:L;J `��_ \_ � ' 1 � � Shared values of the Portsmouth City govern- ment organization are as follows: • Team Work � Commitment • Integrity and Honesty • Respect and Trust • Effective Communication • Professionalism and Accountability • Quality Service A great deal of ottr progress has been the r�su�:t of both elected and administrative leaderslu�v that recognizes that all employees'wan� to tak�e . pride in their work, be a part of something grea�t and are motivated by the ehance to ;help th+� City realize its vision. Leadership recognize� that knowledge and creativity reside th�ough�- . out the organization and that when wo�k get� done in a truly participative fashion, the Cit� government can both achieve and sustain hig� performance for the City's citizens, businesse�, visitors and employees. '��`�� '�' � ��F'��"�`� Portsmouth has three °Spheres of Success'� adopted by the City Council. Key el�rnents o� the City of Portsmouth's vision are: • Neighborhood Quality - We wi11 have saf� neighborhoods where citizens are proud to be participants providing significant input ta- ward their own neighborhood's continuin� success and improvement. Eaeh neigl�borhooc� will meet or exceed expectations of its citizenr�T through a cooperative, ongoing, strategic fo-- cus by citizens and government to improve liv- ability. , • Economic Development - We will create anc�. . maintain an atmosphere where businesses car� grow and prosper. Business p�osperity will be� further enhanced through the attraction anc�. retention of well-educated, highly skilled em-� ployees who are fulfilled in their work, con- tribute to the betterment of their community and add value by their presence. --� -= � -�� _ = � �-- � _ -__� -- -- =-_ _ • Fiscal Strength - We will operate our com- �� __,.-=_ - munity in a fiscally responsible manner, bal- ,. , ancing services delivered against taxes paid ta achieve substantial value for our citizens: We will constantly encourage our family to maxi- r _.'� mize oux effectiveness in services delivered . .� ;-i ��;��F; and seek alternative revenue sources to meet ;�- �_��:�� , , � our financial objectives. �'r�r�ti?li�� r'�',��/L �\ r��;r�� ;� f��f�� ',�:F� • Possesses the skills to lead citizens and City �'(�'`_t =��' �.�1! �.�;��f'_�'f��f� � administrators toward the vision. Neighborhood Quality. • Physical appearance and services • Public safety • Health and well-being • Recreation, leisure and cultural events Economic Development • Tax base • Jobs (including Workforce Development) • Existing businesses Fiscal Strength • Revenues • Expenditures • Fund balance • Debt service • Bond rating ��"�" ��.�� '��i'�i��U��`�' The City Council for the City of Portsmouth is seeking a new City Manager. The ideal candidate zvill be one who has the ability to embrace and take charge of the community's strategic framework and take the City to the next level of success. This will be an individual who has the ability to guide the City as it redevelops itsel f so as to maintain its historic and positive current character. The ideal candidate should also be one who possesses the existing shared values of the City government organization. Additionally, the City Council is seeking an individual who: • Possesses a Bachelor's degree in Public Admin- �stration, Business Administration or related field with a Master's degree preferred, and has five to nine years experience in high level executive local government management; or any quivalent combination of training and experience which provides the required skills. • Is a visionary and can see Portsmouth's potential to become the best place to live, work and visit in Virginia. � Is able to ascertain what needs to be done to make this vision become reality. • Has strong credentials in economic development. • Understands government accounting, especially long range planning. � Has the willingness to work openly and inclusively with all people. • Is a good listener. • Is able to deal progressively on a limited budget. • Values input from a diverse group of people. • Maintains open communication with members of the City Council. • Empowers department heads to work independently and employees to be successful. • Projects a business-like image, both in appearance and demeanor. • Recognizes education as an economic develop- ment factor. Portsmouth's current City Manager, Ronald W. Massie has completed five highly successful years as City Manager of Portsmouth and has announced his intention to retire effective December 31, 2000. �' �ivL' �'i�7�.��'r'i �1�1 The salary for the City Manager position is open depending upon the experience and qualifications of the selected candidate. The current City Manager has earned a base salary of $114,136 per year, plus other benefits. In addition, the new City Manager will be paid a car allowance, an amount for general expenses and an amount for health insurance. _�-��rr�� ;��t�� Confidential resumes should be sent by close of busi- ness October 20, 2000 to: James L. Mercer, President The Mercer Group, Inc. 5579B Chamblee Dunwoody Road, #511 Atlanta, GA 30338 VOICE: (770) 551-0403 FAX: (770) 399-9749 E-Mail: mercer@mindspring.com The City of Portsmouth is an Equal Opportunity Employer. Minority and Female candidates are encouraged to apply.