PROPOSAL TO RECRUIT THE CITY MANAGER
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Bennett Associates
335 Washington Street Suite ]2 · Norwell, MA 0206 ]-1900
781.659.9950' Fax 781.659.9969
City of Clearwater, FL
Proposal to Recruit the City Manager
October 20, 2000
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Bennett Associates
335 Washington Slree, Snite 12' Norwell, MA 0206[.1900
781.659.9950' Fax 781.659.9969
October 16, 2000
Mr. George McKibben, Purchasing Manager
City of Clearwater
100 S. Myrtle Avenue
Clearwater, FL 33756-5520
RE: RFP #80-00, Recruitment for City Manager
Dear Mr. McKibben:
Bennett Associates is pleased to submit this proposal to assist the Clearwater City Commission
recruit a new City Manager. We specialize in assisting elected and appointed boards and
individuals as they seek administrative talent to lead such complex public service organizations
as the City of Clearwater.
Bennett Associates is deeply committed to executive search as a specialized fonn of senior-level
management consulting that is an indispensable service to organizations in transition. As a
retained recruiter, we ascribe to ethical standards which focus on: professionalism, integrity,
competence, objectivity, accuracy, avoidance of conflicts of interest, confidentiality, loyalty to
the client and candidate, equal opportunity, and the public interest.
Our client list reveals extensive experience in recruiting leadership for the nation's cities,
counties, and regional authorities. This experience is reflected in our service to Kansas City
(MO), Dayton (OR), Washington, DC and the Metropolitan Washington Commission of
Governments, the New York City Metropolitan Transportation Authority, the States of
Washington, Michigan, Massachusetts and New York, and the Tri-Met Regional Transit
Authority in Portland (OR).
We have assembled a team of professional recruiters with skills unique to the requirements of the
City of Clearwater. The Principal Recruiter and Project Manager for this engagement will be
Richard Bennett assisted by Geri Connors and Susan Ruderman. This team has worked together
before on many similar engagements, and brings to the challenge unique skills and resources
vital to the requirements of the City of Clearwater. Resumes of the project team are contained in
the Appendices.
City of Clearwater, FL. Page 1.
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We appreciate the opportunity to submit this proposal, and look forward to presenting our
qualifications and strategies in person to the City Commission.
Sincerely,
BENNETT ASSOCIATES
l.\. L.LLIf"
Richard T. Bennett
Principal
City of Clearwater, FL. Page 2.
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Section 1. Proposal
Established in 1981, Bennett Associates is a member-company of Richard T. Bennett &
Co. Inc., a Massachusetts corporation. Our EIN is 04-3345331. The firm is solely owned
by Mr. Bennett. We serve government and non profit organizations which comprise the
civic infrastructure of the country by recruiting experienced leaders into positions that
improve the capabilities of these institutions.
Bennett Associates' principals have recruited for governors, mayors and city managers,
and non profit executive directors to help them fill key positions. Because our principals
and staff members have had successful careers in these arenas, we bring to our clients not
only our experience in recruiting for the civic sector, but our expertise as seasoned
organizational managers.
Bennett Associates has developed a specialized executive search practice in board-driven
organizations. We are frequently retained by governments, public authorities, hospitals,
educational institutions, human service groups, and advocacy organizations specifically
because we understand the unique nature of their public missions. We are successful
because we identify candidates whose strong business orientation for the management of
public agencies is coupled with commitment to public service. We begin with an
established set of comparable relationships that enable us to rapidly and reliably reach
talented people.
The major services of the firm are:
Executive Search. Our executive search staff are all full-time professionals, each
with extensive management background as key executives in public and non profit
organizations.
Organization Management. Our clients use the results of our management
studies to make a multitude of daily operating and financial decisions.
Human Resources. We offer comprehensive persoilllel management services
including the design and installation of job evaluation systems and compensation
plans, analysis of benefit plans, preparation of policies and procedures, and
performance appraisal systems.
This proposal outlines The Beilllett Associates Approach, a proven process that
consistently identifies excellent candidates for vital leadership positions. Among
recruitment firms the elements of a successful search are almost identical; the difference
City of Clearwater, FL. Page 3.
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lies in the emphasis placed on the elements of the search. Bennett Associates is best
known for its ability to work with clients in identifying the strategic impact of the hire,
the specific accomplishments demanded of the appointee, and then - and only then -
identifying and proving the best candidates for the job. In our almost 20 years of
consulting and recruiting practice, we have learned that peer comment is usually a better
indicator of talent than other measures, but many times only a search firm can obtain
candid assessments from other public service professionals. We will solicit these sources
on your behalf.
In implementing this approach for the City Commission, we will:
~ Design a customized recruitment strategy to match the history and leadership
patterns, current issues and future challenges;
~ Develop a recruitment calendar that begins within 10 days of authorization to
proceed, and includes routine reporting on our progress leading to a presenting a
list of candidates in 60 calendar days;
~ Build a targeted, diverse pool of qualified, proven candidates, relying more on
aggressive networking than traditional directed advertising;
~ Deliver to the City Commission, a pool of candidates for interview, negotiation,
and hiring; and
~ As requested, guide the Commission's deliberations and evaluation of candidates,
facilitate the interview process, and aid in the negotiations surrounding the actual
hire.
To date, Bennett Associates has recruited professional leadership in 21 states
demonstrating our ability to recruit nationally. This is further supported by the
geographical distribution of our candidates which validates our skill at networking across
the country.
The following information is provided to illustrate both our approach to executive
recruitment, and what we believe the client has a right to expect as successful outcomes
of a search.
We have a straightforward, structured search process. We adapt it to your requirements,
and ask you to join us as partners in its implementation. At each stage, we provide
written materials, explanations, and training as needed. We firmly believe that outcomes
City of Clearwater, FL . Page 4.
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are more important than methodology and, therefore, include below what we believe to
be many of the outcomes a client can expect from our work.
Task One: Understanding the Assignment
We begin the search with an intentionally simple question: "How would you know one
year, three years, or five years after you hire someone that you had, in fact, hired exactly
the right person?"
To answer that important question, we meet first with the administrative leadership ofthe
client agency or department, key employees, and principal community representatives.
We want to understand the culture of the organization and the greater community, the
expectations of the key stakeholders that surround this role, and the strategic expectations
that the organization and its participants have for the new City Manager.
We interview as many stakeholders as possible, exploring with them the measures of
future success in the role. Working with the City Commission, we develop a list of
community leaders and constituency groups to be interviewed. This list should be
representative of those parts of the community that directly interface with the city's
government. We will commit two recruiters to at least two on-site interview days.
Depending on scheduling, we can meet 40-50 individuals gaining from them a
comprehensive picture of Clearwater's history, current issues, future challenges, and
leadership requirements.
Executive search is a strategic act. When you pick a person, you pick a path. Therefore it
is very important to know the client's intended path when we design the search, rather
than leave the hire to develop his or her priorities. Considerable effort is invested in this
phase which contributes in many ways to the final success of the recruitment.
At the conclusion of these interviews, we summarize in a comprehensive Challenge
Statement for your review and modification our understanding of the organization's
needs, the strategic challenges of this particular role and, as a result, the personal and
professional characteristics of the ideal candidate. This process often helps to build a
consensus within an organization about its direction and what is expected of new people.
It also helps to ensure that we and the City have the same understanding when we begin
to network for prospective candidates, and that we can effectively represent the role. We
are well known for our ability to help clients truthfully define the challenges of the
position in a manner that provides insight into the actual priorities, thus focusing the
recruitment on those few individuals capable of doing the job and aiding us in persuading
City of Clearwater, FL. Page 5.
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them to pursue the position.
Typical Outcomes
· Clarify or refocus the strategic direction of the City.
· Ifnecessary, purge the ill-feeling from a prior period of upheaval, and refocus the
organization on the future.
· Identify differences in the expectations of key stakeholders, for the agency or
department as a whole, or for the person in this particular position.
· Develop a specific set of objectives for the position that can be used to: (1) gauge
whether candidates have comparable accomplishments; and, (2) serve as a
framework for subsequent performance evaluations of the person hired.
· Lift up and examine the implicit values and internal cultural norms of a workplace
to: (1) grasp the intangibles of personal fit and management style currently; and,
(2) frame the challenge of diversifying leadership in the organization.
· Prepare an extensive profile of the challenges and opportunities facing the hiring
organization, and the criteria and expectations for a successful candidate. The
process focuses the organization on developing a statement to which all
stakeholders can subscribe. The product enables us to confidently present and
effectively promote the position to our sources and to potential candidates.
Task Two: Networking and Screening of Prospective Candidates
In this phase of our work, we seek to answer the question: "What experience would
prepare a candidate for the challenges that are inherent in this role? " We want to know
the nature and magnitude of tasks, and what measure of success they have achieved, to
prepare them for their work in this position.
Once we have identified our target employers, we will systematically canvass them to
find candidates who match your requirements. Our on-going work in all sectors enables
us to search electronically, systematically, and reliably for talented people.
We do not rely on professional announcements alone to generate applicants. Utilizing
our own automated data base, the Internet, resources from past recruitments, and arduous
City of Clearwater, FL . Page 6.
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telephone networking, we are able to quickly develop pools of qualified candidates.
Many of the people we will identify are busy and successful in their work and are not
looking for another assignment. To attract them, we will stress the unique challenges of
this opportunity, working closely with you to develop this portion of our presentation.
During the course of this networking phase of our work, we will want to speak with you
regularly in order to keep you up-to-date on the progress and scope of the search. At the
conclusion of our networking, we will have an extensive pool of prospective candidates.
Typical Outcomes:
· Develop a pool of candidates that is more than applicants, by aggressively seeking
out the best people in the field whether or not they are looking for a new job, and
attempting to persuade them.
· Seek out unconventional candidates, not just those who do similar work currently,
by looking into related fields and to those who have met similar challenges in
other sectors or venues.
· In doing both of the above, explore fully the distinct networks that more readily
yield good candidates who are women and people of color. Over the last two
years, 56% of those hired at the conclusion of our searches have been people of
color and/or women.
· Examine internal candidates by the same standards and process by which external
candidates are evaluated, avoiding both the unfair liabilities of the prophet in
his/her own country, and the allure of the comfortable and familiar choice.
· Ensure thoroughness overall, leading to the confidence that, as we together
narrow the pool, we are choosing from among the best talent available.
· Engage our client in what we are learning about the field, and in shaping our
understanding of what is most important in candidates so that we stay on track.
Task Three: Interviewing, Recommendation of Finalists, and Reference Checking
We will then conduct preliminary interviews and reference checks, and submit written
comments on the most promising candidates to the City Commissioners. When our
clients hire us, they seek assurance that the hire we recommend will succeed. We take
City of Clearwater, FL. Page 7.
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that challenge seriously; the capacity to provide that assurance is at the core of our
practice.
Like every recruiter, we have a method. We learn a candidate's history to measure
whether this person has encountered challenges that are analogous in scale to the work
contained in this role. We track the individual's career, ascertaining in each successive
role why the person was hired for that particular job, what he or she discovered, who they
answered to and interacted with, what ideas were essential to success, what conflicts
erupted, and how the candidate measured results. When we walk precisely through a
person's career, we begin to see patterns, both in what candidates avoid and what they
embrace. We treat these as predictors about how the candidates will perform in the
future.
Although our interviews are comprehensive, they are not the sole barometer. In order to
test the hypotheses we develop from our interviews, we conduct preliminary reference
checks and background verifications on the finalists. Our personal interviews and
reference checks are extremely thorough. We speak with employers, professional peers,
and subordinates, systematically probing the same questions with references that we
explore with the candidate.
We will aid the City Commission in preparation for semi-finalist interviews. We will
review the challenges and criteria for the position as outlined originally. We will provide
written and oral guidance on the interview process. Normally, we participate in the
interviews as an observer and are available to answer questions and assist the client in
their evaluations and selections. If it is useful, we can help structure the discussion,
suggest questions, and offer a format for comparison that can aid in selecting finalists.
Weare always prepared to offer our opinions and recommendations, but we believe these
choices are the client's to make, and we only make recommendations when requested.
Typical Outcomes:
· Preserve our client's good reputation by acknowledging all applications and
nominations, keeping prospective candidates advised of their status, handling
rejected candidates with consideration, informing important sources on the
progress of the search, and by our attention to courtesy and confidentiality in our
communications throughout.
· Develop a pool sufficient to yield six to ten candidates for personal interview and
preliminary reference checking. From that group, we work closely with our client
City of Clearwater, FL . Page 8.
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to narrow the pool to four to eight semi-finalists to be interviewed by the client.
· Reveal and present those candidates as a coherent whole, assessing issues of
character and disposition as well as knowledge and skill in determining who is
likely to be a suitable candidate, and gauging their balance of knowledge,
experience, ability, drive, and organizational savvy in relation to the requirements
ofthe job.
· Answer through experience, not conjecture, what we and our clients most want to
know about the finalists, by questioning in depth people (both on and off a
candidate's list) who have experience with their work.
· Confirm the finalists come with no skeletons in the closet, no unpleasant
revelations lurking, no subsequent surprises in the newspaper.
Task Four: The Final Choice
A good search may be difficult to close. If there are several strong candidates whose
strengths and weaknesses are known in detail, making the final choice is often hard.
Alternatively, some candidates may require additional persuasion to leave jobs they
already enjoy. We help our clients make a well-informed choice by profiling each
candidate in the context of the job and its requirements.
Negotiating the conditions of employment is the sole responsibility of the City of
Clearwater. While we firmly believe the final choices are yours, we can help to establish
the framework for the negotiations, clarify issues, and review the requirements of the
employment relationship. We are also prepared to playa role in the actual negotiations
between the candidate and the client, if asked.
At the end of the search, all applicants will be appropriately notified of the result.
Typical Outcomes:
· Enable both the organization and the final candidate to confidently make an
informed decision.
· Overcome inertia, not only by persuading the chosen candidate ofthe compelling
opportunities and challenges of the job, but by aiding the candidate and his or her
family in dealing with the complications and stresses ofthe transition.
City of Clearwater, FL. Page 9.
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Mediate as needed the client's negotiation of a compensation package and terms
of employment with the final candidate, by gleaning those factors that either party
may legitimately want kept confidential, and by suggesting solutions and
alternatives.
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. Summarize for both our client and the person hired what we have learned in the
course of the search about the organization's work in the context of the field.
. Ensure that the person hired will fit, will succeed, and will stick.
. Warranty that ifthey don't, we will find someone who will, for no additional fee.
Time Schedule.
While human beings and their decisions about career choices are not easily programmed,
the following chart reflects a realistic assessment of the time required for completion of
the various phases of a full search. We commit to providing all the professional time
required to successfully complete each recruitment to your total satisfaction.
Weeks marked with a "( )" are designated as regular reporting periods unless otherwise
directed by the City Commission.
WEEK:
(2)
3
(4)
5
(6)
7
(8)
9(10)
11
Phase 1:
Understanding
the Assignment
Deliver Scoping
Letter
.
Phase II:
Networking and
Screening of
Prospective
Candidates
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.
Phase III:
Interviewing and
Reference Checking
Client Interviews
Final References
.
Phase IV:
The Final Choice
Offer.
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City of Clearwater, FL . Page 10.
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We will begin the recruitment within 10 days of receiving the signed authorization to
begin the search. At the beginning of the engagement, a detailed recruitment strategy will
be prepared and submitted for your approval. Based on past experience, we can generate
a preliminary pool in the first six weeks, and a final pool within the next four. Because
recruitment is ultimately a "people business" involving many personal schedules, the
usual setbacks to an orderly timetable involve delays caused by holidays, vacations,
professional schedules, and the consequent problems with availability.
City of Clearwater, FL . Page 11.
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Section 2. Qualifications of the Staff
The members ofthe Project Team for this engagement have been selected specifically for
this project, based on the fit between their experience and the City of Clearwater. Several
of our associates come to Bennett Associates from long careers in executive recruitment
with deep experience in the public transportation industry. We commit to using this
Team without substitution, nor do we anticipate using subcontractors on this engagement.
Resumes are included in the Appendices.
Richard T. Bennett will provide strategic leadership and oversight for this engagement.
He brings to this project more than 30 years experience as both a public administrator and
consultant to governments and non profit organizations. As the firm's Principal, he is
responsible for all administrative matters in addition to serving as the lead recruiter on all
engagements. He has actively recruited for a wide variety of policy, executive,
administrative and technical professionals.
Susan C. Ruderman will be the engagement's Researcher. She brings to the assignment
both academic and practical training in information retrieval and the use of computerized
networks for candidate identification.
City of Clearwater, FL. Page 12.
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Section 3. Price Proposal, Guarantees and Assurances
Our Professional Fee for this recruitment is $25,000, plus Direct Expenses not to exceed
$6,000. As an accommodation to the City of Clearwater, this shall be payable in three
monthly installments, the first at the beginning of the search, the second on 30 calendar
days, and the third when a candidate is hired. We will also bill you monthly for actual
expenses necessary to successfully complete the search, including long distance telephone
calls, facsimile transmissions, postage, photocopying, advertising, meals, travel, lodging,
and other necessary and proper costs shall be advanced by Bennett Associates and
reimbursed by the City of Clearwater upon presentation of the receipts and an itemized
statement therefor. Unless there are special circumstances, we expect payment within 30
days of the statement date.
Reimbursement of candidate's interview expenses with the City Commission will be your
responsibility, and we shall arrange to have these expenses submitted directly to you.
As a retained recruiter, we expect to manage the entire engagement relying on the City of
Clearwater to vest in us complete responsibility for identifying and recruiting the best
candidates. Therefore, all candidates regardless of how they are generated, must pass
through our review process to ensure that the final pool of candidates are equally
qualified and competitive.
~ We guarantee you that we will identify and recruit highly qualified candidates for
this position. This guarantee is valid regardless of the time and effort required to
complete the search to your full satisfaction. You commit, in return, to respond to
our inquiries and candidates in a timely manner, to pay our bills promptly, and to
provide honest guidance to us in the course of the search on both position
definition and candidates.
~ To stand behind our service and reputation, and to guarantee that we take pride in
and have full confidence in the quality of our work, if you hire a candidate whom
we have found and recommended, and if you choose to terminate the person for
any reason excepting disability, or if the person leaves for any reason excepting
death or disability, within twelve months from the date of hire, we will reopen this
search and replace the person for no additional professional fee. The only charge
to you would be for Direct Expenses as outlined above. This guarantee is offered
provided the client requests such a process within 30 calendar days of the
separation.
~ If you choose to terminate our relationship at any time, your obligation to us
City of Clearwater, FL. Page 13.
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would be limited to the number of months elapsed since the official start date of
the contract, at the monthly rate agreed to in the schedule above.
~
If, in the course of this search, we introduce you to a person whom you hire for
another position within twelve months of the closing of this search, we will bill
you 75% of the Professional Fee for this recruitment.
~
Bennett Associates understands that this recruitment is a highly confidential
process and that no information will be released regarding applicants for the
position, interview data and/or interview locations to anyone other than the City of
Clearwater.
~
This proposal is valid for twelve months from the this date allowing the City of
Clearwater, to retain our services for other recruitments. This allows you to use
our services without further solicitations.
City of Clearwater, FL. Page 14.
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Section 4. References
The recruiters to be assigned to this engagement have significant personal experience as
reflected in the following recruitments. A complete client list is included in the
Appendices. Our recruiters have served the following relevant clients.
~ Kansas City, MO
~ Dayton,OB
~ Palm Beach County, FL
~ District of Columbia
~ Commonwealth of Massachusetts
~ City of Boston, MA
~ State of Michigan
~ State of New York
We believe that the above recruitments provided by our Associates during the course of
their careers illustrates our ability to serve the needs of the City of Clearwater.
As requested, we provide the following references. Additional references will be
provided on request. See the Appendices for our Representative Client List.
State of Michigan
Contact:
Position:
Richard Liles, Department of Management and Budget
320 S. Walnut
Lansing, MI
517/373-2635
18 positions including Cabinet Directors and Department
Administrators.
District of Columbia and Metropolitan Washington Commission of Governments
Contact: Michael C. Rogers, Former City Administrator currently Executive
Director of the Metropolitan Washington Council of Governments
777 North Capitol NE
Washington, DC 20002
202/962-3210
Position: 8 positions
City of Clearwater, FL. Page 15.
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International City/County Management Association - Retirement Corporation
Contact: Girard Miller, President and CEO
777 North Capitol, NW
Washington, DC 20002
202/962-4610
Positions: Board Members of the Retirement Corporation and the Vantage
Point Board of Directors.
City of Dayton, OH
Contact:
Positions:
William Estabrook, Former City Manager
Currently City Manager of Miramar, FL
17371 SW 35th Street
Miramar, FL 33029
941/967-1555
City Manager and Director of Information Technologies
Commonwealth of Massachusetts
Contact: Jacqueline Rufo, Assistant to the Commissioner
24 Farnsworth Street
Boston, MA 02210
617/748-2104
Position: Commissioner of Social Services
City of Clearwater, FL. Page 16.
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Section 5. Appendices
A: Resumes of Project Team
B. Copy of Profile and Challenge Statement
C: Equal Opportunity Statement
D: Representative Client List
City of Clearwater, FL . Page 17.
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RICHARD T. BENNETT
Principal
PROFESSIONAL HISTORY
Principal, Bennett Associates, 1981-Present
Bennett Associates is an executive recruiting and management consulting firm specializing
in management services to state and local government, school systems, nonprofit
organizations, and healthcare providers. Representative engagements include: recruitment
and selection, budgeting/finance/capital improvement programming systems, organizational
development and transitions, maintenance management systems, classification and
compensation engagements, economic/community development programs, and interim
management. During this period, Mr. Bennett co-owned The PAR Group of Chicago, and
Bennett, Isaacson Associates of Boston, and Boyer, Bennett & Shaw of Boston.
Town Administrator, Scituate, MA, 1978-1981.
A charter created chief administrative officer managing the daily operation of the town
employing 200 people expending over $8 million per year.
City Manager, Springfield, OH, 1977-1978.
Chief administrative officer of a municipality employing 850 employees providing full
services to a city of78,000.
City Manager, Sidney, OH, 1973-1977.
A charter created position managing the public services of a city of 18,000 residents.
City Administrator/Clerk, Mason, MI 1971-1973.
Served as city manager for a city of 5,800.
Administrative Assistant, in Midland and Wyoming, Michigan, 1967-1971.
PROFESSIONAL MEMBERSHIPS
International City/County Management Association
Massachusetts Municipal Association
EDUCATION
Master of Public Administration, University of Michigan.
Bachelor of Arts in Political Science, Alma College.
F:\BA Resumes and Profiles\RBennett\RBennett Resume.wpd
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SUSAN C. RUDERMAN
Senior Associate
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PROFESSIONAL HISTORY
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Senior Associate, Bennett Associates, 1997 - Present
Bennett Associates is an executive recruiting and management consulting firm specializing in
management services to state and local government, school systems, nonprofit organizations, and
healthcare providers. Representative engagements include: recruitment and selection of senior
state and local officials, staffing and management planning, organizational development as well
as compensation and classification studies.
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As a senior recruiter and researcher responsible for developing search strategies, networking, and
candidate development, Ms. Ruderman plays a critical role in all recruitments and directly
contributes to searches seeking fund raisers, program administrators, and directors.
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Vice President, Veritas Information Services, 1996 - Present
Heads a research consulting practice. Performs online, print and telephone research in support of
identification of funding sources for museums, schools, hospitals, and other nonprofit
organizations.
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Outreach Coordinator, Project Zero, Harvard School of Education, 1996 - 1997
A grant-funded position in service to a 30 year old think tank in the arts and education.
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Director of Research, Isaacson Miller, 1996
Inaugural appointee at Boston's second-largest executive search firm, defined, established, and
executed the strategic research process for candidate identification.
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Associate Director/Development Research, Harvard University, 1991 - 1996
Managed a development staff during a $2.1 billion fundraising campaign.
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Several Positions~ Massachusetts Institute of Technology's Office of Resource
Development, 1987 - 1990
Positions ranged from Research Analyst to Assistant Director of Campaign Systems.
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EDUCATION
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Ed.M., Harvard School of Education, 1996
Certificate of Museum Studies, Harvard Extension School, 1993
A.B., Harvard College
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F:\BA Resumes and Profiles\SRuderman\SRuderman Resume.wpd
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Profile and Challenge Statement on the Search for
INTRODUCTION
BACKGROUND ON
GREENVILLE, SOUTH
CAROLINA
City Manager
City of Greenville, South Carolina
Bennett Associates has been retained by the Greenville City Council to
recruit a new City Manager. This Profile and Challenge Statement which
draws upon our discussions with City leaders and others and will be made
available to candidates and key sources. It describes our understanding
ofthe organization, and the professional and personal characteristics the
ideal candidate should possess. Interested individuals are invited to learn
more about Greenville from its web site: www.greatergreenville.com.
The City ofGreenville is located in the Upstate Region of South Carolina
and is the fourth largest city in the state with a population of 62,454
living in approximately 25 square miles. The city is part of the
Greenville-Spartanburg- Pickens MSA and has become the economic hub
of the southern portion of the Piedmont Plateau. Although the city is
restricted by annexation laws, it has become the center of a region that is
home for over 800,000 within a 30-mile radius of the central business
district. Over 200,000 individuals work in the city attesting to its
economic viability. The region's climate, natural assets, and economic
diversity have combined to reinforce the city's role as the regional center
for both the state of South Carolina and the southeastern region of the
United States.
Greenville was originally incorporated in 1831 as the Village of
Greenville. In 1869, the village amended its Charter to become a city.
In 1976, the city adopted the Council-Manager form of government
pursuant to the Home Rule Act of 1975.
By all accounts, Greenville and the surrounding region has become the
center of a vibrant, rapidly growing economy. Unemployment is
practically nonexistent, private investment consistently exceeds $100
million per year, and the number of businesses located inside the city
limits grows annually. In summary, the strength of the local economy
and the city's role in facilitating improvements has resulted in significant
regional and national attention from investors, respected publications,
and bond rating agencies.
Greenville's accomplishments come in large measure from public-private
partnerships and significant citizen involvement not found in many other
communities. While it is true that Greenville is not a major cosmopolitan
center, it has transformed itself from a textile community to a business
and engineering hub which is competing effectively in the global
economy. Greenville now boasts significant international investments
and welcomes French, German, Indian and Japanese residents. Any City
335 WASHINGTON
STREET
SUITE 12
NORWELL, MA
070(,1
781-659-9950
FAX: 659-9969
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Manager will need to understand and work closely with other community leaders
from the private sector to a greater degree than other communities and lead within
the dynamics of such an environment.
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Economic development continues to be a major initiative, especially in the
revitalization of the central business district (CBD). With very little public money
and relying instead on private-sector entrepreneurial motives, the city has benefitted
from significant investment that has made the downtown a successful mixed use area
with healthy retail and substantial commercial ventures, cultural and recreational
venues, and residential properties. Since 1988, with the exception of one year,
downtown occupancy rates have exceeded 80%.
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Illustrative of the community's vitality, the downtown has evolved from a 30-year
commitment of community leaders using solid land-use planning, and award winning
public-private partnerships. Anchored by the Hyatt Complex and the Peace Center
for the Performing Arts, major renovations made throughout the entire CBD include:
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The Poinsett Hotel restoration and Court Street Plaza adjacent to
City Hall;
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The West End Historic District which is emerging as the region's
arts and entertainment district which includes the South Carolina
Governors' School for the Arts, local theaters and specialty
shopping;
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The Reedy River Park and waterfall which passes through the CBD
between the Peace Center and the West End Historic District; and,
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~ The introduction of residential developments which encourage after
hours activities and services unusual for central business districts in
smaller cities.
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Nationally, the region is identified with the city, and not the county or the Upstate
Region. This has occurred because the city and private developers have been
successful in attracting money and jobs into the city, especially the downtown, and
thereby reinventing an old southern mill city into an international business
destination that remains energized in spite of the development occurring elsewhere
in the region. This has been no small accomplishment and is due to many people
taking significant leadership roles in the effort. In many respects, it has occurred
because of the success of the form of government that has blended the political skills
of the Mayor and Council and the administrative skills of the City Manager.
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Ongoing major initiatives include:
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~ Planning for Future Growth and Vitality. The community has completed
a number of plans being implemented to guide the development of
Greenvi lie. They include the Downtown Transportation Master Plan, Reedy
River Corridor Vision Plan, the Pleasantburg Corridor Overlay, and the
Comprehensive Plan.
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Business Retention Program. This program is targeting downtown and
outlying commercial properties for accelerated redevelopment. This effort
involves new strategies and incentives for annexation, and the development
of the Pleasantburg Drive and Western Corridor which have deteriorated in
recent years.
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Information Technology Plan. The City is working to integrate MIS
operations for a number of departments to inventory and manage roadways,
street signs, traffic signals, landscaping, trees and pavement conditions.
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Capital Improvement Program. An extensive CIP includes stormwater
improvements, sanitary sewer work, landfill closures, parking
improvements, and fire station construction projects.
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Revitalization. The Community Services Department is active in
revitalizing the Viola Street and Greenline/Spartanburg communities. Tax
Increment Districts have been developed to fund public improvements. Part
of this initiative includes the encouragement of neighborhood associations
to focus local issues for representation before the City Council and
departments. These associations are expected to play a major role in
distributing infrastructure investments equally across the community.
Greenville is also the heart of the region's cultural assets. Clustered in and around
the downtown, the city offers the following venues:
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The BI - LO Center is a new sports and activity facility that seats over 16,000
people and is home to the new Greenville Grrrowl hockey team and
Greenville Rhino arena football team.
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The Greenville Braves are the class AA farm-team for the Atlanta Braves.
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The Peace Center for the Performing Arts is a first-class center for the arts
which seats over 2,500 and cost $50 million in public and private funds to
construct.
~ Governors' School for the Arts is a new magnet school for high school
students gifted in the arts. The facility is the result of public entities and
private contributors joining forces in winning a siting competition in
recognition ofthe region's arts vitality.
Greenville has both its share of successes and urban weaknesses. While substantial
growth has been achieved, some neighborhoods have not received the necessary
services and infrastructure investment to avoid disrepair and subsequent decline.
Without detracting from the importance of economic development, community
leaders increasingly recognize that there is much more to Greenville than the
downtown and major employers. There is now reason to believe that this City
Council is committed to achieving a better balance in public investment throughout
all the neighborhoods and commercial centers.
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ORGANIZA TIONAL
DESIGN AND
GOVERNANCE
CHALLENGES FOR THE
CITY MANAGER
Demographically, Greenville is a small city, with a larger, urban city attitude. It is
very clear that the city is growing, but it has invested primarily in new growth some
believe to the detriment of its existing community assets and quality of life. While
Greenville is, in many respects, a player in the global economy, it is also the home
for relatively few people who require basic public services. Public officials realize
that there is no advantage to having a vital downtown surrounded by declining
neighborhoods, encompassed by a growing region that is siphoning away
development. The question now is how to keep economic development going while
shifting more resources, both political and economic, to neighborhood reinvestment
and redevelopment.
The City Council is composed of a directly elected mayor and six councillors, two
of whom are elected at-large and four elected from districts. In the last three
elections, six new councilors, including the Mayor, have taken office. The issues
propelling the election of a new majority have included: neighborhood
redevelopment, urban design, infrastructure repair, and opening governmental
processes to increased citizen participation.
The Council now works through a committee structure. The committees are Finance,
Economic Development, Public Service and Administration, Public Safety, and
Quality of Life and Environment. The Mayor appoints the chairpersons, but all
members of Council are members of each committee. All legislation is referred first
to committee for recommendation.
Local tradition has the Mayor playing an active role in economic development. In
fact, previous administrations saw close alliances between the Mayor, City Manager
and the development communities. It was a successful blend of the powers of
persuasion and the skills of the professional urban administrator. Today, in the
absence of a permanent City Manager, the relationship has been altered with the
Mayor assuming a broader executive role. The traditional separation of policy and
administration has been blurred and could benefit from clarification.
The City Council appoints the City Manager, City Attorney and Municipal Judge.
The City Manager appoints all administrative employees. Eight department heads
currently report to the City Manager and are responsible for the following
departments: Police, Fire, Economic Development, Community Services, Public
Works, Finance, Human Resources, and General Government Services. The current
budget totals approximately $72, million. There are 800 employees.
Greenville is a wonderful opportunity for a City Manager experienced and skilled at
directing the service capacity of the municipality in support of a diverse, energetic
community that is perpetually reinventing itself. This is not the position for an
individual uncomfortable with shared power arrangements that include local and
regional elected officials, a professional staff seeking clear leadership,
entrepreneurial developers willing to invest in the community, and neighborhood
representatives organizing to change the political structure of the community. This
is a complicated, but wonderful challenge for the right individual.
The following challenges have been identified for the new City Manager:
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~ Keep It Going. It is vitally important that Greenville continue to be a principal
player in the region. This will require that the City Manager assertively step into
the role of representing the administration in negotiations involving economic
development initiatives. The Manager is not the sole representative in these
matters, but he/she does occupy a central position committing the City to
services, projects and programs. At the same time, the Manager has to hold the
administration accountable for all public services.
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~ Governance Issues. In recent years there has been inconsistent administrative
leadership which created tension between the City Council, the City Manager and
the administration. This is reflected in the turn-over in the City Manager's
position with four individuals occupying the position during this period as either
City Manager or Interim. The City Council also changed significantly during the
same period. These changes have had an impact on the Council's ability to set
policy, the City Manager's ability to establish and implement service programs
to match public policy, and the department head's confidence that the
organization is heading in a thoughtful direction. Tensions have been created
leading to confusion, some distrust, and turf consciousness. This period has not
served Greenville well. However, all parties are taking appropriate ownership for
the situation.
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The City Council has embarked on a series of facilitator-led work sessions to find
better leadership strategies and working relationships. There is evidence that all
the parties recognize the need to set clear directions and better understand and
accept the roles played by all parties.
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While the form of government is not in jeopardy, it is important that these work
sessions result in a cohesive understanding to reestablish clarity to the working
relationships that have served Greenville well in the past. It is perhaps the
greatest legacy of the next City Manager to reestablish the boundaries of the
position, recognize the role of the Mayor, and reconnect the council to the staff.
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Within the administration, the new City Manager must work to rebuild trust and
working relationships between department heads, and upwards to the City
Council. The election of a new Council majority, supported by broad-based voter
support, represents an opportunity for the administration to coalesce around new
priorities and develop better lines of communication to the community and the
elected leadership.
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~ Regionalization. City/county consolidation is not on the agenda. The region's
shared economic growth and increasing sprawl dictate that the two units of
government find shared solutions to service requirements which can benefit both
parties and control taxes. Land-use planning is already a shared program with the
county providing staff assistance to the city's planning efforts. Incremental
change is possible in such areas as fleet management, facilities maintenance,
procurement, MIS, recreation, and some financial and human resource services
functions. These initiatives need to be accelerated.
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Equal Employment Opportunity Policy
It shall be the policy of Bennett Associates, personally subscribed to and supported by each
of the principals and associates, that we will assure equal opportunity based on ability and
fitness for all employees or applicants considered for our client firms regardless of race,
color, religion, sex, age, marital or veteran's status, national origin. It is our intent that
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
payor other forms of compensation; selection for training, career development, and lay-off
or termination.
This policy shall be disseminated to clients, employees and, on request, prospective
applicants. Bennett Associates will endeavor to conduct its business activities only with
those client companies/agencies that subscribe to underlying philosophies which protect
and encourage the advancement of individual rights and dignity based on personal ability
and qualifications. The intent of this policy will apply to internal operations, recruitment,
and consulting activities conducted by Bennett Associates.
Each employee and sub-contractor acting in connection with employment or consulting
projects shall in good faith and with all diligence comply with this stated policy and
applicable state and federal laws. Additionally, any form of harassment including
overtures or behavior of a sexual nature by employees, vendors, or other persons
associated with Bennett Associates is expressly prohibited.
Employees, candidates, and clients who feel they have been subject to discriminatory
action or harassment in any manner should notify an appropriate manager within their
organization and/or one of the principals of Bennett Associates. Richard T. Bennett is
designated as the firm's Equal Employment Opportunity Officer and is responsible for
implementation, development/training, and investigation of any violations of this policy.
-; '- ' ) t--I+-
fJ' I~AL0L-~)j\
Richard T. Bennett, Principal
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Representative Client List
Executive Recruitment Clients Personally Served by Associates of the Firm as of
March 1, 2000
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CALIFORNIA
San Francisco Bay Area Rapid Transit Authority
. Assistant General Manager
. Project Manager, Pittsburgh/Antioch Extension
Town of Rocky Hill
· Town Manager
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Yale University
. Director of HV AC Engineering
. Financial Analysts (2)
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CONNECTICUT
Channel 3 Country Camp
. Executive Director
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Community Foundation of Greater New Haven
. Executive Director
DELAWARE
Delaware Transit Corporation
. Assistant Director, Statewide Support Services
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Connecticut Conference of Municipalities
. Assistant Director
. Office Manager
. Chief Financial Officer
FLORIDA
Hillsborough Area Regional Transit Authority
. Executive Director
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The Dexter Corporation
. Vice President for Human Resources, Packaging
Products Division
. Management Development Program Recruits (2)
. Board of Directors (consulting)
Florida Black Business Investment Board
. Executive Director (consulting)
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Palm Beach County
. Director of Communications
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Town of Groton
· Town Assessor
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Town of Killingly
. Town Manager
ILLINOIS
Chicago Transit Authority
. Senior Deputy Executive Director for
Transportation (COO)
· Senior Manager, Rail Maintenance
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City of New Haven
. Chief Administrative Officer
City of Joliet
. Assessment Center, Fire Chief
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Town of Plainville
· Town Manager
City of Peoria
. Assessment Center, Fire Chief
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Town of Stratford
· Finance Director
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MAINE
City of Auburn
· City Manager
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City of Augusta
· Assistant City Manager for Administration and Finance
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City of Bangor
· Airport Manager
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Eastern Maine Electric Cooperative
. Plant Superintendent
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Kennebec Water District
. Superintendent/Water Treatment
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Maine Education Association Benefits Trust
· Executive Director
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City ofWaterville
· City Administrator
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MARYLAND
University of Maryland
. Director of Engineering Consulting Services &
Infrastructure Planning
. Director of Plant Management and Engineering
. Director of Site Operations, Kernan Campus
. Director of Access Management
Medical Facilities Planner
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MASSACHUSETTS
Anonymous Foundation
· Director of Evaluation (consulting)
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Town of Ashburnham
· Town Administrator
· Light Plant Superintendent
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Town of Barnstable
· Chief of Police
Town of Bellingham
· Executive Secretary (CAO)
Town of Belmont
· Executive Secretary (CAO)
Boston Housing Authority
· Administrator (CEO)
Town of Chatham
· Chief of Police Assessment Center
Town of Charlton
· Town Administrator
City of Boston
· Mayor-elect Transition Team
· Transportation Department, Deputy
Commissioner for Policy and Planning
. Director of Finance and Administration
Town of Concord
· Town Manager
. Chief of Police
· Personnel Director
· Light Plant Supervisor
Town of Douglas
· Administrative Assistant (CAO)
Town of Dracut
· Town Manager
Town of Duxbury
· Town Manager
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Eldercare Charitable Foundation
· Director of Development
City of Marlborough
· Finance Director
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Environmental Futures, Inc.
· Senior Vice President (consulting)
Massachusetts Turnpike Authority
· Communications Engineer
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City of Fitchburg
· Director of Employee Relations
Commonwealth of Massachusetts
· Director, Office of Employee Relations
· Chief Medical Examiner
· Commissioner, Department of Social Services
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Fuller Art Museum, Brockton
· Director of Development
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City of Gardner
· Chief of Police
Massachusetts Bay Transit Authority
· General Manager (CEO)
Massachusetts Land Bank
· Director of Devens Division
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Goodwin, Proctor & Hoar
· Labor Law Associate
Massachusetts Community Development Finance Corp.
· President
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Hampshire County
· County Administrator
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Harvard University
· Director of Labor Relations
MassPort
· Director of Engineering
· Director of Planning & Development
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Town of Hull
· Town Manager
Town of Nantucket
· Finance Director
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Town of Ipswich
· Fire Chief
Town of Needham
· School Superintendent
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City of Lawrence
· Administrative Officer
· Planning Director
· Finance Director
· Personnel Director (2)
· Director of Public Works
City of Northampton
· Fire Chief
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Town of North bridge
· Director of Public Works
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Northeast Solid Waste Committee
· Executive Director
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Town of Manchester-by-the-Sea
· Town Administrator
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Northeast Public Power Association
· Executive Director (2)
Woods Hole, Martha's Vineyard, Nantucket Steamship
Authority
· General Manager
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City of Pittsfield
· Chief of Police
· Chief of Police Assessment Center
Workers Compensation Research Institute
· Director of Development
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Town of Rowley
· Executive Secretary (CAO)
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Town of Seekonk
· Executive Secretary (CAO)
MICHIGAN
City of Farmington Hills
· City Manager
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Town of Southbridge
· Town Manager
City of Kalamazoo
· City Manager
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State Street Bank
· Product Manager
· Productivity Analyst
Kalamazoo Nature Center
· Executive Director
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Town of Stoughton
· Chief of Police
State of Michigan
· Director, Family Independence Agency
· Project Director, Child Support Enforcement
· Commissioner of Revenue
· Chief Deputy Treasurer
· ChiefInformation Officer, MI State Police
· Chief Information Officer, Dept. of
Transportation
· State Purchasing Director
· Director of Technical Acquisitions
· Director, Office of Retirement Systems
· CEO, Community Public Health Agency
· Director, Child Support Enforcement Program, FIA
· Director, Property Management
· Director, Community Service Commission
· Chief Medical Officer, Dept of Corrections
· Federal Liaison, Family Independence Agency
· Chief Information Officer, Family Independence Agency
· Director of Office Services, Management & Budget
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Town of Sutton
· Town Administrator
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Town of West Springfield
· Executive Secretary (CAO)
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Town of West ford
· Town Manager
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Town of West port
· Chief of Police
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Town of Winchester
· Fire Chief
· Town Manager
Michigan State University
· Director, Human Resource Development
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City of Wyoming
· City Manager
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MISSOURI
City of Kansas City
· City Manager
· Director, Office of Technology & Information Services
Buffalo & Fort Erie Public Bridge Authority
· Operations Manager (CEO)
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Center for Environmental Science and Economics
· President
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N EW HAMPSHIRE
City of Concord
· City Manager (consulting)
City of Auburn
· City Manager
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Town of Derry
· Town Manager
DeWitt and Lila WalJace-Reader's Digest Funds
· Director of Evaluation
· Evaluation Officer
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City of Dover
· Director of Community Services
Ford Foundation
· Program Officer, Governance & Public Policy
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City of Laconia
· Chief of Police
· Finance Director
International Center for Integrative Studies
· Chief Financial Officer
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City of Portsmouth
· City Manager
New York City School Construction Authority
· President
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City of Rochester
· Arena Director
New York State Office for Technology
· ChiefInformation Officer
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Town of Salem
· Town Manager
· Human Resource Director
· Chief of Police
New York State Department of Transportation
· Executive Deputy Commissioner (COO)
· Deputy Chief Engineer - Structures
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NEW JERSEY
Housing Authority of Bergen County
· Assisted Housing Administrator
Niagara Frontier Transportation Authority
· Executive Director
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New Jersey Highway Authority
· Executive Director
Port Authority of New York and New Jersey
· Director of Aviation
· Director of Planning and Development
· Project Manager, Resource Recovery Project
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NEW YORK
American Civil Liberties Union
· Director of Public Education
Port Authority Trans-Hudson Corporation
· Superintendent, Car Equipment Division
· Asst. Superintendent, Car Equipment Division
· Senior Engineer, Signals & Communications
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· Senior Engineer, Rail Planning Division
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Town of Rye
· Comptroller
· City Manager
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Metropolitan Transportation Authority (NYC)
· Director of Planning
· Director of Quality Assurance in Design &
Construction Management
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Triborough Bridge & Tunnel Authority/ MT A Bridge
· Vice President for Engineering and Construction
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University of Rochester
· Asst.VP for Development
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OHIO
Central Ohio Transit Authority
· General Manager (CEO)
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City of Dayton
· City Manager
· Director of Info. Technology
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Erie County Water Authority
· Director of Water Quality
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Greater Cleveland Regional Transit Authority
· General Manager (CEO)
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City of Hudson Village
· City Manager
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City of Kent
· Finance Director
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City of Mentor
· City Manager
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Miami Valley Regional Transit Authority
· Director of Strategic Planning
Ohio Police and Fireman's Disability and Pension Fund
· Executive Director
PENNSYLVANIA
Port of Pittsburgh Commission
· Executive Director
Southeastern P A Transportation Authority
· Assistant General Manager for Operations
· Budget Director
WHYY -FM
· Director of Programming and Production
RHODE ISLAND
Town of Barrington
· Town Manager
Town of West Warwick
· Town Manager
TEXAS
Capital Metropolitan Transportation Authority
· General Manager (CEO)
Dallas Area Rapid Transit Authority
· Director of Minority Business Enterprises
WASHINGTON, DC
American Civil Liberties Union
· Director of Public Education
Amtrak
· Vice President, Human Relations
· Senior Director, Leadership & Organizational Change
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Clinton Administration Transition
· Executive Search Consulting
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District of Columbia
· Director, Department of Human Services
· Commissioner of Mental Health
· Director of Public Health
· Director of Social Services
· Chief Operating Officer, DHS
· Director, Office of Planning
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Drug Policy Foundation
· Executive Director
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Earthforce
· Vice President for Administration Finance
· Vice President for Development
· Vice President for Marketing
· Vice President for Programs
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International City Management Association - Retirement
Corporation
· Board Member
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International City Management Association - Vantage
Point Fund
· Board Member
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Metropolitan Washington Council of Governments
· Director of Public Affairs
· ChiefInformation Officer
· Director of Human Resources
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National Public Radio
· President
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Washington Metropolitan Area Transit Authority
· General Manager (CEO)
· Assistant General Manager for Bus Operations
· Assistant General Manager for Design, Construction &
Facilities Maintenance
· Director of Procurement
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STATE OF WASHINGTON
King County/Municipality of Metro Seattle
· Director of Transit
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Port of Seattle
· Executive Director
· Managing Director, Aviation
WISCONSIN
City of Eau Claire
· City Manager
City ofWauwatosa
· City Administrator
WYOMING
City of Green River
· City Administrator
OTHER
Research Triangle Institute
· European Regional Advisors (4)
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