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Consultants To Management
55/ W. Cordova Road, #726
Santa Fe, New Me.tieo 87505
505-466-9500
FAX 505-466-1274
E-mail: mereet@Jnindspring.eom
January 24, 2007
Mr. Gene Anderson
Director of Finance
City of Paris
135 First Street SE
Paris, TX 75460
Dear Mr. Anderson:
The Mercer Group, Inc. is most pleased to submit this proposal to assist the City of Paris to
recruit nationally and to develop exceptionally well-qualified c~ndidates for the position of City
Manager. We are most interested in assisting the City of Paris with this critical project, and if
selected to conduct the search, would have no difficulty beginning the project immediately and
expediting our work to ensure a smooth process. The Mercer Group, Inc. has extensive experience
in conducting city manager searches locally and nationally. Our firm probably conducts more city
manager searches each year than any other firm in the United States. We are especially well qualified
to conduct this search for the City of Paris.
The purpose for engaging the services of an executive search firm is to seek out and recruit
experienced candidates and to assist the City of Paris in selecting highly qualified individuals who
meet the profile and needs of the City and who might not otherwise apply. We have conducted recent
searches for city manager for several communities your size. We are quite familiar with the candidate
pool and the local needs.
We are the largest nationwide public sector search firm and we have more experience than
any other public sector executive search firm. Mr. Mercer is a Certified Management Consultant
(CMC) which is the preeminent designation earned in the management consulting profession. It is
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Mr. Gene Anderson
City of Paris
Page Two
Januarv 24. 2007
an indication that the individual possessing it has met and continues to meet strict certification
requirements of the Institute of Management Consultants. The CMC designation represents that the
individual has met world-class standards of competence, ethics and independence in the management
consulting field. Mr. Mercer is the only management consultant with this designation operating in
the public sector. (Please see \\W\\ .lllcrCcr~rollDillc.cnlll for more information about our firm and
about current searches that we are conducting.)
The mission of The Mercer Group, Inc. is to make our clients proud that they engaged us to
provide management consulting services for them. The Mercer Group, Inc. also makes extensive use
of the Internet both with our own web page which can be located at \\WW.IllCIUTI.UOupinc.colll and
through e-mail. We post positions with other Internet providers and make information available to
a wide number of people who are Internet users. We also make extensive use of the Internet to
review newspaper articles on top candidates, etc., from the community in which they are currently
employed or were employed in the past.
This proposal is designed to provide an indexed and easily usable document for the City of
Paris to assess the qualifications of The Mercer Group, Inc. to handle this critical work. It contains
the following sections: Table of Contents; Introduction, Background, Objectives and Scope; Our
Approach, Work Plan and Schedule; Equal Employment Opportunity Statement; Cost Proposal; Firm
Qualifications and Staffing; Why You Should Select The Mercer Group, Inc.; and an
Acceptance/Signature/Sample Agreement page. Appendices include our Previous Search List;
References; Questions and Answers about Executive Search; and Sample Work Products.
Our corporate headquarters is in Atlanta and we have branch offices in Breckenridge,
Colorado; Dallas, Texas; Greeley, Colorado; Lansing, Michigan; Marietta, Georgia; New Orleans,
Louisiana; Phoenix/Scottsdale, Arizona; Raleigh, North Carolina; Santa Fe, New Mexico; Weimar,
California; and Winter Haven, Florida. We will work on the assignment from our Santa Fe office.
This search will be personally conducted by James L. Mercer. Mr. Mercer will be assisted
by Clark Wurzberger and Karolyn Prince-Mercer.
Please note that our proposal includes all costs of advertising. We have no hidden costs nor
are there other costs which are not covered in this proposal.
* * * * * * *
TilE /HERCER GROUP, INC.
Mr. Gene Anderson
City of Paris
Page Three
Januarv 24. 2007
Thank you for the opportunity to respond to this important assignment. This proposal is valid
for ninety (90) days from receipt by City of Paris. We are looking forward to discussing this proposal
with you personally, and urge you to allow us to come to Paris at our expense to do that. We can
move very quickly to do so. Please call me at 505-466-9500 if you have any questions.
Sincerely yours,
THE MERCER GROUP, INC.
J~L. lv1evceY
James L. Mercer, President
Certified Management Consultant (CMC)
Enclosure
11/E 111ERCER GROUP. liVe.
CITY OF PARIS,
TEXAS
Proposal for
Executive Search Services
for the Position of
CITY MANAGER
January 24, 2007
~rIIE MEltCER GltOUP, INC.
551 W Cordova Road
Suite 726
Santa Fe, New Mexico 87505
505-466-9500
505-466-1274 FAX
m erce r@mindspring.com
W\V W . III c r CS:LgLQllP lIl~____C.Q III
TABLE OF CONTENTS
Section
Page No.
Cover Letter
Executive Summary
I. INTRODUCTION, BACKGROUND, OBJECTIVES AND SCOPE. . . . . . . . . . . .. 1-3
A. Introduction and Background
B. Objectives and Scope of the Search Process
II. OUR APPROACH, WORK PLAN AND SCHEDULE. . . . . . . . . . . . . . . . . . .. 4-13
A. Approach
B. Work Plan
1. Position Analysis
2. Recruitment Process
3. Resume Review
4. Candidate Screening
5. Background Investigation
6. Interview Process
7. Negotiation and Follow-up
C. Schedule
III. EQUAL EMPLOYMENT OPPORTUNITY STATEMENT . . . . . . . . . . . . . . . . . . . . 14
IV. COST PROPOSAL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 15-17
V.
FIRM QUALIFICATIONS AND STAFFING
18-23
A. Firm Qualifications
B. Resumes of Our Key Search Staff
VI.
WHY YOU SHOULD SELECT THE MERCER GROUP, INC
24-30
VII. THE MERCER GROUP, INC. GUARANTEES... . . . . . . . . . . . . . . . . . . . . . .. 31-32
VIII. ACCEPTANCE AND SAMPLE AGREEMENT. . . . . . . . . . . . . . . . . . . . . . . . .. 33-35
APPENDICES
A. Previous Searches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-61
B. References ................................................... 62-63
C. Questions and Answers About Executive Search . . . . . . . . . . . . . . . . . . . . . .. 64-65
D. Sample Work Products (attached separately in PDF with the e-mailed proposal)
LIST OF EXHIBITS
I. The Mercer Group, Inc. Executive Search Process
II. The Mercer Group, Inc. Sample Candidate Evaluation Matrix
II I. Schedule of Search Process
IV. Schedule of Meetings with Mayor and City Council
V. Pro-Forma Invoice
VI. The Mercer Group, Inc. Recruitment Team Skills Matrix
VII. Code of Ethics of Institute of Management Consultants
EXECUTIVE SUMMARY
The Mercer Group. Inc. is pleased to submit this Executive Summary with our proposal to the City
of Paris to conduct an executive search for a new City Manager.
Weare quite active in the public and private sectors, either currently conducting or having just
completed searches for positions for several organizations around the country. Appendix A to our
proposal lists the various city manager and related searches we have successfully completed or are
currently conducting. We are also currently conducting several other similar searches.
We are very experienced in the city manager field, in all size communities. Because we are doing or
have recently completed similar searches, we can move quickly to meet your needs. Further, we will
be working out of our Santa Fe office. This allows us to bring total objectivity to searches such as
the one the City of Paris is contemplating.
This Executive Summary should provide you with the overview information that you need relative
to our firm's qualifications to conduct an executive search for a new City Manager for the City of
Paris.
Our Approach
After reviewing written materials provided by the City and meeting with you and others of your
choice to determine their objectives relative to the search, we would conduct the following steps:
1. Analyze the position and draft a Position Profile.
2. Recruit for the position on a regional and national basis.
3. Invite potential candidates to apply who meet the criteria established by the
City.
4. Review and screen applications.
5. Conduct interviews and background checks of selected candidates.
6. Recommend a list offinal candidates with writeups, suggested questions and forms.
7. Coordinate final interviews, conduct final background checks, negotiation and
fo How-up.
Our approach is highly interactive and significantly involves the client in all impOliant steps of the
process.
THE ,HERCEN. GROUP. INC.
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Schedule
Our search process normally takes about 90 to 120 days from date of approval of the Position Profile
by the client. The more time we have, within reason, of course, the more effectively we can conduct
thorough evaluation and background checks on finalist candidates.
Firm Oualifications and Staffing
Our firm is headquartered in the Atlanta Metropolitan area and has branch offices in Breckenridge,
Colorado; Dallas, Texas; Greeley, Colorado; Lansing, Michigan; Marietta, Georgia; Phoenix,
Arizona; Raleigh, North Carolina; Santa Fe, New Mexico; Weimar, California; and Winter Haven,
Florida. This search will be conducted from our Santa Fe office.
The principal consultant to be utilized for this engagement would be Mr. James L. Mercer, President
of our firm. In total, Mr. Mercer has completed over 1000 searches for executives in the public
sector and private sectors. The quality of our work is evidenced by the amount of repeat business
which we receive from our clients.
Mr. Mercer possesses Bachelor of Science and Master of Business Administration degrees and is a
former Assistant City Manager of Raleigh, North Carolina. He is a Certified Management
Consultant, and previously served as a Partner with Korn/Ferry International (the world's largest
executive search firm) and as Director of Management Consulting Services for Coopers & Lybrand.
Mr. Mercer is President of The Mercer Group, Inc., a firm which he founded.
Mr. Mercer will be responsible for all tasks involved in the project. Mr. Wurzberger will assist Mr.
Mercer on appropriate tasks. Mr. Wurzberger has over eighteen years of public sector experience.
Mr. Wurzberger holds a Bachelor's Degree in English from San Diego State University. Mr.
Wurzberger served for seven years as Senior Associate with Hughes, Perry & Associates (formerly
Hughes, Heiss & Associates), a highly regarded California-based public sector management
consulting firm providing executive search and other consulting services to local government clients
in California and other states since 1974. Mr. Wurzberger specializes in public sector executive
search.
Ms. Karolyn Prince-Mercer will also assist Mr. Mercer on appropriate tasks. Ms. Prince-Mercer
received her Bachelor of A11s degree in History with minors in Art, Political Science and Education
from the University of Nevada. She received her Doctor of Jurisprudence degree from Woodrow
Wilson College of Law. She is licensed to practice law in New Mexico and in Georgia. Ms. Prince-
Mercer is MBTI qualified. Ms. Prince-Mercer has been in management consulting for 12 years. She
has experience working in executive search, compensation and classification, and organization and
management studies.
We have a number of minority and women placements in key executive positions and are proud of
that record.
TilE IHERCER GROUP, lIVe.
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Code of Ethics
Mr. Mercer is a Member and subscribes to the Code of Ethics of the International City and County
Management Association and to the Institute of Management Consultants.
Guarantees
We offer several guarantees of our work. The four most important are:
I. We will keep working until the placement is made.
2. We will not recruit the placement for other positions without your permission.
3. We will not recruit any of your staff for two years from the date of the placement, without
your permission.
4. If the selected candidate leaves your employ within the first two years, we will redo
the search for expenses only.
Reasonable Fees
Our fees to conduct a search of this type are competitive. Our normal fee is $16,500 plus out-of-
pocket expenses not-to-exceed $8,000. Since we are conducting other consulting work around the
country, expenses can be kept to a minimum.
References
We have provided local and national references of our work in the following proposal.
Please contact me at 505-466-9500 if you have questions.
Thank you for the opportunity to present our qualifications. I will look forward to hearing from you.
Sincerely yours,
THE MERCER GROUP, INC.
J~L. lv1e,vwv
James L. Mercer, President
Certified Management Consultant (CMC)
THE j~lERCER GROUP. INC.
I. INTRODUCTION, BACKGROUND, OBJECTIVES AND SCOPE
This section presents our understanding of the City of Paris' requirements for this search, as well as
the objectives and scope of the project.
A. Introduction and Background
It is our understanding that:
· The City of Paris is seeking "turn-key" executive search services and suppo11 in connection
with the recruitment of a new City Manager.
· The City of Paris is interested in identifYing outstanding candidates and filling the position
of City Manager.
· Services required include position analysis and preparation of position profiles, recruitment
for the position; inviting potential candidates to apply; reviewing and screening applications;
conducting interviews, reference checks and background checks of selected candidates;
recommending a list of final candidates; coordinating final interviews; negotiating; and
following up.
· The City of Paris wishes to conduct a comprehensive national recruitment process, to ensure
the best qualified candidates are found and that the best qualified individuals who are
acceptable can be hired.
. The annual salary and benefits package for the position will be discussed with the Mayor and
City Council.
B. Objectives
The objectives that we will meet in order to help find the best qualified candidates for the position
are as follows:
· To conduct on-site needs assessment for the new City Manager.
· To develop a comprehensive position profile.
· To reconcile any differences in points of view with regard to specifications for the position.
. To encourage top level people to apply who would otherwise be reluctant to respond to an
advertisement.
. To save a considerable amount of the Mayor's, City Council's and staffs time in establishing
a position profile and reviewing applicants.
· To comply with appropriate personnel regulations and state-laws (i.e., EEO, Affirmative
Action and ADA).
. To independently and objectively assess the qualifications and suitability of candidates for
the position.
. To recommend a pool of finalist candidates to the Mayor and City Council.
. To coordinate finalist candidate interviews with the Mayor and City Council.
. To mail an information packet supplied by the Mayor and City Council to all qualified appli-
cants.
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To respond to all candidate inquiries and produce all correspondence throughout the search.
. To preserve the confidentiality of inquiries to the degree possible under Texas law.
. To assist the Mayor and City Council in reaching a final decision.
. To assist in negotiating a compensation package with the successful candidate on behalf of
the Mayor and City Council.
. To assist the Mayor and City Council in establishing criteria for evaluating the new City
Manager's performance.
. To follow-up with the Mayor and City Council and the new City Manager during the first
year to determine if adjustments need to be made.
. To keep the Mayor and City Council closely involved in key decisions and informed of our
progress.
C. Scope
The scope of the project will be sufficiently broad and in-depth so as to meet the requirements of the
City of Paris. However, for the fee proposed it will not address recruitment of additional candidates
for positions other than the one specified.
3
II. OUR APPROACH, WORK PLAN AND SCHEDULE
This section presents our approach, work plan and schedule for the search project.
A. Approach
Our approach and style are interactive. That is, we form a partnership with our client to conduct a
project. The City of Paris will benefit through ease of implementation and by gaining more in-depth
knowledge of executive search and management consulting techniques and expertise.
B. Work Plan
We recommend a seven (7)-step search process as follows:
· Position Analysis - We will define work relationships, job qualifications and requirements
for the position - the "Position Profile".
. Recruitment Process - We will recruit regionally and nationally for the position and
network to locate qualified candidates.
. Resume Review - We will identifY qualified candidates.
. Candidate Screening - We will thoroughly screen prospective candidates.
. Background Investigation - We will thoroughly evaluate prospective candidates.
. Interview Process - We will make recommendations and assist in selection.
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. Negotiation and Follow-up - We will facilitate employment and follow-up to ensure
complete integrity of the process.
This process is illustrated in Exhibit I, and each step is described below.
1. Position Analysis
We will have extensive consultation with the Mayor and City Council, other City staff and local
leaders selected by them, as well as other individuals or groups (if you wish) to determine the
City's vision/mission, goals and objectives, the needs and issues, requirements of the job, and
to obtain infom1ation about the environment within which the position functions. In addition,
we will spend a considerable amount of time at the beginning of the process in the City of Paris
in order to determine the level of experience and training needed.
During this process, we will initiate individual interviews with the Mayor and City Council,
citizen organizations, department heads and key staff, and others of your choice to identify
expectations, perceptions, and concerns regarding the position.
Based on those meetings, we will prepare a draft position profile and review it with the Mayor
and City Council in order to arrive at a general agreement regarding the specifications for the
position. The final position profile will include information about the City of Paris, the
community, major issues to be faced, the position, and the selection criteria established.
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THE MERCER GROUP, INC.
Execu tive Search Process
EXHIBIT I
I Start Search
NO
. Client Approval
Access Data
Bas€
YES
N etworldng
Networldng
...
. ..
I Acknowledge
Candidates
Scrccn
~ Candidates
PsychoLogical I Evaluat.e ~.
Evaluation (Opt)
Candidates
Interview
finJllists
I Negotiate I .
YES
I
I
.
Establish Perform- Follow-up otify Remaining Closeout
ance Criteria ,andidalcs Search
5
2. Recruitment Process
Because we have recently completed similar searches, we will first review our database to
determine those candidates whom we may already know and/or already have on file who may
meet the City's specifications.
Although this process is valuable, we will rely most heavily on our own contacts in the city
manager field and on our own experience. In other words, through "networking", we will
conduct a nation-wide professional search for the best qualified candidates and invite them to
apply for the position.
We will provide the Mayor and City Council with several advertising alternatives with varying
degrees of cost and their associated benefits. Based on our discussions with the Mayor and City
Council, we will place ads in professional journals, in national, in-state and local newspapers,
and in various minority and women's publications to encourage applicants to apply.
3. Resume Review
We will review and analyze each applicant's background and experience against the position
description criteria.
We will acknowledge all resumes received and keep candidates informed oftheir status.
4. Candidate Screening
Criteria for the preliminary screening will be contained in the approved "Recruitment Profile".
They may include such items as education, technical knowledge, experience, accomplishments,
management style, personal traits, etc. Screening of candidates against those criteria will be
based on data contained in the resumes and other data provided by the candidates and on our
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knowledge of the organizations in which they work. At this stage, each must meet the
minimum qualifications specified in the Recruitment Profile.
We will be responsible for screening the applications received. This initial screening will be
conducted by telephone and/or interactive video with the prospective candidate. We will
conduct interviews with references who may know the candidate's background and expertise
by telephone. Where feasible, we will also conduct personal interviews with top candidates.
Once the initial screening is completed, we will select the prospective candidates who most
closely match the criteria established by the Mayor and City Council. The output of this step
in the process will be a matrix display of the top candidates showing how each rates against the
selection criteria established by the Mayor and City Council (Exhibit II). This matrix will be
reviewed with the Mayor and City Council in one-on-one meetings and guidance obtained prior
to proceeding. One contingency here is that the Mayor and City Council may not approve of
any of the candidates. If that should occur, we would, of course, keep searching until the City
of Paris' needs are clearly met.
After review by the Mayor and City Council, we will personally interview each using various
interview techniques. We will closely examine their experience, qualifications and achievements
in view of the selection criteria and our professional expertise in evaluating the quality of such
qualifications and achievements.
We also request that all candidates provide us, in writing, substantial information about their
accomplishments and their management style and philosophy. This information will be verified
and, at the Mayor's and City Council's option, may be further tested by having the finalists
complete management and leadership style inventories. We interpret these instruments for the
Mayor and City Council, as well.
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EXHIBIT II
THE MERCER GROUP, INC.
SAMPLE CANDIDATE EVALUATION MATRIX
A Significant Experience
B Some Experience
C - No Working Knowledge
Selection Evaluation Criteria
Economic Participative Program Communications
CANDIDATE Development Management Budget Skills
John Jones A A A A
Mary Jackson C 8 8 A
Juan Perez 8 A C A
Joe Washington A 8 C 8
Susan Jones A C C C
William Jefferson C 8 8 A
Linda Chong 8 C 8 8
Jenny Olson 8 A 8 8
Michelle Walinski A C 8 A
5. Background Investigations
As part of our process in evaluating top candidates, we make detailed and extensive reference
checks. In conducting these, it is our practice to speak directly to individuals who are now or
have previously been in a position to evaluate the candidates' job performance.
We ask each candidate to provide us with a large number of references. We then network these
references to other persons who know the candidate. In this way, we thoroughly evaluate each
candidate. We have talked to as many as 23 references concerning a single finalist candidate.
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These references and evaluations are combined to provide frank and objective appraisals of the
top candidates. We also verify past employment difficulties, if any, including any legal action
filed against former employers.
As part of our evaluation process, we verify undergraduate and graduate co liege degrees. We
arrange for credit checks, criminal checks, and, as an additional option, can arrange for
psychological (or similar) testing of the candidates that may be desired. As a part of this project
we can provide the results of a Teleometrics Management Style Inventory on the finalist
candidates. We can also conduct a Myers-Briggs analysis of the team with the new team
member for team building purposes. (These may be extra cost items.) We will recommend
background investigation criteria to the Mayor and City Council which will make the final
decision on the specifics of the background check.
6. Interview Process
Based on the preceding steps, a recommended list of finalists for the position of City Manager
will be compiled. We will prepare a written sunu11ary on each finalist. The information will
cover, but not be limited to, 1) present position, 2) total years experience, 3) salary
requirements, 4) education, 5) previous positions held, 6) notable projects, 7) management
style, 8) skills and abilities, 9) interests, and 10) professional goals.
This infom1ation will be presented to the Mayor and City Council in a detailed written format
combined with the results of the background investigation and candidate screening. We will
make a recommendation on a group of five (5) to seven (7) finalists. The Mayor and City
Council shall make the final decision on which and how many candidates will be interviewed.
Our report will be presented in a meeting with the Mayor and City Council in which we will
discuss our recommendations and provide background information, sample questions and a
rating form for the interviews. We can also assist the Mayor and City Council at no extra
charge in conducting targeted selection and/or simulation processes with finalists, if desired.
9
In particular, we will explain which, if any, of the applicants specifically meet the total criteria
established by the Mayor and City Councilor whether the final group simply represents the best
available talent.
We will also provide the Mayor and City Council with our recommendations relative to timing,
sequencing, location, setting, format, and conduct of interviews with the finalists. We will
provide information about trends in employment, employment contracts and agreements,
relocation expenses, perquisites, appropriate role for spouses, receptions, etc. We will arrange
schedules for top candidate interviews with the Mayor and City Council and will coordinate the
process.
7. Negotiation and Follow-up
We will also assist in the negotiation process relative to salary, bendits and other conditions
of employment. We feel that we can be especially helpful because we have proposed a fixed
fee rather than one based on a percentage of salary. One contingency here is that an agreement
may not be able to be arranged. If that is the case, we will work with the Mayor and City
Council to select an alternate candidate.
We will properly handle any and all media relations. Unless otherwise directed, it is our
standard practice to tell all media that we are working on behalf of the Mayor and City Council
and that any public statement should come directly from the Mayor and City Council. We will
maintain confidentiality of candidate information, to the degree possible, under Texas law.
Finally, we will notify by letter all unsuccessful candidates who were not recommended for
interview with the Mayor and City Council ofthe final decision reached. We suggest, however,
that it is more proper for the Mayor and City Council to directly notify all unsuccessful
candidates whom they interviewed of the final result.
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Once the new City Manager has been on board for 30 days or so, we will conduct a session
with the Mayor and City Council and with the new City Manager in order to establish mutual
performance criteria and goals for the position. In this regard, we will work with the Mayor
and City Council to define the role of the new City Manager within the City of Paris.
We will follow-up periodically with the Mayor and City Council and the new City Manager
during the first year in order to make any adjustments that may be necessary.
We will keep the Mayor and City Council closely informed and involved in decisions concerning
the search process at all times. We will prepare and send to the Mayor and City Council weekly
e-mail updates and a formal progress report at the mid-point ofthe search. These reports will
contain a progress report on the recruitment and specific steps to be taken to meet the Mayor's
and City Council's deadlines and an itemization of expenses incurred-to-date and expected to
be incurred during each succeeding project step.
Support from the City of Paris will be needed, as follows:
Arranging interviews with the Mayor and City Council and key City staff
Providing budget; organization charts and other documents
Place of contact for the search
Processing invoices for payment
C. Schedule
The search process normally takes 90- 120 days to complete and typically adheres to the pattern
illustrated in Exhibit III. Our proposed schedule of meetings with the Mayor and City Council is
shown in Exhibit IV.
II
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EXHIBIT III: SCHEDULE OF SEARCH PROCESS
DAYS
PROJECT STEPS 0 30 60 90 120 365
1. Develop Search Process, -
Recruitment Profile/Job
Description and Advertis-
ing Program for Mayor and
City Council approval.
2. Identify Qualified Candidates,
Review Database,
Network, Conduct Intensive
Recruitment, Receive and
Review Resumes.
3. Evaluate Prospective -
Candidates.
4. Written Progress Report. . . -
5. Interview and Evaluate
Prospective Candidates.
6. Make Final Recommendations, -
Assist in Selection,
Facilitate Employment.
7. Establish Evaluation
Criteria and Follow-Up.
8. Meetings with Mayor and City Council: - . .
I. Interview reo profile
2. Approve profile
3. Review final 12 to 15 cand idates
4. Present report of finalists
5. Interview finalists
This schedule could be condensed or expanded somewhat, depending on the needs of the City of
Paris.
12
~-'-""~".'---'''~_.
EXHIBIT IV
SCHEDULE OF MEETINGS WITH
THE MAYOR AND CITY COUNCIL
1. Individual interviews with the Mayor and City Council, department
heads, and others.
2. Possible meeting with the Mayor and City Council to finalize position
profile.
3. Possible individual meetings with the Mayor and City Council to discuss
top 12-15 candidates and solicit feedback.
4. Meeting with the Mayor and City Council to present Final Report on top
5-7 candidates.
5. Facilitate the Mayor and City Council interviews with each finalist candi-
date.
6. Possible meeting with the Mayor and City Council to assist/facilitate
selection of new City Manager.
7. Possible follow-up meeting with the Mayor and City Council and new
City Manager 30-60 days after start of work for purposes of estab-
lishing mutual goals/objectives for the future.
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III. EQUAL EMPLOYMENT OPPORTUNITY STATEMENT
It is the policy of The Mercer Group, Inc., to assure equal opportunity based on ability and fitness
for all employees or applicants considered for our client organizations regardless of race, color,
religion, sex, age, marital or veteran's status, national origin, or the presence of any sensory, mental
or physical disability. Such policy shall apply, but not be limited to, hiring, placement, job
classification, transfer or promotion, demotion, recruitment, advertising or solicitation for
employment, rates of payor other [onns of compensation, selection for training, career development,
layoff or termination.
This policy shall be disseminated to clients, subcontractors, suppliers and prospective applicants. The
intent of this policy will apply to internal operations, recruitment and consulting activities conducted
by our firm.
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IV. COST PROPOSAL
Our fee for the services outlined is $16,500 plus not-to-exceed expenses of $8,000. Items typical of
a similar search with their typical costs are broken down as follows:
Position Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. $ 2,000
Outreach Campaign ............................................... 2,000
Resume Review .................................................. 1,750
Candidate Screening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .'. .. 4,500
Background Investigation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 4,750
Interview Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. .. 1,000
Negotiation and Follow-up. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. ~
TOTAL FEE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. $16,500
Expenses are for consultant travel, lodging and per diem, telephone, correspondence, advertising,
research, sourcing, reference and background investigation, and report preparation.
Because of our other ongoing consulting and search work and our experience, expenses should be
kept to a minimum. The cost for final candidates to travel to interview with the Mayor and City
Council is not included. Such costs are typically paid by the client on a reimbursement basis, directly
to the candidates. These costs are extremely difficult to estimate because they depend on where the
candidates are located. Typically, out-of-state costs run about $750 to $1,000 per person.
The City of Paris' liability to The Mercer Group, Inc. for services rendered under this agreement will
not exceed the agreed upon price unless an increase is authorized by the Mayor and City Council in
writing.
We will submit monthly invoices for fees and expenses. It is our practice to bill one-third at the start
of the search, one-third at the end of30 days, and one-third upon delivery of the Final Report. Each
15
.r'~"'--.'" ..~_.^
invoice is due and payable upon receipt for professional services. Expenses will be billed in addition
and shown as a separate figure. Exhibit V is a pro-forma invoice showing the level of accounting
detail we will provide.
We will comply with all applicable laws, rules and regulations of federal, state and local government
entities.
Our ability to carry out the work required will be heavily dependent upon our past experience in
providing similar services to others, and we expect to continue such work in the future. We will, to
the degree possible, preserve the confidential nature of any information received from you or
developed during the work in accordance with our professional standards.
We assure you that we will devote our best efforts to carrying out the engagement. The results
obtained, our recommendations and any written material provided by us will represent our best
judgment based on the information available to us. Our liability, if any, will not be greater than the
amount paid to us for the services rendered.
This proposal constitutes the agreement between us. It cannot be modified except in writing by both
parties. Our agreement will be interpreted according to the laws of the State of Texas.
16
EXHIBIT V: PRO FORMA INVOICE
Date:
Client:
Address:
City, State:
Dear Sir/Madam:
This is our progress billing for professional services rendered in conjunction with our
agreement to conduct an executive search.
$XXXX.XX
Reimbursable expenses at cost:
Telephone, Federal Express
XXX.XX
Other expenses, including consultant travel,
per diem, report cost, etc.
XXX.XX
$XXXX.XX
TOT AL:
Payment is expected within 30 days from receipt ofthis invoice. Thank you for the
opportunity to work on this important assignment.
Sincerely yours,
THE MERCER GROUP, INC.
(SIGNA TURE)
James L. Mercer, President
Certified Management Consultant (CMC)
17
V. FIRM QUALIFICATIONS AND STAFFING
This section presents our qualifications to conduct projects of this type and describes the staff to be
assigned to the search.
A. Firm Qualifications
The Mercer Group, Inc. is an independent management consulting firm incorporated in the State of
Georgia and operating nation-wide. The firm was founded by James L. Mercer, a long-term public
management consultant.
Mr. Mercer started his own fum in 1981 and, in 1984, merged it with another consulting firm, Wolfe
& Associates, Inc. On June 1, 1986, Mr. Mercer acquired the Human Resource and Organizational
Consulting Practice of Wolfe & Associates, Inc. This acquisition formed the basis for Mercer, Slavin
& Nevins, Inc. He sold his interest in Mercer, Slavin & Nevins, Inc. early in 1990 and founded The
Mercer Group, Inc.
The Mercer Group, Inc. provides exceptionally high quality management consulting services to state
and local governments, transit authorities, health care providers, utilities, special districts, and private
sector clients. Specialty practice areas include: executive recruitment, organization and operations
analysis, productivity improvement, strategic planning, management systems,
compensation/classification/policy studies, privatization, budget evaluation services, government
consolidation and organization development, training, and general management consulting. Our key
consultants have conducted successful searches for hundreds of public sector organizations nationally
and can offer numerous references as testimony of our work.
This important engagement will be conducted by Mr. James L. Mercer. Mr. Mercer has conducted
or assisted in the conduct of more than 1000 successful executive searches in recent years. The
spectrum of our search experience is illustrated in Exhibit VI. Mr. Mercer's resume is included below.
18
Mr. Mercer is the Chief Executive Officer of our firm and can be located at our corporate
headquarters as follows:
James L. Mercer, President
The Mercer Group, Inc.
5579B Chamblee Dunwoody Road
Suite 511
Atlanta, Georgia 30338
Telephone: (770) 551-0403; FAX: (770) 399-9749
Federal Tax 10 No.: 58-1877068
B. Resumes of Our Key Staff
1. James L. Mercer. President - Atlanta and Santa Fe Offices
Mr. Mercer holds a Master of Business Administration degree from the University of Nevada,
Reno, and a Bachelor of Science degree in Industrial Management from the same institution.
He has also received a Certificate in Municipal Administration from the University of North
Carolina at Chapel Hill and is a graduate of the Executive Development Program at Cornell
University. Mr. Mercer is a Certified Management Consultant (CMC) and has more than 25..
years of experience in executive search and management consulting. He has authored or co-
authored five books and has written more than 250 articles on various management topics..
His experience covers the following functional areas: executive search, organization and
operations analysis, management systems, productivity improvement, seminars/training, goal
setting. strategic planning, privatization, government, consolidation, and general consulting.
19
EXHIBIT VI
THE MERCER GROUP, INC.
RECRUITMENT TEAM SKILLS MATRIX
CA TEGORIES OF SKILLS RECRU ITMENT TEAM
AND EXPERIENCE 1. MERCER C. WURZBERGER K. PRINCE-MERCER
Special DistrictlNon-Profit . . .
Small Municipality . . .
Large Municipality . . .
Urban Co unty . . .
Rural County . . .
Suburban Government . . .
Search Committee . . .
Citizen Committee . . .
Minority Placements . . .
Internal Candidate Placement . . .
Women Placement . . .
Candidate Videotaping . . .
Local Government Work Experience . . .
CounciVManager Goal Setting . . .
Sunshine and Open Records Act Ex- . . .
penence
National Experience and Contacts . . .
Other Public/Private Experience . . .
CEO & Department Head Place- . . .
ments
Unbundled Search Process . . .
20
Prior to founding The Mercer Group, Inc., Mr. Mercer held positions as President of Mercer,
Slavin & Nevins, Inc.; Regional Vice President of Wolfe & Associates, Inc.; as Partner and
Vice President of Kom/Ferry International; General Manager of Battelle Southern Operations;
National Program Director for Public Technology, Inc.; and Assistant City Manager of
Raleigh, North Carolina. He has also been President of James Mercer & Associates, Inc., and
has served as Director of Government Consulting Services for Coopers & Lybrand in both the
Southeast and Southwest, as well as Director of the Industrial Extension Division for Georgia
Tech.
2. Clark Wurzberger. Senior Vice President - California Office
Mr. Wurzberger manages our California office and has over eighteen years of public sector
experience. He has served as District Representative for a California State Assemblyman and
later became a Legislative Management Officer in two different federal agencies, the U.S.
Agency for International Development and Department of State. Subsequently, Mr.
Wurzberger was appointed a senior level personnel manager in the State Department. He later
moved to the Department of Defense, where he was selected as a member of the U.S. Senior
Executive Service and oversaw civilian personnel matters in the Pentagon on behalf of the
Secretary of Defense. Most recently, Mr. Wurzberger served for seven years as Senior
Associate with Hughes, Perry & Associates (formerly Hughes, Heiss & Associates), a highly
regarded California-based public sector management consulting firm providing executive
search and other consulting services to local government clients in California and other states
since 1974.
Mr. Wurzberger specializes in public sector executive search and holds a Bachelor's Degree
in English from San Diego State University. He served for five years on the Board of
Directors of the Cow Palace in San Francisco, a multi-purpose agricultural and entertainment
facility that hosts national and regional events on behalf of the State of California. He has
served as a local Board Member for the U.S. Selective Service System since 1996 and is a
recipient of the Department of Defense Medal for Distinguished Public Service.
21
3. Thomas C. Dority. Senior Vice President - Greeley Office
Mr. Dority holds a Master of Public Administration degree from the University of Colorado
and a Bachelor of Science degree in Business Administration from the University of California,
Berkeley. He served as City Manager in East Lansing, Michigan, for ten years, preceded by
local government consulting work for a major accounting firm. Prior to that he was City
Manager in Oxford, Ohio for five years and held local government management positions in
Colorado and Oregon. He has served on the Board of Directors of the Oregon City
Management Association and the Michigan City Management Association. He gained
experience also as an officer in the U.S. Air Force.
Mr. Dority is a career city manager with over 23 years expenence m public policy
development, fmance, budgeting, employee relations and management of public safety, public
works and conmmnity development. He is Senior Vice President of The Mercer Group, Inc.
Mr. Dority has published articles in Ohio and Michigan municipal publications on budget
forecasting and creativity in community planning. He has been a planner and speaker at
statewide management conferences and a past member of the Board of Directors of the
Michigan City Management Association.
4. Tom D. Freijo. Senior Vice President - Winter Haven Office
Dr. Freijo, a former university professor, has over thirty years of consulting experience with
governmental agencies and educational institutions. His areas of special expertise include
planning, group facilitation, executive selection and evaluation systems, job analysis, and
assessment centers.
As a fonner city commissioner, Dr. Freijo has worked on policy issues involving the executive
search process. His years of experience with community development and management has
22
.~--r-.__~d._."'.._" .
brought to the special characteristics of a community and the type of executive who is most
likely to advance a city's goals. His special expertise with evaluation systems can help the city
get off to a good start with a new executive by helping to set clear expectations and helping
the commission determine how to assess the executive's performance relative to those
expectations.
5. Karolyn Prince-Mercer. Vice President - Santa Fe Office
Ms. Prince-Mercer received her Bachelor of Arts degree in History with minors in Art,
Political Science and Education from the University of Nevada. She received her Doctor of
Jurisprudence degree from Woodrow Wilson College of Law. She is licensed to practice law
in New Mexico and in Georgia. MBTI qualified.
Ms. Prince-Mercer has been in management consulting for 13 years. She has experience
working in executive search, compensation and classification, and organization and
management studies.
6. Time Commitments
Our firm and Mr. Mercer have the quality time to devote to this search so as to meet the City
of Paris' needs.
23
-..,----".---'...-'. .
VI. WHY YOU SHOULD SELECT THE MERCER GROUP, INC.
We believe some advantages to using The Mercer Group, Inc. which you may wish to consider are:
. Critical Path Method - The Mercer Group, Inc. uses a "critical path" search
process which is designed to allow our clients to focus their attention on the selection
process rather than on recruiting and screening candidates. We have learned that each
client's need for key executives is different and that there is no one "best" person for
all situations. The best prospects are most frequently happily employed and are not
responding to advertisements. These people typically need to be sought out and
encouraged to become candidates. They are understandably reluctant to apply for
positions iftheir interest could become a matter of public information prior to being
assured that they will be finalist candidates. Our approach to this assignment will
reflect the unique qualities of the City of Paris. It will honor the interests of candi-
dates to the extent possible under Texas law.
. Reasonable Fees - Our practice was formed to provide exceptional quality
recruitment services to our clients. Our system is designed to allow us to extend
reasonable fees to our non-profit and governmental clients and still be well within our
profit margins on each assignment.
. Experience - Our search specialists are among the most experienced recruiters in
the United States. We are also conducting similar consulting assignments currently.
Further, we have much experience in recruiting city managers for city governments
the size ofthe City of Paris.
. Repeat Engagements - We have received a considerable amount of repeat business
from our clients during the recent past.
24
. Unique Skills and Services - We offer a valuable combination of skills and services
which is unique in our industry. Our firm is nationally respected in the areas of
organization analysis and development, teambuilding, strategic planning, goal setting,
and productivity analysis. Should you wish, we would facilitate a goal and objectives
setting workshop with the selected candidate and the Mayor and City Council soon
after the new City Manager begins. This service is offered at no additional profes-
sional fee. It would be necessary for us to charge actual expenses, however.
. Strategic Location - We are a national firm and serve the United States from our
home office in Atlanta, which is strategically located near one of the world's busiest
airports. We are close by when you need us. We have opened offices in Lansing,
Santa Fe, Greeley, Dallas, New Orleans; Phoenix/Scottsdale, Raleigh, Wiemar, and
Winter Haven. We will work out of the Santa Fe office on this project to better
conserve spending.
. Specialists in Search - We are specialists in public sector and related executive
search and will devote our most experienced consultants to this project. We will not
delegate any important aspect of the work to less experienced staff. Mr. Mercer will
conduct this search. He will be assisted on appropriate tasks by Mr. Wurzberger and
Ms. Prince-Mercer.
. Positive Track Record - We have a positive track record of placements on all of
our search assignments and have satisfied clients as references.
. Objectivity and Custom Tailored Services - We do not use the same cadre of
candidates again and again. And, we have no allegiances which preclude our total
objectivity respective of any candidate.
. Thorough Work Product - We check references, we verity education and our
work product is most thorough and of the highest quality.
25
. Contemporary Organization Analysis Insight - We have contemporary
organization analysis experience with similar organizations and will share our insights
about your organization as we proceed with the search.
. Proven Satisfaction - Over 90 percent of our placements during the past five years
are still in their same positions.
. Ethical Standards - We have participated in the establishment of ethical standards
for public sector executive search firms, and we abide by those standards. We also
abide by the Ethical Standards of the Institute of Management Consultants (Exhibit
VII) and the International City and County Management Association.
. Objective Evaluation - We are experienced in objectively evaluating internal and
local candidates.
. Contacts - We have the local, state-wide and national contacts to expedite the
search process.
. Database - We have a large database of well-qualified candidates which can be
searched.
. MinoritylWomen Placements - We have a number of minority and women
placements.
. Diagnostic Techniques - We use diagnostic techniques to determine the needs of
our clients and to determine how candidates match up with those needs.
26
CO~E.: OF ETHICS
Clie:n..-ts
I. We will serve our clients with integritv, competence, and objectivity.
2. We will keep client information and records of client engagements confidential and will use
proprietary client information only with the client's permission.
3. We will not take advantage of confidential client information for ourselves or our firms.
4. We will not allow conflicts of interest which provide a competitive advantage to one client
through our use of confidential information from another client who is a direct competitor
without that competitor's permission.
E:n..gage:rn...e:n..-ts
5. We will accept only engagements for which we are qualified by our experience and competence.
6. We will assign staff to client engagements in accord with their experience, knowledge, and
expertise.
7. We will immediately acknowledge any influences on our objectivity to our clients and will offer
to withdraw from a consulting engagement when our objectivity of integrity may be impaired.
Fees
8. We will agree independently and in advance on the basis for our fees and expenses and will
charge fees and expenses that are reasonable, legitimate, and commensurate with the services we
deliver and the responsibility we accept.
9. We will disclose to our clients in advance any fees or commissions that we will receive for
equipment, supplies or services we recommend to our clients.
P:ro~essio:n..
10. We will respect the intellectual property rights of our clients, other consulting firms, and sole
practitioners and will not use proprietary information or methodologies without permission.
II. We will not advertise our services in a deceptive manner and will not misrepresent the
consulting profession, consulting firms, or sole practitioners.
12. We will report violations of this Code of Ethics.
The Council ofConsultmg Organizations, lnc Board of Directors approved tillS Code of EthicS on January 8. 1991 The Institute of Management
Consultants (IMC) is a diVISion of the Councll of Consulting Organizations. Inc
IMC
INSTITUTE OF I'v\ANAGEMENT CONSULTANTS
2.30 Pa.rk Avenue. New York. NY 10169-0022
a. division of rhe Council of Consulting Organizations, Inc.
27
dr-....... __d'
~a;t9s :Behi.n..d
The ~~C1YIC99?
Certification
When you see the initials "CMe"
following a consultant's name, it means
that he or she is a Certified Management
Consultant and has met strict certifica-
tion requirements of the Institute of
Management Consultants. The Institute
was founded in I 969 by the principal
associations in the consulting field to
establish publicly-recognized standards
of competence and professional conduct
for the individual management consultant.
Applicants for Institute certification
undergo thorough investigation of their
consulting experience; they are inter-
viewed by a panel of senior consultants
to verify their technical competence; and
they must pass a written examination evi-
dencing their familiarity with the Institute's
Code of Professional Conduct, which
they have pledged in writing to follow.
A Code of
Conduct
CMCs pledge in writing to abide by the
Institute's Code of Professional Conduct.
Their adherence to the Code signifies
voluntary assumption of self-discipline
above and beyond the requirements of
law. Key provisions of the Code require
that CMCs:
. Safeguard confidential information
. Render impartial, independent advice
. Accept only those client engagements
they are qualified to perform
. Agree with the client in advance on
the basis for professional charges
. Develop realistic and practical solu-
tions to client problems.
The Institute enforces the Code by
receiving and investigating complaints of
violations and by taking disciplinary ac-
tion, including revocation of certification,
against any member who is found guilty
of Code violation.
Standards of
Com petence
Every step leading to the CMC designation
has been designed to verify the candi-
date's professional competence.
. A Certified Management Consultant
must have had at least five years of ex-
perience in the full-time practice of
management consulting, with major
responsibility for client projects during
at least one of those years.
. The CMC has had to provide multiple
references, most of them officers or ex-
ecutives of c1 ients served. These refer-
ences have been thoroughly interrogated
to assure that consulting relationships
were satisfactory.
. The CMC has had to provide written
summaries of five Clients assignments
(disguised to protect client identity).
. The CMC has had to pass a qualifying
interview by senior CMC's, demon-
strating professional competence and
currency in areas of specialization,
application of experience, and under-
standing of the management con-
sulting process.
The Mark of
Excellence
In selecting management consultants,
managers are well advised to seek indi-
viduals who meet the profession's own
standards of competence and ethics.
28
Institute certification is a valuable aid in
this quest. It is the mark of excellence
among management consultants.
. Position Dimensions Analysis - We use a technique which allows for the
determination of dimensions that are important in a city manager's position and then,
through a computer program, determine specific questions that we should ask
prospective candidates that will allow us to systematically determine whether or not
those individuals have those characteristics. (For example, one dimension might be
negotiating skills; leadership skills might be another, etc.)
. Dimensions Matrix - We also use a matrix approach to display the candidates
along a number of dimensions and then review the top 12 or so of those individually
with the Mayor and City Council to get its involvement and feedback prior to us
spending City resources to interview a large number of candidates. This helps better
target the search and produces a much more effective result.
. Videos - We also use videos of the top 1 0 or so candidates to allow the Mayor and
City Council to get a sense of the candidates prior to spending City resources to
interview them.
. Group Process Techniques - In addition, we use a number of group process
techniques to assist the Mayor and City Council and the new City Manager to better
settle in and focus on a set of mutual performance criteria once the new person has
been selected and comes on board.
. Automated Approaches - We use more modern automated approaches to
developing, analyzing and displaying data about our prospective candidates than
does any other firm.
. Never Say "No" - We almost never say "no" to our clients.
29
T----'--"-
. Keep You Involved - We will keep the Mayor and City Council actively involved
in the search process at all times.
· Ready to Go - We are ready to begin work immediately and proceed rapidly to
complete this assignment. We can meet your schedule.
30
VII. THE MERCER GROUP, INC. GUARANTEES
The ten (10) guarantees of our search work are explained below:
1. Client Organization: The client is defined as the entire entity, including all
departments, divisions, sections and groups. This assures that all of our guarantees
apply to the entire client organization.
2. Two-Year Off Limits: We will not recruit candidates from a client organization
for two years after completion of a search assignment without the full agreement of
the client.
3. Placement Off Limits Forever: We will never recruit a candidate whom we have
placed in a client organization as long as he/she is employed by that organization
without the full agreement of the client.
4. Continue the Search: If, for any reason, the client does not feel comfortable
selecting a candidate from our original recommended group of candidates, we will
continue the search until the client can make a selection. The only caveat is that we
may need to charge additional out-of-pocket expenses only for this additional work.
5. Replacement of Successful Candidate: If the candidate we place with the client
leaves the client organization for any reason during the 24 month period following
the date of placement with the client, we will replace the candidate for the out-of-
pocket expenses only that it costs us to make the new placement.
6. Parallel Candidate Presentation: We will not present a candidate simultaneously
to more than one client. This permits our firm to represent one client organization
without any conflicts of interest.
31
7. Client Conflicts: If asked, we will disclose to our clients the names of the
organizations which are "Off Limits" that logically would be target organizations on
the new search assignment.
8. DeceptivefMisleading Search Techniques: We commit to our clients and to our
prospective candidates that we will not use any search techniques which may be
considered as deceptive or misleading.
9. Resume Floating: We will not float resumes to organizations in the hopes that we
can collect a fee if that individual is hired.
10. Not Represent Individuals: We assure our clients and individuals who may
become candidates that we will not collect a fee from candidates whom we may
recommend for a position.
32
Sample Contract
AGREEMENT
This AGREEMENT, made as of this _ day of ,2007, by and between THE
MERCER GROUP, INC. and the CITY OF PARIS, TEXAS, a municipal corporation.
WITNESSETH:
WHEREAS, the City of Paris, Texas, (hereinafter referred to as the "City") has made a
request for proposals dated January 19,2007, to hire an executive recruiter to conduct a search for
a City Manager for the City, and .
WHEREAS, The Mercer Group, Inc. (hereinafter referred to as "Mercer") has submitted
a proposal in response to the City's request; and.
WHEREAS, the City has selected Mercer's proposal as the proposal which best meets its
needs and the City desires to hire Mercer to conduct the City's search for a new City Manager, and
WHEREAS, Mercer desires to assist the City in conducting the City's search for a City
Manager.
NOW THEREFORE, in consideration of the following mutual covenants and other good
and valuable consideration, the receipt and adequacy of which is hereby acknowledged by all parties
hereto, Mercer and the City hereby agree as follQws:
1. Mercer agrees to provide services and support to the City in the conduct of
the City's search for a City Manager. Mercer agrees to conduct the City's project
in accordance with scope of services outlined in its Proposal to the City dated
January 24, 2007, in response to the City's request for proposal.
Mercer's proposal is incorporated by reference and thus made a part of this
Agreement.
2. The City agrees to compensate Mercer for its services in the amount of$16,500 for
professional services and not-to-exceed $8,000 in expenses. Payments to Mercer
are to be made as outlined on pages 15-17 of Mercer's proposal to the City.
3. The City and Mercer both agree that this Agreement shall be governed by the
laws ofthe State of Texas.
34
Agreement, Continued:
4. The City and Mercer both agree that in the event that any dispute arises between the
parties, the complaining party shall promptly notify the other of the dispute in
writing. Each party shall respond to the other party in writing within ten (10)
working days of receipt of such notice.
5. The City and Mercer both agree that any amendments to this Agreement shall be
made in writing, and executed by both parties. No proposed amendment which is
not in writing and executed by both parties shall effect the terms of this Agreement.
6. The parties shall have the right at either parties' convenience to terminate this'
Agreement following ten (l0) days written notice to the affected party. Should
either party terminate this Agreement the City shall only be obligated to pay Mercer
for those services already provided.
CITY OF PARIS, TEXAS
BY:
ATTEST:
THE MERCER GROUP, INC.
BY:
James L. Mercer, CMC
President/CEO
35
...... .........-,------..
APPENDIX A: PREVIOUS SEARCHES
Examples of our executive search experience follow:
* Executive search work performed by a current staff member while working for
another firm.
1. PUBLIC SECTOR
City Managers/Administrators
Akron, Ohio - Assistant to the Mayor (Technology Agent) - 1973
Alachua, Florida - City Manager - 2001
Albany, Georgia - Assistant City Manager (Limited scope search) - 2000
Angel Fire, New Mexico - Town Administrator (Limited scope search) - 2000
Andrews, Texas - City Manager - 2000
Ann Arbor, Michigan - City Administrator - 1988
Ann Arbor, Michigan - City Administrator - 1995
Ann Arbor, Michigan - City Administrator - 200 I
Arkansas City, Kansas - City Manager - 2006
Arlington, Texas - Assistant City Manager (Technology Agent) - 1973
Aspen, Colorado - City Manager - 1989
Athens/Clarke County Unified Government, Georgia - Manager - 1995
Athens/Clarke County Unified Government, Georgia - Manager - 2000
Aurora, Colorado - City Manager - 1989
Austin, Texas - City Manager - 1988
A vondale, Arizona - City Manager - 2000
Barrington, Illinois - Village Manager - 1998
Bay City, Michigan - City Manager - 2003
Beavercreek, Ohio - City Manager - 1985
Beavercreek, Ohio - City Manager - 2003
Belding, Michigan - City Manager - 1999
Bellaire, Texas - City Manager - 1996
Billings, Montana - City Administrator - 2006
Billings, Montana - City Administrator - 2003
Billings, Montana - City Administrator - 1999
Billings, Montana - Assistant City Administrator - 2003
Billings, Montana - Deputy City Administrator - 2003
Bloomfield Hills, Michigan - City Manager - 2001
Boca Raton, Florida - Assistant City Manager - 1989
Boulder, Colorado - City Manager - 2002
Boynton Beach, Florida - City Manager - 1999
Bryan, Texas - City Manager - 2006
Cairo, Georgia - City Manager - 1995
Cape Coral, Florida - City Manager - 1996
Carpentersville, Illinois - Village Manager - 2001
Carrboro, North Carolina - Town Manager - 2003
Casa Grande, Arizona - City Manager - 2003
Casselberry, Florida - City Manager (Limited scope search) - 2003
Centennial, Colorado - City Manager - 2001
Charlotte, North Carolina - City Manager - 1981
36
-"-_.'""~'_Y.'-"._~~-" ,
Charlotte, North Carolina - City Manager - 1996
Charlotte, North Carolina - Deputy City Manager (Limited scope search) - 2000
Chesapeake, Virginia - City Manager - 1996
Clayton, Missouri - City Manager - 2003
*Cloverdale, California - City Manager - 2001
College Park, Georgia - City Manager - 2002
College Park, Maryland - City Manager - 2004
College Park, Maryland - City Manager - 2002
College Station, Texas - City Manager - 2006
College Station, Texas - Assistant City Manager (2) - 2006
*Colma, California - City Manager - 1998
Columbia, South Carolina - City Manager - 1997
Columbus, Georgia - City Manager - 1995
Concord, North Carolina - City Manager - 1999
Coral Springs, Florida - Assistant City Manager - 2000
*Cotati, California - City Manager - 1997
Culpeper, Virginia - Town Manager - 2000
*Daly City, California - Assistant City Manager - 1995
Danville, Virginia - City Manager - 1999
Davie, Florida - Town Administrator - 1999
Dayton, Ohio - City Manager - 2006
Daytona Beach, Florida - City Manager - 2002
Decatur, Illinois - City Manager - 1987
Deerfield Beach, Florida - City Manager - 1989
DeKalb, Illinois - City Manager - 1998
Delaware, Ohio - City Manager - 1998
Delray Beach, Florida - City Manager - 1986
Del Rio, Texas - City Manager (Limited scope search) - 1995
Derby, Kansas - City Manager - 2001
Dothan, Alabama - City Manager - 2002
Downer's Grove, Illinois - Village Manager - 2005
Durham, North Carolina - City Manager - 2004
East Point, Georgia - City Manager - 1996
East Point, Georgia - City Manager - 1999
Eau Claire, Wisconsin - City Manager - 2006
Elkhart, Kansas - City Administrator (Limited scope search) - 2000
Eloy, Arizona - City Manager - 2000
EI Paso, Texas - City Manager 2004
El Reno, Oklahoma - City Manager - 2006
Enid, Oklahoma - City Manager - 1997
*Encinitas, California - City Manager - 1999
Eugene, Oregon - Assistant City Manager (Technology Agent) - 1973
Evanston, Illinois - Assistant City Manager (Technology Agent) - 1973
Evanston, Illinois - City Manager - 1996
Fairmont, Minnesota - City Administrator - 1988
Federal Heights, Colorado - City Manager - 2004
Federal Way, Washington - City Manager - 1999
Flint, Michigan - City Administrator - 200 I
Florence, South Carolina - City Manager - 1996
Fort Lauderdale, Florida - City Manager - 1998
Fort Smith, Arkansas - City Administrator - 2006
Fountain Hills, Arizona - Town Manager - 2002
37
-"._-'~-"'~'---"-'. .- -_._._.-....~~-_.._-,.-
Frankfort, Kentucky - City Manager - 2003
Franklin Village, Michigan - Village Administrator - 1998
Gainesville, Florida - City Manager - 1995
Gainesville, Florida - City Manager - 2005
Galesburg, Illinois - City Manager - 2006
Glen Ellyn, lllinois - Village Manager - 2006
Glencoe, Illinois - Village Manager - 2000
Glendale, Arizona - Deputy City Manager (2 Positions) - 2004
Glenview, Illinois - Village Manager - 2004
Goldsboro, North Carolina - City Manager - 2004
Grand Ledge, Michigan - City Administrator - 1999
Granville, Ohio - Village Manager - 2005
Greeley, Colorado - Deputy City Manager - 2006
Green Cove Springs, Florida - City Manager (Limited scope search) - 1997
*Greenfield, California - City Manager - 1998
Greensboro, North Carolina - Assistant City Manager (Limited scope search) - 1996
Gulfj:>ort, Florida - City Manager - 2003
Gultport, Florida - City Manager - 1989
Hampton, Virginia - Assistant City Manager (Technology Agent) - 1973
Hampton, Virginia - City Manager - 1984
* Healdsburg, California - City Manager - 1995
Highland Park, Michigan - Interim City Manager - 2002-2003
High Point, North Carolina - Assistant City Manager (Technology Agent) - 1973
Howell, Michigan - Deputy City Manager for Financial Services - 2004
Huber Heights, Ohio - City Manager - 2000
Hudson, Ohio - City Manager - 1997
Independence, Missouri - Assistant City Manager (Technology Agent) - 1973
Indian Rocks Beach, Florida - City Manager (Limited scope search) - 1997
Indian Rocks Beach, Florida - Interim City Manager (Assist) - 2005
Jackson, Michigan - City Manager - 1996
Jackson, Michigan - City Manager - 2004
Jacksonville, North Carolina - City Manager - 2005
Jacksonville, North Carolina - City Manager - 1998
Jersey City, New Jersey - Assistant Business Manager (Technology Agent) - 1973
Johnson City, Tennessee - City Manager - 2005
Joplin, Missouri - City Manager - 2004
Kent, Ohio - City Manager - 2005
Kent, Ohio - City Manager - 1997
Kettering, Ohio - Assistant City Manager (Technology Agent) - 1973
Kingsport, Tennessee - City Manager -1999
Lakeland, Florida - City Manager - 2003
Lakeland, Florida - Assistant to the City Manager - 2004
*Lakeport, California - City Manager - 200 I
Laurinburg, North Carolina - City Manager - 1999
Lapeer, Michigan - City Manager - 2002
League City, Texas - City Administrator - 2004
*Livermore, California - City Manager - 2000
*Livermore, California - Assistant City Manager - 200 I
Longboat Key, Florida - Town Manager - 1993
Longboat Key, Florida - Town Manager - 1997
Longboat Key, Florida - Assistant Town Manager - 1996
*Los Altos, California - City Manager - 1998
38
Los Angeles, California - Chief Legislative Analyst - 2005
Louisville, Ohio - City Manager - 200 I
Lower Merion Township, Pennsylvania - Assistant Township Manager (Technology Agent) - 1973
Manistee, Michigan - City Manager - 200 I
Martinsville, Virginia - City Manager - 2004
Mason, Ohio - City Manager - 2006
Matthews, North Carolina - Town Manager - 2002
McKinney, Texas - Assistant City Manager - 2006
Melbourne, Florida - City Manager - 2002
Middletown, Ohio - City Manager - 1984
Middletown, Pennsylvania - Borough Manager - 200 I
*Mill Valley, California - City Manager - 1999
Minneapolis, Minnesota - Assistant City Coordinator (Technology Agent) - 1973
Minnetonka, Minnesota - City Manager - 2000
Minster, Ohio - Village Administrator - 1986
Monroe, Michigan - City Manager - 1992
Montgomery, Illinois - Village Manager - 2000
*Morgan Hill, California - City Manager - 1996
Mound, Minnesota - City Manager - 2000
Naples, Florida - City Manager - 2003
Negaunee, Michigan - City Manager - 2004
Newport News, Virginia - City Manager - 2005
Norfolk, Virginia - City Manager - 1999
North Miami, Florida - City Manager - 2002
Northglenn, Colorado - City Manager - 200 I
Northville Township, Michigan - Township Administrator - 1999
North Myrtle Beach, South Carolina - City Manager - 2003
North Myrtle Beach, South Carolina - City Manager - 1997
North Port, Florida - Assistant City Manager (Limited scope search) - 2003
North Port, Florida - Assistant City Manager (Limited scope search) - 2002
*Novato, California - Assistant City Manager - 2002
Oak Ridge, Tennessee - City Manager - 2003 -
Oklahoma City, Oklahoma - Assistant City Manager (Technology Agent) - 1973
Oklahoma City, Oklahoma - City Manager - 1986
Orlando, Florida - Chief Administrative Officer - 2005
*Oxnard, California - City Manager - 1997
Parker, Colorado - Town Administrator - 2005
Pasadena, California - Assistant City Manager (Technology Agent) - 1973
Payson, Arizona - Town Manager - 2002
*Petaluma, California - City Manager - 1996
Phoenix, Arizona - City Manager - 1989
Piqua, Ohio - City Manager - 2005
Plainview, Texas - City Manager - 2003
Ponce Inlet, Florida - Town Manager - 200 I
Port Huron, Michigan - City Manager - 1997
Portsmouth, Virginia - City Manager - 2000
Pueblo, Colorado - Assistant City Manager (Technology Agent) - 1973
Punta Gorda, Florida - City Manager - 1995
Punta Gorda, Florida - City Manager - 1998
Punta Gorda, Florida - City Manager - 2004
Raleigh, North Carolina - Assistant to the City Manager - 1971
Raleigh, North Carolina - City Manager - 2000
39
,.________."..__.,,_.,_~_~.~~._..M_.__.._._.._.."....___._..^"_....._____..--~' . _ _.,.._._._~-~_.---...
Reading, Pennsylvania - Managing Director - 2003
* Reno, Nevada. City Manager 1995
Richland, Washington - City Manager - 1998
Richland, Washington - City Manager (Limited scope search) - 2000
Richmond, Michigan - City Manager - 1998
Rio Rancho, New Mexico - City Administrator - 2003
Roanoke, Virginia - City Manager - 1999
Rock Hill, South Carolina - City Manager - 200 I
Rock Hill, South Carolina - City Manager - 1993
Rockville, Maryland - City Manager - 1998
Sandy Springs, Georgia - City Manager - 2005
St. Pete Beach, Florida - City Manager - 200 I
St. Petersburg, Florida - Assistant City Manager (Technology Agent) - 1973
St. Petersburg, Florida - Deputy City Manager Public Works - 1988
San Diego, California - Deputy City Manager - 1988
* San Diego, California - Assistant City Manager - 2000
San Jose, California - Assistant City Manager (Technology Agent) - 1973
* San Rafael, California - City Manager - 1996
* Santa Rosa, California - City Manager - 2000
Sarasota, Florida - City Manager - 1986
* Saratoga, California - City Manager - 1997
Saratoga, California - City Manager - 2000
Savannah, Georgia - City Manager - 1994
Sioux City, Iowa - Assistant City Manager (Technology Agent) - 1973
* Solana Beach, California - City Manager - 2002
South Brunswick Township, New Jersey - Township Administrator - 1987
South Haven, Michigan - City Manager - 1999
Southlake, Texas - Assistant City Manager - 2005
South Miami, Florida - City Manager - 2003
Southfield, Michigan - City Administrator - 1999
Sparks, Nevada - City Manager - 1989
Spartanburg, South Carolina - City Manager - 1984
Spartanburg, South Carolina - City Manager - 1995
Spartan burg, South Carolina - City Manager - 200 I
Suffolk, Virginia - City Manager - 2002
Sun'n Lake Sebring Improvement District, Florida - General Manager - 2004
Sun'n Lake Sebring Improvement District, Florida - General Manager - 2002
Sunrise, Florida - City Manager - 1989
Swartz Creek, Michigan - City Manager - 2000
Takoma Park, Maryland - City Manager - 2004
Talladega, Alabama - City Manager - 2003
Tallahassee, Florida - City Manager - 1994
Temple, Texas, City Manager - 2004
*The Sea Ranch - Community Manager - 2002
*Tiburon, California - City Manager - 2000
Tifton, Georgia - City Manager - 1996
Topeka, Kansas - Assistant to the Mayor (Technology Agent) - 1973
Topeka, Kansas - Chief Administrative Officer - 2002
*Tracy, California - Deputy City Manager - 1999
Traverse City, Michigan - City Manager - 1987
Treasure Island, Florida - City Manager - 2004
Treasure Island, Florida - City Manager - 1996
40
Tucson, Arizona - City Manager - 2004
Tucson, Arizona - Assistant City Manager (Technology Agent) - 1973
*Union City, California - City Manager - 1995
University City, Missouri - City Manager - 2005
Vero Beach, Florida - City Manager - 2004
Virginia Beach, Virginia - City Manager - 1991
Virginia Beach, Virginia - Deputy City Manager - 1987
West Hartford, Connecticut - Assistant City Manager (Technology Agent) - 1973
Westminster, Colorado - City Manager - 2000
Westminster, Maryland - City Administrator - 2006
West Palm Beach, Florida - City Manager - 1988
White House, Tennessee - City Administrator - 2005
Wichita Falls, Texas - City Manager - 2005
Wilmington, North Carolina - City Manager - 2002
Wilmington, North Carolina - Deputy City Manager - 2003
Wilson, North Carolina - City Manager - 2004
Winter Haven, Florida - City Manager - 1986
Winter Haven, Florida - City Manager - 2001
Worcester, Massachusetts - Assistant City Manager (Technology Agent) - 1973
Worcester, Massachusetts - City Manager - 1993
Worthington, Minnesota - City Manager - 1988
Wylie, Texas - City Manager - 2004
York, Pennsylvania - Business Administrator & Assistant Solicitor - 2000
County Manal!ers/Administrators
Alachua County, Florida - County Manager - 1999
Alachua County, Florida - County Manager - 1984
Arapahoe County, Colorado - County Administrator - 1999
Athens/Clarke County Unified Government, Georgia - Manager - 1995
Athens/Clarke County Unifie~ Government, Georgia - Manager - 2001
Beaufort County, South Carolina - County Administrator - 1992
Broward County, Florida - Assistant to the County Administrator for Affordable Housing - 2004
Charleston County, South Carolina - County Administrator - 2006
Charleston County, South Carolina - County Administrator - 1998
Charlotte County, Florida - County Administrator - 2002
Charlotte County, Florida - County Administrator - 1995
Chesterfield County, Virginia - County Administrator - 1983
Clarke County, Georgia - County Administrator - 1984
Collier County, Florida - COUI'lty Administrator (Limited scope search) - 2000
DeSoto County, Florida - County Administrator - 2005
Fairfax County, Virginia - County Executive - 1980
Grady County, Georgia - County Administrator (Limited scope search) - 1999
Gwinnett County, Georgia - County Manager - 1987
Gwinnett County, Georgia - Executive Assistant to the Board - 1985
Hamilton County, Ohio - County Administrator - 2005
Henrico County, Virginia - Assistant County Manager (Technology Agent) - 1973
Henry County, Georgia - County Administrator - 1984
Hernando County, Florida - County Administrator - 2000
Hillsborough County, Florida - County Administrator - 1986
Hillsborough County, Florida - Deputy County Administrator - 2004
Hillsborough County, Florida - Assistant County Administrator for Human Services - 2004
41
'--'-----~----.._--^'~-_.-.--'"---,.-.---.-.~-"-..-~"-.<..-". r
Incorporated County of Los Alamos, New Mexico - County Administrator - 1998
Indian River County, Florida - County Administrator - 1987
Jefferson Parish, Louisiana - Assistant to the Parish President (Technology Agent) - 1973
Johnson County, Kansas - County Administrator - 1998
Lee County, Virginia - County Administrator - 199 I
Leon County, Florida - County Administrator - 1989
Leon County, Florida - Assistant County Administrator - 1989
Los Alamos County, New Mexico - County Administrator - 2003
Los Alamos County, New Mexico - County Administrator - 1999
Lowndes County, Georgia - County Manager - 200 I
Manatee County, Florida - County Administrator - 1984
Manatee County, Florida - County Administrator - 1993
Nashville/Davidson County, Tennessee - Assistant to the Mayor (Technology Agent) - 1973
Northampton County, Virginia - County Administrator - 1999
*Nye County, Nevada - County Manager - 1998
Orange County, North Carolina - County Manager - 2006
Orange County, North Carolina - County Manager - 1987
Osceola County, Florida - County Administrator - 2003
Palm Beach County, Florida - County Administrator - 1985
Polk County, Florida - County Administrator - 1989
Prince William County, Virginia - County Executive - 1990
Ramsey County, Minnesota - County Manager - 1999
Richland County, South Carolina - County Administrator - 2006
St. Louis County, Minnesota - County Administrator - 1987
Santa Rosa County, Florida - County Administrator - 1988
Spartanburg County, South Carolina - County Administrator - 1999
Stafford County, Virginia - County Administrator - 2002
Summit County, Colorado - County Manager - 2001
Sumter County, Florida - County Administrator - 2005
Union County, North Carolina - County Manager - 2001
V olusia County, Florida - County Manager - 1995
Wise County, Virginia - County Administrator - 2001
Airports
Bangor International Airport, Maine - Airport Director - 2001
Dayton, Ohio - Aviation Director - 2005
Lubbock, Texas - Airport Director - 2003
Rhode Island Airport Corporation - Senior Vice President for Planning, Engineering and Environmental- 2006
San Antonio, Texas - Aviation Director - 2005
Virginia Peninsula Airport Commission - Executive Director - 1983
Attornevs/Le~al
Ann Arbor, Michigan - City Attorney (Limited scope search) - 1995
* Benecia, California - City Attorney - 1996
Boulder, Colorado - City Attorney - 2003
Broomfield City and County, Colorado - City Attorney - 2004
*Carlsbad, California - Deputy City Attorney - 2001
Cuyahoga Metropolitan Housing Authority - General Counsel (Limited scope search) - 1998
Cuyahoga Metropolitan Housing Authority - Labor/Management Attorney (Limited scope search) - 1998
*Danville, California - Town Attorney - 1995
42
" ,._...._.,_,.,__._.,_._._....__._._'_.~_..."__~_AA_._'
Glendale, Arizona - City Attorney (Limited scope search) - 2000
Glendale, Arizona - City Attorney - 2004
* Livermore, California - City Attorney - 2000
Livermore, California - Assistant City Attorney - 200 I
Livermore, California - Deputy City Attorney - 2000
Monroe, North Carolina - City Attorney - 200 I
Newport News, Virginia - City Attorney - 1995
* Simi Valley, California - City Attorney - 1997
Thornton, Colorado - City Attorney - 1987
Thornton, Colorado - City Attorney - 1990
Tucson, Arizona - City Attorney - 2004
*Vacaville, California - City Attorney - 2001
Virginia Beach, Virginia - City Attorney - 1989
York, Pennsylvania - Business Administrator & Assistant Solicitor - 2000
Board of Directors
Board of Advisors, Georgia Tech Research Institute, Three Members
Boards of Directors, two management consulting firms, All Members
Budl:et/Finance
Angel Fire, New Mexico - Director of Finance (Limited scope search) - 2003
Arlington County, Virginia - Director of Management and Finance - 1999
Brazos River Authority - Finance Director (Limited scope search) - 1999
Charlottesville, Virginia - Finance Director (Limited scope search) - 1988
DeKalb County, Georgia - Finance Director - 1995
District of Columbia Government - Chief Financial Officer - 1999
District of Columbia Government - Inspector General- 1999
Eloy, Arizona - Finance Director - 2000
Fayetteville, Arkansas - Finance Director - 2006
Flint, Michigan - Finance Director - 2001
Glastonbury, Connecticut - Controller (Limited scope search) - 2002
Grand Ledge, Michigan - Finance Director/Treasurer - 1999
Hanover Park, Illinois - Finance Director - 1998
Hanover Park, Illinois - Finance Director - 2002
Hartford, Connecticut - Finance Director -200 I
Hillsborough Area Regional Transit, Florida - Chief Financial Officer - 2005
Homestead, Florida - Finance Director - 1997
Indian Rocks Beach, Florida - Treasurer\Finance Director (Limited scope search) - 1995
* Lake Arrowhead Community Services District - FD. - Finance Director/District Engineer - 2000
Londoun County, Virginia - Director of Management and Financial Services - 2004
Lowndes County, Georgia - Director of Administrative Services - 1996
Montgomery County, Maryland - Director, Office of Management and Budget - 2002
Montgomery Village, Illinois - Finance Director - 200 I
*Morgan Hill, California - Budget Analyst - 1999
Norfolk, Virginia - Finance Director - 1995
Norfolk, Virginia - Assistant Finance Director - 1997
Northglenn, Colorado - Finance Director - 2002
Orlando, Florida - Chief Financial Officer - 2005
Orlando, Florida - Deputy Director of Management, Budget and Accounting - 2004
Orlando, Florida - Budget Director - 2003
43
Palm Beach County, Florida - Director of Financial Management and Budget - 1986
Palm Beach County, Florida - Assistant Director of Financial Management and Budget for Budget - 1986
Palm Beach County, Florida - Assistant Director of Financial Management and Budget for Financial Analysis - 1986
* Pleasanton, California - Revenue Manager - 200 I
Port Huron, Michigan - Finance Director - 1996
Portsmouth, Virginia - Finance Director - 1997
Portsmouth, Virginia - Finance Director (Limited scope search) - 1999
Prince George's County, Maryland - Budget Director - 2003
*Reno, Nevada - Assistant Finance Director - 2002
Roanoke, Virginia - Manager of Accounting Services - 2004
Rochester Hills, Michigan - Treasurer - 1996
* San Bruno, California - Finance Director - 1999
Severn Trent Management Services Group, Florida - Director of Fiscal Services - 2005
Tucson, Arizona - Director of Budget and Research - 2004
Virginia Beach, Virginia - Chief Financial Officer - 2000
Buildinl!:
Camden, New Jersey - Director of Code Enforcement - 2001
Glastonbury, Connecticut - Director oflnfrastructure and Building Services - 2001
Norfolk, Virginia - Director of City Planning and Codes Administration - 1996
Palm Beach County, Florida - Director of Planning, Building and Zoning - 1988
Sarasota County, Florida - Chief Building Officer - 1988
Tempe, Arizona - Development Services Director - 1996
Yuma, Arizona - Development Engineering Manager - 2000
Yuma, Arizona - Development Engineer - 2000
City Clerk
Bellaire, Texas - City Clerk (Limited scope search) - 1997
Bloomfield Hills, Michigan - City Clerk - 200 I
Raleigh, North Carolina - City Clerk - 1972
Communications
Boulder, Colorado - Communications Center Manager - 2004
Champaign, Illinois - METCAD Director - 2004
Charlottesville, Virginia - Communications Director (Limited scope search) - 1999
Cuyahoga Metropolitan Housing Authority - Director of Communications (Limited scope search) - 1998
Denver, Colorado - South Metro Fire & Rescue Communication Center Director - 2006
Gainesville Regional Utilities (Florida) - GRU Communications Director - 1999
*Humboldt County, California - Communications Manager - 1995
Raleigh, North Carolina - Public Information Officer - 1972
Raleigh, North Carolina - Emergency Communications Director - 1972
Rochester, New York - Director of Communications - 1999
San Antonio Water System, Texas - Vice President for Communications - 2005
Spartanburg County, South Carolina - Communications Director - 1997
Thornton, Colorado - Public Information Officer - 1989
Trumbull County, Ohio - 911 Director - 2005
West Des Moines, Iowa - Manager, Westcom - 2003
Yuma, Arizona - Assistant Director ofITS/Telecommunications - 1999
44
r----------.-.
Community Relations
Raleigh, North Carolina - Community Relations Director - 197]
Condominium Associations
Maisons-Sur-Mer Condominium Association, Inc., Myrtle Beach, South Carolina - Manager - 2005
Conservation Districts
Des Moines, Iowa - Director, Polk County Conservation Commission - 2004
Conventionrrourism/Soorts Complexes
Galena/Jo Daviess County, Illinois - Executive Director of Convention & Visitors Bureau - 2001
Lakeland, Florida - Lakeland Center Director - 2004
Orlando, Florida - Centroplex Director - 2004
Vail, Colorado - Vail Valley Chamber & Tourism Bureau President/CEO - 2005
Cultural Services
Hillsborough County, Florida - Director, Division of Cultural Services - 1988
Jackson, Michigan - Executive Director, Michigan Theater, Inc. - ] 998
Jackson County Community Foundation, Michigan - President/CEO - 2002
Virginia Air and Space Center and Hampton Roads History Center - Executive Director - 1993
Economic DeveIooment
Adams County Economic Development, Colorado - President/CEO - 2001
Allegany County, Maryland - Economic Development Director - 2000
Allegany County, Maryland - Economic Development Assistant Director - 2005
Arvada Economic Development Alliance - Executive Director - 1998
Arvada Urban Renewal Authority - Executive Director - ] 998
Avondale, Arizona - Economic Development Director - 2001
Bangor, Maine - Economic & Business Development Director - 2001
Big Sky Economic Development Authority, Billings, Montana - Executive Director - 2002
Camden, New Jersey - Director of Economic Development - 200 I
Charlotte, North Carolina - Director of Neighborhood Development (Limited scope search) - 1996
Charlottesville, Virginia - Economic Development Director - 1998
Chesapeake Redevelopment & Housing Authority - Executive Director - ] 998
Clermont County Economic Development Corporation, Battavia, Ohio - Economic Development Director - 2004
Coliseum Central Business Improvement District, Hampton, Virginia - Executive Director - 200]
College Station, Texas - Director of Planning & Development Services - 2006
Columbia, South Carolina - Executive Director, Columbia Development Corporation - 1989
Community Redevelopment Agency of Delray Beach, Florida - Executive Director - 2000
Daytona Beach, Florida - Development Services Director - 2005
Enid/Garfield County Development Alliance, Inc., Oklahoma - Executive Director - 1998
Fort Lauderdale, Florida - Director of Economic Development (Limited scope search) - 2000
Ft. Lauderdale, Florida - Director of Planning & Development - ] 987
Ft. Lauderdale, Florida - Director of Planning & Economic Development - 1998
Ft. Lauderdale, Florida - Community Redevelopment Authority - Executive Director (Limited scope search) - ] 999
Grand Ledge, Michigan - Director of Community Development - 1999
45
*Greater Antelope Valley Economic Alliance - Executive Director - 1998
Hanover Park, Illinois - Community Development Director - 2002
*Henderson, Nevada - Economic Development Manager - 1998
Henry County, Virginia - Director, Office of Commerce - 200 I
Homebuilders Association of Greater Spartanburg, South Carolina - Executive Director - 1998
Homestead, Florida - Executive Director, Community Redevelopment Association -1997
Jackson, Michigan - Economic Development Director! Assistant City Manager - 1996
Jackson, Michigan - President, The Enterprise Group - 1997
Largo, Florida - Assistant Director of Community Development - 2003
* Livermore, California - Economic Development Manager - 200 I
Los Alamos County, New Mexico - Community Development Director (Limited scope search) -2003
Melbourne, Florida - Economic Development Director (Limited scope search) - 2003
Mesquite, Texas - Director of Development Services (Limited scope search) - 2003
Millinocket Area Growth and Investment Council, Maine - Executive Director (Limited scope search) - 200 I
Norfolk, Virginia - Director of Development - 1996
Norfolk Redevelopment and Housing Authority - Executive Director - 2001
Norfolk Redevelopment and Housing Authority - Deputy Executive Director - 2000
*Novato, California - Redevelopment Administrator - 2000
Orange Beach, Alabama - Director of Community Development - 2002
Partnership for Greater Greenwood County, South Carolina - Chief Executive Officer - 2003
Peninsula Economic Development Alliance, Virginia - President/CEO - 1998
Pensacola-Escambia Development Commission, Florida - Executive Director - 1980
Pensacola, Florida - Downtown Redevelopment Director - 1981
Portsmouth, Virginia Redevelopment and Housing Authority - Executive Director - 1985
Punta Gorda, Florida - Community Redevelopment Agency - Executive Director - 1995
Punta Gorda, Florida - Community Redevelopment Agency - Executive Director - 1988
Raleigh, North Carolina Civic Center Authority - Executive Director - 1973
Regional Redevelopment and Housing Authority for Hampton and Newport News, Virginia - Executive Director - 1985
*Reno, Nevada - Economic Development Manager - 2000
*Reno, Nevada - Redevelopment Administrator - 1998
*Reno, Nevada - Redevelopment Administ~ator - 2000
Rio Rancho, New Mexico - Director of City Development - 2003
*San Luis Obispo, California - Economic Development Manager - 1996
*San Mateo, California - Economic Development Manager - 1995
Sault Saint Marie, Michigan - Downtown Development Director - 2002
Tempe, Arizona - Development Services Director - 1996
Tri-City Industrial Development Council, Washington - President/CEO - 1998
Virginia Peninsula Airport Commission - Executive Director - 1983
Virginia Peninsula Economic Development Council, Inc. - Executive Director - 1983
Wayne County Economic Development Commission, North Carolina - President/Chief Operating Officer - 2000
West Palm Beach Downtown Development Authority - Executive Director - 1987
General Services
*Camarillo, California - Director of Administration - 1998
Los Angeles, California - General Manager, General Services Department - 2000
Lowndes County, Georgia - Director of Administrative Services - 1996
*Pleasanton, California - Support Services Superintendent - 1998
*Pleasanton, California - Support Services Superintendent - 2000
*San Rafael, California - Director of Administrative Services - 1996
Sarasota County, Florida - Central Services Director - 1988
Tucson, Arizona - Director of General Services - 2004
46
Health Care
Cincinnati Board of Health, Ohio - Health Commissioner - 2005
*Coachella Valley Mosquito & Vector Control District - General Manager - 1998
State of Delaware - Director, Division for the Visually Impaired - 1996
Palm Beach County Health Care District, Florida - Administrator - 1988
Riverside Community Hospital- Administrator - 1980
San Antonio, Texas - Assistant Public Health Director - 2006
*Washoe County, Nevada, District Health Department - Health Officer - 1999
Housine and Housinl! Authorities
Arvada Urban Renewal Authority - Executive Director - 1998
Chattanooga Housing Authority - Executive Director - 200 I
Charlotte, North Carolina - Director of Neighborhood Development (Limited scope search) - 1966
Charlottesville Redevelopment and Housing Authority (Virginia) - Executive Director (Limited scope search) - 1999
Chesapeake Redevelopment & Housing Authority - Executive Director - 1998
Cuyahoga Metropolitan Housing Authority - Vice President, Administrative Services - 1998
Cuyahoga Metropolitan Housing Authority - Vice President, Customer Service Administration - 1998
Cuyahoga Metropolitan Housing Authority - Vice President of Neighborhood and Housing Development - 1998
Cuyahoga Metropolitan Housing Authority - Director of Section 8 - 1998
Cuyahoga Metropolitan Housing Authority - General Counsel (Limited scope search) - 1998
Cuyahoga Metropolitan Housing Authority - Labor/Management Attorney (Limited scope search) - 1998
Cuyahoga Metropolitan Housing Authority - Director of Communications (Limited scope search) - 1998
Dallas, Texas - Director of Housing - 1994
Decatur Housing Authority, Illinois - Executive Director - 2002
Kansas City, Missouri - Housing Administrator - 2004
Ithaca Housing Authority, New York - Executive Director - 1993
Kansas City, Missouri - Housing Administrator - 2004
*Morgan Hill, California - Director of Business Assistance & Housing Services - 1997
Norfolk Redevelopment & Housing Authority, Virginia - Deputy Executive Director - 2000
Norfolk Redevelopment & Housing Authority, Virginia - Executive Director - 200 I
Portsmouth, Virginia, Redevelopment and Housing Authority - Executive Director -1985
Regional Redevelopment and Housing Authority for Hampton and Newport News, Virginia - Executive Director - 1985
Richmond Redevelopment and Housing Authority - Director of Housing Operations - 2000
Spartanburg, South Carolina - Housing Authority - Executive Director - 1992
Spartanburg, South Carolina - Housing Authority - Executive Director - 200 I
Spartanburg, South Carolina - Housing Authority - Deputy Executive Director - 1994
Spartanburg, South Carolina - Housing Authority - Deputy Executive Director - 1995
Spartanburg, South Carolina - Housing Authority - Deputy Executive Director - 2000
Spartanburg, South Carolina - Housing Authority - Director of Maintenance - 1994
Topeka, Kansas- Director of Housing & Neighborhood Development - 2002
Human Resources
* Alameda County, California - Assistant General Manager, Diversity Programs - 1995
Brazos River Authority, Texas - Director of Human Resources - 2000
*Commerce, California - Human Resource Director - 1998
* Contra Costa County, California - Personnel Officer - Health Services Department - 1998
Decatur, Georgia - Personnel Administrator - 2002
E1 Paso, Texas - Human Resources Director - 2005
*Foster City, California - Human Resource Director - 200 I
47
._.,..,,.-__.,_._._.,~....,...- ~"'-'-''''''--r------'~_A
Glendale, Arizona - Human Resources Director - 2004
*Henderson, Nevada - Human Resource Director - 1997
Homestead, Florida - Director of Human Resources - 1997
Howell, Michigan - Human Resources Director - 2004
Huber Heights, Ohio - Human Resources Manager - 2002
Kansas City, Missouri - Human Relations Administrator
Los Alamos National Laboratory - Human Resource Positions - 2003
Los Alamos, New Mexico - Human Resources Manager - 2003
* Mendocino County, California - Personnel Director -1998
Midland, Michigan - Director ofPersonnellLabor Relations - 1996
Norfolk, Virginia - Director of Human Resources - 1997
Norfolk, Virginia - Director of Human Resources - 1988
North Port, Florida - Human Resources Manager (Limited scope search) - 2002
*Pasadena, California - Human Resource Director - 2000
*Pasadena, California - Sr. Human Resources Analyst - Pay and Classification - 1995
*Pleasanton, California - Human Resource Director - 2000
* Pleasanton', California - Personnel Analyst I - 1997
Portsmouth, Virginia - Human Resources Director - 1998
Raleigh, North Carolina - Personnel Director - 1972
* Reno, Nevada - Sr. Management Analyst - 1999
*Reno, Nevada - Sr. Management Analyst - 1995
Sarasota, Florida - Human Resources Director - 2002
Sarasota, Florida - Director of Human Resources - 1986
Spartanburg, South Carolina Commission of Public Works/Sanitary Sewer District -Personnel Director - 1987
*Tracy, California - Human Resource Director - 2001
Tucson, Arizona - Human Resources Director - 2005
Virginia Beach, Virginia - Director of Human Resources - 1987
Human Services
Atlanta/Fulton Comn~unity Action Authority, Georgia - Executive Director - 1991
Children's Board of Hills borough County, Florida - Executive Director - 1989
Children's Services Council of Palm Beach County, Florida - Executive Director - 1987
Contra Costa County, California - Personnel Officer, Health Services Department
State of Delaware - Director, Division for the Visually Impaired - 1996
State of South Carolina - Director, Division of Health and Human Services - 1989
Washoe County, Nevada - Health Officer, Nevada District Health Department
Information Systems
* Alameda County, California - Cable TV Analyst - 1995
California Polytechnic State University, San Luis Obispo - Information Systems Assistant Professors (2) - 1988
Centers for Disease Control Federal Credit Union - Vice President for MIS - 1990
Charleston County, South Carolina - ChiefInformation Officer - 2000
Chesapeake, Virginia - Director ofInformation Technology - 2000
Columbia, South Carolina - Director ofInformation Technology - 2000
Fort Lauderdale, Florida - Director of Computer Applications - 1987
Garland, Texas - ChiefInformation Officer - 2006
Genesee County Road Commission, Flint, Michigan - Data Systems Manager - 2001
Jacksonville, Florida - Chief, Information Technology - 1999
Lakeland, Florida - Information Technology Director - 2004
North Port, Florida -Information Technology Manager (Limited scope search) - 2002
48
*Pleasanton, California - Information Services Manager - 1999
Sarasota County, Florida - Director of Management Information Systems - 1987
Sunrise, Florida - Management Information Services Director - 2000
Tucson, Arizona - ChiefInformation Officer - 2005
Yuma, Arizona - Assistant Director ofITS/Business Applications - 2000
Yuma, Arizona - Assistant Director ofITS/Telecommunications - 2000
Library Director
Calcasieu Parish Library System, Louisiana - Library Director - 2002
*Pleasanton, California - Library Director - 2002
*Pleasanton, California - Library Services Manager - 1999
Ramsey County Public Library, Minnesota - Director (Limited scope search) - 2000
*Redwood City, California - Library Director - 1997
Spartanburg County Public Library, South Carolina - County Librarian - 1999
Manpower
Raleigh, North Carolina - Manpower Program Coordinator - 1971
Municipal Lea~ues
Michigan Municipal League, Ann Arbor, Michigan - Executive Director - 2004
Colorado Municipal League, Denver, Colorado - Business Manager - 2005
Non-Profit A~encies
United Way of Benton and Franklin Counties, Washington - President and Chief Executive Officer - 2000
Parkin!!:
*West Hollywood, California - Parking Manager - 2002
Parks & Recreation
Charleston County Park & Recreation Commission, South Carolina - Executive Director - 2000
Des Moines, Iowa - Director, Polk County Conservation Commission - 2004 ..
Edmond, Oklahoma - Parks and Recreation Director (Limited scope search) - 2003
Ft. Lauderdale, Florida - Director of Parks and Recreation - 2000
Great Falls, Montana - Parks and Recreation Director - 2005
* Henderson, Nevada - Parks and Recreation Director - 2002
Hillsborough County, Florida - Director of Parks, Recreation and Conservation - 2005
McKinney, Texas - Parks and Recreation Director - 2006
Polk County Conservation Commission, Iowa - Director - 2004
*Reno, Nevada - Parks and Recreation Director - 1999
*San Carlos, California - Parks and Recreation Director - 2000
*San Diego, California - Parks and Recreation Director - 2000
*Tracy, California - Parks and Recreation Director - 2000
Plannin!!:/Communitv Development
A vondale, Arizona - Development Services Director - 2002
49
-~----".".~
Camden, New Jersey - Director of Planning and Community Development - 200 I
*Carlsbad, California - Community Development Director - 200 I
Charlotte, North Carolina - Director of Neighborhood Development (Limited scope search) - 1996
Charlottesville, Virginia - Neighborhood Services Director - 1999
Chatham County-Savannah Metropolitan Planning Commission, Georgia - Executive Director - 2003
Chesapeake, Virginia - Planning Director - 1986
Clearwater, Florida - Planning Director - 1977
Clearwater, Florida - Director of Development Services (Limited scope search) - 1998
*Cloverdale, California - Community Development Director - 2001
College Station, Texas - Director of Planning and Development Services - 2006
Community Redevelopment Agency of Del ray Beach, Florida - Executive Director - 2000
Daytona Beach, Florida - Development Services Director - 2005
Ft. Lauderdale, Florida - Director of Planning & Development - 1987
Ft. Lauderdale, Florida - Director of Planning & Economic Development - 1998
. Gaithersburg, Maryland - Planning Director - 2006
Grand Ledge, Michigan - Director of Community Development - 1999
Hanover Park, Illinois - Community Development Director - 2002
HiIlsborough County, Florida City-County Planning Commission - Executive Director - 1986
. Homestead, Florida - Executive Director, Community Redevelopment Association - 1997
Huber Heights, Ohio - Planning and Community Development Director - 2004
* Irvine, California - Community Development Director - 1997
Jacksonville, Florida - Chief of Comprehensive Planning - 1999
Kansas City, Missouri - Director of City Planning and Development - 2006
. Kansas City, Missouri - Director of City Planning and Development - 2004
Largo, Florida - Assistant Director of Community Development - 2003
*Livermore, California - Planning Manager - 2000
. Los Alamos, New Mexico - Community Development Director (Limited scope search) - 2003
*Los Gatos, California - Community Development Director - 1999
Melbourne, Florida - Director of Planning (Limited scope search) - 2003
Mesquite, Texas - Director of Development Services (Limited scope search) - 2003
Norfolk, Virginia - Director of City Planning and Codes Administration - 1996
Palm Beach County, Florida - Director of Planning, Building and Zoning - 1988
Peninsula Transportation District Commission (V irginia) - Director of Planning - 1999
Polk County, Florida - Land Development Engineer - 2006
Prince William County, Virginia - Planning Director (Limited scope search) - 2002
.. Orange Beach, Alabama - Director of Community Development - 2002
Rio Rancho, New Mexico - Director of City Development - 2003
*San Carlos, California - Community Development Director - 2002
*San Mateo, California - Community Development Director - 2002
. Scottsdale, Arizona - Planning Systems General Manager - 2000
Taos, New Mexico - Planning and Zoning Director (Limited scope search) - 2000
Tempe, Arizona - Director of Development Services - 1996
Toledo-Lucas County Plan Commissions, Ohio - Deputy Executive Director-Long Range Planning - 200 I
Topeka-Shawnee County, Kansas - Director of Topeka-Shawnee County Metropolitan Planning Department - 2002
*Tracy, California - Planning Manager - 200 I
Yuma, Arizona - Development Engineering Manager - 1999
Yuma, Arizona - Development Engineer - 1999
Protected Classes
Alachua County, Florida - County Administrator - 1984
Alexandria, Virginia - Director of Real Estate Appraisals - 1993
50
- -. -r------....
Ann Arbor, Michigan - City Attorney (Limited scope search) - 1995
Arlington County, Virginia - Director of Management & Finance - 1999
Aspen, Colorado - City Manager - 1989
Atlanta/Fulton Community Action Authority, Georgia - Executive Director - 1991
Austin, Texas - City Manager - 1988
Avondale, Arizona - Utilities Director - 2002
Bangor, Maine - Airport Director - 200 I
Bellaire, Texas - City Clerk (Limited scope search) - 1997
Bexar County, Texas - Executive Director, Information Services - 2000
Billings, Montana - Assistant City Administrator - 2003
Brazos River Authority, Texas - Director of Human Resources - 2000
Capital Area Transportation Authority, Lansing, Michigan - Executive Director - 1985
Charlotte, North Carolina - City Manager - 1996
Charlotte, North Carolina - Director of Neighborhood Development (Limited scope search) - 1996
Charlottesville Redevelopment and Housing Authority (Virginia) - Executive Director - (Limited scope search) - 1999
Chesapeake Redevelopment & Housing Authority - Executive Director - 1998
Children's Services Council of Palm Beach County, Florida - Executive Director - 1987
*Colma, California - City Manager - 1998
Community Redevelopment Agency of Del ray Beach, Florida - Executive Director - 2000
Coral Springs, Florida - Assistant City Manager - 2000
Cuyahoga Metropolitan Housing Authority - Director of Communications (Limited scope search) - 1998
Cuyahoga Metropolitan Housing Authority - General Counsel (Limited scope search) - 1998
Cuyahoga Metropolitan Housing Authority - Labor/Management Attorney (Limited scope search) -1998
Cuyahoga Metropolitan Housing Authority - Vice President, Administrative Services - 1998
Cuyahoga Metropolitan Housing Authority - Vice President, Customer Service Administration - 1998
Cuyahoga Metropolitan Housing Authority - Vice President of Neighborhood and Housing Development - 1998
Cuyahoga Metropolitan Housing Authority - Director of Section 8 - 1998
Dallas, Texas - Director of Housing - 1994
Decatur, Georgia - Personnel Administrator - 2002
District of Columbia Government - Chief Financial Officer - 1999
District of Columbia Government - Inspector General- 1999
Durham, North Carolina - City Manager - 2005 -
East Lansing, Michigan - Chief of Police - 1991
Eloy, Arizona - City Engineer - 2001
EI Paso, Texas - City manager - 2004
Fort Lauderdale, Florida - City Manager - 1998
*Foster City, California - Human Resource Director - 200 I
Franklin Village, Michigan - Village Administrator - 1998
Glendale, Arizona - Deputy City Manager (2) - 2004
Glendale, Arizona - Human Resources Director - 2004
Greensboro, North Carolina - Assistant City Manager (Limited scope search) - 1996
Greensboro, North Carolina - Chief of Police - 1998
Hampton Roads Transit Authority, Virginia - Executive Director (Limited scope search) - 1998
Hampton Roads Transit Authority, Virginia - Director of Planning - 2000
*Henderson, Nevada - Human Resource Director - 1997
Hillsborough County, Florida - Director, Division of Cultural Services - 1988
Homebuilders Association of Greater Spartanburg, South Carolina - Executive Director - 1998
Indian Rocks Beach, Florida - Treasurer (Limited scope search) - 1995
Ithaca Housing Authority, New York - Executive Director - 1993
Jackson, Michigan - Fire Chief - 1997
Jacksonville, Florida - Chief, Information Technology - 1999
Johnson County, Kansas - County Administrator - 1998
51
* Lake Arrowhead Community Services District - F.D. - Finance DirectorlDistrict Engineer - 2000
Lakeland, Florida - Assistant City Manager - 2003
Lakeland, Florida - Assistant City Manager - 2000
Largo, Florida - Assistant Director of Community Development - 2004
Leon County, Florida - County Administrator - 1989
*Livermore, California - City Manager - 2000
*Livermore, California - Deputy City Attorney - 2000
* Livermore, California - Assistant City Attorney - 2001
Los Alamos County, New Mexico - County Administrator - 2003
Los Alamos County, New Mexico - Utilities Manager - 2003
* Mendocino County, California - Personnel Director -1998
Michigan Theatre, Jackson, Michigan - Executive Director - 1998
Montgomery County, Maryland - Director of Office of Management & Budget - 2003
Montgomery Village, Illinois - Village Manager - 2000
Mound, Minnesota - City Manager - 2000
Norfolk Redevelopment and Housing Authority, Virginia - Executive Director - 2001
Norfolk Redevelopment and Housing Authority, Virginia - Deputy Executive Director - 2000
Norfolk, Virginia - Director of Human Resources - 1988
Norfolk, Virginia - Assistant Director of Human Resources - 1999
Norfolk, Virginia - Chief of Police - 1993
Norfolk, Virginia - City Manager - 1999
Norfolk, Virginia - Director of Human Resources - 1998
Norfolk, Virginia - Finance Director - 1995
Norfolk, Virginia - Solid Waste Superintendent - 2000
Norfolk, Virginia - Assistant City Manager - 1998
North Miami Beach, Florida - City Manager - 2002
Oklahoma City, Oklahoma - City Manager - 1986
Orange Beach, Alabama - Director of Community Development - 2002
Owosso, Michigan - Chief of Police - 2002
Palm Beach County, Florida - Director of Planning, Building and Zoning - 1988
Palm Beach County, Florida - Assistant Director of Financial Management and Budget for Budget - 1986
Palm Beach County Health Care District, Florida - Administrator - 1988
*Pleasanton, California - Library Director - 2002
*Pleasanton, California - Library Services Manager - 1999
Polk County Conservation Board - Executive Director - 2004
Portsmouth, Virginia - Director of Human Resources - 1999
Portsmouth, Virginia - Chief of Police - 1998
Portsmouth, Virginia - Director of Risk Management - 1998
Portsmouth, Virginia School System - Director of Risk Management - 1998
Raleigh, North Carolina - City Clerk - 1972
Raleigh, North Carolina - Community Relations Director - 1971
Raleigh, North Carolina - Assistant to the City Manager - 1971
Ramsey County Public Library, Minnesota - Director (Limited scope search) - 2000
Reading, Pennsylvania - Managing Director - 2004
*Redwood City, California - Library Director - 1997
*Reno, Nevada - City Manager - 1995
*Reno, Nevada - Redevelopment Administrator - 1998
Richmond Redevelopment and Housing Authority, Virginia - Director of Housing Operations - 2000
Roanoke, Virginia - City Manager - 1999
San Antonio Water System, San Antonio, Texas - Vice President of Communications and Community Relations - 2005
San Diego, California - Deputy City Manager - 1988
*San Diego, California - Parks and Recreation Director - 2000
52
*San Diego, California - Assistant City Manager - 2000
San Diego, California - General Manager, San Diego Wastewater Management District - 1988
*San Mateo, California - Chief of Police - 2000
Sarasota, Florida - Director of Human Resources - 1986
Southeastern Public Service Authority, Virginia - 1998
Spartanburg, South Carolina Housing Authority - Executive Director - 1992
Spartanburg, South Carolina Housing Authority - Deputy Executive Director - 1994
Spartanburg, South Carolina Housing Authority - Director of Maintenance - 1994
State of Delaware - Director, Division for the Visually Impaired - 1996
Sun 'n Lake of Sebring, Florida - General Manager - 2002
Takoma Park, Maryland - City Manager - 2004
Taos, New Mexico - Town Police Sergeant - 2003
Thornton, Colorado - Public Information Officer - 1989
Tucson, Arizona - Chieflnformation Officer - 2005
Tucson, Arizona - Human Relations Director - 2005
Virginia Beach, Virginia - Director of Human Resources - 1987
Wayne County Economic Development Commission, North Carolina - President/Chief Operating Officer - 2000
West Des Moines, Iowa - Manager, Westcom - 2003
White House, Tennessee - City Administrator - 2005
Wilmington, North Carolina - City Manager - 2002
Public Safety
* Anaheim, California - Chief of Police - 1999
Ann Arbor, Michigan - Fire Chief - 2002
*Barstow, California - Chief of Police - 1998
Belding, Michigan - Chief of Police ~ 1998
Boulder, Colorado - Communications Center Manager - 2004
Bowie, Maryland - Chief of Police - 2006
Bryan, Texas - Chief of Police - 2003
Camden, New Jersey - Director ofP~blic Safety - 200 I
*Carlsbad, California - Chief of Police - 2000
*Carlsbad, California - Fire Chief - 2001
Champaign, Illinois - Fire Chief - 2004
Champaign, Illinois - METCAD Director - 2004
Charter Township of Meridian, Michigan - Chief of Police - 1998
Chesapeake, Virginia - Fire Chief - 1998
Davenport, Iowa - ChiefofPolice - 2000
Davenport, Iowa - Fire Chief - 2000
Douglas County, Nebraska - Director of County Corrections Center - 2006
Douglas County, Nebraska - Director of County Corrections Center - 2005
Douglas County, Nebraska - Director of County Corrections Center - 2003
East Lansing, Michigan - Chief of Police - 1991
Edmond, Oklahoma - Chief of Police - 2003
Eloy, Arizona - Chief of Police - 2000
*El Segundo, California - Fire Chief - 200 I
Fredericksburg, Virginia - Chief of Police -2004
Glendale, Arizona - Chief of Police (Limited Scope Search) - 2004
Greeley, Colorado - Chief of Police - 2005
*Greenfield, California - Chief of Police - 1997
*Greenfield, California - Chief of Police - 1999
Greensboro, North Carolina - Chief of Police - 1998
53
Greensboro, North Carolina - Fire Chief - 1998
Hampton, Virginia - Fire Chief - 1986
Hanover Park, Illinois - Fire Chief - 2000
Hanover Park, Illinois - Fire Chief - 2002
Hanover Park, Illinois - Chief of Police - 1996
Hanover Park, Illinois - Chief of Police - 1998
*Hayward, California - Chief of Police - 1995
*Healdsburg, California - Chief of Police - 2001
Holly Springs, Georgia - Chief of Police (Limited Scope) - 2005
Huber Heights, Ohio - Fire Chief - 200 I
Huber Heights, Ohio - Deputy Chief of Police - 2003
Jackson, Michigan - Chief of Police - 1996
Jackson, Michigan - Fire Chief - 1996
Jacksonville, North Carolina - Chief of Police - 1996
Jacksonville, North Carolina - Chief of Police - 2004
Key West, Florida - Chief of Police - 1998
*Kirkland, Washington - Fire Chief - 1997
*Livermore, California - Chief of Police - 2002
*Livermore-Pleasanton Fire Department, California - Fire Chief - 200 I
Longboat Key, Florida - Chief of Police - 1996
Manatee County, Florida - Director of Public Safety - 1987
*Manhattan Beach, California - Chief of Police - 1999
Melbourne, Florida - Fire Chief - 2004
Meridian, Michigan - Fire Chief - 1998
Meridian Township, Michigan - Police Chief(Assist) - 2004
*Mountain View, California - Police Captain - 1999
Newport, Oregon - Police Chief - 2002
Newport News, Virginia - Chief of Police - 2004
Newport News, Virginia - Chief of Police - 1997
Newport News, Virginia - Chief of Police - 1983
Norfolk, Virginia - Chief of Police - 1993
Norfolk, Virginia - Director of Fire and Paramedical Services - 1996
Northglenn, Colorado - Chief of Police - 2001
North Huntingdon Township, Pennsylvania - Chief of Police - 2004
North Little Rock, Arkansas - Chief of Police - 1988
North Myrtle Beach, South Carolina - Public Safety Director - 2006
North Port, Florida - Fire Chief(Limited scope search) - 2002
Owosso, Michigan - Chief of Police - 2003
Papillion, Nebraska - Chief of Police - 2000
*Pasadena, California - Fire Chief - 1998
Pinellas County, Florida - Undersheriff for Administration - 1986
*Pleasanton, California - Chief of Police - 1999
*Pleasanton, California - Police Lieutenant - 2002
Portsmouth, Virginia - Chief of Police - 1997
Raleigh, North Carolina - Chief of Police - 1971
Raleigh, North Carolina - Fire Chief - 1973
*Reno, Nevada - Chief of Police - 1997
*Reno, Nevada - Fire Chief - 1996
Rio Rancho, New Mexico - Director of Public Safety (Assist) - 2004
Rio Rancho, New Mexico - Director of Public Safety - 2001
Riverdale, Georgia - ChiefofPolice - 2000
* San Mateo, California - Chief of Police - 2000
54
* Santa Rosa, California - Chief of Police - 1996
Sarasota, Florida - Chief of Police - 1987
*Silicon Valley Animal Control Authority, California - General Manager - 2000
*Simi Valley, California - Chief of Police - 1995
Southlake, Texas - Police Chief - 2005
Spartanburg County, South Carolina - Communications Director - 1997
Suffolk, Virginia - ChiefofPolice - 2001
Taos, New Mexico - Chief of Police - 2002
Police Lieutenant - 2002
Police Sergeant (2) - 2002
Police Patrol Officers (2) - 2002
*Tracy, California - Chief of Police - 1997
Trumbull County, Ohio - 911 Director - 2005
Western Tidewater Regional Jail Authority - Virginia - Superintendent - 2002
Wilmington, North Carolina - Chief of Police - 1997
Winchester, Virginia - Chief of Police (Limited Scope) - 2005
Public Utilities
* Anaheim, California - Water Engineering Manager - 1996
* Anaheim, California - Water Field Operations Manager - 1996
* Anaheim, California - Assistant General Manager - Public Utilities - 1995
Avondale, Arizona - Director of Uti Ii ties - 2002
Avondale, Arizona - Utilities Director - 2002
Brazos River Authority, Texas - General Manager - 1998
Brazos River Authority, Texas - Director of Human Resources - 2000
Brazos River Authority, Texas - Water Resources Division Manager - 2000
Charlottesville, Virginia - Gas Superintendent - 1984
Charlotte County, Florida - Utilities Engineering Services Manager - 2005
Chesterfield County, Virginia - Director of Utilities/Public Works - 1983
Clearwater, Florida - Public Works Division Director/Utilities - 1998
Columbus, Georgia - President, Water Works - 1988
Danville, Virginia - 1999
- Senior Civil Engineer
- Gas Engineer
- Water Engineer
- Senior Electric Engineer
- Electric Engineer
Danville, Virginia - Electric Utility Electrical Engineers (2) - 1999
District of Columbia Water and Sewer Authority - Occupational Safety and Health Director - 1998
District of Columbia Water and Sewer Authority - Engineering Planning Manager - 1998
Escambia County Utility Authority, Florida - Executive Director - 2002
Fort Lauderdale, Florida - Utility Distribution & Collection System Manager - 2003
Gainesville Regional Utilities (Florida) - Water/Wastewater Engineer II - 1998
Georgia Power Company - Director of Economic and Community Development - 1982
Green Bay Metropolitan Sewerage District - Executive Director - 2006
Greensboro, North Carolina - Utilities Director - 1996
Hampton Roads Sanitation District, Virginia - General Manager - 2006
Henry County Public Service Authority, Virginia - Director of Regulatory Compliance and Technical Applications - 2000
Hillsborough County, Florida - Director of Solid Waste Management - 2005
Homestead, Florida - Utilities Director - 1989
Homestead, Florida - Plant Manager - 1989
55
Kansas City, Missouri - Deputy Director of Water Services - 2004
Largo, Florida - Environmental Services Director - 2006
* Livermore, California - Water Resources Manager - 1999
Los Alamos County, New Mexico - Utilities Manager, NM Board of Public Utilities - 2002
Macon/Bibb County Water & Sewerage Authority, Georgia - Executive Director - 1987
Macon Water Authority, Georgia - Executive Director - 2002
Milwaukee, Wisconsin - Water Superintendent (Limited scope search) - 1997
*Modesto, California - Operations and Maintenance Director- 1998
Monroe, North Carolina - Water Resources Director - 1998
*Monrovia, California - Interim Water Director - 1995
North Port, Florida - Utilities Director - 2002
Orlando Utilities Commission (OUC), Florida - General Manager - 2004
* Pleasanton, California - Utilities Superintendent - 1999
Polk County, Florida - Utilities Technical Services Director - 2005
Spartanburg, South Carolina - Commission of Public Works-General Manager - 1986
Spartanburg, South Carolina - Commission of Public Works-General Manager - 1988
Spartanburg, South Carolina - Commission of Public Works-General Manager - 1995
Spartanburg, South Carolina Sewer District - Director - 1986
Spartanburg, South Carolina Sewer District - Director - 1988
Spartanburg, South CarolinaSewer District - Director - 1995
Spartanburg, South Carolina _ Commission of Public Works/Sanitary Sewer District - Personnel Director - 1987, 1995
San Antonio Water System, Texas - Vice President for Communications, 2005
San Diego, California - General Manager, San Diego Wastewater Management District - 1988
Severn Trent, Florida - District Manager - 2005
Southwest Oakland County Resource Recovery and Water Authority, Michigan - General Manager-
(SOCRRA/SOCWA) - 2001
Talladega, Alabama - General Manager, Talladega Water & Sewer Board-- 2004
Vero Beach, Florida - Utilities Director - 2004
*Ventura, California - Director of Water and Wastewater - 1997
Virginia Beach, Virginia - Deputy City Manager for Utilities - 1987
Public Works/Enl!ineerinl!
Atlanta, Georgia - Traffic Engineer (Technology Agent) - 1973
Aurora, Colorado - Public Works Director - 1989
Avondale, Arizona - Director of Utilities - 2002
Avondale, Arizona - Development Services Director - 2002
Bexar County, Texas - Executive Director Infrastructure Services - 1999
Billings, Montana - Director of Public Works - 200 I
Champaign, Illinois - Director of Public Works (Limited Scope Search) 2004
Chesapeake, Virginia - Project Director, Route 168 Road Project (Limited scope search) - 1999
Clearwater, Florida - Public Works Division Director/Transportation and Drainage - 1998
Clearwater, Florida - Public Works Division Director/Utilities - 1998
*Contra Costa County Central Sanitary District - Director of Administration - 200 I
Danville, Virginia - 1999
- Senior Civil Engineer
- Gas Engineer
- Water Engineer
- Senior Electric Engineer
- Electric Engineer
DeKalb County, Georgia - Public Works Director - 1996
* Delta Diablo Sanitation District - Administrative Services Manager - 2001
56
Eloy, Arizona - City Engineer - 2000
Fayetteville, North Carolina - Engineering Manager (Limited scope search) - 2000
Fort Lauderdale, Florida - Public Works Director - 2004
Fort Lauderdale, Florida - Construction Manager - 2004
Fort Lauderdale, Florida _ Resource Recovery Board, Broward Solid Waste Disposal District, Executive Director - 2000
Genesee County Road Commission, Flint, Michigan - Engineering Position - 200 I
Genesee County Road Board, Michigan - Manager-Director - 1999
Genesee County Road Board, Michigan - Chief Engineer - 1999
Glastonbury, Connecticut - Director of Building Services - 2000
*Glendale, California - Customer Service Administrator - 1996
Grapevine, Texas - Public Works Director - 1986
Green Bay Metropolitan Sewerage District - Executive Director - 2006
Greensboro, North Carolina - Director of Transportation - 2000
Hampton Roads Sanitation District, Virginia - General Manager - 2006
Hanover Park (Village), Illinois - Public Works Director - 2001
Henry County Public Service Authority, Virginia - Director of Regulatory Compliance and Technical Applications - 2000
Highland Park, Michigan - Interim Public Works Director - 2002-2003
Indian Rocks Beach, Florida - Public Services Director (Limited scope search) - 1996
* Irvine, California - Public Works Director - 1997
Jacksonville, Florida - Director of Public Works - 1999
Kansas City, Missouri - Deputy Director of Public Works - 2006
Kansas City, Missouri - City Engineer - 2006
Kansas City, Missouri - Manager of Facilities - 2006
*La Quinta, California - Public Works Director - 2002
*Lake Arrowhead Community Services District - F.D. - Finance Director/District Engineer - 2000
Little Rock, Arkansas - Public Works Director (Technology Agent) - 1973
*Livermore, California - City Engineer - 1999
Los Angeles, California - General Manager, General Services Department - 2000
Marietta, Georgia - Public Works Director - 2006
Martin County, Florida - County Engineer/Public Services Director - 1998
Meridian Township, Michigan - Public Works Director - 1998
Monroe, North Carolina - Water Resources Director - 1998
*Morgan Hill, California - Public Works Director - 1995
*Napa Sanitation District - General Manager - 1998
*Newark, California - Public Works Director - 1995
Norfolk, Virginia - Sr. Civil Engineer - 1989
Norfolk, Virginia - Waste Management Superintendent - 1999
Orlando, Florida - Public Works Director - 2004
Osceola County, Florida - Building Department Director - 2005
*Oxnard, California - Public Works Director - 1995
* Pleasanton, California - City Engineer - 2001
*Pleasanton, California - Public Works Director - 2002
*Pleasanton, California - Chief Building Official- 2001
*Pleasanton, California - Deputy Director of Public Works - Operations - 1999
Polk County, Florida - Traffic Engineering Division Director - 2002
Polk County, Florida - Land Development Engineer - 2006
Polk County, Florida - County Engineer - 2006
Port Huron, Michigan - Public Works Director - 1998
Punta Gorda, Florida - Project Manager (Limited Scope Search Process) - 2004
Rochester Hills, Michigan - Director of Public Services - 2001
Saline County, Kansas - Director of Public Works - 1987
S1. Petersburg, Florida - Deputy City Manager for Public Works - 1988
57
"""""- ~
San Jose, California - Deputy Public Works Director for City Facilities - 2003
*San Mateo, California - Public Works Director. 2000
* Santa Clara, California. City Engineer - 2000
* Santa Clara, California. Public Works Director - 2000
Sarasota County, Florida - Chief Building Officer - 1988
Sioux City, Iowa - City Engineer - 2003
Sioux City, Iowa. Senior Civil Engineer (2) - 2003
Southeastern Public Service Authority, Virginia - Executive Director - 1998
Spartanburg, South Carolina - Commission of Public Works - General Manager - 1986
Spartanburg, South Carolina - Commission of Public Works - General Manager - 1988
Spartanburg, South Carolina - Commission of Public Works - General Manager - 1995
Spartanburg, South Carolina Sewer District - Director - 1986
Spartanburg, South Carolina Sewer District - Director - 1988
Spartanburg, South Carolina Sewer District - Director - 1995
Spartanburg, South Carolina Housing Authority - Director of Maintenance - 1994
Suffolk, Virginia - Transportation Engineer - 1994
Sun'n Lake Sebring Improvement District, Florida - General Manager - 2002
*Tracy, California - Public Works Director - 1995
*Tracy, California - Chief Building Official- 200 I.
*Ventura Regional Sanitation District - General Manager - 1996
West Des Moines, Iowa - Engineering Manager - 2002
West Des Moines, Iowa - Principal Engineer - 2002
Real Estate
Alexandria, Virginia - Director of Real Estate Appraisals - 1993
Gwinnett County, Georgia - Chief Appraiser (Limited scope search) - 1997
Risk Manal!ers
Fort Lauderdale, Florida - Risk Manager - 2002
Gainesville, Florida - Risk Management Director .' 1998
Jacksonville, Florida - Chief of Risk Management Division - 2000
Miami Valley Risk Management Association - Executive Director - 1999
Portsmouth, Virginia. Director of Risk Management - 1998
Portsmouth School System - Director of Risk Management. 1998
Raleigh, North Carolina - Safety Director - 1972 .
State Governments
State of Delaware - Director, Division for the Visually Impaired - 1996
State of South Carolina - Director, Division of Health and Human Services - 1989
State of Maryland DOT - Director, Mass Transit - 1982
Tax Assessorrrax Al!encv
Gwinnett County, Georgia - Chief Appraiser (Limited scope search) - 1997
Regional Income Tax Agency (RITA), Brecksville, Ohio - Executive Director - 2004
TechnoIo~v Al!ents (Assistant City Manal!ers)
Akron, Ohio. Assistant to the Mayor (Technology Agent) - 1973
58
- --~-'-....."--..--~-----.-'.-~.~.""."...--."'"."~--'---'-.
Arlington, Texas - Assistant City Manager (Technology Agent) - 1973
Atlanta, Georgia - Traffic Engineer (Technology Agent) - 1973
Eugene, Oregon - Assistant City Manager (Technology Agent) - 1973
Evanston, Illinois - Assistant City Manager (Technology Agent) - 1973
Hampton, Virginia - Assistant City Manager (Technology Agent) - 1973
Henrico County, Virginia - Assistant County Manager (Technology Agent) - 1973
High Point, North Carolina - Assistant City Manager (Technology Agent) - 1973
Independence, Missouri - Assistant City Manager (Technology Agent) - 1973
Jefferson Parish, Louisiana - Assistant to the Parish President (Technology Agent) - 1973
Jersey City, New Jersey - Assistant Business Manager (Technology Agent) - 1973
Kettering, Ohio - Assistant City Manager (Technology Agent) - 1973
Little Rock, Arkansas - Public Works Director (Technology Agent) - 1973
Lower Merion Township, Pennsylvania - Assistant Township Manager (Technology Agent) - 1973
Minneapolis, Minnesota - Assistant City Coordinator (Technology Agent) - 1973
Nashville/Davidson County, Tennessee - Assistant to the Mayor (Technology Agent) - 1973
Oklahoma City, Oklahoma - Assistant City Manager (Technology Agent) - 1973
Pasadena, California - Assistant City Manager (Technology Agent) - 1973
Pueblo, Colorado - Assistant City Manager (Technology Agent) - 1973
San Jose, California - Assistant City Manager (Technology Agent) - 1973
St. Petersburg, Florida - Assistant City Manager (Technology Agent) - 1973
Sioux City, Iowa - Assistant City Manager (Technology Agent) - 1973
Spokane, Washington - Assistant City Manager (Technology Agent) - 1973
Topeka, Kansas - Assistant to the Mayor (Technology Agent) - 1973
Tucson, Arizona - Assistant City Manager (Technology Agent) - 1973
West Hartford, Connecticut - Assistant City Manager (Technology Agent) - 1973
Worcester, Massachusetts - Assistant City Manager (Technology Agent) - 1973
TransDortationffransit Authorities
Atlanta, Georgia - Traffic Engineer (Technology Agent) - 1973
Capital Area Transportation Authority, Lansing, Michigan - Executive Director - 1985
Greensboro, North Carolina - Director of Transportation - 2000
Hampton Roads Transit Authority, Virginia - Executive Director (Limited scope search) - 1998
Hampton Roads Transit Authority, Virginia - Planning Director - 2000
Jacksonville, Florida - Chief of Transportation Planning - 2000
Lakeland Area Mass Transit District (LAMTD), Lakeland, Florida - Executive Director - 2005
Maryland Department of Transportation, Director of Mass Transit - 1982
* Metrolink - Assistant Executive Officer - 2000
* Metrolink - Assistant Executive Officer - 2002
Missouri Department of Transportation (MoDOT) - Multiple Searches - 2005
*North Coast Regional Rail Authority - Executive Director - 1999
Pierce County, Washington, Transit Authority - Executive Director - 1981
*Orange County Transportation Authority - Assistant CEO - 1997
Suffolk, Virginia - Transportation Engineer - 1994
V irginia Peninsula Transportation District Commission - Executive Director - 1981
Virginia Peninsula Airport Commission - Executive Director - 1983
Associations
American Public Works Association - Executive Director - 1989
*City/County Association of Governments (San Mateo County) - Executive Director - 1995
Florida Association of Counties - Executive Director - 1989
59
","",'.'..' ~
Michigan Municipal League - Executive Director - 2004
Public Technology Inc. - Technology Agents (27) - 1973
Public Technology Inc. - Regional Managers (4) - 1973
Public Technology Inc. - Executive Assistants (3) - 1973
Universities
California Polytechnic State University, San Luis Obispo - Dean, School of Business (Limited scope search) - 1988
California Polytechnic State University, San Luis Obispo - Information Systems Assistant Professors (2) - 1988
Georgia Institute of Technology - Director of Advanced Technology Development Center - 1983
Georgia State University - Vice President of Academic Affairs and Provost (Limited scope search) - 1988
Georgia Institute of Technology - Director, Industrial Extension Division - 1984
University of Arizona - Vice President of Finance - 1980
University of Nevada, Reno - Director of Development (Limited scope search) - 1984
University of Northern Colorado - Executive Director for University Foundation and Alumni Association (assist) - 2003
University of South Carolina - Director, Bureau of Governmental Affairs (Limited scope search) - 1990
Georgia Tech Research Institute - Members of Advisory Board to Director - 1983
Georgia Tech Research Institute - Research Director - 1982
Multi-Year Search Al!reements
Alameda County, California
Charleston County, South Carolina
City of Chesapeake, Virgini;i
City of Clearwater, Florida
City of Columbia, South Carolina
Cuyahoga Metropolitan Housing Authority, Cleveland, Ohio
City of East Point, Georgia
City of Homestead, Florida
City of Jacksonville, Florida
City of Jackson, Michigan
Town of Longboat Key, Florida
City of Los Angeles, California
Metropolitan Government of Nashville-Davidson County, Tennessee
City of Norfolk, Virginia
City of North glenn, Colorad9
City of North Port, Florida
City of Portsmouth, Virginia
City of Tucson, Arizona
City of Yuma, Arizona
City of Spartan burg, South Carolina
Spartanburg County, South Carolina
Spartanburg Housing Authority, South Carolina
City of Phoenix, Arizona
Hillsborough County (Tampa), Florida
2. PRIVATE SECTOR - NON-CONFIDENTIAL
American Public Works Association - Executive Director
Florida Association of Counties - Executive Director
Homebuilders Association of Greater Spartanburg, South Carolina - Executive Director - 1998
60
- . -~r---'--~-'-- ."
3. PRIVATE SECTOR (CLIENT LIST IS CONFIDENTIAL)
Consulting Firm (Texas) - Regional Vice President
Consulting Firm (Washington, D.C.) - Principal
Consulting Firm (Georgia) - Senior Consultants; Managers; Director
Consulting Firm (Virginia) - Director
Consulting Firm (Georgia) - Marketing Director
Consulting Firm (Texas) - Marketing Director
Electronics Manufacturer (Alabama) - Vice President and Assistant General Manager; Product Manager
Health Research Society (California and New York) - President
Insurance Company (Ohio) - President
Construction Company (Florida) - Vice President
Computer Services Company (Georgia) - Vice President, Marketing
Basic Metals Company (New York) - Project Manager
Financial Institution (Georgia) - Vice President of Data Processing
Bookstore & Coffeehouse (Colorado) - Manager
Health Service Company (California) - Regional Vice President
Property Management Corporation (Virginia) - Vice President, Operations
Resort Corporation (Florida) - General Manager
Services Company (Florida) - Vice President
Law Firm (California and Washington, D.C.) - Associate Attorney
Beverage Company (Georgia) - Corporate Attorney
Shipbuilder (Mississippi) - 12 Submarine Planners
Aerospace Company (California) - 4 Systems Analysts; 2 Production Control Supervisors; 10 Production Assistants
*Vice President, Sales & Marketing
*Vice President, Strategic Planning
* Executive Director, Port Operations
62
--r---._~--"' .,
APPENDIX B: REFERENCES
You may contact any of the following clients and placements for references on the executive
search work of Mr. Mercer:
Ms. Priscilla Wilson
Managing Director, Human Resources Department
City of Garland; population: 250,000
200 North Fifth
Garland, TX 75040
972-205-2476
Chief Technology Information Officer Search
Ms. Melanie Caballero
Human Resources Director
City of Bryan; population: 75,000
PO Box 1000
Brrryan, TX 77805
979-209-5063
City Manager Search
Mr. William Studer
Deputy City Manager
City of EI Paso; population: 600,000
2 Civic Center Plaza
EI Paso, TX 7990 I
915-541-4215
Human Resources Director Search
Mayor Ron Silvia
City of College Station; population: 85,000
PO Box 9960
1101 Texas Avenue
College Station, TX 77842
979-764-3518
City Manager Search
Ms. Julie O'Connell
Human Resources Director
City of College Station; population: 85,000
PO Box 9960
1101 Texas Avenue
College Station, TX 77842
61
979-764-3518
City Manager Search
Ms. Teri Traaen
General Manager of Human Resources
City of Scottsdale
7575 E Main
Scottsdale, AZ 85251
480.312.2491
Various Searches including City Attorney, City Manager, Director of Office of
Management and Budget, General Services Director, Information Technology Chief,
Human Resources Director for City of Tucson, Arizona; population 560,000.
63
~_...."--_.--_..._._---"--,,~,..----_.,,....----,._....",,-,--..,_.~_._.".-
APPENDIX C
QUESTIONS AND
ANSWERS ABOUT
EXECUTIVE SEARCH
^_____..,_"~-8--.-".,----'-.~---...-...
APPENDIX C: QUESTIONS AND ANSWERS ABOUT EXECUTIVE SEARCH
1. Why should a public sector organization utilize an executive recruiter?
We have the experience, time and a vast array of national contacts in public agencies. This
will save your organization time and money in filling key positions with candidates of
exceptional quality.
The trend is that more and more public agencies, both large and small, are turning to
executive search firms to recruit key executives and managers who may be happy and
successful elsewhere. This trend has developed because of the complexity and time
consuming nature of locating and selecting high quality persons for public sector
organizations and by the tremendous success of specialty flrlns such as ours in meeting client
needs quickly and efficiently.
2. How is an executive search conducted?
Our methods have been successfully tested over a number of years. We normally meet with
the key clients and appointed officials who engage us in order to determine the selection
criteria for the position. These criteria usually include education and professional
development, related experience, management style and abilities, and personal characteris-
tics. We then seek out exceptionally well-qualified individuals and invite them to become
candidates. We screen candidates against the selection criteria and thoroughly evaluate the
background of the most promising candidates. We submit to you a detailed report on the
top five or so candidates who best meet the criteria.
We arrange interviews of the candidates with you, attend the interviews ourselves, negotiate
with selected finalists if you wish, and notifY remaining applicants of your decision.
Throughout the process, we acknowledge all applicants and keep you informed of progress.
We will also conduct a goal and objective-setting session with you and the key executive to
fully establish him/her within the organization. Where possible, we maintain confidentiality
of all information in accordance with our professional standards.
3. When can results be expected?
A national search process normally takes 60 days from agreement to submission of the final
report. Interviews can be conducted immediately after the report is submitted and
negotiations with the selected candidate can be concluded shortly thereafter. More limited
searches can usually be completed more quickly.
64
_'""'____~..,.......,u,..__....+ ----....-"-r------.---
4. What are the chances of success?
We have an outstanding success rate on all of our executive search assignments and will be
pleased to offer numerous references as tributes to our work.
5. What will the electorate think?
They are concerned with excellent quality and timeliness of service and with cost efficiency.
Our process assures you that these constituent objectives are being met most effectively.
6. What is the role of the client?
The client is the key decision-maker. We will not usurp the client's authority relative to the
process and the key decisions. We work closely with our client to assure that final results
are highly acceptable.
7. What does it cost?
We charge a fixed professional service fee that does not depend upon salary paid. Our
consulting expenses are in addition to the professional service fee. Our fees vary according
to local circumstances.
8. What other services are provided?
If, for so~e reasons, the selected candidate leaves within the first two years, we guarantee
that we will conduct a replacement search for expenses only. In addition, we guarantee that
we will not attempt to recruit any of the client's key people for other positions for a period
of two years from the completion of the search.
9. What about EEO requirements?
The Merc.er Group, Inc. is an equal opportunity recruiter. We will not discriminate against
any person on the basis of race, religion, creed, color, sex, handicap, or national origin. We
have had numerous women and minority candidates and placements.
65
--~'----"-~---'-'-"'-"----r----"--.' ~
(;/,'/1/1 R""",,, - C'/ty ,1.[,111';,1""
ABOUT COLLEGE STATION
I'h" Cil\' 01 (\,ll~'I!t" St.dlnn is a \'lbr.lnt
l'f\.l;'l'<'l"l"J "r(lUnlf"tlw ~r,Ht"" nl,lt'st in:onturil>n
. Growth and Dcn-Iopmcnt h!'ucs - 111\-0!\"es tough choices ilml
cktnn:,1 ,jecision~ ah,~ut annexation, ETJ inf'rastructure,
c...-'ln~jrehel\Sl\'e Plan \\'irl, a d~al-l.y detlned philosoph,'
grl:''\\'th and d(:\-ek'pm~n:
. Pdoricization _ The :;hiliq: to :la\ 'no" [(l some 'g-ood iJeas", so d-,,,t the
City ,:an to,'llS on ,loinu: f::>\\'er lhini.:s really \-vell ~
. C~;llahorati\"{' EfTorts -- .Joint cH'~n,> \.:i;h Te-xas A& .\-1 linin'rs;l\', Cit\, at
U,.y.Ul, Df<'ZO<; COUI,ty, T:\DOT. and Bryan Tex.,') Utiliti~s_ l~'>fJt'{-i':1I!.,
I.'slabli,;LIIl; parameters; \':),1':' '__<Jllilbor.tt;on benefits all ('on,_el'ne-d
. Communit\' Identity - Clt,ar dir'enion on what the Cit\, sh'Juld
l'eido:l,c,01~le'1<)ok lik~ v
. Community Integrit:r - IJ1'..:ludes ,'("llllmlllllty appt:'dfana, neighb0rho0d
ft"Jevelopmenr_ and pro:-Sc>I'\'dllC'l1 t,l space,
. Credibility with the Public _ relatl0nshi!-,s \\.ith ncighhorhoo.ls
Jf'\:elopt"fs, slude-nt f-J0pubtiol" dndlli1agon'rnmental relationships
. Cost of City Sen:iet's - Sj._,,~,-d'~illly in rhe new1:\." ;{IHlexed <ire;ts. b'.l\ ,lis\'"'
att'errlng tht' entif~
. Economic Vitalin' ~
dlHI re.leydop l'xisrl111; iir\.',l$
. Fisl.-al ResPQnsibilit:v - 1
,;,,['\.i<:t'''' ,h",[ [fw resi,ll'l\ts Dr
. Suslajning Excellence -
statf in <.\ hi5h perh:>nlji':H"t:
lil", City <IS the pIau', to locate n!;\-~' busilles,;{:<;
,tS d pL,c;: to livc, wod~, alll] piny
In ,~.)IlII11W fUllJlng tlll' high ql1iiht~\
Su,tiOl1 <:'Xpt':d,
way" to Cillstain the en€'rgy lewl ol' th"
mdes_ th~ ('OllHIlUllIly has 1::,"]"l'''"1\ <illll
l"1,~ City o! Colle,sc Slrltion i~ 1'<1(,><.1 dS (Hh' pt' Ihe "dlest, most t"U11ily-t"riell,lly f-,I,,,-~<. In lexd,.; Clnd ,:onsiQe:1tly m,uJl(",ins onc "I llw
k\\",:~l ,r](1H: ~';;I~<:, in tht: sla:e C011eCl: :':<lL',';1 "d"0 b<.~,P;I~ i-t 5[j'Olif:(' ,C'm]l\iUm~nL tl' eli,-if')I:1ii~nta.1 <\I,d rt:\.'r~dli('nill prosratll<;, C.h'l:f
II i'l~' ~~:t;~" ~~s ":;1 ~,~\b,\ii'~I~':':,I~i:~: \ ';IS'~::"--.: ",;j I:;~,,",f')~';;~~l ~1;:liitl:r \';:;~ ~~~~~:~;:>rl: l:~~ <,~: ::~~I :,~:~_-~:~i~t' ]li;:"'i:~l 'li~_I:):;~~l f:~~ ;~~f r,,]~~t~t~:~ l~;~;;: ,~rl':~ll':i
gOt,,] tr,IIl':'i'nn;'li'JI1, ,,-uhstd:1lldllp,l!-;lllg dn,] r:,III1..rou~ ('pl,lc'rluniti,'s lor hl~h('r edUial-il,Hl ' ~
J'l,e Ci!\', :0Cdkd in BrCl?0" C'-'l1ilty l~: s;i[L1i~r..,l ill 111<-' Illi,ltll", o~' d. tri<tJl!;-lc b~'uno.led lJ," u...llds,'l:t. \\',)rlh. Houswn, ttnd Sail
.011<' oi' thO' fk.q Small \-'\cv-es tor BllSt"(.',;<; lForbc<;_.:orn)
. N", 1'2 II', Smrlll CitieS- C'iltt'S"I-:,- (lll t11<' l_i~1 ofrhe T0p~;-' Cities ior!)l)1l'2 ULl"illi:So.lll '\Ill~ri,-CI (l1l"./{iI,:!oI:in" ,\\an'h :2(}O-i!
. 1--1'rh ill :\".\tH'I\ an,1 Top ~P('l W l'cx"s ;tS a PI,,,,,, to\' Rcb,'arroll ({oifl:., g/!-) ,,,,,) R,m(-(l_ ~OO--1'),
. Roll..(! h~h B~':;.t S111<tll ,\ brk....1 l!l r h", B~'H CIL;es tor R~\ocar; ilg Fdl!1ili~s (U;'r/,1"-i,J,, FR(' 0111" Pril!'u,y R.Jf;"',I/I:'J/ :20Q.:il
. R'll1b.;\ ~th I...'a,;r ~!r<",;stll\ Cnll1l1IUlllt,\ \111<,lIg Sm,Jl_\h.t~o ,-\1'.0""' 8,"" tf,/((" ,.!.U\Uaf\' '.2lH)4)
COMPENSi\T!ON
C;\i7_e,1." 0t C0:1"se :S~;1,101i are 1,:;:;11Iy (,,Jucf\.t(_,(1 "m! ,,1'':' hi::;h!~- in....(,ln',J i:110':i~1 :se'n>\-nn,ell1
rh", ~t.'1I-,il''': :>illan' hw tL,-, ,-\~Slq"nt (":l\
o ~uld ,;~:;;\:I'IC"\lI"I'" ;;elc'nctl
flit.:,; ;,;1 dU{;,'Il,ot,:k ,,\l,,\';al\'':l' ol'S,;OU
"",c-:d t~l.o slh';e~,;lul ,_:111,t'lj'I'" R<,',\~(':1;1hL.
HOW TO ,,,PPLY
"t' t!\~ C,c.' L~~1\~<;t' Sr,'1~i,-'n ,...ill he m.ukei .__ompetitin., ,1"'fJemli\!f;' on .he
il;~ cUllW,d :;ri.\ninc.2. ,d:Jr'\' will be ill the r,;n:.:e nl' Sll[,,fJOO tu
In the Cll,\ '- to' i.tl\ cx,-e-llel1t Ir;l1ge l'el1ei'it j-l'h.:k-
c",,!,,'n~~;:; ...\-dl dls~, b.... 10 SlilTl:'S,;\ul ,-all~lidak
ror d,klitinrlallnl,"'IlLl '(Hl Dn ,h'$ ,1U!~rdn,J!\:;; OPV'I'W;UY, ~,I...H<' ,-'(\;"\,<1<.1 ~Le\,:>s L. .\\t'rc.:t>r, PresrLlcnr, The ;\\t>rccr GraU[I, tnC', .,t
SO:~_--l\'"'f'>_C)';tlll
RES\J;\U:S SHOULD BE SE~T BY CLOSE OF BUSINESS, ,JULY 7, 2006, TO:
,Jame~ L :\\erct.'r, PCl:'sidl:'ll1
Th~> i'-\('-rn'r Croup, tHe.
.-,:d \\' <...,-<-",1""<1 R,-..;t<) u;:--:!" . S,'~\l,' Fe :\'.\\ ;3.-;;;0:)
\'OICE: ,-"O,;_--it'l,JI,;{)(l F,--\X~ ,;0';.-11'11- ] '2-;~
[[I
~/
...
(~t"nop.. ~_~_.f'.
'-'I\'J l
E-I'laiL !,!,>rd'n~' r:;i!1J~~'ril~S' om 'Ycbsil{,; \'.-',\,,\'._[11';-[, \'rc:rDl1~,i;K "om
j-".n'."\1,.,,;,'d in :\1'1,1,\
rh,.l:,;\ "I {."Ik,,:, " III ,\\""<lLI\ ,\11'! C"n.lL'l,,,,
nH, T~',-,,,,, '-"hli..: J"f.',-n"";"" ..\,'1 rn.", ""'lui.." .!i,do~"n' ,,1' '~I'f'li..;).", inf"rmal;'''' at ''''.' s,,';:;C 01' dw n.'cl-uillllt'nt prt,i.'t'ss, hOH'",-e-r, w,," will
"'l<l.o.~n'" 10 Ill:lint.,ill i.-onl"idl:llli.lli',1 a' \011',::" p<)s~ihJ.:.
THE CITY OF
!"
invited your
intere~ft ill the
pOditioll of
.'.",,' ...
I" \,- ,..!
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j ~'I..
, I
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i.'. ';'::'~:. .,,1 .
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CkF-~
CITY OF COLLEGE STAI"ION
TEXAS
l'
~..,
!:'
COLLEGE STATION...
<lm1 m;':l"!:,!:lI,('nl 1(, ulle 01 tilt: 11]0",t ,-ibr"!.i11 .."n,l progrCSSl\:iC
Sldtinn IS hOrlh" ~,) Tt~:Xi\s:\ 8.: ;\\ UnlYc>f5ilY and is a .;:rot.:il~>: ,-prnmuniry <)!
with Cl ,vi.L, :!TraY or' r,'slllepli,,] h{\i.lsi~g <.in,.! a (~\'asitl:~J high qu~iit)
ABOUT THE POSITION
lhe As"ist,1nt City :'\L.nag<"r of th" Ct.... of Coll~'i::"t' S1Citi01l
shall be re-sponsible to rh(' City Stanaf"r for IlK pr(J}->,~r
i'.Jmilllstration nl aU City dtfair,; aSSle'h'd by th,~ Ct,'
\hnilge-r.
,
rhe Ci ty ot
VISIPf1iU".'
Station is seo.:King proven, Jl:dici~ted
dial eXl-'cril'n(~',1 indl,'i~hld!S for
lb' CllY prL'f""rs an Ilhli\"i,!u'iJ ..d,,)
il\dnae..:m~'rlt <llhl ,\\"\;(1 is d str(lne:
Ii
.1)ireclillg an,] p<lrti'~l!-,d[il\!: in \Ino and
impll:'Tllt"flti:lrlotl of g01,1<;, t'bJ{,lIIYl:"S am!
pron"dun..~ tor .1$$1g:fl~d d"'pilrlmenls.
. ,'\ssisling th", CilY .\bna!;er with tllt' ,le\."do~'ment ...nd
administration ot the annu<ll City bud!;'el
. Directing. ove-rseeing. and pani("il-',dinS- ill the de-\'e-lojJ-
ll\ent 01 the City's ilHoual <Ind lon8--riillgl' slrdte8il: pian
assif'ninc ,-':ork aoivi(ies, projt.(!s <wd prn!:,rams: rtnd
1lI,)l\itorins: work tlo'\\'; r~vie'wil\b and t"v.1Iu,Ltlnc:. \\'urk
prodll..:ts, merhods <lIlt! pr~)cNlllre:;.
. Oversee-in>!: Ih", Jiredlon 0t' th,; selc..:tioil
morivarion-' i1nd i"\'i1lllation oi ~len:onnel in
JepClrtm<'nfs: d\"\el(1ping stidr tr;;1l1i11;; prou.>Jt
Cit," sl.lft" to Idel111ty dt.tl(lc'ncl<:s: ;Il,d gi\ll'3 gent'rdl
the dis(if-'lin~' ,u.d tt"rllllllilllon ~frmedures ilS ne('t"
. Assislin,s th.:: City ;\\dn<tft~r il. I-,...nicipatil\g with
\-ariery of bO'lal" dnd (0mmISSlOIIS; dtl<:ndin~ ;\Il,l
pI'otessional t:rl'Uf-'S iilh! ,:O;]1lc,itl"les: and
plans TO tlw City C0uIlc;l
. i:\~:il~::=~OiTlh~D l~:~J ':;~I~l;'eT("~~
,-orl\T1\issionOi ~,\1(1 C'(l1!lllliTlt:e,,: "
with 0redniZdlOTl or t,:TOUp; 11t't::\llli\Ull<;:
within ~u;.leli(\e..; ilnd n,akiJ~i:' ;"ec(,mlut:ndrll;{ll", PJlI,ulf'-,\
rhis l~ al~ OlllstCltl,llnf
~,)m\l1unitl,.s In th~ ,'_HI"tr\
rhe CI~' \\-as illcorp{~ra!t"(1 in 1 (l.;~ dnd is ,l h,mlt"-rule city .bal ,lpt:ri.\reS under th~ ("'lIlleil-Ciry ,\\an2.ger !t)jm of j;:o\'ermn,;;nt, The
auntial al! hlt\.h bud!;f'"l IS 518,-:::_:..'78 llu\lit)1\. i\lHlthere are 8r;5 FTE eny t'lllpL:',n.es Thl' Ci,y provides i. lull-ranst" of l11unicipi,l
s('n,i.:es Ilh !u,lillg po]i,-c" l'lrc'. t'~!~r~e!l'.' nlt',Ji..:al slo'n,-i;:t's, parks ami r",~-re<lli,)nal LKilitie,:, lihr;:'lY st'p,-I('"s, SIred f1lailikn~,nL<'> and
,onslructioll_ pub1i, ill\~'r(\\'enlent~, !;;t"llf"ral a,irninislrat\\'?' ser"ict"s and ele,:tr;~'iLl. waT€'r, se'\\'€'r. and SanlliLnOn s,rs(erns,
Tile City C....,uIKil i,;. the en\'l,rni:1t: br>dy o~ tho-.: City The ,\byoJ" al,d six C(lulo~il Illelllbers alt' eleCle.l i1.t-larg~ by place fer
ehret-year, sta~g;.~rl,d 'o-.:n\\;;_ Thi: City 0:' Collc~<, St<1l10n is pn'ud fl' he 111')11,(. lI' Texas A&;\\ C ni\'ersity, dw third brgeOit
uni,'<,rsil\" ill tlll; nation, Tht' Cit\- is IDcar,;d HI Urazos C,'unty in I":""t ~Il!r,d '1~'XiiS in ,he "H,~an of the Rr:s(";~rch Vall,.\"
R,."iJe Ill'S of this tI, iI\J~mic ,'omrn;JnilY c O:llint!<' the tra,Jilio\l l,f'duive Pitrti,:iV"tioll in lo...:al go\t'rnmenl. This '\-vas ii 10 dYo"ns
in 1 q,:;S 10 ,P\\\,'rl 1111: ,,!c'('!,'.\' (, ,)lIo.::.'~ "ommullity to il \vdl-~,I;':ln,~,] ;(),\\'Il in '\-Vllich th"lr j-'dlnili(:'$ c(lld,j live, \V'.lrk p!dY,
A80UT THE CANDIDATE
ASS\Sl;tnt Ca\' )\afld<-:c'r.
has rt ba,'k~;(''.,lt1d in'-
leader. r:"li~a:cr('r <In,]
~: ~.tf.- r""
...'.....'.l.a. '.
';",'>: "-"', '''--~-:.>
\~;i ~. i~Jiiii". ~jj'. ,e) i~.'
, " -,.:..'~.... ",:,:";:'
~~{;';i;.,
The City 01 Cnllt:~t~ Stdinn I~ se~1i.i!'6 r\''-l' l~tllstan,lil\SI:ldindl\rlL w hen'ln.: _'\s"iS{<I),1 City ,\\allili:"efS In hell--' the Cit.y ilS i!
aml ,It'n;lof's I:llh~ icl:u:'e (In,- IS a ]1t'\'; 1',)sltio:;: the 0the;' \>; a \'"C;;\l()" ,':'eared ,he prumoti0r\ 0['the Assisl;:'T'iT ellY
to City ;\bl\i\S~1' ot' c.:>:les~ Sta!\'1I1 gurh A~si,;I"nt;; will I.", key C(lm~'Ollenrs To~) .:\L'lh,g.-el!lt:nl Team of rht: CilY
will pro\'1I1t' It'".ldt''r~h)f' T~' lilt'" Pol:"..., Firo:, EC'JI10l),i<: [)t'\'~luplHt.'nl, Planning & l)c\'t~!Dpmt"nt St"n:ius
iJnJ Puhll"': Coml~lllni,-~Hl()I1S TIlt" olh:'r Assi"tilnr \\.ill proYi,le leadership to rho:"' Parks &: Re,:r<,ation
\Vorl~s, i\l1d \\'ate'r &: \\'.\st!"'.\-;l1<"r pillS th", !U!lCtiOllS C'l [.egis!:.tin> Al't<,irsiSpe,ial Projects <lnd Franchising.
rhe su...:C',cso;,!ul ill,ln'i,lurll \\'111 <:I1so lJo,;sess 3:'i a JulllillLum a
:~'~~:j~;>!;'~l ,jJ~!!~~i'~ (rolll a cl~~l:i~:~~- ~J\~L~~l:~;~'~~;~;:
Dr ;.. reht",l' ti",].l A ,\\ii$.tN'S Jt<g-ret" in ruhli~
-\...1JlIillistr<<tiul', BlIsin<.'s-; AdlllinisiL:uion oj' <:I r",br<,d tickl is
.-\11 IC.\\A ("edl'l1ti:,l""I_\brl;tger W(lLlIJ ;11';0 hI' il
as nt',;;...I",,1
;- th", C!t:'-. .\\an.':gl'r \\'Hh rl'o,f,o;Hlillg In "ml
i1nJ romr.1ain!s hiL\-iilg <J1l impad UpOI1 the
. Assisting rhe Ct,' .\Lnilt=er \\'ilh
tU1'1Cllon<;
llltfilull tin,1 S,'II'.llf\-l" <:111:',('1' Illlltll\"I('S
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shaul,] POs,:,,,,ss <It \~dSt 10.
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5e~'tOr. I.oca! ;.[,}\'ernment
fin' in Te,,:'s \'-ollld be
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ABOUT THE CITY OF COLLEGE STATION
Colleg'c Statiol1 CilY G0\-er1111It:l1t is \;'-ell-r~S';Jnled (is;, ti<;c'",l1,\-c,'n,;.en-.ltin' \-:ell-'I'dIMe",1 <lll'! !l"thl1l,.tiiy-iiikil)l<:ed 1')l;,1 sC'\'o-.:JTlIL('nt
f~'I:'~i',~~:i :!~:li\~T~~ ::'l-'t \ ~ill~ ;;~~ ~I I~{tl
(haril.d:::l-is!'cs or' Ihe S\,h-o.:l-sst'ul c,ilHii,L,te
["'ss..:ssi~)l\ nf r-n'r"lx,cJh'uri,,,llnslirk;s :':ld iiJl
,,( ,hi." tommu niTY. I" ild...!itiop, rhe: sliLce;:shd o.:<tll,-liJ~rl' shoulJ ha\'e tlw
,-(l[lHlltlnlti~s and instit~leinl~::', hi~'" ~')lllP;~lihilIIY dnd ullllol1 in a
dn~J stidt" III iH-~'OP.)f,ii,JI City C:0itl~
::)10: I tlil1,!iflllill r~"f'itfllllt'llts hr(~, 1'011"', I':.llll(lllli(
0flnll'111, Fi'iC;,J S('!'\,Ii"COi. I\,rk~ 0.' 1'(';[11('11 111.'I'11ill(" al"j
Puhl., \\',)1'1..", IlulHill' Res(l\lr,{'", Ild,Hll .dipl) Sen.i,'('s. \\'.'1('1
jleITil-t;s. .tlld LIe-elf": Utilit.\
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Th.. idc-;;I e:,ndidalc t-"or the SI~,li(ln :\,:;s;q~'l\l eil\.'
tit'll shnu!,1 be a ,:;e1f-<lssu:'ed, e:1ere-.Y in.1i\'iduJ.: \\'l~{) is a
;tilll p,)so:.es<;t:<; \;-ldt: !H,,)\dedgt: of puhli,' ,ulmin:stro11JClIl and tilldJlC", <uld a~uit,~- dlLd """pt'J-it'ilce wid, urbalo go'\'ernil
rho:: ide,d ('it1HlidalO:: ,\;,ill be a '\'i~iondIY le",ler who f,osst:sse<; d ,oILt\'ordtin:' nldni'fement style. is ,:olnmit!e,ILt> di\'ersiry III rhe
\n'rkplac.~ dnd III rill' ,:Ollllllunity. alL,l g,m1t::Olll" \'.-11,) is )',:':"'\,11\"> IUI\lf'U! from lhe Ci:y ~,Lllager. ,LI" ellY C01.incil. Departrnent
Dir...dors itnd frol\l ,itilcllS
['ht, City "I Collt"i!(' Slitliolf b,>II<~\."'!" ill l\lrllli!' ill1'\
1'<'1;,:";";,0' tlw IW':;1 '~llll'l(}YL"~<;' III ;Hl,ie\'ing- tl';~1 11",
City II:'~ (1',,'mill,.,1 !n oiltl (""fWllli\T ,ll,d
"ol"f)r,'hc'Jl~i\'e l"'ll,,,I'I" In lull-lill't', n-cuLtr l'II'pl.:-'Y'-T';'
ami mi'.n;,::e-ment ;;uccr-ss ii' lu,:;!'h",r
,,'i!h Ille n~W~ medici, Olhr-. k,~.\
:\lsll. ill(' ell\
,('11\111('1, ';"'('01 \'illll.,~
l1e'T.;i\)n~; in the ],,'>1
(0111..\\lf1It." :111,1
GO\'crl\lll'..'l1t l'r~;,I;
are r:Ulil,'J
V,dtl(.s (>11\I)I","'(,'s
llltert'st~ ut' tLl' Cnlk!.:.. SI<tWHI
thc' Cit~ L
Orher ,Hrrihuk<; ()j' th.. sLll',esst'u\ li;,ndi,!a:(' f(-,r Assisriult City ;\t.naC;t'r ,)1' Coi!l'gt: Stathl1l include someClllt" v:1)1,)
but h'.llds stail-' a;'l,'oulltabl" for hln\-'!ler inloJ'lHe(l on k<'"y issues. :\ pers,)nablt" and o1Jt-t,:oillt! in
is neellt'd \'.-ill1 ,It''c'is;('!) m..kit1!.; and re~C'luli"n sktll,;. anJ r),e- ab;li,,- [(' ~lrenj....t"h- de-lro;;ate- rhe sth~,:essl'u]
,i\ndid:IT'" be :Ul ,,,- \n'l' tlS'''' nlC'r ~1O(1 ~l h;irJ \';orkN who t:an hllild (o;.;hr:ons 10- taddt' rough I(Kal is:ue-s
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soh-",,' be o~,t'tl 11111Hkd h;ln~ dtl {'X~,'Hl1\'c pl'esctl..:e ;tllt1 \\"eil-
tla"";;\1 ')l--"'Il,l,~,~r [.plic\- ;'Iloi be a \-,~'rsoll \';)Ih a srrnn;;
c,'s (inJ 10 i..SS;~: Dep.trtm~!1!5
10 [..ke ri"ks. \;.!Jen ;h'l~t"ssan
'I hI! "l;'LeS~Il:1 ,,;,n,!i,liln: sh,--.uIJ ;d...,--. \.e
:>i2nit';,a.!\t ;"ll')UJlI ,",f III ,;",;I;;! thr- CIIY!O
h' m"k" a SII'OIle; ~1;'ole,,~iDI\.1l ~'"ml\litln"'nr r~) siayinc; ill C.)II",,::\',; Srarion 1'01' J.
01\ <intl to ;,:.:,)mplish its g(~;,l$
(iI' 'j {:,.r
Proposal for Executive
Search Services for
the Position of
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CI'IY OI~P ARlil~
r-l~]~Xr\S
Clr-lY~IANAGER
January 24, 2007
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~JiIl~lIff~~1lL ~~1lI1;'1l1 _II'~IM~"" U~I'!i_~,Ci'I"'Mr.._~j"ilCiMlmill'l~~'~';i';lV~;::;or":'~'i"":.",',,-,,",,~'_:"I','w";~">/..,,.I:"Il<,',,''''rl'
Consultants To Management