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2006 06-12 CCP Regular Session
Public Copy AGENDA CITY CpUNCIL STUDY SESSION June 12, 2006 6:00 P.M. City Council Chambers A copy of the full City Council packet is available to the public. The packet ring binder is located at the front of the Council Chambers by the Secretary. 1. City Council Discussion of Agenda Items and Questions 2. Discussion of Work Session Agenda Items as Time Permits 3. Miscellaneous 4. Adj ourn CITY COUNCIL MEETING City of Brooklyn Center June 12, 2006 AGENDA 1. Informal Open Forum With City Council 6:45 p.m. provides an opportunity for the public to address the Council on items which are not on the agenda. Open Forum will be limited to 15 minutes, it is not televised, and it may not be used to make personal attacks, to air personality grievances, to make political endorsements, or for political campaign purposes. Council Members will not enter into a dialogue with citizens. Questions from the Council will be for clarification only. Open Forum will not be used as a time for problem solving or reacting to the comments made but, rather, for hearing the citizen for informational purposes only. 2. Invocation 7 p.m. 3. Call to Order Regular Business Meeting —The City Council requests that attendees turn off cell phones and pagers during the meeting. A copy of the full City Council packet is available to the public. The packet ring binder is located at the front of the Council Chambers by the Secretary. 4. Roll Call 5. Pledge of Allegiance 6. Council Report 7. Approval of Agenda and Consent Agenda —The following items are considered to be routine by the City Council and will be enacted by one motion. There will be no separate discussion of these items unless a Councilmember so requests, in which event the item will be removed from the consent agenda and considered at the end of Council Consideration Items. a. s A roval of Minute PP —Councilmembers not present at meetings will be recorded as abstaining from the vote on the minutes. 1. May 22, 2006 Study Session 2. May 22, 2006 Regular Session 3. May 22, 2006 Work Session b. Licenses c. Resolution Declaring Earle Brown Days as a Civic Event from June 22 through June 24, 2006 d. Set Date and Time for Joint Meeting with Opportunity Site Task Force for June 28, 2006, at 7 p.m. to Review Proposals Received for the 57th and Logan Avenues Redevelopment Site CITY COUNCIL AGENDA -2- June 12, 2006 i e. Resolution Accepting Work and Authorizing Final Payment for Improvement Project No. 2004-14, Contract 2004-H, Shingle Creek Parkway and Summit Drive Street and Utility Improvements f. Resolution Accepting Work and Authorizing Final Payment for Improvement Project Nos. 2005-01, 02, 03 04, Contract 2005-A, Lions Park Neighborhood Street and Utility Improvements 8. Planning Commission Item a. Planning Commission Application No. 2006-006 Submitted by Nearco IV, LLC. Request for Preliminary Plat approval to combine two tracts of land at the southwest corner of 56�` Avenue North and Xe�es Avenue North (5545 Xerxes Avenue North) into a single lot. The Planning Commission recommended approval of this application at its May 25, 2006 meeting. •Requested Council Action: Motion to approve Planning Commission Application No. 2006-006 subject to the conditions recommended by the Planning Commission. 9. Council Consideration Items a. Resolution Adopting Comprehensive Annual Financial Report of the City of Brooklyn Center for the Calendar Year Ended December 31, 2005 •Requested Council Action: —Motion to adopt resolution. b. Resolution Authorizing the City Manager to Enter Into an Agreement with Alpha Video for Cable Messaging Services •Requested Council Action: —Motion to adopt resolution. c. Resolution Approving Plans and Authorizing Solicitation for Bids for Improvement Project No. 2006-11, Contract 2006-E, Central/Salt Storage Facility •Requested Council Action: —Motion to adopt resolution. d. Resolution Authorizing the 2006 Central Garage Budget to Provide for the Early Order/Purchase of A Reel-Type Mower, Equipment No. 205 •Requested Council Action: —Motion to adopt resolution. e. Resolution Approving Final Plat for WENDYS BROOKLYN CENTER •Requested Council Action: —Motion to adopt resolution. f. Resolution Authorizing Execution of Agreement for Executive Recruitment Services •Requested Council Action: —Motion to' adopt resolution. 10. Adjournment rL �C:���;�..... Brooklyn Center City Council Meeting Date: June 2006 On the date of July 4`� each year the residence location of 5017 Brooklyn Blvd, Brooklyn Center conducts a party gathering. The neighbors of said residence have been tolerant and cooperative in past events. On the date of July 4 2005 the said residence engaged in complete absolute civil disobedience whereas commercial and consumer fireworks/explosives were utilized violating multiple city ordinances and state law. These commercial fireworks were rocket type explosives that measured 1'/2" diameter 6" in length, the rockets were intentionally aimed and fired at several resident homes parallel to the back yard of 5017 Brooklyn Blvd, Brooklyn Center. When a verbal request to cease the conduct of intentional targeting of homes or the police would be called, only embolden the perpetrators into increased intentions of malicious destruction utilizing the commercial fireworks rockets/explosives against my home. Broo�Ciyn Center Police were called utilizing 911 around 10:00pm and I was told that Brooklyn Center Police could not respond due to a shortage of officers on duty and the amount of police responses a# present. An hour later the borage of firewarks rockets/explosives continued to bombard my private residence and a second 911 call was issued. The urgency in my call to the police dispatch was due to the fact that my wife and one year old child were scared and the infant was crying extremely due to the commercial rockets/explosives bouncing off my house and garage, in some case continuing to burn open flames on the roof of my home, it was reminiscing of a small war zone. At approximately 12:OOpm after the fireworks rocket/explosives assault ended a Brooklyn Center Police o�cer responded to my residence, the officer driving an unmarked squad car, I displayed samples of the commercial size fireworks to the officer and stated I wanted to sign a complaint. The officer sta.ted that he could not issue a citation if he had not personally witnessed the violatiori. (If all police had to personally witness every crime there would never be any convictions of 90% of all crime) I find this response very unaccepta.ble. At 1:OOam Brooklyn Center officer Sergeant Pearson appeared at my place of residence, O�cer Pearson was willing and did issue a citation based upon my testimony and evidence at my place of residence. (She should be commended for proper police work.) s. The following Brooklyn Center Ordinances and State Law were violated on July 4 2005 within the residence of 5017 Brooklyn Blvd., Brooklyn Center. 19-202 Disturbing the Peace 19-211 Malicious Destruction of Property 19-403 Use of Fireworks Subdivision 1& 2(MN Stat. 624.20, 624.25) 19-1202 Noise of Abatement •609.224 Assault in the fifth degree My reason for appearing before the Brooklyn Center City Council for this open forum is; I here by demand before the City Council that on July 4`� 2006 that the activities of 5017 Brooklyn Blvd be shut down immediately by or before dusk, if such civil disorder and malicious destruction to property and violations of city ordinance and state law are conducted such as previously conducted on the date described herein. At this time such action as outlined within the following three (3) steps will be taken. 1.) First call to notify the Brooklyn Center Police, if no action is taken within 15 minutes, 2.) Second call to the Hennepin County Sheriffs Department (claiming Hennepin county residency and Brooklyn Center Police cannot respond) 3.) Third call to all the local TV stations 11, 9, 5 and 4 claiming that the city of Brooklyn Center in unable to protect the taY paying citizens and homes are under siege of commercial fireworks rockets/explosives (the 6pm reports should be good public awareness for the twin cities about Brooklyn Center.) Under Minnesota Law the Resident of 5006 Zenith Ave N. herein is a "Reluctant Participant" with "No Reasonable Means of Retreat" Therefore, if no action which resuIts in the closure of activities as described herein and the City of Brooklyn Center does not enforce its own ordinance's and Minnesota. Law, then such lack of action by the City of Brooklyn Center will result in; Kenneth C Barros of 5006 Zenith Ave. N., Brooklyn Center, MN., will request that a complaint be drafted by his attorney and filed with the Dish Court of Hennepin County to proceed with litigation against the City of Brooklyn Center in this matter. Respectfully Submitted; Kenneth C Barros 5006 Zenith Ave. N. Brooklyn Center, MN. 55429 �+rintt�� by: bctempre Incident Re OI"t Page 1 of 1 Printed date/time: 4/5/O6 8:46 p BROOKLYN CENTER POLICE DEPT 6645 HUMBOLDT AVE N BROOKLYN CENTER, MINNESOTA 55430 (763) 569-3333 InCid@nt NUt17be1' BCO5-012235 Incident Sumrnary Incident Type: CRIMINAL OFFENSE(S) Report Type: ARREST Inc Occurred Address: 5017 BROOKLYN BLVD BROOKLYN CENTER, MN 55429 SectodBeat: /BC04 Inc Occurred Start: 07/04/2005 22:00 Inc Occurred End: 07/05/2005 00:00 Report Taken: Domestic: N Bias Motivation: Gang Related: U Substance: U Contact Nature: Reported Date/Time: 07/04/2005 23:29 Reporting Officer: PEARSON, MONA Primary Assigned Officer. Case Status: CLOSED Disposition: ADULT ARREST Disposition Date: 07/07/2005 00:14 Offenses Statute Code: MISFWC Enhancers: Statute Desc: MISC OFCR FIREWORKS COMPLAINT Counts: 1 Statute Severity: Officers Event Association Emp# Badge# Name Squad# PRIMARY REPORTING OFFICER 3209 029 PEARSON, MONA Associated Events Association: Event Type: Event#: Event Date (Start): Event Date (End): Agency: ARREST TO INCIDENT ARREST BCO5-012235 07/05/2005 01:23:00 07/05/2005 00:00:00 BC Persons Involved Person#: 0001 MNI: 3907733 Can ID Suspect: No Event Association: ARREST Contact Date/Time: 07/05/2005 01:23 Name: RILEY, ROBERT EARL SSN: DOB: 07/26/1949 Age: 55 55 Sex: MALE Race: BLACK NON-HISPANIC Height: Weight: 200 200 Ibs Eye Color: BROWN Hair Color: BROWN Address: 5017 BROOKLYN BLVD BROOKLYN CENTER, MINNESOTA 55429 Sector/Beat: BC04 Phone Type 1: HOME Phone# 1: (763) 533-2342 Ext 1: Phone Type 2: Phone# 2: Ext 2: DL State: DL#: DL Exp. Date: Occupation: Employer/Schooi: Person Offenses Statute Code: MISFWC Enhancers: Statute Desc: MISC OFCR FIREWORKS COMPLAINT Counts: 1 Person#: 0002 MNI: 852800 Can ID Suspect: No Event Association: REPORTING PARTY Contact Date/Time: 07/04/2005 23:29 Name: BARROS, KEIVNETH CONRAD SSN: DOB: 03/03/1958 Age: 47 47 Sex: MALE Race: WHITE Height: Weight: Eye Color: Hair Color: Address: 5006 ZENITH BROOKLYN CENTER, MINNESOTA 55429 Sector/Beat: Phone Type 1: HOME Phone# 1: (763) 536-8641 Ext 1: Phone Type 2: WORK Phone# 2: (763) 593-7617 Ext 2: DL State: DL#: DL Exp. Date: Occupation: Employer/SchooL• t- r by: bctempre Page 1 of 1 1Printed date/time: 4/5/O6 8:47 Narratives t f� BROOKLYN CENTER POLICE DEPT ,f 6645 HUMBOLDT AVE N ri BROOKLYN CENTER, MINNESOTA 55430 (763) 569-3333 Incident Number: BCO5-012235 Entered Date/Time: 07/07/2005 00:26 Narrative Type: SYNOPSIS Subject: SYNOPSIS Author: PEARSON, MONA On 07/04/05 to 07/05/05 between the hours of approximately 2200 to 0100 hours officers did receive severai calls in reference to a fireworks complaint which was found to originate from the address of 5017 Brooklyn Boulevard in Brooklyn Center, Minnesota. Officers made contact with the homeowner there and did cite him for the use of fireworks. My name is Jill Dalton- I am a resident of Brooklyn Center and the new owner of the Curves in Brooklyn Center- right across the street from our library and down the street from City Hall.. I am sure most of you have a least heard of Curves for Women. We are a fitness center, and as the owner, I am deeply committed to the health and well being of women in Brooklyn Center, most particularly to our 380+ members. We have an affiliation with the Minnesota School of Business. At the end of two years of therapeutic massage training, their students have the option of coming to our club to do their internship. This has been a wonderful opportunity for our members, and has convinced us #hat therapeutic massage has extensive benefits. Pve given you a list of benefits of massage. In summary, massage therapy can improve health by acting directly on the muscular, nervous, circulatory and immune systems. Massage treatments aim to develop, maintain or rehabilitate physical function; relieve or prevent physical dysfunction and pain; relax tight and tense muscles. Massage therapy also improves circulation and immune system function; reduces overall stress; and creates a sense of relaxation and well being. We recently had an intem at the club that is quite uniquely suited to aur club. She's a very talented masseuse and extraordinary caregiver, very knowledgeable about her work and the human body, dedicated to the well being of the members she worked with, and possesses a personality that fits in perfect)y with our members. We became very excited about the possibility of having her set up shop in our club. However, when I went to Ci#y Hall to inquire about the ordinances, 1 found out the fees make therapeutic massage in Brooklyn Center essentially prohibitive, unless you are affiliated with a medical center. While I understand why this sort of action was important back in the 60's and 70's when "massage parlors" were a problem, therapeutic massage has changed dramatically since that time, and has become a very accepted and respected profession and sought after therapy. That Brooklyn Center prohibits this is very surprising. I checked with some of the other surrounding towns, and could not find any similar ordinances. Masseuses in Brookiyn Park, for examp�e, are iicensed through the state- there are no city fees or restrictions at all. I respectfully ask as a Brooklyn Center resident and business owner, that you consider changing the ordinance and fees goveming therapeutic massage in Brooklyn Center. I am urging my members to contact you as well with their own personal stories. Please do not hesitate to e-mail or call me if you have questions or concems. Thank you for your time and consideration. Jilt Dalton, owner J ill W. Dalton Curves for Women ��«�7LP7�c���r��t�;� 6048 Shingte Creek Parkway Brooklyn Center, MN 55430 (763j 503-3889 6t�48 Shingle Creek Pk�vv. Brookly-n Ce�ter, 1VfN jj43p 1z1: ?6�-503-3889 F��: ?�3-503-3890 FEE C OMPARI S ON F OR l�ZA S�A�� C�NTER IN BROOKLYN CENTE�. AND SURROUNDING CIT��S �rooklyn Center �rinua� fe� $3,£�� Investigative fee $1, 000 Crystal Enterprise �.icense (bustness) 00 annu���g� Therapist $50 annually Investigative fee $100- one time, unless there is a complaint Brooklyn Park �o fees all done �hrough �he s�a�� Plymouth Susiness: License $25 annua�l�,� Investigative fee $100- one time only Therapist- $50 background check- one time only $�0 annually Robbinsdale �us�ness Licens� 100 annually� Investigative fee -$500 first year only Renewal investigative fee- $200 annually except �rs� year �'��rapist- a������� Maple Grove Bus��ss- $500 ar�r�ua.11�� Therapist- $75 investigative fee one time only $75 license fee annually ��.�f��s of x�.����� The massage stroke and the response it creates within the body have the capability to affect physiology in the circulatory, skeletal, integumentary, respiratory, reproductive, muscular, excretory, nervous, endocrine and digestive system that can be very beneficial to you and your body. Helps increase blood flow to the body Relieves tension in the muscles Decreases muscle spasms Relaxes muscles Decreases stress levels and depression Decreases heart rate Massage decreases pain by the release of endorphins Reduces muscle fatigue and soreness Maintains muscles nutrition, flexibility and vitality Enhances well-being and body awareness through rel�ation Massage can make the body more mobile by reducing thickening of the connective tissue Massage promotes the excretion of nitrogen, inorganic phosphorus and sodium chloride Massage can speed up the healing of overuse injuries, sprains and strains Massage can help poor circulation Skin problems such as mild dryness can be alleviated due to the increase of sebum production and blood circulation Massage feels good and is good for you Y YYYYU� Curt Boganey From: Kathleen Carmody Sent: Saturday, June 10, 2006 2:13 AM To: Curt Boganey Cc: Michael McCauley Subject: FW: Therapeutic massage open forum Curt FYI Kathleen From: Jwdcurves@aol.com [mailto:]wdcurves@aol.com] Sent: Fri 6/9/2006 5:50 AM To: Kathleen Carmody Subject: Re: Therapeutic massage open forum Thank you, Kathleen- I will be there. Jill a t a 6/ 12/2006 City Council Agenda Item No. 7a C� t:, ,r n y public meetings. Councilmember Carmody stated concern that she was represented inap�ropriately by Councilmember O'Connar in Washington, D.C. while on a City sponsored trip. She stated the tax payers should not be paying for Councilmember O'�onnor's expressi�n of personal opinion and not that of the e�tire City Council. Councilmember O' Connor responded she was elected ta .a {�ne t�to esnl�+ t.+ 11.+ express ner opuuo�� __��--�''°'-Mayor Kragness responded Councilmember O'Connor is paid ta attend the events and to represent the City of Brooklyn Center and several residents called her to express embarrassment over Councilmember O' Connor's actions in i o A�.� a v� c.: c� r� a,,. o b� Washington, D.C. 6 Iv �C Gi t� s i tvs o 4 'f" -i� a r. G� v�n vv� ��y C�•z.r p� vv. e. Councilmember Cannody stated the Ciry Council should approve the expression of particular viewpoints where the entire City Council or City of Brooklyn Center is being represented. Councilmember Niesen disagreed with Councilmember Carmody and stated her view could be cflnstrued as policing other Councilmembers behavior. She stated the majority should not be allowed to block other Councilrnembers from traveling and expressing their opinions. She stated the policy is to travel outside of the state twice in a four year term and the �oal is to make laws and outline policies that will outlive the Councilmembers, not to craft a restriction becauSe we came across an inappropriate behavior. She suggested that behaviors and expectations be discussed amongst the Councilmembers. Mayor Kxagness stated Councilmembers have the frsedom of speech; however each Councilmember needs to remember that they are representing the entire City of Brooklyn Center. She stated she was embarrassed when she received calls from residents regarding Councilmernber O'Connor's behavior. Councilmember Lasman stated opposition ta restricti�g the attendance of c�nfez�encPs hqwever stated such platforms as the conference Councilmember O' Connor attended should not be used as a forum to speak out inappropriately. COUNCIL MEMBER NIESEN: NEW PROPOSAL F4R CITY MANAGER REVIEW F�ici�� Councilmember Cannody sta.ted she would like to postpone the City Nlanager review form untii nexi year b�La;:s� �.uT• n�c���, tP u,;11 n�, l�n�er be with the Cit� and she thought there was a consensus that the current form would be used until next year. She sta.ted a new City Council may be elected and may wish to amend the form again. She sta.ted she is not interested in discussing it at this time. Councilmember Niesen stated she has spent a great deal of time on the form and would like to lI1SUI'e U]1� IOITTI 1S 1t] �SiztVC �iia�i iv `�.��i� .j'.I.^,Ta �F u rP�r� f;tv Manoer. r a'-_"-_ �L.�. It was suggested that Councilmember lviesen be given nve minuie� iu u�s��� ul� =�ylu• Mayor Kragness and Councilmember O' Connor stated they were willing to discuss the matter. ADJOU�2N STUllY SESSION TO INFORMAL OPEN FORUM WITH CITY COUNCI DRAFT V LLi Vt7 Office of the City Clerk City of Brooklyn Center A Millennium Community MEMORANDUM TO: Michael J. McCauley, City Manager �il��� FROM: Sharon Knutson, City Clerk�,,��' DATE: June 12, 2006 SUBJECT: Requested Changes to Minutes Attached are changes to the minutes of the OS/22/2006 City Council Study Session meeting and the Regular Session meeting as requested by Councilmember Niesen. Attachments 6301 Shingle Creek Parkway Recreation and Community Center Phone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763} 569-3494 www.cityofbrooklyncenter.org 6-12-06 Fr: Councilmember Niesen Re: Changes to Minutes COLJNCIL STUDY SESSION 5-22-06. Pa�e 3 REVISION OF POLICY 2.03 CITY COUNCIL COMMITMENT TO THE BROOKLYN CENTER CHARTER PAGE 206 AND SEVERAL OTHER POLICIES NOTE ONLY.• Missing from Minutes is Councilmember Carmody's statement of policy proposal: a council majority should vote on allowing councilmember seminar attendanceltravel NOTE ONLY.• The paragraph attributed to me was in response to Councilmember Carmody's policy proposal of above; to be inserted before. Councilmember Carmody's proposal should be copied herein. "Councilmember Niesen disagreed with Councilmember Carmody's policy proposal to only allow a councilmember seminar/educational attendance/travel by majority vote. She noted our recently updated travel and educational policy allows councilmembers to choose their seminars and educational opportunities based on a policy that is applied to all, equally. She stated Councilmember Cannody's proposal could allow an unequal application of this policy based on the views of individual members." COUNCIL STUDY SESSION 5-22-06, Pase 3 NEW PROPOSAL FOR CITY MANAGER REVIEW FORM NOTE ONLY.• It was Mayor Kragness who stated she thought we were using the previous form, again this year. Councilmember Carmody did not make that statement, she only proposed that we revert to it based on the resignation of our current City Manager. COiJNCIL REGULAR SESSION 5-22-06. Pa�e 2 COUNCIL REPORT "She stated she spoke to Tim Gaffron regarding the City's replacement of cable equipment, and the source and probable resolution of the continuing problems with signaUtransmission of City Council Meetings. She stated she spoke with a representative of Comcast who acknowledged that the wiring configuration was old but that fiber optic was not an option due to cost considerations. Both Tim and Greg Moore advised the Comcast representative that despite the age of the wiring, Comcast needs to ensure that it works. Follow-up was planned. 6/12/2006 1 of 1 Office of the City Clerk City o f B�ooklyn Center A Millennium Community MEMORANDUM TO: Michael J. McCauley, City Manager FROM: Sharon Knutson, City Clerk DATE: June 12, 2006 SUBJECT: Change to Minutes Please note the following change to the May 22, 2006 Work Session meeting minutes: vi. Dedication of cable funds for cable equipment Mr. McCauley stated the cable equipment information will return to the City Council when the information has been collected from Tim Gaffron. Mayor Kragness and Councilmember Lasman stated they were under the impression that the cable equipment funds would come from the General Fund. Mr. McCauley discussed different equipment upgrading options. He stated information on the options would be before the City Council at a later date. Councilmember Niesen stated concern that the money in the General Fund is for replacement of staff computers and not for the upgrade of cable equipment. 6301 Shingle Creek Parkway Recreation and Community Center Phone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall &?'DD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 www.cityofbrooklyncenter.org Y MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA STUDY SESSION MAY 22, 2006 CITY HALL COUNCIL CHAMBERS CALL TO ORDER The Brooklyn Center City Council met in Study Session and was called to order by Mayor Myrna Kragness at 6:00 p.m. ROLL CALL Mayor Myrna Kragness and Councilmembers Kathleen Carmody, Kay Lasman, Diane Niesen and Mary O'Connor. Also present were City Manager Michael McCauley, Assistant City Manager/Director of Operations Curt Boganey, Public Works Director/City Engineer Todd Blomstrom, Community Development Director Brad Hoffman, and Deputy City Clerk Camille Worley. CITY COUNCIL DISCUSSION OF AGENDA ITEMS AND QUESTIONS Councilmember O' Connor stated she would be removing item 7d. from the consent agenda for discussion. DISCUSSION OF WORK SESSION AGENDA ITEMS AS TIME PERMITS COUNCIL MEMBER LASMAN: CITIZEN PETITIONS FOR STOP SIGNS Councilmember Lasman stated she understands the process of installation of stop signs, however stated she feels the intersection of 54�` Avenue and James Avenue is in need of a stop sign. She stated residents of the area have requested this stop sign and she feels it would be nice if all residents had an avenue to pursue installation of stop signs. City Manager Michael McCauley explained that many stop sign requests are made for this area, which has a stop sign every iwo blocks. He explained that if stop signs are too abundant, motorists start to ignore them, making the situation more dangerous. Councilmember Carmody suggested that those residents who wish to petition for a stop sign appear in front of the City Council so that it may review the situation and so that the City can explain the process and liability. Councilmember Lasman responded that she disagreed with having the residents appear at a City Council meeting if the answer is going to be no. Mr. McCauley explained that if the request for a stop sign is reviewed by the Tr�c Committee and denied, the requesting party is notified in writing of the denial and their right to appeal to the City Council. OS/22/06 1 DRAFT COUNCIL MEMBER O'CONNOR: REMOVAL OF POLICIES 2.60 2.61 ON HOUSING BONDS AND BUSINESS SUBSIDY PAGES 254-258 Councilmember O'Connor sta.ted the Crty borrowed money last year and is now repaying it. She stated the City should not be borrowing money so that taxes are not raised to repay the Ioan. She further stated the City should not be involved in a business subsidy or housing bonds. Councilmember Carmody stated the business subsidy is partially guided by the State of Minnesota.. She sta.ted she is not interested in discontinuing use of the housing bonds and business subsidies. Councilmember Niesen suggested that these items be brought forward during the budget discussions. She stated it would be helpful if Councilmember O'Connor would put her request or concern in writing. COUNCIL MEMBER CARMODY: REVISION OF POLICY 2.03 CITY COUNCIL COMMITMENT TO THE BROOKLYN CENTER CHARTER PAGE 206 AND SEVERAL OTHER POLICIES Councilmember Carmody asked if commitment to the Charter is necessary each year and if there are changes, if just those changes can be confirmed. She stated confusion as to why parts of the Charter are emphasized in the annual resolutions. Councilmember Niesen stated agreement with Councilmember Carmody and suggested that future resolutions only re�rm the City's commitment and not specify sections. Mayor Kragness sta.ted she would be in favor of simplifying the resolution as long as there is an annual �rmation of the Charter. Councilmember Niesen suggested that Councilmember Carmody draft a simplified resolution establishing recommitment to the Charter. Mayor Kragness suggested asking the Charter Commission to draft a simplified resolution. Mr. McCauley stated he would provide a draft of a simplified resolution. Councilmember Cannody suggested an amendment to the policy requiring prior consent to purchase materials. She sta.ted the materials are usually available after the conferences; therefore the City Council should review the purchasing of the materials as a whole. Mr. McCauley stated he would provide a draft amendment to the policy. Councilmember Cannody stated she would like to have included in the introduction to controversiat public hearings that it is inappropriate to clap, boo or otherwise express support or disapproval of a speaker or a particular sta.tement during the public hearing. Councilmember O'Connor stated objection to restricting residents from expressing themselves. Councilmember Carmody responded it is parliamentary procedure and should be followed at all OS/22/06 2 DR.AFT public meetings. Councilmember Cannody sta.ted concern that she was represented inappropriately by Councilmember O'Connor in Washington, D.C. while on a City sponsored trip. She sta.ted the tax payers should not be paying for Councilmember O'Connor's expression of personal opinion and not that of the entire City Council. Councilmember O'Connor responded she was elected to express her opinion and has the right to do so. Mayor Kragness responded Councilmember O'Connor is paid to attend the events and to represent the City of Brooklyn Center and several residents called her to express embarrassment over Councilmember O'Connor's actions in Washington, D.C. Councilmember Carmody stated the City Council should approve the expression of particular viewpoints where the entire City Council or City of Brooklyn Center is being represented. Councilmember Niesen disagreed with Councilmember Carmody and stated her view could be construed as policing other Councilmembers behavior. She stated the majority should not be allowed to block other Councilmembers from traveling and expressing their opinions. She stated the policy is to travel outside of the state twice in a four year term and the goal is to make laws and outline policies that will outlive the Councilmembers, not to craft a restriction because we came across an inappropriate behavior. She suggested that behaviors and expecta.tions be discussed amongst the Councilmembers. Mayor Kragness stated Councilmembers have the freedom of speech; however each Councilmember needs to remember that they are representing the entire City of Brooklyn Center. She stated she was embarrassed when she received calls from residents regarding Councilmember O'Connor's behavior. Councilmember Lasman stated opposition to restricting the `attendance of conferences however stated such platforms as the conference Councilmember O'Connor attended should not be used as a forum to speak out inappropriately. COUNCIL MEMBER 1vIESEN: NEW PROPOSAL FOR CITY MANAGER REVIEW FORM Councilmember Carmody stated she would like to postpone the City Manager review form until next year because Mr. McCauley will no longer be with the City and she thought there was a consensus that the current form would be used until next year. She stated a new City Council may be elected and may wish to amend the form again. She sta.ted she is not interested in discussing it at this time. Councilmember Niesen stated she ha.s spent a great deal of time on the form and would like to insure that a form is in place prior to the hiring of a new City Manger. It was suggested that Councilmember Niesen be given five minutes to discuss the item. Mayor Kragness and Councilmember O'Connor stated they were willing to discuss the matter. ADJOURN STUDY SESSION TO INFORMAL OPEN FORUM WITH CITY COUNCIL OS/22/06 3 DRAFT Councilmember Carmody moved and Councilmember Lasman seconded to close the Study Session at 6:45 p.m. Motion passed unanimously. RECONVENE STUDY SESSION The Stud S i w y ess on as reconvened at 6:46 p.m. Councilmember Niesen distributed the revised version of the City Manager's review. She discussed the changes made from the previous draft form. Councilmember Lasman suggested that the form be revisited during the first meeting in February, 2007, with the new City Council. She sta.ted the City Council at that time is the one that should be reviewing the matter. Mr. McCauley stated the presented form would be inappropriate if used to evaluate a new City Mana er w ho is learnin the Ci He stated a treamline form needs to be in lace for a new s i g g tY P City Manager and the proposed form would be more appropriate for a City Manager who has been in the City for a while. He sta.ted the first evalua.tion needs to be focused and relevant to a new manager. Councilmember Niesen stated the form should be completed now and could be used in the subsequent year. Mayor Kragness sta.ted the proposed form could be referenced by the new City Council; however I it is not needed at this point. ADJOURNMENT Councilmember Lasman moved and Councilmember Carmody seconded to close the Study Session at 6:56 p.m. Motion passed unanimously. I City Clerk Mayor OS/22/06 4 DRAFT I� MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA REGULAR SESSION MAY 22, 2006 CITY HALL COUNCIL CHAMBERS 1. INFORMAL OPEN FORUM WITH CITY COUNCIL CALL TO ORDER INFORMAL OPEN FORUM The Brooklyn Center City Council met in Informal Open Forum and was called to order by Mayor Myrna Kragness at 6:45 p.m. ROLL CALL Mayor Myrna Kragness and Councilmembers Kath.leen Carmody, Kay Lasman, Diane Niesen and Mary O'Connor. Also present were City Manager Michael McCauley, Assistant City Manager/Director of Operations Curt Boganey, Public Works Director/City Engineer Todd Blomstrom, Community Development Director Brad Hoffman, City Attorney Mary Tietjen, and Deputy City Clerk Camille Worley. Myrna Kragness opened the meeting for the purpose of Informal Open Forum. No one wished to address the City Council. Councilmember Niesen moved and Councilmember Lasman seconded to close the Informal Open Forum. Motion passed unanimously. Informal Open Forum closed at 6:46 p.m. 2. INVOCATION Mayor Kragness introduced Father Bill Bueche, St. Alphonsus Church who offered the invocation. 3. CALL TO ORDER REGULAR BUSINESS MEETING The Brooklyn Center City Council met in Regular Session and was called to order by Mayor Myrna Kragness at 7:00 p.m. OS/22/06 1 DR.AFT 4. ROLL CALL Mayor Myrna Kragness and Councilmembers Kathleen Carmody, Kay Lasman, Diane Niesen, and Mary O'Connor. Also present were City Mana.ger Michael McCauley, Assistant City Manager/Director of Operations Curt Boganey, Public Works Director/City Engineer Todd Blomstrom, Community Development Director Brad Hoffinan, Planning and Zoning Specialist Ron Warren, City Attorney Charlie LeFevere, and Deputy City Clerk Camille Worley. 5. PLEDGE OF ALLEGIANCE The Pledge of Allegiance was recited. i 6. COUNCIL REPORT Councilmember O'Connor stated she attended the Brooklyn Center Volunteer Fire Fighter Banquet where those with 10 and 20 years of service were honored. She stated she attended the Park and Recreation meeting where the Capita.l Improvement Plan for the golf course was discussed. She highlighted the Capital Improvement Plan for the golf course. Councilmember Lasman sta.ted she attended a Crime Prevention Special meeting on May 10�'. She stated the Explorers Post completed law enforcement activities at the off site area competition. She sta.ted three teams of four people each attended the competition from Brooklyn Center where one team took first place in the area of crime scene search. She stated the teams and their instructing officers did a great job and should be commended. She sta.ted they discussed a new NLO and Cadet that were hired to work with the Code Enforcement department over the summer and with immigrant new comers to explain the basic ordinances of the City. She stated there was also a discussion on the Hennepin County Dispatch transition from the City of Brooklyn Center to Hennepin County where the Police Chief expressed expectation of a seamless transition. She stated on May 16 she attended the Housing Commission meeting. She sta.ted they will be visiting individual neighborhoods within the City to make a list of amenities and updates to the property for a possible publication providing ideas to other residents of the �a r� Ci She stated the Commission will Av nue tY start on 53 Avenue to 57 e alon with Lo an g g Avenue and Lyndale Avenue. She stated she attended the Crime Prevention Golf Tournament c� Fundraiser on May 19 where Police Lieutenant Kevin Benner made a hole-in-one. I Councilmember Carmody stated she attended the Watershed Meeting and the Technical Advisory Committee meeting where the criteria on rating the capital improvement projects was discussed. She stated the budget for 2007 was also discussed. Councilmember Niesen stated she attended the Northwest Suburbs Cable Communications Commission on May 20 where federal legislation was discussed. She explained the possibility of the Federal Government granting franchises to new video/cable providers/operators. She stated this couid take away the control from the City where collected fees would be lost, jeopardizing Cable Channel 12. She sta.ted St. Louis Park made a presentation on WIFI and discussed competing to offer wireless internet city-wide. She stated this issue will be discussed in September. She sta.ted she spoke to Tim Gaffron regarding the City's replacement of cable equipment. OS/22/06 2 DRAFT Mayor Kragness discussed the process of dangerous dog hearings and reminded the public that the City monitors dangerous dogs. She stated on May l l she attended the Chamber Luncheon and the open house of the new brewery on May 12�'. She stated on May 18�' she attended the AMM's final meeting of the year and her final meeting where she received a certificate of appreciation. She sta.ted she also attended the Brooklyn Center Volunteer Fire Fighter Banquet. 7. APPROVAL OF AGENDA AND CONSENT AGENDA Councilmember O'Connor requested that item 7d. be moved from the consent agenda to the regular addenda for discussion. Councilmember Lasman inquired about Councilmember Niesen's changes to the May 8�' Work Session meeting minutes. Councilmember Niesen responded that the change is in addition to the proposed minutes. Councilmember Carmody moved and Councilmember Lasman seconded to approve the consent agenda and agenda as amended, with the removal of Item No. 7d from the Consent Agenda to Council Consideration Item No. 9d and amendments to the May 8, 2006 Regular Session minutes and May 8, 2006 Work Session minutes as submitted by Councilmembers O'Connor and Niesen and the following consent items were approved as amended: 7a. APPROVAL OF MINUTES 1. May 1, 2006 Board of Appeal and Equalization 2. May 8, 2006 Study Session 3. May 8, 2006 Regular Session 4. May 8, 2006 Work Session 7b. LICENSES AMUSEMENT DEVICE Family Dollar #5110 2105 57�' Ave North Family Dollar #4514 6223 Brooklyn Boulevard B.C. Community Center 6301 Shingle Creek Parkway MECHANICAL Anderson Heating A/C 4347 Central Ave NE, Columbia Heights Faircon Service Company 2560 Kasota Ave, St. Paul Grenda.hl Mechanical Inc 6135 Kellogg Ave S, Minneapolis MOTOR VEHICLE DEALE1tSHIP Brookdale Metro Mitsubishi 7235 Brooklyn Boulevard RENTAL Renewal (There were no calls for service for the following) OS/22/06 3 DR.AFT f 5920 Ewing Ave N(Single Family) Carl Wendy Linder 5347-49 Penn Ave N(Two Family) Karen Pelak 5256 E Twin Lake Blvd (Two Family, 1 Unit) Brian Somkhan 5300-04 Vincent Ave N(Two Family) Steven Debra Elhardt Initial (There were no calls for service for the following) 1604 67 Lane (Single Family) Hillary Iweajunwa 5200 Howe Lane (Single Family) Kazim Adgoti 5325 Humboldt Ave N(Single Family) Linda Mitchell 5755 Humboldt Ave N(Single Family) Toan Truong 6601 Unity Ave N(Single Family) Donte Jackson 7c. RESOLUTION NO. 2006-66 RATIFYING CANCELLATION OF MAY 15, 2006, CITY COUNCIL WORK SESSION WITH FINANCIAL COMMISSION Motion passed unanimously. 8. PLANNING COMNIISSION ITEM 8a. PLANNING COMMISSION APPLICATION NO. 2006-005 SUBMITTED BY MCDONALD'S US FOR SITE AND PLAN APPROVAL AND A SPECIAL USE PERMIT TO REDEVELOP THE EXISTING MCDONALD'S CONVE1vIENCE FOOD RESTAURANT INTO A NEW 78 SEAT CONVElvIENCE FOOD RESTAURANT WITH A DRIVE-UP WINDOW AT 5525 XERXES AVENUE NORTH. THE PLANNING COMMISSION RECOMMENDED APPROVAL OF THIS APPLICATION AT ITS MAY 22, 2006 MEETING. City Manager Michael McCauley stated the requested action is to approve Planning Commission Application No. 2006-005. Councilmember Niesen inquired about the Special Use application. Planning and Zoning Specialist Ron Warren and Mr. McCauley explained the process and particulars of a Special Use Permit in regards to this apglication. Councilmember Niesen requested information on the traffic flow within the site. Mr. Warren stated the access from public streets will not change much. He sta.ted from Xe�es Avenue, the areas to the south and west aze nonpublic and will serve as access to McDonald's. He discussed the current access poirits and the proposed changes to the current accesses and sta.ted the number of accesses have not changed and the circulation should remain similaz. He sta.ted tr�c will move in a counter clockwise fashion around the site. He sta.ted the landscaping plan has been revised with added tress to the southeast corner of the property. Councilmember Lasman inquired about the size of the new facility and timing of construction. Mr. Warren responded the facility will seat 78 customers and will have 14 employees. He stated the construction would start as soon as the permits are issued, with a 90 day turn around time for com letion. p OS/22/06 4 DRAFT Eric Kellogg, Engineering Firm representing McDonald's sta.ted the amount of seating will remain the same. Councilmember Niesen in uired about the ossibili of the buildin facin the other direction, q P tY g g so that patrons would be looking out the windows towards the Brookdale Mall. Mr. Kellogg responded the building is designed to fit the site. He further explained that the proposed layout helps the traffic flow and keeps distance from pedestrians and the drive through traffic. Councilmember Lasman moved and Councilmember Carmody seconded to approve Planning Commission Application No. 2006-005 Submitted by McDonald's US for Site and Plan approval and a Special Use Permit to redevelop the existing McDonald's convenience food restaurant into a new 78 seat convenience food restaurant with a drive-up window at 5525 Xerxes Avenue North subject to the following conditions recommended by the Planning Commission: 1. The building plans are subject to review and approval by the Building Official with respect to applicable codes prior to the issuance of permits. 2. Grading, drainage, utility and erosion control plans are subject to review and approval by the City Engineer prior to the issuance of permits. 3. A site performance agreement and supporting financial guarantee in an amount to be determined based on cost estimates shall be submitted prior to the issuance of permits to assure the completion of site improvements. 4. An outside trash dis und mechanical e ui ment shall be y posal facilrties and rooftop or on gro q p appropriately screened from view. 5. The building is to be equipped with an automatic fire extinguishing system to meet NFPA standards and shall be connected to a central monitoring device in accordance with Chapter 5 of the City Ordinances. 6. An underground irrigation system shall be installed in a11 landscape areas to facilitate site maintenance. 7. Plan approval is exclusive of all signery, which is subject to Chapter 34 of the City Ordinances. 8. B-612 curb and gutter shall be provided around a11 parking and driving areas. 9. The applicant shall submit an as built survey of the property, improvements and utility service lines prior to the release of the performance guarantee. 10. All work performed and materials used for construction of utilities shall conform to the City of Brooklyn Center current Standard Specifications and Details. OSl22/06 5 DRAFT 1 l. T'he applicant shall obtain an NPDES permit from the Minnesota Pollution Control Agency and provide adequa.te erosion control as approved by the City Engineering Department prior to disturbing the site. 12. This special use permit is granted for the convenience food restaurant proposal as indicated in this application. Any expansion or alteration of the use not comprehended by the zoning ordinance or these plans shall require an amendment to the special use pernut. 13. This special use pernut is subject to all applicable codes, ordinances and regulations. Any violation thereof shall be grounds for revocation. 14. The plans sha11 be modified prior to the issuance of building permits to reduce the access along the west side of the site to the access road from its current 33 ft. to a maximum width of 30 ft. 15. The landscape plans shall be modified to be consistent with the landscape point system utilized by the Planning Commission for evaluating such plans. Motion passed unanimously. 9. COUNCIL CONSIDERATION ITEMS 9a. MAYORAL APPOINTMENT FINANCIAL COMMISSION Ma or Kra ess re uested ratificati n intment of Gene Maze to the Financial Y q 0 of a o PP Commission. She stated vacancies remain on the Financial Commission. Councilmember Lasman moved and Councilmember Carmod seconded to ratify Mayoral Y Appointment of Gene Maze to the Financial Conunission. Motion passed unanimously. 9b. RESOLUTION NO. 2006-67 ACCEPTING WORK PERFORMED AND AUTHORIZING FINAL PAYMENT, IMPROVEMENT PROJECT NO. 2005-18, CONTRACT 2005-I, CENTRAL PARK BALLFIELD LIGHTING IMPROVEMENTS Mr. McCauley explained this is a previously authorized project and the resolution authorizes the installation. Councilmember Lasman moved and Councilmember Cannody seconded adoption of RESOLUTION NO. 2006-67 Resolution Accepting Work Performed and Authorizing Final Payment, Improvement Project No. 2005-18, Contract 2005-I, Central Park Ba.11field Lighting Improvements. OS/22/06 6 DR.AFT Motion passed unanimously. 9c. PRESENTATION ON EMERGENCY MANAGEMENT PREPAREDNESS AND AVIAN FLU CHIEF BO Chief Boman presented a PowerPoint Presenta.tion and discussed the following: -Terms: Seasonal Flu, Avian Flu, Pandemic Flu -Planning Assumptions for Pandemic Flu -Resources for City of Brooklyn Center Councilmember O' Connor asked what the City would do if someone in Brooklyn Center were to contract the Avian Flu. She asked if the home would be quarantined and if the City would try to locate the bird in which the virus came from. She stated concern that Brooklyn Center would be a prime location for the virus due to the abundance of birds in the City. Chief Boman responded the City would not be involved until the illness is discovered by medical personnel. He stated the County would quarantine the home if needed. He stated the only way to find out if a bird has the illness is to ca11 the Health Department if a dead bird is found. He sta.ted most likely it will be transmitted from human to human, not bird to human. 9d. (FORMERLY ITEM NO. 7B) RESOLUTION NO. 2006-68 APPROVING THE MEMORANDUM OF UNDERSTANDING FOR LELS LOCAL 86 (LIEUTENANTS/SERGEANTS) AND THE CITY OF BROOKLYN CENTER FOR THE POST EMPLOYMENT HEALTH CARE SAVINGS PLAN Councilmember O'Connor asked how many employees axe in Local 86. Mr. McCauley responded roughly nine to 10 and explained that this resolution pertains to the Lieutenants and Sergeants. Councilmember O'Connor stated concern that this undertaking will be a burden on the City, particularly taking care of the health care savings account after the employee retires. Councilmember Carmody moved and Councilmember Lasman seconded adoption of RESOLUTION NO. 2006-68 Resolution Approving the Memoranduxn of Understanding for LELS Local 86 (Lieutenants/Sergeants) and the City of Brooklyn Center for the Post Employment Health Care Savings Plan. Councilmember O' Connor voted against the same. Motion carried. 10. ADJOURNMENT Councilmember Carmody moved and Councilmember Lasman seconded adjournment of the City Council meeting at 8:07 p.m. Motion passed unanimously. City Clerk Mayor OS/22/06 7 DRAFT MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL/ECONOMIC DEVELOPMENT AUTHORITY OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA WORK SESSION May 22, 2006 CITY HALL COUNCIL CHAMBERS CALL TO ORDER The Brooklyn Center City CounciUEconomic Development Authority met in Work Session and was called to order by Mayor/President Myrna Kragness at 8:15 p.m. ROLL CALL Mayor/President Myrna Kragness and Councilmembers/Commissioners Kathleen Carmody, Kay Lasman, Diane Niesen, and Mary O'Connor. Also present were City Manager/Executive Director Michael McCauley, Assistant City Manager/Director of Operations Curt Boganey, Director of Fiscal Support Services Dan Jordet, and Deputy City Clerk Camille Worley. ACTIVE DISCUSSION ITEMS: 1. 2007 Budget Development Overview Discussion a. Overview of 2006 budget and priorities b. Overview of 2007 budget development issues City Manager/Executive Director Michael McCauley discussed the major review of the Capital Improvement Plan. He sta.ted there are a few large capital planning items that Staff needs be focused on for a timely completion. He stated normally, the City would be reviewing other cities salaries and benefits and preparing a compensation analysis. He explained that local government aid has not been determined at this time and more information will be available in August. 2. Individual Council requested potential budget process requests for City Council direction on whether to pursue discussion, research, and/or analysis for future budget meetings: a. Council Member Niesen: i. Lighting for Lions Park ball fields Councilmember Niesen sta.ted she received complaints regarding the lighting at Lions Park ball fields because the games must end by 8:00 p.m., due to the lack of lighting. Mr. McCauley stated lighting for Lions Park ball fields is not something the City includes in the capital improvement plan. OS/22/06 1 DR.AFT ri. Post-employment benefits iii. Employee benefits iv. GASB 43 45 Councilmember Niesen inquired about whether the post-employment benefits would impact the budget or not. Mr, McCauley stated some monies are already identified for the post employment benefits. He sta.ted that it has been funded in the past, will continue to be funded, and should be monitored. He discussed the cafeteria dollars available to the current employees. He stated the only post employment benefit offered to those hired before January 1, 1992, are single health insurance if they have 25 continuous years of service. v. Employee benef ts as a percent of overall salary and benefit variances between salary categories Councilmember Niesen sta.ted private sector generally allocates 30% to employee benefits and asked what percentage the City provides. Mr. McCauley responded the average paid einployees are given close to 30% benefits; however the higher salaried employees are further from the 30% benefits. He sta.ted the cafeteria payment is the same for all paid employees. Mr. McCauley and Councilmember Niesen discussed the difference between union and nonunion employees in terms of compensation and the process of determining their percentage of benefit. vi. Dedication of cable funds for cable equipment Mr. McCauley stated the cable equipment information will return to the City Council when the information has been collected from Tim Gaffron. Mayor Kragness and Kay Lasman stated they were under the impression that the cable equipment funds would come from the General Fund. Mr. McCauley discussed different equipment upgrading options. He stated information on the options would be before the City Council at a later date. Councilmember Niesen stated concern that the money in the General Fund is for replacement of staff computers and not for the upgrade of cable equipment. vii. Cities used for salary comparisons Councilmember Niesen suggested that the City compare its salaries to closer Cities, other than White Beaz Lake, Shoreview, and Edina. Mr. McCauley responded the City of Brooklyn Center does not use Edina when comparing salaries. Councilmember Niesen stated the surrounding Cities should be used as comparisons. Mr. McCauley stated White Bear Lake helps to lower the average salary. He stated some surrounding cities would raise the average employee salary. OS/22/06 2 DRAFT I Mr. McCauley explained that the Financial Commission generally looks at established or older cities with similar populations. He continued by discussing the method in which comparable cities are selected. Councilmember Niesen sta.ted she understands the process better now and is satisfied with the current comparable cities. viii. Having the city research and offer civics classes Councilmember Niesen stated she hopes that the City can offer civics classes amongst fihe other classes offered. Councilmember Carmody responded the Anoka Hennepin and Brooklyn Center School districts have adult education classes. She stated the school districts are better equipped to teach the classes, however she would be in favor of supporting such programs. Councilmember Lasman stated the adult education classes are beyond community education and are offered to everyone. Mr. McCauley sta.ted District 281 has a welcome center for immigrants where classes are offered. The Council discussed programs offered by different organizations in the area. Councilmember Niesen stated she would contact the Adult Education Center on Brooklyn Boulevard to fmd out more information on classes offered at their facility. 3. Council Direction: a. Operations target i. Continue current level, sustain, increase, or decrease b. Budget development Councilmember Carmody inquired about the stated increase in wages and insurance amount of $300,000 to $35Q,000 and asked if it included the pension rates. Mr. McCauley stated the estimate is a rough estimate. He stated if not covered, some additional funding will be available after the conversion of Police dispatch to Hennepin County. The City Council discussed the funds allocated to the Watershed District and wetland project. Public Works Director/City Engineer Todd Blomstrom stated it will take approximately six months to have all the issues resolved at the Watershed. MISCELLANEOUS Councilmember O'Connor inquired about the hotel at the Earle Brown Heritage Center. Mr. McCauley stated that the revised proposal should be received soon. Councilmember O'Connor stated she would like the budget at zero with no increases for next year and she would like to see the City get out of enterprises such as the Earle Brown Heritage 05/22/06 3 DRAFT I Center, Community Center, and Liquor Stores to reduce staff and thus reduce the budget and taxes. It was the consensus of the City Council to discuss the City Manager review form in February 2007. Mr. McCauley stated the form would be kept with the packet. He stated the item could be placed on the February 2007 agenda.. Councilmember Niesen stated she would like it to be placed on the agenda for the first meeting in February 2007. i Mayor Kragness stated she will not be attending the budget meeting with the Financial Commission on June 5�'. ADJOURNMENT Councilmember/Commissioner Carmody moved and Councilmember/Commissioner Lasman seconded adjourninent of the City CounciUEconomic Development Authority Work Session at 9:20 p.m. Motion passed unanimously. I Ci Clerk ty Mayor/President OS/22/06 4 DRAFT City Council Agenda Item No. 7b City of Brooklyn Center A Millennium Community TO: Michael J. McCauley, City Manager FROM: Sharon Knutson, Ci Clerk ri DATE: June 7, 2006 SUBJECT: Licenses for Council Approval The following companies/persons have applied for City licenses as noted. Each company/person has fulfilled the requirements of the City Ordinance governing respective licenses, submitted appropriate applications, and paid proper fees. Licenses to be approved by the City Council on June 12, 2006, are as follows: AMUSEMENT DEVICE AMF Earle Brown Lanes 6440 James Circle CDL Maple Grove, MN B.C. Community Center 6301 Shingle Creek Parkway Davanni's 5937 Summit Drive MCTO 6845 Shingle Creek Parkway B.C. Legion 6110 Brooklyn Blvd Denny's Restaurant 6405 James Circle Metro Coin of Minnesota 6301 Shingle Creek Parkway Theisen Vendins Comnanv Golden Valley, MN B.C. Community Center 6301 Shingle Creek Parkway Family Dollar #4514 6223 Brooklyn Blvd Family Dollar #5110 2105 57�' Ave N GARBAGE HAULER BFI Waste Systems Circle Pines, MN Darling International Inc Blue Earth, MN Walz Brothers Sanitation Maple Grove, MN MECHANICAL Dependable Indoor Air 2619 Coon Rapids Blvd NW, Coon Rapids Kingsway Mechanical 6250 Hwy 12, Maple Plain Metro Sheet Metal Inc. 3260 Fanum Road, St. Paul 6301 Shingle Creek Parkway Recreation and Community Center Phone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 www.cityofbrooklyncenter.org Page 2 Licenses for Council Approval June 12, 2006 I RENTAL Renewal (There were no calls for service for the following) 2401 54�' Ave N(Two Family, One Unit} Joseph Linda Hoffinan 5401 Brooklyn Blvd (Single Family) Northport Properties 5415 Brooklyn Blvd (Single Family) Duane Orn 5235 Drew Ave N(Two Family, One Unit) Jay Nelson Battenberg Initial 15313 62 Ave N(Single Family) Doua Yang ADDRESS NOT VALID 5901 Aldrich Ave N(Single Family) Scott Vickie Huber NONE 6012 Halifax Ave N(Single Family) Kris Knosalla NONE 5419 Humboldt Ave N(Single Family) Pineda Cecilia ASSAULT-AGGRAVATED-2ND DEG-DANGEROUS WEAPON-GUN 5556 Logan Ave n(Single Family) Nick Morris NONE 3306 Quarles Road (Single Family) John Sonja Simpson NONE I City Council Agenda Item No. 7c r Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION DECLARING EARLE BROWN DAYS AS A CIVIC EVENT FROM JUNE 22 THROUGH JUNE 24, 2006 WHEREAS, the purpose of Earle Brown Days is to promote the City of Brooklyn Center, its people, and amenities; and WHEREAS, residents, the city, community civic groups, and businesses participate in the annual civic celebration to demonstrate the vitality of the City of Brooklyn Center; and WHEREAS, in order for Earle Brown Days, Inc. to schedule certain events requiring Brown Da s to be declared a City-issued admmistrative land use permrts, rt is necessary for Earle y civic event. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that Earle Brown Days are declared a civic event from June 22, 2006 through June 24, 2006. June 12. 2006 Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. I I �ity Council Agenda Item No. 7d i Date: June 8, 2006 To: Mayor and City Council������ From: Curt Boganey, Acting C' ager RE: Scheduling Date and Time for Joint Meeting of the City Council/EDA and Opportunity Site Task Force to Review Proposals Received for the 57 and Logan Avenues Redevelopment Site RECOMMENDATION It is recommended that a joint meeting between the City Council with the Opportunity Site Task Force be set for June 28�' 2006 at 7:00 p.m. at City Hall to review proposals submitted for the redevelopment of the 57�' and Logan Avenue redevelopment site. BACKGROUND On February 27�', the City Council accepted the report and recommendations of the Opportunity Site Task Force including recommendations regarding the redevelopment of the 57 and Logan Site. On this same date the EDA directed the staff to solicit development proposals for the 57 and Logan site. A request for proposals was prepared and a public solicitation was made to potential property developers. The deadline for submissions was Thursday June 1, 2006. The City received development proposals from RER Acquisitions LLC and Steiner Development, Inc. Staff is in the process of evaluating each of these proposals against the criteria established. The preliminary assessment is that each of these proposals is responsive to the RFP requirements. At the proposed joint meeting, staff will provide the Council and the Task Force with its analysis of the responsiveness of each proposal to the RFP. Each respondent will be given an opportunity to explain their proposal and answer question from the Joint meeting members. Following the reviews further direction from the Council is requested. i Ci Council A enda Item No. 7e �Y g City of Brooklyn Center A Millennium Community MEMORANDUM DATE: June 5, 2006 TO: Michael McCauley, City Manager FROM: Todd Blomstrom, Director of Public Works SUBJECT: Resolution Accepting Work Performed and Authorizing Final Payment, Improvement Project No. 2004-14, Contract 2004-H, Shingle Creek Parkway and Summit Drive Street and Utility Improvements On May 9, 2005 the City Council awarded Contract 2004-H to Hardrives Incorporated of Rogers, Minnesota for the construction of the Shingle Creek Parkway and Summit Drive Street and Utility Improvement project. Hardrives Construction has completed the construction work and is now requesting final payment for the project. The original contract amount was $2,038,021.85. The City Council approved Change Order Nos. 1 and 2 on August 22, 2005 and Change Order No. 3 on February 27, 2006 in order to revise the scope of work for the project based on field conditions encountered during construction. The total value of work certified for final payment is $2,073,789.61, which includes all change orders and final contract quantity adjustrnents. The change orders and final quantity adjustments result in an increase from the original contract amount of less than two (2) percent. Attached for consideration is a City Council resolution accepting the work performed and authorizing final payment for the total amount of $2,073,789.61 for Contract 2004-H, Shingle Creek Parkway and Summit Drive Street and Utility Improvements. 6301 Shingle Creek Parkway Recreation and Community Center Phone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 F'AX (763) 569-3494 www.cityofbrooklyncenter.org Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION ACCEPTING WORK PERFORMED AND AUTHORIZING FINAL PAYMENT, IMPROVEMENT PROJECT NOS. 2004-14, CONTRACT 2004-H, SHINGLE CREEK PARKWAY AND SUMMIT DRIVE STREET AND UTILITY IMPROVEMENTS WHEREAS, pursuant to a written contract signed with the City of Brooklyn Center, Minnesota, Hardrives Incorporated of Rogers, Minnesota has completed the following improvement in accordance with said contract: Improvement Project Nos. 2004-14, Contract 2004-H, Shingle Creek Parkway and Summit Drive Street and Utility Improvements NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota that: 1. It is hereby directed that final payment be made on Contract 2004-H, Shingle Creek Parkway and Summit Drive Street and Utility Improvements, taking the contractor's receipt in full upon the City Engineer receiving an IG134 form from the contractor. The total estimated amount to be paid for said improvements under said contract shall be $2,073,789.61. 2. The estimated project costs and revenues are hereby amended as follows: COSTS As Annroved Award As Final Contract 2,038,021.85 2,017,039.95 Contingency Costs 179,322.09 48,380.00 Change Order No. 1 0 3,872.00 Change Order No. 2 0 20,738.60 Change OrderNo. 3 0 32,139.06 Subtotal Construction Cost 2,217,343.94 2,122,169.61 Admin/LegaUEng. 120,800.00 108,500.00 Total Estimated Project Cost 2,338,143.94 2,230,669.61 RESOLUTION NO. REVENUES As Annroved Award As Final Street Assessment 302,440.46 302,440.46 I Storm Drainage Assessment 9,028.22 9,028.22 Water Utility Fund 79,994.83 70,323.49 Sanitary Sewer Utility 140,298.00 138,902.38 Storm Drainage Utility Fund 283,686.38 289,469.47 Ca ital Im rovement Fun p p d 123,811.33 115,104.56 Street Construction Fund 77,221.82 96,307.45 EBHC Fund 61700 117,126.75 117,366.24 Municipal State Aid Fund $1.204.536.15 $1,091,727.34 Total Estimated Revenue $2,338,143.94 $2,230,669.61 Date Mayor ATTEST: Ciry Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. City Council Agenda Item No. 7f i i City of Brooklyn Center A Millennium Community MEMORANDUM DATE: June 5, 2006 TO: Michael McCauley, City Manager FROM: Todd Blomstrom, Director of Public Works fi�Y SUBJECT: Resolution Accepting Work Performed and Authorizing Final Payment, Improvement Project Nos. 2005-01, 02, 03, 04, Contract 2405-A, Lions Park South Area Neighborhood Street, Storm Drainage and Utility Improvements On April 25, 2005 the City Council awarded Contract 2005-A to Arcon Construction Company, Inc. of Harris, Minnesota for the construction of the Lions Park South Neighborhood Street and Utility Improvement project. Arcon Construction has completed the construction work and is now requesting final payment for the project. The original contract amount was $2,565,408.58. The City Council approved Change Order No. 1 on November 14, 2005 in order to revise the scope of work pursuant to the written contract. The total value of work certified for final payment is $2,606,449.50, which includes Change Order No. 1 and final contract quantity adjustments. The change order and final quantity adjustments result in an increase from the original contract amount of less than two (2) percent. Attached for consideration is a City Council resolution accepting the work performed and authorizing final payment for the total contract amount of $2,606,449.50 for Contract 2005-A, Lions Park South Area Neighborhood Street, Storm Drainage and Utility Improvements. 6301 Shingle Creek Parkway Recreation and Community Center Phone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 www. cityo fbrooklyncenter.org Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION ACCEPTING WORK PERFORMED AND AUTHORIZING FINAL PAYMENT, IMPROVEMENT PROJECT NOS. 2005-01, 02, 03, AND 04, CONTRACT 2005-A, LIONS PARK SOUTH AREA NEIGHBORHOOD STREET, STORM DRAINAGE AND UTILITY IMPROVEMENTS WHEREAS, pursuant to a written contract signed with the City of Brooklyn Center, Minnesota, Arcon Construction Company, Inc: of Harris, Minnesota has completed the following improvement in accordance with said contract: Improvement Project Nos. 2005-01, 02, 03 04, Contract 2005-A, Lions Park South Area Neighborhood Street, Storm Drainage and Utility Improvements NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota that: 1. It is hereby directed that final payment be made on Contract 2005-A, Lions Park South Street and Utility Improvements, taking the contractor's receipt in full upon the City Engineer receiving an IC-134 form from the contractor. The total estimated amount to be paid for said improvements under said contract shall be $2,606,449.50. 2. The estimated project costs and revenues are hereby amended as follows: COSTS As Apnroved Award As Final Contract 2,565,408.58 2,592,347.25 Contingency Costs 256,540.86 15,260.80 Change Order No. 1 0 14,102.25 Subtotal Construction Cost 2,821,949.44 2,621,710.30 Admin/Legal/Engr. 265,000.00 172,000.00 Refarestation 27,000.00 26,522.00 Street Lights 78,500.00 35,345.01 Total Estimated Project Cost 3,192,449.44 2,855,577.31 I RESOLUTION NO. REVENUES As Approved Award As Final Street Assessment 553,655.00 553,655.00 Storm Drainage Assessment 187,694.00 187,694.00 Water Utility Fund 629,573.65 494,338.02 Sanitary Sewer Utility 596,513.19 530,988.33 Storm Drainage Utility Fund 349,351.59 471,193.80 Street Construction Fund 822,162.01 582,363.15 Street Light Utility 53,500.00 35.345.01 Total Estimated Revenue 3,192,449.44 2,855,577.31 Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. City Council Agenda Item Na. 8a MEMO To: Michael J. McCauley, City Manager From: Ronald A. Warren, Planning and Zoning Specialist Subject: City Council Consideration Item Planning Commission Application No. 2006- 006 Date: June 6, 2006 On the June 12, 2006 City Council Agenda is Planning Commission Application No. 2006-006 submitted by Nearco IV, LLC requesting Preliminary Plat approval to combine two tracts of land at the southwest corner of 56th Avenue North and Xen�es Avenue North (5545 Xerxes Avenue North) into a single lot. Attached for your review are copies of the Planning Commission Information Sheet for Planning Commission Application No. 2006-006 and also an area map showing the location of the properiy under consideration, the Planning Commission minutes relating to the Commission's consideration of this matter and other supporting documents. This matter was considered by the Planning Commission at their May 25, 2006 meeting and was recommended for approval. It is recommended that the City Council, following consideration of this matter, approve the application subject to the conditions recommended by the Planning Commission. Application Filed on 5-4-06 City Council Action Should Be Taken By ?-3-06 (60 Days) Planning Commission Information Sheet Application No. 2006-006 A licant: Near IV L PP co L C Location: Southwest Corner of 56th and Xerxes Avenue North Request: Preliminary Plat The applicant is seeking Preliminary Plat approval to combine two parcels of land at the southwest corner of 56` Avenue North and Xerxes Avenue North into a single lot. The site in question is the Wendy's restaurant at 5545 Xerxes Avenue North and is made up of two tracts of land legally described as Tracts L and K, RLS 1419. These two parcels were the subj ect of a preliminary plat in 1994 under Planning Commission Application No. 94006 to accomplish the same thing. That Preliminary Plat comprehended the same combination and was recommended for approval by the Planning Commission on June 16, 1994 and approved by the City Council on June 27, 1994 subj ect to four conditions of approval. For some reason, a final plat was not pursued and the properties were never combined into a single parcel of land through the platting process as required by Section 35-540 of the zoning ordinance (copy attached). The properties, however, were "combined for tax purposes" through an administrative procedure and have been considered a single lot for development purposes for some time but have two legal descriptions. Section 35-540 regarding combination of land parcels requires "multiple parcels of land which are contiguous and adjacent and which are proposed to serve a single development use and which are under common ownership shall be combined into a single parcel through platting or Registered Land Survey". The completion of the entire platting process will bring this site into compliance with the city's zoning ordinance. The property in question is zoned C-2 (Commerce) and is the site of the Wendy's restaurant and adjoining parking lot. Tract L, RLS 1419, is .975 acres and contains the restaurant building which is approximately 3,334 sq. ft. in area and a 40 stall parking lot. Tract K, RLS 1419, is .344 acres and contains a 28 stall parking lot which is connected to Tract L through a common drive. Wendy's in 1993 originally acquired Tract L, which was the site of a Midwest Federal Bank. The bank was demolished to make way for construction of the restaurant. Wendy's later acquired Tract K, which was an off site parking lot for a neighboring restaurant that was demolished for a new retail building in the area. Wendy's modified and landscaped the old parking lot to accommodate its needs and connected it to the main parking lot. Because of this, they were required to combine the two lots into a single lot pursuant to Section 35-540. As stated previously, the plat was never finalized and filed. The City is still holding a$60,000 site performance guarantee to assure the platting and the landscaping on the south parking lot site. If these matters are addressed, the performance guarantee may be recommended to the City Council for release. 5-25-06 Page 1 The applicant has submitted survey data showing the properties to be combined, utility service lines and access to Xerxes and the private (non-public) drive to the west of the site that serves this property and adjacent properties. Each of the properties in this area share ownership and maintenance responsibilities for this private roadway. The Director of Public Works/City Engineer is reviewing the Preliminary Plat and may make written comments which will be attached for the Commission's review. The applicant has indicated the desire to receive Preliminary and Final Plat approval by the City Council at the same time. This will be a matter of his ability to complete all the requirements of Final Plat approval such as County review and title work from the City Attorney. If this can be accomplished, it may be possible to have the Preliminary and Final Plat approved by the City Council at the same time. Because it has been approximately 12 years since the City Council approved the Preliminary Plat, we believe it would be appropriate to repeat the entire process even though essentially there has been no change in the proposal. This is the reason this application is now before the Planning Commission and City Council. A public hearing has been scheduled for the Preliminary Plat and notice of the Planning Commission's consideration has been published in the Brooklyn Center Sun/Post. RECOMMENDATION The Preliminary Plat appears to be in order and is recommended for approval subject to the following conditions: l. The Final Plat is subject to review and approval by the City Engineer. 2. The Final Plat is subject to the provisions of Chapter 15 of the City Ordinances. 3. The financial guarantee being held for Planning Commission Application No. 93009 submitted by Wendy's International shall not be released until the Final Plat has been approved by the City Council and filed with Hennepin County and all landscaping and parking lot improvements comprehended under the expanded parking lot plan have been completed and axe in compliance with the maintenance provisions of the executed performance agreement. Page 2 City o f Brooklyn Center A Millennium Community MEMORANDUM DATE: May 18, 2006 TO: Ron Warren, Planning and Zoning Specialist FROM: Todd Blomstrom, Director of Public Works �j� SUBJECT: Preliminary Plat Wendys Brooklyn Center Planning Commission Applications 2006-006 Public Works Department staff reviewed the preliminary plat for WENDYS BROOKLYN CENTER submitted for review under Planning Commission Application 2006-006. The preliminary plat is recommended for approval subject to any conditions established by the City Attorney based on a review of an updated (within past 30 days) certified abstract of title or registered property report provided by the applicant. 6301 Shingle Creek Parkway Recreation and Community Center Phone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 tvwtv.ci.tyofbrooklyncenter.org S s Y: :Z.:: �r,;:.v i:• t 4i�/Glf'1 Y O i:�7�� r:�j?�. �N1..: �i� n:T'� +w. 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I 1 F� In nl�ren�e �o I�em no 16 In Teelr A el 1�� NTNFCeM Su.rOartla w� an no� ewan W enY r�c�M eb�ervaEl� svtl�rce W�aM moN�q woM1 I 1 NORTH ol �n re�.ren�� m ��m no ta In Tsew n e� m� n�tanesm sia�ware� w� an na awa.. ol env oeaemei� 1 1 1 w pvE �vb�nc� b MM v1U NrMO 4en u�eE aa a�NIJ was�e tlump. aunp or unparv bnE�ll. s�. I 1 h......_ 0 .N Cn N�ifr.w 0 20 �0 i.i�...�.��.. s 1 3 1 1� I ALTA/ACSM Land 1 `;j='� sc�� WcMNL.LkM mmK.eu�m.�..rm.xeno TideSurvey 55thAverweNoRh .ro, 1111". 93-112C n......, m ....�n N.. ts..•�• .a. eze>x+ s u �.v,. i:. :�.t..':: Sheet 1 of 1 4. No accessory building shall be provided with sanitary sewer facilities. 5. No more than two accessory buildings sha(1 be permitted on any one residential premises. 6. The total ground coverage of the accessory building or buildings shall not exceed the ground coverage of the principal building. 7. No basement, cellar, garage, tent, or accessory building shall at any time be used as a residence or dwelling, temporarily or permanently. 8. All dwellings shall be on permanent foundations which comply with the State Building Code and which are solid for the complete circumference of the dwelling, except that accessory uses such as screened or enclosed porches, canopies, decks, balconies, stairs, etc., may be placed on a noncontinuous permanent foundation as approved by fhe Buil�ciing Official. 9. The width and the depth of the main portion of any dwelling built after July 23, 1983, shall be no less than 18'. Section 35-540. COMBINATION OF LAND PARCELS. Multiple parcels ofland which are contiguous and adjacent and which are proposed to serve a single development use and which are under common ownership shall be combined into a single parcel through platting or registered land survey. Section 35-560. VISIBILITY AT INTERSECTIONS. In order to preserve and promote the public safety, nothing shall be erected, placed, planted, maintained, or allowed to grow on a corner lot in any district in such a manner as materially to impede vision between a height of two and one- half feet and 10 feet above the centerline grades of the intersection streets in the triangle bounded by the property lines of such corner lot and a straight line joining points on such property lines 25 feet from their intersection of the property lines. I Ciry of Brooklyn Center 35-73 December .3, 2005 I MINUTES OF THE PROCEEDINGS OF THE PLANNING COMMISSION OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA STUDY SESSION MAY 25, 2006 CALL TO ORDER The Planning Commission meeting was called to order by Chair Willson at 7:04 p.m. ROLL CALL Chair Tim Willson, Commissioners Gary Ford, Sean Rahn, and Tim Roche were present. Also present were Secretary to the Planning Commission/Planning and Zoning Specialist Ronald Warren, and Planning Commission Recording Secretary Rebecca Crass. Commissioners Boeck I and Parks were absent and unexcused. Commissioner Lund was absent and excused. APPROVAL OF MINUTES MAY 11, 2006 There was a motion by Commissioner Roche, seconded by Commissioner Ford, to approve the minutes of the May 11, 2006 meeting as submitted. The motion passed. CHAIR' S EXPLANATION Chair Willson explained the Planning Commission's role as an advisory body. One of the Commission's functions is to hold public hearings. In the matters concerned in these hearings, the Commission makes recommendations to the City Council. The City Council makes all final decisions in these matters. APPLICATION NO. 2006-006 NEARCO N, LLC Chair Willson introduced Application No. 2006-006, a request for Preliminary Plat approval to combine two tracts of land at the southwest corner of 56�` Avenue North and Xer�ces Avenue North (5545 Xe�es Avenue North) into a single lot. Mr. Warren presented the staff report describing the location of the properiy and the proposal. (See Planning Commission Information Sheet dated 5-25-06 for Application No. 2006-006 and the Director of Public Works/City Engineer's memo dated 5-18-06, attached.) He explained that these two parcels were the subject of a Preliminary Plat in 1994 under Planning Commission Application No. 94006 and received Planning Commission approval on June 16, 2004 and City Council approval on June 27, 1994. A final plat was not pursued at that time and the properties were never combined into a single parcel through the platting process. PUBLIC HEARING APPLICATION NO. 2006-006 There was a motion by Commissioner Ford, seconded by Commissioner Rahn, to open the public hearing on Application No. 2006-006, at 7:18 p.m. The motion passed unanimously. Chair Willson called for comments from the public. Mr. Dave Hagen, Planner with Louck's Associates, introduced himself to the Commission. He I explained that he represents the applicant and that they prepared the survey for the property being considered for Preliminary Plat approval. He further stated that this application is similar to that presented for approval in 1994. He noted that the owner of the properiy became awaxe of the absence of a final plat having been filed following the recent sale of the property. No other persons from the public appeared before the Commission during the public hearing on Application No. 2006-006. CLOSE PUBLIC HEARING There was a motion by Commissioner Rahn, seconded by Commissioner Roche, to close the public hearing on Application No. 2006-006, at 7:23 p.m. The motion passed unanimously. The Chair called for further discussion or questions from the Commissioners. The Commissioners interposed no objections to approval of the Application. A�TION TO RECOMMEND APPROVAL OF APPLICATION NO. 2006-006 NEARCO IV, LLC There was a motion by Commissioner Rahn, seconded by Commissioner Ford, to recommend to the City Council that it approve Application No. 2006-006 submitted by Nearco IV, LLC for relimin lat a roval to combine two tracts of land at the southwest corner of 56 Avenue P �Y P PP North and Xences Avenue North (5545 Xerxes Avenue North) into a single lot subject to the following conditions: 1. The Final Plat is subject to review and approval by the City Engineer. 2. The Final Plat is subject to the provisions of Chapter 15 of the City Ordinances. 3. The financial guarantee being held for Planning Commission Application No. 93009 submitted by Wendy's International shall not be released until the Final Plat has been approved by the City Council and filed with Hennepin County and all landscaping and parking lot improvements comprehended under the expanded parking lot plan have been completed and are in compliance with the maintenance provisions of the executed performance agreement. The Council will consider the application at its June 12, 2006 meeting. The applicant must be present. Major changes to the application as reviewed by the Planning Commission will require that the application be returned to the Commission for reconsideration. OTHER BUSINESS There was no other business. ADJOURNMENT There was a motion by Commissioner Roche, seconded by Commissioner Ford, to adjourn the Planning Commission meeting. The motion passed unanimously. The meeting adjourned at 7:30 p.m. Chair Recorded and transcribed by: Rebecca Crass City Council Agenda Item No. 9a i I�emorandum Date: 7 June 2006 To: Curt Boganey Acting City Manager From: Daniel Jordet Director of Fiscal Support Services� Re: 2005 Comprehensive Annual Financial Report (CAFR) Last Monday evening the City Council and Financial Commission met in a joint working session to hear from David Mol and Andrew Herring about the results of their audit of our financial statements for the period ended 31 December 2005. This assembly of financial statements and data is known as the Comprehensive Annual Financial Report or 2005 CAFR. During the session Mr. Mol reviewed the purpose of the audit process and the results of his firm's work on the 2005 CAFR review. First, and most importantly, the City received an unqualified opinion on the presentation of the 2005 financial information, also known as a clean opinion. This indicates that the accounting and reporting systems for the City of Brooklyn Center conform in all material aspects to the regulations and practices of the Government Finance Officer's Association, the Government Accounting Standards Board, and generally accepted accounting principles. Supplemental opinions on Legal Compliance with State of Minnesota regulations and Internal Control and Operational issues revealed some adjustments that should be made to our financial data collection and reporting system. The report on City debt should be submitted to Hennepin County in a more timely manner. We will need to revise our investment policy, monitor our liquor inventory more carefully consider more checks and balances in making accounting entries, and consider alternatives for obtaining more current and accurate meter readings for our Water Utility. In all, the 2005 CAFR preparation and audit went quite well for Brooklyn Center. The report has reached the public a month earlier than in the past. The information in the report reveals a City in good financial condition who should continue to monitor itself carefully to insure its continued fiscal responsibility. The attached resolution ratifies the work done by City staff and accepts the 2005 CAFR and Audit report. Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION ADOPTING COMPREHENSIVE ANNUAL FINANCIAL REPORT OF THE CITY OF BROOKLYN CENTER FOR THE CALENDAR YEAR ENDED DECEMBER 31, 2005 WHEREAS, the City of Brooklyn Center is required by State Statute and City Charter to annually produce financial statements for submission to the Office of the State Auditor by June 30; and WHEREAS, the City of Brooklyn Center is required to provide an auditor's opinion as to the representations in the annual financial statements; and WHEREAS, the attached financial statements have been audited by HLB Tautges Redpath, Ltd. as required; and WHEREAS, HLB Tautges Redpath, Ltd. opined that the general purpose financial statements present fairly, in all material respects, the financial position of the City of Brooklyn Center as of December 31, 2005. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the Comprehensive Annual Financial Report for the City of Brooklyn Center for the calendar year ended December 31, 2005, and all supporting documentation, is hereby adopted as the official financial record for the 2005 fiscal year. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. City Council Agenda Item No. 9b City of Brooklyn Center A Millennium Community MEMORANDUM DATE: June l, 2006 TO: Michael J. McCauley, City Manager ,�F� FROM: Jim Glasoe, Director of Community Activities, Recreation and Services SUBJECT: Cable Message System Over the course of the past year, the City Council has had on-going discussions regarding the Ciiy's cable message system. As you know, our current system is outdated and not user friendly. It does not include any type of automated system that controls when items are posted and when tliey are withdrawn. This must be done manually. In addition it is a stationary unit that can only be accessed at City Hall. At its February 6 work session, the City Council authorized staff to investigate the replacement of the messaging system. After a careful review by staff, and based upon professional recommendation, staff recommends the purchase of a CastNET messaging system from Alpha Video. The new system is web based and allows multiple users at remote locations to create, edit and manage content without the need for specialized softwaxe or hardware. Remote administration and content development allows authorized users to update messages from any computer with internet access, even from home. Multi layered approval allows multiple users to manage their content while designated administrators retain complete control over what will be played and when. Interactive scheduling includes functionality that allows you to establish the dates and times when items are to be shown. This feature makes certain that outdated information is not included on the messaging system. Also, logging tools allow the administrator to obtain information about when specific information has been shown. Emergency messaging capability would allow us to get important information out fast. In the event of an emergency, CastNET allows for immediate messaging services. An authorized employee, with an approved password, could interrupt current progranuning to broadcast important information. 6301 Shingle Creek Parkway Recreation and Community Center Phone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 www.cityofbrooklyncenter.org In quoting the CastNET software and equipment, the vendor provided two options for the City. The first would have the City purchase and maintain the system. This option provides for the purchase of a designated computer "server" to house all of the software and content. The approximate cost for this option was approximately $24,000, with an additional $1,300 per year maintenance and support contract. The total cost for this option over a four year term would be just over $29,000. The other option provided was for a"hosted" system option for a four year term. Hosted means the City would receive one computer that would contain all of the appropriate hardware and software to run CastNET. This equipment would become the property of the City after the four year period. However, all cable message content would be housed and broadcast from an Alpha Video server. This option allows the City to avoid the cost of purchasing and maintaining a designated server. The cost for this option would be approximately $12,500, with annual maintenance and support included in the price. After careful consideration, including input from our Information Technology personnel and our liaison from Northwest Community Television, staff requests authorization to enter into an agreement with Alpha Video for the "hosted" option. This purchase would be funded from annual capital grant proceeds received from the Northwest Suburbs Cable Communication Commission. We anticipate that, with City Council approval, this new system would be operational by the end of this year. As always, please let me know if you have any questions, or require additional information. F t�uotation Alpha Video Inc Contact us at: 7711 Computer Avenue Phone: 952-896-9898 Edina, MN 55435 Toll Free:800-388-0008 www.alphavideo.com Fax: 952-896-9899 We are an equal opportunity employer r �.�,�_3.�� �#�i ,e Jim Glasoe Wk 763-569-3300 Bryan Nelson City of Brooklyn Center Fax 763-533-1346 952-841-3304 6301 Shingle Creek Parkway r_ Brooklyn Center MN 55430 NET 30 I 35304 I 05/17/2006 ._r�.w Descri�tion Qty Price Extended 1) 3 Year Hosted CastNET Services M/SC CastNET Hosted Services 3-Year Subscription CastNET Player Bundle 1 6,995.00 6,995.00 M/SC Two-Day On-Site Installation and Training 1 2,400.00 2,400.00 M�$C Alouic IGT Ri�nAln R ��la�n�c anrl 1Aloathpr flatal Z Voar Gihcrrintinu �„A� MISC MessageBAR (Multi-Zone Display Utiliry) 1 399.00 399.00 Subtotal 10,393.00 10,393.00 Future Renewel Pricing for Budgetary Purposes M/SC 4th Year Renewel for CastNET Hostetl Services without NewsJET 1 1,800.00 1,800.00 3 A,�/c^ Atb. I7....n...nl F.,r !`..otNCT Llnc4nrl Cnniirnc u�ith Aln�n�c ICT 1 7sIILm_ J IVI Jli I L�QJJ.DO r Accepted By: Date: "Where the Future of Digital Video Happens First" All information contained within this quote is valid for the next 30 days. Thereafter, all prices and applicable charges are subject to change. Page 1 Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AGREEMENT WITH ALPHA VIDEO FOR CABLE MESSAGING SERVICES WHEREAS, the City Council has directed staff to investigate the replacement of the cable messaging system; and WHEREAS, staff has contacted appropriate vendors and solicited the necessary quotes; and WHEREAS, the products, services and price quotation received from Alpha Video has been deemed to most closely fit the needs and financial resources of the City. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the City Manager, or their designee, is hereby authorized to enter into an agreement with Alpha Video for cable messaging services. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. City CQUncil Agenda Item No. 9c City of Brooklyn Center A Millennium Community MEMORANDUM DATE: June 8, 2006 TO: Michael McCauley, City Manager FROM: Todd Blomstrom, Director of Public Works SUBJECT: Resolution Approving Plans and Authorizing Advertisement for Bids, Improvement Project No. 2006-11, Central/Salt Storage Facility Improvements PROJECT BACKGROUND On March 13, 2006, the City Council establisbed In7provement Project No. 2006-11 and authorized a contract for the architectural design of a new salt storage facility. The purpose of this project is to construct a salt building capable of storing multiple ice control materials and conversion of the existing salt building into cold storage space for CARS and park maintenance operations. The City has been canverting several park buildings into picnic shelters over the past 10 years. This process is resulting in a long term savings in the operations and maintenance costs for the City's park system. However, the conversion process is resulting in a loss of limited storage space for park and recreation materials and equipment. In addition, the City is attempting to find ways to reduce the overall amount of chlorides used for ice control on roadways due to recent TMDL storm water management mandates. Although the existing salt building is generally in good condition, the building does not allow the storage of alternative ice control materials having lower chloride content. The existing salt building is also in a poor location to allow higher volume truck loading operations. PROJECT DESIGN PROCESS Oertel Architects have completed a design study to determine an economical and efficient plan for providing a new salt storage facility. The project development process included an analysis of long-term building construction and maintenance costs, improved truck loading operations, flexibility in storing multiple ice control materials, compact design and potential aesthetic impacts due to building heights. The project team concluded that a pre-cast concrete building design with three access bays will fulfill the basic storage purposes and provide the flexibility needed to address storage demands at a lowest overall construction and maintenance cost. 6301 Shingle Creek Parhway Recreation and Community Center P.hone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 www.cityofbrooklyncenter.org Building elevations and floor plan drawings are attached to this memorandum. The proposed building design provides the following benefits: 1. The building location would allow City plow trucks to stage within the outside storage area while awaiting loading. This change in site configuration would eliminate the current problem of blocking the flow of vehicles moving in and out of the public works facility during snow and ice control operations. 2. The proposed building design would allow plow trucks to unload directly within the building. Currently, the City's plow trucks must dump all excess salt materials within the parking lot if salt application demands are not expected within 3 days. All materials that are dumped onto the parking lot must be transferred back into the building with a loader. The current process is time consuming and requires additional equipment. 3. The building will provide three variable sized storage bays to allow storage of multiple snow and ice control materials. 4. The pre-cast design is durable and will have a low exterior maintenance demand. 5. The pitched roof design will maximize the life expectancy of roofing materials and minimizes aesthetic impacts by maintaining lower building heights adjacent to Shingle Creek Parkway. CENTRAL STORAGE IMPROVEMENTS The proposed project includes the conversion of the existing salt starage building into a cold storage building for park recreation equipment and park maintenance materials. The existing salt building size is approximately equivalent to the loss of storage space due to the conversion of park buildings into picnic shelters. The budget analysis provided in the next section includes the cost for installing pallet-type stacking shelves to maximize the storage space within the building. The proposed project budget also includes the cost for construction of an outside storage pad within the Camden Avenue site to replace the outside storage space that would be lost due to construction of the a new salt building. PROJECT BUDGET ANALYSIS The 2005 Capital Improvement Program for the City of Brooklyn Center includes a budget of $465,700 for construction of the Central Salt Storage Building Improvements. Table 1 provides a summary of the various costs associated with the project. The cost estimate includes a five percent contingency amount for building construction. Attached to this memorandum is a letter from Oertel Architects outlining specific items included in the building construction cost estimate. Table 1— Project Cost Estimate Salt Building Construction Architectural Desiqn $17,000 Survey and Engineering $4,500 Geotechnical Analysis $3,500 Building Construction $393,000 Contingency $19,000 Subtotal $437,000 Camden Site Improvements Grading, Base Bituminous Pavinq $19,300 Fencinq $13,500 Restoration $1,500 Subtotal $34,300 Conversion of Existing Building Pailet Rack $3,000 Cantilever Rack $1,800 Concrete Foundation Pad $1,100 Subtotal $5,900 Total Estimated Cost $477,200 FIRE SUPPRESSION SYSTEM The proposed building design and estimated cost provided above does not include a fire suppression system. Pre-cast concrete buildings used exclusively for salt storage generally do not include fire suppression systems due to the high corrosion environment within the building and the lack of combustible materials. The Brooklyn Center Fire Chief concurs that the proposed building use does not warrant the need for a fire suppression system. The City Building Official is investigating if City Council action is necessary to waive any applicable requirements for a fire suppression system. REQUESTED COUNCIL ACTION Attached for consideration is a City Council resolution approving the project plans and authorizing advertisement for bids. Upon receiving bids from qualified contractors, City staff would prepare a summary of the bid results and provide a recommendation for consideration of a construction contract award. OERTEL ARCHITECTS 1795 SAINT CLAIR AVENUE, SAINT PAUL, MN 55105 TEL: 651/696-5186 FAX: 651/696-5188 June 2, 2006 Mr. Todd Blomstrom City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 RE: Cost Estimate for the Salt Storage Building Project Dear Todd, The following is a projected cost estimate for the precast type salt building, based on the latest plans selected by staff. This estimate is for the construction portion of the project and includes all construction, demolition, repairs to the existing walls, permits and general conditions. General conditions: 35,000.00 Bonds, O P: 25,000.00 Demolition: 8,000.00 Earthwork: 6,000.00 Soil correction allowance: 25,000.00 Concrete: 10,000.00 Precast concrete: $220,000.00 CMU rebuilding: 5,000.00 Roofing: 20,000.00 Doors, hardware: 2,000.00 Sliding doors: 13,000.00 Special coatings: 7,000.00 Louvers, misc.: 6,000.00 Electrical: 7,000.00 Mechanical: 4.000.00 TotaL• $393,000.00 Not included in the total is the sitework, soft costs and costs associated with the Camden site. Please contact me with any questions. Sincerely, OERTEL ARCHITECTS Jeffrey L. Oertel, AIA, CCS, President PREFIN. MTL. PREFIN. MTL. O E RTE L FACIA SCUPPER A R C H I T E C T S ar. P.��. M�:,wEeot: ss�os �es,�soas�ae I o�..�.,.��,�E .s NEW RETAINING— I I WALL t CAP TO MATGN EXISTING �—SANDBLASTED gROOKLYN —f PRECAST PANEL CENTER I RIHBED PRECAST I I PANEL SALT/SAND I BUILDING I i i 6ROOKlYN CENTER, MN I I i I. 8'-0" I. CONG. BLOCK RETAINING `BERM UP TO ELEVATION WA LL I I WALL C souru ire^ r-o' I PREFIN. MTL. t2 I'-0" 0 O 9 FAQA Y I I �UNE �i, 2006 �:w TRS i c...�e n �i NEW RETAINING WALL E EXISTING GONG. BLOCK ��o i GAP ?0 MATCFI RETAINING WALL t D(ISTING PREFIN. MTL GAP .^t-,�'- �'.i �-ti 4 �t r I MER^BORr WPS aFEPnR[D -l� BY ME U aND �v 0 RE�r SUPERV�Sie�i[EOr�rA T .�E s M �vESO.A 4��� r RIBBED PRECAST� I. 8'-0" I PANEL FIBERGLASS DOOR EJ FRAME C ELEVATION EAS, �,8� �._0. �/i"'� OERTEL �/�i ARCHITECTS s,'P: w wcvo.,. ss �a`s ,6,��69<��aa �,E,.�...��,..�,..�a„ BROOKLYN e CENTER ii SALT�SAND i BUILDING i/ BROOKLVN CENTER. MN i� i �I �i,, w- DQ'10 1 RFBUILD EXISTING a CdKRETE I j H BLOCK ..o.., «_Oq I RE7AINING WALL G JUNE O5, 2006 I TRg 1� DEt10 24b' a'"' h� m.�,.. I OF IXISTING s.� r '��'�Y��� �i IXISTING e �'��l��a �Y��o•• JIA i. BUIIDING RETAINING P�C7 n,e+ WALL l�� r i� 4 9 6 3' .��';�»T..� OET10 R�UILD HEREe. r ERTivv i r.qr rHis .�sy IXIStING o Me�N wns evrrco CONCRETE £j ev ERV ro NN^cR uv BLQ:K ouwr Riaicrca�o acr�ircci RETAINING �v c s ui«vESO*n WALL Q lY "w� Q �id� {�t4' �R� ,.��.w.� SHINGLE CREfK PARKWAI' /J OERTEL ARC H ITECTS IXISTING CONCRETE�` oc..cu.cwncme.<ew BLOCK WALL %�-o• B R 00 KLYN CENTER SALT/SAND BUILDING 6ROOKLYN CEMER, MN m `SLIDING p�RS pJ Q CONi. GALVMED TRACK 0 0 m m PROPOSED SALT/SAND BLDG. I IbOB S.F. b o m 4 3r-r'' �z'-°' a° b a m y� PRECAST RETAINING WALL9 S m N :o o.,` m.0. 06 04 JuNE O5, 2006 IXISTING CONCRETE� i a.�, r BLCL'K WALL TRS :.��e... JlD b a o Q m i i 6'-O' C'-0' B'-0' e'-0' 8'-0' 8'-0' e'-0' B'-0' B'-0" I. E'-0' I_ e'-0' I. e'-0' o REO B�ME OR UuOER MH 3z�-a a2 �PCa��s�ov .v ��Lr REGtSiEVED A HREC�T rN ie�E AiE or N�NNESOiA -0 O FLOOR PLAN w. PREFtN, MTL,- OERTEL FACIA A R C H ITE CTS �p �s 9t. �,�M�WW[9a+w55105 w,,,.,fioE„6u:�.,� �.a �o� i BROOKLYN CENTER SALT/SAND 1 BUILDING r- BROOKtVN CENTER, MN i; ,KK `EXISTING BLOCK �RIBBED PRECAST �PREFIN. ROLLING MTL DOOR ON RETAINING WALL PANEL CON71NUW5 GAWINED TRAGK �,1 ELEVATION U woan� iro� r-o' oe at PREFIN. MTL. ..NNE O5, 2ow FACIA C Trts k�.�o JLD SANDBLASTED� PRECAST PANEL I I I I RIBBED PRECAST I PANEI� EXI5tIP6 �GtiK RETAIN N6 Wak.L HEREB NT Wn P REO B'r ME OR UNOER Mv OU STE�REO C iN 5 E M�NHESOTn r I w�.. L FIBERGLA55 DOOR t FRAME ,n. w., C ELEVATION WEST 1/B' 1'_O" �i I Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION APPROVING PLANS AND AUTHORIZING ADVERTISEMENT FOR BIDS, IMPROVEMENT PROJECT NO. 2006-11, CENTRAL/SALT STORAGE FAILITY IMPROVEMENTS WHEREAS, the Brooklyn Center City Council on March 13, 2006, by Resolution No. 2006-39, established Improvement Project No. 2006-11, Central Salt Storage Facility Improvements and authorized the preparation of architectural design; and WHEREAS, Oertel Architects and City staff under the direction of the City Engineer have prepared construction plans for said Improvement Project. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that: 1. The construction plans for Improvement Proj ect No. 2006-11 are hereby approved and ordered filed with the City Clerk. 2. The City Clerk shall prepare and cause to be inserted in the official newspaper and in the Construction Bulletin an advertisement for bids for the making of such improvements in accordance with the approved plans and specifications. The advertisement shall be published in accordance with Minnesota Statutes, shall specify the work to be done and shall state the time and location at which bids will be opened by the City Clerk and the City Manager or their designees. Any bidder whose responsibility is questioned during consideration of the bid will be given an opportunity to address the Council on the issue of responsibility. No bids will be considered unless sealed and filed with the City Clerk and accompanied by a cash deposit, cashier's check, bid bond, or certified check payable to the City of Brooklyn Center for 5 percent of the amount of such bid. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. i City Council Agenda Item No. 9d City of Brooklyn Center A Millennium Community MEMORANDUM DATE: June 7, 2006 TO: Michael McCauley, City Manager FROM: Todd Blomstrom, Director of Public Works SUBJECT: Resolution Amending the 2006 Central Garage Budget to Provide for the Early Order/Purchase of a Reel-Type Park Mower, Equipment No. 205 The Central Garage vehicle replacement schedule for 2007 includes the replacement of one reel- type park mower (Equipment Identification No. 205). The Public Works Department operates three large span mowers to perform a majority of the turf mowing within the 500+ acre City park system. The replacement cycle for these mowers has historically been 8-years. Mower No. 205 was originally purchased in 1998. City Mower No. 205 is scheduled to be replaced in 2007. This mower was originally scheduled to be replaced in 2006, but the replacement cycle was extended an additional year due to budget issues in 2003. The condition of this mower has substantially deteriorated over the past two years. Park maintenance staff are concerned that there will be significant mechanical problems with the unit before the end of summer based on the high usage rate. The City does not have back-up equipment to maintain park mowing levels in the event that this mower must be taken out of service for major repairs. The Central Garage Division has accumulated a sufficient replacement balance to fully fund the replacement of Mower No. 205 in 2006. The current equipment replacement balance for No. 205 as of May 31, 2006 is $63,617.60. Staff requests authorization to purchase a Toro Reelmaster 6700D mower on the State of Minnesota Cooperative Purchasing Venture Contract to replace the existing Mower No. 205. The cost of the replacement mower is $63,150. Attached for consideration is a City Council resolution authorizing the early order of one reel- type park mower unit through the State of Minnesota Cooperative Purchasing Venture. 6301 Shingle Creek Parkway Recreation and Community Center Phone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 www.cityo fbrookl��ncenter.org Meniber introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AMENDING THE 2006 CENTRAL GARAGE BUDGET TO PROVIDE FOR THE EARLY ORDER/PURCHASE OF A REEL-TYPE PARK MOWER, EQUIPMENT NO. 205 WHEREAS, the Central Garage vehicle replacement schedule for 2007 includes the replacement of one reel-type park mower, equipment number 205; and WHEREAS, the deteriorated condition of the existing reel-type park mower, equipment number 205, has resulted in the need to replace this equipment item in 2006; and WHEREAS, City of Brooklyn Center can participate in the Minnesota State Cooperative Purchasing Venture for the replacement of said park mower; and WHEREAS, a Toro Reelmaster 6700D is available on the State of Minnesota Cooperative Purchasing Venture, Contract No. 434113 at a total estimated cost of $63,150; and WHEREAS, the Central Garage Division has accumulated sufficient equipment replacement funds for equipment number 205 from the Park Maintenance Division to allow for the early order and purchase of said equipinent. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota that the early order and purchase of one Toro Reelmaster 6700D as part of the Minnesota State Cooperative Purchasing Venture at a total estimated cost of $63,150 is hereby approved. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereo£ and the following voted against the same: whereupon said resolution was declared duly passed and adopted. r' �i� t 3`;. F j �iru�� I �i��,i� ��,3 I Toro Reelmaster 6700D City Council Agenda Item No. 9e City of Brooklyn Center A Millennium Community MEMORANDUM DATE: June 6, 2006 TO: Michael McCauley, City Manager FROM: Todd Blomstrom, Director of Public Works SUBJECT: Resolution Approving Final Plat for WENDYS BROOKLYN CENTER Nearco IV, LLC has subinitted an application to combine Tracks K and L of Registered Land Survey No. 1419 as part of the final plat for WENDYS BROOKLYN CENTER. The two parcels consist of the existing Wendy's restaurant site located at southwest corner of Xences Avenue and 56`" Avenue North. The final plat is reconlmended for approval subject to the conditions established by the City Attorney based on a review of an updated (within past 30 days) certified abstract of title or registered property report provided by the applicant, conditions as previously recommended by the Planning Commission and approved by the City Council for Planning Commission Application No. 2006-006 and any conditions established by Hennepin County for recording of the plat documents. Attached for consideration is a City Council resolution to approve the Final Plat for WENDYS BROOKLYN CENTER subject to the conditions as noted above. 6301 Shingle Creek Parkway Reereation and Community Center Phone TDD Numbe* Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 www. cityo fb rooklyncenter. org Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION APPROVING FINAL PLAT FOR WENDYS BROOKLYN CENTER WHEREAS, the City Council, on June 12, 2006 approved a Preliminary Plat to combine two parcels of property located at the southwest corner of Xerxes Avenue and 56"' Avenue North (Tracks K and L of Registered Land Survey No. 1419) into one lot; and WHEREAS, Nearco IV, LLC has applied for approval of the Final Plat for WENDYS BROOKLYN CENTER as required by City Code. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota that the Final Plat for WENDYS BROOKLYN CENTER is hereUy approved, subj ect to the following conditions: 1. Conditions as previously recommended by the Planning Commission and approved by the City Council for Planning Commission Application No. 2006-006. 2. Any additional requirements for providing evidence of title satisfactory to the City Attorney based on a review of an updated (within past 30 days) certified abstract of title or registered property report provided by the applicant. 3. Any other conditions as established by Hermepin County for recording of said Final Plat. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. WENDYS BROOKLYN CENTER �R.T. DOC. No. NORTH BF�xirvGS �x( �SS�MF� 0 �0 80 KNOW ALL MEN BY THESE PRESENTS: Thal Neaim IV, LIG, a MlnnesoG IlmlteA Ileblllty eompanY, BROOKLYN CENTER MINNESOTA SCAL�� and proprletors, 01 ihe fdlowing deserfbed property sltua[ed In the County ol Hmnepin, SGte ol Minnesala, lo wll: This plat o/ WEN�YS BROOKLVN CEMER was appraved and accepted by the City Council of o ocxores i/: wcn i. wu� �awv Brooklyn Center, Minnesota, at a regular me80nq tAereof hNC this day o( upr�wcN� sEr. w.n�co "ms :e�:. Tract H, and Tratl l, ReglsleieA Land SurVey No. 7A79, Hennepin Gaunly; MinnesoG AD. 200 II applicablq the writlen eommenh and recommendations af the Commissfoner ot +uuEni rowo Transportation anA 1he Counry Nighway Engineer have been received by the Ciry or ihe prescribed 30 o[xo�cs inor� uo� Nas uused the same ta be aurveyed and p1aMaC as WENOYS BROOKIYN CENTER an0 tloea �ereby day perlod has elapsetl w1lhoW receipt a( suc� rnmments antl recommentlations, as provitle0 by �e dona�e and dediwle lo Ihe publie br publie use lorever Ihe easemenb as shoWn on thit plal /or Mlnn. 51ffiutes, Sec�bn 505.03, SubC. 2 tlrainage and u1111ty pur0oses only. �'aobs a� CITY COUNQL OF BROONLYN CENTER MINNESOTA p a �!10 In wi�ness w�ereo/ said N�arco IV, ILL, a Mlnneaala Ilmlletl Ilablllty comryny, �as ousM IAese presenb r_, 10 ba ziqnetl by Its proper o%ICer this day ol I00 8y Mayor By Manager f Neamo IV, LLC, a MinnasoW limited liability company i a, BY �o� wb; f '>1 y, 4 _'_'&*e TqXPAVER SERVICES �EPARTMENT, Henrrepin Counry, Min�esota `�L t I hereby eertify that hRes payabM in 700_ and prior yean have been paiE for land desnibed on Ihis oi�e. o,e�e m�s eaY m LOT 1 STATE OF COUNTY OF Hennepin Counry AuCitor I 1 The breqoing Inslrument was acknowledqed bebro me I�IS day o/ 200_ �y ils Neareo IV, LLL, a Mi�msoU limited B �`P��Y r I Rabilky company, on EahaN of Ihe Company. I r r I I I I SURVEV DINSION, Hennepin Counfy, Mlnnesob 1 1 rts No1ary Publie Couny, N Pursuant [o MINN. STAT. Sec. 383B.585 (t9fi9) fhis plat has 6een approved this day of BL OCK I My Commission Explres y0_ 20 I I, 3' Wlillam P. Brown, Hmnepin Counry Surveyar i fi,� I hercby certity that I have surveyed and platled the property tlescribed on thia plat as VJENDYS P� BROONLVN CENTER; Mat Ihfs plal is a correct represenleNon o/ sald survey; that all distances are B„ I d o m correctly shown on the plat In het and hundredMS of a foot; Ihat all monuments have beem m�ecNy placed in Ihe grountl as ahown; and that the outsitle 6oundary Iines are correctly desfg�ated on tha I plat; and that there are no wetlands as dMi�ed� in Minnesoh Statute 505.03 Subd. 1, or puhllc I highways 10 be detlicalM on Ihe p1aL 1 i I REGISiRAR OF TITLES, Hennepin County, Minnesab z 1: j I 1 herehy ceMy Nat the within plat af WENOY3 BROOKLVN CEMER was (led in Miz atfice thls I Hichard L. Llchl, Land Surveyor day ot y0_� at o'elock M. g 1 i Minnesola Ueense No. Y6721 f 1 j I Miehxl H. Cunnitl, Registrar o/ Titles I a I I STATE OF MINNESOTA By Deputy P .1 80 COUNTY OF HENNEPIN L=___'_"' r� I The Ioregoinq Surveyais Certiflfate was acMnowlMged be/are me lhis day OI �g3' peZp 700_ 6y RlcharA L Llchl, Land Surveyor, Minnesota Licenss No. Y672<. 1� Notary Public Gounty, Minnesob I My Commission E�pires January 31, 20_ ASSOCIATES i City Council Agenda Item No. 9f City of Brooklyn Center A Millennium Community To: Mayor Kragness and Council Membe .-Carmody, Lasman, Niesen, and O'Connar f From: Michael J. McCau� City Manager l f 12 2006 )ate: Junc Re: Council Member Niesen Requests Attached is an e-mail from Council Member Niesen today requesting information regarding the solicitation of executive recruitment firms. There was no advertisement of an rfp. Firms were solicited by e-mail. The rationale was to solicit a manageable number of proposals from a cross section of firms. The firms receiving the Council Resolution and Request for Proposals were: 1. Springsted 2. The Mercer Group 3. PAR (Paul Reaume) Group 4. Waters Consulting ru 5. The Brim G o p 6. Bob Murray Associates 7. CPS Human Resources Services 8. Robert Slavin 9. Bennet Yarger A copy of the e-mails soliciting responses is enclosed. A few e-mails bounced back due to typographical errors in the e-mail addresses and were re-sent. 6301 Shingle Creek Parhway Recreation and Community Center Phone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 www. cityo fbrooklyncenter. org Page 1 of 1 y„ Michael McCauley From: Diane Niesen Sent: Monday, June 12, 2006 9:41 AM To: Michael McCauley Cc: Curt Boganey Subject: Question for 6-12 mtg re: Recruitment Firms selection As a follow-up to our discussion this morning on the important matter of City Manager replacement,please provide the following for tonight's meeting for decision-making support. Thank you. Where you advertised to solicit RFPs/all public forums used e.g., LMC website, etc. If NO public forum was used, your rational for not publicly posting The list of 9 firms you sent RFPs to Other email/correspondence BC communicated to any of these nine firms in regard to this City Manager RFPs 6/12/2006 Page 1 of 1 Michael McCauley From: Michael McCauley Sent: Tuesday, May 09, 2006 11:43 AM To: rthistle@springsted.com; 'pmaloney@pargroupltd.com'; 'info@watersconsultiing.com'; 'apply@bobmurrayassoc.com'; 'mercer@mindsrping.com'; 'resumes@cps.ca.gov'; 'webmaster@bennettyarger.com'; 'BrimGroup@aol.com' Subject: Request for Informational Proposals Attachments: REQUEST FOR PROPOSALS.pdf; Resolution 2006-65.pdf The City of Brooklyn Center, Minnesota, is requesting informational proposals as set forth in the attached document and resolution. 6/12/2006 Page 1 of 1 �s Michael McCauley From: Michael McCauley Sent: Tuesday, May 09, 2006 11:57 AM To: 'info@watersconsulting.com' Subject: Request for Informational Proposals The City of Brooklyn Center, Minnesota, is requesting informational proposals as set forth in the attached document and resolution. 6/12/2006 Page 1 of 1 Michael McCauley From: Michael McCauiey Sent: Tuesday, May 09, 2006 11:58 AM To: 'rslavin101@aol.com' Subject: request for informational proposals Attachments: REQUEST FOR PROPOSALS.pdf; Resolution 2006-65.pdf The City of Brooklyn Center, Minnesota, is requesting informational proposals as set forth in the attached document and resolution. 6/12/2006 Page 1 of 1 Michael McCauley �rom: Michael McCauley Sent: Tuesday, May 09, 2006 11:59 AM To: 'info@watersconsulting.com' Subject: Attachments omitted from previous e-mail Attachments: REQUEST FOR PROPOSALS.pdf; Resolution 2006-65.pdf Attached are the materials omitted from the previous e-mail sorry for the error. 6/12/2006 Page 1 of 1 Michael McCauley From: Michael McCauley Sent: Wednesday, May 10, 2006 7:59 AM To: 'mercer@mindspring.com' Subject: FW: Request for Informational Proposals Attachments: REQUEST FOR PROPOSALS.pdf; Resolution 2006-65.pdf The following had a typo in the address for the Mercer Group and is being re-sent. From: P+iichael McCauley Sent: Tuesday, May 09, 2006 11:43 AM To: rthistle@springsted.com; 'pmaloney@pargroupltd.com'; 'info@watersconsultiing.com'; 'apply@bobmurrayassoc.com'; 'mercer@mindsrping.com'; 'resumes@cps.ca.gov'; 'webmaster@bennettyarger.com'; 'BrimGroup@aol.com' Subject: Request for Informational Proposals The City of Brooklyn Center, Minnesota, is requesting informational proposals as set forth in the attached document and resolution. 6/12/2006 Page 1 of 1 Michaei McCauley From: Michael McCauley Sent: Thursday, May 11, 2006 12:59 PM To: 'mercer@mindspring.com' Subject: FW: Request for Informational Proposals Attachments: REQUEST FOR PROPOSALS.pdf; Resolution 2006-65.pdf The following is being re-sent due to an error in the address used for the Mercer Group in the first e-mail. From: Michael McCauley Sent: Tuesday, May 09, 2006 11:43 AM To: rthistle@springsted.com; 'pmaloney@pargroupltd.com'; 'info@watersconsultiing.com'; 'apply@bobmurrayassoc.com'; 'mercer@mindsrping.com'; 'resumes@cps.ca.gov'; 'webmaster@bennettyarger.com'; 'BrimGroup@aol.com' Subject: Request for Informational Proposals The City of Brooklyn Center, Minnesota, is requesting informational proposals as set forth in the attached document and resolution. 6/12/2006 Yage 1 ot 1 i Michael McCauley From: Michael McCauley Sent: Monday, June 12, 2006 3:27 PM To: Diane Niesen Cc: Curt Boganey; BC City Council Subject: RE: Question for 6-12 mtg re: Springsted The specifics you have requested are not readily available without some staff research on amounts. The information on total monies paid would be available this week. Mr. Jordet is working on the information you requested on staffing and for tonight's presentation on the audit. 1. Will require looking in records. 2. Last rfp was in 2004. The next solicitation of proposals will be in 2010 for financial advisory services. The last rfp before 2004 was in 1998. (Page 262 of the City Council Reference Book) 3. As indicated, can be assembled this week. 4. Springsted has not been hired, while I have been here (I don't know about prior situations.) to undertake a complete search. Springsted has assisted in background checks for assistant city manager, finance director, police chief, and public works director searches. Bob Thistle and Sharon Kluinpp have previously participated in interview panels for assistant city manager and finance director. Springsted assisted with soliciting applicants for. the finance director and police chief positions. They may have done some other miscellaneous assisting tasks. S.See answer to #4. From: Diane Niesen Sent: Monday, June 12, 2006 12:18 PM To: Michael McCauley Cc: Curt Boganey Subject: Question for 6-12 mtg re: Springsted As regards Springsted, please provide the following information for to�ight's meeting for decision-making purposes. 1. Length of time Springsted has been our City's Fiscal Agent 2. Current contract dates with Springsted/due date of next RFP 3. Total fees our City paid to Springsted to date 2006, 2005, 2004 including direct/indirect fees (e.g., money they earned from placement of city investments) 4. Since 2003, City Positions solicited/hired using Springsted's recruiting services: position title/hire date/money our City paid to Springsted/its agents for each. If you do not have this information for tonighYs meeting, please indicate when it will be available, I could also come in. 5. Names of Springsted agents who have directed/performed any solicitation/hiring work for our City 6/12/2006 City of Brooklyn Center A Millennium Community To: Mayor Kragness and Council Members Carmody, Lasman, Niesen, and O'Connor From: Michael J. McCauley City Manager Date: May 26, 2006 �f Re: Executive Recruiting Services Requests for Proposals were sent to 9 public sector executive recruiting firms. Responses were received from 7 firms. A copy of the Request for Proposals is attached. The request sought integrated service proposals that would meet the objectives set forth in my memorandum to the City Council dated May 4`". Those objectives were to have a firm develop a profile after interviews with the City Council and staff, advertise and recruit for qualified applicants, screen applicants and conduct appropriate background checks, while being directly responsible to the City Council and ensuring compliance with applicable data and employment laws. While the request for proposals enumerated a number of tasks, the proposals are for the package of services. In order for the executive recruiting firms to deliver the services described and warrant their services, the selected firm must be able to conduct the complete package of services for the City Council. Unbundling would not be in the City's best interests and would negatively impact the City's ability to obtain the services of a qualified firm. The proposals generally outline very similar service delivery scenarios. The firms selected to make presentations had the proposals deemed most directly responsive and qualified. All three firms can meet the general time line set forth in the request for proposals and would provide a complete package of services. The range of costs from the 7 responding firms for the general process ranged from a high of $18,500 (with no estimate of expenses) to a low of $13,515 for the general process (with an estimate of $6,757 for expenses). Including expenses, the 6 proposals estimating or limiting expenses, had a range of $23,000 to $19,000. As a general overview, the Mercer Group and the PAR Group are well respected national firms in the public sector recruitment field. Springsted is a well respected public sector service firm that has expanded into executive recruitment services and acquired an executive recruitment firm on the East coast. Any of these firms would be able to provide the City Council with the necessary assistance to conduct a successful process in a timely manner. The 3 firms are compared in the following chart regarding recruitments conducted in the Midwest and in the last 5 years for City Manager or County Manager positions. The chart also indicates the responses to cost estimates: 6301 Shingle Creek Parkway Recreattion and Community Center Phone TDD Number Brooklyn Center, MN 55430-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 www.cityofbrooklyncenter.org FIRM Cost Expenses Midwest Last 5 Years Process Estimate I Mercer Group 14 95 $16,500 $8,000 not to exceed PAR Group 33 55 $14,500 $4,500 credential checks Springsted 7 12 $14,830 $4,800 A proposed resolution is included to authorize engagement of the firm selected by the City Council. The format will be for each firm to separately make a short presentation to the City Council during the regular meeting and answer questions regarding their proposal. The firms will not be in the Council Chambers while each other's presentations are made. After all firms have made their individual presentations, the 3 firms will be invited to be present for the City Council discussion of the resolution selecting a firm. Copies of the 3 firms' proposals are enclosed, along with the materials from the May 8 th meeting. I Page 2 OS/26/2006 REQUEST FOR PROPOSALS The City of Brooklyn Center is requesting informational proposals from executive recruiting firms to assist in the recruitment and selection of a city manager. The City Council will interview two to three firms on June 12 before and after its regular City Council meeting starting at 6:00 p.m. The contact person regarding this request is Michael J. McCauley, City Manager, 763-569-3309, mmccaulevn,ci.brooklvn- center.mn.us. 6301 Shingle Creek Parkway, Brooklyn Center, MN 55430. All inquiries and responses should be directed to his attention. The City Council will determine, based on the interviews and responses, whether it will engage the services of an executive recruiting firm and if so, the level of services to be provided. POSITION The current City Manager is resigning effective June 16 to take the position of Executive Director of the League of Oregon Cities. He has held his current position since December of 2005. The Assistant City Manager has been appointed to serve as the acting city manager effective June 16�'. BROOKLYN CENTER Brooklyn Center is a first ring, fully developed, diverse community adjacent to north Minneapolis. It has a population of 29,000. The city operates under the council/manager form of government with a home rule charter. The City Council is comprised of a Mayor and 4 Council Members, all of whom are elected at large. Three Council seats are up for election in 2006, including the Mayor, who is not seeking re-election. The city has a general fund budget of $13.8 Million and a combined budget of $46 Million. It employs 151 full-time employees. In addition to traditional municipal services of public works, recreation, finance, assessing, city clerk/elections, utilities (water, sanitary sewer, and storm sewer), community development, police, and fire, the city operates 2 municipal liquor stores and its Economic Development Authority operates a conference center. Information on the city can be found at the city's web site: www.citvofbrooklvncenter.or�. INFORMATIONAL PROPOSALS Interested firms are invited to submit a response to the City Manager, Michael J. McCauley by May 23 The information requested from firms is as follows: 1. A general statement of the firm's experience in public sector executive recruitment, specifically addressing: a. Experience in the Midwest (the Dakotas, Minnesota, Wisconsin, Iowa, and Illinois) b. Experience in the recruitment and placement of city managers i. Listed by state and city in the last 5 years c. Up to 10 references, both clients and placements for city manager positions in the iast 2 years d. Why the firm should be selected for this potential assignment 2. A brief description of the firm's philosophy/approach to working with City Councils as a group and with applicants/candidates for positions. 3. A brief description of services that would be offered and cost ranges for service options to perform each of the following: a. Developing a profile for the preferred candidate qualifications based on i. Interviews with City Council ii. Interviews with department heads iii. Other individuals or groups that the City Council might identify b. Advertising and solicitation of candidates c. Screening applications to develop a pool of qualified candidates for the interview/selection process d. Designing and facilitating an interview/selection process e. Conducting reference and background checks Any other services that might be proposed by the firm 4. An analysis of a rough timetable based on the following: June 12 City Council interviews of top 2-3 firms S Selection of firm July l O Development of candidate qualification profile and advertisement August 11`" Closing date for applications Week of Sept. 18 Interviews of 6— 8 finalists End of OctJ Nov. New City Manager begins work City of Brooklyn Center A Millennium Community To: Mayor Kragness and Council Members Cannody, Lasman, Niesen, and O'Connor From: Michael J. McCauley City Manager Date: May 4, 2006 Re: Executive Recruiter G I would recommend th�t the City Council interview public sector executive recruiting firms to conduct a search and process to fill the position af City Manager. An executive recruiting firm can Advertise for the position and solicit candidates Develop a profile of preferred candidate qualifications based on o interviews with City Council members o City staff o Any other individuals/groups as desired by the City Council Screen applications to develop a pool of qualified candidates Set up an interview process Insure compliance with applicable data privacy laws Report directly to the City Council as a group to facilitate City Council actions Conduct background and reference checks in confidence. The services of a public sector executive recruiting firm would both facilitate the selection process and protect the integrity of the process. It is not a comfortable or good position to place City staff in to be involved in supporting the process of City Manager selection. The staff has an appropriate role to play in providing input on desired qualifications etc. and perhaps as one of several interview panels providing an evaluation. It is important to have a process that is designed to give the City Council unbiased information regarding the candidates and the ability to have all information flowing to the City Council as a group. It also protects the City Council in avoiding any missteps in handling non-public data, while providing a thorough investigation of credentials and references. The proposed resolution would direct the solicitation of proposals from executive recruiting firms, the selection of the top 2 or 3 firms for interviews with the City Council on June 12�'. The interviews would allow the City Council to learn more about the services, as well as the advantages and disadvantages of various approaches to recruitment. Proceeding now to request proposals and conduct interviews of firms starts a process that would expedite a replacement process. The Council could always decide not 6301 Shingle Creek Parkway Recreation and Community Center Phone TDD Number Brooklyn Center, MN 5543D-2199 (763) 569-3400 City Hall TDD Number (763) 569-3300 FAX (763) 569-3434 FAX (763) 569-3494 w w w. ci tyo fb rook lyncen te r. org to engage the services of an executive recruiting firm on June 12 but would at least have the benefit of a thorough review of that option. Starting now would create a rough timeline as follows: May 8 Authorize solicitation of proposals June 12`�' City Council interviews of top 2-3 firms Selection of firm July l O Development of candidate qualification profile and advertisement August l l Closing date for applications Week of Sept. 14�' Interviews of 6— 8 finalists End of Oct./ Nov. New City Manager begins work Delaying the process pushes the timelines back. The timelines set forth above are aggressive based on using a professional to undertake the process. A 4 to 5 month interim period is workable, but does leave things up in the air. Going out beyond 5 months with a delayed process or an indecisive process will militate against going forward with projects. Another alternative would be to wait until January and the new City Council. However that would push the start date for a new City Manager to around May of 2007, 11 months of an interim situation. With the return of proposals the first week of June for the 57�' and Logan property, development of the 2007 budget, code enforcement, transition to Hennepin County dispatch, golf course planning, Comprehensive Plan update for the Opportunity Site and complete revision in 2007, as well as many other projects and general operations, the selection of a City Manager should proceed as quickly as possible. Page 2 OS/04/2006 1VM��cb�r K�� �.as��n ii�#��c�c�+� �e f�alla��� r���lu�ia� an�1 mc���d its �.��pti��. R:��flLi�'IO�T Nfl, ���i-65 `::����,�1'�'�t��' �.�:�TI�� ������T.�'���3�' £3F I������ ����`t��. ����`'��:R���.LT��`II�� �I�t�:���3I���A�,� �V�E��i�-�''��i� C��cil �ntz�t ur�rl�rf�� pr+�ess ��,e�t �t2 ��e a n��v �it� �artager; an� t�� �ar��� s���c��� a ��a� .���r t��1��s ��n� �g�� ��r���s��c���� an� ����r�rt ��t���s th�� z���t th� re��i�� �f ��ecu�i'� ��r�i��x�g f`�, �rV���.�� �i�r Ct�un�cil v�ish�� tt� r��;�v� �r��aci�s. �ro� p��+c .sectar ex��u�iv� re��ait%�g �'ums t�r re�e� th� �vantag� a�td di�a�.��ai��� �n�a;�ing tlie ���es of a�sttb�i� sectpr e�ecuti�e r��rui�i�g �i� tr� ctanrluct h"t�� ��'t�c��s ��5.� ��ty �c�u�i��; '��E�A,�i, ;t�.� ��it� ��iir��i.l �s��s°t� pr��d ��d�rl�+ ar�� ��ely f�sl�i�n tci fzl� t�� �v€�� c���ur ��i T'�' IZ���L'��}� tl��' C�. ��u��i� �.e Cit� o�' �r��� ����r, �n���r�t�. t�a� ���g�r:l� �d h���� a� �r�e���d ����it �r�pc��a�s it �i��tc s���x e��+�u�t��; ���tin firms t4 cci���t' s�c� th� ���€r�� lU��ager; �ac�d IT„�'�T�`T'H�� ��C}��.EI? �'HAT ��n �r tc� r�i�� �r����,s �d �G��dul� �in�����s �c�r ��t� ���1� fc�� 1 zev��e� �'i� �kt�� �c� to tiar�e pr��c����r w �a ��U� ��t� h�a�.� I �°�""T�,ST`; t t�e rr���� �r�a�5e o�'t�� f�� �u� r�����i�.�a� ��cc�r�r�� b �e��ier 3� I�thl�� ar�� u��� ��i���� ��:are��; °�i� ����g v��� �n �`�a��e �e���� ��r�- .����s K��hl��i �m�d�, a�: �t�� �3.e��i� K. �tid �c� a th ��,lc���g t� �a� .��in��;._. 'r� i� ��1. v�h�r�z s��d ��sc� n�v�� ��cl�i� a���e� aia.� e� i, l� P i Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AUTHORIZING EXECUTION OF AGREEMENT FOR EXECUTIVE RECRUITMENT SERVICES WHEREAS, the City Council of the City of Brooklyn Center wishes to engage the services of an executive recruiting firm to assist the City Council in recruiting and hiring a City Manager; and WHEREAS, the City Council of the City of Brooklyn Center has reviewed proposals and interviewed three qualified executive recruiting firms; and WHEREAS, based upon the review of the proposals and the interviews the City Council wishes to engage the services of an executive recruiting firm to provide the City Council with the services describe in the selected firm's response to the City's request for proposals; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota that the proposal of be and hereby is accepted; and BE IF FURTHER RESOLVED that the City Manager be and hereby is directed to execute, on behalf of the City of Brooklyn Center, an acceptance of such proposal for the base services descnbed in the firm's proposal. June 12. 2006 Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. The Mercer Group �r� J� CEP�fiE�, 1��11TNE a�A Proposal for Executive Search Services for the Position of CI'��Y A��R May 19, 2006 Y The Mercer Greup� I�ic. Consultants To Management The Mer�er Group, Inc. Consult,ants To Management �sl ►r Cordova Road, #726 S¢nt¢ Fe, New Mexico 8,'S05 (505) 466-9500 FAI (505) 466-1274 E-m.¢il: mercerC�mindspring.com May 19, 2006 VIA E-MAIL:mmccauley@ci.brooklyn-center.mn.us Mr. Michael J. McCauley City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center,lvlN 55430 Dear Mr. McCauley: The Mercer Group, Inc. is most pleased to respoond to this request for information proposal to assist the City of Brooklyn Center to recruit nationally and to develop exceptionally well-qualified candidates for the position of City Manager. We aze most interested in assisting the City of Brooklyn Center 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 Mercer Group, Inc. has extensive experience in conducting city manager searches in Wisconsin and Illinois and in conducting similar seazches in Minnesota and Iowa as well as conducting similar searches nationally. Our fum probably conducts more city manager seazches each year throughout the United States than any other executive search firm. We are especially well qualified to conduct this search for the City of Brooklyn Center. 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 Brooklyn Center in selecting highly qualified individuals who meet the profile and needs of the City and who might not otherwise apply. We ha�e conducted recent searches for city managers for several communities your size. We have recently successfully completed a Village Manager seazch for powners Grove, Illinois; a Village Manager search for Carpentersville, Illinois; and a Village Manager search for Glenview, Illinois. We are currently conducting a City Manager search for Eau Claire, Wisconsin, and a Village Manager search for Glen Ellyn, Illinois. We are quite familiar with the candidate pool and the local needs. ATLANTA BRECKENRIDGE DALLAS GREELEY LANSING MARIETTA PHOENIX RALEIGH SANTA FE WINTER HAVEN www. mercergroupinc. com Mr. Michael J. McCauley City of Brooklyn Center Page Two Mav l9. 2006 We are the largest nationwide public sector search firm and we have more experience than any other public sector executive search firm. Mr. Mercer is a Certified Management Consultant (CMC) which is the preeminent designation earned in the management consulting profession. It is an indication that the individual possessing it has met and continues to meet strict certification requirements of the Institute of Management Consultants. The CMC designation represents that the individual has met world-class standards of competence, ethics and independence in the management consulting field. Mr. Mercer is the only management consultant with this designation operating in the public sector. (Please see ww��.me�•cer�ro��ninc.c�m for more information about our firm and about current searches that we are conducting.) The mission of The Mercer Group, Inc. is to make our clients proud that they engaged us to provide management consulting services far them. The Mercer Group, Inc. also makes extensive use ofthe Internet both with our own web page which can be located at www.mercer�rouainc_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 CiTy of Brooklyn Center to assess the qualifications 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 Employrnent Opportunity Statement; Cost Proposal; Firm Qualifications and Staffing; Why You Should Select The Mercer Group, Inc.; and an Acceptance/Signature/Sarnple Agreement page. Appendices include our Previous Search List; References; Questions and Answers about Executive Search; and Sample Work Products. Our corporate headyuarters is in Atlanta and we have branch offices in Breckenridge, Colorado; Dallas, Texas; Greeley, Colorado; Lansing, Michigan; Marietta, Georgia; New Orleans, Louisiana; Phoeni�c/Scottsdale, Arizona; Raleigh, North Carolina; Santa Fe, New Mexico; Weimar, California; and Winter Haven, Florida. We will work on the assignment from our Santa Fe office. This search will be personally conducted by James L. Mercer. Mr. Mercer will be assisted on appropriate tasks by Clark Wurzberger and Karolyn Prince-Mercer. T�IE MERCER G7d 0 ZIP, INC Mr. Michael J. McCauley City of Brooklyn Center Page Three Mav 19_ 20� ,6 Thank you for the opportunity to respond to this important assignment. This proposal is valid for ninety (90) days from receipt by City of Brooklyn Center. We are looking forward to discussing this proposal with you personally, and urge you to allow us to come to Brooklyn Center at our expense t e can move very quickly to do so. Please ca11 me at 505-466-9500 if you have any estions. ncerely yours, T E MERCER GROUP, I James L. Merc'��, President Certified Management Co ultant (CMC) Enclosure THE MERCER GROUP, INC. g Y z �s a_ Y �-��-�'�����3-�I�`iR, n�. -��'ro�p�isa��fo� i =����c� �e���e� ���_T r Pos���Qn =of -�r r r �T 3 ,r�, '}-�T �-�c- �`�i'�� �v�� LL ry m� .�e a T t: a���� s� fl�Y ��t� �b a �X1Ct� ��-�4�� il�ti�Y1I111� F TABLE OF CONTENTS Section Page Na Cover Letter Informational Proposal I. INTRODUCTION, BACKGROUND, OBJECTIVES AND SCOPE 1-3 A. Introduction and Background B. Objectives and Scope of the Search P"rocess IL OUR APPROACH, WORK PLAN AND SCHEDULE 4-15 A. Approach B. Work Plan l. Position Analysis 2. Recruihnent Process 3. Resume Review 4. Candidate Screening S. Background Investigation 6. Interview Process 7. Negotiation and Follow-up C. Schedule I III. EQUAL EMPLOYMENT OPPORTLJNITY STATEMENT 16 IV. COST PROPOSAL 17-19 V. FIRM QUALIFICATIONS AND STAFFING 20-24 A. Firm Qualifications B. Resumes of Our Key Search Staff VI. WHY YOU SHOULD SELECT THE MERCER GROUP, INC 25-31 VII. THE MERCER GROUP, INC. GUARANTEES 32-33 VIII. ACCEPTANCE/SAMPLE AGREEMENT 34-36 APPENDICES A. Previous Searches 37-61 B. Questions and A,nswers About Executive Search 62-63 C. Sample Work Products (attached separately in PDF with the e-mailed proposal) LIST OF EXHIBITS I. The Mercer Group, Inc. Executive Search Process II. The Mercer Group, Inc. Sample Candidate Evaluation Matrix III. Schedule of Search Process IV. Schedule of Meetings with City Councit V. 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I h P... .r. �!r i I i �I i. t i N�.X,�r .i71 ill:.�i.,� i, ei, i ii u�i�,�. i.i�ri. �i.. .i t.. ..I C.. 9, I ..�I. ,h. �.a 611 n. �...I G. �i�, i H I .:i I i I i 4 a.. f I I ,,.i p N N C I� �i ,i I� I p i ,.�.,.u. i.�.. .�I...I'� rr,., ..:i a ...t,i�� .r. ..Po...44 n i� �i �.P'�.,iu�..��, a i, M� �I i i,� I i I i It., i. I p, a� N� u: R i I� i i ,a I e .a i. .i i i ..i ..I rv.. 4 ..,�i�-: i i, 6 �r� .I,� i C I i I f �u, u r ,I� i.�y. J„��,m,�q� i.,�l: I. .,lo I w.l� n�. ...i n ���i� ��I .,In. i u. u �I I�� .i I�. i, t i� .i��,.. o-. i ii f i i. i ..i. �i 1.�� 1 i� h� h Cq l�i.�.l�.,�i. riiG I�hil� G i 8 �,G� I,. .I i i�l� i I�� n.V uiV�i Il,� i,�i;i„ ii 4h C r:. I 4.V�, IN i Ih i i a I i�p�� w.l� r �t� I,:,.i t �I d 4 u� a� V p ,.I� 4G I,,� i N I �N,i �u, .i,. ,�il, r. t �i,a.��. F �,d +.I�I �.I��..,�yy.l .i.� {4�i i�. L I., I I I r. i i I. .,,.r, i,� i i I I�..,i1 p i'�:MI�� �F �iii, ii� ��.il F! i, �.4 C ��I I o�l�l�, i��ii IPI fi` i, .,i��,. i G� ���i �i 4� i� z�l� NIP� �fl �ri��,�a�bV i rui �G I p d "I. �i I:I B ,�I!� tb pr�� �h y� ��v� .�I;.;i. �i�� .t!! �I" 'f'.; p i �1 ,,1 y.:.�� ��r ip„ I �qili� r G i. i a 6 I i� i�' i� ��i� I� I�� i il I p i liq� i,�'�������i��V �d�i;� +a�ai i u t h�'': i I' u. r ,i INFORMATIONAL PROPOSAL The Mercer Group, Inc. is pleased to submit this Informational Proposal to the City of Brooklyn Center to conduct an executive search for a new City Manager. Information requested is set out below and in the proposal which follows: 1. A general statement ofthe firm's experience in public sector executive recruitment, specifcally address: A. Experience in the Dakotas, Minnesota, Wisconsin, Iowa and Illinois. We are quite active in the public and private sectors, either currently conducting or having just completed searches for positions for several organizations around the country. Appendix A to our proposal lists the various city manager and related searches we have successfully completed or are currently conducting. We have conducted city mat�ager or similar searches in Minnesota, Wisconsin, Iowa and in Illinois. We are. currently conducting a search for a City manager for Eau Claire, Wisconsin; a Village Manager search for Glen Ellyn, Illinois; and a City Manager search for Galesburg, Illinois. We are also currently conducting several other similar searches. A list of citylvillage/town manager/administrator searches as well as assistant city manager searches is below. Ann Arbor, Michigan City Administrator 2001 Bay City, Michigan City Manager 2003 Beavercreek, Ohio City Manager 2003 Bloomfield Hills, Michigan City Manager 2001 Carpentersville, Illinois Village Manager 2001 Dayton, Ohio City Manager 2006 Downer's Grove, Illiriois Village Manager 2005 Eau Claire, Wisconsin City Manager 2006 Flint, Michigan City Admi.nistrator 2001 Galesburg, Illinois City Manager 2006 Glen Ellyn, Illiriois Village Manager 2006 Glenview, Illinois Village Manager 2004 Granville, Ohio Village Manager 2005 Highland Park, Michigan Interim City Manager 2002-2003 Howell, Michigan Deputy City Manager for Financial Services 2004 Jackson, Michigan City Manager 2004 Kent, Ohio City Manager 2005 Lapeer, Michigan`- City Manager 2002 Louisville, Ohio City Manager 2001 Manistee, Michigan City Manager 2001 Negaunee, Michigan City Manager 2004 Piqua, Ohio City Manager 2Q05 THE MERCER GRDUP, INC. I� B. Experience in the recruitment and placement of city managers (listed by state and city in the last 5 years). We are very experienced in the city manager field, in all size communities. Because we are doing or have recently completed similar searches, we can also move quickly to meet your needs. Further, we are based in Atlanta and bring total objectivity to searches such as the one the City of Brooklyn Center is contemplating. Betow is a list of recruitment and placement of city managers over the past 5 years: Citv Managers/Administrators Alabama Dothan, Alabama City Manager 2002 Talladega, Alabama City Manager 2003 Ariz�na Casa Grande, Arizona City Manager 20Q3 Fountain Hills, Arizona Town Manager 2002 Glendale, Arizona Deputy City Manager (2 Positions) 2004 Payson, Arizona Town Manager 2002 Tucson, Arizona City Manager 2004 Arkansas Fort Smith, Arkansas City Administrator 2006 California *Cloverdale, California City Manager 2001 *Lakeport, California City Manager 2001 *Livermore, California Assistant City Manager 2001 Los Angeles, California Chief Legislative Analyst 2005 *Novato, California Assistant City Manager 2002 *Solana Beach, California City Manager 2002 *The Sea Ranch Community Manager 2002 Colorado Boulder, Colorado City Manager 2002 Centenn�al, Colorado Crty Manager 2001 Federal Heights, Colorado City Manager 2004 Greeley, Colorado Deputy City Manager 2006 Northglenn, Colorado City Manager 2001 Parker, Colorado Town Administrator 20D5 Flarida Alachua, Florida City Manager 2001 Casselberry Florida City Manager (Limited scope search) 2003 Daytona Beach, Florida City Manager 2002 Gainesville, Florida City Manager 2005 THE MEItCER GROUP, ING. i Gulfport, Florida City Manager 2003 Indian Rocks Beach, Florida Interim City Manager {Assist) 2005 Lakeland, Florida City Manager 2003 Lakeland, Florida Assistant to the City Manager 2004 Melbourne, Florida City Manager 2002 Naples, Florida City Manager 2003 North Miami, Florida City Manager 20Q2 North Port, Florida Assistant City Manager (Limited scape search) 2003 North Port, Florida Assistant City Manager (Limited scope search) 2002 Orlando, Florida Chief Administrative Officer 2005 Ponce Inlet, Florida Town Manager 2001 Punta Gorda, Florida City Manager 2004 St. Pete Beach, Florida City Manager 2001 South Miami, Florida City Manager 2003 Sun'n Lake Sebring Improvement District, Florida General Manager 2004 Sun'n Lake Sebring Improvement District, Florida General Manager 2002 Treasure Island, Florida City Manager 2004 Vero Beach, Florida City Manager 2004 Winter Haven, Florida City Manager 20Q1 Georgia College Park, Georgia City Manager 2002 Sandy Springs, Georgia City Manager 2005 lllinois Carpentersville, Illinois Village Manager 2001 Downer's Grove, Illinois Village Manager 2005 Galesburg, Illinois City Manager 2006 Glen Ellyn, Illinois Village Manager 2006 Glenview, Illinois Village Manager 2004 Kansas Derby, Kansas City Manager 2001 Topeka, Kansas Chief Administrative Of�icer 2002 Kentuckv Frankfort, Kentucky City Manager 2003 Marvland College Park, Maryland City Manager 2004 Callege Park, Maryland City Manager 2002 Takoma Park, Maryland City Manager 2004 Westminster, Maryland City Administrator 2006 THE MERCER GRO UP, INC. I Michigan Ann Arbor, Michigan City Administrator 2001 Bay City, Michigan City Manager.- 2003 Bloomfield Hills, Michigan City Manager 2001 Flint, Michigan City Administra�or 2001 Highland Park, Michigan Interim City Manager 2002-2Q03 Howell, Michigan Deputy City Manager for Financial Services 2004 Jackson, Michigan City Manager 2004 Lapeer, Michigan City Manager 2002 Negaunee, Michigan City Manager 2004 Missouri Clayton, Missouri City Manager 2003 loplin, Missouri City Manager 2004 University City, Missouri City 1Vlanager 2045 Montan� Billings, Montana City Administrator 2003 Billings, Montana Assistant City Administrator 2003 Billings, Montana Deputy City Administrator 20d3 New Mexicn Rio Rancho, New Mexico City Administrator 2003 North Carolina Carrboro, North Carolina Town Manager 2003 Durham, North Carolina City Manager 2004 Goldsboro, North Carolina City Manager 2004 Jacksonville, North Carolina City Manager 2005 Matthews, North Carolina Town Manager 2Q02 Wilmington, North Carolina City Manager 2002 Wilmington, North Carolina Deputy City Manager 2003 Wilson, North Carolina City Manager 2004 Ohio Beavercreek, Ohio City Manager 2003 Dayton, Ohio City Manager 2006 Granville, Ohio Viliage Manager 2005 Kent, Ohio City Manager 2005 Piqua, Ohio City Man�ger 2005 Pennsvlvania Reading, Pennsylvania Managing Director 2003 Middletown, Pennsylvania Borough Manager 2001 TH� MERCF�t GROUP, INC. I S�uth Carolina North Myrtle Beach, South Carolina City Manager 20Q3 Rock Hill, South Carolina City Manager 2001 Spartanburg, South Carolina City Manager 2001 Tennessee Johnson City, Tennessee City Manager 2005 Oak Ridge, Tennessee Ciry Manager 2003 White House, Tennessee City Administrator 2005 Texas Bryan, Texas City Manager 2006 EI Paso, Texas City Manager 20Q4 League City, Texas City Administrator 2044 McKinney, Texas Assistant City Manager 2006 Plainview, Te�s City Manager 2003 Southlake, Texas Assistant City Manager 2005 Temple, Te�s, City Manager 2004 Wichita Falls, Texas City Manager 2005 �Vylie, Texas City Manager 2004 Vir inia Martinsville, Virginia City Manager 2004 Newport News, Virginia City Manager 2�05 Suffoll�, Virginia City Manager 2002 Wisconsin Eau Claire, Wisconsin City M�nager 2046 C. 10 references, both clients and placernents, for city manager positions in the last 2 I years fotlaw Mayor Randy Pye City of Centennial; population: 107,OQ0 12503 East Euclid Drive, Suite 200 Centennial, CO 80111 303-795-0142 City Manager Search THE MERCER GIlOUP, INC. Mr. John Pazour City Manager City of Centennial; population: 107,000 12503 East Euclid Drive, Suite 200 Centennial, CO 80111 303-795-0142 City Manager Search Mayor Ron Silvia City of Coilege Station; population: 8�1,700 PO Box 9960 1101 Texas Avenue College Station, TX 77842 979-764-3518 City Manager Search Ms. Julie O'Connell Human Resources Director City of College Station; population: 81,700 PO Box 9960 1101 Texas Avenue College Station, TX 77842 979-764-3518 City Manager Search Mr. Glenn Brown City Manager City of College Station; population: 81,700 PO Box 9960 1101 Texas Avenue Cailege Station, TX 77842 979-764-3518 City Manager Placement Ms. Sue McConriell Councilmember Village of Downers Grove, population: 50,000 801 Burlington Avenue Downers Grove, IL 60515 d 630-514-9928 Village Manager Search THE MERCEld GRO UP, INC. Mr. Michael Baker Assistant Village Manager Village of Downers Grove; population: SO,OQO 801 Burlington Avenue Downers Grove, IL 60525 630-434-6877 Village Manager Search Ms. Cara Pavelick Village Manager Village of Downers Grove; population: 50,000 801 Bur}ington Avenue Downers Grove, IL 60515 63Q-434-6877 Village Manager Placement Mr. KristoffBauer City Manager City of Jacksonville; population: 80,000 PO Box 128 Jacksonville, NC 28541 910-938-5222 Gity Manager Placement Ms. Melanie Caballero Human Resources Director City of Bryan PO Box 1000 Bryan, TX 77805 979-209-5063 City Manager Search D. Why our firm should be selected for this potential assignment. The Mercer Group, Inc. should be selected to conduct the search for a new City Manager for the City of Brooklyn Center because: Most importantly, we spend time with client at the beginning of the process so that we can get to know the client to make a proper fit. The same is true with the candidate. We spend time with the candidate to make sure that the result is a good fit and one that will work for both the client and the candidate over an extended period of time; our f rm has the experience, we have been conducting executive level searches for over 27 years and Mr. Mercer has conducted over 1000 searches, TH� MEIZCEl�t GdlDUF, INC. our firm probably conducts more city manager searches that any other executive firm in the country; our firm listens to the client and is available to the client; our firm does not use the same cadre of candidates for the positions to be filled; the cost we propose does not have any hidden or side costs included; and we care about the client and the candidate and we want to provide the best fit possible for both. 2. A brief description of our firm's philosophy/approach to working with City Councils as a group and with applicants/candidates for positions. Our firm's philosophy/approach to working with City Councils includes being honest and up-front with the City Council so that the Council has a clear view of how the search process functions. Our philosophy also includes giving the client as much i information as possible so that the client can have a better understanding of what is going on as the search process unfolds (for this reason we have included our more detailed proposal after this informational proposal). This is also our philosophy with working with the applicants/candidates for the position to be filled. Our experience has shown that we are able, through our approach/process, to make the optimurn fit between the ciient and the applicant for a successful tenure with the client. 3. A brief description of services that would be offered and cost ranges for services options to perforrn each of the following: a. Developing a profile for the preferred candidate qualifications based on i. Interviews with City Council ii. Interviews with department heads iii. Other individuals or groups that the City Council might identify b. Advertising and solicitation of candidates c. Screening applications to develop a pool of qualified candidates for the interview/selection process d. Designing and facilitating an interview/selection process e. Conducting reference and background checks f. Any other services that rnight be proposed by the firm Our Approach 1. Analyze the position and draft a Position Profile. 2. Recruit for the osition on a re ional and national basis. p g t blished b the 3. Invite otential an i o a 1 who meet the criteria es a p c d dates t pp y y City. I 4. Review and screen applicat2ons. 5. Conduct interviews and background checks of selected candidates. 6. Recammend a list of final candidates with writeups, suggested questions and forms. 7. Coordinate final interviews, conduct final background checks, negotiation and follow-up. THE MERCER GROUP, �NC. I Our fee for the services autlined is $16,500 plus not-to-exceed expenses of $5,000. Items typicai of a similar search with their typical costs are broken down as follows: Position Analysis 2,OOQ Outreach Campaign 2,000 ResumeReview 1,750 Candidate Screening 4,500 Background Investigation 4,750 Interview Process 1,000 Negotiation and Follow-up 500 TOTAL FEE �16,500 This information is explained more fully in our proposal which follows at Section II Our Approach, Work Plan and Schedule at pages 4-15. The pricing breakdawn can be found at Section IV Cost Proposal at pages 17-19. We invite you to review these sections of our proposal for a thorough understanding of what our firm offers and proposes to conduct this search. 4. An analysis of a rough timetable based on the following: June 12th City Council interviews of top 2-3 firms Selection of firm July l Oth Development of candidate qualification profile and advertisement August l lth Closing date for applications Week of September 18th Interviews of 6-8 finalists End of October/November New City Manager begins work The timetable setting out the above is found at page 15 of the proposal which follows. Ple ontact r�i 505-466-9504 if you have questions. hank you for the oppo 'ty to present our qualifications. I will look forward to hearing from you. Sincerely yours, T M ER GR P, IN�". l James L. Mercer, CM President THE MERCER GRO�IP, INC. nii;i 1, Imp AM sm !g NNI "You,I 1J, No :', N I I I g U, Up Ism Au mKid v ,�� t ��gyrllltj�w ION ETIM Noll Is ME MI� N p—d"11 IN 1 4' ihi�j' t 't, I 101 fllj�'A 4[ w0ili waxwo I "M `:ti BUY OWN 9 0 1 IN111 cog MINI;ii NIX" VT. TP • I. INTRODUCTION, BACKGROUND, OBJECTIVES AND SCOPE This section presents our understanding of the City of Brooklyn Center's requirements for this search, as well as the objectives coves and scope of the project. A. Introduction and Background It is our understanding that: • The City of Brooklyn Center is seeking "turn-key" executive search services and support in connection with the recruitment of a new City Manager. • The City of Brooklyn Center 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 interviews, reference checks and background checks of selected candidates;recommending a list of final candidates; coordinating final interviews; negotiating; and following up. • The City of Brooklyn Center wishes to conduct a comprehensive national recruitment process,to ensure the best qualified candidates are found and that the best qualified individuals who are acceptable can be hired. • The annual salary and benefits package for the position will be discussed with the City Council. • 1 • B. O 'ective 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 Council'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 Council. • To coordinate finalist candidate interviews with the City Council. • To mail an information packet supplied by the City Council 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 Minnesota law. • To assist the City Council in reaching.a final decision. • To assist in negotiating a compensation package with the successful candidate on behalf of the City Council. • To assist the City Council in establishing criteria for evaluating the new City Manager's performance. • To follow-up with the City Council and the new City Manager during the first year • to determine if adjustments need to be made. • To keep the City Council 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 Brooklyn Center. However, for the fee proposed it will not address recruitment of additional candidates for positions other than the one specified. • 3 l tw 011, Nil "Ni i,'� 41 1 1,1 Ts� I Z4. tj liol I'M I................ ........... OR, ij m1i 11 U11.1 • II. OUR APPROACH, WORK PLAN AND SCHEDULE This section presents our approach, work plan and schedule for the search project. A. Approach Our approach and style are interactive. That is, we form a partnership with our client to conduct a project. The City of Brooklyn Center 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 Analysis—We will define work relationships,job qualifications and require • ments for the position—the 'Position Profile". • Recruitment Process—We will recruit regionally and nationally for the position and network to locate qualified candidates. • Resume ReviM--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. 4 • Negotiation and Follow-up—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 Council, other City staff and local leaders selected by them,as well as other individuals or groups(if you wish)to determine 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 Brooklyn Center in order to determine the level of experience and training needed. During this process, we will initiate individual interviews with the City Council, citizen • organizations, department heads and key staff, and others of your choice to identify expecta- tions, perceptions, and concerns regarding the position. Based on those meetings,we will prepare a draft position profile and review it with the City Council 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 Brooklyn Center, the community, major issues to be faced,the position, and the selection criteria established. • 5 • THE MERCER GROUP, INC. Executive Search Process EXMBIT I Start Search ` Collect Fx Analyze Data NO Pnepam ,. a Client Approval s ffs.,Position Profile • Develop YES Dimensions Networking Networking r � Recruit Notify Profession. Place Ads Candidates al Associations • • V Aeknaowledge Screen Report Candidates Candidates Progress Video Tap: Candidates • Psychological Evaluate Report Finalists Evaluation(Opt) Candidates to Clfent NO interview Select Finalists Candidate Negotiate YES IT Establish Perform- Follow-up oti[y Remaining Closeout ante Criteria andidates Search • 6 • 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/or 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 Council with several advertising alternatives with varying degrees of cost and their associated benefits. Based on our discussions with the City Council,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. 3. Resume Review 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, accomplish- ments, 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 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 and/or interactive video with the prospective candidate. We will conduct interviews with references who may know the candidate's background and expertise by telephone. Where feasible,we will also conduct personal interviews with top candidates. Once the initial screening is completed, we will select the prospective candidates who most closely match the criteria established by the City Council. 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 Council (Exhibit II). This matrix will be reviewed with the City Council in one-on-one meetings and guidance obtained prior to proceeding. One contingency here is that the City Council may not approve of any of the candidates. If that should occur,we would, of course,keep searching until the City's needs are clearly met. After review by the City Council,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 Council's option, may be further tested by having the finalists complete management and leadership style inventories. We interpret these instruments for the City Council, as well. • 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 Program Communications CANDIDATE Development Management Budget Skills John Jones A A A A Mary Jackson C B B A Juan Perez B A C A Joe Washington A B C B Susan Jones A C C C • William Jefferson C B B A Linda Chong B C B B Jenny Olson B A B B Michelle Walinski A C B A 5. Background Investigations 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 9 • 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 employers. 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. As a part of this project we can provide the results of a Teleometrics Management Style Inventory on the finalist candidates. We can also conduct a Myers-Briggs analysis of the team with the new team member for team building purposes. (These may be extra cost items.) We will recom- mend background investigation criteria to the City Council which will make the final decision on the specifics of the background check. 6. Interview Process Based on the preceding steps,a recommended list of finalists for the position of City Manager will be compiled. We will prepare a written summary on each finalist. The information will cover, but not be limited to, 1) present position, 2) total years experience, 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. This information will be presented to the City Council 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 Council 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 Council 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 Council at no extra charge in conducting targeted selection and/or simulation processes with finalists, if desired. • 10 In particular,we will explain which,if any, of the applicants specifically meet the total criteria established by the City Council or whether the final group simply represents the best available talent. We will also provide the City Council with our recommendations relative to timing, sequencing, location, setting, format, and conduct of interviews with the finalists. We will provide information 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 Council and will coordinate the process. 7. Nggotiation and Follow-W 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 fined • 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 work with the City Council to select an alternate candidate. 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 Council and that any public statement should come directly from the City Council. We will maintain confidentiality of candidate information, to the degree possible,:under Minnesota law. Finally, we will notify by letter all unsuccessful candidates who were not recommended for interview with the City Council of the final decision reached. We suggest, however,that it is more proper for the City Council to directly notify all unsuccessful candidates whom they interviewed of the final result. 11 • Once the new City Manager has been on board for 30 days or so, we will conduct a session with the City Council and with the new City Manager in order to establish mutual perfor- mance criteria and goals for the position. In this regard,we will work with the City Council to define the role of the new City Manager within the City of Brooklyn Center. We will follow-up periodically with the City Council and the new City Manager during the first year in order to make any adjustments that may be necessary. We will keep the City Council closely informed and involved in decisions concerning the search process at all times. We will prepare and send to the City Council weekly e-mail updates and a formal progress report at the mid-point of the search. These reports will contain a progress report on the recruitment and specific steps to be taken to meet the City Council's deadlines and an itemization of expenses incurred-to-date and expected to be incurred during each succeeding project step. • Support from the City Council will be needed, as follows: Arranging interviews with the City Council and key City staff Providing budget, organization charts and other documents Place of contact for the search Processing invoices for payment C. Schedule The search process normally takes 90- 120 days to complete and typically adheres to the pattern illustrated in Exhibit III. Our proposed schedule of meetings with the City Council is shown in Exhibit IV. . 12 • EXHIBIT III. SCHEDULE OF SEARCH PROCESS DAYS PROJECT STEPS 0 30 60 90 120 365 a 1. Develop Search Process, Recruitment Profile/Job Description and Advertis- ing Program for Mayor and City Council approval. 2. Identify Qualified Candidates, 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 Recommendations, _ Assist in Selection, Facilitate Employment. 7. Establish Evaluation _ Criteria and Follow-Up. 8. Meetings with Mayor and City Council: 1. Interview re. profile 2. Approve profile 3. Review final 12 to 15 candidates 4. Present report of finalists 5. Interview finalists This schedule could be condensed or expanded somewhat, depending on the needs of the City of Brooklyn Center. • 13 • EXHIBIT IV SCHEDULE OF MEETINGS WITH THE CITY COUNCIL 1. Individual interviews with the City Council, department heads, and others. 2. Possible meeting with the City Council to finalize position profile. 3. Possible individual meetings with the City Council to discuss top 12-15 candidates and solicit feedback. 4. Meeting with the City Council to present Final Report on top 5-7 candidates. 5. Facilitate the City Council interviews with each finalist candidate. 6. Possible meeting with the City Council to assist/facilitate selection of new City Manager. 7. Possible follow-up meeting with the City Council and new City Manager 30-60 days after start of work for purposes of establishing mutual goals/objectives for the future. • 14 I SAMPLE • CITY OF BROOKLYN CENTER CITY MANAGER SEARCH SUGGESTED TIME LINE FOR SEARCH PROCESS City Council interviews of top 2-3 firms June 12, 2006 Interview City Council Department Directors June 22-23, 2006 Submit draft Recruitment Brochure and Suggested Time Line to City July 10, 2006 City A of Recruitment C y roval pp Brochure and Suggested Time Line July 10, 2006 Place Advertising/Print Recruitment Brochure July 11, 2006 Begin Networking Process to Recruit Candidates July 11, 2006 Written E-Mail Progress Reports to City Council Bi-Weekly and one mid-project Cutoff Date for Receipt ofA Applications August 11,2006 p pp g Meeting with City Council to Discuss Semi- Finalist Candidates August 16,2006 Reference and Background Checks on Applicants August 17-September 14,2006 Report on Finalist Candidates September 16, 2006 City Council Interviews with Finalists Week of September 18, 2006 Decision on Selected Candidate September 19,2006 Negotiate with Selected Candidate September 19-September 22, 2006 New Village Manager Reports to Work 30 to 60 Days Later Close off Search Week of September 25, 2006 15 qP g I �,$Viii'SON i Nil iv,,I�!' ji, 11 Tli :!;l Jy"Jill!llQll 1�wi, I b ........... 1 YJ I;Py 4i jdi� 1�1r��!���P l�j Oil iml il 4111 is, Eiji I 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. • i 16 IL� T":��`!,F;II'li" I j,,", i I , ." 11 111 'I`IP Ji �j,A 1"',, P 1A U",i Q, 'i"I I !I J! 61 0�114 Pj 1, ......... N I ,PI, WE • IV. COST PROPOSAL Our fee for the services outlined is$16,500 plus not-to-exceed expenses of$8,000. Items typical of a similar search with their typical costs are broken down as follows:. Position Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $2,000 Outreach Campaign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,000 ResumeReview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,750 Candidate Screening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4,500 Background Investigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4,750 Interview Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,000 Negotiation and Follow-up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 500 TOTAL FEE . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $16,500 Expenses are for consultant travel, lodging and per diem, telephone, correspondence, advertising, • research, sourcing,reference and background investigation, 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 Council 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 Brooklyn Center's liability to The Mercer Group,Inc. for services rendered under this agreement will not exceed the agreed upon price unless an increase is authorized by the City Council in writing. If the candidate we place leaves for any reason during the 24 month period following the date of placement,we will replace the candidate for the out-of-pocket expenses only that it costs us to make the new placement. • 17 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 Report. Each invoice is due and 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 Minnesota. • 18 EXHIBIT V: PRO FORMA INVOICE Date: Client: Address: City, State: Dear Sir/Madam: This is our progress billing for professional services rendered in conjunction with our agreement to conduct an executive search. $XXXX.XX Reimbursable expenses at cost: Telephone,Federal Express XXX.XX • Other expenses, including consultant travel, per diem, report cost, etc. XXX.XX TOTAL: �XXXX.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, President Certified Management Consultant(CMC) 19 "Or 'Ems" moil! pi , I............V, !!l RMOMM" UNIT! "nj �l 111, kl� I SAM I QsqAQ�Ajow WIN.mmut, W01 11, It! • 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 Qualifications The Mercer Group, Inc. is an independent management consulting firm incorporated in the State of Georgia 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 Grou ,Inc.provides exceptionally high quality mana g ement 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, government 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 1000 successful executive searches in recent years. The spectrum of our search experience is illustrated in Exhibit VI. Mr. Mercer's resume is included below. . 20 EXHIBIT VI • THE MERCER GROUP, INC. RECRUITMENT TEAM SKILLS MATRIX CATEGORIES OF SKILLS RECRUITMENT TEAM AND EXPERIENCE J. MERCER C. WURZBERGER K. PRINCE-MERCER 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 • • • 21 I • 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 Approximately 95% of our business is devoted to service the public sector clients. B. Resumes of Our Key Staff 1. James L. Mercer, President-Atlanta and Santa Fe Offices • 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 Development 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,management systems,productivity 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, g Inca Regional Vice President of Wolfe &Associates Inc.;as Partner and Vice President of Korn/Ferry International;General Manager of Battelle Southern Operations; . 22 . 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. Clark Wurzberger. Senior Vice President- California Office Mr. Wurzberger manages our California office and has over eighteen years of public sector experience. He has served as District Representative for a California State Assemblyman and later became a Legislative Management Officer in two different federal agencies, the U.S. Agency for International Development and Department of State. Subsequently, Mr. Wurzberger was appointed a senior level personnel manager in the State Department. He later moved to the Department of Defense, where he was selected as a member of the U.S. Senior Executive Service and oversaw civilian personnel matters in the Pentagon on behalf of the • Secretary of Defense. Most recently, Mr. Wurzberger served for seven years as Senior Associate with Hughes,Perry&Associates(formerly Hughes, Heiss& Associates), a highly regarded California-based public sector management consulting firm providing executive search and other consulting services to local government clients in California and other states since 1974. Mr.Wurzberger specializes in public sector executive search and holds a Bachelor's Degree in English from San Diego State University. He served for five years on the Board of Directors of the Cow Palace in San Francisco, a multi-purpose agricultural and entertainment facility that hosts national and regional events on behalf of the State of California. He has served as a local Board Member for the U.S. Selective Service System since 1996 and is a recipient of the Department of Defense Medal for Distinguished Public Service. 23 • 3. 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 Doctor of Jurisprudence degree from Woodrow Wilson College of Law. She is licensed to practice law in New Mexico and in Georgia. MBTI qualified. Ms. Prince-Mercer has been in management consulting for 12 years. She has experience working in executive search, compensation and classification, and organization and management studies. 4. Time ComMitments Our firm and Mr.Mercer have the quality time to devote to this search so as to meet the City of Brooklyn Center' needs. • 24 • "I, ,", I.�:'� 11..� �11 IR�l ;'l I i 4110;�6 P j;;i liP Ill"Ol )"[g"i, "P, I 1�1� ii A 1:14 $01 Y!t, Tili 1"In Ali TQ ii!l ljgq�ll 2 IN RINI 4,11 • 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 Brooklyn Center. It will honor the interests of candidates to the extent possible under Minnesota 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. • Experience—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 Brooklyn Center. • ft ae�t Engagements---We have received a considerable amount of repeat business from our clients during the recent past. 25 . Unique 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 Council 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 Lansing, Santa Fe, Greeley, Dallas,New Orleans; Phoenix/Scottsdale, Raleigh, Wiemar, and Winter Haven. We will work out of the Santa Fe office on this project to better conserve spending. • Specialists in Search —We are specialists in public sector and related executive search and will devote our most experienced consultants to this project. We will not delegate any important aspect of the work to less experienced staff. Mr. Mercer will conduct this search. He will be assisted on appropriate tasks by Mr. Wurzberger and Ms. Prince-Mercer. • Positive Track Record —We have a positive track record of placements on all of our search assignments and have satisfied clients as references. • Objectivity 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. 26 • Contemporary Organization Analysis Insight — 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 sector 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 and County Management Association. • Objective Evaluation—We are experienced in objectively evaluating internal and local candidates. • Contacts — 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 J!Iacements — We have a number of minority and women placements. • Diagnostic Techniques—We use diagnostic techniques to determine the needs of our clients and to determine how candidates match up with those needs. . 27 co�E of E�ra�acs clients 1. We will serve our clients with integrity, competence, and objectivity. 2. We will keep client information and records of client engagements confidential and will use proprietary client information only with the client's permission. 3. We will not take advantage of confidential client information for ourselves or our firms. 4. 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 we are qualified by our experience and competence. 6. We will assign staff to client engagements in accord with their experience, knowledge,and expertise. 7. We will immediately acknowledge 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. . Fees 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. PrO�''E'�15�011 10. 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. 11. We will not advertise our services in a deceptive manner and will not misrepresent the consulting profession,consulting firms,or sole practitioners. 12. We will report violations of this Code of Ethics. The Council of Consulting Organizations,Inc.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. INSMUM OF MANAGFPAENT CONSULTANTS • 230 Park Avenue. New York. NY 10 169-OOZ2 a division of the Council of Consulting_Organizacions,Inc.28 Vvlhmt'M IBeZZ iC1 The Certification When you see the initials "CMC" for the individual management consultant. following a consultant's name, it means Applicants for Institute certification that he or she is a Certified Management undergo thorough investigation of their Consultant and has met strict certifica- consulting experience; they are inter- tion requirements of the Institute of viewed by a panel of senior consultants Management Consultants. The Institute to verify their technical competence;and was founded in 1969 by the principal they must pass a written examination evi- associations in the consulting field to dencing their familiarity with the Institute's establish publicly-recognized standards Code of Professional Conduct,which of competence and professional conduct they have pledged in writing to follow. A Code of CMCs pledge in writing to abide by the • Agree with the client in advance on Conduct Institute's Code of Professional Co nduct. the basis fo r professional charges es 1 Their adherence to the Code signifies • Develop ealistic and radical so u- P P voluntary assumption of self-discipline tions to client problems. above and beyond the requirements of law. Key provisions of the Code require The Institute enforces the Code by that CMCs: receiving and investigating complaints of violations and by taking disciplinary ac- e Safeguard confidential information tion,including revocation of certification, • Render impartial, independent advice against any member who is found guilty • Accept only those client engagements of Code violation. they are qualified to perform 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 p rovide 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 seek indi- this quest. It is the mark of excellence viduals who meet the profession's own among management consultants. standards of competence and ethics. • 29 • Position Dimensions Analysis — 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. (For 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 individually with the City Council 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 also use videos of the top 10 or so candidates to allow the City Council to get a sense of the candidates prior to spending City resources to inter- view them. • Group Process Techniques — In addition, we use a number of group process techniques to assist the City Council 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 Approaches — 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. 30 • Keep You Involved — We will keep the City Council actively involved in the search process at all times. • Beady to Go—We are ready to begin work immediately and proceed rapidly to complete this assignment. We can meet your schedule. • 31 t:� 1 1 1 11 ��:i. 1, Egg laniniTi OWN INN 11 W wo Agill!� Tlil�i MOO OMANI lot !!i RR 101 PARIS H U! �-1,��11-11! ;;' S1 • 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 guarantees apply to the entire client organization: 2. Two-Year Off Limits: We will not recruit candidates from a client organization 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 simultaneously to more than one client. This permits our firm to represent one client organization without any conflicts of interest. 32 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 organizations 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. • 33 M: ji:", iRll,"Ni q'i i�� TN �;:il!! ,91113 JTT!� O'N 11014� I PT I I 11111 1 im WE VIII. ACCEPTANCE This proposal is accepted for the City of Brooklyn Center,Minnesota, by: SIGNATURE: NAME: TITLE: DATE: • 34 . Sample Contract AGREEMENT This AGREEMENT, made as of this_day of , 2006, by and between THE MERCER GROUP, INC. and the CITY OF BROOKLYN CENTER, MINNESOTA, a municipal corporation. WITNESSETH: WHEREAS,the City of Brooklyn Center,Minnesota, (hereinafter referred to as the "City") has made a request for proposals dated May 13, 2006,to hire an executive recruiter to conduct a search for a City Manager for the City, and WHEREAS, The Mercer Group, Inc. (hereinafter referred to as "Mercer") has submitted a proposal in response to the City's request; and WHEREAS, the City has selected Mercer's proposal as the proposal which best meets its needs and the City desires to hire Mercer to conduct the City's search for a new City Manager, and WHEREAS, Mercer desires to assist the City in conducting the City's search for a City Manager. NOW THEREFORE, in consideration of the following mutual covenants and other good and valuable consideration, the receipt and adequacy of which is hereby acknowledged by all parties hereto, Mercer and the City hereby agree as follows: 1. Mercer agrees to provide services and support to the City in the conduct of the City's search for a City Manager. Mercer agrees to conduct the City's project in accordance with scope of services outlined in its Proposal to the City dated May 18, 2006, in response to the City's request for proposal. Mercer's proposal is incorporated by reference and thus made a part of this Agreement. 2. The City agrees to compensate Mercer for its services in the amount of$16,500 for professional services and not-to-exceed $8,000 in expenses. Payments to Mercer • are to be made as outlined on pages 17-19 of Mercer's proposal to the City. 3. The City and Mercer both agree that this Agreement shall be governed by the laws of the State of Minnesota. • 35 Agreement, Continued: • 4. The City and Mercer both agree that in the event that any dispute arises between the parties, the complaining party shall promptly notify the other of the dispute in writing. Each party shall respond to the other parry in writing within ten (10) working days of receipt of such notice. 5. The City and Mercer both agree that any amendments to this Agreement shall be made in writing, and executed by both parties. No proposed amendment which is not in writing and executed by both parties shall effect the terms of this Agreement. 6. The parties shall have the right at either parties' convenience to terminate this Agreement following ten (10) days written notice to the affected party. Should either party terminate this Agreement the City shall only be obligated to pay Mercer for those services already provided. CITY OF BROOKLYN CENTER,MINNESOTA BY: ATTEST: THE MERCER GROUP,INC. BY: James L.Mercer, CMC President/CEO • 36 Nil: JI, G"I I T I q '1;;"I:!�E:1, vq! v 11%1A "t JI, Tl� 'lt , t11111111111� j;�"� �I �,i� I T4 i';111111111111111 q,l OWN ISM To tau, "y' low li:j IUMAJ, imp! so 1 APPENDIX A: PREVIOUS SEARCHES • Examples of our executive search experience follow: * Executive search work performed by a current staff member while working for another firm. 1, PUBLIC SECTOR City Managers/Administrators Akron,Ohio-Assistant to the Mayor(Technology Agent)-1973 Alachua,Florida-City Manager-2001 Albany,Georgia-Assistant City Manager(Limited scope search)-2000 Angel Fire,New Mexico-Town Administrator(Limited scope search)-2000 Andrews,Texas-City Manager-2000 Ann Arbor,Michigan-City Administrator- 1988 Ann Arbor,Michigan-City Administrator- 1995 Ann Arbor,Michigan-City Administrator-2001 Arlington,Texas-Assistant City Manager(Technology Agent)- 1973 Aspen,Colorado-City Manager-1989 Athens/Clarke County Unified Government,Georgia-Manager-1995 Athens/Clarke County Unified Government,Georgia-Manager-2000 Aurora,Colorado-City Manager-1989 Austin,Texas-City Manager- 1988 Avondale,Arizona-City Manager-2000 • Barrington,Illinois-Village Manager-1998 Bay City,Michigan-City Manager-2003 Beavercreek,Ohio-City Manager- 1985 Beavercreek,Ohio-City Manager-2003 Belding,Michigan-City Manager- 1999 Bellaire,Texas-City Manager- 1996 Billings,Montana-City Administrator-2003 Billings,Montana-City Administrator-1999 Billings,Montana-Assistant City Administrator-2003 Billings,Montana-Deputy City Administrator-2003 Bloomfield Hills,Michigan-City Manager-2001 Boca Raton,Florida-Assistant City Manager- 1989 Boulder,Colorado-City Manager-2002 Boynton Beach,Florida-City Manager-1999 Cairo,Georgia-City Manager- 1995 Cape Coral,Florida-City Manager- 1996 Carpentersville,Illinois-Village Manager-2001 Carrboro,North Carolina-Town Manager-2003 Casa Grande,Arizona-City Manager-2003 Casselberry,Florida-City Manager(Limited scope search)-2003 Centennial,Colorado-City Manager-2001 Charlotte,North Carolina-City Manager- 1981 Charlotte,North Carolina-City Manager- 1996 Charlotte,North Carolina-Deputy City Manager(Limited scope search)-2000 Chesapeake,Virginia-City Manager- 1996 Clayton,Missouri-City Manager-2003 37 I II - *Cloverdale,California-City Manager-2001 . College Park,Georgia-City Manager-2002 College Park,Maryland-City Manager 2004 College Park,Maryland-City Manager-2002 *Colma,California-City Manager- 1998 Columbia,South Carolina-City Manager- 1997 Columbus,Georgia-City Manager- 1995 j Concord,North Carolina-City Manager- 1999 j Coral Springs,Florida-Assistant City Manager-2000 *Cotati,California-City Manager- 1997 i Culpeper,Virginia-Town Manager-2000 Daly City,California-Assistant City Manager-1995 Danville,Virginia-City Manager-1999 Davie,Florida-Town Administrator- 1999 Daytona Beach,Florida-City Manager-2002 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(Limited scope search)-1995 Derby,Kansas-City Manager-2001 Dothan,Alabama-City Manager-2002 Downer's Grove,Illinois-Village Manager-2005 Durham,North Carolina-City Manager-2004 East Point,Georgia-City Manager- 1996 East Point,Georgia-City Manager- 1999 Elkhart,Kansas-City Administrator(Limited scope search)-2000 • Eloy,Arizona-City Manager-2000 El Paso Texas-City Manager 2004 Enid,Oklahoma-City Manager-1997 g *Encinitas,California-City Manager-1999 Eugene,Oregon-Assistant City Mana ger(Technology Agent)- 1973 Evanston,Illinois-Assistant City Manager(Technology Agent)-1973 Evanston,Illinois-City Manager- 1996 Fairmont,Minnesota-City Administrator- 1988 Federal Heights,Colorado-City ty -2004 Federal Wa y,Washington-City Mana g er- 1999 Flint,Michigan-City Administrator-2001 Florence,South Carolina-City Manager- 1996 Fort Lauderdale,Florida-City Manager- 1998 Fountain Hills,Arizona-Town Manager-2002 Frankfort,Kentucky-City Manager-2003 Franklin Village,Michigan-Village Administrator- 1998 Gainesville,Florida-City Manager- 1995 Gainesville,Florida-City Manager-2005 j Glencoe,Illinois-Village Manager-2000 Glendale,Arizona-Deputy City Manager(2 Positions)-2004 Glenview,Illinois-Village Manager-2004 Goldsboro,North Carolina-City Manager-2004 M Grand Ledge,Michigan-City Administrator- 1999 Granville,Ohio-Village Manager-2005 38 I f • Greeley,Colorado-Deputy City Manager-2006 Green Cove Springs,Florida-City Manager(Limited scope search)-1997 *Greenfield,California-City Manager-1998 Greensboro,North Carolina-Assistant City Manager(Limited scope search)- 1996 Gulfport,Florida-City Manager-2003 Gulfport,Florida-City Manager-1989 Hampton,Virginia-Assistant City Manager(Technology Agent)-1973 Hampton,Virginia-City Manager- 1984 *Healdsburg,California-City Manager-1995 Highland Park,Michigan-Interim City Manager-2002-2003 High Point,North Carolina-Assistant City Manager(Technology Agent)- 1973 Howell,Michigan-Deputy City Manager for Financial Services.-2004 Huber Heights,Ohio-City Manager-2000 Hudson,Ohio-City Manager- 1997 Independence,Missouri-Assistant City Manager(Technology Agent)- 1973 Indian Rocks Beach,Florida-City Manager(Limited scope search)- 1997 Indian Rocks Beach,Florida-Interim City Manager(Assist)-2005 Jackson,Michigan-City Manager- 1996 Jackson,Michigan-City Manager-2004 Jacksonville,North Carolina-City Manager-2005 Jacksonville,North Carolina-City Manager-1998 Jersey City,New Jersey-Assistant Business Manager(Technology Agent)-1973 Johnson City,Tennessee-City Manager-2005 Joplin,Missouri-City Manager-2004 Kent,Ohio-City Manager-2005 Kent,Ohio-City Manager-1997 Kettering,Ohio-Assistant City Manager(Technology Agent)- 1973 • Kingsport,Tennessee-City Manager-1999 Lakeland,Florida-City Manager-2003 Lakeland,Florida-Assistant to the City Manager-2004 *Lakeport,California-City Manager-2001 Laurinburg,North Carolina-City Manager-1999 Lapeer,Michigan-City Manager-2002 League City,Texas-City Administrator-2004 *Livermore,California-City Manager-2000 *Livermore,California-Assistant City Manager-2001 Longboat Key,Florida-Town Manager- 1993 Longboat Key,Florida-Town Manager- 1997 Longboat Key,Florida-Assistant Town Manager- 1996 *Los Altos,California-City Manager- 1998 Los Angeles,California-Chief Legislative Analyst-2005 Louisville,Ohio-City Manager-2001 Lower Merion Township,Pennsylvania-Assistant Township Manager(Technology Agent)- 1973 Manistee,Michigan-City Manager-2001 Martinsville,Virginia-City Manager-2004 Matthews,North Carolina-Town Manager-2002 Melbourne,Florida-City Manager-2002 Middletown,Ohio-City Manager-1984 Middletown,Pennsylvania-Borough Manager-2001 *Mill Valley,California-City Manager- 1999 Minneapolis,Minnesota-Assistant City Coordinator(Technology Agent)-1973 Minnetonka,Minnesota-City Manager-2000 • 39 i Minster,Ohio-Village Administrator- 1986 Monroe,Michigan-City Manager-1992 • Montgomery,Illinois-Village Manager-2000 *Morgan Hill,California-City Manager- 1996 } Mound,Minnesota-City Manager-2000 Naples,Florida-City Manager-2003 Negaunee,Michigan-City Manager-2004 Newport News,Virginia-City Manager-2005 j Norfolk,Virginia-City Manager- 1999 North Miami,Florida-City Manager-2002 Northglenn,Colorado-City Manager-2001 Northville Township,Michigan-Township Administrator-1999 North Myrtle Beach,South Carolina-City Manager-2003 North Myrtle Beach,South Carolina-City Manager- 1997 North Port,Florida-Assistant City Manager(Limited scope search)-2003 North Port,Florida-Assistant City Manager(Limited scope search)-2002 *Novato,California-Assistant City Manager-2002 Oak Ridge,Tennessee-City Manager-2003 Oklahoma City,Oklahoma-Assistant City Manager(Technology Agent)-1973 l Oklahoma City,Oklahoma-City Manager- 1986 Orlando,Florida-Chief Administrative Officer-2005 *Oxnard,California-City Manager- 1997 { Parker,Colorado-Town Administrator-2005 Pasadena,California-Assistant City Manager(Technology Agent)- 1973 Payson,Arizona-Town Manager-2002 j *Petaluma,California-City Manager-1996 Phoenix,Arizona-City Manager- 1989 Piqua,Ohio-City Manager-2005 • Plainview,Texas-City Manager-2003 Ponce Inlet,Florida-Town Manager-2001 Port Huron,Michigan-City Manager- 1997 Portsmouth,Virginia-City Manager-2000 1 Pueblo,Colorado-Assistant City Manager(Technology Agent)- 1973 Punta Gorda,Florida-City Manager- 1995 Punta Gorda,Florida-City Manager- 1998 Punta Gorda,Florida-City Manager-2004 (f Raleigh,North Carolina-Assistant to the City Manager- 1971 Raleigh,North Carolina-City Manager-2000 Reading,Pennsylvania-Managing Director-2003 1 *Reno,Nevada-City Manager 1995 Richland,Washington-City Manager- 1998 Richland,Washington-City Manager(Limited scope search)-2000 Richmond,Michigan-City Manager-1998 Rio Rancho,New Mexico-City Administrator-2003 Roanoke;Virginia-City Manager- 1999 Rock Hill,South Carolina-City Manager-2001 Rock Hill,South Carolina-City Manager-1993 Rockville,Maryland-City Manager- 1998 Sandy Springs,Georgia-City Manager-2005 St.Pete Beach,Florida-City Manager-2001 } St.Petersburg,Florida-Assistant City Manager(Technology Agent)- 1973 St.Petersburg,Florida-Deputy City Manager Public Works- 1988 s 40 • i w • San Diego,California-Deputy City Manager- 1988 *San Diego,California-Assistant City Manager-2000 San Jose,California-Assistant City Manager(Technology Agent)- 1973 •San Rafael,California-City Manager-1996 •Santa Rosa,California-City Manager-2000 Sarasota,Florida-City Manager-1986 *Saratoga,California-City Manager- 1997 Saratoga,California-City Manager-2000 Savannah,Georgia-City Manager- 1994 Sioux City,Iowa-Assistant City Manager(Technology Agent)-1973 *Solana Beach,California-City Manager-2002 South Brunswick Township,New Jersey-Township Administrator- 1987 South Haven,Michigan-City Manager-1999 Southlake,Texas-Assistant City Manager-2005 South Miami,Florida-City Manager-2003 Southfield,Michigan-City Administrator- 1999 Sparks,Nevada-City Manager- 1989 Spartanburg,South Carolina-City Manager-1984 Spartanburg,South Carolina-City Manager- 1995 Spartanburg,South Carolina-City Manager-2001 Suffolk,Virginia-City Manager-2002 Sun'n Lake Sebring Improvement District,Florida-General Manager-2004 Sun'n Lake Sebring Improvement District,Florida-General Manager-2002 Sunrise,Florida-City Manager- 1989 Swartz Creek,Michigan-City Manager-2000 Takoma Park,Maryland-City Manager-2004 Talladega,Alabama-City Manager-2003 • Tallahassee,Florida-City Manager- 1994 Temple,Texas,City Manager-2004 *The Sea Ranch-Community Manager-2002 *Tiburon California-City Manager er-2000 Tifton,Georgia-City Manager- 1996 Topeka,Kansas-Assistant to the Mayor(Technology Agent)- 1973 Topeka,Kansas-Chief Administrative Officer-2002 *Tracy,California-Deputy City Manager-1999 Traverse City,Michigan-City Manager- 1987 Treasure Island,Florida-City Manager-2004 Treasure Island,Florida-City Manager- 1996 Tucson,Arizona-City Manager-2004 Tucson,Arizona-Assistant City Manager(Technology Agent)- 1973 *Union City,California-City Manager-1995 University City,Missouri-City Manager-2005 Vero Beach,Florida-City Manager-2004 Virginia Beach,Virginia-City Manager- 1991 Virginia Beach,Virginia-Deputy City Manager-1987 West Hartford,Connecticut-Assistant City Manager(Technology Agent)-1973 Westminster,Colorado-City Manager-2000 West Palm Beach,Florida-City Manager-1988 White House,Tennessee-City Administrator-2005 Wichita Fall,Texas-City Manager-2005 Wilmington,North Carolina-City Manager-2002 Wilmington,North Carolina-Deputy City Manager-2003 • 41 f I f f Wilson,North Carolina-City Manager-2004 Winter Haven,Florida-City Manager- 1986 • Winter Haven,Florida-City Manager-2001 Worcester,Massachusetts-Assistant City Manager(Technology Agent)- 1973 Worcester,Massachusetts-City Manager- 1993 Worthington,Minnesota-City Manager- 1988 Wylie,Texas-City Manager-2004 York,Pennsylvania-Business Administrator&Assistant Solicitor-2000 County Managers/Administrators Alachua County,Florida-County Manager -1999 Alachua County,Florida-County Manager-1984 Arapahoe County,Colorado-County Administrator- 1999 Athens/Clarke County Unified Government,Georgia-Manager-1995 Athens/Clarke County Unified Government,Georgia-Manager-2001 Beaufort County,South Carolina-County Administrator- 1992 Broward County,Florida-Assistant to the County Administrator for Affordable Housing-2004 Charleston County,South Carolina-County Administrator-1998 Charlotte County,Florida-County Administrator-2002 Charlotte County,Florida-County Administrator-1995 Chesterfield County,Virginia-County Administrator-1983 Clarke County,Georgia-County Administrator- 1984 Collier County,Florida-County Administrator(Limited scope search)-2000 Desoto County,Florida-County Administrator-2005 Fairfax County,Virginia-County Executive-1980 Grady County,Georgia-County Administrator(Limited scope search)- 1999 • Gwinnett County,Georgia-County Manager- 1987 Gwinnett County,Georgia-Executive Assistant to the Board- 1985 Hamilton County,Ohio-County Administrator-2005 Henrico County,Virginia-Assistant County Manager(Technology Agent)-1973 Henry County,Georgia-County Administrator-1984 Hernando County,Florida-County Administrator-2000 Hillsborough County,Florida-County Administrator-1986 Hillsborough County,Florida-Deputy County Administrator-2004 { Hillsborough County,Florida-Assistant County Administrator for Human Services-2004 ff Incorporated County of Los Alamos,New Mexico-County Administrator-1998 Indian River County,Florida-County Administrator-1987 Jefferson Parish,Louisiana-Assistant to the Parish President(Technology Agent)- 1973 I Johnson County,Kansas-County Administrator-1998 Lee County,Virginia-County Administrator- 1991 Leon County,Florida-County Administrator- 1989 Leon County,Florida-Assistant County Administrator- 1989 Los Alamos County,New Mexico-County Administrator-2003 Los Alamos County,New Mexico-County Administrator-1999 Lowndes County,Georgia-County Manager-2001 Manatee County,Florida-County Administrator- 1984 Manatee County,Florida-County Administrator- 1993 Nashville/Davidson County,Tennessee-Assistant to the Mayor(Technology Agent)- 1973 Northampton County,Virginia-County Administrator- 1999 y *Nye County,Nevada-County Manager- 1998 Orange County,North Carolina-County Manager- 1987 r i t 42 i • Osceola County,Florida-County Administrator-2003 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 Stafford County,Virginia-County Administrator-2002 Summit County,Colorado-County Manager-2001 Sumter County,Florida-County Administrator-2005 Union County,North Carolina-County Manager-2001 Volusia County,Florida-County Manager-1995 Wise County,Virginia-County Administrator-2001 Airports Bangor International Airport,Maine-Airport Director-2001 Dayton,Ohio-Aviation Director-2005 Lakeland,Florida-Airport Director-2003 Lakeland,Florida-Assistant Airport Director- 2003 Lubbock,Texas-Airport Director-2003 San Antonio,Texas-Aviation Director-2005 Virginia Peninsula Airport Commission-Executive Director- 1983 Attorneys/Legal • Ann Arbor,Michigan-City Attorney(Limited scope search)- 1995 *Benecia,California-City Attorney- 1996 Boulder,Colorado-City Attorney-2003 Broomfield City and County,Colorado-City Attorney-2004 *Carlsbad,California-Deputy City Attorney-2001 Cuyahoga Metropolitan Housing Authority-General Counsel(Limited scope search)-1998 Cuyahoga Metropolitan Housing Authority-Labor/Management Attorney(Limited scope search)- 1998 *Danville,California-Town Attorney-1995 Glendale,Arizona-City Attorney(Limited scope search)-2000 Glendale,Arizona-City Attorney-2004 *Livermore,California-City Attorney-2000 Livermore,California-Assistant City Attorney-2001 Livermore,California-Deputy City Attorney-2000 Monroe,North Carolina-City Attorney-2001 Newport News,Virginia-City Attorney- 1995 *Simi Valley,California-City Attorney-1997 Thornton,Colorado-City Attorney- 1987 Thornton,Colorado-City Attorney- 1990 Tucson,Arizona-City Attorney-2004 *Vacaville,California-City Attorney-2001 Virginia Beach,Virginia-City Attorney- 1989 York,Pennsylvania-Business Administrator&Assistant Solicitor-2000 43 f Board of Directors • Board of Advisors,Georgia Tech Research Institute,Three Members Boards of Directors,two management consulting firms,All Members I Budget/Finance Angel Fire,New Mexico-Director of Finance(Limited scope search)-2003 1 Arlington County,Virginia-Director of Management and Finance- 1999 Brazos River Authority-Finance Director(Limited scope search)- 1999 Charlottesville,Virginia-Finance Director(Limited scope search)- 1988 { DeKalb County,Georgia-Finance Director- 1995 District of Columbia Government-Chief Financial Officer-1999 District of Columbia Government-Inspector General-1999 Eloy,Arizona-Finance Director-2000 Flint,Michigan-Finance Director-2001 Glastonbury,Connecticut-Controller(Limited scope search)-2002 Grand Ledge,Michigan-Finance Director/Treasurer- 1999 Hanover Park,Illinois-Finance Director- 1998 Hanover Park,Illinois-Finance Director-2002 Hartford,Connecticut-Finance Director-2001 Hillsborough Area Regional Transit,Florida-Chief Financial Officer-2005 Homestead,Florida-Finance Director-1997 Indian Rocks Beach,Florida-Treasurer\Finance Director(Limited scope search)- 1995 *Lake Arrowhead Community Services District-F.D.-Finance Director/District Engineer-2000 Londoun County,Virginia-Director of Management and Financial Services-2004 Lowndes County,Georgia-Director of Administrative Services-1996 Montgomery County,Maryland-Director,Office of Management and Budget-2002 Montgomery Village,Illinois-Finance Director-2001 *Morgan Hill,California-Budget Analyst-1999 Norfolk,Virginia-Finance Director- 1995 Norfolk,Virginia-Assistant Finance Director- 1997 1 Northgienn,Colorado-Finance Director-2002 Orlando,Florida-Chief Financial Officer-2005 Orlando,Florida-Deputy Director of Management,Budget and Accounting-2004 Orlando,Florida-Budget Director-2003 Palm Beach County,Florida-Director of Financial Management and Budget- 1986 Palm Beach County,Florida-Assistant Director offinancial Management and Budget for Budget- 1986 Palm Beach County,Florida-Assistant Director of Financial Management and Budget for Financial Analysis-1986 { *Pleasanton,California-Revenue Manager-2001 Port Huron,Michigan-Finance Director- 1996 Portsmouth,Virginia-Finance Director- 1997 Portsmouth,Virginia-Finance Director(Limited scope search)-1999 Prince George's County,Maryland-Budget Director-2003 *Reno,Nevada-Assistant Finance Director-2002 Roanoke,Virginia-Manager of Accounting Services-2004 Rochester Hills,Michigan-Treasurer- 1996 *San Bruno,California-Finance Director-1999 Severn Trent Management Services Group,Florida-Director of Fiscal Services-2005 Tucson,Arizona-Director of Budget and Research-2004 1 Virginia Beach,Virginia-Chief Financial Officer-2000 fi 44 i . Buildine Camden,New Jersey-Director of Code Enforcement-2001 Glastonbury,Connecticut-Director of Infrastructure and Building Services-2001 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 City Clerk Bellaire,Texas-City Clerk(Limited scope search)- 1997 Bloomfield Hills,Michigan-City Clerk-2001 Raleigh,North Carolina-City Clerk- 1972 Communications Boulder,Colorado-Communications Center Manager-2004 Champaign,Illinois-METCAD Director-2004 Charlottesville,Virginia-Communications Director(Limited scope search)- 1999 Cuyahoga Metropolitan Housing Authority-Director of Communications(Limited scope search)- 1998 Gainesville Regional Utilities(Florida)-GRU Communications Director- 1999 *Humboldt County,California-Communications Manager-1995 Raleigh,North Carolina-Public Information Officer-1972 Raleigh,North Carolina-Emergency Communications Director-1972 • Rochester,New York-Director of Communications- 1999 San Antonio Water System,Texas-Vice President for Communications-2005 Spartanburg County,South Carolina-Communications Director-1997 Thornton,Colorado-Public Information Officer- 1989 Trumbull County,Ohio-911 Director-2005 West Des Moines,Iowa-Manager,Westcom-2003 Yuma,Arizona-Assistant Director of ITS/Telecommunications-1999 Community Relations Raleigh,North Carolina Community Relations Director- 1971 Condominium Associations Maisons-Sur-Mer Condominium Association,Inc.,Myrtle Beach,South Carolina-Manager- 2005 Conservation Districts Des Moines,Iowa-Director,Polk County Conservation Commission-2004 Convention/Tourism/Sports Complexes Galena/Jo Daviess County,Illinois-Executive Director of Convention&Visitors Bureau -2001 Lakeland,Florida-Lakeland Center Director-2004 Orlando,Florida-Centroplex Director-2004 45 t I Vail,Colorado-Vail Valley Chamber&Tourism Bureau President/CEO-2005 • Cultural Services Hillsborough County,Florida-Director,Division of Cultural Services-1988 Jackson,Michigan-Executive Director,Michigan Theater,Inc.-1998 Jackson County Community Foundation,Michigan-President/CEO-2002 Virginia Air and Space Center and Hampton Roads History Center-Executive Director- 1993 Economic Development Adams County Economic Development,Colorado-President/CEO-2001 Allegany County,Maryland-Economic Development Director-2000 Allegany County,Maryland-Economic Development Assistant Director-2005 Arvada Economic Development Alliance-Executive Director- 1998 Arvada Urban Renewal Authority-Executive Director- 1998 Avondale,Arizona-Economic Development Director-2001 Bangor,Maine-Economic&Business Development Director-2001 Big Sky Economic Development Authority,Billings,Montana-Executive Director-2002 Camden,New Jersey-Director of Economic Development-2001 Charlotte,North Carolina-Director of Neighborhood Development(Limited scope search)- 1996 Charlottesville,Virginia-Economic Development Director-1998 Chesapeake Redevelopment&Housing Authority-Executive Director- 1998 Clermont County Economic Development Corporation,Battavia,Ohio-Economic Development Director-2004 Coliseum Central Business Improvement District,Hampton,Virginia-Executive Director-2001 1 Columbia,South Carolina-Executive Director,Columbia Development Corporation-1989 Community Redevelopment Agency of Delray Beach,Florida-Executive Director-2000 Daytona Beach,Florida-Development Services Director-2005 Enid/Garfield County Development Alliance,Inc.,Oklahoma-Executive Director- 1998 Fort Lauderdale,Florida-Director of Economic Development(Limited scope search)-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(Limited scope search)- 1999 I Grand Ledge,Michigan-Director of Community Development-1999 *Greater Antelope Valley Economic Alliance-Executive Director- 1998 Hanover Park,Illinois-Community Development Director-2002 *Henderson,Nevada-Economic Development Manager- 1998 Henry County,Virginia-Director,Office of Commerce-2001 Homebuilders Association of Greater Spartanburg,South Carolina-Executive Director- 1998 j Homestead,Florida-Executive Director,Community Redevelopment Association-1997 Jackson,Michigan-Economic Development Director/Assistant City Manager- 1996 Jackson,Michigan-President,The Enterprise Group- 1997 Largo,Florida-Assistant Director of Community Development-2003 1 *Livermore,California-Economic Development Manager-2001 Los Alamos County,New Mexico-Community Development Director(Limited scope search)-2003 Melbourne,Florida-Economic Development Director(Limited scope search)-2003 Mesquite,Texas-Director of Development Services (Limited scope search)-2003 Millinocket Area Growth and Investment Council,Maine-Executive Director(Limited scope search)-2001 Norfolk,Virginia-Director of Development- 1996 Norfolk Redevelopment and Housing Authority-Executive Director-2001 Norfolk Redevelopment and Housing Authority-Deputy Executive Director-2000 *Novato,California-Redevelopment Administrator-2000 46 • Orange Beach,Alabama-Director of Community Development-2002 Partnership for Greater Greenwood County,South Carolina-Chief Executive Officer-2003 Peninsula Economic Development Alliance,Virginia-President/CEO- 1998 Pensacola-Escambia Development Commission,Florida-Executive Director- 1980 Pensacola,Florida-Downtown Redevelopment Director- 1981 Portsmouth,Virginia Redevelopment and Housing Authority-Executive Director- 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 *Reno,Nevada-Economic Development Manager-2000 *Reno,Nevada-Redevelopment Administrator- 1998 *Reno,Nevada-Redevelopment Administrator-2000 Rio Rancho,New Mexico-Director of City Development-2003 *San Luis Obispo,California-Economic Development Manager- 1996 *San Mateo,California-Economic Development Manager- 1995 Sault Saint Marie,Michigan-Downtown Development Director-2002 Tempe,Arizona-Development Services Director- 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 General Services *Camarillo,California-Director of Administration- 1998 • Los Angeles,California-General Manager,General Services Department-2000 Lowndes County,Georgia-Director of Administrative Services- 1996 *Pleasanton,California-Support Services Superintendent-1998 *Pleasanton,California-Support Services Superintendent-2000 *San Rafael,California-Director of Administrative Services- 1996 Sarasota County,Florida-Central Services Director-1988 Tucson,Arizona-Director of General Services-2004 Health Care Cincinnati Board of Health,Ohio-Health Commissioner-2005 *Coachella Valley Mosquito&Vector Control District-General Manager-1998 State of Delaware-Director,Division for the Visually Impaired- 1996 Palm Beach County Health Care District,Florida-Administrator- 1988 Riverside Community Hospital-Administrator- 1980 *Washoe County,Nevada,District Health Department-Health Officer- 1999 Housing and Housing Authorities Arvada Urban Renewal Authority-Executive Director- 1998 Chattanooga Housing Authority-Executive Director-2001 Charlotte,North Carolina-Director of Neighborhood Development(Limited scope search)- 1966 Charlottesville Redevelopment and Housing Authority(Virginia)-Executive Director(Limited scope search)- 1999 Chesapeake Redevelopment&Housing Authority-Executive Director- 1998 Cuyahoga Metropolitan Housing Authority-Vice President,Administrative Services-1998 47 I 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(Limited scope search)-1998 Cuyahoga Metropolitan Housing Authority-Labor/Management Attorney(Limited scope search)- 1998 Cuyahoga Metropolitan Housing Authority-Director of Communications(Limited scope search)- 1998 Dallas,Texas-Director of Housing- 1994 Decatur Housing Authority,IIlinois-Executive Director-2002 Kansas City,Missouri-Housing Administrator-2004 Ithaca Housing Authority,New York-Executive Director- 1993 Kansas City,Missouri-Housing Administrator-2004 *Morgan Hill,California-Director of Business Assistance&Housing Services-1997 Norfolk Redevelopment&Housing Authority,Virginia-Deputy Executive Director-2000 Norfolk Redevelopment&Housing Authority,Virginia-Executive Director-2001 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 Spartanburg,South Carolina-Housing Authority-Executive Director- 1992 Spartanburg,South Carolina-Housing Authority-Executive Director-2001 Spartanburg,South Carolina-Housing Authority-Deputy Executive Director- 1994 Spartanburg,South Carolina-Housing Authority-Deputy Executive Director- 1995 Spartanburg,South Carolina-Housing Authority-Deputy Executive Director-2000 Spartanburg,South Carolina-Housing Authority-Director of Maintenance- 1994 Topeka,Kansas-Director of Housing&Neighborhood Development-2002 Human Resources *Alameda County,California-Assistant General Manager,Diversity Programs- 1995 Brazos River Authority,Texas-Director of Human Resources-2000 *Commerce,California-Human Resource Director- 1998 *Contra Costa County,California-Personnel Officer-Health Services Department- 1998 Decatur,Georgia-Personnel Administrator-2002 El Paso,Texas-Human Resources Director-2005 *Foster City,California-Human Resource Director-2001 Glendale,Arizona-Human Resources Director-2004 *Henderson,Nevada-Human Resource Director- 1997 j Homestead,Florida-Director of Human Resources- 1997 Howell,Michigan-Human Resources Director-2004 i Huber Heights,Ohio-Human Resources Manager-2002 Kansas City,Missouri-Human Relations Administrator Los Alamos National Laboratory-Human Resource Positions-2003 Los Alamos,New Mexico-Human Resources Manager-2003 *Mendocino County,California-Personnel Director-1998 Midland,Michigan-Director ofPersonneULabor Relations-1996 Norfolk,Virginia-Director of Human Resources-1997 Norfolk,Virginia-Director of Human Resources-1988 North Port,Florida-Human Resources Manager(Limited scope search)-2002 *Pasadena,California-Human Resource Director-2000 *Pasadena,California-Sr.Human Resources Analyst-Pay and Classification- 1995 *Pleasanton,California-Human Resource Director-2000 *Pleasanton,California-Personnel Analyst I- 1997 Portsmouth,Virginia-Human Resources Director- 1998 r 48 • i • Raleigh,North Carolina-Personnel Director- 1972 *Reno,Nevada- Sr.Management Analyst- 1999 *Reno,Nevada- Sr.Management Analyst- 1995 Sarasota,Florida-Human Resources Director-2002 Sarasota,Florida-Director of Human Resources-1986 Spartanburg,South Carolina Commission of Public Works/Sanitary Sewer District-Personnel Director- 1987 *Tracy,California-Human Resource Director-2001 Tucson,Arizona-Human Resources,Director-2005 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,Florida-Executive Director-1987 Contra Costa County,California-Personnel Officer,Health Services Department State of Delaware-Director,Division for the Visually Impaired-1996 State of South Carolina-Director,Division of Health and Human Services-1989 Washoe County,Nevada-Health Officer,Nevada District Health Department Information Systems *Alameda County,California-Cable TV Analyst-1995 California Polytechnic State University,San Luis Obispo-Information Systems Assistant Professors (2)-1988 Centers for Disease Control Federal Credit Union-Vice President for MIS-1990 Charleston County,South Carolina-Chief Information Officer-2000 Chesapeake,Virginia-Director of Information Technology-2000 • Columbia,South Carolina-Director of Information Technology-2000 Fort Lauderdale,Florida-Director of Computer Applications- 1987 Genesee County Road Commission,Flint,Michigan-Data Systems Manager-2001 Jacksonville,Florida-Chief,Information Technology-1999 Lakeland,Florida-Information Technology Director-2004 North Port,Florida-Information Technology Manager(Limited scope search)-2002 *Pleasanton,California-Information Services Manager- 1999 Sarasota County,Florida-Director of Management Information Systems- 1987 Sunrise,Florida-Management Information Services Director-2000 Tucson,Arizona-Chief Information Officer-2005 Yuma,Arizona-Assistant Director of ITS/Business Applications-2000 Yuma,Arizona-Assistant Director of ITS/Telecommunications-2000 LibraKy Director Calcasieu Parish Library System,Louisiana-Library Director-2002 *Pleasanton,California-Library Director-2002 *Pleasanton,California-Library Services Manager- 1999 Ramsey County Public Library,Minnesota-Director(Limited scope search)-2000 *Redwood City,California-Library Director- 1997 Spartanburg County Public Library,South Carolina-County Librarian-1999 Manpower Raleigh,North Carolina-Manpower Program Coordinator- 1971 • 49 f Municipal Leagues l • Michigan Municipal League,Ann Arbor,Michigan-Executive Director-2004 Colorado Municipal League,Denver,Colorado-Business Manager-2005 I Non-Profit Agencies United Way ofBenton and Franklin Counties,Washington-President and Chief Executive Officer-2000 Parking *West Hollywood,California-Parking Manager-2002 Parks&Recreation i Charleston County Park&Recreation Commission,South Carolina-Executive Director-2000 Des Moines,Iowa-Director,Polk County Conservation Commission-2004 Edmond,Oklahoma-Parks and Recreation Director(Limited scope search)-2003 Ft.Lauderdale,Florida-Director of Parks and Recreation-2000 Great Falls,Montana-Parks and Recreation Director-2005 *Henderson,Nevada-Parks and Recreation Director-2002 Hillsborough County,Florida-Director of Parks,Recreation and Conservation-2005 Polk County Conservation Commission,Iowa-Director-2004 *Reno,Nevada-Parks and Recreation Director- 1999 *San Carlos,California-Parks and Recreation Director-2000 *San Diego,California-Parks and Recreation Director-2000 *Tracy,California-Parks and Recreation Director-2000 Planning/Con munft Development Avondale,Arizona-Development Services Director-2002 Camden,New Jersey-Director of Planning and Community Development-2001 *Carlsbad,California-Community Development Director-2001 Charlotte,North Carolina-Director of Neighborhood Development(Limited scope search)- 1996 Charlottesville,Virginia-Neighborhood Services Director-1999 { Chatham County-Savannah Metropolitan Planning Commission,Georgia-Executive Director—2003 f Chesapeake,Virginia-Planning Director- 1986 Clearwater,Florida-Planning Director- 1977 Clearwater,Florida-Director of Development Services(Limited scope search) 1998 l *Cloverdale,California-Community Development Director-2001 l Community Redevelopment Agency of Delray Beach,Florida-Executive Director-2000 Daytona Beach,Florida-Development Services Director-2005 Ft.Lauderdale,Florida-Director of Planning&Development- 1987 Ft.Lauderdale,Florida-Director of Planning&Economic Development-1998 Grand Ledge,Michigan-Director of Community Development- 1999 Hanover Park,Illinois-Community Development Director-2002 Hillsborough County,Florida City-County Planning Commission-Executive Director- 1986 Homestead,Florida-Executive Director,Community Redevelopment Association-1997 Huber Heights,Ohio-Planning and Community Development Director-2004 *Irvine,California-Community Development Director- 1997 Jacksonville,Florida-Chief of Comprehensive Planning-1999 Kansas City,Missouri-Director of City Planning and Development-2004 50 • i i Largo,Florida-Assistant Director of Community Development-2003 *Livermore,California-Planning Manager-2000 Los Alamos,New Mexico-Community Development Director(Limited scope search)-2003 *Los Gatos,California-Community Development Director- 1999 Melbourne,Florida-Director of Planning(Limited scope search)-2003 Mesquite,Texas-Director of Development Services(Limited scope search)-2003 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 Prince William County,Virginia-Planning Director(Limited scope search)-2002 Orange Beach,Alabama-Director of Community Development-2002 Rio Rancho,New Mexico-Director of City Development-2003 *San Carlos,California-Community Development Director-2002 *San Mateo,California-Community Development Director-2002 Scottsdale,Arizona-Planning Systems General Manager-2000 Taos,New Mexico-Planning and Zoning Director(Limited scope search)-2000 Tempe,Arizona-Director of Development Services- 1996 Toledo-Lucas County Plan Commissions,Ohio-Deputy Executive Director-Long Range Planning- 2001 Topeka-Shawnee County,Kansas-Director of Topeka-Shawnee County Metropolitan Planning Department-2002 *Tracy,California-Planning Manager-2001 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(Limited scope search)- 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 Avondale,Arizona-Utilities Director-2002 Bangor,Maine-Airport Director-2001 Bellaire,Texas-City Clerk(Limited scope search)- 1997 Bexar County,Texas-Executive Director,Information Services-2000 Billings,Montana-Assistant City Administrator-2003 Brazos River Authority,Texas-Director of Human Resources-2000 Capital Area Transportation Authority,Lansing,Michigan-Executive Director-1985 Charlotte,North Carolina-City Manager- 1996 Charlotte,North Carolina-Director of Neighborhood Development(Limited scope search)- 1996 Charlottesville Redevelopment and Housing Authority(Virginia)-Executive Director-(Limited scope search)-1999 Chesapeake Redevelopment&Housing Authority-Executive Director- 1998 Children's Services Council of Palm Beach County,Florida-Executive Director- 1987 *Colma,California-City Manager - 1998 Community Redevelopment Agency of Delray Beach, Florida-Executive Director-2000 Coral Springs,Florida-Assistant City Manager-2000 Cuyahoga Metropolitan'Housing Authority-Director of Communications(Limited scope search)- 1998 Cuyahoga Metropolitan'Housing Authority-General Counsel(Limited scope search)-1998 Cuyahoga Metropolitan.Housing Authority-Labor/Management Attorney(Limited scope search)- 1998 Cuyahoga Metropolitan Housing Authority-Vice President,Administrative Services-1998 Cuyahoga Metropolitan Housing Authority-Vice President,Customer Service Administration-1998 . 51 Cuyahoga Metropolitan Housing Authority-Vice President of Neighborhood and Housing Development- 1998 I Cuyahoga Metropolitan Housing Authority-Director of Section 8- 1998 • Dallas,Texas-Director of Housing- 1994 Decatur,Georgia-Personnel Administrator-2002 District of Columbia Government-Chief Financial Officer-1999 District of Columbia Government-Inspector General-1999 Durham,North Carolina-City Manager-2005 East Lansing,Michigan-Chief of Police- 1991 Eloy,Arizona-City Engineer-2001 El Paso,Texas-City manager-2004 Fort Lauderdale,Florida-City Manager- 1998 *Foster City,California-Human Resource Director-2001 Franklin Village,Michigan-Village Administrator- 1998 Glendale,Arizona-Deputy City Manager(2)-2004 Glendale,Arizona-Human Resources Director-2004 Greensboro,North Carolina-Assistant City Manager(Limited scope search)- 1996 Greensboro,North Carolina-Chief of Police- 1998 Hampton Roads Transit Authority,Virginia-Executive Director(Limited scope search)-1998 Hampton Roads Transit Authority,Virginia-Director of Planning-2000 *Henderson,Nevada-Human Resource Director-1997 Hillsborough County,Florida-Director,Division of Cultural Services- 1988 Homebuilders Association of Greater Spartanburg,South Carolina-Executive Director- 1998 Indian Rocks Beach,Florida-Treasurer(Limited scope search)-1995 Ithaca Housing Authority,New York-Executive Director-1993 Jackson,Michigan-Fire Chief- 1997 Jacksonville,Florida-Chief,Information Technology- 1999 Johnson County,Kansas-County Administrator-1998 *Lake Arrowhead Community Services District-F.D.-Finance Director/District Engineer-2000 • Lakeland,Florida-Assistant City Manager-2003 l Lakeland,Florida Assistant City Manager-2000 Largo,Florida-Assistant Director of Community Development-2004 Leon County,Florida-County Administrator- 1989 *Livermore,California-City Manager-2000 *Livermore,California-Deputy City Attorney-2000 *Livermore,California-Assistant City Attorney-2001 Los Alamos County,New Mexico-County Administrator-2003 Los Alamos County,New Mexico-Utilities Manager-2003 *Mendocino County,California-Personnel Director-1998 Michigan Theatre,Jackson,Michigan-Executive Director-1998 Montgomery County,Maryland-Director of Office of Management&Budget-2003 Montgomery Village,Illinois-Village Manager-2000 Mound,Minnesota-City Manager-2000 Norfolk Redevelopment and Housing Authority,Virginia-Executive Director-2001 Norfolk Redevelopment and Housing Authority,Virginia-Deputy Executive Director-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 Norfolk,Virginia-Solid Waste Superintendent-2000 Norfolk,Virginia-Assistant City Manager-1998 1 52 1 • North Miami Beach,Florida-City Manager-2002 Oklahoma City,Oklahoma-City Manager- 1986 Orange Beach,Alabama-Director of Community Development-2002 Owosso,Michigan-Chief of Police-2002 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 *Pleasanton,California-Library Director-2002 *Pleasanton,California-Library Services Manager- 1999 Polk County Conservation Board-Executive Director-2004 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 Raleigh,North Carolina-City Clerk- 1972 Raleigh,North Carolina-Community Relations Director- 1971 Raleigh,North Carolina-Assistant to the City Manager- 1971 Ramsey County Public Library,Minnesota-Director(Limited scope search)-2000 Reading,Pennsylvania-Managing Director-2004 *Redwood City,California-Library Director- 1997 *Reno,Nevada-City Manager- 1995 *Reno,Nevada-Redevelopment Administrator-1998 Richmond Redevelopment and Housing Authority,Virginia-Director of Housing Operations-2000 Roanoke,Virginia-City Manager- 1999 San Antonio Water System,San Antonio,Texas-Vice President of Communications and Community Relations-2005 San Diego,California-Deputy City Manager- 1988 *San Diego,California-Parks and Recreation Director-2000 • *San Diego,California-Assistant City Manager-2000 San Diego,California-General Manager,San Diego Wastewater Management District- 1988 *San Mateo,California-Chief of Police-2000 Sarasota,Florida-Director of Human Resources-1986 Southeastern Public Service Authority,Virginia-1998 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 Sun`n Lake of Sebring,Florida-General Manager-2002 Takoma Park,Maryland-City Manager-2004 Taos,New Mexico-Town Police Sergeant-2003 Thornton,Colorado-Public information Officer- 1989 Tucson,Arizona-Chief Information Officer-2005 Tucson,Arizona-Human Relations Director-2005 Virginia Beach,Virginia-Director of Human Resources- 1987 Wayne County Economic Development Commission,North Carolina-President/Chief Operating Officer-2000 West Des Moines,Iowa-Manager,Westcom-2003 White House,Tennessee-City Administrator- 2005 Wilmington,North Carolina-City Manager-2002 Public Safety *Anaheim,California-Chief of Police-1999 Ann Arbor,Michigan-Fire Chief-2002 . 53 I *Barstow,California-Chief of Police- 1998 Belding,Michigan-Chief of Police- 1998 Boulder,Colorado-Communications Center Manager-2004 Bryan,Texas-Chief of Police-2003 Camden,New Jersey-Director of Public Safety-2001 •Carlsbad,California-Chief of Police-2000 *Carlsbad,California-Fire Chief-2001 Champaign,Illinois-Fire Chief-2004 Champaign,Illinois-METCAD Director-2004 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 Douglas County,Nebraska-Director of County Corrections Center-2005 i Douglas County,Nebraska-Director of County Corrections Center-2003 I East Lansing,Michigan-Chief of Police 1991 Edmond,Oklahoma-Chief of Police-2003 Eloy,Arizona-Chief of Police-2000 *El Segundo,California-Fire Chief-2001 Fredericksburg,Virginia-Chief of Police-2004 Glendale,Arizona-Chief of Police(Limited Scope Search)-2004 Greeley,Colorado-Chief of Police-2005 *Greenfield,California-Chief of Police- 1997 *Greenfield,California-Chief of Police- 1999 Greensboro,North Carolina-Chief of Police- 1998 Greensboro,North Carolina-Fire Chief- 1998 Hampton,Virginia-Fire Chief- 1986 Hanover Park,Illinois-Fire Chief-2000 • Hanover Park,Illinois-Fire Chief-2002 Hanover Park,Illinois-Chief of Police-1996 Hanover Park,Illinois-Chief of Police-1998 *Hayward,California-Chief of Police-1995 *Healdsburg,California-Chief of Police-2001 Holly Springs,Georgia-Chief of Police(Limited Scope)-2005 Huber Heights,Ohio-Fire Chief-2001 Huber Heights,Ohio-Deputy Chief of Police-2003 l{ Jackson,Michigan-Chief of Police- 1996 Jackson,Michigan-Fire Chief- 1996 Jacksonville,North Carolina-Chief of Police- 1996 I Jacksonville,North Carolina-Chief of Police-2004 Key West,Florida-Chief of Police- 1998 *Kirkland,Washington-Fire Chief- 1997 *Livermore,California-Chief of Police-2002 C *Livermore-Pleasanton Fire Department,California-Fire Chief-2001 Longboat Key,Florida-Chief of Police- 1996 Manatee County,Florida-Director of Public Safety- 1987 ` *Manhattan Beach,California-Chief of Police-1999 f Melbourne,Florida- Fire Chief-2004 Meridian,Michigan-Fire Chief-1998 Meridian Township,Michigan-Police Chief(Assist)-2004 j *Mountain View,California-Police Captain- 1999 Newport,Oregon-Police Chief-2002 54 • f • Newport News,Virginia-Chief of Police-2004 Newport News,Virginia-Chief of Police- 1997 Newport News,Virginia-Chief of Police- 1983 Norfolk,Virginia-Chief of Police- 1993 Norfolk,Virginia-Director of Fire and Paramedical Services- 1996 Northglenn,Colorado-Chief of Police-2001 North Huntingdon Township,Pennsylvania-Chief of Police-2004 North Little Rock,Arkansas-Chief of Police- 1988 North Port,Florida-Fire Chief(Limited scope search)-2002 Owosso,Michigan-Chief of Police-2003 Papillion,Nebraska-Chief of Police-2000 *Pasadena,California-Fire Chief- 1998 Pinellas County,Florida-Undersheri$'for Administration-1986 *Pleasanton,California-Chief of Police- 1999 *Pleasanton,California-Police Lieutenant-2002 Portsmouth,Virginia-Chief of Police-1997 Raleigh,North Carolina-Chief of Police- 1971 Raleigh,North Carolina-Fire Chief- 1973 *Reno,Nevada-Chief of Police- 1997 *Reno,Nevada-Fire Chief-1996 Rio Rancho,New Mexico-Director of Public Safety(Assist)-2004 Rio Rancho,New Mexico-Director of Public Safety-2001 Riverdale,Georgia-Chief of Police-2000 •San Mateo,California-Chief of Police-2000 •Santa Rosa,California-Chief of Police- 1996 Sarasota,Florida-Chief of Police-1987 *Silicon Valley Animal Control Authority,California-General Manager-2000 *Simi Valley,California-Chief of Police- 1995 Southlake,Texas-Police Chief-2005 Spartanburg County,South Carolina-Communications Director-1997 Suffolk,Virginia-Chief of Police-2001 Taos,New Mexico-Chief of Police-2002 Police Lieutenant-2002 Police Sergeant(2)-2002 Police Patrol Officers(2)-2002 *Tracy,California-Chief of Police- 1997 Trumbull County,Ohio-911 Director-2005 Western Tidewater Regional Jail Authority-Virginia-Superintendent-2002 Wilmington,North Carolina-Chief of Police- 1997 Winchester,Virginia-Chief of Police(Limited Scope)-2005 Public Utilities *Anaheim,California-Water Engineering Manager- 1996 *Anaheim,California-Water Field Operations Manager- 1996 *Anaheim,California-Assistant General Manager—Public Utilities-1995 Avondale,Arizona-Director of Utilities-2002 Avondale,Arizona-Utilities Director-2002 Brazos River Authority,Texas-General Manager- 1998 Brazos River Authority,Texas-Director of Human Resources-2000 Brazos River Authority,Texas-Water Resources Division Manager-2000 Charlottesville,Virginia-Gas Superintendent- 1984 55 f t Charlotte County,Florida-Utilities Engineering Services Manager-2005 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- 1999 -Senior Civil Engineer -Gas Engineer -Water Engineer -Senior Electric Engineer -Electric Engineer 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- 1998 Escambia County Utility Authority,Florida-Executive Director-2002 Fort Lauderdale,Florida-Utility Distribution&Collection System Manager-2003 Gainesville Regional Utilities(Florida)-Water/Wastewater Engineer H- 1998 Georgia Power Company-Director of Economic and Community Development-1982 Greensboro,North Carolina-Utilities Director-1996 Henry County Public Service Authority,Virginia-Director of Regulatory Compliance and Technical Applications-2000 Hillsborough County,Florida-Director of Solid Waste Management-2005 Homestead,Florida-Utilities Director-1989 Homestead,Florida-Plant Manager- 1989 Kansas City,Missouri-Deputy Director of Water Services-2004 *Livermore,California-Water Resources Manager- 1999 Los Alamos County,New Mexico-Utilities Manager,NM Board of Public Utilities-2002 Macon/Bibb County Water&Sewerage Authority,Georgia-Executive Director- 1987 Macon Water Authority,Georgia-Executive Director-2002 Milwaukee,Wisconsin-Water Superintendent(Limited scope search)- 1997 • j *Modesto,California-Operations and Maintenance Director- 1998 Monroe,North Carolina-Water Resources Director- 1998 *Monrovia,California-Interim Water Director-1995 North Port,Florida-Utilities Director-2002 Orlando Utilities Commission(OUC),Florida-General Manager-2004 *Pleasanton,California-Utilities Superintendent- 1999 Polk County,Florida-Utilities Technical Services Director-2005 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 Antonio Water System,Texas-Vice President for Communications,2005 San Diego,California-General Manager,San Diego Wastewater Management District- 1988 Severn Trent,Florida-District Manager-2005 Southwest Oakland County Resource Recovery and Water Authority,Michigan-General Manager-(SOCRRA/SOCWA) -2001 Talladega,Alabama-General Manager,Talladega Water&Sewer Board-2004 Vero Beach,Florida-Utilities Director-2004 *Ventura,California-Director of Water and Wastewater-1997 Virginia Beach,Virginia-Deputy City Manager for Utilities- 1987 I 56 • i { I . Public Works/Engineering Atlanta,Georgia-Traffic Engineer(Technology Agent)- 1973 Aurora,Colorado-Public Works Director- 1989 Avondale,Arizona-Director of Utilities-2002 Avondale,Arizona-Development Services Director-2002 Bexar County,Texas-Executive Director Infrastructure Services-1999 Billings,Montana-Director of Public Works-2001 Champaign,Illinois-Director of Public Works(Limited Scope Search)2004 Chesapeake,Virginia-Project Director,Route 168 Road Project(Limited scope search)-1999 Clearwater,Florida-Public Works Division Director/Transportation and Drainage- 1998 Clearwater,Florida-Public Works Division Director/Utilities- 1998 *Contra Costa County Central Sanitary District-Director of Administration-2001 Danville,Virginia-1999 -Senior Civil Engineer -Gas Engineer -Water Engineer -Senior Electric Engineer -Electric Engineer DeKalb County,Georgia-Public Works Director- 1996 *Delta Diablo Sanitation District-Administrative Services Manager-2001 Eloy,Arizona-City Engineer-2000 Fayetteville,North Carolina-Engineering Manager(Limited scope search)-2000 Fort Lauderdale,Florida-Public Works Director-2004 Fort Lauderdale,Florida-Construction Manager-2004 Fort Lauderdale,Florida-Resource Recovery Board,Broward Solid Waste Disposal District,Executive Director-2000 Genesee County Road Commission,Flint,Michigan-Engineering Position-2001 • Genesee County Road Board,Michigan-Manager-Director- 1999 Genesee County Road Board,Michigan-Chief Engineer- 1999 Glastonbury,Connecticut-Director of Building Services-2000 *Glendale,California-Customer Service Administrator- 1996 Grapevine,Texas-Public Works Director-1986 Greensboro,North Carolina-Director of Transportation-2000 Hanover Park(Village),Illinois-Public Works Director-2001 Henry County Public Service Authority,Virginia-Director of Regulatory Compliance and TechnicalApplications-2000 Highland Park,Michigan-Interim Public Works Director-2002-2003 Indian Rocks Beach,Florida-Public Services Director(Limited scope search)-1996 *Irvine,California-Public Works Director-1997 Jacksonville,Florida-Director of Public Works-1999 *La Quinta,California-Public Works Director-2002 *Lake Arrowhead Community Services District-F.D.-Finance Director/District Engineer-2000 Little Rock,Arkansas-Public Works Director(Technology Agent)- 1973 *Livermore,California-City Engineer- 1999 Los Angeles,California-General Manager,General Services Department-2000 Martin County,Florida-County Engineer/Public Services Director- 1998 Meridian Township,Michigan-Public Works Director- 1998 Monroe,North Carolina-Water Resources Director-1998 *Morgan Hill,California-Public Works Director- 1995 *Napa Sanitation District-General Manager- 1998 *Newark,California-Public Works Director- 1995 Norfolk,Virginia-Sr.Civil Engineer-1989 Norfolk,Virginia-Waste Management Superintendent- 1999 57 �I� r Orlando,Florida-Public Works Director-2004 Osceola County,Florida-Building Department Director-2005 i *Oxnard,California-Public Works Director- 1995 *Pleasanton,California-City Engineer-2001 *Pleasanton,California-Public Works Director-2002 *Pleasanton,California-Chief Building Official-2001 *Pleasanton,California-Deputy Director of Public Works—Operations- 1999 Polk County,Florida-Traffic Engineering Division Director 2002 Port Huron,Michigan-Public Works Director- 1998 Punta Gorda,Florida-Project Manager(Limited Scope Search Process)-2004 Rochester Hills,Michigan-Director of Public Services-2001 Saline County,Kansas-Directot of Public Works- 1987 St.Petersburg,Florida-Deputy City Manager for Public Works-1988 San Jose,California-Deputy Public Works Director for City Facilities-2003 *San Mateo,California-Public Works Director-2000 *Santa Clara,California-City Engineer-2000 *Santa Clara,California-Public Works Director-2000 Sarasota County,Florida-Chief Building Officer- 1988 Sioux City,Iowa-City Engineer-2003 Sioux City,Iowa-Senior Civil Engineer(2)-2003 Southeastern Public Service Authority,Virginia-Executive Director-1998 f Spartanburg,South Carolina Commission of Public Works-General Manager-1986 f 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 f Sun'n Lake Sebring Improvement District,Florida-General Manager-2002 *Tracy,California-Public Works Director-1995 *Tracy,California-Chief Building Official-2001 *Ventura Regional Sanitation District-General Manager-1996 West Des Moines,Iowa-Engineering Manager-2002 West Des Moines,Iowa-Principal Engineer-2002 Real Estate l` Alexandria,Virginia-Director of Real Estate Appraisals-1993 Gwinnett County,Georgia-Chief Appraiser(Limited scope search)- 1997 Risk Managers Fort Lauderdale,Florida-Risk Manager-2002 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 58 • r • 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 Tax Assessor/Tax Agency Gwinnett County,Georgia-Chief Appraiser(Limited scope search)- 1997 Regional Income Tax Agency(RITA),Brecksville,Ohio-Executive Director-2004 Technology Agents Assistant City Managers) 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/Davidson County,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 Worcester,Massachusetts-Assistant City Manager(Technology Agent)- 1973 Transportation/Transit Authorities Atlanta,Georgia-Traffic Engineer(Technology Agent)- 1973 Capital Area Transportation Authority,Lansing,Michigan-Executive Director-1985 Greensboro,North Carolina-Director of Transportation-2000 Hampton Roads Transit Authority,Virginia-Executive Director(Limited scope search)-1998 Hampton Roads Transit Authority,Virginia-Planning Director-2000 Jacksonville,Florida-Chief of Transportation Planning-2000 Lakeland Area Mass Transit District(LAMTD),Lakeland,Florida-Executive Director-2005 Maryland Department of Transportation,Director of Mass Transit- 1982 *Metrolink-Assistant Executive Officer-2000 • 59 i *Metrolink-Assistant Executive Officer-2002 Missouri Department of Transportation(MoDOT)-Multiple Searches-2005 *North Coast Regional Rail Authority-Executive Director- 1999 Pierce County,Washington,Transit Authority-Executive Director- 1981 *Orange County Transportation Authority-Assistant CEO-1997 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 Director-1989 *City/County Association of Governments(San Mateo County)-Executive Director-1995 Florida Association of Counties-Executive Director-1989 Michigan Municipal League-Executive Director-2004 Public Technology Inc.-Technology Agents(27)- 1973 Public Technology Inc.-Regional Managers(4)-1973 Public Technology Inc.-Executive Assistants(3)- 1973 I Universities California Polytechnic State University,San Luis Obispo-Dean,School of Business (Limited scope search)-1988 California Polytechnic State University,San Luis Obispo-Information Systems Assistant Professors (2)-1988 Georgia Institute of Technology-Director of Advanced Technology Development Center-1983 Georgia State University-Vice President of Academic Affairs and Provost(Limited scope search)- 1988 Georgia Institute of Technology-Director,Industrial Extension Division-1984 University of Arizona-Vice President of Finance- 1980 University of Nevada,Reno-Director of Development(Limited scope search)-1984 University ofNorthern Colorado-Executive Director for University Foundation and Alumni Association(assist)-2003 University of South Carolina-Director,Bureau of Governmental Affairs(Limited scope search)-1990 Georgia Tech Research Institute-Members of Advisory Board to Director-1983 Georgia Tech Research Institute-Research Director-1982 Multi-Year Search Agreements Alameda County,California Charleston County,South Carolina City of Chesapeake,Virginia City of Clearwater,Florida City of Columbia,South Carolina { Cuyahoga Metropolitan Housing Authority,Cleveland,Ohio City of East Point,Georgia City of Homestead,Florida City of Jacksonville,Florida City of Jackson,Michigan Town of Longboat Key,Florida City of Los Angeles,California ! Metropolitan Government ofNashville-Davidson County,Tennessee City of Norfolk,Virginia City of Northglenn,Colorado City of North Port,Florida City of Portsmouth,Virginia I 60 • City of Tucson,Arizona City of Yuma,Arizona City of Spartanburg,South Carolina Spartanburg County,South Carolina Spartanburg Housing Authority,South Carolina City of Phoenix,Arizona Hillsborough County(Tampa),Florida 2. PRIVATE SECTOR-NON-CONFIDENTIAL American Public Works Association-Executive Director Florida Association of Counties-Executive Director Homebuilders Association of Greater Spartanburg,South Carolina-Executive Director- 1998 3. PRIVATE SECTOR (CLIENT LIST IS CONFIDENTIALI 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 *Vice President,Sales&Marketing *Vice President,Strategic Planning *Executive Director,Port Operations i61 vin T RlM, V di x i MW M"JI I . I dl I, 'a,Ila 1110,11�.. JIP Vill I APPENDIX C: QUESTIONS AND ANSWERS • ABOUT EXECUTIVE SEARCH 1. Why 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. 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. 2. 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. 3. When can results be expected? A national search process normally takes 60 days from agreement to submission of the finial 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. • 62 {1 f i 4. What are the chances of u�? . 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. I I 5. 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 objectives are being met most effectively. 6. 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 j are highly acceptable, fi. What does it cost? We charge a fixed professional service fee that does not depend upon salary paid. Our consulting expenses are in addition to the professional service fee. Our fees vary according to local circumstances. 8. 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. e 9. What about EEO MgUirements? i The Mercer Group,Inc. is an equal opportunity recruiter. We will not discriminate against C any person on the basis of race,religion,creed, color, sex, handicap,or national origin. We have had numerous women and minority candidates and placements. E t 63 ww"M�!l -mom. :6,�,jz!��,ggpl 1 V:�jji u ago wl�, IMP jl� 51 ��i �, I 1� 9 i l�� 1 1 I �, �!j 11 i i I ; log lam M IN, -I g—, SO Ims cap I CRY"! cr 11100 I MGM 3 HIS 514,1414 Ing OWN i +hfi � k t E � A fug ti e kg 3 T s i �s CITY OF COLLEGE STATION TExAs Nvww.cstx.gov • COLLEGE STATION... An Otrt.+tanvin 9 Opportunity z orkttzihj This is an outstanding opportunity to provide leadership and management to one of the most vibrant and progressive communities in the country.The City of College Station is home to Texas A&M University and is a growing community of 81,700 citizens, a land area of 47.2 square miles, with a.wide array of residential housing and a diversified high quality commercial base. The City was incorporated in 1938 and is a home-rule city that operates under the Council-City Manager form of government The annual all funds budget is$188,278 million,and there are 865 FTE City employees.The City provides a full-range of municipal services including police,lire,emergency medical services,parks and recreational facilities,library services,street maintenance and construction,public improvements,general administrative services and electrical,water,sewer,and sanitation systems. The City Council is the governing body of the City. The Mayor and six Council members are elected at-large 6_y place for three-year, staggered terms. The City of College Station is proud to be home to Texas A&M University, the third largest university in the nation.The City is located in Brazos County in East Central Texas in the"Heart of the Research Valley". Residents of this academic community continue the tradition of active participation in local government.This was a key to efforts in 1938 to convert the sleepy college community to a well-planned town in which their families could live,work and play. ABOUT THE CANDIDATE The City of College Station is seeking a proven,dedicated,visionary, innovative and experienced individual for its new City Manager.The City prefers as its Chief Executive Officer an individual who has a background in city management and who is a strong leader,manager and administrator. ? l The successful individual will also possess as a mini- mum a bachelor's degree from a four year college or university with a major in Public Administration, Business Administration or a related field.A Master's degree in Public Administration, Business Administration or a related field is preferred. An s. ICNIA Credentialed Manager would also be a plus. The ideal candidate should possess at least seven years of progressively responsible experience in city admin- istration/management. Local government experience in a similar sized community in Texas would be a plus, • €,. K. as would experience in a growing City and in a univer- sity community. A working knowledge of an electric "fi, tw utility would also be helpful. The ideal candidate for the College Station City Manager position should be a self-assured,high energy individual who possesses wide knowledge of public administration and finance and acuity and experience with urban governance issues.The ideal candidate will be a generalist who surrounds himself/herself with specialists to carry out the day to day operations of the City.The successful candidate should also - possess a collaborative management style,be a visionary,be committed to diversity in the workplace and in the communi- ty,and be receptive to input from Council and citizens. The new City Manager of College Station should have a track record of leadership success in his/her previous assign- ment,a clear and effective writing style,skills as a public speaker and experience with the news media.Other key characteris- tics of the successful candidate include the capacity to encourage, evaluate,and relate to citizen input and participation,possession of entrepreneurial mstinctsand an understanding of the delicate balance required between the needs and desires of all aspects of the community.In addition,the suc cessful'candidate shgia,liave the + ability to work well and leverage relationships with neighbonng cbmniunities and institutions,have compatibility and comfort in a high perforinance,organization and { be willing to empower citizens and staf tts acconmplish needed City'goals. ' r Other attributes of the successful candidate for City Manager of College Station include someone who assigns responsibility but holds staff accountable for keeping . I him/her informed on key issues:A personable and out-going individual is needed, �NI along with conflict resolution skills and the ability to effectively delegate. The successful candidate should:, an wive lisle hard worker who ca i be ner and a h d n build needed coalitions to tackle tough local issues: *ABOUT THE POSITION t The City Manager of the City of College Station shall be I responsible to the Rllayor/City Council for the proper administration of all City affairs assigned by the City Charter,ordinance,employment agreement,or directive. 'sr T13e p�•incipal job duties include: •Overseeing the preparation of a recommended annual budget for Council deliberation.Implementing Council's adopted budget. 1 •Ensuring fiscal viability of the City through adequate long range financial forecasting and planning, sound financial policies,investment portfolio management,and capital improvement programming. i •Seeking to identify new and innovative ways of deliver- ing services. Reviewing existing operations to identify �• . e •. opportunities to improve efficiencies,eliminating unnec- essary expenses, and reducing cost while maintaining " ` 1.``' and/or improving service delivery. f •Assisting City Council in the development of their mission statement, vision statements and integrating those into a strategic plan. I •Being responsible for the selection, training, development, moova- tion,evaluation,and removal of department directors. , •Attending all Council meetings.Preparing agendas for City Council meetings. Identifying policy options and their pros/cons. •Preparing and implementing administrative procedures and controls to carry out various managerial stewardship functions including personnel administration,financial management,and purchasing. •Interfacing with other local governmental and university officials. Identifying and recommending appropriate opportunities for joint ventures and cooperative efforts between these entities. •Responding to and resolving difficult and sensitive citizen inquiries and complaints having an impact upon the public image of the City of College Station- *Representing the City before the public during public activities and functions. ABOUT THE CITY OF COLLEGE STATION College Station City Government is well-regarded as a fiscally-conservative,well-managed and technically-advanced local government. The City is organized into 10 functional departments, including Fire, Police, Economic and Community Development, Fiscal Services, Parks&Recreation,Planning and Development Services,Public Works, College Station Utilities, Office of Technology & Information Services,and Human Resources_ The City of College Station believes in hiring,and retaining,the best employees.In , . achieving that goal,the City has committed to oiler compehhve salanes and comprehen- sive benefits to full-time,regular employees. Also the Ci =of College Station em lovees - Cit. � P .. are guided by a common set of Values.These Values help employees make decisions in the best interests of the College Station commu- nity and the City Government organization. . � 'I'be ie haluee are: •We respect everyone. •'We deliver excellent service. •We risk,create.and innovate. _ •We are one Citri:one Team. •We are personally responsible. •Wye do the right thing. •We have fun! The City is in excellent condition financially and has high quality, highly educated and highly skilled employees. • • • CITY OF Cc)t.t.EacE STATION • Limed Facing the City(Not in priority ordet) •Growth and Development Issues—Involves tough choices and politically n charged decisions about aggressive annexation, ETJ infrastructure, and _n Comprehensive Plan considerations with a clearly defined philosophy on . -; growth and development. •Prioritization — The ability to say"no"to some"good ideas", so that the City can focus on doing fewer things really well. •Collaborative Efforts—Joint efforts with Texas A&M University,City of Bryan, Brazos County, TXDOT, and Bryan Texas Utilities. Especially establishing parameters when collaboration benefits all concerned. •Community Identity — Clear direction on what the City should �l IM I�i V be/do/becomeAook like. gei •Community Integrity — Includes community appearance, neighborhood redevelopment,and preservation of green space. •Credibility with the Public — Includes relationships with neighborhoods, developers,student population,and intergovernmental relationships. •Cost of City Services — Specifically in the newly annexed areas,but also affecting the entire City. •Economic Vitality— Selling the City as the place to locate new businesses and redevelop existing areas,plus as a place to live,work,and play. •Fiscal Responsibility — Designed to continue funding the high quality services that the residents of College Station expect. •Sustaining Excellence — Finding ways to sustain the energy level of the staff in a high performance organization. ABOUT COLLEGE STATION The City of College Station is a vibrant and progressive community.Encompassing 47 square miles,the community has grown and prospered around the state's oldest institution of higher education,Texas A&M University. The City of College Station is rated as one of the safest.,most family-friendly places in Texas and consistently maintains one of the • lowest crime rates in the state.College Station also boasts a strong commitment to environmental and recreational programs.Over 1,100 acres of public parks,open space,and sports facilities enhance the City'environment.In addition,College Station has one of the top ten school districts in the state and the community is provided with excellent medical care,a local airport, high-end and casual restaurants,good transportation,substantial lodging and numerous opportunities for higher education. The City, located in Brazos County, is situated in the middle of a triangle bounded by Dallas/Ft. Worth, Houston, and San Antonio/Austin. In 2004,the BiTan/College Station area,nae ranked bigbly in eeveral stational pablicationd including: •One of the Best Small Places for Business(Forbes.com). •No. 12 in Small Cities Category on the List of the Top 25 Cities for Doing Business in America(Inc Maga:u:e,March 2004). • 14 in Nation and Top Spot in Texas as a Place for Relocation (Citkv Rate)and Rtutked,2004). •Rated 6th Best Small Market in the Best Cities for Relocating Families Study(WIorldi vir)eF.RCaiie)Prunrtcyliek?catioa,2004). •Ranked 4th Least Stressful Community Among Small Metro Areas(Spetdinq't Belt Place:,January 2004). Citizens of College Station are highly educated and are highly involved in local government. COMPENSATION The starting salary for the City Manager of the City of College Station will be market competitive,depending on the experience and qualifications of the selected individual.The expected starting salary will be in the range of$135,000 to$145,000.In addition,the City expects to provide an excellent fringe benefit package to the successful candidate.Reasonable relocation expenses will also be provided to the successful candidate. HOW TO APPLY For additional information on this outstanding opportunity,please contact James L.Mercer,President,The Mercer Group,Inc.at 505-466-9500;mercer @mindspring.com. RESUMES SHOULD BE SENT BY CLOSE OF BUSINESS,JANUARY 16,2006,TO: James L.Mercer,President The Mercer Group,Inc. 551 W.Cordova Road,#726 •Santa Fe,NM 87505 ©The Mercer Group,Inc. VOICE:505-466-9500 FAX:505-466-1274 Consultants To Monaoement CITY OF COLLEGE STATION E-Mail:mercer @mindspring.com Website:-AN%-v.mercergroupinc.com • The City of College Station is an I?qual Opportunity Emplover.Minority and Female Candidates are Encouraged to Apply. The Texas Public Information Act may require disclosure of applicant information at any stag of the recruitment process, however, we will endeavor to maintain confidentiality as long as possible. ' r J a a� A $ i n { t t 1 M s t r r@ i �" 1 ! F m� r rl:Yy ,� sj7'ky��y _ �•J\r w 5 ruay _ ,.t x.�r..y ''`; as r r r r r r rr �a Z �,.,+�4 1 , �1 i a �„ ,, � •rrrusrrrrrrwu g, t'7 :Al,. a a. sk.a - ,a rrarrr-�arrrrrr�a ,Mist.. by sa4 #'".• ., .4 or AWA LIM s r ` z o 4 T 7 r �. .... ; s i i l� ±, ►�io�►a� x ,.' t a t is ka of �r yy , d _ { r E , 1111 A`\ r � tt } DAYTON... AN EXCITING OPPORTUNITY Ibis is an exciting opportunity to live and work in an urban Midwestern city located in America's beartland. Dayton he first large city in the United States to adopt the council-manager form ofgovernmentby charter in 1913.The if Dayton is seeking a bigbly qualified individual to become its City Manager. The selected individual will work under the direction of the City Commission. ABOUT THE CANDIDATE ABOUT THE POSITION The City of Dayton,Ohio,is seeking a dedicated,responsive, The City Manager for the City of Dayton is the chief and experienced individual for its City Manager.This person administrative officer of the city and is responsible for must be able to work in a fast-paced environment.The executing all policies and programs made by the City successful candidate must have a Bachelor's degree in Public Commission. This individual is also responsible for making Administration,Business Administration,or a closely related program and policy recommendations to the City Commission field.A Master's degree in a closely related field is preferred. to further the city's long-range goals and objectives. A credentialed ICMA Public Manager would be a plus. According to the City Charter,the City Manager's primary The successful candidate should also possess seven years of responsibility is to serve as administrative head of the previous management experience in a similar-sized municipal municipal government and ensure that all of the city's laws and government as a city manager,deputy or assistant or similar ordinances are enforced. The City Manager provides position.An equivalent combination of education,training,and leadership direction and general management to the overall experience may be considered. administration and operation of the municipal functions for the City of Dayton.This includes initiating programs in The"leaderslup traits the city is looking for in its City Manager accordance with policies decided upon by the City include integrity;knowledge of'the functioning of a citizen Commission and reviewing problems and providing guidance - involved city;courage and decisiveness to make decisions and to the Assistant City Managers and all department heads in stand by them;dependability and initiative;and tact and executing these programs. The City Manager also coordinates enthusiasm. all activities related to determining the future needs of the city and establishes priorities for all programs and projects,ongoing traits desired in the new City Manager of Dayton include and proposed. an open individual with familiarity with or labor, economic development experience and skills;a team manager The City Manager is also responsible;for supervising the with a collaborative management style;an excellent preparation of,the city s annual budget for presentation to the communicator with good interpersonal skills and a strategic Commission;,The City Manager is to attend all meetings of the, thinker and planner The successful candidate needs a high Commission wiueh occur weekly Wlvle he%she has the right energy level;a track record of success in dealing with issues tatake`part m the discussions,hefshe does not have the right . and innoyatively,solvi i g i'blems,'and a vision for what to cast a vote on the issues 4:N Dayton can become for the future x " The City Manager is assisted by two Assistant Cityl4lanagers w The optimum candidate`for Daytgn City Manager should have „ experience and ideas of creativeways to adhere to the budget The City Manager must focus-"an long range planning and tinter and how to,.,raise revenues The ideal person should be governmental relationships it"add�tron xdmhzistering the s committed to diversity in the workplace and the communityw city:government The prunary challetzgent tliis�ositionisox i" a and have been around a"multi cultural COMM contribute to amore effici govermm�n }�nitro lueuig the ti candidate should;have°highly developed financial'and` most advanced management techmques and developing long budgetary skill s,be one who shares information an d be range plansto`ensure the city's financaal soloeitcy and its creative and articulate:The successful candidate should be a survivaI'as an.environment inswhich'people will enjoy hvmg seasoned individual who,practices"fiscal restraint and someone. ._ u vi�hb'is politically savvy and can develop effective intergovernmental,business and neighborhood relationships. Principal accountabilities include: _y �r The Commission is looking for a City Manager that will be a •Administer the city's government effleieentlyand effectively. good listener,be oriented to the use of new technology,be Ensurepromptdelivery ofservices and responsiveness to citizen Steeds. visi le in the community,while respecting the prerogatives of 1 mmission,and someone who is willing to make a •Impact effectively on the sbort-and long-term planningfor the city, ssional commitment to stay in Dayton for some time into the future.The City of Dayton,Charter requires the successful •Contribute to the long-range financial solvency and survival of the ci, candidate for City Manager to be a resident of the City of .Ensure continuing effective governmental operation tbrougb selection Dayton at the time of appointment. This has been interpreted and motivation of a competent staff. to be their first day of work. ABOUT THE CITY OF DAYTON Vim„=.-g, ' - The City of Dayton,Ohio,is the birthplace of aviation.Dayton was ce home to powered flight inventors Wilbur and Orville Wright d AfricanAmerican Poet Paul Laurence Dunbar.Today the city 'We rs great attractions and historical sites,fantastic arts venues,a = thriving downtown,beautiful parks,a variety of sporting sites and excellent shopping and dining. The Greater Dayton area has also been a popular location for a variety of film productions ranging fromThe History Channel,The V y Discovery Channel,independent films,various documentaries, c commercial shoots and more. Some key attractions in the Dayton/Montgomery County area k includeAllwoodAudubon Center and Farm;Boonshoft Museum of Discovery;Carillon Historical Park;Carriage Hill MetroPark and Farm;DaytonArt Institute;DaytonAviation Heritage National Historical Park;DaytonAviationTrail DrivingTour;Dayton " Dragons Professional BaseballTeam;Dayton International Peace Museum;Dayton Kids Corridor;K-12 Gallery forYoung People; " Kettering-Moraine Historical Museum;LearningTree Farm; Riverside Park;RosewoodArts Centre and Rosewood Gallery;and SunWatchIndianVUage/Archaeolo 'cal Park. i With a population of 166,000 citizens,Dayton is well known for its family-oriented,warm and friendly neighborhoods,its many parks, golf courses and bike paths and enviable cultural resources. Dayton is ranked 6th in the nation for affordable housing and War commute times into the City average 19 minutes.There are gional hospitals that have recently received five star ratings for their areas of specialty and there are also 25 colleges and universities in the region,including the University of Dayton.The attractive downtown historic district where many original Buildings still stand is popular throughout the year.There are 12 other residential Historic Districts in the City of Dayton. 4'- -�z i O Y s k d , yl �. ,.?;�� , ABOUT THE CITY GOVERNMENT OF DAYTON The City of Dayton operates under a Dayton is a full-service local government Major Issues Facing the City Include: commission-manager form of government offering the traditional services provided !ished in 1913. The city has five City by many municipalities such as police,fire, • Loss of jobs and employers,especially Cwtunission members who serve as the water&wastewater,solid waste,public given the fact that Delphi announced governing body for the city.The five- works,.parks&recreation,etc.The City is on Friday, March 31,that it was closing member Commission is composed of four also responsible for the Dayton Airport 4 out of 5 plants in the Dayton area with elected Commissioners and an elected and a number of functions not typical of a two of those being in the City of Dayton. Mayor. Commission members serve four municipality. year terms. The Commission,pursuant to • Older housing in neighborhoods the City Charter,selects and appoints the The current General Fund annual resulting in the need for code City Manager. operating budget for the city is $160 enforcement and demolitions. million. The city has 2674 F°TE employees. • Need for regional cooperation with other governments and the private sector to provide needed services and solve mutual problems. • Need for fiscal restraint in light of economic circumstances. o elm •„6 "mr4i ffwgis *PW swim i, on XWO g S g sy M •; s 11 • • • • 1, • .- _- • 111 • ', 1 111 .•• • ` : �i � - - 1 ••• • • • , � 1 1 1 • • • • •••• too • • • • •. The PAR Group THE PAR GROUP CHICAGO Paul A. Reaume, Ltd. 100 North Waukegan Road,Suite 211 Public Lake Bluff, Illinois 60044-1694 Management Consultants TEL 847/234-0005 FAX 847/234-8309 Celebrating Over 30 Years Service www.pargroupltd.com to a National Clientele May 22,2006 VIA COURIER DELIVERY Mr.Michael J.McCauley City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center,MN 55430 Dear Mr.McCauley: We are pleased to respond to your request for our firm to propose how we can assist the City of Brooklyn Center in the successful recruitment, screening,interviewing and selection of Candidates from which the City Council may appoint a City Manager to succeed you. The PAR Group-Paul A.Reaume,Ltd. consults exclusively in the public sector,serving the needs of local government nationwide with corporate offices located in suburban Chicago. The PAR Group was founded by Paul A. Reaume, a former City Manager who provided consulting search services to local governments nationwide continuously for thirty years.Robert A.Beezat,also a former City Manager and long-time associate of Paul Reaume, has succeeded Mr. Reaume as President of the firm. Mr. Beezat is leading the firm forward in the same traditions of excellence and integrity established by Paul Reaume in • 1972. Our Principals have over 240 years'cumulative operations and consulting experience in the field of local government, and have conducted a large number and variety of local government and not-for- profit recruitments for a national clientele. Clients have included local governments of under 5,000 to over one million population, with budget responsibilities exceeding several billion dollars. The firm's quality of work and sensitivity to Clients'needs and concerns are recognized hallmarks—our firm was a pioneer in local government recruitment and is considered a leader in the public management consulting field.We have never failed to recommend a group of qualified Candidates for Client consideration. Experience We have conducted executive recruitments throughout the United States and have successfully completed more local government recruitments in the Midwest than any other firm (please see enclosed Client List).We have worked successfully with a wide variety of elected and appointed Officials in local government. We have conducted 413 recruitments in the Midwestern states of North Dakota, South Dakota, Minnesota, Wisconsin, Iowa, and Illinois. One hundred nine of these recruitments have taken place in the past five years. We have conducted 55 City Manager/Administrator recruitments in the past five years. By state and city,they are: Arizona Yuma Florida New Port Richey Illinois Bannockburn; Brookfield; Carol Stream; Countryside; Fairview Heights; Flora; Flossmoor; Glenview; LaGrange Park; Lake Barrington; Lincolnwood; Lisle; Long Grove; Macomb; Matteson; Moline; Mundelein; Oswego; Peoria; Plainfield; Princeton; Rochelle; Salem; St. Charles; Sugar Grove; Washington; Wheeling; . Wilmette Indiana Fishers;Highland Assisting in the Achievement of Excellence in the Public Service Since 1972 City of Brooklyn Center,Minnesota page 2 • Iowa Clinton Kansas Leawood Michigan Grand Haven;Marshall;Northfield Minnesota West St.Paul Missouri Columbia;Kansas City;Lee's Summit;Liberty;Webster Groves;Wildwood North Carolina Southern Pines Ohio Dublin Oregon Bend Tennessee Lakeland Texas Colleyville;Haltom City; Virginia Chesapeake;Waynesboro Wisconsin Beloit;Fond du Lac;Racine We are currently conducting City Administrator recruitments for Newton and Waukee,Iowa. In addition to our extensive experience in recruitment of public management professionals for local governments, our firm has been sought out to assist related public interest associations in recruitment of top staff,including the Executive Directors for the National League of Cities (NLC),National Association of Counties (NACo), National Community Development Association (NCDA), International Institute of Municipal Clerks (IIMC),International Association of Assessing Officers (IAAO),National Association of Housing and Redevelopment Officials (NAHRO), American Public Works Association (APWA), National Association of Regional Councils (NARC), National Forum for Black Public Administrators (NFBPA),and the President of Public Technology,Inc. (PTI). We invite you to visit our web site at www.pargroupltd.com for additional information on The PAR Group and its consulting staff. References • Representatives of the following organizations can comment on the quality and professional level of services offered by Principals of our firm: Client: Village of Glenview,Illinois Placement: Village Manager I Client Contact: Ms.Kerr Cummings, e President Telephone: 847/724 1700 g s g Client: City of Moline,Illinois Placement: City Administrator(4) Chief of Police Fire Chief Library Director Client Contact: Terese Kimbell,Personnel Officer Telephone: 309/797-0747 Client: City of Liberty,Missouri Placement: City Administrator Client Contact: Mary Towse,Director of Human Resources Telephone: 816/792-6000 x 3035 Client: City of Dublin,Ohio Placements: City Manager Client Contact: David Harding,Director of Human Resources Telephone: 614/410-4400 Client: City of Beloit,Wisconsin Placement: City Manager Client Contact: John Murphy,City Council President Telephone: 608/364-6600 Client: City of Racine,Wisconsin City of Brooklyn Center,Minnesota page 3 Placements: City Administrator Director of Human Resources City Development Director Client Contact: Mayor Gary Becker Telephone: 262/636-9101 Client: Village of Plainfield,Illinois Placement: Village Administrator Client Contact: john Peterson,Village President Telephone: 815/436-7093 Client: City of Clinton,Iowa Placement: City Administrator Client Contact: Mayor LaMetta Wynn Telephone: 319/242-2144 Client: City of St.Charles,Illinois Placement: City Administrator Client Contact: Mayor Donald DeWitte Telephone: 630/377-4400 Our firm is eminently qualified to undertake Brooklyn Center's City Manager recruitment.We were pioneers in public management executive recruitment and have earned a top national reputation and respect for the professional, impartial, sensitive, and thorough manner in which we carry out a recruitment. Our integrity or abilities have never been questioned. We facilitate and assist elected officials in their critical responsibility of selecting a City Manager—we do not dictate; we rovide objective and straightforward advice and counsel towards their selection, as a group, of the professional they feel best qualified to assume the duties and responsibilities of City Manager. Philosophy Our firm's executive recruitment philosophy embraces a professional process of integrity, trust, and respect toward all parties involved and complete commitment toward meeting the expressed needs and desires of the Mayor and Council as a group. Our work is carried out in an open manner with particular attention given toward seeking out critical factors of a Client's organization and governance and utilizing such information respectfully and discreetly in seeking out Candidates who truly have the ability to meet the expectations and needs of the Mayor and Council as a group—working strenuously in developing a fully qualified,"best match"Candidate pool for Client consideration. In regards to candidates, we treat them professionally and equitably as a representative of the municipality for which we work. We promptly respond to candidate inquiries, keep them informed of the process as it progresses, and notify them of the decision made by the client. We have no contractual or financial agreements with any candidate for any purpose. All of our services are handled by Principals of the firm who have established and well-regarded reputations in the search field as well as actual operating experience in the public management fields in which they now consult. Each has impeccable professional credentials and unblemished personal reputations. Keeping both our Client and prospective Candidates informed on the status of the recruitment on a regular basis is also an important part of our recruitment process. Our process was developed and refined over the years to meet the special, and often unique, needs and circumstances facing our local government,public management,and related not-for-profit Clients.We have never failed to recommend a group of fully-qualified Candidates in our 34-year history and our mission has remained the same since 1972—"Assisting in the Achievement of Excellence in the Public Service." Tailored Search Process Our executive search process is highly professional and personalized.We will assist Brooklyn Center Officials from commencement to conclusion of the assignment, until a completely acceptable Candidate . is appointed to the position.We handle all of the administrative details of the entire recruitment process, so City Officials can limit their involvement to the significant, decision-making aspects of the selection process,thus minimizing interruption of attention to other on-going concerns and responsibilities. I City of Brooklyn Center,Minnesota page 4 • Our initial effort in assisting the City of Brooklyn Center would be to develop a Recruitment Profile that sets forth detailed qualifications for the City Manager position, reflecting both current and longer range organizational expectations relating to the position. The Profile serves as a key instrument for recruiting and screening Candidates in accordance with the unique needs identified as particularly desirable for Brooklyn Center's City Manager position. Our executive search process would be as follows,subject to mutually agreed upon modification: 1. Interview the Members of the City Council, Department Heads, and key Staff, all toward achieving clarity and consensus concerning the specific nature of duties, responsibilities and expectations of the City Manager position. Interview data will be used to prepare a Recruitment Profile for approval by the City Council(Sample Recruitment Profile enclosed). During our on-site interview activities we devote significant effort to become knowledgeable and familiar with the municipal organization,community institutions and leadership, gain a sense of the city as a place to live and work,understand intergovernmental activities/ relationships,take note of cultural and socioeconomic diversity, and other efforts, all to clearly understand and be able to straightforwardly present prospective Candidates (and their families) With information having an important bearing on their decision to consider the Brooklyn Center position. If desired, we shall be pleased to conduct focus group sessions, comprised of community leadership and citizenry, iI1 an expanded effort to determine input and feedback from such persons for inclusion in the draft Profile prepared for City Council review, amendment, and ultimate approval;this service/assistance would be provided for an additional fee. 2. Conduct an intensive independent professional search and recruitment effort, utilizing an extensive local,regional and national contact network,seeking out qualified Candidates who may not otherwise have an interest in your recruitment. 3. Place announcements in appropriate professional publications and on the internet to provide maximum exposure of the position's career opportunity and to ensure an open recruitment process. 4. Process all applications received from recruitment and announcement efforts, including timely acknowledgments of receipt of application and status of recruitment information to all Applicants,on behalf of the City. 5. Screen all applications received, matching all Applicants' credentials with the specific criteria qualifications stated in the Recruitment Profile. 6. Interview prospective Final Candidates and make background inquiries and reference checks with current employer and, where appropriate, most recent prior employer, and verify claimed educational achievement. 7. Present a written report to the City Council on applications received for the position, including resumes and background information on those individuals considered to be most qualified and best suited for the position, recommending approximately 8 - 10 such persons for personal interview consideration. 8. Facilitate the selection of Candidates to be invited for personal interview and appointment consideration;we recommend that no fewer than five Candidates be interviewed. 9. Arrange for additional background inquiries of Candidates selected for interview, to include criminal court,credit,and motor vehicle records checks and print media searches,as desired. 10. Provide,if desired,personality"type"profiles of the Finalist Candidates utilizing the recognized Myers-Briggs Type Indicator® (MBTI(D)Test and analysis.The MBTI results provide a means to . assist Council Members in making distinctions and understanding differences of management and personal style among Candidates.The MBTI has been employed by a wide variety of users in business, government, and training services for 40 years as a recognized tool to assist City of Brooklyn Center,Minnesota page 5 • organizations to appreciate the differences of individuals and their approaches to work and interaction. MBTI results are also used in organizations to help understand and adapt to different management styles and approaches to work methods, assist in making the most of human resources, and facilitate more effective communications with peers, employees, and supervisors. 11. Prepare interview questions and procedure for use by the City Council, developing a process which will ensure that the same questions are asked of each Candidate and that each interview is thoroughly and consistently evaluated. 12. Coordinate arrangements for Candidates' travel to Brooklyn Center for interviews, be present during interview sessions to facilitate effective discussion and deliberation toward the City's selection of a Final Candidate, and also assist in employment negotiation between the Final Candidate and City Officials,as desired. 13. Notify all Applicants of the final appointment action by the City Council,including professional background information on the successful Candidate. Experienced Consulting Team All services in connection with this assignment will be performed by individuals who possess recognized municipal experience and broad executive selection judgment. Robert Beezat, President, Gregory Ford,Vice President, or Sharon Morien, Senior Consultant, will be responsible for and directly involved in your assignment. Assignment as Lead Consultant will be determined based upon consultants'responsibilities to other clients at the time of project initiation. Biographical profiles of these individuals are enclosed. Fees and Costs • Our professional fee for conducting a comprehensive, successful, and professionally oriented executive recruitment has been established at levels to be justifiable for public management recruitment paid for by public taxing bodies, our exclusive Clientele. Our fee proposal for conducting Brooklyn Center's City Manager recruitment would be: • Professional fee $14,500 • Reimbursable expenses(consultant travel, $4,500 postage/shipping,telephone/fax,office support services,printing/photocopy) • Education verification and $125 per Finalist Candidate court/credit/motor vehicle records searches • Print media searches(Lexis-Nexis) $40 per Finalist Candidate Optional services: • Conduct of focus groups(see step 1 above) $800 per day,per Consultant involved • Myers-Briggs testing(see step 10 above) $200 per Candidate In regard t " g o the breakdown of casts by task,we do not unbundle our Executive Search process and perform only some of the tasks involved in a full search.However,in response to the City's request,the following is an approximate breakdown of hours and tasks as outlined by the City: a.Developing Profile-20 hours Q$110/hour=$2,200 b.Advertising and Solicitation of Candidates-24 hours Q$110/hour=$2,540 c.Screening Applications-42 hours Q$110/hour=$4,620 d.Designing and Facilitating Interview Process-24 hours @$110/hour=$2,540 e.Conducting Reference and Background Checks-35 hours @$70/hour=$2,450 f.Any other services requested by the City would be billed at$110/hour • Professional announcements are generally billed to the City directly by publishers and are not included in reimbursable expenses. Our Consultants will be pleased to discuss your budget for City of Brooklyn Center,Minnesota page 6 • professional announcements along with our recommendations.Candidate travel expenses for interviews are not included in the above fee proposal. The professional fee is payable in three equal payments, billed during the course of the recruitment, with the first payment for professional services due upon acceptance of our proposal, the second statement billed following recommendation of Candidates, and the final one-third billmg upon completion of the recruitment assignment. Reimbursable expenses may be billed on a monthly basis. Timetable The schedule as set forth in the RFP is a little tighter than is desirable in order to develop the broadest possible pool of qualified candidates. Also, we recommend that there not be a cutoff date for applications for the same reason.We would suggest the following: City of Brooklyn Center,Minnesota City Manager Tentative Executive Search Process and Schedule 1.June 26-July 10 Development of Recruitment Profile and Professional Announcement by the Consultant and approval by City 2.July 10-12 Job Announcements Placed,by Consultant on behalf of City in Professional Publications and Web Sites 3.July 19-21 Recruitment letters and Profile sent to potential Candidates 4.August 10-September 7 Consultant Reviews Resumes,Interviews Candidates,Conducts Background Checks 5.September 7 Transmittal of Confidential Report containing 10 to 12 Semi-Finalist Candidates to Mayor and City Council 6.Week of September 11 Meeting in Executive Session of Consultant with Mayor and City Council to Review Semi-Finalists and selects Finalists for • Interview Process 7.Week of September 25 Interviews of Finalists and Selection of Candidate for Appointment Consideration 8.Early to Mid-November New City Manager begins work Satisfaction Policy Our Client satisfaction policy provides that, should the appointed City Manager, at the request of City Officials or the Manager's own determination, leave the employ of the City within the first 12 months of appointment, we will, if desired, conduct another search for the cost of expenses and announcements only.In addition, in accordance with the policy of our firm, as well as established ethics in the executive search industry, upon establishment of a Client relationship with the City of Brooklyn Center, we will not recruit employees from your organization for other public management positions without your knowledge or permission. This letter of proposal,when approved and signed, shall constitute an Agreement between us and it may not be modified except in writing by both parties. Our liability,if any, shall not be greater than the amount paid to us for professional services rendered. Brooklyn Center City Officials can be assured of responsive and personalized professional attention throughout the City Manager recruitment assignment. We enthusiastically look forward to having the opportunity to assist in this very important staffing responsibility. i City of Brooklyn Center,Minnesota page 7 • Respectfully submitted, Robert A.Beezat,President The PAR Group Paul A.Reaume,Ltd. ACCEPTED BY THE CITY OF BROOKLYN CENTER,MINNESOTA BY: TITLE: DATE: • • THE PAR GROUP Paul A.Reaume, Ltd. Executive Search Services THE PAR GROUP Paul A. Reaume, Ltd. � uibli �.v Management Consultants Celebrating Over 30 Years Service To a National Clientele D 0 0 M'Mnesota a 0 n 9 City Manager The PAR Group - Paul A. Reaume, Ltd. • Executive Search * First and foremost, adecision-making process *One of the most important decisions you will make *What do you want to accomplish? Who can help you to get there? The PAR Group - Paul A. Reaume, Ltd. 2 Our National Experience * Served 419 client organizations + Conducted over 780 recruitments # 150 (36%) are repeat clients # National presence and clientele: . Maine. to California and off-shore The PAR Group '- Paul A. Reaume, Ltd. 3 Qualifications SPAR one of 1St to pioneer Executive Search services to local governments *33 Years of Service to National Clientele <#> Experienced, Professional Team Approach The PAR Group - Paul A. Reaume, Ltd. 4 Credentials *All of our Principals have established reputations in search consulting Each have served as a CAO or Senior Manager *Our Associates have also served in staff roles in city administration The PAR Group - Paul A. Reaume, Ltd. 5 0 41 Credentials Local government clients have ranged from below 5,,,000 to over 1 million in population The PAR Group - Paul A. Reaume, Ltd. 6 i Minnesota Experience • City of Brooklyn Park • City of Burnsville • City of Coon Rapids • City of Fridley • City of Hibbing • City of Hopkins • City of Mankato • City of Minnetonka • City of Moorhead • City of Oak Park Heights • Ramsey County • City of Richfield • City of West St. Paul The PAR Group - Paul A. Reaume, Ltd. 7 Recent City Manager Recruitments • City of Yuma, Arizona 77, 500 OCity of Enfield, Connecticut 45,000 * Village of Glenview, Illinois 44,000 + City of Moline, Illinois 45,000 + City of Peoria, Illinois 113,000 + Town of Fishers, Indiana 52,400 + City of Columbia, Missouri 91 , 000 + City of Liberty, Missouri 85,000 The PAR Group - Paul A. Resume, Ltd. 8 is 0 Principal Consultants � Assigned to your Search b Karl Nollenberger, MPA- University of Colorado Lead Consultant for this recruitment; Vice President; 34 years combined experience in public management consulting and city management • Robert Beezat, MPA- Roosevelt University President; 35 years combined experience in public management consulting and city management The PAR Group - Paul A. Reaume, Ltd. 9 Our Process * Community, Organizational and Position Assessment • Understanding needs, desires, issues, challenges, surroundings and expectations is critical to success • Interviews, inquiries and site visit to gain understanding � Development of Recruitment Profile . Key recruiting tool and your calling card and expression of expectations and desires The PAR Group - Paul A. Reaume, Ltd. 10 0 Our Process (cont"d -) * Sourcing and Open Recruitment • Place Announcements in Professional Journals and Web sites • Independent recruitment effort using mail, email, and telephone calls * Process Coordination . Acknowledgement and management of candidate applications and submitted materials The PAR Group - Paul A. Reaume, Ltd. 31 40 0 Our Process (cont"d .) � C+> Initial Screening . Screen/review all applications matching credentials with criteria in recruitment profile + Interview prospective final candidates . Make back g round inquiries, prel'm .. reference checks and educational verification * Prepare and present report . Identification of 8-10 semi-finalists for interview consideration The PAR Group - Paul A. Reaume, Ltd. 12 Our Process (cont"d .) Facilitate selection of finalists for interview . Consult Mayor and Council on final interview � process & format + Arrange for additional background inquiries prior to interview . Criminal, credit, motor vehicle and media . MBTI testing if desired The PAR Group - Paul A. Reaume, Ltd. 13 Our Process (contd .) * Prepare interview questions and procedures . Coordinate arrangements for interviews with staff and candidates + Facilitate final interviews and selection The PAR Group - Paul A. Reaume, Ltd. 14 4D 0 Timing #On average, typical search is completed in 90 days . Each search, however, is unique * Prepared to begin when mutually agreed dates can be set The PAR Group - Paul A. Reaume, Ltd. 15 41 0 Communication and i Coordination Accessible throughout the search Maintain regular contact with our liaisons as assigned by the City * Provide status communications at critical stages The PAR Group - Paul A. Reaume, Ltd. 16 The Path to Success Important to present the City Manager's position and City as a great opportunity and professional setting We're known for our process, approach, network and record of placements The PAR Group - Paul A. Reaume, Ltd. 17 i The PAR Group tCa n we o of se rvice to you —' --------' THE PAR GROUP Paul A. Reaume, Ltd. Public ,u_.,..r Management CbnSUItantS i I Thank you The PAR Group - Paul A. Reaume, Ltd. 18 CONSULTANT BIOGRAPHICAL PROFILE • ROBERT A. BEEZAT Robert Beezat has over forty years of private and public sector management, consulting, training, and teaching experience.For twenty-four of those years, he has been a member of The PAR Group. He is currently the owner and serves as President. During that time, he has provided a variety of management consulting services to over 200 municipalities and public agencies nationwide. The public jurisdictions which he has served range in size from 3,000 to 5,000,000 in population. As part of The PAR Group consulting team, Mr. Beezat has conducted and participated in over 150 executive search assignments. He has successfully undertaken and completed over 150 consulting assignments in the areas of human resource management; i.e., classification and compensation systems, total cost employee compensation analysis, employee personnel manuals, performance evaluation systems, and employee/labor relations improvement programs. In particular, he served as the principal staff to several regional consortiums of municipalities addressing the rapid increases in municipal employee salaries and benefits. These consortiums involved over 70 municipalities in the Chicago area, downstate Illinois, and out-state Minnesota. Mr. Beezat has also performed a number of management studies which have reviewed the organizational structure and management operations of municipalities. Studies have ranged from individual departments including Fire, Police, and Public Works Departments to the operations of entire municipal organizations. He is very proud that one of the cities he worked with implemented many of the recommendations in his report and eventually won the prestigious"All American City" award. He has designed and conducted a number of management and supervisory training programs for municipalities. He has also conducted a number of long-range, strategic planning, and goal-setting processes for municipalities and not-for-profit organizations. These processes have involved over 125 "live" participants as well as close to a thousand citizens through the innovative use of cable television. • Beside his consulting experience, Mr. Beezat has served as a City Manager, Village Manager, and Town Administrator for over fourteen years. He has worked in suburban and independent cities which have included the full range of municipal services including the not too common functions of a municipal hospital and electric utility. He has done a great deal of work in the economic development field. This work has earned him and the municipalities he worked for recognition from local businesses for innovative, cooperative approaches to addressing economic development issues. Finally, Mr. Beezat has been very active in working with and developing programs that benefit lower socio-economic segments of the population. He has been successful in putting together the municipal, educational, and business resources in a municipality to address the diverse needs of a low-income, immigrant population. As an individual, he has organized and led a number of community-based groups which have worked to resolve neighborhood problems and issues. Mr. Beezat is a graduate of Loyola University, Chicago, Illinois and has a Master's degree in Public Administration from Roosevelt University in Chicago. He is an adjunct faculty member at Lewis University in the Chicago area where he teaches business management courses. He has also been an adjunct faculty member at Marquette University in Milwaukee. Mr. Beezat is a member of the International City/County Management Association. • THE PAR GROUP Paul A.Reaume, Ltd. • CONSULTANT BIOGRAPHICAL PROFILE SHARON MORIEN Sharon Morien is a Senior Consultant with The PAR Group. Ms. Morien participates in both executive search and general management consulting assignments. Ms. Morien has over twelve years of experience in human resource management, local government, health services, and public management consulting. In addition to her work with The PAR Group, Ms. Morien has worked for the Village of Skokie, Illinois and at Family Hospital in Milwaukee, Wisconsin. Ms. Morien's work with The PAR Group includes job analysis and position classification, development of compensation plans, performance evaluation studies, assessment centers, strategic management planning sessions, and work as a member of an executive recruitment team. Ms. Morien has been involved in all aspects of over 100 recruitments, including those for Department Directors, Executive Directors and City and County Managers and Administrators. Her involvement in general management consulting assignments have included pay and classification studies in Dunn County, Wisconsin, The Community Counseling Center in Alton, Illinois, and the Cities of Ferguson, Missouri and Mentor, Ohio, as well as numerous studies for communities within the state of Illinois, including West Dundee, Montgomery, Aurora, Huntley, Wood Dale, Batavia and Westmont. Ms. Morien has a Master's Degree Certificate in Human Resource Management from Illinois • Benedictine College in Lisle, Illinois and a Bachelor's Degree in Social Work from the University of Wisconsin, Milwaukee. THE PAR GROUP Paul A.Reaume, Ltd. • CONSULTANT BIOGRAPHICAL PROFILE GREGORY F. FORD Mr. Ford is a Vice President of The PAR Group, working on both executive search and general management consulting assignments. Mr. Ford has thirty-six years of experience in local government administration and public sector human resources, including service with the City of Dearborn, Michigan, and Skokie and Arlington Heights, Illinois. He has been involved in recruitment and selection of top management personnel in numerous jurisdictions. In addition, he has conducted numerous management and supervisory training programs for professional associations such as the International Personnel Management Association and the American Public Works Association. He has also served as an adjunct faculty member at Harper College and Oakton Community College. Mr. Ford has extensive experience in developing administrative policies, labor negotiations, and the administration of a wide variety of operating departments. He has had recent experience in administering municipal staff and negotiating with developers in the redevelopment of an aging central business district. He currently serves as Commissioner/Treasurer for the Northwest Water Commission, and Past-President and Board of Directors of the Northeastern Illinois Public Safety Training Academy. Mr. Ford is a graduate of Wayne State University, majoring in Political Science, and has a Master's degree in Public Administration from Wayne State University. His professional memberships have . included the International Personnel Management Association, International (and Illinois) City and County Management Association, National (and Illinois) Public Employer Labor Relations Association (Past-President), American Public Works Association (Chairman, National Committee on Professional Certification), American Water Works Association, and the Chicago Metropolitan Managers'Association. Mr. Ford has been a frequent presenter before local, state, and international professional groups and associations. • THE PAR GROUP Paul A. Reaume, Ltd. ! City of Waukee The Key to Good Living RECRUITMENT PROFILE CITE' ADMINISTRATOR/CLERK CITY OF WAUKEE, IOWA This Recruitment Profile provides background information on the City of Waukee, Iowa. It outlines factors of qualifications and experience identified as desirable traits and attributes for Candidates for the City Administrator/ Clerk position to possess.The Profile was prepared following meetings with the Mayor,City Council,Department Heads,and administrative support staff to the City Administrator/Clerk,and members of the public.This Profile was also prepared as a result of the review of written materials relevant to the City of Waukee and the City Administrator/ Clerk position. This 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 inquires relating to the recruitment and selection process for the City Administrator/Clerk position are to be directed to the attention of the Consultant working with Waukee,Iowa: Robert Beezat,President The PAR Group-Paul A.Reaume,Ltd. 100 N.Waukegan Road,Suite 211 Lake Bluff,Illinois 60044 TEL: 847-234-0005 FAX: 847-234-8309 Email:resume@pargroupltd.com ,0MM NiTY BACKGROUND Waukee, Iowa is the fastest-growing city in one of the totaled 8,132 residents in a special census conducted in fastest-growing counties in the nation. 2004.Current population is estimated at approximately 9,500 people.The City issued building permits for over Growth has been fueled by three important factors: 650 residential units in 2005.The City is on the same pace of development in 2006. The City also has close to a • A strong regional economy in the Des Moines dozen developmentproposals and/or annexation agree- metro area ments pending. Growth to 15,000 to 20,000 is projected • Excellent schools over the next 10 years. • A variety of quality housing options Quality of life is also an important attraction for residents Waukee was a community of approximately 3,000 resi- moving to the City.Waukee is described as"a picture of • dents in 1990, grew to 5,126 as of the 2000 census, and Americana,"and"a place to live the American dream." . The community supports and participates in many an- In 1920,the first coal mine,Harris Mines,opened north- nual events and festivals,including the Easter Egg Hunt, east of,Waukee. In 1921,Shuler Company started their 4th of July festivities,and Wauktoberfest,to name a few. mine,one mile east of Harris. Shuler Mine was the last The schools contribute greatly to the strength and attrac- major shaft mine in Iowa, with a shaft of 387 feet. It tion of the community.The City has built a new Library was also the heaviest producer of any mine in the state. in 2003 and purchased a nine-hole golf course and driv- During their 28 years of operation, they took out over ing range in 2005.The City is considering the addition of seven million tons of coal.Mining was an important part other recreational amenities to meet the needs of its of the community until the last mine closed in 1949.The growing and younger family population. mining is a part of Waukee's rich sociological heritage, and is especially remembered by Italian families for their .;._ elaborate weddings, with a carload of grapes being AYE shipped in from California for the celebrations. ae � WAUKEE CITY GOVERNMENT The City of Waukee is governed by a Mayor and five City Council Members: The Mayor is elected to a two-year term and is the Chief Executive Officer of the City. Council Members are elected to four-year,overlapping terms,with two elected at one election and three elected at the following election.The City Administrator/Clerk is appointed by a majority vote of the City Council. Waukee is a full-service City consisting of the following Departments. • Administration Police Waukee Public Library Fire Planning Community Development Finance/Treasurer Waukee is an exceptional city that offers a safe,friendly Library Public Works community lifestyle and easy proximity to the amenities of a large city.Residents enjoy a thriving business com- The Public Works Department is the largest department munity as well as excellent hometown services and within the City organization and encompasses the fol- stores,all complemented by world-class shopping and lowing major divisions/service areas: entertainment just minutes away. Gas Water Waukee History Sewer Utility Billing Streets Engineering Waukee, originally called Shirley, was started by Gen- Parks Golf Course eral Lewis A. Grant, as one of seven stops on the Des Solid waste/recycling Moines Valley Railroad,which ran from Des Moines to Grand Junction in Greene County.Waukee was incorpo- The City has a total of 51 full-time employees as well as rated in 1878. some part-time and seasonal employees. In the same year of incorporation,a library association or The City Budget for FY 2007, which begins on July 1, reading club was formed.However,it was not unti11929 2006, is $24.7 million. The major components of that that a public library was started by the agitation of a few budget are:General Fund-$6.6 million;Capital Projects people.A room was rented,cleaned and furnished,and - $8 million; Business Type/Enterprises - $8.8 million; 500 books were provided by the Traveling Library of the and Transfers Out- $1.3 million. The major sources of State of Iowa. The existing Library building opened in revenue to support the expenditures are:Borrowing for March of 2003,after the community passed a bond issue Capital Projects - $9.3 million; Charges for Fees and to build and furnish the new library. The library today Services-$9 million;Property Taxes-$3.7 million;and has over 32,000 cataloged books and tapes. TIF Revenues - $1.6 million. The City has a total fund • Suspends or discharges all employees who the Ad- r' � ministrator appoints.Removal of department heads is subject to City Council approval - Supervises the performance of the following admin- 4 istrative functions: contracts for work and services E to be done for the City;agreements in which the City has an interest; negotiations on behalf of the City; and purchasing. • Prepares and submits to the Mayor and Council an annual budget. • Additional administrative duties are set forth in the complete ordinance covering the City Administra- tor/Clerk position. The City Administrator/Clerk shall establish residence Waukee High School in the City of Waukee pursuant to terms agreed to upon balance of approximately$12 million,which is expected appointment and confirmation. to increase to close to$13 million at the end of the fiscal year.The City has not gone out for a formal bond rating, More information regarding the City and the surround- but has been able to secure general obligation and rev- ing area can be found on the City's website and related enue bonds at market rates. links at: www.waukee.org. CITY ADMINISTRATOR/CLERIC POSITION ISSUES, CHALLENGES, AND OPPORTUNITIES The City Administrator/Clerk is the Chief Administra- tive Officer of the City.As City Clerk,the position has all The City of Waukee expects to address a number of of the powers, duties, and responsibilities conferred important issues and challenges in the next several years. upon it by State Statutes,City Ordinances,and Council Some issues relate to broad policy matters. Some are directives. The City Administrator/Clerk appoints a more specific to particular internal operational,organi- Deputy Clerk who performs the majority of the Clerk zational and management matters.The Mayor and City duties on a day-to-day basis. Council are seeking an experienced,professional public administrator to assist them in analyzing and evaluating The City Administrator position has the following major these and other issues, and implementing programs duties and responsibilities: which will maintain and improve the quality of life for its residents and businesses. The following issues and chal- • Sees that all of the resolutions, ordinances, laws, lenges are not listed in order of priority or importance but are Council and Mayor directives and approved opera- set forth to give candidates a sense of the type and scope of tional policies are faithfully enforced. issues which the City will be addressing. The list is not to be • Attends all meetings of the Council. considered as exhaustive,nor should the statements be inter- Recommends to the Mayor and Council such mea- preted as endorsing any particular course of action. sures deemed necessary or expedient for good efficient government and the general welfare of Growth—Waukee has been growing rapidly for the last the City. 10 years and it is anticipated that growth will continue • Supervises,directs,and administers,through subor- during the next ten years,at least.The past and projected dinates, all departments, offices, employees, func- growth has impacted the City in many ways and will tions and services of the City. continue to do so in the future.In particular,the City will • Appoints all officers and employees with the ex- continue to deal with issues around the following topics: ception of the City Attorney, Library, Police De- partment, and Fire Department. Appointments of • Infrastructure expansion involving water, sewer, department head level positions are subject to and gas utilities and streets. City Council approval. The Library Director is ap- • Annexations of land primarily to the west, north- pointed by the Library Board. west,and southwest. • Finances—The City enjoys a strong financial position with reasonable fund balances.However,as the commu- nity grows,the following matters need to be addressed: Increase the commercial,light industrial,and retail businesses in town to diversify the tax base. • Reduce the heavy reliance on residential property taxes. • Cope with the State property tax"rollbacks"which reduce and/or limit property tax assessments and _ v revenues. • Evaluate special assessment policies to ensure rea- sonably equitable distribution of improvement costs to those who directly benefit from the improvements and the needs of the entire City. Public Safety Building • Continue to improve City employee pay levels to be competitive in the labor market and not be a training • Balancing the needs of the older part of the City with ground for other municipalities. the newly developing areas. • Review and evaluate the contribution formulas of • Economic development to support the retail needs City enterprise funds towards supporting general of the community and provide jobs and tax base for administrative costs of the City. the City. • Developing the Alice's Road business park and its City Facilities—The City has built a new Library and a connection to I-80. new public safety center in the last 8 years. Over the next • Staffing City departments and operations to meet few years, the City will be considering the following • the service needs of the City as it grows. facility issues: • Updating and revamping building and develop- ment codes to maintain and improve development • Building a new Public Works building. standards and quality. • Reconfiguring the City Hall office spaces as com- mercial leases come to an end and the City's need for Intergovernmental Relations — Growth puts an in- administrative space increases. creased emphasis on the importance of the City of Waukee • Defining,planning,and building family recreational being an integral part of the overall metro area, par- facilities. ticularly with its neighboring communities. Some of the issues related to intergovernmental relations are Long Range and Strategic Planning—In the midst of the following. the current and future growth,the City needs to look at all aspects of itself as a community and as a municipal • Boundary agreements with neighboring communi- organization in light of many of the issues discussed ties to ensure orderly and positive growth. above, and develop coherent and integrated plans as • Regional utility connections for water supply and follows: wastewater treatment. • Traffic flows within the City and road connections • Update the Comprehensive Land Use Plan. with neighboring communities. • Develop a community based strategic plan. • Develop 5-year revenue and expenditure forecasts Maintain Small Town "Feel" and Values — Waukee which are updated annually. has always enjoyed a high level of participation and • Develop a 5-year staffing plan. involvement of its citizens in the governance of the City, • Develop a 5-year Capital Improvement Plan. but also in the many community events and festivals that families enjoy.As the City grows in population and the Organizational Structure and Human Resource Man- demographics reflect a younger population, the City agement — The City has made some changes to its wants to find ways to encourage and develop the in- overall organizational structure and reporting relation- volvement and interest of its new citizens. ships in response to the rapid growth of the past 10 years. • An organizational approach that worked effectively Have experience in working with elected officials,other for a static community of 3,000 needs to be adjusted to City department heads and staff,and the public in a fit the needs of a growing community that may eventu- positive, cooperative, and team-oriented approach ally reach a population of 30,000 or more. Some of the to addressing issues and solving problems. issues that need to be discussed and evaluated are the following: Have experience in and knowledge of labor relations and collective bargaining strategies and processes, • Changing the City Administrator position to a City and possess a reputation for dealing openly and Manager position. fairly with both individual employees and employee • Defining the roles of the Mayor and City Council to groups. more closely reflect the policy, community leader- ship, and intergovernmental leadership needs of a Have the ability and experience to think strategically and larger community. help the Mayor,Council,Staff and other City stake- • Formalize the employee performance evaluation holders develop strategic plans and a community system to encourage and reward creativity and vision. productivity among City staff. Have experience in community and economic growth Technology—The City needs to continue to upgrade its and development,revitalization,business,and Aro- use of technology to accomplish the following goals: moting and fostering a user-friendly,customer ser- vice orientation among City Staff. • Improve two-way communication with residents about City goals, objectives, and implementation Have experience in intergovernmental relations,work- plans. ing with appropriate local,regional,state,and fed- • Provide e-business solutions to customer service eral jurisdictions and agencies in a constructive and interactions with citizens and business. cooperative manner, presenting and representing • • Improve the efficiency and productivity of City Staff City-approved policies in an effective manner. as the Staff grows in response to community growth. Have a successful record of working with schools and CANDIDATE QUALIFICATION CRITERIA other community institutions,business leaders,and citizens'groups in a cooperative and friendly manner, The following factors of education,experience,manage- open to the input and suggestion of all. ment style, and personal traits have been identified as ideal attributes for the City Administrator/Clerk to pos- Have a record of keeping up to date and abreast of sess in order to function effectively in the position. modern/innovative municipal technology, pro- Education and Experience grams and procedures. A bachelor's degree from an accredited college or uni- versity in public administration or government, or closely related field is required;a graduate degree _ y_. in public administration or closely related field is strongly preferred. Have proven executive-level municipal management experience with at least seven years of progressively responsible experience as an Administrator or As- sistant Administrator in a growing, suburban mu- nicipality of similar size and complexity. Possess strong financial management abilities involving budget development and controls, financial fore- casting,and capital improvement programming. Municipal Golf Course Be politically astute while remaining completely non- political. � Be able to take on the hard problems and deal with them effectively and in a timely manner;be decisive. Be a strong administrative leader and be able to success- fully facilitate and assist Staff to identify, analyze, prioritize, and address administrative and man- agement issues which are critical toward meeting both current and longer range needs of the overall community. Be comfortable in delegating responsibility and author- ity to professional staff as a team player and leader, L empowering employees,while holding staff account- able for the achievement of goals and objectives. � 5 Though delegating broadly, remain knowledgeable regarding important programs and activities of the City. Have a collaborative and team-building style of dealing y � with a broad range of City stakeholders. a Have the vitality and energy to motivate and lead others; be someone who seeks and enjoys a challenge. Project a strong professional presence in appearance, Have experience as a skilled negotiator with the ability to actions,and personal demeanor. represent the best interests of the City. Be a "people person," sincerely personable, patient, Have experience in consensus/team building; have and accessible, and one who can relate with all strong skills in facilitation. persons in the community. Have experience in goal-setting and strategic planning Be a role model to Staff,leading by example with integ- in a municipal setting. rity,offering support and counsel as appropriate. Management Style and Personal Traits Be enthusiastic about participating and being active in community affairs,both as City Administrator and Be a strong,"take charge"leader. as a citizen. Be an articulate and an effective communicator, both Have a sense of humor. orally and in writing;be someone who is comfort- able listening to and talking with a wide spectrum of people. Have the maturity,self-confidence,and strength of pro- fessional convictions to firmly and diplomatically present professional recommendations from the perspective as to "What is best for the City and its . citizens." • PROFESSIONAL ANNOUNCEMENT The following, or similar, text has been released for insertion in professional and other appropriate publica- e lions and Internet sites. Waukee, IA, (pop. 9,500) City Administrator/Clerk. Waukee, located in the Des Moines metro area, is the fastest growing city in the fastest growing county in m Iowa. Three Administrators since 1990. Administrator appointed by City Council consisting of 5 members, elected at-large to four-year, overlapping terms. The Mayor is elected to a two-year term.$24 million budget and 51 full-time employees.Waukee is a full-service City 1,11 a 1 111 ilij�wlii Ill iii including gas, water, and sewer utilities. BA required; MPA preferred.Requires at least 7 years of progressively responsible experience as an Administrator or Assistant; experience in a suburban,growth community preferred. Excellent communication and interpersonal skills,team management approach,budget/fiscal management,and labor relations experience required.Salary$115,000+/-, DOQE,plus excellent benefits.Apply to:RobertA.Beezat, President, The PAR Group, 100 N. Waukegan Road, Suite 211,Lake Bluff,IL 60044.TEL:847/234-0005;FAX 847/234-8309;Email:resume@pargroupltd.com.Appli- cants desiring confidentiality should request the same in writing at the time of submitting their application. THE PAR GROUP Paul A. Reaume, Ltd. / Public . Management Consultants Recycled Paper THE PAR GROUP CHICAGO Paul A. Reaume, Ltd. 100 North Waukegan Road,Suite 211 Public Lake Bluff,Illinois 60044-1694 Management Consultants TEL 847/234-0005 FAX 847/234-8309 Celebrating Over 30 Years Service www.pargroupltd.com to a National Clientele REPRESENTATIVE CLIENT LIST THE PAR GROUP - PAUL A. REAUME, LTD. EXECUTIVE SEARCH ASSIGNMENTS Clients Personally Served by Principals of the Firm Client Population Recruitment Arizona City of Bullhead City(2) 27,000 Director of Public Works City Manager City of Glendale 215,000 Deputy City Manager League of Arizona Cities&Towns Executive Director City of Tucson(4) 515,000 Director of Human Resources Director of Parks and Recreation Library Director Director,Rio Nuevo Project City of Yuma(2) 77,500 City Administrator Human Resources Manager Arkansas Bella Vista Village Property Owners'Association(2) Director of Public Works General Manager City of Little Rock 170,000 City Manager California Contra Costa County 880,000 Executive Director,Housing Authority City of San Jose(6) 918,800 City Manager City Auditor City Attorney City Clerk Director of Policy Analysis Employee Services Director • Assisting in the Achievement of Excellence in the Public Service Since 1972 Client Population Recruitment California, continued . City of Santa Ana(2) 225,000 City Manager Assistant City Manager Colorado City of Arvada 89,000 City Manager City of Aurora 194,000 City Manager City of Boulder(2) 77,000 City Manager(2) City of Colorado Springs 272,000 City Manager Denver Regional Council of Governments Executive Director City of Englewood 30,000 Downtown Development Director City of Fort Collins 100,000 City Manager City of Greenwood Village 8,500 City Manager City of Lafayette 19,500 City Administrator City of Lakewood(5) 121,000 City Administrator(3) Director of Public Safety Director of Public Works City of Littleton 42,500 City Manager City of Thornton 55,000 Chief of Police Town of Winter Park 650 Town Administrator Connecticut Town of Bloomfield 19,500 Town Manager Capitol Region Council of Governments Executive Director Town of Enfield 45,000 Town Manager City of Hartford(2) 138,400 City Manager Director of Finance City of Meriden 57,000 City Manager City of New Haven 123,000 Chief Administrative Officer Town of Newington 29,420 Town Manager Town of Rocky Hill 17,000 Town Manager • Town of Vernon 30,000 Town Administrator The PAR Group Client List page 2 Client Population Recruitment Connecticut, continued Town of West Hartford 60,000 City Manager • � g Town of Windsor 28,000 Town Manager District of Columbia Government of the District 607,000 Deputy Chief Management Officer(3) of Columbia(4) Director,Dept.of Consumer&Regulatory Affairs Metropolitan Washington Council of Governments(2) Executive Director(2) Florida City of Coral Springs 98,743 City Manager East Central Florida Regional Planning Commission Executive Director City of Gainesville(2) 83,000 Deputy City Manager-Administration Deputy City Manager-Operations Hillsborough County 834,000 County Administrator City of New Port Richey 16,000 City Manager . City of New Smyrna Beach 21,000 Chief of Police Pinellas County 921,500 County Administrator Polk County 430,000 County Administrator City of St.Petersburg 241,000 City Manager Sarasota County 327,000 Executive Director,Public Works Business Center City of Tallahassee(2) 150,600 City Engineer Director,TalTran West Coast Regional Water Supply Authority General Manager Clearwater Georgia a DeKalb County(4) 665,900 Director of Fire and Rescue Director of Public Works Director of Planning Assistant Director of Public Works The PAR Group Client List page 3 Client Population Recruitment • Illinois Village of Bannockburn 1,400 Village Manager Village of Barrington(3) 10,000 Village Manager Chief of Police(2) Village of Bensenville(2) 21,000 Assistant Village Manager Chief of Police City of Bloomington 52,000 Chief of Police Village of Brookfield 19,000 Village Manager Village of Burr Ridge 9,300 Village Engineer City of Carbondale 25,000 City Manager Village of Carol Stream(3) 40,400 Chief of Police(2) Village Manager Village of Carpentersville 28,000 Village Manager Village of Cary(2) 17,000 Director of Public Works Director of Finance Central Lake County Joint Action Water Agency(3) Executive Director • Director of Operations Director of Finance Champaign County 168,392 County Administrator City of Champaign(14) 60,357 City Manager Assistant City Manager for Community Relations Assistant City Engineer(4) Fire Chief Chief of Police(2) Director of Human Resources Director of Neighborhood Services Director,Housing Authority Director of Public Works(2) Village of Clarendon Hills 7,600 Chief of Police Village of Coal Valley 3,800 Village Administrator City of Country Club Hills(3) 15,000 City Manager Director of Planning,Zoning, Development&Building Director of Finance&Administration City of Countryside(2) 6,700 City Administrator(2) . City of Crest Hill 18,000 City Administrator The PAR Group Client List page 4 Client Population Recruitment • Illinois, continued City of Crystal Lake(4) 33,000 Chief of Police(2) Fire Chief(2) Cunningham Children's Home Executive Director City of Decatur 85,000 City Manager Village of Downers Grove(2) 42,000 Fire Chief Village Manager DuPage County 727,000 Deputy Executive Director, Forest Preserve District of DuPage County DuPage Mayors and Managers Conference Executive Director DuPage Public Safety Communications Agency Executive Director DuPage Water Commission(2) General Manager Financial Administrator Village of East Hazel Crest 1,300 Chief of Police City of Effingham 12,000 Fire Chief City of Elgin(9) 85,000 City Manager(2) Chief of Police(3) Director of Codes Administration and Community Preservation Director of Public Works Director of Parks,Recreation,and Leisure Services Parks Superintendent City of Elmhurst 43,000 Chief of Police Elmhurst Park District Executive Director City of Evanston(3) 72,000 City Manager Fire Chief(2) City of Fairview Heights 15,000 City Administrator City of Flora 5,000 City Administrator Village of Flossmoor(4) 8,000 Village Manager(3) Director of Public Works Foundation for Human Ecology President/CEO Park Ridge Fox Valley Park District 180,000 Executive Director • The PAR Group Client List page 5 Client Population Recruitment • Illinois, continued Glenbard Wastewater Authority 26,000 Utilities Manager Village of Glencoe(4) 26,000 Village Manager(2) Director of Public Safety Director of Public Works Village of Glendale Heights(2) 26,000 Village Administrator Finance Director Village of Glenview 44,000 Village Manager Village of Grayslake(4) 7,300 Chief of Police(2) Director of Finance Village Engineer City of Greenville 6,000 City Manager Village of Gurnee(6) 40,000 Chief of Police(2) Deputy Fire Chief(2) Director of Public Works(2) Village of Hazel Crest(2) 14,000 Village Manager Director of Public Works Health Care Associates,Park Ridge Group Practice Manager • HeatherRidge Property Owners Association General Manager City of Highland Park(11) 31,000 City Manager(2) Chief of Police Director of Finance Director of Community Development(3) Director of Public Works(3) Building Commissioner Village of Hinsdale 16,000 Director of Public Services Village of Hoffman Estates(3) 41,000 Village Manager Fire Chief Director of Public Works Homewood-Flossmoor Park District Executive Director Village of Homewood(2) 19,000 Village Manager Director of Public Works Huntley Fire Protection District 30,000 Fire Chief Jo Daviess County 22,300 County Administrator City of Joliet(3) 76,000 City Manager Fire Chief • City Engineer/Director of Public Works The PAR Group Client List page 6 Client Population Recruitment • Illinois, continued J.U.L.I.E. (Joint Utilities Locating Information for Excavators) General Manager Village of LaGrange Park(2) 13,000 Village Manager(2) Village of Lake Barrington 4,800 Village Administrator Village of Lake Bluff(3) 4,000 Village Administrator(3) Lake Carroll Property Owners Association General Manager Lake County(12) 516,000 Director of Planning and Development Director of Human Resources Interim Building Official Director,Lake County Stormwater Management Commission Executive Director,Lake County Forest Preserve District Director of Finance and Administration, Lake County Forest Preserve District Executive Director,Solid Waste Agency of Lake County(2) Principal,Permit,and Watershed Engineers,Lake County Stormwater Management Commission Watershed Planner,Lake County isStormwater Management Commission City of Lake Forest(5) 18,000 City Manager Superintendent of Public Works Chief of Police Director of Finance Director of Senior Services Village of Lake Zurich(2) 15,000 Village Administrator Director of Public Works Village of Libertyville 16,500 Village Administrator Village of Lincolnshire(2) 4,000 Village Manager Village Engineer/Director of Public Works Village of Lincolnwood 12,300 Village Administrator Village of Lisle(2) 19,529 Village Manager Chief of Police Village of Lombard 42,300 Chief of Police Village of Long Grove 6,700 Village Manager Lutheran General Health Care System,Park Ridge(2) Corporate Attorney(2) • City of Macomb 18,500 City Administrator The PAR Group Client List page 7 I Client Population Recruitment • Illinois, continued Village of Matteson(6) 11,400 Village Administrator(2) Chief of Police(3) Director of Community Development Village of Maywood(4) 27,000 Village Manager Police Commander(3) METCAD (Metropolitan Computer-Aided Director Dispatch),Champaign-Urbana City of Moline(7) 45,000 City Administrator(4) Chief of Police Fire Chief Library Director Village of Montgomery 5,000 Director of Public Works Village of Morton Grove(2) 22,500 Director of Finance Village Engineer Village of Mundelein 30,900 Village Administrator City of Naperville(3) 31,000 City Manager(2) Director of Community Development • Naperville Park District 100,000 Executive Director City of North Chicago 16,200 City Administrator Village of Northbrook(2) 79,000 Village Engineer Assistant Village Manager Northeastern Illinois Planning Commission Executive Director Northeastern Illinois Public Safety Training Academy Executive Director Northern Illinois Police Crime Laboratory Executive Director Village of Northfield 4,950 Village Manager Northwest Municipal Dispatch Center(911) Executive Director Arlington Heights Village of Oak Lawn 56,000 Fire Chief Village of Oak Park(5) 55,000 Village Manager(3) Chief of Police Mall Administrator Park District of Oak Park Executive Director Village of Orland Park 26,000 Chief of Police The PAR Group Client List page 8 Client Population Recruitment • Illinois, continued Village of Oswego(3) 15,000 Village Administrator(2) Director of Finance Village of Palatine 32,000 Village Manager Village of Park Forest 26,000 Chief of Police City of Park Ridge(6) 37,000 City Manager(2) Director of Public Safety(2) Director of Community Preservation(2) Parkside Human Services Corp.,Park Ridge(3) President/CEO Director of Older Adult Services Group Practice Manager City of Peoria(3) 113,000 City Manager(2) Fire Chief Village of Plainfield(2) 7,700 Village Administrator(2) City of Princeton 7,000 City Manager City of Prospect Heights(2) 13,000 City Administrator Chief of Police Village of Riverside(5) 8,800 Village Manager Director of Finance(3) Director of Public Works City of Rochelle 9,500 City Manager City of Rock Island 41,000 City Manager City of Rolling Meadows(7) 22,000 City Manager(2) Chief of Police(2) Finance Director Fire Chief Director of Public Works Village of Romeoville 14,000 Director of Finance Village of Roselle 23,000 Fire Chief Village of Round Lake Beach 26,000 Chief of Police City of Salem (3) 8,000 City Manager Chief of Police Director of Economic Development Village of Schaumburg 57,000 Village Manager Village of Schiller Park 11,200 Village Manager/Comptroller . Skokie Park District 59,000 Executive Director The PAR Group Client List page 9 Client Population Recruitment Illinois, continued South Chicago Community Hospital Director of Marketing Village of South Elgin(2) 6,000 Village Administrator(2) South Suburban Mayors and Managers Association(2) Executive Director(2) Southeast Emergency Communication(SEECOM) Executive Director City of St. Charles(3) 30,000 City Administrator Chief of Police Economic Development Director City of Sterling(4) 15,000 City Manager(4) Village of Streamwood(3) 29,495 Village Manager(2) Fire Chief Village of Sugar Grove 4,000 Village Administrator Township Officials of Illinois Executive Director Uhlich Children s Home,Chicago Executive Director Union League Club of Chicago Director of Membership Services University of Illinois at Chicago Municipal Internship Placements for Senior . International Management and Justice Chinese Officials of Shanghai People's Development Programs Government Village of University Park(2) 6,000 Village Manager(2) City of Urbana 36,000 Grants Manager Village of Vernon Hills(4) 11,000 Village Coordinator Building Commissioner Village Manager Chief of Police Village of Villa Park 22,300 Village Manager City of Warrenville 13,000 Director of Finance City of Washington 11,000 City Administrator City of Waukegan(5) 70,000 City Engineer(2) Civil Engineer Assistant City Engineer Water Superintendent City of West Chicago 25,700 Chief of Police Village of West Dundee(5) 3,000 Director of Public Works(3) . Chief of Police Director of Community Development The PAR Group Client List p a 9 e 10 Client Population Recruitment • Illinois, continued Village of Western Springs 12,600 Village Manager Village of Westmont(3) 24,500 Public Works Superintendent Chief of Police(2) City of Wheaton 55,750 Fire Chief Village of Wheeling(2) 34,500 Village Manager(2) Village of Willow Springs 5,000 Chief of Police Village of Willowbrook(2) 6,000 Chief of Police(2) Village of Wilmette 28,000 Village Manager Village of Winfield(2) 7,000 000 Villa e Manager Chief of Police Village of Winnetka(4) 12,000 Village Manager Director of Electric Utilities(2) Fire Chief City of Wood Dale(4) 11,000 City Manager(2) Assistant City Manager Fire Chief . City of Wood River 11,500 City Manager Village of Woodridge(2) 24,000 Village Administrator Chief of Police City of Woodstock(2) 12,000 City Manager Director of Public Works Zion Park District 20,000 Director of Ranger Police Indiana Town of Fishers(2) 52,400 Town Manager Wastewater Superintendent Town of Highland 23,500 Town Manager Northwestern Indiana Regional Planning Commission Executive Director Iowa City of Ames(2) 45,000 City Manager Director of Finance The PAR Group Client List page 11 Client Population Recruitment • Iowa, continued City of Ankeny(2) 16,000 City Manager Fire Administrator City of Clinton 30,000 City Administrator City of Council Bluffs(4) 56,900 City Manager Director of Public Safety Director of Parks and Recreation Coordinator,Community Development and Planning City of Des Moines(3) 200,000 Fire Chief Aviation Director Chief Information Officer City of Iowa City(5) 56,000 City Manager Director of Public Works City Engineer Director of Finance Code Enforcement Official City of Mason City 29,000 City Administrator City of Muscatine 24,000 City Engineer City of Sioux City(2) 81,000 City Manager • Director of Convention and Visitors'Bureau City of Urbandale(2) 23,500 City Administrator Director of Engineering/Public Works City of Waukee 9,500 City Administrator City of West Des Moines(2) 31,650 Director of Community Development Director of Public Works Kansas City of Emporia 27,000 City Manager City of Leawood 30,000 City Administrator City of Lenexa 45,000 City Engineer City of Manhattan(2) 42,000 City Manager(2) City of Merriam 13,000 City Administrator City of Mission Hills 4,000 City Administrator City of Olathe(2) 46,000 Director of Community Development Strategic Financial Management Director City of Overland Park 144,000 City Manager The PAR Group Client List page 12 Client Population Recruitment Kansas, continued . Sedgwick County(4) 283,000 Director of Mental Health Fire Chief Director of Human Resources Coliseum Director State of Kansas President,Kansas,Inc. City of Wichita-Sedgwick County(2) 283,000 Director of Planning(2) City of Wichita(3) 283,000 City Manager Assistant Director of Water and Sewer Director of Human Resources City of Winfield(2) 12,000 City Manager(2) Kentucky City of Paducah(3) 27,300 Chief of Police Director of Public Works Director of Human Resources Paducah-McCracken Co.E-911 Director Louisiana City of Shreveport(5) 219,000 Director of Airports Chief of Police Director of Public Works Fire Chief Personnel Director Maine City of Bangor(2) 32,000 City Manager Airport Manager Kennebeck Water District Superintendent/Water Treatment City of Waterville 16,000 City Administrator Maryland Columbia Association 85,000 Executive Director/CEO Maryland-National Capitol Park& Director of Planning Planning Commission Montgomery County 810,000 Fire Administrator Montgomery County Planning 810,000 Director of Park and Planning Board . Montgomery County Housing 810,000 Executive Director Opportunities Commission The PAR Group Client List page 13 Client Population Recruitment • Maryland, continued Prince George's County 665,000 Chief Administrative Officer City of Rockville 47,000 City Manager Massachusetts Town of Arlington 44,600 Town Manager Town of Ashburnham 4,000 Town Administrator(CAO) City of Chelsea 28,700 City Manager Town of Plymouth 48,000 Town Manager City of Worcester 159,000 City Manager Michigan City of Adrian 22,000 Director of Utilities City of Ann Arbor(3) 107,000 Chief of Police Director of Human Resources Director of Utilities City of Auburn Hills 18,500 City Manager City of Benton Harbor(2) 12,800 City Manager(2) City of Brighton(4) 6,000 City Manager(2) Community Development Director Utilities Director Central Dispatch Authority of Lower Michigan Executive Director Downtown Kalamazoo,Inc. Executive Director/CEO City of East Lansing(5) 46,000 City Manager(2) Assistant City Manager Director of Public Works Fire Chief City of Ferndale 25,000 City Manager City of Grand Haven(3) 11,000 City Manager(2) Deputy Chief of Police City of Grand Rapids 183,000 Director of Personnel Grand Traverse County 75,000 County Administrator i The PAR Grou p Client List page 14 Client Population Recruitment Michigan, continued • City of Kalamazoo(5) 80,000 City Clerk Internal Auditor Chief of Public Safety Labor Relations Specialist Community Development Director City of Marquette 22,000 City Manager City of Marshall 7,000 City Manager Meridian Charter Township 30,160 Township Superintendent City of Midland(2) 41,700 Fire Chief Director of Human Resources City of Mount Clemens 17,300 City Manager City of Muskegon(2) 39,000 City Manager Executive Director,911 Communication Center Muskegon County 170,200 County Administrator City of Niles(2) 12,000 City Administrator(2) City of Northville 6,000 City Manager • City of Novi(3) 48,600 Director of Public Works Planning Director Director of Parks,Recreation and Forestry Oakland County 1,000,000 Director of Solid Waste Management Ottawa County 246,000 County Administrator City of Owosso 15,000 City Manager City of Petoskey 6,000 City Planner Plymouth Township 26,000 Chief of Police City of Port Huron 34,000 City Manager City of Riverview 14,000 Director of Solid Waste City of Saginaw(4) 78,000 City Manager(3) Director of Economic Development City of Southfield(3) 78,000 City Administrator(2) Assistant City Administrator City of Sterling Heights 109,000 City Manager City of Sturgis 10,000 Chief of Police The PAR Group Client List page 15 Client Population Recruitment Michigan, continued • City of Troy(2) 80,000 City Manager City Engineer Washtenaw County(3) 280,000 County Administrator Health Officer Director of Community Mental Health City of Wyoming 68,300 City Manager Minnesota City of Brooklyn Park 45,000 City Manager City of Burnsville 36,000 City Manager City of Coon Rapids(5) 62,000 City Manager(4) Fire Chief City of Fridley 30,000 City Manager City of Hibbing 18,000 City Administrator City of Hopkins 14,000 City Manager City of Mankato 32,000 Community Development Director • City of Minnetonka(2) 39,000 City Manager Chief of Police City of Moorhead(3) 29,000 City Manager(2) Chief of Police City of Oak Park Heights 3,800 City Administrator Ramsey County 486,000 Director of Personnel City of Richfield 36,000 City Manager City of West St.Paul 19,500 City Administrator Mississippi City of Jackson 208,810 Chief of Police Missouri City of Columbia 91,000 City Manager City of Ferguson(3) 24,000 City Manager(3) City of Independence 112,000 City Manager The PAR Group Client List page 16 Client Population Recruitment Missouri, continued City of Joplin 41,000 Fire Chief Assessment Center City of Kansas City(13) 435,000 City Manager Fire Chief Assistant City Manager(2) Director of Personnel Environmental Services Manager Budget and Systems Officer Director of Codes Administration City Attorney Director of Convention and Entertainment Centers Director of Aviation Director of Public Works Director of Finance City of Lee's Summit(2) 80,000 City Administrator(2) City of Liberty 29,000 City Administrator State of Missouri Executive Director,MOSERS(Missouri State Employee Retirement System) City of Webster Groves 23,000 City Manager City of Wildwood 32,900 City Administrator Montana City of Billings 69,000 City Manager Nebraska City of Grand Island 39,000 City Administrator City of Hastings 23,000 City Administrator Nevada City of Boulder City(2) 13,600 City Manager(2) New Jersey Town of Plainsboro(2) 14,000 Town Administrator Community Development Director New Mexico City of Albuquerque(5) 366,000 Assistant City Engineer-Hydrologist Design Engineer-Municipal Development Department(3) Design Engineer-Water Resources Department Mesilla Valley Regional Dispatch Authority, Director Las Cruces The PAR Group Client List page 17 Client Population Recruitment New York • City of Auburn 32,000 City Manager City of New Rochelle 67,000 City Manager North Carolina Mecklenburg County(5) 650,000 County Manager(2) Deputy County Manager(2) Director of Social Services Mecklenburg County-City of 650,000 Executive Director Charlotte Planning Commission Town of Southern Pines 11,300 Town Manager North Dakota City of Fargo(2) 84,000 Library Director Human Resources Director Ohio Akron Regional Development Board President City of Cincinnati 385,000 City Manager • Cleveland Society for the Blind Executive Director City of Dayton(10) 182,000 City Manager(3) Deputy City Manager Director of Fire and Chief Director of Aviation Assistant City Manager Director of Parks and Recreation Director of Economic Development Director of Management and Budget City of Delaware 19,000 City Manager City of Dublin(2) 31,400 City Manager Director of Land Use&Long Range Planning City of East Cleveland 36,000 Director of Finance City of Huber Heights 42,000 City Manager City of Kent 27,000 Director of Finance Miami Valley Regional Planning Commission Executive Director Miami Valley Regional Transit Authority(2) Chief Engineer Chief Financial Officer • City of Oakwood 9,200 Public Safety Director The PAR Group Client List page 18 Client Population Recruitment Ohio, continued City of Oberlin 8,000 Public Utility Director City of Shaker Heights(2) 31,000 Recreation Director Fire Chief City of Springboro 12,600 Chief of Police Sylvania Township(2) 26,000 Township Administrator Chief of Police City of Trotwood 30,000 Director of Finance City of Vandalia 14,000 City Manager City of Worthington 18,000 City Manager Oklahoma City of Bartlesville(4) 35,000 City Manager(3) Director of Finance City of Enid 52,000 City Manager Oregon City of Beaverton 33,000 City Manager • City of Bend 50,600 City Manager Columbia Regional Council of Governments Executive Director (now Metropolitan Service District,Portland) City of Eugene(2) 101,000 City Manager Chief of Police Pennsylvania Delaware Valley Regional Planning Commission Executive Director Township of Derry 18,400 Township Manager Township of Lower Merion 58,000 Director of Finance York County 380,000 Executive Director Human Services Rhode Island City of Newport 28,200 City Manager Providence Convention Center Convention Center Executive Director/CEO The PAR Group Client List page 19 Client Population Recruitment . South Carolina Charleston County 286,000 County Administrator City of Columbia 93,000 City Manager City of Myrtle Beach 27,000 City Manager South Dakota City of Yankton(2) 14,000 City Manager(2) Tennessee City of Lakeland 6,800 City Manager Metropolitan Development and Housing Agency Deputy Executive Director Nashville Texas City of Abilene(2) 108,000 Director of Public Works Fire Chief City of Arlington 213,000 City Manager City of Austin(6) 674,700 City Manager • Assistant City Manager Deputy Chief Financial Officer Budget Officer Fire Chief Director of Neighborhood Planning& Development City of College Station 68,000 Director of Development Services City of Colleyville 19,600 City Manager City of Dallas(9) 1,047,000 City Manager Assistant City Manager Director of Planning Fire Chief Director of Housing Director of Development Services Director of Water Utilities Director of Convention&Event Services Director of Human Resources Dallas Area Rapid Transit(DART)(2) Executive Director Director of Finance Dallas Housing Authority 974,000 Executive Director • City of Denton 48,000 City Manager The PAR Group Client List page 20 Client Population Recruitment Texas, continued • City of DeSoto 36,500 City Manager City of El Paso 600,000 Director of Parks and Recreation City of Fort Worth(6) 570,000 City Manager(3) Assistant City Manager Director of Human Resources Executive Director,Human Relations Commission City of Frisco 50,000 Director of Development Services City of Garland(2) 160,000 City Manager Chief of Police City of Grapevine 28,000 City Manager City of Haltom City 32,000 City Manager City of Hurst 34,000 Chief of Police City of Lubbock 178,000 Assistant City Manager City of Orange 24,000 City Manager City of San Antonio(2) 1,144,600 Assistant Director of Convention Facilities Library Director San Antonio Water System Chief Information Officer Southeast Texas Housing Finance Corporation Executive Director Pasadena City of Wichita Falls(5) 98,000 City Manager Director of Parks and Recreation Director of Public Works Fire Chief Chief of Police Virginia City of Alexandria(2) 107,000 City Manager Director of Personnel • The PAR Group Client List page 21 Client Population Recruitment Virginia, continued Arlington County(21) 180,000 Director of Public Works Director of Environmental Services(3) Corrections Administrator Deputy Director of Public Works(2) Special Assistant to the County Manager for EEO and Human Rights Director of Parks,Recreation,and Community Resources(2) Director of Planning Director of Housing Programs Solid Waste Division Chief(2) Director of Mental Health Traffic Engineering Division Chief Fire Chief Director,Community Planning,Housing, and Development Director of Libraries Chief of Police Director of Human Resources City of Charlottesville(3) 40,000 Chief of Police Assistant City Manager Assistant City Manager/Director of Parks and Recreation City of Chesapeake 204,000 City Manager iCity of Falls Church 9,700 City Manager City of Hopewell 22,000 City Manager City of Lynchburg 66,000 Director of Human Resources City of Manassas(2) 34,500 City Manager Energy Services Superintendent City of Petersburg(2) 38,000 Chief of Police City Manager Prince William County 256,000 County Executive Metropolitan Richmond Convention,Visitors' Executive Director/CEO and Tourism Bureau City of Richmond(2) 219,000 City Manager Director of Planning Richmond Renaissance,Inc. Executive Director/CEO City of Staunton(2) 24,500 City Manager(2) City of Virginia Beach 439,000 Chief of Finance and Technology . City of Waynesboro 19,500 City Manager The PAR Group Client List page22 Client Population Recruitment • Washington City of Vancouver(2) 44,000 City Manager(2) Wisconsin City of Appleton 70,000 Director of Finance City of Beloit(7) 36,000 City Manager(2) Director of Finance and Administration Director of Water Resources Public Health Resource Manager Director,Housing Authority Transit Director City of Brookfield(3) 35,000 Fire Chief Library Director Chief of Police Brown County(2) 226,800 Director of Administration Information Services Director Village of Chenequa 600 Chief of Police/Village Administrator Douglas County 43,000 Administrative Coordinator • Dunn County 39,000 Administrative Coordinator City of Eau Claire(2) 53,000 City Manager(2) Eau Claire County 87,700 County Administrator City of Fond du Lac(2) 35,000 City Manager(2) Village of Greendale 16,000 Village Manager Housing Authority of Racine County 188,800 Executive Director City of Janesville(3) 51,000 Director of Planning Engineering Director Director of Public Works City of Kenosha 92,000 Fire Chief City of Madison(2) 170,000 City Assessor Director of Public Works/Data Processing Manager Marinette County 43,400 County Administrator City of Mequon(4) 22,000 City Manager Information Services Director Director of Human Resources Fire Chief The PAR Group Client List page23 Client Population Recruitment Wisconsin, continued • Town of Mt.Pleasant 20,000 Town Administrator North Shore Fire District Fire Chief North Shore Water Commission Manager Ozaukee County 80,000 Administrative Coordinator City of Racine(3) 85,000 City Administrator City Development Director Director of Human Resources Sauk County 51,000 Administrative Coordinator Village of Shorewood 14,000 Chief of Police City of South Milwaukee 21,000 City Manager City of Sturgeon Bay 9,400 Director of Public Works City of Superior 29,500 Chief of Police Washington County 108,600 Administrative Coordinator City of Waukesha 57,000 Fire Chief • City of Wauwatosa(4) 51,000 City Administrator Fire Chief(2) Chief of Police Village of Whitefish Bay(2) 14,000 Village Manager Village Engineer/Director of Public Works Wisconsin State Fair Park Agriculture Center Director Wyoming City of Green River 13,000 City Administrator International/National American Public Works Association(APWA)(2) Executive Director(2) Kansas City,Missouri The Appraisal Institute Executive Vice President Chicago,Illinois Commonwealth Utilities Corporation(2) Comptroller Saipan,Marianas Islands Data Systems Administrator Government Finance Officers Association(GFOA) Director of Research Chicago,Illinois The PAR Group Client List page 24 Client Population Recruitment International/National • International Association of Assessing Officers(IAAO) Executive Director Chicago,Illinois International Institute of Municipal Clerks(IIMC) Executive Director Pasadena,California Kosrae Utilities Authority General Manager Kosrae,Micronesia National Association of Counties(NACo) Executive Director Washington,D.C. National Association of Housing and Executive'Director Redevelopment Officials(NAHRO) Washington,D.C. National Association of Regional Councils(NARC) Executive Director Washington,D.C. National Community Development Association(NCDA) Executive Director Washington,D.C. National Forum for Black Public Administrators(NFBPA) Executive Director Washington,D.C. National League of Cities(NLC) Executive Director Washington,D.C. Public Technology,Inc.(PTI)(2) President Washington,D.C. Executive Director Republic of the Marshall Islands, City Manager Majuro Atoll Local Government r The PAR Group Client List page 25 Springsted r r r r� Irt r r c c I Proposal I City of Brooklyn Center, Minnesota I Proposal to Provide Executive Search Services for a City Manager May 23, 2006 I. Springsted f I• Table of Contents LETTER OF TRANSMITTAL t1 FIRM EXPERIENCE..............................................................................................1 History and Leadership.......................................................................................... 1 Overview of Firm's Qualifications.......................................................................... 1 Staff and Experience.............................................................................................3 fReferences............................................................................................................4 Reasons to Select Springsted...............................................................................4 2 PHILOSOPHY AND APPROACH.........................................................................6 S 3 DESCRIPTION OF SERVICES.............................................................................7 City of Brooklyn Center Executive Search Process...............................................7 Project Approach and Methodology......................................................................8 I. Position Analysis and Profile Development....................................................8 II. Recruitment and Screening of Candidates.....................................................9 III. Evaluation of Candidates.............................................................................. 11 IV. Candidate Selection and Negotiation........................................................... 12 PostSelection Services....................................................................................... 13 L4 TIMETABLE........................................................................................................15 Mission Statement Springsted provides high quality, independent financial and management advisory services to public and non-profit organizations, and works with them L in the long-term process of building their communities on a fiscally sound and well-managed basis. Springsted lr Springsted Incorporated 380 Jackson Street,Suite 300 Saint Paul,MN 55101-2887 Springsted Tel.651-223-3000 Fax:651-223-3002 I• www,springsted.com 1 1 f LETTER OF TRANSMITTAL I May 23, 2006 Mr. Michael J.McCauley,City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center,Minnesota 55430 Re: Request for Proposal to Provide Executive Search Services for a City Manager Dear Mr. McCauley: �• On behalf of Springsted Incorporated, we are pleased to present this proposal to assist the City of Brooklyn Center in hiring a new City Manager. With our long-standing history of working with the City, we very much look forward to developing a selection process tailored to Brooklyn Center's needs and t working with the Council to select the next City Manager. The Springsted project team assigned to provide executive recruitment and selection services for the City of Brooklyn Center are former local government practitioners who can help you identify individuals with the professional experience and training that will help the City achieve its goals. Your Springsted team will help you recruit highly regarded manager candidates and will assist you throughout the evaluation process based on our considerable first hand working knowledge of the many prospective candidates. We trust that this proposal provides the information you have requested, including a narrative of Springsted's project approach and methodology, a proposed schedule,a proposed fee, resumes of key staff members assigned to the project, and a list of similar projects recently completed by Springsted. Please contact us if you have any questions about our proposal. We welcome the opportunity to discuss how we would work with the City Council to fill this very important position for the City of Brooklyn Center. Respectfully submitted, Robert D. Thistle,Executive Vice President Sharon G. Klumpp,Vice President Client Representative Client Representative dww Public Sector Advisors Firm Experience �. 1. Firm Experience History and Leadership Springsted is one of the largest and most established independent public sector advisory firms in the United States. For over half a century, we have continually grown in the range of our client relationships, the r comprehensiveness of our services and our prominence within the industry. Our managed growth is focused on providing clients with a balance of national perspective and local expertise. f Springsted is a women-owned business. Three employee-owners lead Springsted. Our headquarters are located in Saint Paul,Minnesota, with additional offices located close to our clients throughout the Midwest, in the mid-Atlantic states, and in the Southwest. Specifically, our regional offices include Milwaukee,Wisconsin; Des Moines, Iowa; Kansas City, Missouri; Richmond and Virginia Beach, Virginia; and Mission Viejo,California. Minnesota has been Springsted's home since our inception. The growth and success of Minnesota communities forms the foundation of our achievements. Our long term partnership with Minnesota local governments has led to our prominence as a financial advisor, as well as to the expansion of our services to cover all organizational and management areas. Springsted's future is based on an ongoing commitment to serve all Minnesota communities. �• Springsted has assisted local governments in the recruitment and selection of managers and department heads for many years. Because many members of our staff have previous experience as city managers, many local governments have sought our assistance in developing selection processes and making hiring decisions. The breadth of our executive recruitment services has expanded greatly with the Municipal Advisors Incorporated merger. As a result of this merger, we provide quality recruitment and selection services to Minnesota clients. The services we provide reflect our familiarity with the Minnesota local government issues and our knowledge of the pool of qualified candidates in the Upper Midwest. Overview of Firm's As management consultants,and because we understand the financial, Qualifications operational and administrative aspects of local governments, Springsted plays an important role in helping clients derive the greatest benefit from their resources while increasing their efficiency and effectiveness. In response to the growing requirements facing our clients, we broadened our range of advisory services to include our Management Consulting Services Group, services that were enhanced through our merger with Municipal Advisors Incorporated. Extensive knowledge and background in the fields of public management, municipal finance, human resource management and local government operations are Springsted hallmarks. Each team member has many years of Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Firm Experience 2 1 local government experience in a variety of areas of expertise. This familiarity �. with the public sector helps us recognize the unique qualities of each local government client, thus improving the quality and relevance of our services. Because Springsted's management consulting practice serves many cities and counties across the country, we can provide the City of Brooklyn Center with an unsurpassed understanding of the issues and opportunities facing the City today and into the future. t In Minnesota, we have been involved in the following searches: • Coon Rapids (2006 City Manager search) • Dayton (2005 City Administrator search) • Eagan(2005 Director of Parks and Recreation search) • Ramsey County(2003 County Administrator search) N Grand Rapids,Minnesota(2001 City Administrator search) Other searches outside of Minnesota include: ' Blacksburg, Virginia(2005 Town Manager search) • Greenville,North Carolina(2004 City Manager search) • Fredericksburg, Virginia(2003 City Manager search) • Hopewell, Virginia(2004 City Manager search) • Spotsylvania County, Virginia(2003 County Manager search) • Prince George County, Virginia(2002 County Administrator) �• Current searches under way and nearing completion include: • Minneapolis Park and Recreation Board,Minnesota (Administrative Services Manager) • City of Minneapolis,Minnesota(Director of Public Works) • City of Oak Grove,Minnesota(City Administrator) • New Scandia Township,Minnesota(Township Administrator) • Ironworld Development Corporation, Chisholm,Minnesota(CEO) Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Firm Experience s Staff and Experience Our staff's breadth of experience and depth of expertise are two of our most important characteristics in providing high-quality service to clients. Many of our staff have backgrounds in municipal and county government,education, or with development firms and non-profit organizations, so they share our clients' perspectives in developing solutions. Each client draws on the talents of many members of our professional staff. We assign a specific client service team to ensure primary responsibility for each project. The teams are comprised of qualified individuals who are experienced in the specific challenges confronting the City and the teams are free to draw upon the expertise of our entire staff. The team assigned to the City of Brooklyn Center executive search has been selected to maximize the national span of our executive search services and our proven ability to provide clients with a diversified and qualified pool of candidates. CIT�`OF BFEOOKLYNi G`ENTER MINNESOTA k X� SEAtiQR OFFlCER. �• ' ��SHARf}f�' Lt1MPPj Lens�CIPISUL7aN7'f Robert D.Thistle, Executive Vice President, has over 30-years management experience in local government. He currently works with over 40 units of government, assisting them with all facets of municipal finance, special studies and management support. Sharon G. Klumpp, Vice President and Client Representative, will serve as the project consultant. She will assist in the development of the Position Profile and in the screening and evaluation of candidates. Ms. Klumpp has r. over 25 years of local government management experience in municipal government in Minnesota and Michigan. She earned her master's degree in public administration from the University of Kansas. She is the current chair of Ramsey County Charter Commission. Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Firm Experience 4 1 References City of Coon Rapids, Minnesota Mr. Tim Howe, Mayor 763. 862.7300 1 Mr.Matt Fulton,City Manager(appointed) 651.638.2100 1 City of Dayton,Minnesota Mr. Doug Anderson,Mayor 763.427.4589 Ms. Samantha Orduno, City Administrator 1 763.427.4589 1 City of Minneapolis, Minnesota Ms.Pamela French, Human Resources Director 612. 673.2139 1 Minneapolis Parks and Recreation Board,Minnesota Mr. Don Siggelkow, General Manager for Administration 1 612.230.6406 City of Eagan, Minnesota Mr.Tom Hedges, City Manager 651.675.5000 I� Reasons to Select Springsted We believe that there are several reasons that Springsted should be selected for this assignment, which distinguish us from other search firms. Our knowledge and understanding of the City. The Springsted team assembled for this project has first hand knowledge of the City as its financial advisor for many years and provided a variety of consulting services. Bob Thistle will serve as the senior officer on this project, responsible for management oversight. Sharon Klumpp,the lead consultant on this project, worked for the City in an interim capacity as Assistant City Manager and Director of Public Works for a six-month period in 2002-2003. Springsted's knowledge of the City allows us to start the project immediately without the need for extensive background information. Our familiarity with the candidate pool. Springsted works with over 600 Midwest public sector clients, giving us first hand knowledge of many candidates and their approach to city management. Unlike firms that simply provide recruitment services, we have insight into the capabilities of many municipal managers. We also take pride in our track record of presenting city councils with a diverse pool of candidates who bring different professional backgrounds and perspectives to the selection process. I• Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Firm Experience s Our focus on defining the position. Springsted works closely with the City Council,collectively and as individual members, to define the skills, competencies and expertise desired in the next City Manager. We use the position profile to focus the evaluation of candidates on how closely they meet the desired qualifications established by the City Council. 1 ` Our ability to provide thorough information on the candidates. We understand the City Council's need for thorough but concise assessments of the candidates they are considering for the City Manager position. We develop an overview of each candidate including an assessment of how their background corresponds to the desired qualifications established for the next City Manager. This information is organized into a notebook and distributed to the City Council for its use throughout the process. A thorough review of references and a background records check are conducted for each candidate under consideration by the City Council. Our commitment to providing the City with a high quality search process. Our long term relationship with the City of Brooklyn Center exemplifies our commitment to providing a high quality selection process that reflects positively on the City and pays attention to the needs of the City Council and candidates alike. Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager I Philosophy and Approach 6 • 2. Philosophy and Approach Springsted believes that hiring a city manager is one of the most important decisions that a City Council makes-a decision that will significantly shape the City's future. We work with the City Council first as individual Council members to get input in the qualifications desired in the next City Manager ' and then collectively to produce a profile that represents the City Council's expectations for the next City Manager. Our role in the search is to bring ' qualified candidates to the City, any of whom could serve as the next City Manager,and to assist the City Council in determining the candidate who provides the best"fit" for the City. Springsted emphasizes the importance of each Council member's involvement in the final selection decision and assists the Council in arriving at a consensus decision in selecting a new City Manager. The selection decision is first and 0 foremost a Council decision. Our selection process provides a proven t approach to assist the City Council in making this decision. From the applicant/candidate perspective, Springsted is the City's ambassador. We tell the City's unique story and explain the professional opportunities and challenges that Brooklyn Center offers. Springsted takes seriously its responsibility to acknowledge each application received in a timely manner, recognizing that good communication throughout the process reflects positively on the City. Similarly, we are responsive to candidate requests for information about the City and the selection process while ensuring a level playing field for all. We ensure the confidentiality of each candidate until such time as the names of finalists become public. Overall, our goal is simply to provide the City Council with a process to determine the candidate who provides the best"fit"for the City while ensuring that candidates have the opportunity to see how their experience and background would be a fit with the City, if offered the position. I i I I� I I Springsted I City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Description of Services 7 l 03. Description of Services I I { Executive Search Process Overview i City of Brooklyn Center, Minnesota �Eo�- C'`�`'a ig1� sn z< s - ���oS�T1p�IA`NL�IC.XSI��`� � � A # CITYPftFl� CANiIDaTES .C ►VdEDATES, �CkNDIDA'r �' in le aearG AGftvelrectutt ■alsreen�seit finalissstsl to eilcstten , �'� � 12eGt1tt�n�Stt'�i W, �� tle `�� ()tIBS,31SP�1PeTS�° eGaXiC�laf'S � �! £eOt�1eJ1SS . f`s;. '�°''E'".sk •a z-`+, '#,".Tip is.#5x`�ka` eb,§W '4 ' �n KIIIF�TA t l I C7h,r•' C.L cw > a. he' -ij I ca" " atto l'rct ie ' Sc eer appltCattOri5 destgnafeS finalists r}fi= r s+�S^ -; `a#- -afi, -.,r,`fib{ r �' C ' "+•^" € a base(l on pt�$tttOlt €s , fuOtltaG aTIla1lSfSfi • an � �3. t�.-�"` '* " ry. -?„ >t+, -z:� ,.� �, •„#, v, `� I boGfiuli PattetaIntr � sts� of fife ccrnGIttt r � s ma- 1 ©stun Profil and w ■ Conduct fete hOne-" GheGks and xeGnutmeitbxo �iute 1it� iieutoaelttlfy management 7=' sk `.. ^- � °'•*§ *v.' *..� ,A' 4�e`a ,z 5�. �. I arcs # semi 1inas r asessntttauat} , 9 -�*' -- , .p+ a `FS^z '� jai . �3tX� erdtpiale �:�YeSett3'VtttteiC�el3bt ,e e, ap tCX e CIt GOltni {fin ea G`F1LIC3Caf .c ,„a.: e.. s . g „ x "• CnunG� X. ra'S y'� �"i �a n 3. v,,n4 -� z t ,F s �'•. � E -i G z c-�u ' � � .� h'y :zi � 4 ify tnfeteroGess . I I I i I I• I Springsted ICity of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Description of Services s C Project Approach The following project approach and methodology is recommended for • and Methodology selecting a City Manager for the City of Brooklyn Center. The executive search process proposed by Springsted reflects a thorough and comprehensive E approach to recruitment and selection, tailored to the specific needs of the r City. We recognize that the City may want to make some adjustments to this process and timetable following its review of Springsted's proposal. We will work with the City to make any requested modifications. Our project approach and methodology are shown graphically on the previous page. The following information explains each step of Springsted's executive f search process by first summarizing each step and then presenting it in a more detailed description. t Phase I:Position Analysis Summary and Profile Development Defining the City Manager position is a cornerstone element of the selection process. The process of developing a Position Profile provides the that are critical to the successful City with the opportunity to reflect on issues a ss � f Y PP Y performance of the City's chief administrative officer. The Position Profile will be used throughout the search process to create a description of the ' preferred qualifications for candidates; to recruit and attract candidates; and to evaluate the qualifications of those candidates who apply for the City Manager position. E• Initiatin the Search Process t Springsted will begin this process by meeting with the Brooklyn Center City Council. E This initial meeting provides an opportunity to establish working relationships, review and refine the steps and timetables of the selection process, and identify how coordination between the City and the consultant team will be accomplished. It also gives City Council members a chance to share their E thoughts regarding the scope of the consultant's recruitment efforts and the salary and benefit parameters established for the City Manager position. E At this initial meeting, the Springsted consultant team will request copies E of City documents related to the City Manager position including the existing E position description and the City's current organizational chart, which will be used in defining the position 0 Soliciting Input for the Position Profile E Input from the City Council- Development of the Position Profile gives the f City Council an opportunity to define current and future City needs and to identify the corresponding experience, skill sets,core competencies and r qualifications Council Members desire in the next City Manager. • E Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Description of Services s The Springsted consultant team will meet with each Council Member to discuss individual perspectives on preferred candidate background and experience and the general search process. Council Members will also be asked to provide their comments on what they see as the City's ongoing needs and expectations and on future issues in which the City Manager is likely to be involved. Input from City staff- Springsted's executive search process includes ' obtaining input from department heads and others who report directly to the City Manager. This input provides the City Council with a wider perspective of the various roles played by the chief administrative officer,providing a comprehensive picture of the position. This information is summarized and provided to the City Council for its consideration as it establishes the qualifications for the next City Manager. Creating the Position Profile Springsted will review and summarize the information collected relating to the F City Manager position. The consultant team will then prepare a Position Profile, including job criteria, desired qualifications,core competencies and salary and benefit information. Springsted can provide comparative salary and benefit information to assist the City Council in setting employment parameters. . The Position Profile will be used as a recruitment tool that conveys the relevant background and experience desired by the City Council in its next City Manager. Additionally, the Position Profile will tell the community's story to prospective candidates, identifying Brooklyn Center's history, its ' distinct features and its amenities. Springsted will work closely with a designated City staff member to incorporate information about the City of Brooklyn Center and the community into the Position Profile. The Position Profile will be submitted to the City Council for final review, comment, and approval. Representative position profiles previously created by Springsted for the City of Coon Rapids,Minnesota, and the Minneapolis Park&Recreation Board, Minnesota, are included as part of our proposal in the Appendix. E 0 Phase II: Recruitment Summary and Screening of Candidates An effective executive search process customizes its recruitment activities to attract a pool of candidates that closely resembles the desired qualifications expressed in the Position Profile. The goal in this step of the search process is to attract experienced candidates, who may not actively be looking for a job, I• based on the opportunities and challenges of this position. Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager N Description of Services 10 r Springsted will actively seek qualified candidates on the City's behalf through professional networks,publications,direct mailings,and Web sites to produce a qualified pool of candidates. Recruiting Candidates Personal Contacts with Prospective Candidates - Based on our recent contacts and our database, Springsted will identify and actively seek individuals who meet or exceed the City's desired qualifications and encourage those individuals to apply for the position. Springsted works for over 600 municipal clients in the Midwest and we have first-hand working experience with many of the city managers and administrators in this region. Personal contacts and direct mailings will be used to recruit prospective candidates. Direct mailings will be prepared using information from Springsted's database and mailing lists obtained from professional associations. Although the position will be publicly.advertised, many of the most qualified applicants may not respond to a public announcement. Our knowledge of qualified candidates will assist in the recruitment process because these candidates will often submit applications, if invited. Springsted's reputation among local government officials for handling searches professionally, discreetly and confidentially removes a potential barrier to recruiting prospective candidates who currently enjoy good employment situations. Targeted Advertisements - Springsted will coordinate the placement of position advertisements in the following locations in accordance with direction from the City Council on the desired scope of its recruitment efforts: • The City's Web site • Local, state and regional newspapers • State professional journals and Web sites, including the League of Minnesota Cities and league web sites in neighboring state • The International City/County Management Association (ICMA) newsletter • Govtjobs.com, a national listing of available government openings • Other publications and Web sites requested by the City • Springsted.com Screening Candidates Springsted will receive and acknowledge all applications for the City Manager position. Each application will be screened when it is received based on the criteria contained in the Position Profile. Periodic updates will be provided to the City. Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager I - Description of Services Phase III: Evaluation Summary of Candidates The presentation of semi-finalists gives the City Council an opportunity for input into the identification of candidates who most closely meet the desired qualifications and on whom they would like to receive more information.After telephone interviews with the semi-finalists are completed,the City Council will receive more detailed information on each semi-finalist to assist in determining those candidates who will be invited to interview with the City. Evaluation of final candidates includes a thorough background records check and reference check. This phase of the executive search process is critical to establishing the past performance of a candidate,which is the single most important predictor of a candidate's future success. The evaluation culminates in the City's interview process. Presentation of Semi-Finalists Springsted will identify ten semi-finalist candidates whose qualifications most closely match the criteria established by the City. We will interview each of these candidates to verify and expand on the written data they have provided and to ensure the candidates'real and continuing interest in the position. Springsted will conduct preliminary reference checks and make additional inquiries about candidate qualifications from independent reference sources as appropriate. Finally, we will conduct an Internet search to learn about the communities where the semi-finalists have been employed and some of the issues in which they have been involved. ` Based on our analysis and a review of the semi-finalist candidates, Springsted will summarize the qualifications of the semi-finalists and recommend a list of five final candidates to the City Council. Springsted will meet with the City Council to present and discuss the recommendations, provide background { information and assist the City Council in determining those candidates best qualified to continue in the City Manager search process. Evaluation of Finalists Once the list of finalists is approved by the City Council, Springsted will conduct a reference and background records check for each candidate. Background records checks are completed prior to City Council interviews with the finalists to expedite the selection process. After completion of the reference and background checks, a written report on each finalist will be prepared and presented to the City Council including an assessment of the candidate's experience and background as it relates to the Position Profile,reference comments, and other pertinent background information. I Springsted VCity of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Description of Services 12 r Interviewing Finalists '• Springsted will coordinate the design of the interview process with the City Council and designated City staff. We will suggest interview procedures and develop interview questions with input from the City Council. Springsted will also be responsible for coordinating the scheduling of finalists for interviews. A Springsted consultant will be in attendance at all interviews. The interview process usually begins with an opportunity for the candidates to meet department heads and receive a tour of the City. The City Council's first introduction to the candidates often occurs at an informal gathering. f The interview process may be structured to provide each City Council member with a brief opportunity to meet one-on-one with each candidate. The process generally concludes with final candidate interviews before the entire City Council. It is desirable for the City Council to extend an offer of employment to a candidate immediately following these final interviews. However, sometimes City Councils find it helpful to narrow the field of candidates and conduct second interviews prior to making an offer of employment. I Phase IV: Candidate Summary Selection and Negotiation This phase of the search process identifies the individual(s) who most closely meet(s)the desired qualification stated in the Position Profile and has the best • 'fit"with the overall needs of the organization. Completing the employment transaction requires the negotiation of an offer by the City Council and the acceptance of the offer by the candidate. Negotiating Terms with the Top Finalist { When the City Council has identified the most desirable candidate, Springsted F will work with the City Council to assist in the negotiation of final employment parameters,benefits and salary, if requested. Updating Other Finalists on the Process f Springsted will continue to keep all finalists apprised of this last phase of the selection process. This step in the process becomes extremely important if, for any reason,the top finalist declines the offer. Once the successful candidate has accepted an employment offer, Springsted will notify all other finalists of the appointment. Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Description of Services 13 Post Selection Services Ongoing Services • Springsted has a continuing interest in the success of this selection process. For that reason, we will return to the City, if requested, within approximately 90 to 180 days of the City Manager's service date, to facilitate discussions - about expectations and performance. Springsted also commits to performing another executive search, if the new City Manager voluntarily resigns or is dismissed for cause during the first year of employment. Each of these services will be provided at no additional cost to the City, other than reimbursement for direct expenses incurred by Springsted. No Solicitation Policy Springsted will not actively recruit anyone whom we have placed with a client during their employment with that client. Springsted strongly believes that candidates who have accepted a public position have an obligation to serve the public entity for an appropriate period of time. Costs Springsted has provided a break down of costs for each task included in the recruitment and selection process. The total fee for Springsted's service is $14,830. The total out-of-pocket expenses have been estimated at $4,800. • These costs are based on interviewing from 5-6 final candidates. z h Es#Iillafed l�Ut-O Task .` : .x Es#imated Fee,. Pocket;Ex' 'nses , Position Analysis/Profile Development City Council Members $2,140 , Department Heads Interviews $850 Community Focus Group $510 Advertising/Acknowledgement of Resumes $840 Advertising $2,000 Screen in /Evaluation $3,840 Reference Checks $2,570 Background Check $2,500 Design/Conduct Interview Process $3,400 Candidate Selection $680 Allowance for mileage,postage,copying,etc. $300 Total Costs $14,830 $4,800 Out-of-Pocket Expenses Springsted will charge the City, at cost, for actual out-of-pocket expenses for advertising the position, conducting background checks on each final candidate, and other costs including but not limited to mileage, overnight or messenger deliveries, photocopying and mailing. Of these expenses, the • largest variable is in the advertising costs. Springsted works with the City to determine the best places to advertise the position. Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Timetable 15 A 4. Timetable Springsted takes pride in meeting its time commitments. The schedule to commence this project coincides with Springsted's completion of other engagements. This will ensure that the project team is available to focus on I the Brooklyn Center search. Springsted is prepared to initiate the search within ten (10)business days after ' receiving the official notice to proceed from the City. Springsted will be able to complete this project within the parameters I established in the City's Request for Proposals. Please note that factors i beyond the consultant team's control can impact meeting this timetable, including publication deadlines and receipt of timely approvals from the City. Tentative Timeline PHASI'JTASK Jun+ ¥ < July _ August September Refine Recruitment Plan Position Analysis and Profile Development • City Approval of Profile and Job Advertisement Recruitment and Placement of Ads Applicant Screening for Minimum Qualifications Telephone Interviews with Candidates ENO Written Summary to the City with Finalist Recommendations Meeting with City Council Background Records Check, Reference Check, Credentials Verification Candidate Interviews Offer Made/Accepted i Springsted City of Brooklyn Center,Minnesota.Proposal to Provide Executive Search Services for a City Manager Public Sector Advisors } 3 i i i I i , , Y w M`y i &� '� N � � ry �� � wgn,i �.,.i ',• (�"r'hNh"f�Mu, .e ' ,„' , •wC i i ` r i � P 1 '�.� ro't�;'�„q r�u`�N . . � „i��'"f'_,n .° •., -w�• .Px �tttdn P.>Z'� �e...+, ,�„��' ��` � i i s � Springsted 3 ......... t I s } PRESENTATION TO Executive Search Services R for Brooklyn C i Minnesota I Presenters: Bob Thistle, Executive Vice President E Sharon Klumpp, Vice President June 12, 2006 t f, C.,. _.,.,,...._. __..,. .___....,.�.. ..._.... .. .�_. .,.,_......._ _..., ._,...H �.. .,�..._.,,.,_ ,......_. ..„_ ,..... .., Public Sector Advisors Springsted Springsted' s Search Experience In Minnesota, we have been involved in the following searches: Minneapolis (2006 Director of Public Works search) � • Coon Rapids (2006 City Manager search) i Dayton (2005 City Administrator search) • Eagan (2005 Director of Parks and Recreation search) 'I • Ramsey County (2003 County Administrator search) • Grand Rapids, Minnesota (2001 City Administrator search) Public Sector Advisors z Springsfied 0 z Current Searches Under Way i i i r i • City of Oak Grove, Minnesota (City Administrator) • New Scandia Township, Minnesota (Township Administrator) • Ironworld Development Corporation, Chisholm, Minnesota (CEO) 3 { j Public Sector Advisors Springsted 0 0 Executive Search Process Overview Cit y of Brooklyn C Minnesota x 7 develop Recruit Evaluate . - seieCt Position Anaiysi and Screen Candidates Candidate and Gity Profiia -Candidates ■Refine search process° ...' ■Acti'velyrecruit ■Present semi-finalists ■�►ssist in employment ' with the City Council," candidates "" and their qualifications negotiations with including: Place advertisements to the City Council; successful candidate,as -Project timetable in professional journals, recommend final requested -Recruitment strategy newspapers'and Web candidates ■Keep other finalists -'Employment sites ■City Council informed of the status parameters Screen applications, designates fmalists of the selection phases ■Create Position Profile ::: based on Position •Interview finalists, Contact all finalists and recruitment` Profile criteria conduct background at the conclusion- brochure ■Conduct telephone checks.and . of the process *Position Profile and ,interviews to identify 'management recruitment brochure senn-finalists assessment(optional) approved by the ■Give periodic updates ■Present written report City Council to the City,Gouncil on each candidate to the City Council ■City,interview,process • 1 j }i 1, s f Public Sector Advisors 4 Springsted Why Springsted? .., Our knowledge and understanding of the City • Our familiarity with the candidate pool • Our focus on defining the position Our ability to provide thorough information on the candidates • Our local presence • Our commitment to providing the City with a high quality search process --------- ... ------ Public Sector Advisors 5 Springsted