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HomeMy WebLinkAbout11 - Selection of an Executive Search Firm to Assist in the Recruitment of a New City ManagerTO: FROM: CITY OF NEWPORT BEACH City Council Staff Report April 24, 2018 Agenda Item No. 11 HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL Leilani I. Brown, City Clerk - 949-644-3005, (brown@newportbeachca.gov PREPARED BY: Leilani I. Brown, City Clerk TITLE: Selection of an Executive Search Firm to Assist in the Recruitment of a New City Manager ABSTRACT: Due to the City Manager's recent retirement announcement, the City Council may hire an executive search firm to assist in finding a new City Manager. At the City Council's direction, the City Clerk conducted an RFQ process and solicited proposals from nine (9) executive search firms and received three (3) responses. RECOMMENDATION: a) Determine this action is exempt from the California Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) and 15060(c)(3) of the CEQA Guidelines because this action will not result in a physical change to the environment, directly or indirectly; and b) Select an executive search firm to assist with the recruitment of a new City Manager. If the City of Newport Beach does not already have an existing agreement with the selected executive search firm, authorize the Mayor and City Clerk to sign an agreement with the selected executive search firm. FUNDING REQUIREMENTS: The current adopted budget includes sufficient appropriation for the recommendation included in this staff report. DISCUSSION: The City Manager position is provided pursuant to Newport Beach City Charter Article V. The City Manager is the chief administrative officer in the City and serves at the pleasure of the City Council. Historically, the search for a new City Manager has been conducted by an executive search firm. The recruitment process generally takes 12-16 weeks to complete. The executive search firm prepares a recruitment brochure, conducts a nationwide marketing campaign through a variety of mediums, screens applications, conducts preliminary interviews and reference checks, and recommends qualified candidates to the City Council. Selection of an Executive Search Firm to Assist in the Recruitment of a New City Manager April 24, 2018 Page 2 As part of the action adopted by the City Council at the April 10, 2018 City Council meeting, the City Council directed the City Clerk to conduct an RFQ process for an executive search firm to facilitate the recruitment of the next City Manager. As part of this process, the City Clerk, Leilani I. Brown, conducted an informal RFQ process and contacted the following executive search firms: (1) Alliance Resource Consulting LLC; (2) Avery Associates, Inc. (William Avery & Associates); (3) Bob Murray & Associates; (4) Citygate Associates, LLC; (5) CPS HR Consulting; (6) Peckham & McKenney Executive Search; (7) Ralph Andersen & Associates; (8) Roberts Consulting Group Inc.; and (9) Teri Black & Company, LLC. All of the executive search firms identified in the list above have extensive experience working with municipalities and in the recruitment of City Managers. Of the nine firms, as of April 18, 2018, the three firms that responded were: (1) Avery Associates; (2) CPS HR Consulting; and (3) Roberts Consulting Group, Inc. The following chart summarizes each firm's proposed timeline and fees. A complete copy of each firm's proposal is attached hereto as Attachments A -C. FIRM EXECUTIVE TIMELINE ASSIGNED FEE RECRUITMENT RECRUITER EXPERIENCE CPS HR 15+ years 16 weeks to Frank Rojas $17,000+ Consulting candidate costs, not to appointment exceed $23,000 Roberts 20+ years 13 weeks to Norm Roberts $25,000 Consulting Council Group interviews of finalists Avery Not disclosed 15 weeks to Bill Avery $19,900+ Associates Council costs, not to interviews of exceed finalists $27,900 11-2 Selection of an Executive Search Firm to Assist in the Recruitment of a New City Manager April 24, 2018 Page 3 The City Clerk recommends the City Council select an executive search firm from the responsive executive search firms, and authorize the Mayor and City Clerk to enter into an agreement with the executive search firm, if an agreement does not already exist. The City has an existing agreement with William Avery & Associates. ENVIRONMENTAL REVIEW: Staff recommends the City Council find this action is not subject to the California Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly. NOTICING: The agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at which the City Council considers the item). ATTACHMENTS: Attachment A — Proposal for Executive Recruiting Services from CPS HR Consulting Attachment B — Proposal for Executive Recruiting Services from Roberts Consulting Group Attachment C — Proposal for Executive Recruiting Services from Avery Associates 11-3 ATTACHMENT A PROPOSAL City of Newport Beach Executive Recruitment Services for City Manager Due Date: April 18, 2018 SUBMITTED BY: MELISSA ASHER Sr. Practice Leader, Products and Services CPS HR Consulting 2450 Del Paso Rd, Suite 220 Sacramento, CA 95834 P: 916-471-3358 masher@cpshr.us Tax ID: 68-0067209 www.cpshr.us Your Path to Performance 11-4 April 16, 2018 Leilani Brown, City Clerk City of Newport Beach 100 Civic Center Drive, Bay 2E Newport Beach, CA 92660 Submitted via email to: (brown@newportbeachca.gov Subject: Executive Recruitment Services for City Manager Dear Ms. Brown: CPS HR Consulting (CPS HR) is pleased to have the opportunity to submit a proposal to assist the City of Newport Beach (City) with the recruitment of a new City Manager. We are uniquely qualified to undertake this effort as we have vast experience in assisting public agencies with executive search, screening, and placement. We understand that each agency is unique, and our extensive experience allows us to tailor our process to specifically meet your needs. Our work with local government agencies throughout the United States gives us an in-depth understanding of government operations, programs, and MikT IP41 Each recruitment is an opportunity to shape and prepare your organization for the future. We understand how important this transition is for you and are perfectly placed to assist you in this endeavor. It is our commitment to work in partnership with your organization to a successful result. Thank you for the opportunity to be considered for this assignment. Should you have questions or comments about the information presented in this proposal, please contact Frank Rojas at frojas@cpshr.us or (916) 471-3111. Sincerely, 4&b9V-a Melissa Asher Senior Practice Leader, Products and Services 11-5 Table of Contents Background and Qualifications................................................................... 1 AboutCPS HR....................................................................................................1 Executive Recruitment Team........................................................................ 4 Resume.........................................................................................................4 References........................................................................................................ 7 Methodology.................................................................................................... 8 Key Stakeholder Involvement.........................................................................8 City's Needs.......................................................................................................8 Aggressive, Proactive, and Robust Recruitment.........................................9 Selection.............................................................................................................9 Three -Phase Project Approach for Success.................................................9 ProjectTasks....................................................................................................10 Phase I - Develop Candidate Profile and Recruitment Strategy ....... 10 Phase II - Aggressive, Proactive, and Robust Recruitment ................12 Phase III - Selection...................................................................................14 ProjectTimeline..............................................................................................15 Professional Fees, Expenses, & Guarantee..............................................16 Professional Services.......................................................................................16 Reimbursable Expenses..................................................................................16 TwoYear Guarantee......................................................................................17 Appendix A: Sample Brochure...................................................................18 11-6 Background and Qualifications About CPS HR CPS HR Consulting has been assisting organizations with their talent management needs since 1985. We have unique expertise in delivering HR management and consulting services, employment testing, and assessment services to government agencies throughout North America. Our core competency is our knowledge of and expertise in the public sector. As a public agency, we understand the challenges and issues facing our client base. As a self-supporting public entity, we also understand the need for innovative yet practical results. CPS HR can provide expertise that is unique because we share with our clients a common perspective. There is no competitor in the industry that can make this claim. Recruitment Experts CPS HR specializes in the recruitment and selection of key professionals for cities, counties, special districts, and non -profits. Working in partnership with the governing body or selection team, we develop customized search strategies that focus on locating and recruiting qualified candidates who match the agency's unique needs. Our wealth of recruitment experience has been gained through more than 15 years of placing top and mid-level executives in public agencies throughout the United States. ■ Unmatched Recruitment Experience for Government Agencies. CPS HR has extensive experience in recruiting executive -level professionals for public agencies across the United States. As a public agency ourselves, we understand how to work with and within government. Our understanding of public sector culture and policy uniquely sets us apart from our competitors. ■ Seasoned Executive Recruiters. Our recruiters possess a high level of expertise in public sector recruiting and placing executive -level professionals. Our staff of experts includes an exceptional group of full-time employees as well as a full complement of subject matter experts, intermittent employees, and part-time employees with a variety of public and private sector experience. ■ Detailed Needs Assessments. We conduct a detailed needs assessment to identify 1) future organizational direction; 2) challenges facing the position; 3) the working style and organizational climate; and 4) required core and job specific competencies as well as personal and professional characteristics. CPS HR Ag,CONSULTINGa 11-7 ■ Vast Pool of Public Agency Contacts. CPS HR maintains a database of candidates and an extensive network of external resources to leverage for executive -level positions. We utilize our vast pool of public and non-profit contacts to deliver a strong list of competitive candidates who will be well prepared to assist you in the accomplishment of your specific mission and goals. ■ Success Recruiting Non -Job Seeking Talent. We recognize that the very best candidates for some types of positions may not be looking for a career change, therefore, our recruitment team takes a very aggressive approach to identify and recruit such candidates. ■ Diversity Sensitivity. CPS HR encourages applicant diversity and incorporates a variety of activities to attract the best available candidates. We have successfully recruited and placed minority and female candidates for a variety of executive -level positions. ■ Cost Effective. The combination of CPS HR's seasoned recruitment management and highly qualified staff enable us to reliably deliver successful results on time and on budget. ■ Satisfied Clients. Our executive search client satisfaction rating averages 4.6 on a scale of 5. While many companies talk about client satisfaction, how many measure the impact of that through assessing client satisfaction by distributing written surveys and tying the results of these surveys to their performance management system? CPS HR Consulting does. A client satisfaction survey is sent at the end of every engagement requesting feedback on the quality of our staff, deliverables, and the overall consulting relationship. ■ Strong Base of Repeat Clients. We make sure we understand our client's challenges and customize our process to fit their needs. As a result, we have a long and growing list of returning clients who seek our services for multiple engagements. ■ Broad Experience with Similar Recruitments. A brief listing of recent similar recruitments is provided in the following table: Agency Manitou Springs (CO), City of City Manager Current Modesto (CA), City of City Manager Current San Diego Association of Governments (CA) Executive Director Current Churchill County (NV) County Manager Current Sacramento (CA), City of Assistant City Manager 2018 Glendale (CA), City of City Manager 2018 Goodyear (AZ), City of City Manager 2018 Imperial (CA), County of County Executive Officer 2018 Merced County Association of Governments (CA) Executive Director 2017 CPS HIR CONSULTING 11-8 Agency Title Year Completed Oro Valley (CA), Town of Town Manager 2017 Los Gatos (CA), Town of Assistant Town Manager 2017 San Marino (CA), City of City Manager 2017 California Coastal Commission Executive Director 2017 Sacramento Area Council of Governments, (CA) Chief Executive Officer 2017 San Luis Obispo (CA), County of County Administrative Officer 2017 Sutter (CA), County of County Administrative Officer 2017 Trinity (CA), County of County Administrative Officer 2017 Santa Ana (CA), City of City Manager 2017 Avalon (CA), City of City Manager 2016 Boulder (CO), City of Deputy City Manager 2016 Santa Clara (CA), County of Deputy County Executive 2016 Anaheim (CA), City of City Manager 2015 East Palo Alto (CA), City of City Manager 2015 Garden Grove (CA), City of City Manager 2015 Our Executive Search Team is comprised of four, full-time and two, part-time recruiters with a wealth of experience in local government executive recruitments. CPS HR has worked with more than 1,200 government and public/non-profit clients throughout the United States and Canada. CPS HR CONSULTING 11-9 Executive Recruitment Team CPS HR has assembled a strong project team with each member possessing extensive recruiting experience and a direct, in-depth understanding of local government. For this engagement, Mr. Frank Rojas will serve as Project Manager and primary contact for this recruitment. Mr. Rojas will leverage the knowledge and experience of our entire recruitment team in order to provide you with the best possible recruitment experience. We will not utilize subcontractors for these services. No staff members will be removed or replaced without the prior written concurrence of the City. Resume Frank Rojas (resides in Riverside, CA) Profile Frank Rojas is a Senior Executive Recruiter with CPS HR Consulting. Frank brings more than 30 years of recruiting experience from the highly competitive direct placement and contract labor industries as well as the corporate environment. Mr. Rojas has significant experience placing corporate leaders, executive, professional, and technical staff including individual contributors for government sector, non -profits, aerospace, architectural and engineering, information technology, petroleum and chemical, energy, power, civil/structural, transportation and private industry. In addition to recently completing recruitments for City of Glendale, County of Imperial, City of Long Beach, City of Redlands, City of Santa Ana, City of San Marino, and Desert Water Agency, recent successful efforts include positions of City Manager, County Administrative Officer, Director of Human Resources, Chief Executive Officer, Purchasing Officer, and Director -level hires for Finance, Administrative Services, Engineering, Emergency Services, Regulatory Compliance, and Division/Site General Managers. Mr. Rojas began his career in Contract Labor and over the next 20+ years launched seven start- up offices in several states and locations providing direct placement and contract support to hundreds of clients in virtually all industries and levels of talent. He continued his career in the non-profit environment managing and building talent acquisition support during significant growth periods. Having been a speaker at several networking and career coaching venues, Frank believes in utilizing traditional recruiting methodology with social media. He was named in the top 1% viewed profiles on Linkedln. Mr. Rojas has established a strong client and customer base through trust, effective recruiting, relationship building, and teamwork. CPS HR CONSULTING 11-10 Employment History ■ Senior Executive Recruiter, CPS HR Consulting ■ Employment Director and Senior Recruiter, PRIDE Industries ■ Corporate Recruiter, EMF Broadcasting ■ Branch Manager and Acting Vice President, Fastek Technical Services Professional Experience ■ Managed and led recruiting efforts including client interface to define and write position descriptions, profiles, and goals. Responsible for creating marketing plans, screening and selection strategies, conducting interviews and participating in final hire and post -hire activities including reference and background checks. ■ Assisted in salary evaluation and competitive comparisons. This includes candidate negotiations, travel and relocation (if appropriate), benefits, and confirmation and acceptance of any requirements prior to the submittal process and acceptance of offer. ■ Managed in-house staff to ensure adherence of company policies and legal compliance. Developed and maintained positive, team -building methodologies that increased productivity, created a positive, productive staff, and maintained cooperativeness and trust. ■ Recruited and identified senior -level management for several federal locations including General Managers, Assistant General Managers, HR Directors, Site Controllers, Quality Managers, T-4 Water and Environmental Director and Departmental Leadership at Fort Bliss, EI Paso; Fort Polk, Louisiana; Joint Base McGuire-Dix-Lakehurst; New Jersey; Los Angeles Air Force Base; Cape Canaveral, Florida; and the Lawrence Livermore National Laboratory. ■ Set up staff procedures and office functions; negotiated service agreements, ensured EEO, safety/OSHA quality, and all local, state, and federal compliance policies. Migrated and implemented several Applicant Tracking Systems including participation as Systems Administrator. CPS HIR CONSULTING ■ Initiated effort to define the mission and business plans of expanding organizations. Developed road maps to build client base, relevant labor pools, and resources to sustain growth for the entire enterprise. Started corporate recruiting department and initiated recruiting strategies, hiring processes, retention, and integrated cost-effective marketing tools. ■ Hired and motivated in-house talent and created cross -functional business/sales and recruiting process allowing for growth, skills development, and achievement to meet customer needs and provide for an effective team -oriented environment. Education ■ B.A., Political Science, University of California at Berkeley, Berkeley, CA CPS HIR CONSULTING 11-12 References Provided below is a partial list of clients we have recently worked with in providing executive recruitment services. We are confident that these public -sector clients will tout our responsiveness and ability to successfully place candidates that were a good fit for their organization's needs. City of Glendale Michael Garcia, Office of the City Attorney 613 East Broadway (818) 548-2080 Glendale, CA 91206 mjgarcia@glendaleca.gov City Manager (2018) County of Imperial Rodolfo Aguayo, Director of Human Resources 940 W. Main Street (442) 265-1148 EI Centro, CA 92243 rodolfoaguayo@co.imperial.ca.us County Executive Officer (2018) City of San Marino Mayor Richard Sun 2200 Huntington Drive (626) 312-9533 San Marino, CA 91108 richrardsun99@gmail.com City Manager (2017) City of Santa Ana Edward Raya, Director of HR & Risk 20 Civic Center Plaza (951) 285-9325 Santa Ana, CA 92701 edwardraya@yahoo.com City Manager (2017) City of Avalon Anni Marshall, Mayor PO Box 707 (310) 510-0220 Avalon, CA 90704 amarshall@cityofavalon.com City Manager (2016) CPS HIR CONSULTING IIIIIIIIIIIIIIIIL 11-13 Methodology Key Stakeholder Involvement The City Council must be intimately involved in the search for a new City Manager. For this reason, our approach assumes their direct participation in key phases of the search process. Additionally, at the discretion of the City Council, other key stakeholders may also be invited to participate in focus group sessions or round -table meetings to provide input for the development of the candidate profile. Per the City's request, CPS HR Consulting will be prepared to coordinate and facilitate community meetings in conjunction with the City's leadership team to solicit input from the community on the critical elements it seeks in its new City Manager, as well as key opportunities and priorities that will need to be addressed. City's Needs A critical first step in a successful executive search is for the City Council to define the professional and personal qualities required of the City Manager. To be certain this occurs, we have developed a very effective process that will permit the City Council to clarify the preferred future direction for the City of Newport Beach (City); the specific challenges the City is likely to face in achieving this future direction; the working style and organizational climate the City Council wishes to establish with the City Manager; and ultimately, the professional and personal qualities that will be required of the City Manager. Commitment to Communication Throughout the recruitment process, we are strongly committed to keeping you fully informed of our progress. We will collaborate with you to provide candidate updates and other status of the recruitment via your preferred method of communication (phone conference, email, etc.). In addition, during each phase in the process, we are corresponding with candidates and advising them of their status. We place the highest level of importance on customer service and responding in a timely manner to all client and candidate inquiries. Our previous clients and candidates have expressed a sincere appreciation for our level of service and responsiveness to the management of the recruitment process; as a result, we have many long-term relationships with clients that have resulted in the opportunity to assist them with multiple recruitments. CPS HR's communication continues after you have selected a new City Manager. We will contact both the City Council and the newly appointed City Manager within six months of appointment to ensure an effective transition has occurred. CPS HIR CONSULTING 11-14 Aggressive, Proactive, and Robust Recruitment We take an aggressive approach in identifying and recruiting the best available candidates. There are those candidates who would gladly rise to the professional challenge and apply for this position; however, some of the best candidates are often not actively seeking a new position and may only consider a change once we present them with your opportunity. Evoking the sense of vision and opportunity in qualified persons is among the responsibilities of CPS HR, and we pride ourselves in our efforts to reach the best available potential candidates. Selection The selection of the best available candidate requires the use of tools specifically designed to evaluate each candidate against the personal and professional qualities identified by the City Council. For this reason, we tailor our selection techniques to the City's specific requirements. In addition, we also assume responsibility for administering the selection process for the City. Three -Phase Project Approach for Success Our proposed executive search process is designed to provide the City with the full range of services required to ensure the ultimate selection of a new City Manager who is uniquely suited to the City's needs. Develop Candidate Profile and Recruitment Strategy Aggressive, Proactive, and Robust Recruitment Phase I: As desired by the City, our consultant will meet with the City Council and other City representatives to ascertain the City's needs and ideal candidate attributes, to target our search efforts, and maximize candidate fit with the City. Phase II: The recruitment process is tailored to fit the City's specific wants and needs, with targeted advertising, combined with personal contacts with qualified individuals from our extensive database. Phase III: The selection process is customized for the City. CPS HR will work with the City Council to determine the process best suited to the City of Newport Beach. CPS HIR CONSULTING 11-15 Project Tasks Phase I - Develop Candidate Profile and Recruitment Strategy Task 1 - Review and Finalize Executive Search Process and Schedule The first step in this engagement is a thorough review of the following with the City Council: ■ City's needs, culture, and goals ■ Executive search process ■ Schedule This will ensure that the City's needs are met in the most complete manner possible. Task 2 - Key Stakeholder Meetings As desired by the City, CPS HR is prepared to meet with any additional key stakeholders to obtain input in developing the ideal candidate profile and to assist CPS HR in understanding key issues and challenges that will face a new City Manager. The specific nature of the involvement process would be developed in consultation with the City. This would include, per the City's request, facilitating community meetings to collect input from A, members of the City of Newport Beach community. The results of the above activities will be summarized by CPS HR and provided to the City as an additional source of information for developing the candidate profile and selection criteria. Task 3 - Candidate Profile and Recruitment Strategy Development This task will be accomplished during a workshop session involving the City Council and CPS HR. It will result in the identification of the personal and professional attributes required for the position and will include the following activities: ■ The City Council will identify key priorities for the new City Manager. ■ CPS HR will assist him in identifying the conditions and challenges likely to be encountered in achieving the priorities identified above. ■ The City Council will describe the type of working relationship he wishes to establish with the City Manager. ■ CPS HR will assist the City in generating lists of specific competencies, experiences, and personal attributes needed by the new City Manager in light of the analyses conducted above. CPS HR CONSULTING 11-16 ■ CPS HR will present several recruitment and selection strategies for the City's consideration. The City will choose the recruitment and selection process most likely to produce the intended results. Task 4 — Develop Recruitment Brochure Following the completion of the workshop session, CPS HR will work with a professional graphic artist to design a recruitment brochure and present it to the City for review prior to printing. Please refer to Appendix A for a sample brochure. Additional brochure examples are available on our website at www.cpshr.us/search. Task 5 — Place Advertisements Advertisements (which will include a direct link to your brochure) will be prepared and placed for publication in appropriate magazines, journals, newsletters, job bulletins, social media, and websites to attract candidates on a nationwide, regional, local, or targeted basis, depending on the preference of the City. CPS HR will present examples to the City for review and approval. Examples may include: • Jobs Available • League of CA Cities (on-line) • ICMA • Linkedln • MMA Nor Cal/So Cal • Public CEO • Govern mentjobs.com • NACo CPS HR will prepare an email distribution list containing prospective candidates and referral sources. These individuals will receive a link to the City Manager brochure along with a personal invitation to contact CPS HR should they have any questions about the position. CPS HR is focused on reaching a diverse candidate pool and would recommend publications/websites that are targeted to minority and female candidates. CPS HR will specifically research other jurisdictions in which the demographics mirror those of the Orange County area and target outreach to those individuals. In addition to placing ads on websites aimed at minority candidates, we will contact leaders within appropriate associations to gain their insight and referrals of possible candidates. Within the past five years, we have successfully placed more than 170 minority and female candidates in executive level positions. CPS HIR CONSULTING 11-17 Phase 11- Aggressive, Proactive, and Robust Recruitment Task 1 - Identify and Contact Potential Candidates This very crucial task will include a variety of activities. CPS HR will: ■ Contact respected and experienced industry leaders to identify outstanding potential candidates on a referral basis. CPS HR maintains a comprehensive, up-to-date database of such professionals; however, we do not rely solely upon our current database. We also conduct specific research to target individuals relevant to your specific needs and expectations to ensure that we are thorough in our efforts to market this position to the appropriate audience and to garner a diverse and quality pool of candidates. These individuals, as well as other potential candidates, are typically contacted very soon after they have received a recruitment brochure in order to maximize the impact of the multiple contacts. ■ Select top quality candidates for consideration from past recruitments. ■ Provide each potential candidate with a copy of the recruitment brochure. ■ Contact potential candidates by telephone to explain the career opportunity, answer questions, and encourage them to submit a resume. Oftentimes this component necessitates multiple conversations with the same person to pique his/her interest and to answer his/her questions sufficiently. As a consulting firm that interacts with hundreds of public sector executives during engagements, we have a cadre of individuals who we inform of recruitments, both to increase the visibility of the opening and to attract appropriate individuals who fit the special needs of our client. Communication with these professionals ensures that an accurate picture of the requirements of the job is apparent and proliferated throughout their professional networks. The approach utilized by CPS HR employs the following techniques: ■ Communicating to candidates, through advertising materials and verbal conversations, a strong sense of the purpose and strategy of the City. For many talented individuals, understanding these aspects is one of the key motivators to compete in such an environment. ■ Providing guidance and resources to candidates regarding the area's cost of living, mean and median housing prices, higher education opportunities, K-12 education information, and other aspects of interest to those who are considering relocating to the area. We have found that potential candidates sometimes make the decision not to apply based on CPS HR CONSULTING 11-18 rumored information, rather than facts and research. It is our job to ensure the candidates we are in communication with have accurate and helpful information. ■ Actively seeking individuals who are highly visible in the field —widely published, frequent presenters and/or thought leaders — who are seemingly ready for the challenge. These highly qualified candidates may be attracted by the prospect of collaboration with other City departments, providing exceptional leadership to the City of Newport Beach, or continuing to ensure the public confidence in the integrity of the City. Task 2 — Resume Review and Screening Interviews All resumes will be submitted directlyto CPS HR for initial screening. This screening process is specifically designed to assess the personal and professional attributes the City is seeking and will include: ■ A thorough review of each candidate's resume, and if applicable, supplemental questionnaire responses and,EkFt; other supporting materials. _R-t1Av, ■ Interviews with the candidates who appear to best meet the City's needs. CPS HR will spend extensive time ascertaining each candidate's long term career goals and reasons why the candidate is seeking this opportunity, as well as gaining a solid understanding of the candidate's technical competence and management philosophy. We will also gather data on any other unique aspects specific to this recruitment based upon the candidate profile. ■ Internet research on each candidate interviewed. Task 3 — City Council Selects Finalists At the conclusion of the previous tasks, CPS HR will prepare a written report that summarizes the results of the recruitment processes and recommends candidates for further consideration by the City. Typically the report will recommend five to eight highly qualified candidates, and will include resumes and a profile on each interviewee's background. CPS HR will meet with the City Council to review this report and to assist the City in selecting a group of finalists for further evaluation. CPS HIR CONSULTING 11-19 Phase 111- Selection Task 1 - Design Selection Process Based on the results of the meeting conducted in Phase I, CPS HR will design a draft selection process. CPS HR will meet with the City to review this process and discuss the City's preferred approach in assessing the final candidates. The selection process will typically include an in-depth interview with each candidate, but may also include other selection assessments such as an oral presentation, preparation of written materials, and/or problem -solving exercises. Task 2 - Administer Selection Process CPS HR will coordinate all aspects of the selection process for the City. This includes preparing appropriate materials such as interview questions, evaluation manuals, and other assessment exercises; facilitating the interviews; assisting the City with deliberation of the results; and contacting both the successful and unsuccessful candidates. Task 3 — Final Preparation for Appointment 4r71 l V Following the completion of the selection process, CPS HR will be available to complete the following components: ■ Arrange Follow-up Interviews/Final Assessment Process: Should the City wish to arrange follow-up interviews and/or conduct a final assessment in order to make a selection, CPS HR will coordinate this effort. ■ Conduct In -Depth Reference Checks: The in-depth reference checks are a comprehensive 360 evaluation process whereby we speak with current and previous supervisors, peers, and direct reports. (It is our policy to not contact current supervisors until a job offer is made contingent upon that reference being successfully completed so as not to jeopardize the candidates' current employment situation.) The candidates are requested to provide a minimum of six references sources. CPS HR is able to ascertain significant, detailed information from reference sources due to our assurance and commitment to each individual that their comments will remain confidential, which leads to a willingness to have an open and candid discussion, resulting in the best appointment for the City. A written (anonymous) summary of the reference checks is provided to the City. ■ Conduct Background Checks: We will arrange for a background records check of a candidate's driving record, criminal and civil court, credit history, education, newspaper article publishings, and other sensitive items. Should any negative or questionable content appear during these checks, CPS HR will have a thorough discussion with the finalist(s) and will present a full picture of the situation to the City for further review. CPS HIR CONSULTING 11-20 Project Timeline The project team CPS HR has selected is prepared to begin work upon receipt of a fully -executed contractual agreement. All search activities up to and including the selection of a new City Manager can be completed in 14 to 16 weeks. The precise schedule will depend on the placement of advertising in the appropriate professional journals, and the ability to schedule, as quickly as possible, the initial meeting. A proposed schedule of major milestones is presented below. CPS HIR CONSULTING 11-21 Professional Fees, Expenses, & Guarantee Professional Services Our professional fixed fee covers all CPS HR services associated with Phases I, II, and III of the recruitment process, including the necessary field visits (up to three) to develop the candidate profile and recruitment strategy, assist the City with finalist selection, and facilitate candidate interviews. Reimbursable Expenses Actual out-of-pocket expenses for such items as consultant travel, advertising, marketing, printing/copying, and postage/delivery charges are reimbursable at cost. There is no mark-up on expenses and we will work proactively with the City to ensure that the dollars being spent for expenses are in keeping with the City's expectations. Travel expenses for candidates who are invited forward in the interview process are not included under our reimbursable range. The listed reimbursable expenses range includes a background check on the selected finalist candidate. Professional Fixed Fee & Reimbursable Expenses* Professional Services Full Recruitment (Fixed Flat Fee) $17,000 Reimbursable Expenses Approximate recruitment costs include: ■ Brochure Design and Printing ($1,100) ■ Advertising ($3,000) $5,550-$6,000 ■ Background check for one candidate ($450) ■ Other recruitment expenses such as supplies, travel, and shipping ($1,000) --. 000 *Professional fees and reimbursable expenses would be billed and paid monthly. CPS HR Ag,CONSULTINGa 11-22 Optional: Recruitment Video In addition to your customized recruitment brochure, CPS HR can develop a Recruitment Video to attract a wider range of applicants. More than 60% of organizations are now using visual media to attract the attention of job seekers, convey the culture of the organization, and effectively expand the talent pool. For this approximately three-minute video, CPS HR will arrive onsite to film footage of the work place and community, as well as conduct onsite interviews with selected employees. This video is optional and costs $3,000, changing the Not -to -Exceed Total to $26,000. rwo Year Guarantee If the employment of the candidate selected and appointed by the City, as a result of a full executive recruitment (Phases 1, 11, and 111), comes to an end before the completion of the first two years of service, CPS HR will provide the City with professional services to appoint a replacement. Professional consulting services will be provided at no cost. The City would be responsible only for reimbursable expenses. This guarantee does not apply to situations in which the successful candidate is promoted or re -assigned within the organization during the two-year period. Additionally, should the initial recruitment efforts not result in a successful appointment, CPS HR will extend the aggressive recruiting efforts and screen qualified candidates until an offer is made and accepted. CPS HR does not provide a guarantee for candidates placed as a result of a partial recruitment effort. CPS HIS CONSULTING We thank you for your consideration of our proposal. We are committed to providing high quality and expert solutions and look forward to partnering with the City of Newport Beach in this important endeavor. CPS HIR CONSULTING 11-23 Appendix A: Sample Brochure mm glend a I e'01-0 California CPS HR CONSULTING 11-24 To learn more about the City of Glendale, please visit www.glendaleca.gov CPS HIR CONSULTING THE COMMUNITY With a population of approximately 202,000 residents, Glendale is the fourth largestcity in Los Angeles County. It is located northeast of Los Angeles in the foothills of the San Gabriel Mountainsand is traversed Lytle Golden State (5), Glendale (2), Ventura (134) and Foothill 0110) ftteeways; the Hollywood Bu riga n k Ai rpo rt is minutes away. Glendale is noted for its excellent residential areas, schools, shopping facilities, libraries, parks, hospitals and business environment.TheCity enjoys a mild climate with an average high temperature of 77 degrees and average rainfall ofalmost 18 inches peryear. Glendale is oneofthe mast Iivablecities in Southern California, with beautiful welF established suburbs, awalkabledowntown residential district,a top-rated school system, and numerous parkland recreational facilities located all within the 315 square miles of the City. The Americana at Brand is a one -of -a -kind community gathering place and dynamic shopping, dining, residential and entertainment district, while the recently updated Glendale Galleria provides over200 retail stores and restaurants.Tbe Fxchangeand Marlketplace shopping and entertainrrentcenters provide a good complementcreating a vibrant and thriving downtown.The Montrose Shopping District, Adams Square, Kenneth Village, the South Brand Boulevard auto dealerships and a variety of othe r banking, financial and bus i nes s institutions push Glendales daytime papulation ID well over250,004. The City is home to the Brand Library and Art Center, the AlexTheatrre. the Museum of Neon Art, the Glendale CentreTheave and the future home of the Armen ian-America n Museum & Cultural Center. Area attractions include Universal Studios,the Hollywood Bawl, the Los Angeles Zoo, Descanso Gardens, the Autry Museum of Western Heritage,the Norton Simon Museum,the Huntington Library& Gardens, Forest Lawn Art Collections, Dodger Stadium, StaplesCenter and the Rose Rawl. Glendale experiences the benefits of a culturally diverse community. Approximately 65 different languages arespDhen in the City's sc hoo I s. G lenda le i s com pri sed of a broad maofCaucasians, middle -Easterners, Latinos and Asians. Glendale has the largest Armenian -American papulation ofarrr city in the United States.TheCity has strong neighborhood identification, with a tota I of 20 active neighborhood associations. Glendale has divers, -and affordable housing choices, featuring an eclectic mix of styles and types. Glendale is o ne of oxer 500 communities designated as a"Keep America Beautiful" AffiI iate, recog n ¢i ng a co mmitment to waste reductionand litter prevention. In addition, Glendale has received thedesignaton as a "California HeakhyCity" and, since 1984,has been designated a"Tree City, USA"for its comm [merit to urban foresvy projects. Public sc hoo I ed ucatio n is ava la ble through theGlendale Unified School District the fifth largestschool districtin Los Angeles County, with an enrollment of26,000 students.There are 20 elementary sc hoo I s, four middle schools and threecomprehensive high schools.The School District also operates one magnet high school, one continuation high school, and a devebpn-entcenterfordkabled students. Students are also served by 15 parochial and private schools. In addition to Glendale Co mmu n ity Col lege, a tea co I leges and universities include Pasadena City College, Occidental College; California Stare University, Los Angeles; California State University, Northridge; UnieersityofCalifornia, Los Angeles; and the University of Southern California. 11-25 pi, NA - Health care services available within the immediate area are provided by thFee outstanding institutions Glendale Memorial Hospital and Health Gen ter (Dig nity Health), USC Verdugo Hills Hospital, and Glendale Adventist Medical Center. CITY GOVERNMENT Glendale was incorporated in 1906 and is a ch a rw r city operating under a council-manager form of government. The five Council members are elected at large to four-year staggered terms. The ✓tiiayot, a member of the Council, is selected From among its own members, and serves a one-year term Other elected officials are the City Clerk and the City Treasurer. The City Manager and the City Attorney are appointed by the City Council. The total City bud get for FY2017.18, including all general government services, enterprise operations and a water & power utility is about $837 million {$215 million - General Fund only). The City has approximately 3 ,585 full-time staff. The City has identified eight Strategic Goals and Objectives and each year, as part of the budget, departments develop their key performance indicators For contributing to these goals. They include: Arts and Culture; Community Services and Facilities; Economic vibrancy and Fiscal Responsibility; Balanced, Quality Housing; Safe and Healthy Community; Infrastructure and Mobility; Informed and Engaged Community; and Sustainability. Glendale is a Full-service City that I%Iodes a water and power department that services over 33,099 water customers and 88p99 electric custorners In addition toobtafning transmission from outside sources, the City operates its own power plant. Water comes pnmarily from the Metropolitan Water District, along with a small portion from local wells. The City also owns its own landfill, is half owner of the area's sewage treatment plant, and provides refuse collection far City residents. CPS HIR CONSULTING The Glendale Fire Department maintains a Class 1 rating, indicating that it has exceptional firefighting abilities, personnel, response times, fire prevention efforts, water soWyavailability and commu nica Ion s. I n addition, the City's Police Department is committed to providing proactive law enforcement and high-quality police services, and this has contributed to the City's low crime rate. Glendale has been designated as one of the safest cities for a city its size, ranking 3rd in the state and 6th in the na tion. In addition to Brain Library, th e C ity operates the recentlyrepurposed and renovated Central Library and six other library bra riches. II also provides a wide variety of arts and cultural programming in the City. Glen dales residents enjoy 36 City parks and nearly 5A00 acres of publicly owned open space. In addition to parks, other Cily maintained facilities and recreational activities are available For the public's use and participation. Some of the most popular facilities include the Civic Auditorium, Pacific Park Pool and historical buildings such as the Casa Adobe, Verdugo Adobe, Tea House and the Doctor's House. Glendale provides a variety of transportation services.The City operates a pial -A -Ride service for the elderly and disabled.The City also has a City-wide bus service known as the Beeline. The Glendale Railroad Depot was purchased by the City of Glendale in 1989 and has been preserved and listed on the National Historic Register. It has been convened to the Larry larian GI enda I e Tran sportatio n Center, which serves as a connecting point for several modes of trans partition, including raAThe City is also part owner (as part of a joint powers association with cities of Burbank and Pasadena} of Hollywood BurbankAirport, located in the City of Burbank. THE POSITION Under thedirection of City Councfl, the City Manageracts as the Chief Executive Officer of the City, directing, planning, and organizing all administrative activities of the City. This includes development of goal s,objectives, policies and prccedu res, a, well as enforcing and administering municipal code, the charte rand ord i na nces govern ing the City. OPPORTUNITIES AND PRIORITIES TO ADDRESS Economic Development a: id I m plementation of Glenda le Tech Stra tegic Plan Completion of the South Glendale Comm unity Plan Addressing Affordable Housing Challenges in the City Balancfng Growth and Quality of Life Issues Mufti -Modal Transportation, Connectivity, and Traffic ImprovemenWNcgrams Proposed Grayson Repowering Project Proposed Biogas Renewable Generation Project THE IDEAL CANDIDATE the ideal candidate will beari honest, ethical, and dynamic leader with a record of professional accomplishments that demonstrate hiVber abiIityto effectively lead a large and diverse public organization. A proven record in project management, strategic planning and sound fiscal management skills are essential. This challenging position requires a strong, visb na r y leader committed to quality improvement customer service and performance management. The qualified candidate will be able to negotfatechaIIenging political waters, whIle remaining focused on organizational goals, managing a strong executive team, and working with a passionate and involved city council. 11-26 KEY COMPETENCIES AND CHARACTERISTICS Desirableattributes and characteristics for the new CityManager include but are not limited to t he fo I lowing: A solid leader and rale model with a positive presence who demonstrates initiative, is action -oriented, etercises good judgment, trey is others with respect, and is open and approachable. An individual who possesses the highest level of personal and professional integrity. A strong communicator with excellent interpersonal skills; able to articulate ideas to different audiences in a clear and direct manner. Establish a positive relationship with city council based on honesty and respect, while providing balanced information on i ssues and programs, as well as solution alternatives; be an advisor, notan advocate Possess the ability to remain patient in divisive situations,but still willing to stand up for what's right. A leader who inspires others to commit to the organization's ideals and tocontribute the best through effective management, coaching,and leading by example. The ability to anaIyzetrends and problems to develop long range plans. Able to establish and build effective business relationships. Faster a team -oriented working environment. An active listener. MINIMUM QUALIFICATIONS Bachelor's degree in public administration, business, public finance ora related field. Five (5)years of highly responsible administrative or executive experience in public sector employment including principles and procedures of municipal management and budgeting for government programs. Master's degree preferred. The salary range' ;r this posltlon is $250,000 - $280,000 clepcndingon qualifications and experience. Retirement is prow ded through the California Public Emplcyees'Retirement System (PERS) with a 296at 55 retirement form uta for PERS classic" mem ber em ployee% new PERS members have the PEPRA formula of 2% it 62, Note the employee pays the entire PERS employee contribution of 7% (2% at 55 formula) or 5.7596 (2% at 62 formulal plus 4% of the employer's contribution. Vacation - Up to t60 hours per year, with carry- overarid cash -out provisions. Holidays - t06 hours peryear Executive leave - l OD hours per year Sick leave - 46 hours per year. Medical Bene%li-ife Insurance: Medical insurance (choice of four plans); executive medical reimbursementPlan (EM RP), in which out -of• pocket medical expenses are reimbursed up to $10,000 annually; dental insurance (choice of three plansk life insurance equal to 1.33 times annual earnings to a maximum of 5500.008 voluntary life insurance, including spouse and child coverage; long term disability (LTD) insurance; and vision benefit plan. Other henefirts include. PERS I"I four survivor benefit; PERS preretirement option 2W death benefit; retiree health savings plan (RHSPI vduntary 451 deferred compensation program; volu ntary 401 (a) defined contribution plan; monthly auto allowance of $490 per month; free parking, compensation for ca r -pooling and va n -pooh ng; credit union; e m ployee ass stance program (EAf%tuition reimbursement; executive physical fit nesslcvicorganization membership; flexible savings account SSA] for dependent rare. APPLICATION PROCESS AND RECRUITMENT SCHEDULE The final tiling date for this position is Friday, January 12, 201a To be considered for this exceptional career opportunity, please submit your cover letter, resume, and six work-related references (who will not be contacted in the early stages of the recruitment.) Resumes must reflect years and months of employment and positions held. To apply, please visit our website: htrosJlserurecosh ruslescandidatelJobDetail4D= 296 CPS HR Consulting Tel;416.471.3111 Email resurn Ac mhrus Website: wwwcpshr.uslsearch Resumes will be screened on the criteria outlined in this brochure. Candidates with the most relevantqualfications will be given preliminary interviews by the consultant.The City will then select finalists to be interviewed. Candidates deemed most qualified will be invited to participate in a final interview process that includes compreheoswe reference and background checks. foradditional information abola this opportunity please contact Frank Rajas. CPS HIR CONSULTING 11-27 ATTACHMENT B PROPOSAL TO RECRUIT A CITY MANAGER FOR THE CITY OF NEWPORT BEACH, CA April 2018 11-28 ROBERTS April 13, 2018 VIA EMAIL CONFIDENTIAL Mayor and Members of the City Council c/o Ms. Leilani Roberts City Clerk City of Newport Beach 100 Civic Center Dr. Newport Beach, CA 92660 Dear Mayor and Members of the City Council: C In response to your request, ROBERTS CONSULTING GROUP, INC. is pleased to submit this proposal to assist the City of Newport Beach in recruiting and evaluating candidates for the position of City Manager. In this proposal we outline our general understanding of your requirements and present the process we recommend to conduct this recruitment. It is a process we have successfully utilized for more than 20 years. However, if you desire some modification, we would be pleased to discuss this with you. We look forward with great interest to working with you on this very important assignment. Sincerely, Valerie S. Roberts VSR/sf ox 1127, Rancho Mirage, CA 92270 one: 424.522.2251 Email: robertsrcg@msn.com web: www.robertsrcg.com 11-29 TABLE OF CONTENTS Page Why ROBERTS CONSULTING GROUP? ............................... 1 Statement of Work ............................................... 3 The Client's Role.................................................5 Proposed Time Schedule .......................................... 6 Fees and Expenses ............................................... 7 Exhibit A — Chief Executive Recruitments for General Purpose Local Governments Managed and/or Conducted by Norman Roberts Exhibit B — Our Consultants Exhibit C — Sample Recruitment Brochure 11-30 WHY ROBERTS CONSULTING GROUP? The primary objective of ROBERTS CONSULTING GROUP, INC. is to provide our clients with unsurpassed excellence in executive recruitment. Accepting only a limited number of recruitments, we are able to provide senior level, hands on service of the highest quality. From ascertaining our client's needs, to identifying and recruiting qualified candidates, and extensively verifying background information, the work is conducted by senior level consultants with numerous years of experience and judgment. We are also skilled in negotiating final offers, increasing the likelihood of successfully hiring the desired candidate. Norm Roberts has been responsible for recruiting thousands of chief executives and senior level executives for public agencies throughout the United States. We have assisted our clients in finding highly talented individuals with a commitment to serving the public, and our placements are some of the best and brightest in their fields. These individuals play a critical role in how services are provided to the public and how local government, special district and not-for-profit organization resources are utilized, and we take great pride in working with our clients to find the best possible fit. Norm Roberts has extensive experience recruiting chief executives for general purpose local governments. He has managed/conducted chief executive recruitments for the following California cities (some of which have been conducted multiple times over the years): Albany, Arcadia, Bakersfield, Baldwin Park, Banning, Belmont, Berkeley, Beverly Hills, Brea, Buellton, Burbank, Camarillo, Carson, Citrus Heights, Corte Madera, Covina, Culver City, Cypress, Dana Point, Desert Hot Springs, Diamond Bar, East Palo Alto, Eastvale, El Segundo, Encinitas, Fontana, Fresno, Glendale, Glendora, Hemet, Hercules, Hidden Hills, Huntington Beach, King City, Laguna Niguel, Lawndale, Livermore, Lomita, Los Altos Hills, Malibu, Marina, Martinez, Modesto, Monterey Park, Moreno Valley, Morgan Hill, Norco, Novato, Oakland, Ontario, Oxnard, Palm Springs, Palo Alto, Piedmont, Pomona, Porterville, Rancho Palos Verdes, Redding, Redlands, Redondo Beach, Redwood City, Riverside, Rolling Hills, Salinas, San Buenaventura, San Diego, San Fernando, San Jacinto, San Jose, Santa Ana, Santa Clarita, Santa Monica, Signal Hill, Solvang, Stanton, Sunnyvale, Tulare, Turlock, Vallejo, Visalia, Vista, Walnut Creek, West Covina, West Hollywood, Whittier and Yorba Linda. We have also recruited chief executives and senior level executives for many of the counties in California. For example, over the last few years our firm recruited chief executives for the counties of Butte, Contra Costa, Fresno, Riverside, Sacramento, Santa Clara and Sonoma. A list of chief executive searches managed and/or conducted by Norm Roberts can be found in Exhibit A. In addition, we are familiar with your area from numerous recruitments conducted there (e.g., for Orange County, Irvine Ranch Water District, Moulton Niguel Water District, and Laguna Woods Village, among others). We are also located nearby, being headquartered in Southern California. We believe the primary advantages in utilizing our firm, and what may differentiate us from others, include: ■ Experience — Norm Roberts pioneered the field of public sector recruiting and has managed/conducted more executive recruitments in this area than anyone else in the business. He was a leader in setting professional standards for the industry and, while our 11-31 thoroughness and commitment to excellence have never changed, our approaches have evolved with the times. ■ Focused — Accepting only a limited number of recruitments, we are able to provide senior level, hands on service of the highest quality. From ascertaining our client's needs, to identifying and recruiting qualified candidates, and extensively verifying background information, the work is conducted by senior level consultants with numerous years of experience and judgment. Clients — Our consultants have worked for organizations of all sizes, both urban and rural, and in virtually every state in the nation, including the District of Columbia. And, we have conducted recruitments in all functional areas within the public sector. A substantial number of our clients have hired us multiple times over a span of many years (including one California county which hired us over 40 separate times). While at the present time our clients are limited to California, we are capable of conducting local/regional, statewide or nationwide recruitments. ■ Partnership — We work in conjunction with our clients to help find the right candidates. It is very much a team effort. We work closely with boards/councils, chief executives, department heads and human resources executives to ensure a successful outcome. And, we communicate regularly with our clients and candidates throughout the process. ■ Industry Relations — Because of both the breadth and depth of our experience, we have garnered a network of relationships with industry leaders. We are discreet, but thorough, in sourcing potential candidates and verifying credentials. Proactive — We do not want to overlook candidates who are not actively seeking a new position and may not be looking at advertisements, or who come from non-traditional sources. We have a database of many individuals who may be a good fit, but we also do new research for every recruitment we undertake to ensure that we are targeting those people who will best meet our client's needs. Not only do we send brochures with letters inviting potential candidates to apply, we follow up by telephone to encourage their interest and to make sure they have a clear understanding of the opportunity. We believe that there is no substitute for personal contact. ■ Confuientiality — Many of the best qualified candidates are reluctant to apply for a potential new opportunity due to concerns about confidentiality. We place great emphasis on this with our clients, and do everything within our ability to keep candidate names confidential, where allowed by law. ■ Divers — Since the beginning, our consultants have had a commitment to diversity in recruiting. Norm Roberts placed the first person of color as City Manager of a large city, and has continued to recruit and place well-qualified candidates in all areas of the public sector. Thorough Evaluations — We do not ask for a blanket list of references from candidates. We are very specific in asking for reference names to ensure that we get a complete picture about a candidate's background. It is also important to know how and what to ask, and our consultants have numerous years of experience in this area. Our background checks are very thorough, including a review of news articles, degree/certification verifications and credit/criminal/civil litigation/motor vehicle record checks. Page 2 of 7 11-32 ■ Fit — There is no one "right" candidate for any position. Our job is to identify candidates who best match what our client is looking for, and who are available or will consider a career change at this particular point in time. It is our mission to find someone who is a good match with the culture of the organization. ■ Results — Whether it is delivering on time with candidates that meet the specifications identified in the Recruitment Brochure, conducting background checks that are accurate and thorough, or assisting with critical negotiations to hire the person desired, our consultants are relentless in ensuring results. Our placement and retention rates are among the highest in the industry, if not the highest. ■ Timing — A typical recruitment takes approximately 90 days from the first meeting with a client until the date our client interviews leading candidates. We work with our client in setting a schedule and meeting deadlines. ■ Pricing — We work on a fixed fee basis, including our firm's expenses. Our clients know exactly how much to budget and there are no conflicts of interest in assisting with compensation negotiations. STATEMENT OF WORK Our objective is to find the best qualified candidates for our clients. While notices in professional journals may be helpful, many of the best candidates must be sought out and their interest encouraged. Our familiarity with Newport Beach and the Orange County area, knowledge of the field, and our relationships with professional organizations (e.g., we recruited the prior Executive Directors for the League of California Cities and the California State Association of Counties) make us well qualified to assist you. Our clients have found that we are able to: 1) build consensus among those involved in the hiring process; 2) develop the appropriate specifications for a position; 3) encourage the interest of top-level people who would otherwise be reluctant to respond to an advertisement; 4) preserve the confidentiality of inquiries, consistent with State public disclosure and open meeting laws; 5) save a considerable amount of time for client staff in developing and responding to candidates; and 6) independently and objectively assess the qualifications and suitability of candidates for the particular position for which we are recruiting. Norm Roberts and Valerie Roberts will be the consultants on this assignment. Our background information can be found in Exhibit B. If selected to conduct this recruitment, we will do the following: Information Gathering and Analysis We will meet with the Mayor, Members of the City Council and other appropriate individuals to obtain views of the position and expectations regarding desirable training, experience and personal characteristics of candidates. We will also gather/review relevant information about the City and the position. Page 3 of 7 11-33 After summarizing our findings, we will submit a draft Recruitment Brochure with the desired qualifications and characteristics for your approval. The Recruitment Brochure that will be sent to potential candidates will include information about the City, the job and the criteria established by you. A sample Recruitment Brochure can be found in Exhibit C. Candidate Recruitment/Outreach Once you have approved the Recruitment Brochure, we will proactively seek out individuals with superior qualifications and invite and encourage their interest. Announcements will be placed on- line and in professional journals. However, we will rely heavily on our own experience and contacts. We will npt discriminate against any applicant for employment on the basis of race, religion, creed, age, color, marital status, sex, sexual preference, disabilities, medical condition, veteran status or national origin. A substantial percentage of the placements made by us over the years have been minority and/or female candidates. Initial ScreeninP We will review, acknowledge and evaluate all resumes received. Initial screening will be based upon criteria contained in the Recruitment Brochure, information contained in the resumes submitted to us, and our knowledge of the people and organizations in which they work. Telephone screening will be conducted with the most promising candidates to gain a better understanding of their backgrounds. Interim Reportin Upon completion of our initial screening, we will assemble and submit a report of the leading candidates. This report will include summary resumes, supplemental information, and the original resumes of those candidates we believe to be best qualified for the position. Supplemental information on a candidate typically includes: the size of the organization for which the person works, reporting relationships, budget responsibility, the number of people supervised, related experience and reasons for interest in the position. Any other specific information will be dictated by the criteria set forth in the Recruitment Brochure. The purpose of our interim report is to allow our client an opportunity to review the candidates prior to the conclusion of the search, and it allows us to receive feedback on the caliber of the candidates recruited. In this way, you will not be surprised by the candidates, as you will have seen their qualifications prior to the final interviews. Of course, we are flexible and may consider other individuals as final candidates who are subsequently identified and were not included in the interim report. Candidate Assessment We will interview (either in person or via video -conference) those candidates whose qualifications most closely match the criteria established by you. We will examine their qualifications and achievements in view of the selection criteria. Additionally, we will verify degrees and certifications, and gather news articles via the internet. Page 4 of 7 11-34 As part of our process in evaluating external candidates, we make telephone reference checks. In conducting these references, it is our practice to speak directly with individuals who are, or have been, in a position to evaluate the candidate's performance on the job. These references and our evaluations provide you with a frank, objective appraisal of the candidates. Following interviews by the City, we will conduct references for the top candidate and conduct credit/criminal/civil litigation/motor vehicle record checks through an outside service (in compliance with the new State law, criminal record checks will not be done until after a conditional offer of employment is extended). Client Interviewing We will assist you in scheduling final candidates for interview with your organization. In addition, we will prepare a brief written report for those candidates most nearly meeting your specifications, and will provide you with interviewing/selection tips, suggested interview questions, and rating forms for your use. Candidates will not be ranked, for we believe it will then be a matter of chemistry between you and the candidates. We will conduct a "briefing session" immediately preceding your interviews to make sure that the process flows smoothly, and will assist you in a "debriefing" immediately following the interviews. Once we finalize references on the top one or two candidates, we will provide you with a detailed, supplemental written report. Additional Consultant Assistance Our efforts do not conclude with the presentation of the final report. We are committed to you until a successful placement is made. Services that are routinely provided include: ■ Arranging the schedule of interviews and the associated logistics for final candidates. ■ Advising on starting salary, fringe benefits, relocation trends and employment packages. ■ Acting as a liaison between client and candidate in discussing offers and counter offers. ■ Conducting a final round of reference checking with current employers (if not previously done for reasons of confidentiality). ■ Notifying unsuccessful candidates, who were not recommended for interview, of the decision. THE CLIENT'S ROLE We work in partnership with our clients in conducting a search. While we may identify and recommend qualified candidates, it is the client who must make the decision about which candidate(s) to hire. In order to insure that the best candidates are available from which to choose, our clients should be willing to do the following: ■ Clearly inform us about matters relevant to the search that you wish to keep confidential (e.g., salary, personnel issues, and other privileged information). ■ Supply us with the names of people you have previously interviewed/considered for this position. Page 5 of 7 11-35 ■ Forward to us copies of the resumes you receive, to avoid duplication of effort. ■ Provide feedback regarding the information and recommendations provided by us. ■ Promptly decide upon and follow up in scheduling interviews with the most promising candidates. ■ Assist in providing information to candidates that will enable them to make their career decisions. By doing the above, we will maximize the likelihood of mutual success. Finally, please be reminded that the United States Immigration Reform and Control Act of 1986 requires that all employers verify an employee's eligibility to work in the United States. Since we cannot serve as your agent in this matter, your hiring process should include this verification procedure. PROPOSED TIME SCHEDULE The following is a typical schedule to conduct a thorough recruitment. However, we would be pleased to discuss modifications to this to meet your needs: Weeks 1 to 4 Meet with the Mayor, Members of the City Council and other appropriate individuals to gather background information. Develop and obtain approval for the Recruitment Brochure. Develop a list of potential candidates to target. Prepare and place advertisements. Weeks 5 to 9 Proactive recruitment—solicit, receive and acknowledge resumes. Evaluate resumes and gather supplemental information. Conduct preliminary telephone interviews with leading candidates. Week 10 Submit interim report and meet with you to review leading candidates. Weeks 11 and 12 Verify degrees and certifications, gather news articles via the internet, and interview the best qualified candidates. Week 13 Submit report on final candidates and initiate the interview process with you. Following Interviews Finalize references, conduct credit/criminal/civil litigation/motor vehicle record checks, and assist with negotiations. Page 6 of 7 11-36 FEES AND EXPENSES We propose a total fixed fee of $25,000 for this recruitment, which includes our firm's expenses. Our budget provides for the following three meetings with the client: 1) to develop the Recruitment Brochure; 2) to present the Interim Report; and 3) to attend interviews of final candidates. Please note that our budget does not include reimbursement of candidates who travel to be interviewed by you. Unless you notify us to the contrary, we will assume that you will handle these reimbursements directly. We will submit three equal invoices for fees, due and payable within 30 days. Our first billing will be upon submission of the draft Recruitment Brochure, the second at the deadline for receipt of resumes, and the third upon presentation of our report on the day of interviews (or 90 days from the start of the recruitment, whichever comes first). Though we are committed to working with you until a placement is made, our fees are not contingent upon our success in placing a candidate with your organization. However, if the selected candidate (if recommended by us for hire, and other than an internal candidate) should be terminated within one year from the date of hire, we will redo the search for no additional professional fee. We would, however, expect to be reimbursed for any expenses that might be incurred. You may discontinue this assignment at any time by written notification. In the unlikely event that this occurs, you will be billed for fees based upon the time elapsed from the commencement of the assignment to the date of cancellation. If a cancellation occurs within the first 30 days of the assignment, following either verbal or written authorization to proceed, one-third of the professional fee will be due. If a cancellation occurs thereafter, the fee beyond the first one-third will be prorated based upon the number of calendar days which have elapsed. If a cancellation occurs after 90 days, all professional fees will be due in full. Our ability to carry out the work required is heavily dependent on our past experience in providing similar services to others, and we expect to continue such work in the future. We will, however, preserve the confidential nature of any information received from you or developed during the work in accordance with our established professional standards. We assure you that we will devote our best efforts to carrying out the work required. The results obtained, our recommendations and any written material we provide will be our best judgment based on the information available to us and our liability, if any, shall not be greater than the amount paid to us for the services rendered. Page 7 of 7 11-37 EXHIBIT A CHIEF EXECUTIVE RECRUITMENTS FOR GENERAL PURPOSE LOCAL GOVERNMENTS MANAGED AND/OR CONDUCTED BY NORMAN ROBERTS ALABAMA, STATE OF Anniston, City of City Manager ALASKA, STATE OF Ketchikan, City of City Manager Ketchikan-Gateway, Borough of Borough Manager Valdez, City of City Manager ARIZONA, STATE OF Coconino County County Manager Glendale, City of City Manager Maricopa County County Administrative Officer Mesa, City of City Manager Phoenix, City of City Manager Scottsdale, City of City Manager Tucson, City of City Manager CALIFORNIA, STATE OF Alameda County County Administrator Albany, City of City Administrator Arcadia, City of City Manager Bakersfield, City of City Manager Baldwin Park, City of City Manager Banning, City of City Manager Belmont, City of City Manager Berkeley, City of City Manager Beverly Hills, City of City Manager Brea, City of City Manager Buellton, City of City Manager Burbank, City of City Manager Butte County County Administrative Officer Camarillo, City of City Manager Carson, City of City Administrator Citrus Heights, City of City Manager Contra Costa County County Administrator Corte Madera, Town of Town Manager Culver City, City of Chief Administrative Officer Cypress, City of City Manager Dana Point, City of City Manager Desert Hot Springs, City of City Manager 11-38 Diamond Bar, City of City Manager East Palo Alto, City of City Manager Eastvale, City of City Manager El Dorado County Chief Administrative Officer El Segundo, City of City Manager Encinitas, City of City Manager Fontana, City of City Manager Fresno, City of City Manager Fresno County County Administrative Officer Glendale, City of City Manager Glendora, City of City Manager Hemet, City of City Manager Hercules, City of City Manager Hidden Hills, City of City Manager Humboldt County Chief Administrative Officer Huntington Beach, City of City Administrator King City, City of City Manager Laguna Niguel, City of City Manager Lawndale, City of City Manager Livermore, City of City Manager Lomita, City of City Administrator Los Altos Hills, Town of City Manager Los Angeles County Chief Administrative Officer Malibu, City of City Manager Marin County County Administrator Marina, City of City Manager Mariposa County County Administrative Officer Martinez, City of City Manager Millbrae, City of City Manager Modesto, City of City Manager Monterey County County Administrator Monterey Park, City of City Manager Moreno Valley, City of City Manager Morgan Hill, City of City Manager Norco, City of City Manager Novato, City of City Manager Oakland, City of City Manager Ontario, City of City Manager Oxnard, City of City Manager Palm Springs, City of City Manager Palo Alto, City of City Manager Piedmont, City of City Administrator Pomona, City of City Manager Porterville, City of City Manager Rancho Palos Verdes, City of City Manager Redding, City of City Manager Redlands, City of City Manager Page 2 of 6 11-39 Redondo Beach, City of Redwood City, City of Riverside, City of Riverside County Rolling Hills, City of Sacramento County Salinas, City of San Buenaventura, City of San Diego, City of San Diego County San Fernando, City of San Jacinto, City of San Joaquin County San Jose, City of San Luis Obispo County San Mateo County Santa Ana, City of Santa Clara County Santa Clarita, City of Santa Monica, City of Shasta County Signal Hill, City of Solvang, City of Sonoma County Stanton, City of Sunnyvale, City of Tulare, City of Tulare County Turlock, City of Vallejo, City of Ventura County Visalia, City of Vista, City of Walnut Creek, City of West Covina, City of West Hollywood, City of Whittier, City of Yorba Linda, City of COLORADO, STATE OF Arapahoe County Aurora, City of Boulder, City of Estes Park, Town of Lakewood, City of Northglenn, City of City Manager City Manager City Manager County Executive Officer City Manager County Executive City Manager City Manager City Manager County Manager City Administrative Officer City Manager County Administrator City Manager County Administrative Officer County Manager City Manager County Executive City Manager City Manager County Administrative Officer City Manager City Administrative Officer County Administrator City Manager City Manager City Manager County Executive City Manager City Manager Chief Administrative Officer City Manager City Manager City Manager City Manager City Manager City Manager City Manager County Administrator City Manager City Manager Town Administrator City Administrative Officer City Manager Page 3 of 6 11-40 CONNECTICUT, STATE OF Hartford, City of City Manager Meriden, City of City Manager West Hartford, Town of Town Manager DISTRICT OF COLUMBIA District of Columbia Financial Chief Management Officer Responsibility & Management Assistance Authority FLORIDA, STATE OF Clearwater, City of City Manager Gainesville, City of City Manager Hillsborough County County Administrator Lee County County Administrator Miami, City of City Manager Miami Beach, City of City Manager Miami -Dade County County Manager Naples, City of City Manager Pensacola, City of City Manager Sarasota County County Administrator St. Petersburg, City of City Manager GEORGIA, STATE OF Albany, City of City Manager Fulton County County Manager ILLINOIS, STATE OF Des Plaines, City of City Manager Downers Grove, Village of Village Manager DuPage County County Administrator Elgin, City of City Manager Flossmoor, Village of Village Manager Hazel Crest, Village of Village Manager Mount Prospect, Village of Village Manager Naperville, City of City Manager Peoria, City of City Manager Skokie, Village of Village Manager Wood River, City of City Manager IOWA, STATE OF Ames, City of City Manager Sioux City, City of City Manager KANSAS, STATE OF Sedgwick County County Administrator Wichita, City of City Manager Page 4 of 6 11-41 MARYLAND, STATE OF Prince George's County Rockville, City of MICHIGAN, STATE OF Ann Arbor, City of Grand Rapids, City of Kalamazoo, City of Saginaw, City of Washtenaw County Ypsilanti, City of MINNESOTA, STATE OF Brooklyn Park, City of Minneapolis, City of Ramsey County St. Louis Park, City of MISSOURI, STATE OF Columbia, City of Kansas City, City of St. Charles, City of MONTANA, STATE OF Great Falls, City of NEVADA, STATE OF Las Vegas, City of NEW JERSEY, STATE OF Plainsboro Township NEW YORK, STATE OF Garden City, Village of Scarsdale, Village of NORTH CAROLINA, STATE OF Charlotte, City of Winston-Salem, City of OHIO, STATE OF Cincinnati, City of OKLAHOMA, STATE OF Bartlesville, City of Enid, City of Mustang, City of Chief Administrative Officer City Manager City Administrator City Manager City Manager City Manager County Administrator City Manager City Manager City Coordinator County Executive City Manager City Manager City Manager City Administrator City Manager City Manager Village Administrator Village Manager Village Manager City Manager City Manager City Manager City Manager City Manager City Manager Page 5 of 6 11-42 OREGON, STATE OF Lake Oswego, City of Milwaukie, City of SOUTH CAROLINA, STATE OF Myrtle Beach, City of TEXAS, STATE OF Austin, City of Bellaire, City of Brownsville, City of Bryan, City of Carrollton, City of Corpus Christi, City of Dallas, City of El Paso, City of Gaston County Grapevine, City of Longview, City of VIRGINIA, COMMONWEALTH OF Alexandria, City of Chesapeake, City of Chesterfield County Fairfax County Richmond, City of Virginia Beach, City of WASHINGTON, STATE OF Bellevue, City of WYOMING, STATE OF Casper, City of Laramie, City of City Manager City Manager City Manager City Manager City Manager City Manager City Manager City Manager City Manager City Manager Chief Administrative Officer County Manager City Manager City Manager City Manager City Manager County Administrator County Executive City Manager City Manager City Manager City Manager City Manager Page 6 of 6 11-43 EXHIBIT B OUR CONSULTANTS NORMAN ROBERTS Norm Roberts pioneered the field of public sector recruitment over 35 years ago. During his career, he has managed/conducted more than 3,000 chief executive and senior level recruitments. Mr. Roberts started his career as a staff assistant to the City of Los Angeles' Board of Public Works, served as an Assistant City Administrator for a newly incorporated city, and then became a senior member of the Executive Director's staff of a $60 million federally funded program. He was a senior consultant with Peat, Marwick, Mitchell & Co., during which time he managed major consulting engagements for public agencies. He was also a consultant with Arthur D. Little, Inc., where he conducted general consulting assignments and recruited executives for local governments and associations. Mr. Roberts was a Senior Vice President with Korn/Ferry International, and was founder and manager of the firm's national public sector, not-for-profit, education and health care executive search practices. Among the many placements made by Mr. Roberts was the President of the Los Angeles Olympic Organizing Committee, Peter Ueberroth. For eleven years, he was co-founder and President of Norman Roberts & Associates, Inc., then the largest executive search firm in the U.S. specializing in nationwide public sector recruitment. The firm was acquired by a Fortune 1000 company, and he continued with them until co- founding ROBERTS CONSULTING GROUP, INC. in 2003 to provide executive recruitment services to public agencies. Mr. Roberts received a Bachelor of Arts degree in Political Science from the University of California, Los Angeles, and a Master's degree in Public Administration from the University of Southern California. In the book The Career Makers, which profiled the top 150 executive recruiters in the nation, Mr. Roberts was ranked as the leading recruiter for both Government Agencies/Municipalities and Engineering. He was among the top ten for Transportation, MIS/Computer Operations, and Women/Handicapped/Minorities, as well as being named a leader in several other areas, including Associations/Societies/Non-Profit Organizations, Health Services/Hospitals, Universities/Colleges/Schools, Public Relations/Government Affairs, Legal, Law/Accounting/ Consulting Firms, Construction and Retail. Mr. Roberts is a Past President of both the Los Angeles and San Francisco chapters of the American Society for Public Administration, and has been involved with numerous other public sector and recruitment organizations. He also served on the Board of Children's Institute International and is a Past President. Mr. Roberts has authored numerous articles and spoken before national organizations on the subject of recruitment issues. 11-44 VALERIE ROBERTS Valerie Roberts has over 25 years of executive recruitment experience. She co-founded ROBERTS CONSULTING GROUP, INC. in 2003 to provide executive recruitment services to public agencies. Previously, she was co-founder and Executive Vice President of Norman Roberts & Associates, Inc., then the largest executive search firm in the U.S. specializing in nationwide public sector recruitment. The firm was acquired by a Fortune 1000 company, and she continued with them for several years. Ms. Roberts started her career in international banking, and then worked for Theodore Barry & Associates and Management Systems Consulting Corporation, specializing in management development, strategic planning and organizational development. She worked for Korn/Ferry International, doing executive recruiting in the areas of financial services, the public sector and within the general practice. She also held the position of Assistant to the President of the Arden Group, a holding company with interests in supermarkets and telecommunications. Ms. Roberts received a Bachelor of Arts degree from Colorado Women's College (now a part of the University of Denver), where she was valedictorian and graduated summa cum laude. She earned a Master of Business Administration degree from the University of California, Los Angeles. Page 2 of 2 11-45 EXHIBIT C SAMPLE RECRUITMENT BROCHURE 11-46 COMMUNITY MANAGER, LAGUNA WOODS VILLAGE Village Management Services, Inc. (Laguna Woods, CA) For more than five decades, Laguna Woods Village has been Southern California's premier active lifestyle community for people 55 and older. Just ten minutes from the beautiful Laguna Beach coastline, the Village is nestled on 3.8 square miles of rolling hillsides in Orange County, CA. The Village has countless activities, services, amenities and social opportunities. Their 78,500 residents enjoy endless opportunities to explore, connect and live life to the fullest in this picturesque South County community. ROBERTS TING GRO CT c5 11-47 THE COMMUNITY Laguna Woods Village is located in the City of Laguna Woods, CA. The City is a general law, contract city and has the lowest crime rate of any city in Orange County. About 90% of the City consists of Laguna Woods Village, a retirement community formerly known as Leisure World. The City is bordered by Laguna Hills on the north and east, Aliso Viejo on the south, Laguna Beach on the southwest, Crystal Cove State Park on the west, and Irvine on the northwest. Laguna Woods is only ten minutes from the Pacific Ocean and the area enjoys one of the world's finest climates. Laguna Woods Village has approximately 18,500 residents and is convenient to shopping, houses of worship and cinemas, and complete recreation and social facilities. It is a gated community for active adults, where one occupant is required to be 55 years of age or older. A full-time staff of carpenters, plumbers, painters and gardeners perform maintenance and landscaping, allowing residents time to enjoy life. The community offers numerous planned activities and over 250 community clubs and organizations. Residents have use of the finest community facilities, including seven distinct clubhouses, one of which contains an 814 -seat theater. The clubhouses have hobby and game rooms, meeting and billiard rooms, five large swimming pools, hot pools, lawn bowling greens, shuffleboard courts and two fully -equipped fitness centers. Clubhouse Four, the arts and crafts center, has professional equipment for jewelry making, sewing, woodworking, painting, photography, sculpturing and ceramics. Two garden centers provide individual plots where residents can give full rein to their `green thumb', and two recreational vehicle storage lots are available for a fee. Laguna Woods Village is a golfer's paradise. There are two professional courses: a challenging championship 27 -hole course and a nine -hole 3 par executive course. In addition, there is a golf driving range, practice putting greens, and a chipping area. The tennis complex is one of the most modern in all of Southern California, with its own clubhouse. There are ten tennis courts, as well as paddle tennis and pickleball courts. The equestrian center is second to none in all of Los Angeles, Orange and San Diego counties. Here residents can board a horse or rent one for a nominal fee. The Community owns and operates its own cable television network. Village Television provides daily local origination programming to the Laguna Woods Village community, covering community news, highlights of community events, feature stories, and entertainment programs, as well as live broadcasts of homeowner's association meetings and live broadcasts of the Laguna Woods City Council meetings. Laguna Woods Village's Easy Rider transportation system has eight fixed routes and on -demand transportation to local retail, dining, and world class medical facilities. There are 94 floorplans within the Laguna Woods Village gated community. Third Mutual has it all in terms of home ownership, from single family homes to one, two and three-bedroom condominiums, totaling 6,102 units. United Mutual is comprised of 6,323 co-ops, an alternative approach to condo living. The last Mutual, a high-rise facility with 311 condos knows as "The Towers", is currently managed by an organization other than Village Management Services, Inc. THE ORGANIZATION Village Management Services, Inc. (VMS) is the self -owned professional management company for Laguna Woods Village. It is a mutual -benefit nonprofit corporation, recently established to provide professional management services to the community. VMS was created to benefit the residents of Laguna Woods Village. The VMS mission and purpose is to serve the Golden Rain Foundation (GRF) and the Housing Mutuals of The Village (note: GRF is a California non-profit corporation that oversees the management and maintenance of the common area amenities within the community). VMS is governed by a nine -member volunteer Board of Directors, appointed equally by its members: United Mutual, Third Mutual, and GRF. All Directors are resident owners and cannot serve on any other Board of Laguna Woods Village. The services provided by VMS are defined by a written management agreement with the three housing mutuals. The VMS Board appoints the CEO/General Manager, who oversees about 1,000 employees in the areas of: Finance, Maintenance Operations, General Services, Landscape/ Recreation, Security, Broadband/Community Relations, Information Technology, Human Resources, and Legal and Public Affairs. Many employees are members of a union. 11-48 THE POSITION Under direction from the CEO/General Manager, the Community Manager provides leadership to ensure the property is maintained and operated in accordance with rules, regulations, bylaws and covenants of the association. This position performs work as required to implement Board policy and directives, involving regular interaction with Board members, onsite administrative staff, residents, volunteers and the public. This person will oversee Communications, Records Management and the Corporate Secretary, and Department Heads will report to the CEO/General Manager through the Community Manager, as appropriate. Duties and responsibilities include, but are not limited to: * Attend monthly, special and annual Board meetings. Coordinate with onsite staff and follow through on all action items. * Serve as liaison between the Board of Directors and the CEO/General Manager in execution of established policies, ensuring that members are informed of rules and regulations. * Provide updates on new legislation and case law in California pertinent to the association. * Facilitate governance process for all members including, but not limited to, annual meetings and elections; and participate in various committee meetings and board meetings. * Provide accurate and timely management reports to the Board for all projects and operations. Assist the Board in establishing priorities and communicating feedback for onsite management staff. * Evaluate specific Board and community issues and summarize findings and conclusions. Develop specific recommendations and review data and conclusions with others. Prepare and present reports to committees, boards or others, as directed. * Assist others in the office with priority projects that impact the Division (e.g., enhance communication between the Board and the community, and document administrative procedures). THE CANDIDATE Education and Experience * Desire graduation from an accredited four-year college or university with major course work in business or public administration. A master's degree is preferred. Also desire experience in public relations involving continuous public contact. An equivalent combination of education and experience which provides the knowledge, skills and abilities listed below will also be considered. * Senior level municipal management experience (e.g., as a City Manager or Assistant/Deputy City Manager) or with a comparable homeowners' association (HOA) overseeing the same type of services, would be ideal. * Must possess a valid California Driver's license, as it will be necessary to drive a vehicle to meetings, workshops and other job-related responsibilities. Knowledge, Skills and Abilities The selected candidate should have strong organizational, analytical, numerical, research, reasoning and problem -solving skills; and have well developed presentation, interpersonal and communication skills (both oral and written). He/She should also have knowledge of: * Municipal or HOA community management processes. * The principles of administrative management and sources of authoritative information. * Occupational hazards and safety precautions of the job. * Computer and applicable software programs. * Modern office equipment, practices and procedures. * Research methods and techniques. * Methods of report presentation. 11-49 In addition, he/she should be able to: * Provide professional leadership and make sound decisions. * Design, conduct, analyze and interpret research findings. * Conduct independent investigations, analysis and research on social, economic, zoning and related problems; and present conclusions and recommendations clearly and concisely. * Gather, analyze and evaluate facts; and prepare and present concise oral and written reports. * Communicate effectively with various levels of management. * Establish and maintain effective working relationships with board members, residents, co-workers and the public. * Get along with diverse personalities in a tactful and mature manner. * Work effectively with co-workers, customers and others by sharing ideas in a constructive and positive manner; listen to and objectively consider ideas and suggestions from others; keep commitments; keep others informed of work progress, timetables and issues; address problems and issues constructively to find mutually acceptable and practical business solutions; address others by name, title or other respectful identifier; and respect the diversity of the workforce in actions, words and deed. Management Style and Personal Traits The ideal candidate will be a self-starter, energetic, highly organized, and a multi-tasker. He/She should be detail oriented, hardworking and driven (a "Type A" personality), as well as someone who gets things done. In addition, this person should have a customer service orientation and be politically savvy. COMPENSATION The salary for this position is open, within an established range, with hiring dependent upon the qualifications and experience of the selected candidate. In addition, benefits are provided which include: vacation, holidays and sick leave; medical, dental and life/accidental death & dismemberment insurance (basic and supplemental); vision plan; 401(k); long-term disability; flexible spending accounts (healthcare and dependent care); and voluntary supplemental insurance options. HOW TO APPLY Send resumes (email preferred) by February 5, 2018 to: ROBERTS CONSULTING GROUP INC PO Box 1127 Rancho Mirage, CA 92270 Telephone: 424.522.2251 Email: robertsrcg@msn.com Web: www.robertsrcg.com Equal Opportunity/ADA Employer Additional information about VMS, Inc. and Laguna Woods Village can be found on their website at www.lagunawoodsviIlage.com. Village Management Services, Inc. 11-50 ATTACHMENT C AVERY d i i O s i a l 4 5 Los Gatos April 16, 2018 Leilani Brown, City Clerk City of Newport Beach 100 Civic Center Dr., Newport Beach, CA 92660 Dear Ms. Brown: Thank you for the opportunity to submit our recruitment proposal for the position of City Manager for the City of Newport Beach. We value our past working relationship with the City and would look forward to supporting your needs in this assignment. We feel well suited to support your city in this assignment. Currently, we are conducting a City Manager recruitment for the City of Anaheim and within the past three months completed City Manager searches for the cities of Vallejo and Visalia. In the past 18 months, we've completed City Manager searches for the cities of Fullerton (06/2017), Redding (06/2017), South El Monte (06/2017), Monte Sereno (05/2017), Hermosa Beach (04/2017), Benicia (03/2017), Selma (03/2017), Port Hueneme (12/2016) and Beaumont (09/2016). Overall, during the past three years our firm has completed 24 city manager assignments. We feel these recently completed assignments are highly complimentary to your recruitment needs. Our extensive database of executives in municipal government provides an excellent foundation for the outreach efforts we describe in our proposal. We've also had extensive interaction with City Councils, City Managers and Assistant City Managers based on our labor relations practice. All of these contacts would be an excellent resource in support of this recruitment. Having served the City in a variety of Human Resource capacities along with the previous recruitments we've done for your City have given us tremendous insights to the Newport Beach environment. This background would be highly advantageous in presenting this opportunity to potential candidates. We also have an excellent knowledge of the Southern California area. Over half of our clients are in southern California and I am there on virtually a weekly basis. This experience, combined with our proven ability to understand the unique needs of our clients and a strong focus on service, leads to exceptional results for our clients. William Avery & Associates, Inc. Consultants to Management 3-1/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 408.399.4424 Fax: 408.399.4423 www.averyassoc.net 11-51 Following review of our proposal, it is our hope that our past relationship with your City, our history of successful recruitments, our professionalism and positive results we have delivered for our clients will provide the basis for selection of our firm. This proposal of recruitment services contains the following information: • Company Overview • Firm Qualifications/Experience • Recruitment Team • Recruitment Strategy • Recruitment Schedule • References • Consulting Fee • Guarantees & Ethics Thank you for the opportunity to be considered for this recruitment. If you have any questions, please do not hesitate to call me at 408-399-4424. Sincerely, William H. Avery William H. Avery WHA.jmc 11-52 PROPOSAL FOR THE CITY OF NEWPORT BEACH RECRUITMENT FOR CITY MANAGER William Avery & Associates, Inc. — Overview William Avery & Associates, Inc. (Avery Associates) is a successful and service focused Management Consulting firm based in Los Gatos, California. Incorporated in 1982, the firm specializes in Executive Search, Labor Relations and Human Resources/Management Consulting. The firm currently includes two Principals and several key consultants. Bill Avery, the founder of Avery Associates, heads and manages the firm. He oversees the Labor Relations practice and is heavily involved in the search business including leading key searches. Paul Kimura focuses on and manages the Executive Search and Recruitment practice. Key staff members include Cris Piasecki, Bill Lopez and Sam Avery, who support the search practice and the firm's administrative staff includes Tomi Ewing, Jackie Collins and Michelle Ross. Temporary staff as needed augments the team. Mr. Avery, having served in the past as a City Manager, provides the firm with direct experience and knowledge of city administration. Mr. Kimura's expertise in executive, technical and business recruitment, which he gained during his nineteen years of high technology experience, provides the basis for many of the recruitment strategies and tactics utilized by the firm. Collectively and combined, the firms Principals offer exceptional expertise in the area of public sector recruitment and consulting. Firm Qualifications/Experience — What Differentiates Avery Associates Exceptional service delivery and a very high quality work product provide excellent results for our clients. This begins with the initial client meetings, which lead to detailed timelines for deliverables followed by weekly recruitment status updates following initiation of the search. Our candidate outreach efforts are professionally and confidentially conducted. The evaluation materials we provide clients are routinely characterized as accurate, comprehensive and of very high quality. We believe more so than any other public sector recruitment firm. This is largely based on our interview system utilizing behavioral interview techniques, which we describe in our recruitment plan. This leads to a quality product with excellent end results for our clients. The service element is based on two factors: The first is the collective service philosophy from all of our organizational team members. They are each dedicated to providing service and support to clients. The second factor is based on the high level of engagement and participation from the firm Principals in every search assignment. This hands-on involvement includes client interface, identifying and developing the ideal candidate profile and position specification, development of the search strategy, candidate outreach, interviewing and assessment, completion of reference interviews, candidate presentation, final interview facilitation and when desired, negotiation of employment terms with the successful candidate. 1 11-53 Recruitment Team for the City of Newport Beach Bill Avery will serve as the Project Lead for this assignment and will be assisted by Paul Kimura and Bill Lopez. Mr. Avery will be personally involved in the initial client meetings, development of the ideal candidate profile and search strategy, interviewing and assessment of candidates, the presentation of candidates, attendance at final interviews and will be available throughout the search process to provide other related consulting services. Recruitment Plan I. Position Profile and Organizational Assessment The initial assessment phase is a critical component of the search process. Mr. Avery will meet with the key decision makers to discuss the organizational needs and position requirements and to formalize the job description. In this assignment we would anticipate Mr. Avery having individual meetings with the City Council and with key staff members to solicit their views on the ideal candidate. If desired, the team would also meet with community groups and key stakeholders identified by the City. Community/stakeholder input can occur in several ways. Most of our clients utilize either one or a combination of the following approaches: (1) Creation of an online survey that is accessible to the public through the City's website; (2) Convening a community meeting to solicit input on the ideal qualifications and attributes for the city manager; or (3) Council identifies representatives from the community who would then be contacted and "interviewed" by the consulting firm. Our goal for this aspect of the recruitment process is to: • Understand the City priorities for this position. • Develop a clear understanding and consensus on the expertise, experience, education, performance attributes and operational style of the ideal candidate. • Discuss the goals, objectives, deliverables, and challenges related to this position. • Gain insight of the various organizational dynamics and departmental issues that exist within the organization. • Identify the compelling aspects to this opportunity. The formal position description and a subsequent ideal candidate profile would be developed from the above discussions and incorporated into the formal position 2 11-54 announcement. The candidate profile is also utilized in various other means as a marketing tool, for advertising copy, postings, and for other announcements. II. Development of the Search Strategy Our search strategy will be developed in conjunction with the organizational assessment. The final approach is based on your input and considerations during the assessment activity. We would incorporate the following elements into this search: • Original research, which consists of identification and contact of current incumbents or other candidates who meet the profile, but are not actively seeking other employment. • Development of a targeted candidate list based on our extensive database of key executive contacts, referrals and recommendations from key sources, and other current and former City Management personnel who have extensive contacts and networks in this area. • Public information sources that include various membership listings such as the League of California Cities, ICMA and the various municipal organizations within the U.S. • An extensive mailing campaign to current city managers and select assistant managers throughout the U.S. • Print advertising in ICMA Newsletter, Jobs Available and any other print publications deemed appropriate by the City. • Internet job postings on national public sector employment bulletin boards, City Management and Municipal association -based web sites, and our company website. III. Candidate Assessment Our assessment process involves several "tiers" of evaluation. All candidates responding to this position will initially be evaluated based on their resume and if appropriate, an extensive phone "screening" by a member of the project team. Candidates who pass the initial "qualifying" criteria are then scheduled for a formal interview with Mr. Avery. These extended personal interviews typically take one hour and a thorough discussion of their experience, accomplishments, management philosophy and interpersonal style takes place. In interviewing candidates, we utilize a methodology based on "behavioral" interview techniques. Fundamentally, this approach explores a candidate's past accomplishments and experiences that relate to the position being considered. The philosophy here is that 3 11-55 the best indicator of future performance is to evaluate past behavior. This methodology allows the firm to "project" how a candidate would approach and address the key challenges in the new position. Those individuals who best fit the position requirements will have a Candidate Assessment Report developed by the Principal who conducted the interview. Additionally, two initial reference interviews are performed on these candidates. The reference interviews provide our clients with additional insights on the candidate's "behavior" and style. IV. Candidate Presentation Upon completion of formal interviews, a selection of candidates for presentation is made. We feel our extensive qualification, interview, and reference interviewing process and the knowledge gained during our initial assessment period; enable our client to proceed with fewer rather than more finalists. However, we will not restrict or limit the number of candidates recommended as this decision is related to the overall strength and depth of the candidate pool. The final candidates are presented in our extensive candidate presentation "book". Each finalist will have a file consisting of a candidate summary sheet, the submitted cover letter and resume, the Candidate Assessment Report (based on the "behavioral" interview), and two candidate reference interviews. This extensive profile on each recommended candidate continually generates positive feedback from our clients as it provides extensive detail beyond just a resume. The Candidate book also identifies other candidates who were given secondary consideration, which provides the client insight on others who were interviewed. Candidate summary sheets are created for everyone who submitted a resume would also be included. This provides the client an insight to the level and nature of response for their position. V. Selection Process Once the final candidate interview group is identified, we will assist in the structuring of the interview process and coordinate the interview scheduling activity. Our firm will also provide candidates with guidance related to travel planning, hotel accommodations, as well as other interview planning issues. Our firm will also develop potential interview questions and be in attendance during final interviews to help facilitate the process and to lead an end of day debrief and evaluation process. 2 11-56 VI. Position Closure and Follow -Up Based on the firm's experience in human resource management and executive search, we are able to assist our clients in formulating appropriate compensation and other employment arrangements. We will be available throughout our retention to assist in this process. As a matter of policy, Avery Associates monitors the transition and progress of any executive we place with a client. Within the first three to six months following the hired individual joining the City, we will speak with that individual to ensure the transition has effectively occurred. During the same period we will also review the individual's status with your office. Recruitment Schedule Task Scheduled Dates Search Initiation, Marketing & Advertising Development: Weeks I - 4 ■ Initial meetings with city manager and city staff to define the ideal candidate profile ■ Develop draft of recruitment brochure for approval by client ■ Recruitment strategy finalized ■ Determination of advertising scope and placement deadlines ■ Brochure designed and printed Marketing, Advertisement and Outreach Period: Weeks 4 -10 Advertise in: ■ Mailing of brochures ■ Jobs Available ■ ICMA newsletter and website Preliminary candidate screening Candidate Review - Screening and Finalists Selection Weeks 9-12 Development and finalization of Interview process and interview questions Weeks 13-14 Interviews with City Week 15 Final interviews and reference checks Week 16 Appointment Offer/Acceptance Week > 17 Report to Work Date Week > 17 References L City of Beaumont Todd Parton, City Manager; 951.769.8520; email: tparton@ci.beaumont.ca.us Lloyd White, Council Member; 951.769.8520; email: lwhite@ci.beaumont.ca.us Mike Lara, Council Member; 951.769.8520; email: mlara@ci.beaumont.ca.us 5 11-57 II. City of Fullerton Bruce Whitaker, Mayor; 714.738.6311 email: bwwhitaker@live.com III. City of Anaheim Jason Motsick, Acting Human Resources Director; 714.765.4951 email: JMotsick@anaheim.net 11-58 Consulting Fee Based on the services described in our proposal, the professional services consulting fee for this recruitment will be $19,900. We would provide our first consulting invoice in the amount of $7,900 at the outset of the search. A second invoice of $6,000 would be billed with the presentation of candidate recommendations and the final invoice of $6,000 for the retainer will be submitted at the completion of the search. The consulting fee will be inclusive of all services defined within this proposal unless otherwise stated. In addition to the Professional Services Fee, normal and direct out-of-pocket expenses associated with the search are charged back to the client. Expenses for this assignment would not exceed $8,000 without the express consent of the City. These expenses include: advertising, clerical time, supplies, printing, telephone, postage, background checks and consultant travel for client discussions, meetings, local and out -of -area candidate interviews. All expense items are reimbursed "at cost" and will be detailed and billed on a monthly basis. Guarantees and Ethics Whenever William Avery & Associates, Inc. is retained; we make several guarantees and commitments to a client. Due to our experience, knowledge and success within the management - consulting field, we assure a client that we will only present candidates who meet a substantial majority of the ideal qualifications that you have outlined. We are also committed to continue our search efforts until a successful candidate is employed. During our placement efforts, we openly share any relationships, previous experience and knowledge for any candidate we present for consideration. Our commitment and responsibility is to our clients and their best interests. It is also our practice to replace a candidate who may voluntarily resign during the first year of his/her employment. This same commitment applies if the client finds it necessary to terminate or to request the resignation of the selected individual in the first year for any reason. In either case, we invoice a client only for out-of-pocket expenses incurred in identifying a replacement. 7 11-59